mandiri true contribution

mandiri true contribution
2016
Laporan Tahunan
PT Bank Mandiri (Persero) Tbk
www.bankmandiri.co.id
Sanggahan dan Batasan Tanggung Jawab
Laporan tahunan ini memuat pernyataan kondisi keuangan, hasil operasi, proyeksi, rencana, strategi, kebijakan, serta tujuan Perseroan, yang
digolongkan sebagai pernyataan ke depan dalam pelaksanaan peraturan yang berlaku, kecuali hal-hal yang bersifat historis. Pernyataan ini
merupakan pernyataan prospektif yang memiliki risiko, ketidakpastian, serta dapat mengakibatkan perkembangan aktual secara material berbeda
dari yang dilaporkan.
Pernyataan prospektif dalam laporan tahunan ini dibuat berdasarkan berbagai asumsi mengenai kondisi terkini dan kondisi mendatang serta
lingkungan bisnis Perseroan. Perseroan tidak menjamin bahwa dokumen yang telah dipastikan keabsahannya akan membawa hasil-hasil tertentu
sesuai harapan.
Laporan ini memuat kata “Bank Mandiri”, “Perseroan” dan “Perusahaan” mengacu pada PT Bank Mandiri (Persero) Tbk, yang bergerak di bidang
perbankan.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
1
mandiri true contribution
In pursuance of the Company’s aspiration in becoming a
bank with the best performance in Indonesia and leading
in ASEAN by 2020 (Indonesia’s best, ASEAN’s prominent),
Bank Mandiri consistently creates its true contribution
in all aspect of its business. In 2016 the strive for
enhancement continues to be developed through
various strategic steps, continuously innovating and
improving the quality of human resources, supported
with the implementation of good corporate governance
principles, to rejuvenate the business foundation of
Bank Mandiri in the future.
Other goals Bank Mandiri has in addition to becoming
the biggest state-owned bank in Indonesia is to
consistently keep the best interest of its stakeholders,
either in the form of economic prosperity (profit),
social welfare (people), and the preservation of
nature (planet) so that it can participate in creating a
sustainable prosperity for Indonesia.
2
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
Daftar Isi
Mandiri Kerja Nyata
1
Produk dan Jasa Perbankan
59
Analisis Posisi Keuangan
131
Daftar Isi
2
Testimoni Nasabah
61
Arus Kas
138
Peta Wilayah Operasional
62
Struktur Organisasi
64
Visi dan Misi Bank Mandiri
66
Nilai Perusahaan
Profil Dewan Komisaris
01
Ikhtisar Utama
Tinjauan Informasi Keuangan
Lainnya
139
139
67
Analisis Tentang Kemampuan
Membayar Utang dan Tingkat
Kolektibilitas Piutang
72
Struktur Modal
141
Profil Direksi
78
Manajemen Risiko
143
Profil Senior Executive
Vice President (SEVP)
84
Ikatan Material Untuk Investasi
Barang Modal
204
Profil Group Head
84
Investasi Barang Modal
204
Struktur Grup Perseroan
86
Informasi Material Lainnya
204
Jumlah Karyawan
88
Kebijakan Dividen
204
Tema dan Kesinambungan Tema
6
Sekilas Laporan Tahunan
7
Warisan Tak Ternilai
8
Transformasi Tahap I Tahun
2005-2010
9
Transformasi Tahap II Tahun
2010-2014
10
Transformasi Tahap III Tahun
2015-2020
11
Komposisi Pemegang Saham
92
Kontribusi Kepada Negara
205
Kami Masih Yang Terbaik
12
Perusahaan Anak dan Asosiasi
96
206
Kilas Kinerja Tahun 2016
13
Tentang Perusahaan Anak
97
Pencapaian Penting Bank Mandiri
Selama 2016
14
Kronologis Pencatatan Saham
101
Informasi Material Mengenai
Investasi, Ekspansi,
Divestasi, Akuisisi, dan/atau
Restrukturisasi Utang/Modal
Ikhtisar Keuangan
16
Kronologis Pencatatan Efek
Lainnya
101
206
Ikhtisar Kinerja Saham
20
Penghargaan dan Sertifikasi
102
Perubahan Peraturan dan
Dampaknya Terhadap Kinerja
Perusahaan
Program Kepemilikan Saham
oleh Pegawai dan Direksi
23
106
Perubahan Kebijakan Akuntansi
Ikhtisar Kebijakan Akuntansi
208
Kronologis Pencatatan Efek
Lainnya
24
Nama dan Alamat Kantor Cabang
di Luar Negeri dan Kantor
Wilayah
107
Ikhtisar Operasional
25
Peristiwa Penting 2016
26
Informasi Transaksi Material
yang Mengandung Benturan
Kepentingan dan/atau
Transaksi
Afiliasi
209
Informasi Pada Website
Perusahaan
Perjanjian, Komitmen dan
Kontijensi Penting
209
Derivatif dan Kebijakan Lindung
Nilai
210
Prospek Usaha
219
Rencana Jangka Panjang dan
Strategi 2017
220
Informasi Kelangsungan Usaha
221
Laporan Dewan Komisaris
32
04
Analisis dan
Pembahasan
Manajemen atas Kinerja
Perusahaan
Laporan Direksi
38
Tinjauan Industri
110
Surat Pernyataan anggota Dewan
Komisaris dan Direksi tentang
Tanggung Jawab atas Laporan
Tahunan 2016
Tinjauan Bisnis
113
03
Sekilas Perusahaan
02
Laporan
Manajemen
Corporate Banking
114
Commercial Banking
115
Treasury
116
117
Data Perusahaan
50
International Banking &
Financial
Institutions Group (IBFI)
Institusi dan Profesi Penunjang
Pasar Modal
51
Mandiri Overseas Offices
119
Profil Singkat Perusahaan
52
Retail
120
Jejak Langkah
54
Integrated The Group
126
Brand Bank Mandiri
56
Tinjauan Kinerja Keuangan
126
Kegiatan Usaha
57
Laporan Laba Rugi
126
05
Tinjauan Fungsi
Pendukung Bisnis
Digital Banking
224
Teknologi Informasi
227
Human Capital
232
06
Tata Kelola
Perusahaan
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
Pendahuluan
244
Manajemen Risiko
364
Prinsip dan Roadmap Tata
Kelola Perusahaan
245
Sistem Pengendalian Internal
371
Tujuan Penerapan Tata Kelola
Perusahaan
246
Fungsi Kepatuhan
373
Program Pengendalian Gratifikasi
379
Kebijakan Dasar Tata Kelola
Perusahaan
246
Kode Etik dan Budaya Perusahaan 382
248
Laporan Pengadaan Barang
dan Jasa
386
Struktur Tata Kelola Perusahaan
Fokus Tata Kelola Bank Mandiri
2016
249
Whistleblowing System
391
250
Perkara Penting yang Dihadapi
Perusahaan Selama 2016
393
Assessment Penerapan GCG
Peningkatan Kualitas GCG
252
394
Rapat Umum Pemegang Saham
254
Akses Informasi dan Data
Perusahaan
Dewan Komisaris
266
Kebijakan Terkait Insider Trading
400
Direksi
280
Informasi Penting Lainnya
400
Kebijakan Remunerasi Dewan
Komisaris dan Direksi
301
Komite di Bawah Dewan
Komisaris
305
Komite Audit
305
Komite Pemantau Risiko
310
Komite Remunerasi dan
Nominasi
316
Komite Tata Kelola Terintegrasi
321
Sekretaris Dewan Komisaris
324
Komite di Bawah Direksi
325
Tata Kelola Terintegrasi
408
Organ Tata Kelola Terintegrasi
409
Laporan Tata Kelola Terintegrasi
410
08
Tanggung Jawab
Sosial Perusahaan
Pendahuluan
424
Kaledoiskop CSR Bank Mandiri
2016
425
Kebijakan, Metode, dan Program
CSR Bank Mandiri
426
Roadmap CSR
428
Struktur Pengelola CSR dan
Anggaran CSR
429
Tanggung Jawab Terhadap
Lingkungan Hidup
432
434
342
Tanggung Jawab Terhadap
Ketenagakerjaan, Kesehatan dan
Keselamatan Kerja (K3)
344
Tanggung Jawab Terhadap Sosial
dan Masyarakat
437
Tanggung Jawab Terhadap
Produk dan Nasabah
441
Assets & Liabilities Committee
(ALCO)
325
Business Committee (BC)
329
Wholesale Business Committee
(WBC)
334
Risk Management Committee
(RMC)
335
Human Capital Policy
Committee (HCPC)
338
Information Technology
Committee (ITC)
340
Capital & Subsidiaries
Committee (CSC)
Credit Committee/Rapat
Komite Kredit (RKK)
Integrated Risk Committee (IRC) 347
Policy & Procedure Committee
(PPC)
07
Tata Kelola
Terintegrasi
349
Sekretaris Perusahaan
352
Internal Audit
354
Auditor Eksternal
362
3
09
Referensi Silang
Kriteria ARA 2015
Referensi Peraturan OJK dan
Kriteria Annual Report Award
2016
10
Laporan Keuangan
Konsolidasian
446
4
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
5
10
Laporan Keuangan
Konsolidasian
01
Ikhtisar Utama
6
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Theme Continuity
berkarya untuk
indonesia
2014
Laporan Tahunan
mandiri
sahabat negeri
mandiri kerja nyata
2015 Laporan Tahunan
2016
PT BANK MANDIRI (PERSERO) Tbk.
www.bankmandiri.co.id
PT BANK MANDIRI (Persero) Tbk.
Laporan Tahunan
PT Bank Mandiri (Persero) Tbk
www.bankmandiri.co.id
www.bankmandiri.co.id
2014
2015
2016
Passion to Perform for
Indonesia
Mandri Friend of the Nation
Mandiri True Contribution
We consistently make every effort to
work for Indonesia by making Bank
Mandiri the bank with the best financial
and operational performance, a bank
that Indonesia can be proud of.
Bank Mandiri managed to execute its
business plan in addition to making
progress and recording business growth as
well as making significant contributions to
improve public welfare.
Bank Mandiri upholds to significantly
contribute to an Indonesia directed
towards the sustainable development
that focuses on balance and harmony
within the framework of the triple bottom
line (people, profit and planet).
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
7
10
Laporan Keuangan
Konsolidasian
Annual Report At A Glance
As the government agent of development in driving the national economy, Bank Mandiri
has demonstrated its support to the government development policy inside and out of 2016,
by providing infrastructure financing in Indonesia. The Company supports Bank Indonesia
and Financial Services Authority (FSA) to increase non-cash transaction in creating a cashless
society. The Company again contributes to the growth of real sector by providing Kredit
Usaha Rakyat (KUR) and enhancement the quality of live through enhancement of access for
houses and vehicles ownership. The real endeavor dedicated by Bank Mandiri for Indonesia
has been stated in the theme of 2016 Annual Report “Mandiri Real Endeavor.”
The annual report written has passed
deep and thorough study of the outlook
for Bank Mandiri’s business sustainability
and overlooks the dynamics of the
banking business in 2016. The report
provides a comprehensive look
while integrating the Company’s
achievements, statements of financial
position, profit and losses, and yearly
cash flow, including overview on
organization structure function, tasks,
and roles which is reflected in the
implementation of good corporate
governance.
The purpose of the annual report is to
put high level of understanding and
trust within stakeholders, by providing
appropriate, balanced, and relevant
information. Shareholders, management,
employees, and other stakeholders are
endowed with adequate information
related to the strategy, policy, steps of
implementation, what has been realized,
and what will be utilized as real endeavor
by Bank Mandiri in 2016.
The annual report is not only an
embodiment of accountability of
corporate management, particularly for
shareholders in the General Meeting of
Shareholders, but rather serves as an
effective medium of communication
from Bank Mandiri to its stakeholders.
Exposure to the performance that has
passed and the future business prospects
conveyed straightly in the report, to
open an opportunity for Bank Mandiri
to obtain encouragement from related
parties in improvement and becoming
the biggest bank in Indonesia. The report
is also an embodiment of good corporate
governance to be positioned of Bank
Mandiri as a trustworthy and the best
bank in Indonesia.
CATATAN UNTUK PEMBACA LAPORAN
Tabel dan grafik pada laporan ini memaparkan data numerik dengan standar
Bahasa Indonesia, sedangkan pemaparan numerik dalam teks menggunakan
standar Bahasa Inggris dan Indonesia sesuai dengan konteksnya.
8
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Pricesless Heritage
“Dengan sejarah panjang dan semangat memakmurkan negeri, Bank Mandiri
“Through the course of a long history that has been carved and the spirit of the country’s
telah
dan akan senantiasa menunjukkan kesungguhannya dalam memberikan
prosperity, Bank Mandiri is committed to giving the best contributions to support the growth
kontribusi
terbaik
untuk
mendukung
pertumbuhan serta perkembangan
and development
of the
Indonesian
economy”.
perekonomian Indonesia”
Gedung Salah Satu Kantor Cabang
ex-legacy PT Bank Bumi Daya
(Persero) atau BBD.
1
2
Gedung Kantor Pusat ex-legacy
PT Bank Pembangunan Indonesia
(Persero) atau Bapindo.
3
Gedung Kantor Pusat
ex-legacy PT Bank
Dagang Negara
(Persero) atau BDN.
Gedung Kantor Pusat exlegacy PT Bank Export Import
(Persero) atau Bank Exim.
4
Consolidation and Integration
Bank Mandiri has succeeded in building a solid bank organization, as a result of the consolidation process and thorough integration
in all fields. The new and integrated core banking system has been implemented replacing previous core banking system from
the four ex-legacy Banks which were differed one to the others.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
9
10
Laporan Keuangan
Konsolidasian
Transformation Phase I (2005-2010)
Bank Mandiri established transformation programs to be Regional Champion Bank through four main strategies, namely:
1
Corporate Culture
Through performance-based organizational restructuring, overhaul of the existing performance based
evaluation system, development of leadership and talent, and the alignment of human resources to meet
strategic requirements.
2
Aggressive Non-Performing Loans Control
Emphasizing the resolution of non-performing loans, enhancing the risk management system.
3
Acceleration of business expansions to exceed average market growth through distinctive strategies and
value preposition in each segment.
4
Development and management of alliances between the Directorates and Business Units to optimize
customer service and explore business opportunities available related to the existing customers and their
value chains.
In order to achieve the aspiration of becoming a Regional Champion Bank, transformation of Bank
Mandiri conducted gradually through three phases:
1
Back on Track
(2006 - 2007)
To focus on reorganizing
and building the
foundations of the Bank’s
future growth.
2
Outperform
the Market
(2008 - 2009)
To focus on reorganizing and building
the foundations of the Bank’s future
growth.
3
To focus on assuming an
active role in the Indonesian
banking sector consolidation.
Shaping the
End Game
(2010)
Bank Mandiri’s consistency in shaping Phase I transformation has been manifested through improved performance, demonstrated
by various financial parameters. Correspondingly, Bank Mandiri transformed its corporate culture by redefining employees conduct
guidelines known as TIPCE, Trust, Integrity, Professionalism, Customer Focus and Excellence.
10
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Transformation Phase II (2010-2014)
Bank Mandiri has arranged continuing transformation program for the period of 2010-2014 by concerted efforts to revitalized it
vision “To be the most admired and progressive financial Institution in Indonesia”. To emphasize the vision, the Bank focused its
business transformation on three areas as follows:
1
Wholesale Transaction
To strengthen its leadership in wholesale transactions by offering comprehensive financial transaction
solutions and building holistic relations in servicing corporate and commercial institutions in Indonesia.
2
Retail Deposit & Payment
Become the bank of choice in retail deposit and payment by providing unique and top-quality banking
experience to the customers.
3
Retail Financing
To take the lead in key retail financing segments, primarily to overcome the competition in the mortgage,
personal loan, and credit card segments, and to become a key player in micro banking.
Results of the second phase
transformation recorded in several
key indicators, IDR 251.5 trillion of
capitalization value, 3.39% of Return on
Asset, 2.15% of Non Performing Loan.
Bank Mandiri has also overshadowed
as “The Best Bank in Service Excellence”
from Marketing Research Indonesia for
seven consecutive years and “The Most
Trusted Company” from The Indonesia
Institute for Corporate Governance (IICG)
for eight consecutive years.
Bank Mandiri’s long term target, by the
end of 2020, will become one of the top
in ASEAN in term of market capitalization
and major player in the region.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
11
10
Laporan Keuangan
Konsolidasian
Transformation Phase III (2015-2020)
To consummate its long term target, Bank Mandiri continues the business transformation into its third phase of 2015-2020. Through
sustainable business transformation and organizational management, the vision was emphasized as follows:
1
Determined to be the best financial institution in ASEAN in terms of services, products and returns to
shareholders and benefits to society at large.
2
Determined to be the pride of the nation, understanding that every person that works in the bank has a
responsibility to fulfill through the best practices in management and good corporate governance.
3
Determined to be the icon of Indonesian banking in ASEAN with the goal of achieving a market
capitalization of USD 55 billion and ROE of 23%-27% by 2020.
To overtake the vision, Bank Mandiri focuses its growth strategies in to three main scopes, namely:
Wholesale
Integrate the Group
Retail
Providing integrated wholesale product
solutions, expertise based solution in the
customer’s business sector, and active
support to the activities of Bank Mandiri
customers who conducts business
expansion to other countries through the
provision of cross-border solutions.
Integrate the business in all segments
of the Bank, including subsidiaries.
Through this strategy, Bank Mandiri
intends to impart cross sell culture and
regionalization of business and optimize
distribution networks in the region.
Facilitating access of SME and micro
customers to the distribution network of
Bank Mandiri, conducting penetration
and customer acquisition focused on
potential sectors, offering complete onestop solutions to consumer products and
services and maintaining competitive
and complete innovations to strengthen
its dominance in the retail payment.
Consisting of three Business units:
1. Treasury & Market
2. Corporate Banking
3. Commercial Banking
Consisting of two Business Units:
1. Consumer Banking
2. Micro & Business Banking
Those focused areas supported with organizational strengthening by providing integrated service solutions, infrastructure
improvements (offices, IT, operations and risk management), as well as strengthening its human resources.
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PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
We are Still the Best
Slowly but surely Bank Mandiri managed to achieve some steps as a manifestation in
achieving aspiration as Indonesia's best, ASEAN's prominent. There were some achievements
that should be appreciated in 2016, namely:
Third Party Funds
2015
2016
Asset growth by 14.14% amounting to
Rp1,038.71 trillion in 2016 from Rp910.06
trillion in 2015. In the last five years,
assets growth as 63.42% from Rp635.62
trillion in 2012.
Net Profit
2015
trillion
Rp762.44
12,81%
Rp676.39
triliun
Rp910,06
14,14%
trillion
Asset Growth
2016
Third party funds, both from demand
deposits, savings and time deposits in
2016 increased by 12.72% amounting to
Rp762.44 trillion from Rp676.39 trillion in
2015. In the last five years the growth of
third party funds amounting to 57.88%
from Rp482.91 trillion in 2012.
Penghargaan
The Most Trusted
Indonesia Company
9x
Tingginya tingkat kepercayaan
terhadap pengelolaan perusahaan
dengan tercapainya perhargaan
The Most Trusted Indonesia Company
dari Indonesia Institute of Corporate
Governance sebanyak sembilan kali
berturut-turut.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
13
10
Laporan Keuangan
Konsolidasian
Performance Highlight of 2016
Strategy in 2016
In the second year of its third phase of transformation, Bank Mandiri sharpened its business strategy to increase its competitiveness
in the midst of a challenging and fierce economic conditions and business competition. This step also supports the achievement of
the Bank's aspiration to become Indonesia's best, ASEAN's prominent by 2020.
The 2016 business focus of Bank Mandiri is divided into three, namely:
Focus on base core
competence, through:
Develop new core
competences, which will
include:
Strengthen its
fundamentals, in the
form of:
-
Fostering corporate loan portfolio
beyond market growth with a focus
on customer penetration anchor and
selected industry sector.
-
- Decreasing cost to income ratio by
digitizing customer transaction and
its business processes.
-
Enrichment of fee based income
portion and Current Account Saving
Account (CASA) wholesale through
improvement of transaction banking
and cash management services.
Encouraging CASA retail growth
through e-channel and the Bank @
Work transaction by harnessing the
virtue of relations and derivative of
wholesale customers.
- Accelerating consumer lending
business growth, particularly in terms
of:
a. Housing loan, by accelerating
housing loan business processes
as well as optimization of
cooperation with the developer;
b. Auto loan acceleration by
streamlining its segment/target
market through its subsidiaries,
PT Mandiri Tunas Finance and
PT Mandiri Utama Finance by
accelerating business processes
and increase booking capacity;
c. Personal loan acceleration by
alignment of KTA offering and
KSM micro, and a focus on
payroll customers.
group can quickly identify customers
who are facing problems in business and
will take necessary steps to restructure
its credits. Throughout 2016, the SAM
unit received the transfer of nonperforming loans from business units of
about Rp6.5 trillion to be handled more
effectively and resetting support of its
risk assessment criteria that a business
unit can improve the credit approval
process. In addition, the SAM unit also
continues to enhance monitoring and
strengthening the early warning system.
Bank Mandiri has targeted higher level of
Cash Recovery in comparison to last year
and implemented action plans to achieve
those targets. Bank Mandiri can provide
incentives to cooperative debtors in
settling the credit.
Bank Mandiri realizes that solid
cornerstone is very important in
strengthening the company’s business
structure, Bank Mandiri then enhances its
asset quality and portfolio management
including through the reorganization of
the Special Asset Management (SAM)
task force, which handles credit with
special attention status, led by senior
management since second quarter of
2016.
SAM task force consists of restructuring
unit that focuses on the prevention of
rising NPLs and as a recovery unit. This
- Decreasing NPL through
improvement of credit processes.
- Development of data analytics to
improve customer insights and
support cross-selling.
In addition to increasing the frequency
of auctions, the bank also established an
asset marketing unit to identify a buyer
targeted assets that are difficult to be
sold by auction.
14
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Significant Achievements in 2016
Total Asset
Total asset increased by 14.1%. In 2016 Rp1,038.5 trillion,
in 2015 Rp901.1 trillion.
Nawacita Program
Bank Mandiri supported Nawacita program as stated
by President Joko Widodo, through various financing
programs in infrastructure. Bank Mandiri also provided
various banking solutions boost the acceleration and access
of development.
Young Entrepreneur
After succeed in building ecosystem of Young Entrepreneur
(WMM), since 2016 Bank Mandiri has added a new
category of Fintech. The young entrepreneurs in fintech
has opportunity to get coaching and financial support for
business development through Mandiri Capital Indonesia.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
15
10
Laporan Keuangan
Konsolidasian
Empower Disabilities
In 2016, Bank Mandiri realized its commitment to empower
disabilities through employment as Call Center operators,
who serve the customers at Bank Mandiri Call Center building,
Mandiri Rempoa Housing Complex, South Tangerang.
Cashless Society
Since July 13, 2016, Micro Banking of Bank Mandiri formally
implemented Laku Pandai Program nationwide as
limited banking system services without physical office of
Bank Mandiri, but by the support of a reliable information
technology infrastructure.
16
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Ikhtisar Keuangan
Ikhtisar Data Keuangan Penting 5 tahun Terakhir
Consolidation-including subsidiaries (in US $ Million)
The figures in all tables and graphs in this annual report uses Indonesian language
Description (in IDR million)
2016
2015
2014
2013
20121)
1,038,706,009
662,012,652
98,933,278
245,136
885,336,286
910,063,409
595,457,650
103,869,361
48,394
790,571,568
855,039,673
529,973,541
86,153,906
55,490
750,195,111
733,099,762
472,435,041
82,227,428
4,667
644,309,166
635,618,708
388,830,299
79,072,173
4,306
559,863,119
187,052,253
302,327,614
273,120,837
58,318,890
153,369,723
172,165,990
271,707,530
232,513,741
57,717,893
119,491,841
128,067,091
252,444,999
255,870,003
53,870,042
104,844,562
123,445,524
236,510,887
196,385,250
39,570,135
88,790,596
113,911,014
202,216,209
166,786,895
32,613,314
75,755,589
2016
2015
2014
2013
2012
76,709,888
71,357,029
71,570,127
66,296,272
62,637,942
58,003,439
50,208,842
46,725,244
42,550,442
39,475,434
51,825,369
46,472,510
19,286,425
45,363,103
40,089,248
18,378,678
39,132,424
34,497,921
14,687,815
33,809,418
30,325,820
14,686,637
28,421,569
25,346,561
11,897,822
31,268,198
28,754,543
25,374,351
22,533,779
19,804,005
24,943,938
18,572,965
14,650,163
13,806,565
843,598
40,345,048
39,484,138
11,664,837
26,369,430
21,152,398
20,334,968
817,430
20,446,829
19,658,155
5,718,130
26,008,015
20,654,783
19,871,873
782,910
21,482,680
20,699,770
4,871,442
24,061,837
18,829,934
18,203,753
626,181
17,996,086
17,369,905
3,423,067
20,504,268
16,043,618
15,504,067
539,551
16,256,581
15,717,030
860,91
788,674
782,910
626,181
539,551
591.71
871.5
851.66
780.16
664.46
FINANCIAL POSITION
Total Assets
Credit2) - Gross
Government Bonds
Equity Investment - Net
Total Liabilities 3)
Third Party Funds - Customer Deposits3)
Current Accounts
Savings Accounts
Time Deposits
Other Interest Bearing Liabilities
Capital/Equity4)
1) Reclassified for the purpose of consolidating mutual funds managed by subsidiaries
2) Including Consumer Finance Receivables and Net Investment in Leasing
3) Includes Temporary Syirkah Funds
4) Includes non-controlling interests in consolidated net assets of subsidiaries
Description (in IDR million)
PROFIT AND LOSS STATEMENT
Interest Income
Including Interest on Government Bonds
Excluding Interest on Government Bonds
Net Interest Income1)
Including Interest on Government Bonds
Excluding Interest on Government Bonds
Other Operating Income
Other operating expenses1)
Reserve for Impairment (CKPN) Expenses
Profit before Tax
Net Profit in Current Year
Profit attributable to owner of parent company
Profit attributable to non-controlling interests
Comprehensive profit (loss)
Comprehensive profit attributable
to owner of parent company
Comprehensive profit attributable
to non-controlling interests
Net Earnings per Share (in IDR)
1) Reclassified for the presentation of the the burden of insurance premiums customer funds guarantee program as part of other operating costs
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
Description (in IDR million)
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
17
10
Laporan Keuangan
Konsolidasian
2016
2015
2014
2013
2012
21.36%
18.60%
16.60%
14.93%
15.48%
2.47%
1.56%
1.15%
1.17%
1.17%
3.07%
1.96%
1.42%
1.43%
1.45%
3.97%
3.96%
1.38%
3.10%
2.29%
0.60%
2.61%
1.66%
0.44%
2.86%
1.60%
0.37%
2.77%
1.74%
0.37%
1.95%
11.12%
6.29%
80.94%
3.15%
23.03%
5.90%
69.67%
3.57%
25.81%
5.94%
64.98%
3.66%
27.31%
5.68%
62.41%
3.55%
27.23%
5.58%
63.93%
85.86%
87.05%
82.02%
82.97%
77.66%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
6.50%
8.12%
2.98%
0.00%
0.00%
7.50%
8.50%
2.91%
0.00%
0.00%
8.00%
8.49%
2.01%
0.00%
0.00%
8.00%
8.10%
2.40%
0.00%
0.00%
8.00%
8.01%
1.27%
2013
2012
FINANCIAL RATIOS (BANK ONLY)
Capital
Capital Adequacy Ratio (CAR)
Productive Assets
Productive & Non-Productive Assets to total
productive assets & non-productive assets
Non-performing productive assets to total
productive assets
Financial asset CKPN to productive assets
Non-Performing Loans (Gross NPL)
net NPL
Profitability
ROA
ROE
NIM
BOPO
Liquidity
LDR
Compliance
Percentage of Violation to BMPK
Related Parties
Non-Related Parties
Percentage of violation to BMPK
Related Parties
Non-Related Parties
Minimum Rupiah Demand Deposits
Minimum demand deposits in foreign Currencies
Net Exchange Position
Note:
The Information concerning stock Price is outlined further on “Information for Shareholders and Investors" section.
Description
Number of Domestic Branch Offices
2016
2015
2014
2,599
2,457
2,312
2,050
1,810
number of ATM Machines
17,461
17,388
15,444
11,514
10,985
Number of ATM-LINK Machines
60,508
53,957
47,327
40,127
33,465
Number of Third-Party Accounts (in IDR million)
Number of Employees
18.45
16.9
15.7
14.0
13.7
38,940
36,737
34,696
33,982
30,762
18
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
2012 2013 2014 2015 2016
2012 2013 2014 2015 2016
2012 2013 2014 2015 2016
51,825,369
45,363,103
39,132,424
33,809,418
28,421,569
76,709,888
71,570,127
62,637,942
2012 2013 2014 2015 2016
843.598
817.430
782.910
626.181
(in million Rupiah)
539.551
(in million Rupiah)
13.806.565
Profit Attributable to
Non-Controlling
20.334.968
Total Profit Attributable to
Owner of Parent Company
19.871.873
19.286.425
18.378.678
14.687.815
14.686.637
(in million Rupiah)
2012 2013 2014 2015 2016
*) Dengan Bunga Obligasi Pemerintah
18.203.753
Other Operating Income
2012 2013 2014 2015 2016
*) Dengan Bunga Obligasi Pemerintah
15.504.067
2012 2013 2014 2015 2016
50,208,842
42,550,442
153,369,723
119,491,841
(in million Rupiah)
104,844,562
Net Earnings*
(in million Rupiah)
88,790,596
Interest Income*
(in million Rupiah)
75,755,589
245,136
2012 2013 2014 2015 2016
Total Equity
11.897.822
48,394
55,490
4,667
4,306
885,336,286
790,571,568
750,195,111
644,309,166
559,863,119
733,099,762
1,038,706,009
(in million Rupiah)
910,063,409
Equity Investment - Net
(in million Rupiah)
855,039,673
Total Liability
(in million Rupiah)
635,618,708
Total Asset
2012 2013 2014 2015 2016
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
Comprehensive Profit
Attributable to Owner
of Parent Company
08
Tanggung Jawab
Sosial Perusahaan
Comprehensive Profit Attributable
to Non-controlling Interests
Earnings per Share
591,71
25,81
27,31
1.95
85.86
87.05
82.02
82.97
80.94
Loan to Deposit Ratio
(LDR)
77.66
3.15
69.67
64.98
62.41
Biaya Operasional terhadap
Pendapatan Operasional (BOPO)
2012 2013 2014 2015 2016
6.29
5.90
5.94
5.68
3.57
2012 2013 2014 2015 2016
63.93
Net Interest Margin
(NIM)
3.66
3.55
21.36
27,23
Bank only
18.60
Bank only
16.60
Bank only
14.93
Return On Equity
(ROE)
15.48
Return On Asset
(ROA)
11,12
2012 2013 2014 2015 2016
23,03
2012 2013 2014 2015 2016
Rasio Kecukupan Modal
(CAR)
2012 2013 2014 2015 2016
871,50
851,66
780,16
860,910
788,674
782,910
626,181
539,551
664,46
39,484,138
2012 2013 2014 2015 2016
5.58
10
Laporan Keuangan
Konsolidasian
(in million Rupiah)
19,658,155
20,699,770
17,369,905
15,717,030
09
Referensi Silang
Kriteria ARA 2015
2012 2013 2014 2015 2016
2012 2013 2014 2015 2016
19
2012 2013 2014 2015 2016
20
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Stock Performance
Market Condition and Bank Mandiri’s
Share Performance
Indonesia capital market has improve its performance
throughout 2016, parallel with the improvement of the national
economic condition. Indonesia started to be released from
the world economic pressures that are not conducive yet. The
indicators came from the achievement of Composite Stock
Price Index (CSPI) improvements at the end of 2016 amounted
to 5,297, an increase of 15.32% compared to the end of 2015
amounted to 4,593.
The achievement of CSPI, calculated in the past ten years, has
increased by 193.36% and recorded its highest ever in the history
of Indonesia capital market. The increase, which reached the five
largest compared to the world's major exchanges is accompanied
by achievement of the highest value of depositor funds, which
reached Rp 674.39 trillion and US $ 247.5 million. Achievement
recorded of issuance of initial public funds amounting to Rp 12.11
trillion, rights issue amounting to Rp 61.85 trillion, warrant Rp 1.14
trillion, 84 new issues of corporate bonds and sukuk issued by 56
issuers amounting to Rp 113.29 trillion and US $ 47.5 million.
Stock daily average transaction value in the Indonesia Stock
Exchange (IDX) also recorded increased by 30.03% compared to
2015. The average of transaction frequency grew by 18.91%, the
average daily transaction volume rose by 31.36% and the market
capitalization increased by 18.18% compared to 2015.
Bank Mandiri’s Stock Performance
Shares of Bank Mandiri is one of blue chips stock listed in
Indonesia Stock Exchange since July 14, 2003. Listed on
the main board, Bank Mandiri’s stock has become of the
performance indicators of stock market by included index
calculation of IDX30, LQ45 Kompas 1000 and Sri Kehati indexes.
Bank Mandiri stock trading in 2016 followed the dynamics
that occur in domestic and global stock markets as well as the
development of the national economy. Bank Mandiri's stock
price movements was better than 2015, with a record lowest
closing price of Rp 8,700 per share on May 20, 2016 and the
highest closing price of Rp 11,800 per share on August 9,
2016. While the closing price at the end of 2016 amounting
to Rp 11.575 per share, better compared to the end of 2015
amounted to Rp 9,250 per share.
Share Price Movement and Market
Capitalization
Since its initial listing in July 14, 2003, Bank Mandiri’s stock
continues to impress with improved performance and managed
to become one of the best stock in Indonesia. With the rise in
stock prices throughout the year by 25.1% from US $ 9,250 at
the end of 2015 to Rp 11.575 at the end of 2016, the market
capitalization on the Indonesia Stock Exchange recorded the
seventh largest compared to all issuers with Rp270.08 trillion.
21
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
Grafik Pergerakan Harga Saham Bank Mandiri Tahun 2016
Rupiah
12.000
BMRI.JK
9.000
6.000
3.000
0
Januari
Februari
Maret
April
Mei
Juni
Juli
Agustus
September
Oktober
2016
2015
2014
Highest Closing Prices (in IDR)
11,800
12,475
11,000
Lowest Closing Prices (in IDR)
8,700
7,525
7,600
Closing Prices (in IDR)
11,575
9,250
10,100
Market capitalization (in IDR trillion)
267.4
215.8
251.41
The number of traded shares (number of shares)
5,896
5,807
6,591
591.71
871,50
861,66
Net earnings per share (in IDR)
November
Desember
The highest and lowest
closing prices of Bank Mandiri
occurred respectively in
August and May, i.e. at IDR
11,800 and IDR 8,700
Price Volume and Market Capitalization of Bank Mandiri Share 2014-2016
Price/Share (IDR)
Year
Opening
(Rp)
Highest
Closing
Lowest
Closing(Rp)
Market
Capitalization
(IDR trillion)
Number of Shares
Transaction Volume
(Number of Shares)
9,450
23,333,333,333
1,964,619,800
220.50
Closing
2014
Quarter I
7,850
10,250
7,600
Quarter II
9,575
10,825
9,525
9,725
23,333,333,333
1,661,089,700
226.91
Quarter III
9,825
11,000
9,625
10,075
23,333,333,333
1,714,043,200
235.08
Quarter IV
10,100
10,875
9,300
10,100
23,333,333,333
1,279,584,700
251.41
Quarter I
10,775
12,475
10,700
12,475
23,333,333,333
1,281,646,000
291.08
Quarter II
12,475
12,275
9,425
10,050
23,333,333,333
1,644,480,096
234.50
Quarter III
10,125
10,400
7,525
7,925
23,333,333,333
1,584,873,000
184.92
Quarter IV
8,000
9,650
7,675
9,250
23,333,333,333
1,296,309,704
215.83
Quarter I
9,200
10,350
9,100
10,300
23,333,333,333
1,575,788,096
240.33
Quarter II
10,225
10,375
8,700
9,525
23,333,333,333
1,369,132,900
222.25
2015
2016
Quarter III
9,500
11,800
9,400
11,200
23,333,333,333
1,683,095,896
261.33
Quarter IV
11,325
11,575
10,100
11,575
23,333,333,333
1,268,503,900
270.08
22
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Chronological Listing of Shares
Period
Authorized
Capital
Issued and
Fully Paid-Up
Capital
Series A
Series B
Additional
Dwiwarna
Ordinary
Listed Shares
Share
Registered
(number of
(number Share (number
shares)
of shares
of shares
Ownership
by Retail
Investors
(number of
shares)
Unissued
Capital
(number of
shares)
Prior to IPO
32,000,000,000 20,000,000,000
1
19,999,999,999
Subsequent
to IPO
32,000,000,000 20,000,000,000
1
13,999,999,999 6,000,000,000
6,000,000,000 12,000,000,000
MSOP I*
32,000,000,000 20,375,365,957
1
13,999,999,999
375,365,957
6,375,365,957 11,624,634,043
MSOP II*
32,000,000,000 20,687,079,654
1
13,999,999,999
311,713,697
6,687,079,654 11,312,920,346
MSOP III*
32,000,000,000 20,996,494,742
1
13,999,999,999
309,415,088
6,996,494,742 11,003,505,258
PUT**
32,000,000,000
1
13,999,999,999 2,336,838,591
23,333,333,333
Date of
Listing
12,000,000,000
9,333,333,333
8,666,666,667
July 14, 2003
and March 11,
2004
February 24,
2011
*) Approved by the Jakarta Stock Exchange by virtue of a letter under document number: No.BEJ.PSI/P/07-2004 dated July 13, 2004 and by the Surabaya Stock
Exchange by virtue of its letter: No.JKT-023/LIST EMITEN/BES/VII/2004
**) PUT: Limited Public Offering with Rights Issue
Chronological Listing of Other Shares
Type of
Security
Value (IDR)
Place of Listing
Interest
Rate
Bank Mandiri
Rupiah
Subordinated
Bond I 2009
3,500,000,000,000
Indonesia Stock
Exchange (IDX)
11.85 %
Bank Mandiri
I 2016 Phase I
Bond
5,000,000,000,000
Indonesia Stock
Exchange (IDX)
7.95%
Seri A
Effective Date
Maturity Date
Rating
Trustee
December 14, 2009 December 11, 2016
idAA+ by
Pefindo
Bank
Permata
September 22,2016 September 30, 2021
idAAA by
Pefindo
Bank
Tabungan
Negara
Bank Mandiri – Rupiah Subordinated Bond I 2009
PT Pemeringkat Efek Indonesia (PEFINDO) delivered the ratings AA + (Double A Plus) to the Bank Mandiri I 2009 Subordinated
Rupiah Bonds with a value of Rp3,500,000,000,000 for the period October 1, 2015 - October 1, 2016. The newly rate based on the
letter No. 1240/PEF-Dir /X/2015 dated October 1, 2015, concerning the Annual Ranking Monitoring Certificate of Bank Mandiri I 2009
Subordinated Rupiah Bonds for the Period of October 1, 2015 - October 1, 2016. Following the letter No. 1241/PEFDir/X/2015 dated
October 1, 2015 regarding the Annual Ranking Monitoring Certificate on Bank Mandiri PEFINDO also decided to reassign idAAA
rating (Triple A; Stable Outlook) to the Bank for the period October 1, 2015 - October 1, 2016.
The Bank Mandiri bonds have been paid out by Bank Mandiri on December 13, 2016.
Bank Mandiri I 2016 Phase I Bond
Bank Mandiri issued Bank Mandiri I 2016 Phase I Bond with a value of Rp 5,000,000,000,000 with an effective date of 22 September
2016. Based PEFINDO’s rating on long-term debt securities as stated on letter No. 939/PEF-Dir/VI/2016 dated June 1, 2016 applicable
for the period June 1, 2016 until June 1, 2017, in which the ranking will be reviewed once a year, the Bank Mandiri I 2016 Phase I
Bond received rating of idAAA (Triple A, Stable Outlook).
Bank Mandiri menerbitkan Obligasi Berkelanjutan I Bank Mandiri Tahun 2016 dengan nilai Rp5.000.000.000.000 dengan tanggal
efektif 22 September 2016. Berdasarkan hasil pemeringkatan atas efek utang jangka panjang sesuai dengan surat No. 939/PEFDir/VI/2016 tanggal 1 Juni 2016 dari Pefindo yang berlaku untuk periode 1 Juni 2016 sampai dengan 1 Juni 2017, dan yang akan
dilakukan review peringkat dalam periode 1 (satu) tahun sekali, Obligasi Berkelanjutan I Bank Mandiri Tahap I Tahun 2016 telah
mendapat peringkat: idAAA (Triple A, Stable Outlook).
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
23
10
Laporan Keuangan
Konsolidasian
Management Stock Option Plan (MSOP) and Employee Stock Allocation (ESA)
Bank Mandiri bears the costs and discounts related to the ESA
program and established with funding of reserves. Program
management and implementation of ESA and MSOP conducted
by Board of Directors, with the supervision of the Board of
Commissioners.
Stage 1 of the MSOP conducted simultaneously with the Initial
Public Offering (IPO) on July 14, 2003, with total of 378,583,785
shares at exercise price of Rp742.50 per share and a nominal
value of Rp500 per share. The stock option booked in the
Share Account - Equity Account with fair value of stock options
amounting to Rp69.71 per share. A total of 375,365,957 shares
in Stage 1 MSOP resulted increase in paid in capital amounted
Rp187,683 million as well as the addition paid in capital
amounted Rp117, 193 million. Execution period on Stage 1
MSOP was July 13, 2008 as announced on Announcement of
Indonesia Stock Exchange (formerly Jakarta Stock Exchange)
No. Peng-262 / BEJ.PJS / P / 07-2004 dated July 14, 2004.
The shareholders approved the plan of employees and Board of
Director stock ownership through the Stock Allocation Program
or Employee Stock Allocation (ESA) and the Granting Purchase
Options Shares to the Management or the Management Stock
Option Plan (MSOP), in accordance with the Decree of the EGM
on May 29, 2003 as stated in the deed of Sutjipto, SH, No. 142
dated May 29, 2003.
Bank Mandiri’s ESA programs consisted of Bonus Shares
Allocation Program (Bonus Share Plan) and Discounted
Stock Allocation Program (Discounted Share Purchase). The
implementation refers to Bapepam Regulation No.IX.A.7
that employees (including the Board of Directors, Board of
Commissioners, the Board of Audit, Secretary of the Board of
Commissioners and Contract Employees of Bank Mandiri) are
eligible to have a maximum of 10.0% of the shares offered to
the public, in accordance with the Bank Mandiri ESOP Guidance.
On the other hand, the Board of Directors and senior
management at certain level or criteria eligible for the
opportunity of MSOP. Number of Shares issued under the
program shall not exceeded 5.0% of the paid in capital in the
bank, which is based on Bapepam Regulation No.IX.D.4 as the
maximum shares that can be issued by a public company within
a period of three years without the right first to the existing
shareholders (Preemptive Rights). MSOP tenor of five years
since the execution date.
Stage 2 of MSOP with total of 312,000,000 share options carried
out as stipulated by AGMS on May 16, 2005. The price per share
for first year execution was set at Rp1,190.50 and Rp2,493 for
the second year onward, with nominal value at Rp500 per share.
The stock option booked in the Share Account - Equity Account
with fair value of stock options amounting to Rp642.28 per
share. A total of 311.713.697 shares in Stage 2 MSOP resulted
increase in paid in capital amounted Rp155,857 million as well
as the addition paid in capital amounted Rp425, 233 million.
Execution period on Stage 1 MSOP was May 10, 2010 as
announced in 30 trading days on Announcement of Indonesia
Stock Exchange No.Peng-97 / BEJPSJ / P / 02-2007 dated
February 2, 2007.
Stage 3 of MSOP gaining approval by shareholders at thee
AGMS on 22 May 2006 with the total of 309,416,215 share
options. Board of Commissioners gained authority from the
AGMS to set implementation policies as well as supervise the
Stage 3 MSOP to be reported to the next AGMS. The price per
share was set at Rp1,495.08 with a nominal value of Rp500
per share. The stock option booked in the Share Account Equity Account with fair value of stock options amounting to
Rp593.89 per share. A total of 309,415,088 shares executed in
Stage 3 MSOP, which ended in February 2011 so that the issued
and paid up capital increased by Rp154,707 million with the
addition of paid in capital Rp491,651 million.
Bank Mandiri did not conduct any corporate action similar to
ESA and MSOP, prior to the end of ESA and MSOP program in
2016.
24
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
Management Stock Option Plan
(MSOP) dan Employee Stock Allocation
(ESA)
Obligasi Subordinasi Rupiah Bank Mandiri I Tahun 2009
PT Pemeringkat Efek Indonesia (Pefindo) menetapkan kembali
peringkat idAA+ (Double A Plus) terhadap Obligasi Subordinasi
I Tahun 2009 Bank Mandiri senilai Rp3.500.000.000.000 untuk
periode 1 Oktober 2015 - 1 Oktober 2016. Hal ini didasarkan
pada surat No. 1240/PEF-Dir/X/2015 tanggal 1 Oktober 2015
perihal Sertifikat Pemantauan Tahunan Pemeringkatan atas
Obligasi Subordinasi I Tahun 2009 Bank Mandiri Periode 1
Oktober 2015 - 1 Oktober 2016. Kemudian melalui melalui
surat No. 1241/ PEFDir/X/2015 tanggal 1 Oktober 2015 perihal
Sertifikat Pemantauan Tahunan Pemeringkatan atas
Bank Mandiri, Pefindo juga memutuskan untuk menetapkan
kembali peringkat idAAA (Triple A; Stable Outlook) terhadap
Bank Mandiri untuk periode 1 Oktober 2015 - 1 Oktober 2016.
Obligasi Berkelanjutan I Bank Mandiri Tahap I Tahun 2016
Bank Mandiri menerbitkan Obligasi Berkelanjutan I
Bank Mandiri Tahun 2016 dengan nilai Rp5.000.000.000.000
dengan tanggal efektif 22 September 2016. Berdasarkan
hasil pemeringkatan atas efek utang jangka panjang sesuai
dengan surat No. 939/PEF-Dir/VI/2016 tanggal 1 Juni 2016
dari Pefindo yang berlaku untuk periode 1 Juni 2016 sampai
dengan 1 Juni 2017, dan yang akan dilakukan review peringkat
dalam periode 1 (satu) tahun sekali, Obligasi Berkelanjutan I
Bank Mandiri Tahap I Tahun 2016 telah mendapat peringkat:
idAAA (Triple A, Stable Outlook).
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
25
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
Operational Highlight
Description (in trillion Rupiah)
2012
2013
2014
2015
2016
Total Deposits
Giro
Saving
Time Deposits
Total Credit
Total FBI
Total ATM (in thousand)
Pre-paid Card (in thousand)
482.91
113.91
202.22
166.79
388.83
12.237
10,895
1,287.7
556.34
123.45
236.51
196.39
472.22
14.506
11,514
3,501.2
636.38
128.07
252.45
255.87
529.97
15.068
15,344
4,953.9
676.39
172.17
271.71
232.51
595.46
18.636
17,388
6,662.9
762.48
187.03
302.34
273.12
649.32
20.204
17,461
8,820.2
128.07
252.45
255.87
172.17
271.71
232.51
2013
2014
2015
2012
2013
2014
2012
649.32
595.46
529.97
472.22
2013
1,287.7
2014
2015
2016
2012
2013
8,820.2
17,461
17,388
11,514
10,895
2016
2016
Pre-paid Card
(in thousand)
15,344
20.204
18.636
2015
2015
Deposito
Total ATM
(in thousand)
15.068
14.506
12.237
Total FBI
(Rp trillion)
2014
6,662.9
Tabungan
2013
4,953.9
Giro
2012
3,501.2
Total Simpanan
2016
388.83
123.45
236.51
196.39
2012
187.03
302.34
273.12
676.39
636.38
556.34
113.91
202.22
166.79
482.91
Credit Growth
(Rp trillion)
762.48
Saving Product Growth
(Rp trillion)
2014
2015
2016
26
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
2016 Milestones
January 27, 2016
Mandiri Investment Forum (MIF) 2016,
an event to encourage the increase
of Indonesia’s investment through a
gathering of 600 local and overseas
investors and businessmen. Event
entitled “Optimizing Private Sector and
Local Government Contribution” was a
joint event of Bank Mandiri and Mandiri
Sekuritas.
March 6, 2016
Bank Mandiri delivered Wirausaha
Muda Mandiri (WMM) Awards with the
category of Trade and Service Industry
Entrepreneur, Culinary Entrepreneur,
Creative Entrepreneur, Technology
Entrepreneur and Social Entrepreneur.
The 1st winner reward amounted
Rp50 million and 2nd winner reward
amounted Rp40 million The Best of the
Best and Favorite Winner entitled for
total award amounted Rp160 million.
February 29, 2016
The groundbreaking construction of
Mandiri University Campus inaugurated
by Minister of State Owned Enterprises,
Rini Soemarno and Bank Mandiri
President Director Budi G. Sadikin.
Located in Wijayakusuma Region,
Jakarta, the integrated campus will
facilitate employees of Mandiri Group
and other institutions in creating highlevel professionals in financial practices
in the era of the ASEAN Economic
Community.
March 21, 2016
Annual General Meeting of Shareholders
(AGMS) of Bank Mandiri was led by
the President Commissioner, Wimboh
Santoso. The AGMS announced the
appointment of Kartika Wirjoatmodjo,
who previously served as Director of
Finance & Strategy, succeeding Mr.
Budi G. Sadikin as President Director.
In addition, Rico Usthavia Frans, who
was previously Senior Executive Vice
President, was appointed as a director,
and also announced the end of the
term of services of Sentot A. Sentausa as
Director of Distribution.
March 21, 2016
Budi G Sadikin, who was then serving
as President Director of Bank Mandiri,
President Director of Jasa Marga
Adityawarman, President Director of
BTN Maryono, President Director of BRI
Asmawi Syam, and President Director
of BNI Achmad Baiquni photographed
together following the launch of the
"e-Payment Toll" at the Jati Asih toll
gate, Jakarta, on Monday (21/3). The
e-Payment toll was launched as a form
of synergy between PT Jasa Marga and
the Association of State Banks (Himbara)
by implementing the electronic toll
payment nationwide.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
April 18, 2016
As the embodiment of self-reliance
program for the disabled, Bank Mandiri
employed people with disabilities as
Call Center operator on the ground floor
of Bank Mandiri Call Center Building,
Mandiri Rempoa Housing Complex,
South Tangerang.
May 26, 2016
Online payment of palm oil funds
levy was a technological innovation
from Bank Mandiri. The program
was inaugurated by the Minister of
Commerce, Thomas Trikasih Lembong,
to facilitate exporters in the payment
process palm oil fund levy. In addition
to Bank Mandiri, the program is also
supported by Bank BNI and Bank BRI.
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
27
10
Laporan Keuangan
Konsolidasian
April 27, 2016
Bank Mandiri participated in the Indonesia
E-commerce Summit and Expo at the
International Convention Exhibition
(ICE) DSB as an continuously effort of
developing e-commerce business through
electronic banking channels. In the event
which was inaugurated by President Joko
Widodo, one of the activities at the booth
of Bank Mandiri was a Meet and Greet
session between Bank Mandiri President
Director Kartika Wirjoatmodjo with alumni
and 2015 WMM champions.
June 16, 2016
July 23, 2016
President Director of Bank Mandiri,
Kartika Wirjoatmodjo, accompanies
President Joko Widodo; Minister of
Public Works and Housing, Basuki
Hadimuljono and Minister of State
Owned Enterprises, Rini Soemarno
during inauguration of the operation of
the Pejagan-East Brebes Toll Road and
the integration of Cikampek - Cipularang
- Cipali - Padaleunyi Toll Road at East
Brebes Toll Gate. This toll road is part
of the Trans Java Toll Road Network in
accelerating the development of national
infrastructure.
Mandiri Art Charity Exhibition was held
by Bank Mandiri to raise funds for the
education of Indonesia’s children. The
joint event with Hoshizora Foundation
took place at Hotel Dharmawangsa from
July 23 to 26 and at Plaza Mandiri on July
27 to August 5, 2016, involving 85 artists
with 82 paintings and three sculptures. A
part of the sales from these artworks are
donated to the education of Indonesia’s
children.
28
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
August 1, 2016
Bank Mandiri decorated its entire
buildings, both its headquarter and
branches, with red and white theme as
part of celebrating 71st Independence
Day of Indonesia.
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
August 3, 2016
Bank Mandiri recorded Pre-Provision Operating
Profit/PPOP) growth amounted Rp19.3 trillion at the end of June 2016, increased by
13.3% compared to the same period of last year amounted Rp17.1 trillion. On the
Investor Day as mandatory annual public expose in Jakarta, Bank Mandiri announced
its preventive steps to be positioned in healthy and sustainability growth, by providing
strong provision to strengthen its solid structure of productive assets and anticipating
the trend of high level non performing loan of banking industry in the future. In the
2nd quarter of 2016, Bank Mandiri allocated provision amounted to Rp9.9 trillion, an
increased from Rp4 trillion for the same period last year. Bank Mandiri also conducted
Investor Day in Surabaya.
August 31, 2016
September 1, 2016
Deputy Governor of Bank Indonesia Ronald Waas, Director of Retail Banking Bank
Mandiri Tardi, and the UN Secretary- General's Special Advocate for Inclusive
Finance for Development (UNDGSA) The Netherlands Queen Maxima visited Bank
Mandiri digital financial services agent Jack Alvaro Cell in Cibinong, Bogor, on
Wednesday (31/8). Bank Mandiri continues to support the Digital Financial Services
(DFS) in creating a banking financial system that is easy, fast, and reduces the risk
of irregularities as well as expanding financial inclusion programs throughout the
community.
September 7, 2016
Bank Mandiri encouraged its employees to
join Mandiri Inspirasi, a joint event by Bank
Mandiri and Gerakan Indonesia Mengajar.
The inspiration class took place at SDN
Kebayoran Lama Utara 09, SDN Pancoran
07 Pagi, dan SDN Pancoran 08 Pagi,
attended by 38 Bank Mandiri employees
that were selected from 107 applicants.
05
Tinjauan Fungsi
Pendukung Bisnis
SVP International Banking and Financial
Institutions Bank Mandiri Ferry M
Robbani dan Corporate Secretary Bank
Mandiri Rohan Hafas socializing tax
amnesty as Bank Mandiri support to the
government policy to increase tax basis
and state revenues.
September 14, 2016
Wirausaha Muda Mandiri (WMM) 2016 launched a new category of digital fintech, as
an addition of the preceding categories, Trade and Service Industry Entrepreneur,
Culinary Entrepreneur, Creative Entrepreneur, Technology Entrepreneur and Social
Entrepreneur. Young entrepreneurs in this new category are eligible to receive
coaching and financial support for its business development through Mandiri Capital
Indonesia. Following the theme of WMM 2016 “Muda, Inovatif, Peduli”, Bank Mandiri
intended build WMM as formidable ecosystem of young entrepreneurs, visionary,
innovative positively contribute to the community in order to increase the nation's
competitiveness.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
29
10
Laporan Keuangan
Konsolidasian
October 3, 2016
Bank Mandiri celebrates its anniversary
on October 2, 2016, through a birthday
party and self-reflection at the Plaza
Mandiri, Jakarta. On that occasion,
President Director of Bank Mandiri Kartika
Wirjoatmodjo emphasizes that Bank
Mandiri should continue to make changes
with the spirit of One Heart, One Self.
November 2, 2016
Bank Mandiri continues to monitor the
suitability of the corporate governance
index by the Indonesian Institute for
Corporate Governance (IICG). Bank Mandiri
visited by IICG On Wednesday (2/11),
to observe the Corporate Governance
Perception Index (CGPI) 2015/2016
with the theme of good corporate
governance (GCG) in the perspective
of the sustainability of the Bank. Bank
Mandiri has participated in the CGPI event
held by IICG since 2003. Bank Mandiri
has been participated 13 consecutive
times in CGPI by IICG. By the optimum
effort of the management, the bank was
awarded Indonesia’s “The Most Trusted
Company” for nine consecutive times. Risk
Management & Compliance Director of
Bank Mandiri Siddik Ahmad Badruddin said,
the recognition achieved by Bank Mandiri
is a challenge to constantly improve the
quality of GCG implementation so that it
always be a better company.
October 29, 2016
Mandiri Carnaval was held as culmination of the celebration of Bank Mandiri’s 18
anniversary. At the event of October 29-30, 2016, thousands of employees of Mandiri
Group participated and attended by Minister of State Owned Enterprises Rini
Soemarno, Music Festival, Bazaar and Healthy Walk the experience in using the Bank's
financial products.
15 November 2016
27 Desember 2016
President Director of Bank Mandiri,
Mr. Kartika Wirjoatmodjo, together
with the Governor of Central Java, Mr.
Ganjar Pranowo, inaugurate Banking
Hall at the Heritage Branch, Semarang.
Restoration of the branch office as
the implementation of the Bank's
commitment to support the preservation
of historic buildings and tourist industry.
Bank Mandiri provided Special
Transaction Loan amounted Rp1.2
trillion to PT Kereta Api Indonesia (KAI).
It was Bank Mandiri’s support to national
strategic infrastructure projects primarily
on the development Double Track
South Sumatra railway to accelerate
the delivery of coal from PTBA to PLTU
Tarahan and PLTU Suralaya.
30
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
31
10
Laporan Keuangan
Konsolidasian
02
Laporan
Manajemen
32
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Laporan Dewan Komisaris
AMIDST THE UNSTABLE
MACRO ECONOMY CONDITION,
BANK MANDIRI WAS STILL
ABLE TO PROOF ITS POSITIVE
PERFORMANCE.
Wimboh Santoso
Komisaris Utama
Pemegang saham dan para pemangku kepentingan yang
terhormat,
Pertama-tama, perkenankan saya memanjatkan puji syukur ke
hadirat Tuhan Yang Maha Kuasa karena atas tuntunanNya, Bank
Mandiri dapat menjaga keberlangsungan usaha di sepanjang
tahun 2016.
Pada 2016, pertumbuhan ekonomi global belum merata
dan pasar keuangan masih diliputi ketidakpastian. IMF
memperkirakan pertumbuhan ekonomi dunia pada 2016
sebesar 3,1% atau sedikit melambat dibandingkan 2015 yang
sebesar 3,2% yoy. Di sisi lain, pertumbuhan ekonomi negara
berkembang, terutama India dan Tiongkok yang diprediksi IMF
masih mampu tumbuh di atas 6,5% menjadi sumber pendorong
pertumbuhan ekonomi global, begitu pula perbaikan
sejumlah harga komoditas global. Meskipun masih pada
level yang rendah, kenaikan harga minyak dunia mulai terjadi
dan berpotensi meningkat seiring kesepakatan OPEC untuk
menurunkan produksinya. Di samping itu, pemilihan presiden
AS ke-45 dan hasil referendum Inggris yang memutuskan untuk
keluar dari Uni Eropa atau yang disebut Britain Exit (Brexit)
meningkatkan kekhawatiran terhadap prospek perbaikan
ekonomi global di tahun 2016. Sistem keuangan Uni Eropa di
tahun 2016 juga belum menunjukkan perubahan signifikan
dibanding tahun sebelumnya, disamping juga krisis utang di
beberapa negara Uni Eropa yang masih berlangsung.
Dari sisi regional, perekonomian ASEAN masih menjadi
penggerak ekonomi dunia. IMF memperkirakan ekonomi ASEAN
tumbuh 4.8%yoy pada tahun2016 atau mampu bertahan di
tingkat pertumbuhan tahun 2015 di tengah ketidakpastian
perekonomian global. PDB ASEAN masih menjadi kekuatan
ekonomi dunia, dengan kontribusi terhadap PDB Dunia
mencapai 3,3%pada 2015. Ke depannya, risiko global tetap
perlu diwaspadai terkait arah kebijakan AS, kebijakan fiskal
dan perdagangan internasional, serta proses penyeimbangan
ekonomi dan penyehatan sektor keuangan Tiongkok.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
Kondisi ekonomi global dan regional tersebut memberikan
pengaruh terhadap kondisi ekonomi Indonesia. Dengan
fundamental yang relatif kuat, ekonomi Indonesia masih
mampu tumbuh baik dibandingkan dengan negara-negara
lainnya. Ekonomi Indonesia 2016 masih mengalami tekanan,
namun semakin optimis karena mengalami trend yang
membaik. Perekonomian Indonesia menunjukkan kinerja
yang membaik ditopang oleh permintaan domestik. Bank
Indonesia memperkirakan pertumbuhan ekonomi Indonesia
pada 2016 mencapai 5,0% yoy, meningkat dari 4,8% pada
2015. Pertumbuhan ekonomi Indonesia masih cukup baik di
angka 5,02% pada 3Q16 didukung oleh konsumsi dan investasi.
Sementara itu, laju inflasi tercatat relatif stabil. Sepanjang tahun
2016 inflasi tercatat sebesar 3,02%, menurun dibandingkan
inflasi tahun 2015 yang sebesar 3,45% yoy, dan berada pada
batas bawah kisaran sasaran inflasi Bank Indonesia, yaitu sebesar
4±1%. Meski perekonomian domestik mencatatkan kinerja yang
lebih baik pada 2016, nilai tukar Rupiah terhadap Dolar AS masih
mengalami volatilitas cukup tinggi. Rupiah sepanjang tahun
2016 bergerak pada rentang IDR12.955 – 13.964 terhadap Dolar
AS dan ditutup di IDR13.473 terhadap Dolar AS. Pergerakan nilai
tukar yang fluktuatif ini lebih disebabkan oleh gejolak pasar
finansial global.
Di tengah kondisi ekonomi yang membaik dan penurunan
suku bunga acuan BI, tingkat pertumbuhan kredit perbankan
nasional masih terus melambat walaupun secara keseluruhan
sistem keuangan nasional tetap stabil dengan ketahanan sistem
perbankan yang terjaga. Sampai dengan November 2016,
kredit perbankan hanya tumbuh sebesar 8,5% yoy, lebih rendah
dibandingkan pertumbuhan kredit perbankan pada tahun 2015
yang sebesar 10,4%. Perlambatan pertumbuhan kredit tidak
terlepas dari usaha sektor perbankan nasional untuk melakukan
konsolidasi dalam mengantisipasi kenaikan tingkat rasio kredit
bermasalah.Tingkat pertumbuhan Dana Pihak Ketiga (DPK)
perbankan juga mengalami perlambatan. Pada periode yang
sama, pertumbuhan DPK melambat menjadi 8,4% dari 7,3% yoy.
Namun demikian, di tengah perlambatan pertumbuhan
kredit, dengan adanya penerapan kebijakan yang “prudent”
dan penguatan fundamental yang selama ini telah
dilakukan otoritas, perbankan nasional masih mampu
mencatatkan profitabilitas yang baik walaupun tidak
setinggi tahun-tahun sebelumnya. Hal ini tercermin dari
tingkat rasio Return On Asset (ROA) yang meningkat dari
2,32% pada akhir tahun 2015 menjadi 2,41% pada bulan
Oktober 2016. Perbaikan tingkat profitabilitas perbankan
didorong oleh efisiensi biaya operasional, yang ditunjukkan
adanya penurunan rasio biaya operasional terhadap
pendapatan operasional (BOPO) dari 81,5% pada akhir
tahun 2015 menjadi 81,3% pada Oktober 2016.
09
Referensi Silang
Kriteria ARA 2015
33
10
Laporan Keuangan
Konsolidasian
Penilaian Terhadap Kinerja Perusahaan dan
Direksi
Kondisi makro ekonomi tersebut berdampak cukup signifikan
terhadap kinerja operasional dan keuangan Bank Mandiri. Bila
dilihat dari laporan posisi keuangan konsolidasian, Dewan
Komisaris menilai bahwa Bank Mandiri telah mencatat adanya
peningkatan total aset menjadi sebesar Rp1.039 triliun,
meningkat 14,1% dibandingkan tahun sebelumnya sebesar
Rp910,1 triliun. Peningkatan aset tersebut terutama didukung
oleh peningkatan kredit sebesar 11,2% dari Rp595,5 triliun di
2015 menjadi Rp662,0 triliun di tahun 2016.
Permodalan Bank Mandiri terlihat semakin kuat dengan total
ekuitas di luar kepentingan non pengendali tumbuh 28,5%
dari Rp117,1 triliun menjadi Rp150,5 triliun. Namun demikian,
kualitas aset tercatat mengalami penurunan cukup signifikan
dengan NPL meningkat 140 bps dari 2,60% menjadi 4,00%.
Sementara itu, pada laporan laba rugi konsolidasian, Bank
Mandiri membukukan pendapatan bunga, dan premi (bersih)
pada 2016 yang meningkat 12,31% menjadi Rp54,5 triliun dari
tahun sebelumnya sebesar Rp48,5 triliun. Walaupun beberapa
indikator keuangan mengalami penurunan, namun Bank
Mandiri mampu membukukan laba bersih sebesar Rp13,8
triliun. Laba bersih tersebut mengalami penurunan sebesar
32,1% yoy dipicu oleh peningkatan biaya pencadangan yang
secara konsolidasi naik sebesar 103,4%, menjadi Rp24,8 miliar
pada tahun 2016.
Penghimpunan DPK yang terdiri dari giro, tabungan, dan
deposito berjangka, secara konsolidasi pada 2016 mencapai
Rp762,4triliun atau meningkat 12,72% dibandingkan 2015.
Dari total DPK tersebut, giro mencatat pertumbuhan sebesar
8,7% menjadi Rp187.1 triliun, tabungan meningkat sebesar
11,3% menjadi Rp302,3 triliun, sedangkan deposito mengalami
kenaikan sebesar 17,44% menjadi Rp273.060 miliar. Strategi
pengelolaan penghimpunan dana telah dilakukan secara
progresif untuk peningkatan dana murah di semua segmen.
Adapun Penyaluran kredit yang realisasinya secara konsolidasi
pada 2016 mencapai Rp662,0 triliun. Pembiayaan di sektor
infrastruktur tahun 2016 mengalami peningkatan, dengan
limit pembiayaan mencapai Rp104,6 triliun atau meningkat
47,5% yoy. Sektor yang dibiayai di antaranya sektor transportasi
dengan limit pembiayaan mencapai Rp38,2 triliun, dengan
proyek yang dibiayai antara lain proyek pengembangan
bandara, pelabuhan laut serta kereta api. Proyek infrastruktur
lain yang memperoleh pendanaan Bank Mandiri antara lain
proyek kelistrikan dengan limit pembiayaan sebesar Rp39,3
triliun, pembangunan jalan tol dengan limit pembiayaan Rp14,5
triliun dan sektor telekomunikasi sebesar Rp12,6 triliun.
34
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Sepanjang tahun 2016, kredit segmen retail tumbuh 12%, dari
sebesar Rp175,211 triliun menjadi sebesar Rp196,194 triliun
yang ditopang oleh pertumbuhan kredit khususnya di
segmen Usaha Mikro Kecil dan Menengah (UMKM). Sampai
akhir Desember 2016, Bank Mandiri telah menyalurkan kredit
UMKM sebesar Rp 80,32 triliun kepada 952.248 debitur yang
didominasi oleh sektor Perdagangan dan Pertanian.
Teknologi Informasi memainkan peranan yang sangat
penting dalam industri perbankan. Dalam hal ini, Direksi telah
menunjukkan kapabilitasnya dalam melakukan perbaikan
berkelanjutan dari sisi infrastruktur teknologi informasi agar
dapat meningkatkan operational excellence secara internal dan
dalam pelayanan kepada masyarakat, efisiensi operational, serta
mendukung transaksi cross-selling.
Penyaluran kredit tersebut merupakan bagian dari komitmen
Bank Mandiri untuk berkontribusi dalam merealisasikan
program Nawacita pemerintah, terutama pada penciptaan
kemandirian ekonomi Indonesia yang pada akhirnya dapat
meningkatkan nilai lebih pada perusahaan, kepentingan negara
dan masyarakat.
Direksi juga dinilai telah menerapkan prinsip kehati-hatian guna
mendorong pertumbuhan bisnis non organik sesuai dengan
masukan dari Dewan Komisaris sehingga dapat berkontribusi
secara optimal pada kinerja Bank Mandiri.
Rasio kecukupan modal minimum Bank (Bank only) pada
31 Desember 2016 dengan memperhitungkan risiko kredit,
operasional dan pasar tercatat sebesar21,38%. Nilai CAR
tersebut masih berada diambang batas CAR perbankan dan
CAR insentif yang ditetapkan oleh Bank Indonesia sebesar
15%. Sementara itu, tingkat Loan to Funding Ratio (LFR) Bank
Mandiri pada 2016 tercatat sebesar 85,41%. Dengan demikian,
memenuhi kriteria “likuid” dalam penilaian tingkat kesehatan
bank yang ditentukan Bank Indonesia dengan batas maksimal
rasio LFR di level 92%.
Dewan Komisaris juga mendukung langkah-langkah yang
telah diambil oleh Direksi untuk melakukan berbagai
perbaikan dalam rangka mengembangkan industri perbankan
nasional. Dewan Komisaris berpendapat bahwa Direksi telah
berupaya menjaga pertumbuhan Bank Mandiri secara sehat
dan berkelanjutan melalui peningkatan penyaluran kredit
secara lebih selektif dengan tetap memperhatikan target
pertumbuhan sesuai rencana bisnis, kualitas calon debitur
dan kondisi sektor usaha serta mengendalikan biaya melalui
prioritisasi anggaran sesuai kebutuhan bisnis. Direksi juga
dinilai telah aktif melakukan restrukturisasi kredit bagi debitur
yang mengalami kesulitan dan meningkatkan monitoring
pengelolaan kredit sebagai antisipasi penurunan kualitas aset
yang dialami.
Dewan Komisaris menyambut baik upaya-upaya Direksi dalam
memberi dukungan terhadap peningkatan inklusi keuangan
masyarakat yang diwujudkanmelalui partisipasi Bank Mandiri
dalam program Layanan Keuangan Digital (LKD) dan program
Laku Pandai dalam rangka memperluas akses layanan keuangan
di seluruh pelosok nusantara.
Dewan Komisaris menilai bahwa Direksi telah mampu melakukan
pengelolaan risiko secara pro-aktif dan antisipatif melalui stresstesting, monitoring intensif setiap segmen bisnis, dan penyusunan
contingency plan. Hal ini tidak lepas dari pelaksanaan Sistem
Pengendalian Intern yang menyeluruh dan terukur.
Dewan Komisaris juga berbangga hati atas pengakuan dari
publik yang dibuktikan dengan berbagai penghargaan yang
terima oleh Bank Mandiri pada tahun 2016, diantaranya pada
perhelatan Banking Service Excellence (BSE) Award pada
bulan Juni, yaitu Peringkat 1 Best Overall Performance kategori
bank umum, Best Satpam, Best Teller, Best ATM, hingga Best
Telephone. Selain itu, yang paling membanggakan adalah
perolehan dua penghargaan tertinggi dalam ajang tersebut,
yakni The Most Consistence Excellence Award serta Best Golden
Thropy for Best Overall Performance 2009-2016.
Bank Mandiri saat ini juga telah menjadi financial institution
terkemuka di Indonesia dengan dukungan 11 perusahaan
anak yang memiliki keragaman produk keuangan sehingga
dapat memberi nilai tambah bagi nasabah Bank Mandiri.
Kontribusi revenue dari perusahaan anak juga terus mengalami
peningkatan yang didorong oleh sinergi baik antara Bank
Mandiri dengan perusahaan anak maupun antar perusahaan
anak. Melalui peningkatan sinergi serta aliansi, diharapkan
kedepannya perusahaan anak dapat memberikan kontribusi
revenue minimal 20% dari total revenue Mandiri Group di tahun
2020.
Pencapaian yang luar biasa ini kami jadikan sebagai katalisator
untuk terus berkarya dengan lebih baik ke depannya sehingga
dapat terus menjadi Bank kebanggaan masyarakat Indonesia
yang bereputasi baik dan terpercaya.
Dewan Komisaris memandang bahwa keberhasilan ini juga
tidak lepas dari adanya sinergi yang baik dengan BUMN lainnya.
Untuk ke depannya, Dewan Komisaris berharap agar sinergi
yang sudah terjalin dengan baik ini dapat dipertahankan guna
mendukung pembangunan ekonomi nasional secara lebih
optimal sehingga dapat memberikan efek yang berlipat ganda.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
Fungsi Pengawasan (Monitoring) Secara Proaktif
Pengawasan secara aktif dan pro-aktif (pro-active monitoring)
terhadap implementasi strategi Bank Mandiri dilakukan oleh
Dewan Komisaris melalui komite-komite yang berada di
bawahnya.
Dewan Komisaris perlu mengetahui simpul-simpul strategis
untuk mendapatkan perhatian secara dini agar memperoleh
pemahaman atas permasalahan yang sedang terjadi secara
strategis sehingga keputusan yang diambil dapat bersifat
subtansial, forward looking, dan preventif.
Secara umum terdapat beberapa aspek utama yang menjadi
fokus pengawasan Dewan Komisaris, diantaranya:
• Manajemen Risiko
Pengelolaan risiko usaha dilakukan dengan baik melalui
pengendalian maupun mempertahankan inherent risk
yang konservatif. Mandiri Grup perlu senantiasa melakukan
evaluasi atas pengelolaan risiko secara terintegrasi
serta mengembangkan sistem untuk dapat memonitor
pengelolaan risiko Mandiri Grup yang lebih baik.
• Pengendalian Internal
Meningkatkan kualitas pengendalian internal antara lain
dilakukan melalui penyempurnaan prosedur kerja audit
dan kepatuhan, penyempurnaan data quality audit serta
melakukan peningkatan kompetensi unit risk audit dan
compliance secara berkelanjutan.
• Compliance
Budaya kepatuhan dilakukan secara berkesinambungan
pada segenap jajaran insan Bank Mandiri melalui
sosialisasi serta evaluasi terhadap efektivitas sosialisasi
dimaksud, untuk mencegah serta meminimalisir adanya
penyimpangan terhadap ketentuan yang berlaku.
• Penghimpunan Dana
Peningkatan komposisi dana murah yang disertai dengan
pemberian solusi secara menyeluruh kepada nasabah Bank
Mandiri dan mengembangkan aliansi berbasis value chain
untuk memenuhi kebutuhan nasabah.
• Penyaluran Dana
Penyaluran dana tetap dilakukan dengan memperhatikan
prinsip kehati-hatian dan penerapan manajemen risiko
yang memadai serta pengawasan terhadap kualitas dari
kredit yang disalurkan.
• Permodalan
Bank Mandiri telah melakukan evaluasi sebagian aset
tetapnya sebagai salah satu langkah untuk memperkuat
struktur permodalannya dalam rangka penguatan
penerapan Basel III. Dalam pemberlakuan masyarakat
ekonomi ASEAN, penguatan dari sisi permodalan dapat
membuka peluang-peluang bisnis dimasa mendatang.
09
Referensi Silang
Kriteria ARA 2015
35
10
Laporan Keuangan
Konsolidasian
Dalam melakukan “pro-active monitoring”, Dewan Komisaris
senantiasa berlandaskan pada aspek transparansi karena
diyakini dapat meningkatkan kepercayaan masyarakat dan
kredibilitas perusahaan.
Pemberian masukan kepada Direksi dilakukan melalui dialog
formal maupun informal. Dialog formal dapat dilakukan dalam
rapat internal yang diadakan paling sedikit sekali dalam empat
bulan dan sepanjang 2016 telah dilakukan Rapat dengan Direksi
sebanyak 15 (lima belas) kali, sedangkan dialog atau diskusi
informal dapat dilakukan sewaktu-waktu tanpa harus melalui
mekanisme Rapat.
Adapun yang menjadi fokus pembahasan adalah topik-topik
strategis,yang terutama berkaitan dengan pengelolaan bank
dalam menghadapi tekanan ekonomi, konsolidasi internal,
stabilisasi serta keberlangsungan usaha.
Dalam setiap rapat ataupun diskusi informal, Dewan Komisaris
senantiasa memberikan masukan kepada Direksi untuk
mengevaluasi setiap program yang dijalankan kembali, dengan
memilih program yang harus dianjutkan atau yang memerlukan
evaluasi lebih lanjut serta harus diperbaiki, sehingga dapat
mendorong kinerja perusahaan di tahun-tahun mendatang.
Penilaian Atas Kinerja Komite Dewan Komisaris
Dalam menjalankan fungsi pengawasannya, Dewan Komisaris
membentuk Komite Audit, KomitePemantau Risiko, Komite
Remunerasi dan Nominasi serta Komite Tata Kelola Terintegrasi.
Di tahun 2016, seluruh Komite tersebut telah melakukan
tugas dan kewenangannya sesuai charter yang berlaku bagi
masing-masing komite termasuk memberikan rekomendasi
serta laporan kepada Dewan Komisaris atas hal-hal yang perlu
menjadi perhatian Dewan Komisaris dalam menjalankan tugas
dan fungsi pengawasannya maupun penyempurnaan terkait
dengan aspek pengawasan dan tanggung jawab dimasingmasing komite.
Di tahun 2016, Komite Audit telah menjalankan tanggung
jawabnya dalam membantu Dewan Komisaris mengevaluasi
efektivitas pengendalian internal yang dilakukan oleh
audit internal maupun auditor eksternal, sementara Komite
Pemantau Risiko telah membantu Dewan Komisaris melakukan
evaluasi kesesuaian antara kebijakan manajemen risiko dengan
implementasinya, Komite Remunerasi & Nominasi telah
membantu Dewan Komisaris dalam menyusun kriteria dan
nominasi Direksi danDewan Komisaris, serta memberikan saran
terkait Remunerasi Direksi dan Dewan Komisaris.
Evaluasi dan penilaian kinerja seluruh komite dilakukan setiap
tahun dengan menggunakan metode yang ditetapkan Dewan
Komisaris. Evaluasi oleh Dewan Komisaris dilakukan untuk
kepentingan peningkatan efektivitas pelaksanaan kegiatan dan
kinerja setiap Komite di masa mendatang.
36
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Implementasi Tata Kelola Perusahaan
Prospek Usaha di Tahun 2017
Dewan Komisaris memandang bahwa penerapan Tata Kelola
Perusahaan (GCG) di Bank Mandiri telah menunjukkan kualitas
yang sangat memadai. Hal ini dapat terlihat dari perolehan
nilai yang tinggi dari berbagai badan pemeringkat GCG, seperti
ASEAN CG, CGPI, dan Corporate Governance Asia, dimana nilai
yang diraih oleh Bank Mandiri selalu mengalami peningkatan
setiap tahunnya.
Optimisme terhadap prospek ekonomi Indonesia yang lebih
baik masih cukup tinggi. Hal ini terlihat dari proyeksi berbagai
lembaga ekonomi global, seperti IMF dan juga Bank Dunia,
yang memperkirakan perekonomian Indonesia akan tumbuh
5,1% (IMF) dan 5,3% (Bank Dunia) pada tahun 2017, sedangkan
proyeksi Pemerintah Indonesia sebesar 5,1%. Namun demikian,
masih terhadap beberapa hal yang harus diwaspadai. Risiko
meningkatnya fluktuasi nilai tukar dan keluar masuknya arus
modal asing di pasar saham dan Surat Berharga Negara (SBN)
yang dapat mempengaruhi stabilitas ekonomi domestik. Selain
itu risiko meningkatnya inflasi di dalam negeri, melebarnya
defisit fiskal, dan tren kenaikan suku bunga AS pada tahun
2017 menyebabkan ruang bagi pelonggaran moneter dan
fiskal semakin terbatas, sehingga peran sektor swasta dalam
meningkatkan investasi sangat dibutuhkan untuk menopang
perekonomian nasional.
Implementasi GCG selama ini terbukti telah memberikan
kontribusi positif bagi Bank Mandiri, antara lain meningkatnya
kinerja perusahaan, daya saing perusahaan, dan terutama
meningkatnya kepercayaan para pemangku kepentingan
(stakeholder) Bank Mandiri.
Untuk ke depannya, dalam rangka menjaga kepercayaan dan
kepentingan para stakeholdersecara berkelanjutan, Dewan
Komisaris berharap agar penerapan GCG Bank Mandiri
yang dapat dikategorikan sangat baik ini mampu terus
disempurnakan melalui komitmen yang kuat dan partisipasi
aktif dari seluruh insan Bank Mandiri.
Perubahan Susunan Dewan Komisaris
Pada kesempatan ini Dewan Komisaris juga ingin melaporkan
bahwa susunan Dewan Komisaris telah mengalami perubahan
berdasarkan hasil Keputusan Rapat Umum Pemegang
Saham Tahunan yang diadakan pada tanggal 21 Maret 2016.
Jumlah anggota Dewan Komisaris yang semula berjumlah
delapan orang bertambah menjadi sembilan orang dengan
diangkatnya Bapak Ardan Adiperdana sebagai Komisaris Bank
Mandiri. Dengan kehadiran beliau di jajaran Dewan Komisaris,
diharapkan kualitas fungsi pengawasan dapat berjalan semakin
optimal.
Perlu kami laporkan pula, bahwa Bapak Suwhono sudah tidak
menjabat sebagai Komisaris Perseroan terhitung sejak bulan
Maret 2016 dimana perubahan komposisi tersebut merupakan
kewenangan dari pemegang saham seri A Dwiwarna
(Kementerian BUMN) yg diajukan dalam RUPS. Dengan
demikian, jajaran anggota Dewan Komisaris Bank Mandiri saat
ini berjumlah delapan orang.
Komposisi Dewan Komisaris Independen dan non independen
masih memenuhi ketentuan peraturan OJK No. 55/
POJK.03/2016 tentang Penerapan Tata Kelola Bagi Bank Umum,
dimana dalam peraturan tersebut diatur bahwa Komisaris
Independen paling sedikit berjumlah 50% dari jumlah anggota
Dewan Komisaris. Adapun jumlah Komisaris Independen
Bank Mandiri sebanyak 4 orang dari jumlah anggota Dewan
Komisaris.
Seiring dengan pemulihan harga komoditas dan perbaikan
ekonomi global, pertumbuhan industri perbankan diprediksi
akan meningkat seiring dengan keberhasilan program tax
amnesty yang telah digulirkan oleh Pemerintah sejak bulan
Juli 2016. Khusus untuk tax amnesty, tidak dapat dipungkiri
telah membawa dampak positif terhadap fundamental
perekonomian nasional serta membantu likuiditas bank. Kami
turut berbangga hati dengan adanya keterlibatan Bank Mandiri
secara aktif dalam program tax amnesty sebagai salah satu bank
persepsi.
Lebih lanjut, Otoritas Jasa Keuangan (OJK) memperkirakan total
aset, kredit dan dana pihak ketiga (DPK) industri perbankan
tahun 2017 akan tumbuh masing-masing sebesar 11,28% yoy,
13,25% yoy dan 11,94% yoy. Sehingga menjadi masing-masing
sebesar Rp7.352 triliun untuk total aset, Rp4.995 triliun untuk
kredit dan Rp5.304 triliun untuk DPK.
Dewan Komisaris menyambut baik prospek usaha dan rencana
strategis Direksi di tahun 2017 untuk memperkuat layanan
keuangan berbasis teknologi, khususnya dalam menyongsong
revolusi di dunia digital. Direksi dinilai telah secara cermat
dan hati-hati menetapkan strategi dan target-target utama
di tahun 2017. Penetapan target 2017 juga dalam kerangka
implementasi Re-Start Rencana Jangka Panjang Bank Mandiri
2020 untuk memfokuskan diri pada core business (Corporate)
dan membangun new core (Consumer).
Dewan Komisaris berpendapat bahwa Bank Mandiri harus
berinovasi secara berkelanjutan dalam mempersiapkan diri dari
segi penguasaan dan pengembangan teknologi digital serta
pengelolaan sumber daya manusia sehingga memiliki mental
entrepreneurship yang dapat memanfaatkan peluang bisnis.
Dengan demikian, dalam satu atau dua tahun mendatang, Bank
Mandiri akan fokus, unggul, serta terdepan dalam penerapan
serta pemanfaatan layanan digital banking.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
Dewan Komisaris memberikan masukan kepada Direksi
untuk tetap menjalankan roadmap implementasi strategi
corporate plan 2020 yang area utamanya meliputi fokus bisnis,
membenahi fundamental bisnis, dan penguatan infrastruktur
(enablers) serta mengedepankan business sustainability secara
jangka panjang dibanding pertumbuhan yang agresif. Dewan
Komisaris juga berharap agar pertumbuhan bisnis Bank Mandiri
harus selalu diimbangi dengan perbaikan infrastruktur, SDM,
dan IT sehingga tidak menimbulkan volatilitas bisnis yang tidak
terkendali.
Memasuki tahun 2017, industri perbankan menghadapi
berbagai tantangan seperti adanya tekanan marjin, persaingan
bank yang semakin ketat serta tekanan likuiditas akibat
kenaikan Cost Of Fund (COF). Untuk itu, Dewan Komisaris
menghimbau manajemen untuk bersikap optimis namun harus
berhati-hati dalam mengeksekusi berbagai program.
09
Referensi Silang
Kriteria ARA 2015
37
10
Laporan Keuangan
Konsolidasian
Menutup laporan ini, atas nama Dewan Komisaris, saya ingin
mengucapkan terima kasih yang sebesar-besarnya kepada
jajaran Direksi dan para karyawan atas dedikasi dan loyalitasnya
terhadap Perseroan. Selain itu, apresiasi juga saya berikan
kepada para nasabah, mitra bisnis, para pemegang saham
dan pemangku kepentingan lainnya atas kepercayaan dan
dukungan yang telah diberikan kepada Bank Mandiri. Semoga
dengan adanya sinergi yang terjalin dengan baik selama ini
disertai dengan transformasi bisnis serta inovasi yang tiada
henti, Bank Mandiri mampu menjaga pertumbuhan yang positif
secara berkelanjutan di tahun-tahun mendatang dan menjadi
yang terbaik di Indonesia dan yang terkemuka di Asia Tenggara
sesuai dengan aspirasi dan visi Bank Mandiri 2020.
Wimboh Santoso
Komisaris Utama
38
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Laporan Direksi
IN OVERCOMING LAST YEAR'
CHALLENGES , BANK MANDIRI
FOCUSED IN STRENGTHENING
THE FINANCIAL FOUNDATIONS
AND COMPANY'S BUSINESS
CONTINUITY THROUGH FOCUS
OPTIMIZATION OF ASSETS AND
LIABILITIES, STRONGER RISK
MANAGEMENT, OPERATIONAL
COST CONTROL AND STRONGER
SERVICE INFRASTRUCTURE TO
CUSTOMERS.
Kartika Wirjoatmodjo
Direktur Utama
Dear Stakeholders and Shareholders,
First and foremost, please allow us to give thanks to the
Almighty God for the Blessings given to Bank Mandiri for having
the ability to continuously grow. It is an honor for us as the
Board of Directors of Bank Mandiri to present the Bank Mandiri
Annual Report 2016.
Economy and Banking Condition
Throughout the year 2016, the global economy condition
experienced deceleration and was overshadowed by an increase
of uncertainty risks. According to the World Bank, global
economy in 2016 has grown only 2.3%, which was lower than
2015 of 2.7%. Whilst, the economy of developed countries such
as the United States of America (USA) has yet to show solid
performance, although it has shown signs of improvement at
the end of the year. The uncertainty of US government’s policy
direction after the 45th US President election also accelerated
negative sentiment in US financial market and resulted to
impact the volatility of the world financial market. Moreover,
the economic recovery of Asian countries has not been solid
yet. The protection policy of US trade against China was feared
to impact in the decrease of export product from China to US.
Learning that China is one of Indonesia main business partner,
the demand of industrial China for raw material supplies from
Indonesia declines. This event should be alerted as it will cause
Indonesia’s export performance to drop and will potentially
increase deficit of transaction balance in Indonesia and pressure
the exchange value of Rupiah. Amidst the dynamics of uncertain
global economy, domestic economy in 2016 grew by 5.02% YoY.
A stable domestic economy conditions followed by the success
of tax amnesty program played an important role in boosting
investor confidence and encouraging the strengthening of
Rupiah and the Indonesia Composite Index (IHSG). Throughout
the year 2016, Rupiah has strengthened or appreciated against
most of main currencies. Meanwhile, in the capital market, IHSG
was closed at Rp5,296.71 or stronger by 15.32% from the closing
position in 2015.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
Although the Indonesian economy has relatively improved,
the national banking intermediation function last year was still
relatively weak. Until November 2016, the national bank credit
increased by 8.5% YoY, lower compared to the growth at the end
of 2015 which reached 10.4%. Meanwhile, in the same period,
the Third Party Funds (DPK) of national banks increased by 8.4%
YoY, which was mainly driven by the growth of savings which
was 12.5% YoY and deposits of 8.3%. The Financial Services
Authority (OJK) has predicted that by the end of the credit year
it will only grow at 7.9% YoY, which was the lowest growth in
the past three years. While national DPK increased by 9.6% YoY.
National banking liquidity last year was relatively tight, as seen
from the credit ratio towards savings (LDR) as of November 2016
which reached 90.7%.
The declined of loan growth in the banking sector was followed
by the increased of Non-Performing Loan. As of November 2016,
banking NPL ratio has reached 3.18% or an increase of 52 bps
from the same period last year which was 2.66%. Nevertheless,
the nation’s banking industry recorded great profit last year, as
shown from the increment of net profit of 8.43% YoY and Return
of Asset (ROA) ratio of 2.37% on November 2016. Meanwhile the
capital condition of nation banking sector was still considered
strong as reflected from the Capital Adequacy Ratio (CAR) of
23.04%.
Bank Mandiri Performance in 2016
The economic and banking conditions are still challenging, we
should be grateful with the achievements of Bank Mandiri last
year.
In November, Bank Mandiri became the first financial institution
in Indonesia that managed to record an asset value of more
than Rp. 1,000 trillion. In consolidation, Bank Mandiri asset
has reached Rp. 1,039 trillion last year or an increase by
14.1% compared to the previous year. Such achievement has
strengthened Bank Mandiri’s position as the largest financial
institution in Indonesia, encouraging all team of Bank Mandiri
to continue to give the best for Indonesia. The asset increment
was primarily driven by credit increments given at 11.2%, from
Rp 595.5 trillion in 2015 to be Rp 662.0 trillion in 2016.
Besides recording the credit growth above market growth, the
Third Party Fund (DPK) volume accumulated by Bank Mandiri
also increased reaching Rp 762.4 trillion, or an increase of
12.72% compared to the previous year of Rp 676.4 trillion.
Deposit growth during 2016 reached Rp86 trillion, or increased
by 12.7% yoy which derived from low-cost fund growth of
Rp42.5 trillion and deposits of Rp43.5 trillion. With this growth
portion, the composition of Bank Mandiri’s low-cost fund
growth was still quite high, over 64% of total DPK in 2016. In
terms of the consolidated figures of savings, Bank Mandiri
was able to increase savings volumes of 11.27% yoy to Rp302
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trillion. Market share of Bank Mandiri’s savings compared to the
national savings also increased in 2016 to 20.7% from 19.5% in
2015. While the number of savings customers of Bank Mandiri
managed to grow by 8.99% yoy (bank only) to 15.54 million in
the year 2016.
Bank Mandiri also had a solid operational performance which
was proved by the realization of Pre Provision Operating Profit
or PPOP of Rp43.3 trillion, an increase of 12.7% compared to
2015. From the capital side, we strived to manage in order to
anticipate the optimal implementation of Basel III, which began
in January 2016. As of December 31, 2016, the minimum capital
adequacy ratio or CAR (bank-only) after taking into account
credit risk, market and operational, was recorded at 21.38%,
increased by 278 bps from the same period the previous year,
way above the minimum required ratio.
On December 31, 2016, the Loan to Funding or LFR Bank
Mandiri (bank only) recorded at 85.41%, which was still within
the range of LFR determined by Bank Indonesia, which is
between 78% -92% an indicator of the health of a bank's
liquidity. On a consolidated basis, LFR was recorded at 86.54%
or decreased by 114% from the same period last year. The
liquidity level, which has loosen, was caused by the incoming
of repatriation funds into the banking system on December last
year which mostly allocated in the deposits.
We have also strengthened Bank Mandiri funding structures
through bond issuance with Sustainable Public Offering (PUB)
scheme until 2018 and asset-backed securities in the form of
Letter of Participation (EBA-SP). Such instrumental issuance in
addition to other instruments such as the Certificate of Deposit
(NCD) not only can manage funding mismatch but also provide
room for Bank Mandiri in doing long-term financial payment.
On the other hand, we cannot deny that the economic
pressures in the past two years have resulted in a decrease in
the performance of our debtors significantly in several business
sectors, which in return decreased payment ability of the
debtors. Besides, as a preventive action on unstable economic
condition, we also conducted a thorough review of the quality
of credit distributed and set a number of action plans to
manage in a better way. Last year, the ratio of non-performing
loans have increased as reflected in the level of NPLs (gross) of
4.0%, an increase by 140 bps compared to the previous year.
We have taken a conservative approach in anticipating risk of
loss caused by the decreased odf asset quality, by increasing
the formation of the provision charge to become Rp24.8 trillion
or an increase of 103.4% from the previous year so that the
coverage ratio can be maintained at the optimal level of 124.5%.
This condition resulted the decrease of Bank Mandiri’s net profit
by 32.1% or recorded of Rp13.8 trillion.
Other financial ratio achievements were generally still positive
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and is within the target set; Net Interest Margin (NIM) increased
by 18 bps to become 6.18% compared to the previous year; low
funds ratio of 64.2%; Cost to Income Ratio (CIR) managed to be
hold at 42.28%, relatively improved from the previous year of
43.00%.
Meanwhile, from non-financial aspect, commitment and
hard work of all employees has brought us to encouraging
achievements. In 2016, Bank Mandiri received several
prestigious awards at national and international level. Among
others were the "Best Bank Service Excellence" for 9 times in
a row from Infobank Magazine, "Indonesia's Safest Bank" by
Global Finance, "Best Bank in Indonesia" from Alpha Southeast
Asia, and "The Most Trusted Companies" from the Indonesian
Institute for Corporate Governance (IICG) and SWA magazine
and other awards.
Mandiri Real Work (Kerja Nyata)
As the biggest state owned bank, Bank Mandiri continuously
optimizes its business capacity to boost the infrastructure
development as the support for creating sustainable economic
growth. Over the past year, Bank Mandiri has distributed
financing for infrastructure projects, including highway, electrical
power, and sea ports with a total limit of credit disbursed of
Rp105 trillion. The amount increased almost 50% compared to
funding from the previous year. Solo-Ngawi-Kertosono toll road
construction along 177 km, power plants (IPP) in Kalselteng of
2x100 megawatts in Palangkaraya, and Liquid Bulk Terminal
development with a capacity of 1.8 million tons and Container
Terminal with a capacity of 400,000 Teus in Kuala Tanjung, North
Sumatra are a tangible examples of Bank Mandiri’s commitment
to support infrastructure development in Indonesia.
The bank is also committed to encourage the economic growth of
the real sector, especially for micro, small and medium enterprises
(SMEs). Throughout 2016, Bank Mandiri credit retail segment
recorded a growth of 12.7% yoy to Rp196.2 trillion supported by
credit growth, especially in the SME segment particularly Micro
Credit (KUM) which grew by 20.2% yoy to Rp31.3 trillion in 2016.
By the end of December 2016, Bank Mandiri has disbursed SME
loans of Rp80,32 trillion to 952,248 debtors dominated by trade
and agriculture sectors.
On the other hand, Bank Mandiri also supported the increase of
public financial inclusion through participation in Digital Financial
Services (LKD) program initiated by Bank Indonesia and Laku
Pandai program initiated by the FSA to expand access to financial
services across the archipelago. Digital financial services provided
by Bank Mandiri were intended to ease the community to gain
access to banking services through agents as the third party. The
agents served basic financial transactions such as the opening of
electronic money account, cash deposits and cash withdrawals,
in addition to help in providing education to the public. Up to
2016, the number of Bank Mandiri’s financial inclusion agent has
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reached 19,162 agents.
In consumer sector, Bank Mandiri contributed to improve the
living conditions of Indonesian families by improving access to
home and vehicles ownership. Throughout 2016 alone, Bank
Mandiri has disbursed funding loans for 11,312 housing units and
82,876 unit vehicles.
Another contribution of Bank Mandiri in supporting the sector
of state revenue was realized through active participation as
a collecting bank in the implementation of the Tax Amnesty
program. Bank Mandiri also synergized with its subsidiaries such
as Mandiri Sekuritas, Mandiri Investment, Mandiri Capital to
provide investment products that fits the needs of customers
as stipulated in the Regulation of the Minister of Finance. In
order to ensure success of the program, a socialization program
to about 25 areas has been done, both internally and to the
customer socialization and in cooperation with the Directorate
General of Taxation (DGT/DJP) and the entire Bank HIMBARA.
As of December 31, 2016, Bank Mandiri has received 135 453
transactions with a total nominal value of Rp16.11 trillion. As for
the repatriation of funds, there was a total of 997 transactions
with a total nominal value of Rp23.69 trillion. The amount of
ransom funds and repatriation of funds received by Bank Mandiri
is the highest among other HIMBARA bank, which is an important
achievement for the performance of Bank Mandiri in 2016.
Focus and Strategy 2016
Overcoming the challenges last year, we focused in
strengthening the financial foundations of the company for
business continuity and continuous growth through optimizing
assets and liabilities, managing operational cost, increasing the
cross-selling of wholesale and retail products, strengthening
the stability and reliability of IT infrastructure for customers and
enhancing human resource competencies.
We have drafted a number of strategic policies to be
implemented throughout 2016, namely:
1. Encouraging above the market credit growth prudently,
with the focus on customer segments and business sectors
which are relatively grow well with maintained quality.
2. Encouraging increased fee based income, both through
retail and wholesale transaction, product trade and
transaction services and treasury products.
3. Continuing product development services and marketing
programs to encourage the increase of funding cost (giro
and savings) so as to strengthen the core deposit.
4. Improving cross-selling wholesale and retail products to
increase penetration into large clients through Bank @Work
initiative, Retail Ready Branch, Anchor Client and Value
Chain.
5. Strengthening tools, methodologies, organizational policies
and HR to improve risk management in various operational
areas.
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6. Running various initiatives in various operational areas to
optimize the opportunity of efficiency and capex also to
improve productivity without compromising quality services
and operations.
7. Developing branch network infrastructure, e-channel
services stabilization, innovative products and digital
banking based services.
8. Improving the management of human resources’
competencies and skills in appropriate with the needs of the
organization, especially in credit and risk management.
9. Modernizing and improving stability and reliability of IT
infrastructure to support business growth and customer
service.
10. Increasing the synergy with subsidiaries to encourage the
deepening of cross-selling and infrastructure synergy
.
Challenges Faced
In running the business, Bank Mandiri has to overcome various
challenges throughout the year 2016, such as declining of asset
quality, the implementation of single digit interest rate, macro
economy condition, and banking, which is still relatively weak.
NPL pressure particularly from the decline in credit quality in
some business segments, has an impact on the increase in the
provision charge that needs to be established significantly.
Therefore, in order to maintain business growth, we reallocate
the business to segment with a target volume that is relatively
still growing well and maintained its quality, such as Corporate
and Consumer. Meanwhile, on a business line segment
with decreased asset quality, an efforts are focused on the
consolidation and strengthening the risk management in order
for the NPL value to drop fundamentally.
The single digit banking policy implementation last year
feared to decrease the banking net interest margin. We believe
that the government’s policy will encourage the growth of
affordable credit through funding by businesses owner, as well
as to encourage healthy competition in banks through better
managing of assets and liabilities. To anticipate potential decline
for such margin, Bank Mandiri has proactively taken several
strategic steps, such as lowering the cost of funds, optimizing
asset to obtain optimal yield, increasing the contribution of noninterest income, and improving efficiency.
The global economic deceleration and the national banking
performance can also affect Bank Mandiri’s business condition
Bank Mandiri. The weakening of products demanded especially
from the bank’s debtors with export orientation or in the
commodity field could cause debtors to reduce their business
activity, rationalizing, or even close the business, hence
experiencing difficulties in meeting their debt obligations to
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the bank. To face these challenges, Bank Mandiri has taken
a strategic steps such as strengthening the target market,
creating more dynamic pipeline management, monitoring with
more intensive, aligning the risk acceptance criteria (RAC) and
conducting active restructuring especially towards debtor that
are potentially unable to pay.
The Alignment of Company’s Long Term Strategy
Continuing phase III transformation towards the year 2020, Bank
Mandiri makes consistent efforts to ensure a healthy business
growth.
The implementation of the previous stage of business
transformation, has resulted in an increased of value asset and
net profit of Bank Mandiri, respectively up to 2.5 times and
7.8 times within the period of 2006-2015. The year 2016 was a
period full of challenges. The combination of macro-economic
factors and the performance of the national banking system has
yet to fully meet the expectations. In addition, the decline in the
quality of earning assets was a major challenge for Bank Mandiri.
Overcoming such issues, Bank Mandiri has conducted an
alignment to focus on long-term strategies in 2020 by restarting
the corplan 2020 with blue print as follows:
 Rearranging its business portfolios with a focus on business
growth of core competence of Bank Mandiri, namely
Corporate Banking. Also, developing Consumer Banking
business as “The New Core”, by accelerating the growth
of consumer banking products such as mortgage, Auto
Loan, Personal Loan (KTA), Payroll and KSM Micro products.
This segment was selected due to the historical credit
risk control, optimizing the strength of Bank Mandiri in
corporate segment, relatively large of fee income potential
and give bigger opportunities for cross-selling and relatively
high corporate and consumer segments linkages.
 Strengthening and consolidation of the “tactical segment”
which is commercial and business banking segment focuing
on quality improvement.
 Improving the organization fundamental to support healthy
and sustainable growth through the strengthening of credit
process and credit culture, improving the organization,
increasing the capability of human resources and enhancing
IT and operational capacity to ensure adequate oversight
and process reliability in supporting the business growth
.
Implementing the Best Corporate Governance
The implementation of Good Corporate Governance (GCG)
for Bank Mandiri does not only comply with the rules and
regulations, but it also follows a basic element of best
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international practice to sustain a healthy business in the long
run. Bank Mandiri’s effort in GCG implementation has proven to
give positive contributions for higher value creation and deliver
true benefits for Bank Mandiri such as advancing the company’s
competitiveness, company’s performance and trust from the
stakeholders, both local and foreign investors.
The improvement of GCG practice in Bank Mandiri is part of
the company’s commitment to all of management and Bank
Mandiri employees. To achieve this, Bank Mandiri applies
the GCG principles as the foundation in conducting banking
business activities which includes Transparency, Accountability,
Responsibility, Independency, Fairness and Equality.
Currently Bank Mandiri is preparing to realize its aspiration as
Indonesia’s best and ASEAN’s prominent with capitalization of
around Rp500 trillion as one the main indicators. Based on these
aspirations, Bank Mandiri continuously takes strategic moves to
be a prominent company who always delivers best services to
all customers and consistently focuses on the implementation of
Good Corporate Governance (GCG).
In 2016, Bank Mandiri regularly completed the GCG evaluation
internally through self-assessment methods which integrates
measurement factors into 3 (three) aspects, namely governance
structure, governance process and governance outcome.
The commitment of Bank Mandiri in implementing GCG
has shown by the improvement of its Integrated Corporate
Governance in reference to POJK No. 18/POJK.03/2014. In 2016,
Bank Mandiri improving the implementation of its corporate
governance by completing its governance structure on all
of its Subsidiary Companies. The company gradually created
and obtained its own reference and policy in line with the
ones owned by Bank Mandiri, such as Obligation Policy and
Procedure, Risk Management Policy, Internal Audit Charter,
and other documents. In order to improve the integrity value
of the Subsidiary Company, Bank Mandiri has also conducted
socialization in regards to managing gratification to Subsidiary
Companies.
Besides meeting the regulator requirement, Bank Mandiri
follows the most current development and GCG best practices
such as General Reference of GCG by National Committee
on Governance Policy, Indonesia GCG Banking Reference,
OECD Principles, ASEAN GCG Scorecard, and monitoring the
best business etiquette and practice. Adopting ASEAN GCG
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Scorecard is one of Bank Mandiri’s efforts to implement good
corporate governance to a higher level. In 2016, Bank Mandiri
managed to improve its ASEAN GCG Scorecard mark from 85.68
to 103.55 and received The Best Overall on IICD Awarding &
Conference amongst other local listed company. Moreover, Bank
Mandiri is taking part in the Corporate Governance Perception
Index (CGPI) rating and survey. In 2016, to improve the
implementation of good corporate governance in its Subsidiary
Companies, Bank Mandiri urged the Subsidiary Companies
to participate in the CGPI rating. About 8 (eight) Subsidiary
Companies has participated in the CGPI rating in 2016. Several
awards have been achieved by its subsidiaries. Mandiri Sekuritas
was awarded as “Trusted Company – Corporate Governance
Perception Index 2015-2016” from The Indonesian Institute for
Corporate Governance. Bank Syariah Mandiri (BSM) received
an award of “Most Trusted Company Based on Corporate
Governence Perception Index” for 5 times in Good Corporate
Governance Award 2016. Mandiri Tunas Finance (MTF) also
awarded with “very good” predicate in Indonesia Good
Corporate Governance Award II 2016 from Economic Review.
Bank Mandiri itself has received the highest mark and The Most
Trusted Company title for 10 (ten) consecutive years
Risk Management
In the event of improving the additional value in front of
the stakeholders, Bank Mandiri consistently manages its risk
management system by referring to the laws and regulations
of Indonesia. In the implementation, Bank Mandiri always
prioritizes a prudent principle in managing all kind of risks
proving Bank Mandiri’s commitment in conducting good
corporate governance practice. While governing the risk
management, Bank Mandiri utilizes Three Layers Defense
approach, namely:
1. The Board of Commissioner will do their function as a risk
oversight through Risk Monitoring Committee, Integrated
Governance Committee and Audit Committee.
2. The Board of Director will do their risk policy function
through Executive Committee with relate to risk
management which are Risk management Committee, Asset
& Liability Committee, Capital Subsidiaries Committee and
Integrated Risk Committee.
3. At operational level, the Risk Management Working Unit
along with the business unit and compliance unit have done
its function to identify, measure and manage risks
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Commitment to Develop Human Resource Asset
In pursuit of Bank Mandiri’s aspirations in 2020, the Human
Resources management of Bank Mandiri campaigned the
concept of Bank Mandiri employees as an invaluable asset
in deciding the productivity performance of Bank Mandiri.
Therefore, Bank Mandiri continues to improve its Human
Resources management policies. These include the case of
developing employee competency, evaluating industrial
relations, and policy related to the recruiting process. This
will result in creating a comfortable and harmonious working
environment to safeguard employees’ loyalty, ensuring a long
term positive influence on Bank Mandiri’s business continuity.
Bank Mandiri believes that the execution of human resources
management policy cannot be separated from the practice of
Good Corporate Governance (GCG), which always prioritizes
the prudent principle and risk management practices. And the
initiative strategy for human resources management policy that
Bank Mandiri still runs to date are:
1. Developing and adjusting organization scale and model to
align with business strategy and focus of Bank Mandiri.
2. Creating on boarding system for employee which in
line with Bank Mandiri culture and develop an open,
harmonious and fair relations amongst all Bank Mandiri
employees.
3. Develop technical competency management system
and leadership that can support Bank Mandiri’s business
strategy and focus.
4. Implementing competitive and integrated total rewards
system aligning with its business model.
5. Preparing talent and successors for future Bank Mandiri
successors.
6. Develop a working culture that creates an open, positive,
and progressive working environment.
7. Develop an infrastructure system and an effective human
capital technology.
Bank Mandiri continues to maintain its commitment in
treating all of its employees as valuable assets by carefully
understanding the needs of the employees and aligning it with
the company’s growth. The requirements of all Bank Mandiri’s
employees are done through capacity planning process
that involves all working units, a process that will become a
reference point for fulfillment.
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Lastly, the focus of HR Strategy 2020 is to create a conducive
working environment for all Mandirian to be developed into his
or her optiomal capability level so they are able to contribute
to the bank’s business strategy. Initiatives to increase the
employees’ competencies and leadership were aimed not
only for Bank Mandiri’s business but also for competitiveness
improvement of Indonesia to be able to compete at the
ASEAN regional and global environment. In line with the value
proposition of Mandiri which is - “Spirit for Nation Prosperity”,
working at Mandiri will not only be good for the employees,
their families, and Mandiri, but also has a positive impact for
the Nation. All the initiatives in the HC Strategy 2020, which is
to increase the ability of employees and increase leadership,
will not only have an impact on the Bank Mandiri business, but
will also improve the competitiveness of Indonesia to be able to
compete in the ASEAN region and the global environment.
Information Technology Strategy Development
Bank Mandiri Information Technology (IT) development referred
to as IT Strategy & Execution Plan (ISP) 2015-2020. ISP 2015-2020
covers two main strategies that supports Bank Mandiri’s vision
and fix the basic. Supporting the vision strategy consists of five
programs which are Channel/Process Modernization, Customer
Data Integration, Risk Management Build-Out, Customer
Relationship/Loyalty and Targeted Projects/Regulatory. Fixing
these key basic strategies support the implementation of Bank
Mandiri 2015-2020 strategy especially when the stragegy is
integrated across groups Integrate Across Groups strategy.
Fixing key strategies includes five programs as well, which are
Infrastructure Scale-Up, Payment & Cash Management, Core
Banking Tuning, End-User Experience, and Standards.
Economic deceleration in 2016 has triggered and gave
opportunity to IT in Bank Mandiri to modernize and improve
the stability system, which is shown in the IT Transformation
Strategy with a vision of “Reliable, Robust, Agile, Secured,
yet efficient IT Management to support both short-term and
long-term business needs”. The IT transformation strategy
consist of three focus in the management, development, and
infrastructure & security problem. Meanwhile, a number of
initiatives were taken to achieved Mandiri Group integrated
vision through synergizing IT development with the subsidiary
companies.
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Stepping Towards 2017
In line with the global economic recovery, commodity price
recovery, and the success of the government’s tax amnesty
program, the Indonesian economy in 2017 is projected by
Bank Indonesia to improve in the range of 5.0% -5.4% with
the economy structure that is still supported by domestic
consumption. Inflation is expected to remain within its target
range of 4% ± 1% in 2017, although there is potential pressure
along with the government policy in 2017 to reduce electricity
subsidy, cost adjustments for vehicle documents, and the
implementation of one price policy for fuel.
The improved economic outlook boosted optimism of a better
national banking loan in 2017, based on projections of the
Financial Services Authority, to grow in the range of 9% -12%.
However, in order to achieve the target, the banking industry
should be able to complete the main challenge still to be faced
in 2017, which are tight liquidity, improved loan quality, and
capital regulatory compliance for the implementation of Basel
III.
With regard to the above prospects, Bank Mandiri has decided
its strategy to focus on in the following short-middle term:
 Restructuring the organization and improving the
management of human resources to ensure the
strengthening of control functions and a clearer business
focus.
 Coordinating portfolio mix by directing the main engine of
business growth in sorporate and consumer segments.
 Strengthening good risk management and credit culture
to balance growth with quality through discipline, control,
monitored target market, and in line with the performance
management system.
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 Strengthening portfolio management as a business growth
control, supported by tools that can provide information
on portfolio mix strategies, early detection on credit quality
drop, customer behaviors, and risk profile.
 Improving productivity and operational efficiency to
anticipate the decrease of interest margin both through
budget priority according to the needs, business process
re-engineering, developing digital banking, and also
productivity alignment and improvement of distribution
networks.
 Improving synergy with the subsidiary company through
cooperation which optimizes customer base, product crossselling, financial services, and sharing IT infrastructure and IT
operational structures.
 Sharpening the culture by continuously developing an
environment that will provide working comfort to all Bank
Mandiri employees to increase their productivity. Culture
enforcement was implemented based on company’s values
of - Trust, Integrity, Professionalism, Customer Focus, and
Excellence or TIPCE.
 Re-starting TIPCE program to support “One Heart, One Self”
or “One Heart One Self” elements, in which all employees
of Bank Mandiri must have a high spirit of collaboration
that truly trust to the organization’s goals. Furthermore,
employees are encouraged to apply consistent behavior
of integrity and professionalism that enables Bank Mandiri
to make a healthy and qualified growth. The next element,
prioritize customer focus and excellence in realizing Bank
Mandiri to become the best bank and pride for Indonesia as
well as performing a role as an agent of development with
the foundation of spirit to prosper the nation
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In the midst of high competition, we are confident that Bank
Mandiri will still be able to grow continuously moving forward
by the utilization of competitive advantage of the Company
and clearer business focus. The confidence is also based
on a number of Bank Mandiri’ accomplishments. A strong
relationship with the customer corporate and commercial as
a door to cross-selling, one-stop banking with the support of
11 subsidiaries providing complete and integrated products,
wide range of network physical services (consisting of 2,599
branches, 2,261 sub-branches, 199 cash offices, and 2,236 Micro
networks) supported by e-channel infrastructure (consisting
of 17,461 ATM networks and 236,711 EDC networks) delivering
an easy access for customers, as well as strong brand and
reputation at the forefront in the implementation of Good
Corporate Governance (GCG). Nevertheless we remain aware
that most of these advantages can only be optimized when all
operational and business fundamentals continue to improve
and refine us. There is still a lot of “homework” should we do to
improve the quality of services to customers consistently and
manage the growth of a healthy and productive in the long
term. For us, it will be a top priority
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We are optimistic with the targets set for the year 2017. Having
experiences from the previous year, we are confident that
we are able to achieve positive results this year despite many
obstacles.
Our Appreciation
In conclusion, the Board of Director would like to appreciate
and thank all shareholders, stakeholders and business partners.
A special appreciation goes to the Board of Commissioner
which has been our partner and have conducted its monitoring
functions in a great manner, committees under Board of
Commissioner and Directors, and all Bank Mandiri employees
who has contributed to make Bank Mandiri the success it is
today. With all the support from all parties, Bank Mandiri is
committed to continuously provide a excellent work to all our
stakeholders and make the Indonesian people proud.
On behalf of the Board of Directors,
Kartika Wirjoatmodjo
Direktur Utama
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PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
Surat Pernyataan Anggota Direk
Tanggung Jawab atas Lapora
PT Bank Mandir
Kami yang bertanda tangan di bawah ini menyatakan bahwa semua informasi dalam Laporan Tahunan PT Bank Man
Laporan Tahunan perusahaan.
Demikian pernyataan ini dibuat dengan sebenarnya.
Direksi
Kartika Wirjoatmodjo
Sulaiman A. Arianto
Direktur Utama
Wakil Direktur Utama
Ogi Prastomiyono
Pahala N. Mansury
Royke Tumilaar
Direktur Operations
Direktur Finance & Treasury
Direktur Corporate Banking
Hery Gunardi
Tardi
Ahmad Siddik Badruddin
Direktur Distributions
Direktur Retail Banking
Direktur Risk Management &
Compliance
Kartini Sally
Rico Usthavia Frans
Direktur Commercial Banking
Direktur Digital Banking & Technology
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Manajemen atas Kinerja Perusahaan
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03
Company
at A Glance
50
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Corporate Data
Company Name
PT Bank Mandiri (Persero) Tbk
Date of Establishment
October 2, 1998
Line of Business
Banking
Share Ownership
Government of the Republic of Indonesia 60%
Public 40%
Legal Basis of Establishment Deed No. 10 dated October 2, 1998, executed before Notary Sutjipto, S.H., and approved by
Minister of Justice by virtue of his Approval No. C26561.HT.01.01 TH 98, dated October 2, 1998,
published in the Official Gazette of the Republic of Indonesia No. 97 dated December 4, 1998,
Supplement No. 6859
Authorized Capital
Rp16,000,000,000,000 (sixteen trillion Rupiahs) divided into 1 (one) Series A Dwiwarna share
having a nominal value of Rp500 (five hundred Rupiahs) and 31,999,999,999 (thirty-one billion
nine hundred ninety-nine million nine hundred ninety-nine thousand nine hundred ninety-nine)
Series B shares, each share having a nominal value of Rp500 (five hundred Rupiahs)
Issued and Paid-Up Capital
Rp11,666,666,666,500 (eleven trillion six hundred sixty six billion six hundred sixty six million six
hundred sixty six thousand five hundred Rupiahs) consisting of 1 (one) Series A Dwiwarna share
having a nominal value of Rp500 (five hundred Rupiahs) and 23,333,333,332 (twenty three billion
three hundred thirty three million three hundred thirty three thousand three hundred thirty two)
Series B shares, each share having a nominal value of Rp500,00 (five hundred Rupiahs)
Stock Exchange Listing
Listed on the Jakarta Stock Exchange and Surabaya Stock Exchange
Listing Date
July 14, 2003
Stock Ticker Symbol
BMRI
Kode SWIFT
BMRIIDJA
Head Office
Plaza Mandiri
Jl. Jenderal Gatot Subroto Kav. 36-38
Jakarta 12190 INDONESIA
Tel. (6221) 5265045
Fax. (6221) 5274477, 5275577
Website
www.bankmandiri.co.id
Call Center
14000 ; (021) 52997777
Contact Address
Corporate Secretary
[email protected]
Investor Relation
Email: [email protected]
http://ir.bankmandiri. co.id
Corporate Secretary
Rohan Hafas
Telp: 62-21 524 5299
Fax.: 62-21 526 3460
Website: http://www.bankmandiri. co.id
Email: [email protected]
Number of Employees
78,132
employees
Office Network in 2016
1
139
11
1,117
189
17,461
7
Head Office
Branch Offices
Subsidiaries
Sub-Branch Offices
Cash-Service Offices
ATMs
Overseas Offices
Customer Care
Email: [email protected]
Social Media
Facebook: https://id.facebook.com/officialbankmandiri/
Twitter: @bankmandiri
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
51
10
Laporan Keuangan
Konsolidasian
Capital Market Supporting Institutions & Professions
Scope of services: Share listing
Information on Trading and Listing PT Bursa Efek Indonesia
Gedung Bursa Efek Indonesia, Fee for 2016: Rp123.750.000
of Shares
Tower 1
Jl. Jend. Sudirman Kav. 52-53
Jakarta 12190, Indonesia
Tel : (62-21) 515 0515
Fax : (62-21) 5154 153
Email : [email protected]
Website : www.idx.co.id
Public Accountant
Share Registrar
Stock Ratings Agencies
Assignment Period:
Since 2003 to date
Purwantono, Sungkoro &
Surja
Indonesia Stock Exchange
Building
Tower 2, 7th Floor
Jl. Jend. Sudirman Kav. 52-53
Jakarta Pusat, DKI Jakarta,
12190
Tel : 62-21 52895000
Fax : 62-21 52894100
Scope of services:
- Other attestation services
- Auditing the Consolidated
including audit services
Financial Statements
on bank compliance with
and the Annual Report
laws and regulations also
on the Implementation
Agreed upon Procedures
of Partnership and
on the Company’s
Community Development
reporting system to Bank
Program of Bank Mandiri
of Indonesia.
for the financial year ended
on December 31, 2016
- Depository Services,
(Financial Statements for
Scripless Security Systems
Fiscal Year 2016).
on Recording securities
(S4).
PT Datindo Entrycom
Puri Datindo – Wisma
Sudirman
Jl. Jend. Sudirman Kav 34
Jakarta 10220, Indonesia
Telp: 62-21 570 9009
Fax.: 62-21 526 6702
Website : www.datindo.com
Scope of services: Managing
Bank Mandiri’s List of Shareholders
Pefindo (Pemeringkat Efek
Indonesia)
Panin Tower - Senayan City,
17th Floor
Jl.Asia Afrika Lot.19
Jakarta 10270, Indonesia
Telp: 62-21 7278 2380
Fax: 62-21 7278 2370
Scope of services:
Xx
Fee:
xx
Assignment Period:
xx
Standard & Poor’s Ratings
Services
Suite 3003, 30/F, Edinburgh
Tower,
The Landmark, 15 Queen’s
Road Central
Hong Kong
Telp: 852 2533 3590
Fax: 852 2533 3599
Scope of services:
Xx
Fee:
xx
Assignment Period:
xx
Fitch Ratings Indonesia
Prudential Tower 20th Floor
Jl. Jend Sudirman Kav 79
Jakarta 12910, Indonesia
Telp: 62-21 5795 7755
Fax: 62-21 5795 7750
Scope of services:
Rating for Bank Mandiri
Moody’s Investors Service
50 Raffles Place #23-06
Singapore Land Tower
Singapore 048623
Telp: 65 6398 8339
Fax: 65 6398 8301
Scope of services:
Xx
Fee:
xx
Assignment Period:
xx
- Bank Performance
Evaluation and
Performance Evaluation
on Partnership and
Community Development
Program.
Fee: Rp7.850.000.000
Assignment Period: 2015-2016
Fee: Rp46.420.000
Assignment Period:
Since 2003 to date
Assignment Period:
Since 2003 to date
Rating Bank Mandiri 2016
Moody's (March 2015)
Outlook
Fitch Rating (August 2016)
STABLE
Long-term Rating
Baa3
Issuer Default Rating
BBB-
National LT Rating
AAA(idn)
F1+(idn)
Foreign LT Bank Deposits
Baa3
National ST Rating
Local LT Bank Deposits
Baa3
Viability Rating
bb+
Senior Unsecured Debt
WR
Support Rating Floor
BBB-
Bank Financial Strength
D+
Foreign Currency ST Deposits
P-3
Local Currency ST Deposits
P-3
Pefindo (June 2016)
Outlook
Standard & Poor's (December 2015)
STABLE
Outlook
STABLE
LT General Obligation
idAAA
LT Foreign Issuer Credit
BB+
Subordinated Debt
idAA+
LT Local Issuer Credit
BB+
ST Foreign Issuer Credit
B
ST Local Issuer Credit
B
Bank Mandiri’s ‘IdAAA’ Rating Reflected The Ability To
Fulfill Long-Term Financial Commitment
In accordance with the meeting’s result that held on June 1,
2016, PT PEFINDO decided to reassign idAAA rating (Triple A;
Stable Outlook) to the Bank Mandiri for the period of June 1,
2016 - June 1, 2017. The rating was given based on the data
and information of Audited Financial Statements as at March
31, 2016. idAAA rating is the highest rating that given by
PEFINDO to the obligor whom can manage its ability to fulfill
its long-term financial commitments, relatively against another
Indonesian obligor.
52
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Company Profile
PT Bank Mandiri (Persero) Tbk. ("Bank
Mandiri" or the "Company") was
established on October 2, 1998 as part of
banking restructuring program carried
by the Indonesian government based
on Deed of Establishment No. 10 dated
October 2, 1998 and has been approved
by the Minister of Justice of the Republic
of Indonesia through Decree No. C26561.
HT.01.01 TH 98 dated October 2, 1998.
Furthermore, Bank Mandiri commenced
its operations as a state-owned bank in
Jakarta based on the Ministry of Finance
No. 452 / KMK.017 / 1998.
Based on the decision of General
Meeting of Extraordinary Shareholders
dated May 29, 2003, Bank Mandiri
changed its status into a public
company (listed company) and offered
4.000.000.000 (four billion) ordinary
shares to the public at nominal price of
Rp 675 per share.
As time goes by and supported by strong
experiences as well as capabilities
in banking, especially in the
corporate loan segment, up to now
Bank Mandiri is still believed as one of
the largest SOEs commercial bank in
Indonesia, in terms of total assets, loans,
and deposit. On December 31, 2016 Bank
Mandiri’s total asset value amounting to
Rp1,000 trillion with the composition of
comprising Customer Funds including
Current Account, Savings and Deposits
that recorded at Rp187.03 trillion,
Rp302.34 trillion and Rp273.12 trillion
respectively. This successful achievement
was the result of hard work and
positive synergy which created in Bank
Mandiri, which continuously done by
increasing the competency, innovating
and developing banking products and
services in all business segments.
As a State-Owned Bank that operates at
the fourth largest population country in
the world, as well as in order to realize
the long-term vision of Bank Mandiri
(2020) namely "Indonesian Best, ASEAN
prominent" or to be financial institution
with best performance in terms of
services, products, and yield returns to
shareholders, as well as the benefits
received by society at large in ASEAN
level, Bank Mandiri has consistently
focused on its 3 (three) business
strategies, such as strengthening
leadership in wholesale segment
by deepening relationships with
customers, always trying to be the Bank
of customers’ choice in retail segment,
and continuing to pursue integration
across business lines either owned by the
Company or its subsidiaries.
To realize that purpose, Bank Mandiri
continuously improve its position and
its ability on our national banking
industry sector by having regard of rapid
development in technological growth,
customers needs that increasingly
dynamic, and the demographic of
Indonesian community
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
53
10
Laporan Keuangan
Konsolidasian
AS TIME GOES BY AND SUPPORTED
BY STRONG EXPERIENCES AS WELL AS
CAPABILITIESIN BANKING, ESPECIALLY
IN THE CORPORATE LOAN SEGMENT,
UP TO NOW BANK MANDIRI IS STILL
BELIEVED AS ONE OF THE LARGEST SOES
COMMERCIAL BANK IN INDONESIA, IN
TERMS OF TOTAL ASSETS,
LOANS, AND DEPOSIT.
54
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Milestones
Bank Mandiri was established
from 4 (four) former stateowned banks, namely Bank
Ekspor Impor Indonesia,
Bank Dagang Negara,
Bank Bumi Daya, and Bank
Pembangunan Indonesia.
In July 1999, 4 (four) stateowned banks namely Bank
Bumi Daya, Bank Dagang
Negara, Bank Ekspor
Impor Indonesia and Bank
Pembangunan Indonesia
merged into one entity
named Bank Mandiri.
The year marked a turning point as the bank launched its first
phase of its Transformation Program which spanned until
2010 in an effort in becoming a regional champion bank. The
transformation process involved 4 (four) key strategies, such
as implementation of culture, aggressive control of nonperforming loans, accelerated business growth that exceeds the
market’s growth average, and an alliance in development and
management programs across directorates and business units.
1824-1998
1999
2005
1998
2003
2006 - 2007
2008 - 2009
Established on October 2,
1998, Bank Mandiri was part
of the bank-restructuring
program by the Indonesian
government.
Bank Mandiri completed its
Initial Public Offering (IPO).
This year, Bank Mandiri
conducted the first stage of
its Transformation Program
“Back on Track” focusing on
the reconstruction of Bank
Mandiri’s fundamentals for
future growth.
Continuing the program
from previous years,
this year Bank Mandiri
implemented the second
stage of the Transformation
Program, under the theme
“Outperform the Market.”
Its main focus will be on
business expansion to ensure
significant growth in various
segments and achieve a level
of profit that exceeds the
market’s average goal.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
The Transformation continued in 2012
through Business Transformation that
focuses on 3 (three) key areas, including
Wholesale Transaction, Retail Deposit &
Payment and Retail Financing.
Remained an important year for Bank
Mandiri as it enters the first year of
the third phase of its Transformation
Program.
2010
2012
2015
2011
2014
2016
This year is the final stage of the
Transformation Program with the theme
“Shaping the End Game,” implemented
in 2005 when Bank Mandiri set its target
on becoming the leading regional
bank by consolidating its businesses in
financial services and focusing on a nonorganic growth strategy. Through all the
transformation processes, Bank Mandiri
had consistently managed to improve
the Bank’s performance, as reflected in
various financial indicators.
This year, Bank Mandiri has conducted
a number of corporate actions such as
issuing bonds, Efek Beragun Aset Dalam
Bentuk Surat Partisipasi (EBA-SP) and
reaching the total assets amounted to
Rp1,000 trilion
In this year, Bank Mandiri issued
2,336,838,591 shares at a price range
between Rp 4,000 up to Rp 6,500 per
shares. On that transaction, Bank Mandiri
received funds of Rp11,68 trillion.
This year also marked as the beginning
year of the Continued Transformation
2010-2014, in which Bank Mandiri
re-formulated its vision to become
“Indonesia’s most admired and
progressive financial institution”.
The Continued transformation in
2011 involved further “Cultural
Transformation” by building on Phase I
of its cultural transformation program,
enriching the institution with the best
practices and providing the institution
with benchmarks with world-class
operators.
55
Bank Mandiri has successfully completed
the Second Phase of this year’s
Transformation Program.
56
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Brand of Bank Mandiri
Bank Mandiri brand identity consists of symbols, letters logos, colors and tagline. It can be explained
such as follows:
Brand With Small Word
GOLD LIQUID WAVE
The use of lower case letters represent
a friendly and humble attitude towards
all segments of the business entering
the bank and the eagerness in providing
excellent customer service.
A symbol of financial wealth in Asia that puts the nature of agile,
progressive, futuristic, excellence, flexiblity, and resilience to
face future challenges.
Dark Blue Colour:
• Gold color represents greatness, glory, prosperity, and wealth.
• Represents active, creative, friendly, fun, and comfort.
Yellow Gold (literally orange):
Represents pleasant, calm, cool, heritage,
stability, command, respect, and
realiability.
Symbol of professionalism, strong ground,
loyal, trusted, and dignity.
Philosophy Tagline
“Terdepan, Tepercaya, Tumbuh Bersama Anda”
The word “Leader” is the embodiment of hard work and
professionalism to create a leading bank.
The word “Trusted” is the embodiment of integrity and
transparency to create a reliable banking institution.
“Growing Together” is an embodiment of the focus on the
customers and the dedication of all Bank Mandiri’s employees to
grow together with Indonesia.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
57
10
Laporan Keuangan
Konsolidasian
Business Activities
According to Article 3 paragraph (1) of the Articles of
Association, the aim and objective of the Company is to
conduct business in the banking industry pursuant to the
provisions of the applicable laws and regulations. In accordance
with the last Articles, currently, Bank Mandiri engages in the
following activities:
1. Collecting funds from the public in the form of deposits,
including demand deposits, time deposits, certificates,
deposits, savings and/or other similar forms.
2. Extending loans.
3. Issuing promissory notes.
4. Purchasing, selling and providing guarantees at its own risk,
and for the benefit of and under the customer’s instructions:
a) Negotiable instruments, including negotiable
instruments that are accepted by the bank and whose
periods of terms are no longer than normal practice in
the trading of such negotiable instruments.
b) Acknowledgments of indebtedness and other trade
papers whose terms are no longer than normal practice
in the trading of such papers.
c) State treasury certificates and government guarantees.
d) Bank Indonesia Certificates.
e)Bonds.
f) Fixed term trade papers in accordance with the
provisions of the laws and regulations in effect.
g) Other commercial papers for terms that are in accordance
with the provisions of the laws and regulations in effect.
5. Transferring funds in the Bank’s own interests and in the
interests of customers.
6. Placing funds with, borrowing funds from and lending funds
to other banks using paper, telecommunications facilities
and bearer negotiable instruments, checks and other means.
7. Receiving payments of claims in respect of commercial
papers and conducting calculations with or in respect of
third parties.
8. Providing places for the storage of valuable items and
papers.
9. Providing custodian services to third parties on a contractual
basis.
10.Investing customer funds in other customers through the
purchase of securities listed on the stock exchange.
11.Providing factoring, credit card and trusteeship services.
12.Providing financing and/or engaging in other activities
in accordance with sharia principles and the relevant
regulations.
13.Engaging in such other activities as customarily conducted
by a bank provided that they do not violate the provisions of
the laws and regulations in effect.
58
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
In addition, Bank Mandiri may:
1. Engage in foreign exchange operations pursuant to the
laws and regulations.
4. Act as the founder and manager of pension funds in
accordance with the prevailing regulations governing
pension fund industry.
2. Engage in capital investment activites in other banks or
financial services companies, such as leasing companies,
venture capital companies, stock brokerages, insurance
companies and clearing as well as custodian agencies,
subject to the applicable laws and regulations.
5. Purchase collateral, either all or in part, through auctions
or by other means in the case the debtor did not meet its
to Bank Mandiri, with provision of collateral purchased the
obligatory cashing as soon as possible.
3. Make temporary investments so as to overcome financing
or credit failures based on sharia principles, subject to such
investments being subsequently withdrawn and to the
applicable laws and regulations.
In conducting its business operations, Bank Mandiri offers
a wide variety of products and services, as described in the
“Products and Services” section of this Annual Report.
Wholesale
Retail
Integrate the Group
In this area, the Company is constantly
working to build business relationships
that are mutually beneficial with
customers, to strengthen the company's
position as the best Corporate Bank in
Indonesia, the core competence of the
company since the beginning.
Accelerated growth in this area are
focused on segment and products that
the level of risk and their penetration
is relatively low. In this segment of
consumer and micro banking, would be
developed as a new core business of the
company in the future.
In order to provide financial products and
services that are comprehensive to the
customers, the Company is continuously
working to enhance synergies as a group
effort, by integrating business in the
segment and region, including within the
subsidiaries.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
59
10
Laporan Keuangan
Konsolidasian
Banking Products & Services
The products and services of the Bank are divided into 3 (three) segments, namely:
Savings Products
Credit Products
Other Services
Savings products
• Mandiri Loan for Investment
• Mandiri Working capital credit
• Mandiri Cash Collateral Loan
• Mandiri Micro Credit
Treasury Service
Currency & Derivatives:
• Foreign Exchange Transactions
(Today, Tom, Spot) incl. Bank Notes
• Currency Forward
• Currency Swap
• Currency Option
• Interest Rate Swap
• Forward Rate Agreement
• Cross Currency Swap
• Mandiri Savings
• Mandiri Savings Plans
• Mandiri Business Savings
• Mandiri Hajj & Umrah Savings
• Mandiri Foreign Currency Savings
• Mandiri Savings for the Indonesian
Labor/Migrant Workers
• (TKI)
• Mandiri Investors savings
• My Savings
Mandiri Clearing Account Product and
Deposit
• Rupiah Clearing Account
• Clearing Account in Foreign Currency
• Mandiri Rupiah Deposit
• Mandiri Foreign Currency Deposit
• Mandiri Versatile Micro Credit
- Versatile Micro Credit for Civil
Servants/ Member of TNI-Indonesian
National Army / Police
- Versatile Micro Credit for the
Retirees
- Versatile Micro Credit for the Hajj
bailout
• Mandiri Home Mortgage Loan)
- Mandiri Mandiri Take Over Home
Mortgage Loan
- Mandiri Top Up Home Mortgage
Loan
• Syndication and Club Deal
Mandiri Cash Management
•
•
•
•
•
•
Mandiri Cash Concentration
Mandiri Notional Polling
Mandiri Cash Management System
Mandiri Virtual Account
Mandiri Cashier Cash Management
Mandiri Corporate Collection
• Mandiri Supply Chan Financing
- Supplier Financing
- Distributor Financing
- Account Receivable Financing
Credit Card
Visa
• Mandiri Visa Silver Card
• Mandiri Visa Gold Card
• Mandiri Visa Platinum Card
• Golf Card Gold/Platinum
• Hypermart Card Silver/Gold
• Corporate Card
Master Card
• Everyday Card
• SKYZ Card
• Feng Shui Card
Trade Products Services
• Letter of Credit (LC)
- L/C Issuance & Amendment
- Forfeiting L/C Advising
- L/C Negotiation
- L/C Confirmation
- Export Bills Collection
- Documentary Collection
- Export Usance Bills Discounting
• Surat Kredit Berdokumen Dalam
Negeri (SKBDN)
• Bill Purchasing (LC dan Non LC)
• Bank Guarantee and Standby Letter of
Credit (SBLC)
• Mandiri Bill Collection (Mandiri Virtual
Account, Mandiri Bill Payment dan
Mandiri Bill Aggregator)
• Money Order of Export Financing
Trade Finance Products:
• Bilateral Trade Financing
• Export Credit Agency (ECA) Covered
Buyers Credit
• Risk Participation
• Bank Guarantee under Counter
Guarantee
• Reimbursing Bank
• Inter Mandiri Transaction
• Forfeiting (Derivative)
• Trust Receipt (High Yield Investment
Product)
• Usance Payable at Sight (UPAS)
Financing (Layanan mandiri e-fx)
60
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Other Services
Agency Services
1.Custodial Servicess
• General Custody
• Sub Registry Surat Utang Negara (SUN) & Sertifikat Bank
Indonesia (SBI) Local Custody for ADR/GDR Program
• Mutual Fund Administration
• Discretionary Fund Administration
•Euroclear
• KIK-EBA Administration
2.Trustee Services
•Trustee
• Paying Agent
• Security Agent
• Escrow Agent
• Receiving Bank
3.Wealth Management Service
• Produk Reksadana
- Reksadana Pasar Uang
- Reksadana Pendapatan Tetap
- Reksadana Campuran
- Reksadana Saham
- Reksadana Terproteksi
- Reksadana Index
• Produk Surat Berharga
- Obligasi Negara Retail
- Sukuk Retail
- Referral Retail Brokerage
e-Channel Service
• Mandiri Internet/ Mandiri Business Internet
• Mandiri SMS
• Mandiri Mobile
• Mandiri ATM
• Mandiri Call
• Mandiri EDC
• Mandiri Clickpay
• Mandiri e-money
• Mandiri e-cash
• Mandiri Branchless Banking
Other Treasury Services
• Mandiri Money Transfer
• International Cheque Collection
• Mandiri Direct Settlement
• Vostro Account
• Financial Advisory
• Bank Reference
• Intra-day Facility for Securities Company
• Overnight Facility for Securities Company
• Payment Bank for Indonesian Central• Securities Depository (KSEI)
Mandiri Financial Advisory
•Arranger
• Agency (Facility Agent, Security Agent, Escrow Agent)/ Paying Agent
Payment
• Bill/Utilities payment/BPJS Payment
• e-Tax Payment
• Mandiri easy-Rincian Transaksi Ekspor (RTE)
• Interface ERP (SAP/Oracle)
• Sistem Online Pembelian Produk Pertamina (SOPP)
•Payroll
• Cash Pick up Delivery
• Petty cash card
• Warkat Khusus
• Fleet Card
Bancassurance Products
• Regular Premium Unit Link:
- Mandiri Prosperous
- Mandiri Prosperous Sharia
- Mandiri Prosperous Intelligent
• Single Premium Unit Link:
- Mandiri Investment Plus Prosperous
- Mandiri Investment Plus Prosperous Sharia
• Health & Protection:
- Mandiri Jiwa Sejahtera
- Mandiri Jiwa Prioritas
- Mandiri Secure Plan
- Mandiri Kesehatan Global
- Mandiri Kesehatan Prima
- Mandiri Kesehatan Optima
- Mandiri Jaminan Kesehatan
- Mandiri Hospitalife
- Mandiri Proteksi Kanker
- Personal Accident
• Corporate Solutions:
- Mandiri Corporate Saving Plan
- Mandiri Corporate Health Plan
- Mandiri Corporate Life Plan
- Mandiri Corporate Cash Plan
Financial Institutions Pension Fund Products
(DPLK)
• Money Market Investments Package
• Fixed Income Investment Package
• Shares Investment Package
• Combination of Investment Package
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
61
10
Laporan Keuangan
Konsolidasian
Testimoni Nasabah
Murdaya Poo
Mariany Sofjan
Chairman
Finance Director
Berco Group
PT Maruni Daya Sakti
"I am pleased with Bank Mandiri because the consistency of its
service and since the era of Pak Agus up to now its progress
seems increasingly heightened and improved, those who
worked at Bank Mandiri are very attentive to the customers,
not only when in good times but also when in difficult times, all
customers remain to be addressed."
"I've been using Bank Mandiri for decades, it’s okay, the
service is good, so eventhough Bank Mandiri is a State-Owned
Enterprise (SOEs) but they still want to serve the private
sectors."
"I hope Bank Mandiri may be more developed and bigger in the
future. Because we need a big bank in Indonesia and I believe
Bank Mandiri can realize it. With its courage in facing dynamic
situations and dare for changes, Bank Mandiri is believed to be
greater ahead".
"Bank Mandiri is flexible with excellent service and equipped
with a variety of products, also understand the customers’ needs,
reliable and trustworthy."
"Bank Mandiri provides banking services on demand. Strong
innovation and always listening to the inspiration and input
from customers. "
"I hope Bank Mandiri can be a leading financial partner for
Indonesian entrepreneurs."
Susan Sofjan
Finance Account Manager
(FAM)
PT Maruni Daya Sakti
(Maruni Glass)
"The reason why I choose Bank Mandiri because we want to
support government and Bank Mandiri is a state-owned bank. In
addition, Bank Mandiri has been accredited, highly trustworthy
with international standard services as same as private banks. "
"The service is very quick, also very dynamic, the products are
vary, and its professionals are ready to assist customers and
provide the best for our company."
"During this time we are very satisfied with Bank Mandiri
because they can fulfill our demands and also give solutions
to our financial problems, for example when we need loan
or credit.”
“I want to say happy new year! Hopefully Bank Mandiri can be
more success and remain to serve all customers needs like they
did in the previous years."
62
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
Peta Wilayah Operasional
Europe, London
Cayman Islands
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
Singapore
Hong Kong
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
1
Indonesia
Timor Leste
10
Laporan Keuangan
Konsolidasian
Shanghai
No.
remittance Malaysia
09
Referensi Silang
Kriteria ARA 2015
Number of Regional Offices
Number of
Branch Offices/
Area
Region I / Sumatera 1
281
2
Region II / Sumatera 2
231
3
Region III / Jakarta 1
287
4
Region IV / Jakarta 2
236
5
Region V / Jakarta 3
198
6
Region VI / Jawa 1
236
7
Region VII / Jawa 2
269
8
Region VIII / Jawa 3
317
9
Region IX / Kalimantan
166
10
Region X / Sulawesi and Maluku
191
11
Region XI / Bali and Nusa Tenggara
121
12
Region XII / Papua
Total DS
63
66
2,599
64
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Organizational Structure
Board of Commissioner
Audit Committee
Risk Monitoring Committee
Remuneration and
Nomination Committee
Integrated Corporate
Governance Committee
DIREKTUR UTAMA
Direktur Utama
Kartika Wirjoatmodjo
WAKIL DIREKTUR UTAMA
Direktur Utama
Sulaiman A. Arianto
CORPORATE
BANKING
Royke Tumilaar
WHOLESALE
RISK
Kepas A.
Manurung
COMMERCIAL
BANKING
Kartini Sally
FINANCE &
TREASURY
Pahala N.
Mansury
RETAIL BANKING
Tardi
CORPORATE
BANKING
Alexandra
Askandar
RETAIL RISK
Riyani T.
Bondan
DISTRIBUTION
Hery Gunardi
OPERATIONS
Ogi Prastomiyono
RETAIL
BANKING
XXX
CORPORATE
RISK
Tiwul
Widyastuti
RETAIL PRODUCT &
TRANSACTION RISK
Muhammad
Iqbal
CORPORATE
BANKING 1
Yusak Labanta
Sudena Silalahi
CORPORATE
BANKING 5
M. Iswahyudi
COMMERCIAL
BANKING 1
Ruslina S.S.H.
Butarbutar
INTERNATIONAL
BANKING & FINANCIAL
INSTITUTIONS
Ferry
Muhammad
Robbani
CREDIT
CARDS
Vira
Widiyasari
WEALTH
MANAGEMENT
Elina
Wirjakusuma
REGIONAL
CEO 1-12
XXX
CREDIT
OPERATIONS
Agus
Retmono
COMMERCIAL
RISK
Sulaeman
RETAIL ANALYTICS
& STRATEGY
Williem Rudy
CORPORATE
BANKING 2
Dikdik
Yustandi
CORPORATE
BANKING 6
Sucipto
Prayitno
COMMERCIAL
BANKING 2
Sutekat
TREASURY
Farida
Thamrin
CONSUMER LOANS
Harry Gale
STRATEGIC
MARKETING & COMM
Yoesman
Sugianto
DISTRIBUTION
STRATEGY
Myland
CASH & TRADE
OPERATIONS
Satria
EXECUTIVE CREDIT
OFFICER
RETAIL COLLECTION
& RECOVERY
Nury
Sriandajani
CORPORATE
BANKING 3
Elisabeth R.T.
Siahaan
CORPORATE
BANKING 7
M. Arifin
Firdaus
COMMERCIAL
BANKING 3
Tri Prasetio
STRATEGIC &
PERFORMANCE
MANAGEMENT
Anton
Herdianto
MICRO BANKING
Wawan
Setiawan
CONSUMER
DEPOSITS
Setiyo
Wibowo
CORPORATE
BANKING 4
Faiz Firdausi
WHOLESALE
STRATEGIC
ALIGNMENT
AUTO SECTOR
SELECTION
XXX
INVESTOR
RELATIONS
XXX
SMALL BUSINESS
Hermawan
EXECUTIVE
BUSINESS
RELATIONSHIP
OFFICER
EXECUTIVE
BUSINESS
RELATIONSHIP
OFFICER
ACCOUNTING
Elmamber
Petamu Sinaga
CORPORATE
REAL ESTATE
O.C. Harry
Pudjiatmoko
OFFICE OF CHIEF
ECONOMIST
Anton
Hermanto
Gunawan
CUSTOMER CARE
Anastasia
Widowati P.H.
SUBSIDIARIES
MANAGEMENT
XXX
RETAIL CREDIT
CENTER
Liston
Simanjuntak
Commissioner & Committee
Under BoC
Direksi &
Komite di bawah Direksi
ELECTRONIC
CHANNEL
OPERATIONS
Endro Sidik
Swasono
STRATEGIC
PROCUREMENT
Haryanto
Directors
SEVP
Group Head
Deputy Group Head
Functionary Officer
& Non Structural
BUSINESS
CONTINUITY
MANAGEMENT
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
65
10
Laporan Keuangan
Konsolidasian
Board of Directors
Business
Committee
Risk
Management
Committee
DIGITAL BANKING
& TECHNOLOGY
Rico Usthavia Frans
Policy &
Procedure
Committee
Assets &
Liabilities
Committee
Capital &
Subsidiaries
Committee
Information
& Technology
Committee
Credit
Committee
Integrated Risk
Management
Committee
Human
Capital Policy
Committee
RISK MANAGEMENT
& COMPLIANCE
Ahmad Siddik
Badruddin
CHIEF TECHNOLOGY
OFFICER
Joseph Georgino
Godong
CORPORATE
TRANSFORMATION
Ventje Rahardjo
INTERNAL
AUDIT
Mustaslimah
HUMAN
CAPITAL
Sanjay N.
Bharwani
SAM
Toni Eko Boy
Subari
TRANSACTION
BANKING WHOLESALE
PRODUCT
Paulus Adinata
Widia
IT STRATEGY &
ARCHITECTURE
Daniel
Setiawan
Subianto
MARKET RISK
Ita
Tetralastwati
MERGER & A
CQUISITION
WHOLESALE
& CORPORATE
CENTER AUDIT
Baban
Sudarman
HC TALENT,
ORGANIZATION &
PERFORMANCE
Anita Widjaja
SAM 1
Nur Susilo
Wibowo
TRANSACTION
BANKING
WHOLESALE SALES
Teddy
Yunirman
Danas
IT INFRASTRUCTURE
Riza Zulkifli
WHOLESALE
OPERATIONAL
RISK
Adi Surya
Djoko
CORPORATE
DEVELOPMENT
RETAIL
AUDIT
Juliser
Sigalingging
HUMAN CAPITAL
SERVICES
Rosma
Handayani
SAM 2
Yuddy
Renaldi
TRANSACTION
BANKING SME SALES
Angga
Erlangga
Hanafie
IT APPLICATIONS
DEVELOPMENT
Constantinus
Guntur Tri
Yudhianto
RETAIL & IT
OPERATIONAL
RISK
Vinodhan
BUSINESS
TRANSFORMATION
IT
AUDIT
Rasyid
Darajat
MANDIRI
UNIVERSITY
Winarsih
Budiriani
DIGITAL BANKING &
FINANCIAL INCLUSION
Rahmat Broto
Triaji
IT APPLICATIONS
SUPPORT
Achmad Syafii
CREDIT PORTFOLIO
RISK
Tedi
Nurhikmat
HC ENGAGEMENT
I Aminarti
Widiati
TRANSACTION
BANKING RETAIL
SALES
Thomas
Wahyudi
LEGAL
Eman
Suherman
SENIOR
HC BUSINESS
PARTNER
ENTERPRISE
DATA MANAGEMENT
Mohammad
Guntur
COMPLIANCE
Chrisna
Pranoto
POLICY &
PROCEDURE
Titiek
Setiyowati
SENIOR
OPERATIONAL
RISK
CORPORATE
SECRETARY
Rohan Hafas
Office of
the CEO
66
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Vision and Mission of Bank Mandiri
Based on the Long-Term Plan of Bank Mandiri 2015-2020, formulated by the Board of Directors and approved by the Board of
Commissioners, Bank Mandiri sharpens its Vision and Mission, such as follows:
Vision
Mission
To be Indonesia’s most
admired and consistently
progressive financial
institution.
1. To be oriented toward fulfilling
market needs.
2. To develop professional human
resources.
3. To gain maximum benefit for
stakeholders.
4. To conduct transparent
management.
5. To care for social and
environmental issues.
In order to accomplish its mission, Bank Mandiri is committed in building long-term relationships based on trust to its
customers, derived from both the business and individual portfolios.
Bank Mandiri is committed to serve the best international standards services to its customers as an institution that
provides innovative financial solutions, and promises to always improve its quality in performance, human resources,
and teamwork.
In addition, Bank Mandiri also keeps their commitment to achieve growth and success for all its customers and play
an active role in encouraging the long-term growth of Indonesia, while consistently producing high returns for
shareholders.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
67
10
Laporan Keuangan
Konsolidasian
Corporate Cultures
Bank Mandiri has implemented the corporate cultures as the tools used by all levels of employees in support of achieving the vision
and mission of the Company. The corporate cultures are abbreviated as 'TIPCE' with the following explanation:
T
I
P
Trust
Integrity
Professionalism
To build trust and
confidence through
an open and sincere
relationship based on
reliability.
Act truthfully, with
dignity and upholding
professional ethics.
Completing the work
accurately based
on a high level of
competence with a full
sense of responsibility.
C
Customer Focus
To always position our
internal and external
customers as a focus
to build a positive
experience and mutually
beneficial relationship in
sustaining growth.
E
Excellent
Always strive to
achieve excellence
and perfection, an
expression of love and
pride as a Bank Mandiri
personnel.
Eleven Key Behaviors
TIPCE Cultures that previously only explained 10 Major Behaviors has now been updated to 11 Major Behaviors. These changes were
made to achieve the company's vision on becoming the best banking institution in the scale of ASEAN by 2020. As for the 11 Main
Bank Mandiri Behavior, among others:
Trust
1.Honesty, sincerity,
openness and
frankness.
2.Empowering
potential, showing
composure,
continuously
seeking synergies,
and promoting
mutual respect.
Integrity
3.Discipline,
consistency, and
fulfillment of
commitments.
4.Thinking, speaking,
and acting in a
commendable
manner.
Professionalism
5.Reliability, resilience,
responsibility,
willingness to learn,
and possess selfconfidence.
6.Spirit of
intrapreneurship
and courage to take
decisions based on
calculated risk
Customer Focus
7.Identifying the
needs and desires
of customers in a
proactive manner
and providing
holistic solutions
to such needs and
desires.
8.Providing the best
possible services
in a fast, precise,
straightforward,
and accurate
manner while
always prioritizing
customer
satisfaction.
Excellent
9. Patriotism, a
winning mentality,
and the courage
to make a
breakthrough.
10.Innovative
in creating
opportunities to
perform beyond
expectations.
11. Focus and
discipline in
achieving
priorities.
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PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Culture of Excellence
In line with the implementation of refinements Bank Mandiri Corporate Plan by 2020 to become Indonesia's Best, ASEAN's
Prominent, thus, it also needed the improvement of the implementation of Culture of Excellence strategies with a roadmap enacted
in 2015-2016 is "Building Excellence", 2017-2018 is "Boosting Excellence", and in 2018-2019 is "Sustaining Excellence", which
consisting of 4 (four) themes #WIRAMIDA and 8 (eight) cultural programs. For more clearly can be seen in the scheme below:
4 themes of Mandiri Culture of Excellence
Themes
Entrepreneurship,
Innovation & Customer
Satisfaction
1. Selling More
2. Saving More
Program
(8)
Core Values
(5)
Behaviors
(11)
Symbols/
Events
Governance & Risk
Management
Customer Focus
Professionalism
Excellence
Potential, not silo, synergy &
respect (P2)
• Intrapreneurship, dare to
take risk (P6)
• Proactive total solution (P7)
• Best services (P8)
• Innovative and Perform
beyond expectation (P10)
• Customer Visit
• Customer Gathering
• BoD Visit
• Region Top Sales
• Dinner With Management
Employee Development &
Engagement
Community
Development
3. Protect & Care
4. Covenant Day
5. Aksi 3 Jaga
Trust
Integrity
6. Engagement Activities
7. Lead by Example
8.Brand Ambassador
& Community
Development
Professionalism Excellence
Integrity
Excellence
• Honest,
sincere,openness and
fair (P1)
• Admirable in
thinking, speaking
and acting (P4)
• Intrapreneurship,
dare to take risk (P6)
• RBC Forum
• Annual Risk Forum
• Culture Summit
• HC Summit
• Discipline & committed
(P3)
• Reliable, strong,
responsible, confidence
(P5)
• Innovative & perform
beyond expectation (P10)
* Admirable in thinking,
speaking and acting
(P4)
• Patriotism, winning
spirit & dare for
breakthroughs (P9)
• Focus and set priority
(P11)
• Employee & Family
• Mandiri Karnaval &
WMM
Gathering
• Leadership Forum
• Employee Involvement
in Community
Pegawai Baru & Pensiunan
• Innovation Award
Development
Mandiri Excellence Award
Mandiri Easy (Performance Management)
Systems
Culture Excellence Scoreboard
Meanwhile, in brief the concept of #WIRAMIDA theme can be explained as follows:
WIRA
Entrepreneurship,
Innovation &
Customer Satisfaction
Is the program activity in
Culture of Excellence that
focuses on CUSTOMER
through entrepreneurship and
innovation to maximize customer
satisfaction. The activities of the
WIRA programme are to sell
more, save more, and satisfy
more by creating a culture of
cross-selling/up-selling and smart
spending.
RAKSA
MITRA
DUTA
Governance &
Risk Management
Employee Development
& Engagement
Community
Development
Is the action program activity
of Culture of Excellence
that focuses on the core
of keeping Company’s
assets or OPERATIONS
through governance and
risk management. As for the
activities of RAKSA are protect
& care, covenant day and
Risioko, the three protecting
acts, by creating a culture of risk
management, governance, and
credit quality.
Is the action program activity
of Culture of Excellence
that focuses on EMPLOYEES
and improving the quality
of working relationships
between employees through
employee development
and engagement. This is
achieved by creating a work
environment that is open,
positive and fun.
Is the action program activity
of Culture of Excellence that
focuses on COMMUNITY or
enhances a sense of caring
about local community and
its surounding environment
through community
development programs.
69
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
Framework of Culture of Excellence as mentioned above has eight (8) activities with some action, namely:
#1
#2
#3
#4
#5
#6
#7
#8
Engagement
Activities
Lead by
Example
Brand
Ambassador
& Community
Development
Selling More
Saving More
Protect & Care
Covenant Day
Aksi 3 Jaga
A collaboration
and synergy
among crossunits to support
sustainable
business growth,
and maximize
customer
satisfaction.
An effort made
to save and
create efficiency
in all areas.
A collaboration
and synergy
among crossunits that
focuses on
keeping all
customers as its
focal point .
A forum of
three (3)
pillars, namely
business, risk,
and operations
to improve the
monitoring and
credit quality.
An effort made
to keep yourself,
your co-workers
and Bank Mandiri
from unfavorable
various risks.
Systematic
attempts to
create a working
atmosphere
that is open,
positive, and
comfortable for
all employees.
An activity
created so that
all leaders can
be postive role
models for its
team.
An activity or
effort carried
out as a real
manifestation
of “The Spirit
of Prosper The
Country”.
Culture Excellence Scoreboard (CES)
To ensure that the implementation of #WIRAMIDA corporate culture has been conducted by all employees and applied in each
work unit, Bank Mandiri uses a system of Culture Excellence Scoreboard ("CES") to communicate, execute and monitor the
implementation of #WIRAMIDA actions.
In CES system, there is a selection of badges WIRA, RAKSA, MITRA, DUTA that are obtainable by the employee if he / she has
completed a challenge linked to the #WIRAMIDA action program. The reward comes in the form of fiesta points.
Related to the availability of 4 (four) badges as mentioned above, there are also four (4) types of levels that can be achieved by all
employees once they have completed the #WIRAMIDA action program. The levels are PRATAMA, MUDA, MADYA and UTAMA.
The fiesta point CES platform is expected to continuously cultivate and stimulate the enthusiasm of all Bank Mandiri employees
in carrying out the Culture of Excellence with #WIRAMIDA actions program, so that, the sustainability of Bank Mandiri's long-term
business can be maintained by cost-efficient operations and improved productivity.
70
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
The Board of Commissioners
From left to right:
Front: Wimboh Santoso President Commissioner, Aviliani Independent Commissioner
Back:
Ardan Adiperdana Commissioner, Abdul Aziz Independent Commissioner, Askolani Commissioner, B. S. Kusmulyono Independent Commissioner,
Imam Apriyanto Putro Vice President Commissioner, Goei Siauw Hong Independent Commissioner
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
71
10
Laporan Keuangan
Konsolidasian
72
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
The Board of Commissioners Profile
Educational Background
• Bachelor Degree in the field of
Economics from State University of
Surakarta (1983)
• Master of Business Administration
from University of Illinois (1993)
• PhD in the field of Financial Economics
from University of Loughborough
(1999)
Basis of Appointment:
Extraordinary General Meeting of
Shareholders dated December 18, 2015
Wimboh Santoso
President Commissioner
Male, Indonesian Citizen, 59 years old,
domiciled in Jakarta.
Career:
• Inspector Staff at Bank Indonesia
(1984-1990)
• Head Section of Intern Research
Bureau and Research Affairs & Intern
Development (UPPN) (1993-1994)
• Senior researcher (DPNP) (1999-2003)
• Chairman of the Banking
Transformation Unit (2001-2003)
• Research Executive (DPNP) (20032005)
Training and Seminar Courses:
• Bookkeeping Courses Bond A & Bond
B and Computer Programming Classes
(2015)
• "Leadership Forum 2016", Lombok
(2016)
• Economic Outlook 2016: "Facing
Challenges For Better Global Economic
Growth in 2017", Jakarta (2016)
Educational Background
• Bachelor Degree in the field of
Management from Diponegoro
University (1988)
• Master of Management from IBII,
Jakarta (2000)
• PhD in the field of Human Resources
Management from State University of
Jakarta (2008)
• Commissioner of PT Bukit Asam
(Persero) Tbk in 2011-2013
• Bureau Chief of Planning and Human
Resources at the Ministry of StateOwned Enterprises (2012-2013)
• Acting Deputy of Infrastructure and
Logistics at the Ministry of StateOwned Enterprises (2013)
• Commissioner of PT Semen Indonesia
(Persero) Tbk (2013-2014)
• Secretary of the Ministry of StateOwned Enterprises (2013 - present)
• Commissioner of PT Telekomunikasi
Indonesia (Persero) Tbk (2014-2015)
• Deputy Chief Commissioner of Bank
Mandiri (2015 - present)
Basis of Appointment:
Annual General Meeting of Shareholders
dated March 16, 2015
Imam Apriyanto Putro
Deputy Chief Commissioner
Male, Indonesian Citizen, 52 years old,
domiciled in Jakarta.
• Head of the Financial System Stability
(2006-2009)
• Director Research and Development
Banking (DPNP) (2010-2012)
• Head of Bank Indonesia's
Representative in New York (20122013)
• Executive Director of IMF (2013-2015)
• Being a temporary lecture and CoPromoter S3 at several universities
(2003 to present)
• President Commissioner of Bank
Mandiri (2015 to present)
Career:
• Acting Section Chief Analyst of
Funding and Resources at the Ministry
of State-Owned Enterprises (19932010)
• Commissioner of PT Permodalan
Nasional Madani (Persero) (2007-2011)
• Assistant to the Ministry of Research
and Information at the Ministry of
State-Owned Enterprises (2010-2012)
• Commissioner of PT Petrokimia Gresik
(Persero) (2011-2012)
Training and Seminar Courses:
• Conference on Social Security in South
Africa (2010)
• Investment Workshop in Hong Kong
(2010)
• Risk Management Certification (BSMR)
(2015)
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Tata Kelola
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Tata Kelola
Terintegrasi
Educational Background
• Bachelor Degree in the field of
Management Economics from Atma
Jaya University (1985)
• Master in Management of Social and
Political Science from University of
Indonesia (1995)
• Doctorate degree in the field of
Business Management from Bogor
Agricultural Institute (2012)
Basis of Appointment:
Extraordinary General Meeting of
Shareholders, dated May 21, 2014.
Career
• Deputy Director of Development at
INDEF (1997-1999)
• Deputy Director of Research and
Services at STIE Perbanas (1997-1999)
• Vice Chairman (Purek II) at STIE
Perbanas (2000-2002)
• Independent Commissioner of PT BRI
(Tbk) (2005)
• Secretary of the National Economic
Committee (KEN) (2010-2014)
• Deputy Secretary of the Committee
Educational Background
• Bachelor Degree in the field of
Agronomy from Bogor Agricultural
Institute (1988)
• Master of Business Administration
(MBA) Business, Finance and Marketing
from Indiana University, Bloomington,
USA (1993)
Basis of Appointment:
Annual General Meeting of Shareholders,
dated March 16, 2015
Career
• Systems Analyst at Astra Graphia (19881991)
• Equity Analyst and Senior Analyst Equity
at WI Carr Indonesia (1993-1995)
• Deputy Head of Research and Head of
Research at CLSA Indonesia (1995-1996)
• Head of Research at SocGen Crosby
(1996-1998)
• Vice President of Research at Nomura
Singapore (1998-1999)
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
for the Acceleration and Expansion of
Indonesia (KP3EI) (2012-2014)
• Independent Commissioner of Bank
Mandiri (May 2014 - present)
• Appointed as an Independent
Commissioner of Bank Mandiri. Since
May 2014-present
Training and Seminar Courses:
·
Executive Banking Forum: Financial
Sector Expertise Exchange Program,
Forum Netherlands - Indonesia (2011)
· Program Refreshment Survival in
Crisis: Enhancing Bank Strategy and
Performance, implanting BCM and
Fraud Prevention Process, BARA (2012)
· Risk Management Certification
Refreshment Program Beyond
Regulation, BARA (2013)
Aviliani
Independent Commissioner
Female, Indonesian Citizen, 55 years old,
domiciled in Jakarta.
• Head of Research at Nomura Indonesia
(1999-2001)
• Director at Gagas Prima Solutions (2001now)
• Member of the Risk Monitoring
Committee of Bank Permata (2006-2010)
• Independent Commissioner of Bank
Mandiri ( 2015 - present)
Training and Seminar Courses
• Chartered Financial Analyst (CFA) CFA Institute (1996)
• Financial Risk Manager (FRM) - Global
Association of Risk Professionals
(GARP) (2005)
• Risk Management Certification level 1,
2&3
• Risk Management Certification level 1
& 2 - BARA/LSPP (2005)
• Leadership Forum in Lombok and
Internal Rating Based Basel II - Credit
Risk (2016)
Goei Siauw Hong
Independent Commissioner
Male, Indonesian Citizen, 52 years old,
domiciled in Jakarta.
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02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Educational Background:
• Bachelor Degree in the field of
Chemical Engineering from Bandung
Institute of Technology (1970)
• Master of Business Administration
(MBA) from University of Southern
California, Los Angeles, USA (1974)
• Doctorate degree in Environmental
Management from Bogor Agricultural
Institute (2007)
B. S. Kusmulyono
Independent Commissioner
Male, Indonesian Citizen, 73 years old,
domiciled in Jakarta.
Career
• Operations Staff at BKPM (1970-1972)
• Continued his career in various bank
including Chase Manhattan Bank (New
York and Hong Kong), Fincorinvest,
and the Asian Development Bank
(1972-1986)
• Managing Director at Bank Nusa
International (1985-1986)
• Managing Director at PNM (1999-2002)
• Member of the Board of
Commissioners at Maybank Nusa
(1990-1997)
• Member of the Board of
Commissioners at Bank Niaga (19981999)
Educational Background
• Bachelor Degree in the field of
Fisheries/Social Economics from Bogor
Agricultural Institute (1987)
• Master of Strategic Management
from the Institute of Education and
Management Development (1993)
Abdul Aziz
Independent Commissioner
Male, Indonesian Citizen, 55 years old,
domiciled in Jakarta.
Career
• Staff at PT Aquatic Consultants (19871988)
• Marketing at PT Agribusiness
Development Center (1988-1990)
• Business Developer of Ulumul Qur'an
Magazine (1990-1993)
• Manager at PT Pasarini Padibumi
(1993-1997)
• Commissioner at PT Panca Nugraha
Paramitra (1997-2005)
• Commissioner at PT PLN (Persero)
(2009-2013)
• Director of PT Sarana Utama Services
(2005-2015)
• Commissioner of Bank Mandiri (20132015)
• 2015 to date: Independent
Commissioner of Bank Mandiri
05
Tinjauan Fungsi
Pendukung Bisnis
• Member of the Board of
Commissioners at Syarikat Takaful
Indonesia (1999-2005)
• Member of the Board of
Commissioners at BRI (2005-2010)
• Member of the Board of
Commissioners at BNI (2010-2015)
• 2005-now: Chairman of the National
Committee on Empowerment
Microfinance (PKMI)
• 2015 to date: Independent
Commissioner of Bank Mandiri.
Training and Seminar Courses
• Networking for the Present Ideas for
the future (2007)
• Executive Risk Management Refresher
Course Program (2008)
• Risk Management in Retail Banking
(2010)
• ALM liquidity Risk Management (2014)
• Asean Global Leadership Program at
the University of California Berkeley
Center, USA (2016)
Training and Seminar Courses
• Student Exchange Indonesia - Japan,
JICA (1987)
• Fishing Techniques, Taiwan
Government (1991)
• Decision Making Techniques, IPPM
(1991)
• The Leadership Forum 2016 in Lombok
and Bara Risk Forum: Revisit Enterprise
Risk Management and Learning Best
Practices of Credit Risk Management in
Singapore
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Tata Kelola
Perusahaan
Educational Background
• Bachelor Degree of Economics and
Development Studies from University
of Sriwijaya (1990)
• Master in Economics and Banking
from University of Colorado, DenverUSA (1999)
Professional Career
• Director of Tax State Revenue (nontax) in the Ministry of Finance (20112013)
• Commissioner of PT Indonesia Ferry
(ASDP) (2007-2010)
• Commissioner of PT Pertamina Gas
(2012-2013)
• Commissioner of PT Angkasa Pura I
(2013-2014)
• 2013-present: Director General of
Budget in the Ministry of Finance
• 2014 to date: Commissioner of Bank
Mandiri
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
Training and Seminar Courses
• Health Sector Reform and Sustainable
Financing in World Bank (2007)
• Developing Cluster and National
Competitiveness in the Lee Kwan Yew
School of Public Policy (2008)
• The 9th Indonesia regional Science
Association International Conference,
IRSA & Univ. Sriwijaya (2008)
• The Oxford High Performance
Leadership Program at the University
of Oxford (2012)
• The Leadership Forum 2016 in Lombok
and Economic outlook 2017: "Facing
Global Challanges For Better Economic
Growth in 2017" in Jakarta
Askolani
Commissioner
Male, Indonesian Citizen, 50 years old,
domiciled in Jakarta.
Educational Background
• STAN (1987)
• Master in Business Administration
from Saint Mary's University (SMU),
Nova Scotia, Canada (1992)
• Doctorate degree in Strategic
Management from University of
Indonesia (2013)
Career
• Commissioner of PT Hotel Indonesia
Natour (Persero) (2011-2013)
• Commissioner of PT Jasa Raharja
(Persero) (2013-2015)
• Chief of Financial and Development
Supervisory Agency (BPKP):
2015-present
• Commissioner of Bank Mandiri:
2016-present
Training and Seminar Courses
• Procurement training (2006)
• Energy Challenges in the Current
Economic Environment - International
Research Center For Energy &
•
•
•
•
•
•
Economic Development (ICEED),
Colorado, USA (2009)
Reform Integration & Change
Management, International
Financial Reporting Standard (IFRS) IASeminars,USA (2010)
Reform Integration & Change
Management, the Australian Public
Service Commission, in Australia
(2011)
Internal Auditing European
Conference, The European
Confederation of Institutes of Internal
Auditors (ECIIA) in Madrid, Spain
(2012)
Capability Review Pilot Program Preparatory Workshop, the Australian
Public Service Commission (2012)
Capability Review & Quality Assurance,
Australian Leadership Awards (ALA)
Fellowship Program - AusAID (2013)
The Leadership Forum 2016 in Lombok
and Refreshment Public LSPP Managing Market Risk Optimal (Market
Risk Management)
Ardan Adiperdana
Commissioner
Male, Indonesian Citizen, 57 years old,
domiciled in Jakarta.
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03
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04
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Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
The Board of Directors
From left to right
Fron: Kartini Sally Director of Commercial Banking, Kartika Wirjoatmodjo President Director, Sulaiman A. Arianto Vice President Director
Back:
Tardi Director of Retail Banking, Hery Gunardi Director of Distributions, Ahmad Siddik Badruddin Director of Risk Management &
Compliance, Ogi Prastomiyono Director of Operations, Rico Usthavia Frans Direktur Digital Banking & Technology,
Pahala N. Mansury Director of Finance & Treasury, Royke Tumilaar Director of Corporate Banking
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
77
10
Laporan Keuangan
Konsolidasian
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02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
The Board of Directors Profile
Educational Background
• Bachelor Degree in the field of
Accounting from University of
Indonesia (1996)
• Master of Business Administration
from Erasmus University in Rotterdam
(2001)
Kartika Wirjoatmodjo
President Director
Male, Indonesian Citizen, 47 years old,
domiciled in Jakarta.
Career
• Tax & Accounting Consultant at RSM
AAJ (1995-1996)
• Credit Analyst at Industrial Bank of
Japan (1996-1998)
• Senior Consultant at PwC Financial
Advisory Services (1998-1999)
• Senior Consultant at The Boston
Consulting Group (2000-2003)
• Dept. Head Strategy & Performance
Management Group of Bank Mandiri
(2003-2005)
• Group Head of Strategy & Performance
Management Group at Bank Mandiri
(2005-2008)
• Managing Director at Mandiri Sekuritas
(2008-2011)
• President & CEO at Indonesia
Infrastructure Finance (2011-2013)
• Chief Executive Officer and Member
of the Board of Commissioners at the
Deposit Insurance Agency (LPS) (20142015)
• Director at Bank Mandiri (2015 -2016)
• President Director of Bank Mandiri
(2016-now)
Training and Seminar Courses
• The Leadership Journey: Creating
and Developing Young Leadership,
Wharton Business School, USA (2009)
• Government Policies in creating the
Business Climate (2003)
• Workshop of Scorecard and KPI (2004)
• Risk Management Certification 1
(2006)
• Risk Management Certification 2
(2007)
• Risk Management Certification 3
(2008)
• Marshal Goldsmith Workshop (2009)
• Executive Coaching for Excellence
(2010)
• The Leadership Forum in Lombok
(2016)
• FGD the State-Owned Enterprises
Synergy in Prapat and joined Executive
training at IMD Laussane, Switzerland
(2016)
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
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Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
Educational Background
• Bachelor Degree in the field of Animal
Husbandry from the Bogor Agricultural
Institute (1981)
• Master of Business Administration in
Finance from the University of New
Orleans, USA (1991)
Career
• Assistant Manager of Corporate
Financing at BRI (1991-1992)
• Vice-Chairman of the Corporation IV at
BRI (1992-1994)
• Section Head of Corporate Finance at
BRI (1994-1999)
• Deputy Head of the Corporate Finance
Division at BRI (1999)
• Head of Credit Medium Division at BRI
(1999-2002)
• Head of Agribusiness Division
Headquarters at BRI (2001-2002)
• Head of Regional Denpasar at BRI
(2002-2003)
• Head of Jakarta Regional (2003-2006)
at BRI
• Director of Micro & Small Business at
BRI (2006-2009)
• Director of Commercial Banking at BRI
(2009-2015)
• Vice President Director of Bank
Mandiri (2015-now)
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
79
10
Laporan Keuangan
Konsolidasian
Training and Seminar Courses
• Asian Banking Forum (2007)
• Financial technlogy Conference,
Singapore (2007)
• Microfinance Sustainability, Kunming
China (2007)
• Asia Pacific Regional Microcredit
Summit (2008)
• The Impact of the Global Crisis on
SME, Italy (2009)
• International Microfinance Conference
(2012)
• Risk Management Certification
Program Refreshment, Germany (2012)
• Refreshment Risk Management
Certification Program (2013)
• The Leadership Forum in Lombok
Sulaiman A. Arianto
Vice President Director
Male, Indonesian Citizen, 58 years old,
domiciled in Jakarta.
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02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Educational Background
• Bachelor Degree in the field of
Agricultural Technology from Bogor
Agricultural Institute (1984)
• Master of Business Administration
from the University of Notre Dame
(1994)
Ogi Prastomiyono
Director of Operations
Male, Indonesian Citizen, 55 years old,
domiciled in Jakarta.
Career
• GM of Planning and Development at
Indonesian Export-Import Bank (Exim
Bank) (1986-1999)
• Head of Compliance Division at Bank
Mandiri (1999-2001)
• Project Head of IPO Working Team at
Bank Mandiri (2001-2003)
• Director of Compliance, Risk
Management, Product Development,
Planning and Development at Bank
Syariah Mandiri (2004-2005)
• Group Head of Compliance at Bank
Mandiri (2005-2006)
• Group Head of Internal Audit at Bank
Mandiri (2006-2008)
• Director of Compliance & Human
Capital at Bank Mandiri (2008-2013)
• Director of Compliance & Legal at Bank
Mandiri (2013-2014)
• Director of Technology and Operations
(2015-2016) concurrently as Director of
Educational Background:
• Bachelor Degree in the field of
Accounting from University of
Indonesia (1994)
• Master of Business Administration in
Finance from Stern School of Business,
New York University, USA (1999)
• Qualifying as a CFA Charter holder of
the CFA Institute since 2003
Pahala N. Mansury
Director of Finance & Treasury
Male, Indonesian Citizen, 45 years old,
domiciled in Jakarta
Career
• Investment Business Advisor at PWC
(1994)
• Change Management Consultant at
Anderson Consulting Indonesia (19941997)
• Analyst of Small Cap Company at MD
Falk, New York, USA (1998)
• Senior Consultant at Booz Allen
Hamilton (1999-2000)
• Project Leader (2002-2003) at The
Boston Consulting Group
• SVP Economic & Financial Research at
Bank Mandiri (2003-2005)
• SVP Corporate Development at Bank
Mandiri (2005-2006)
05
Tinjauan Fungsi
Pendukung Bisnis
Risk Management & Compliance at Bank
Mandiri (March 16, 2015 – xx) 2016 to
present: Director of Operations at Bank
Mandiri
Training and Seminar Courses
• Accelerated Development Program 7 in
London (1991)
• Sharia Banking Workshop in Jakarta
(2004)
• The Asian Business Dialogue on
Corporate Governance in Singapore
(2005)
• The World Economic Forum in Davos
(2005)
• Education Internal Audit Level
Managerial in Jakarta (2006)
• Internal Audit & Risk management in
Singapore (2006)
• Singapore Human Capital Summit in
Singapore (2010)
• IIF Executive Program on Risk
Management , Risk Strategy Beyond
Basel III in IIF Professional Development
Programs, Washington DC (2014)
• Risk Management Certification (2004)
• Sharia Financial Advisor Certification
(2005)
• Internal Audit Certification (2006)
• The Leadership Forum in Lombok (2016)
• SVP Accounting and SVP Change
Management Office at Bank Mandiri
(2005)
• EVP Coordinator Finance & Strategy at
Bank Mandiri (2006-2010)
• Director of Finance & Strategy at Bank
Mandiri (2010-2015)
• Director of Treasury & Markets at Bank
Mandiri (2015-2016)
• Director of Finance & Treasury at Bank
Mandiri (2016-present)
Training and Seminar Courses
• Executive Briefing Malcolm Baldrige
• General Management Training and
Retirement
• 5th Training and Development
Summit 2013 and Balancing Leader &
Manager
• The Leadership Forum in Lombok
(2016)
• FGD the State-Owned Enterprises
Synergy in Prapat (2016)
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
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Tata Kelola
Perusahaan
Educational Background
• Bachelor Degree of Economics in the
field of Management from Trisakti
University (1987)
• Master of Business in Finance from
University of Technology, Sydney
(1999)
Career
• Professional Staff Team Settlement
Credit at Bank Dagang Negara (BDN)
(1998-2007)
• Dept. Head Credit Analyst III at BDN
(2005)
• Dept. Head Relationship VI at BDN
(2005-2007)
• Group Head Regional Commercial
Sales I at Bank Mandiri (2007)
• President Commissioner of PT Staco
Jasapratama (2008)
• Commissioner of Mandiri Sekuritas
(2009)
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
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Kriteria ARA 2015
81
10
Laporan Keuangan
Konsolidasian
• Group Head Regional Commercial
Sales II at Bank Mandiri (2007-2010)
• Group Head Regional Commercial
Sales II at Bank Mandiri (2010-2011)
• Director of the Treasury, Financial
Institutions & Special Asset
Management at Bank Mandiri (20112015)
• 2015-present: Director of Corporate
Banking at Bank Mandiri
Training and Seminar Courses
• Corporate Finance Workshop (2003)
• High Impact Leadership (2008)
• Strategic Business Leadership
Engagement (2011)
• Risk Management Certification (2012)
• The Leadership Forum in Lombok
(2016)
Royke Tumilaar
Director of Corporate Banking
Male, Indonesian Citizen, 52 years old,
domiciled in Jakarta
Educational Background
• Bachelor Degree in Business
Administration from Universitas 17
Agustus 1945 (1987)
• Master in Finance & Accounting from
the University of Oregon, USA (1991)
Career
• Head of Syndication Debentures
Section at Bapindo (1996-1998)
• Bank Mandiri Merger Team Member
(1998-1999)
• Regional Marketing Manager of Jakarta
Kota at Bank Mandiri (1999-2001)
• Area Manager of Daan Mogot at Bank
Mandiri (2001-2002)
• Dept. Head Bank Assurance and Project
Director of the Establishment of Joint
Venture with AXA Insurance Company
(2002-2003)
• Director of PT AXA Mandiri Financial
Services (2003-2006)
• Group Head Wealth Management
Mandiri as well as President
Commissioner of PT AXA Mandiri
Financial Services (2006-2009)
• 2009-now: Commissioner of PT Mandiri
Investment Management
• Group Head of Jakarta Network at Bank
Mandiri (2009-2011)
• Group Head Distribution Network 1 at
Bank Mandiri (2011-2013)
• Director of Micro & Retail Banking
(2013-2015)
• Director of Consumer Banking (20152016)
• 2016-present: Director of Distributions
at Bank Mandiri
Training and Seminar Courses
• Foreign Exchange and Money Market
Dealer in Singapore (1987)
• Chartered Life Underwriter in Singapore
(2003)
• Chartered Financial Consultant in
Singapore (2003)
• Certified Wealth Manager in Indonesia
(2005)
• Certified Financial Planning in
Indonesia (2007)
• Executive Development Program in
USA and London (2008 & 2011)
• Risk Management Level 4 in Indonesia
(2012)
• The Leadership Forum in Lombok
(2016)
• Workshop on Strategic Initiatives
Directorate Distributions in Denpasar,
Bali (2016)
Hery Gunardi
Director of Distributions
Male, Indonesian Citizen, 54 years old,
domiciled in Jakarta
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02
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03
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04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Educational Background
• Bachelor Degree in the field of
Agronomy from Universitas 11 Maret
(1987)
• Master in Finance from the University
of Padjajaran (1999)
Tardi
Director of Retail Banking
Male, Indonesian Citizen, 52 years old,
domiciled in Jakarta
Ahmad Siddik Badruddin
Director of Risk Management & Compliance
Male, Indonesian Citizen, 51 years old,
domiciled in Jakarta
Career
• Proffesional Staff at PT Bank Bumi
Daya (1989-1998)
• Group Head of Credit Operation and
Control of Credit Administration at
Bank Mandiri (1998-1999)
• Group Head Credit Operation &
Control Credit Administration (2000)
• Dept. Head Loan Disbursement at
Bank Mandiri (2001-2005)
• Dept. Disbursement and Jakarta Head
Dept. Head Loan Collection I at Bank
Mandiri (2006)
• Pj Group Head Credit Recovery II at
Bank Mandiri (2006-2007)
• Group Head Credit Recovery II at Bank
Mandiri (2007-2008)
• Commissioner of Investama Mandiri
(2007-2009)
05
Tinjauan Fungsi
Pendukung Bisnis
• Group Head Micro Business
Development at Bank Mandiri (20082013)
• Commissioner ofBank Syariah Mandiri
(2008-2013)
• SEVP Consumer Finance at Bank
Mandiri (2013-2015)
• 2015 to present: Director of Retail
Banking at Bank Mandiri
Training and Seminar Courses
• Credit Training for Lending to Finance
(2000)
• Training in Collateral Insurance (2011)
• Risk Management Certification (2007)
• Risk Management in Banking (2008)
• Competence Certification in Risk
Management (2011)
• Developing The Strategic Leader
(2011)
• The Leadership Forum in Lombok
(2016)
Educational Background
• Bachelor Degree in the field of
Chemical Engineering (1988)
• Master of Business Administration in
the field of Management Information
System (1990), both degrees obtained
from the University of Texas, Austin.
division at Citibank, New York (20012014)
• SEVP Retail Chief Risk Officer at Bank
Mandiri (2014-2015)
• 2015-present: Director of Risk
Management & Compliance at Bank
Mandiri
Career
• Management Associate at Citibank
(1990-1995)
• Regional Risk Officer of the Global
Consumer Bank (AVP) at Citibank,
Singapore (1995-1997)
• Director of Retail Risk Bank Global
Consumer Bank (VP) at Citibank,
Jakarta (1997-1998)
• Head of Consumer Banking Risk
Management at ABN AMRO Bank,
Hong Kong (1999-2001)
• Country Risk Director I at Citibank
(2001-2004)
• Country Risk Director and Deputy
Country Risk Director at Citibank,
Germany (2004-2008)
• Senior Regional Credit Officer for
Central & Eastern Europe and Middle
East Africa Region at Citibank, London
(2008-2011)
• Global Unsecured Consumer Product
Risk of Global Risk Management
Training and Seminar Courses:
· Global Risk Conference, Citibank (2008,
2009, 2010)
· EMEA Business Conference, Citibank
(2008)
· Senior Credit Officer, SCO Seminar,
Citibank (2012)
· Advance Risk Seminar, Citibank (2013)
· Basel 2 & 3, PWC (2014)
· The Leadership Forum in Lombok
(2016)
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
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Perusahaan
Educational Background
• Bachelor Degree in the field of
Dentistry from University of Indonesia
(1988)
• Master of Management from Jayabaya
University, Jakarta (1998)
Career
• Loan Officer Corporate Banking at
Exim Bank (1990-1997)
• Head of Corporate Banking at Exim
Bank (1997-1999)
• Senior Relationship Manager at Bank
Mandiri (1999-2002)
• Directorate of Corporate Banking
(2002-2006)
• Senior Vice President of Commercial
Risk Group at Bank Mandiri (2006)
• Corporate Banking Group III as
well as a member of the Board of
Commissioners Mandiri Sekuritas and
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
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Kriteria ARA 2015
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10
Laporan Keuangan
Konsolidasian
a member of the Indonesian Bankers
Association (2012-2015)
• 2015-present: Director of Commercial
Banking at Bank Mandiri
Training and Seminar Courses
• Structuring & Financing Telecom
Project (2002)
• Ventura Capital (2004)
• Bank Strategy Masterclass (2006)
• SME Banking & Financing (2008)
• The Asia Gas Conference (2008)
• Risk Management in Banking (2009)
• Structured Mezzanine & Equity
Financing (2011)
• Structuring Merger & Acquisition
(2012)
• The Leadership Forum in Lombok
(2016)
Kartini Sally
Director of Commercial Banking
Female, Indonesian Citizen, 51 years old,
domiciled in Jakarta
Educational Background:
Bachelor Degree in the field of Electrical
Engineering from Bandung Institute of
Technology (1988)
Career
• Field Manager at Schlumberger (19931995)
• Management Associate at Citibank NA
(1995-1997)
• eTread Head of Asset Based Finance
Head at Citibank NA (1997-2001)
• e-Business Head at Citibank NA (20012006)
• Group Head of Electronic Banking at
Citibank NA (2006-2010)
• Group Head Electronic Banking at
Bank Mandiri (2010-2013)
• SEVP Transaction Banking at Bank
Mandiri (2013-2015)
• 2016 to present: Director of Banking &
Technology at Bank Mandiri
Training and Seminar Courses
• Core Credit Risk
• Internet e-Commerce
• Intermediate Risk
• Regional e-Business Conference
• e-Commerce Payment Gateway &
Workshop
• The Leadership Forum in Lombok
(2016)
• Seminars and Rakernas Perbarindo in
Pontianak (2016)
• Workshop e-Banking in Denpasar, Bali
(2016)
• Workshop on TB SME Sales Group in
Jogjakarta (2016)
• Bank Mandiri Workshop – Directorate
General of Taxes: Work in Shymphony
in Denpasar, Bali (2016)
Rico Usthavia Frans
Director of Digital Banking & Technology
Male, Indonesian Citizen, 46 years old,
domiciled in Jakarta
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04
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Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Profiles of Senior Executive Vice President (SEVP)
No
Name
Position
Basis of Appointment
1.
Riyani T. Bondan
Senior Executive Vice President (SEVP)
Retail Risk
BOD Decree No.KEP.DIR/093/2015
dated March 26, 2015
2.
Ventje Rahardjo
Senior Executive Vice President (SEVP)
Corporate Transformations
BOD Decree No.KEP.DIR / 005/2015
dated January 2, 2015.
3.
Mustaslimah
Senior Executive Vice President (SEVP)
Internal Audit
BOD Decree No.KEP.DIR / 095/2015
dated March 26, 2015
4.
Joseph Georgino Godong
Chief Technology Officer/ SEVP
Information & Technology
BOD Decree No.KEP.DIR/010/2015
tanggal 2 Januari 2015
5.
Kepas A. Manurung
Senior Executive Vice President (SEVP)
Wholesale Risk
BOD Decree No.KEP.DIR / 094/2015
dated March 26, 2015
6.
Sanjay N. Bharwani
Senior Executive Vice President (SEVP)
Human Capital
BOD Decree No.KEP.DIR / 094/2015
dated March 26, 2015
7.
Toni Eko Boy Subari
Senior Executiv Vice President (SEVP)
Special Asset Management
BOD Decree No. KEP.DIR/137/2016
tanggal
11 April 2016
8.
Alexandra Askandar
Senior Executive Vice President (SEVP)
Corporate Banking
BOD Decree No.KEP.DIR/138/2016
tanggal
11 April 2016
Profile Group Head
No
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Name
Ruslina S.S.H. Butarbutar
Sutekat
Tri Prasetio
Yusak Labanta Sudena Silalahi
Dikdik Yustandi
Elisabeth R.T. Siahaan
Faiz Firdausi
M. Iswahyudi
Sucipto Prayitno
M. Arifin Firdaus
Rahmat Broto Triaji
Mohammad Guntur
Constantinus Guntur Tri Yudhianto
Achmad Syafii
Riza Zulkifli
Group
COMMERCIAL BANKING I
COMMERCIAL BANKING II
COMMERCIAL BANKING III GROUP
CORPORATE BANKING I GROUP
CORPORATE BANKING II GROUP
CORPORATE BANKING III GROUP
CORPORATE BANKING IV GROUP
CORPORATE BANKING V GROUP
CORPORATE BANKING VI GROUP
CORPORATE BANKING VII GROUP
DIGITAL BANKING & FINANCIAL INCLUSION GROUP
ENTERPRISE DATA MANAGEMENT GROUP
IT APPLICATION DEVELOPMENT GROUP
IT APPLICATION SUPPORT GROUP
IT INFRASTRUCTURE GROUP
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
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07
Tata Kelola
Terintegrasi
No
Name
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
Daniel Setiawan Subianto
Thomas Wahyudi
Angga Erlangga Hanafie
Paulus Adinata Widia
Teddy Yunirman Danas
Rohan Hafas
Myland
Elmamber Petamu Sinaga
Ferry Muhammad Robbani
Anton Hermanto Gunawan
Anton Herdianto
Farida Thamrin
I Aminarti Widiati
Anita Widjaja
Rosma Handayani
Winarsih Budiriani
Rasyid Darajat
Juliser Sigalingging
Baban Sudarman
Satria
O.C. Harry Pudjiatmoko
Agus Retmono
Anastasia Widowati P.H.
Endro Sidik Swasono
Liston Simanjuntak
Haryanto
Setiyo Wibowo
Harry Gale
Vira Widiyasari
Wawan Setiawan
Hermawan
Yoesman Sugianto
Elina Wirjakusuma
Williem Rudy
Nury Sriandajani
Muhammad Iqbal
Chrisna Pranoto
Eman Suherman
Tedi Nurhikmat
Ita Tetralastwati
Titiek Setiyowati
Vinodhan
Adi Surya Djoko
Nur Susilo Wibowo
Yuddy Renaldi
Sulaeman
Tiwul Widyastuti
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
85
10
Laporan Keuangan
Konsolidasian
Group
IT STRATEGY & ARCHITECTURE GROUP
TRANSACTION BANKING RETAIL SALES GROUP
TRANSACTION BANKING SMALL MEDIUM ENTERPRISE SALES GROUP
TRANSACTION BANKING WHOLESALE PRODUCT GROUP
TRANSACTION BANKING WHOLESALE SALES GROUP
CORPORATE SECRETARY GROUP
DISTRIBUTION STRATEGY GROUP
ACCOUNTING GROUP
INTERNATIONAL BANKING & FINANCIAL INSTITUTION GROUP
OFFICE OF CHIEF ECONOMIST
STRATEGY & PERFORMANCE MANAGEMENT GROUP
TREASURY GROUP
HUMAN CAPITAL (HC) ENGAGEMENT GROUP
HC TALENT, ORGANISATION & PERFORM GROUP
HUMAN CAPITAL SERVICES GROUP
MANDIRI UNIVERSITY GROUP
IT AUDIT GROUP
RETAIL AUDIT GROUP
WHOLESALE & CORPORATE CENTER AUDIT GROUP
CASH & TRADE OPERATIONS GROUP
CORPORATE REAL ESTATE GROUP
CREDIT OPERATIONS GROUP
CUSTOMER CARE GROUP
ELECTRONIC CHANNEL OPERATIONS GROUP
RETAIL CREDIT CTR GROUP
STRATEGIC PROCUREMENT GROUP
CONSUMER DEPOSITS GROUP
CONSUMER LOANS GROUP
CREDIT CARDS GROUP
MICRO BANKING GROUP
SMALL BUSINESS GROUP
STRATEGIC MARKETING & COMM GROUP
WEALTH MANAGEMENT GROUP
RETAIL ANALYTICS & STRATEGY GROUP
RETAIL COLLECTION & RECOVERY GROUP
RETAIL PRODUCT & TRANSACTION RISK GROUP
COMPLIANCE GROUP
LEGAL GROUP
CREDIT PORTFOLIO RISK GROUP
MARKET RISK GROUP
POLICY & PROCEDURE GROUP
RETAIL & IT OPERATIONS RISK GROUP
WHOLESALE OPS RISK GROUP
SPECIAL ASSET MANAGEMENT I
SPECIAL ASSET MANAGEMENT II
COMMERCIAL RISK GROUP
CORPORATE RISK GROUP
86
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
Corporate Group Structure
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
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07
Tata Kelola
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08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
87
10
Laporan Keuangan
Konsolidasian
88
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
03
Sekilas Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Employee Composition Based on Organization
Level
By 2016, the number of employees of Bank Mandiri recorded an increase of 6% from 36.737 employees in the previous year to
38.940 employees. This increase is primarily due to the Bank's business development. The table below shows the composition ratio
of Bank Mandiri’s employees within three (3) years categorized by gender, level of organization, education level, employment status,
work location, long period, and age.
Bank Mandiri is committed to give equal treatment
to all of
4,86%
its employees by prohibiting gender discrimination and by
assigning responsibilities based on the competency of each
employee. By 2016, Bank Mandiri recorded 18,818 of male
employees, a fewer number compared to female employees
which was recorded of 20,122 employees.
In order to adapt the needs of employees in the respective
business units to create both effectiveness and efficiency of the
functions work implementation, then by 2016 Bank Mandiri has
devised an ideal composition at each level of the organization
based on 5 (five) categories, namely SEVP/SVP, VP/AVP, Senior
Manager/Manager, Staff, and others. In 2016, an employee with
the official level VP/AVP increased by 8.19%, increasing 7.95%
Managers, officials with staffing levels increased by 4.86%.
Change in the composition is tailored to the business needs of
the bank at this time.
Employee Composition Based on
Gender
Employee Composition Based on
Organization Level
2016
2016
Male
18,818
Female
20,122
Total
2016
18,818
20,122
38,940
2015
18,105
18,632
36,737
2014
17,271
17,425
34,696
4,86%
VP/AVP
Manager
Others
Organization Level
SEVP/EVP/SVP
VP/AVP
Manager
Staff
Others
Total Employees
38,940
Gender
Male
Female
Total Employees
8,19%
7,95%
2016
112
2,207
12,954
23,282
385
38,940
2015
99
2,040
12,000
22,203
395
36,737
2014
104
1,832
11,398
20,958
404
34,696
Notes: 1. SEVP/ SVP (Senior Executive Vice President /Senior Vice President)
2. VP/AVP (Vice President /Assistant Vice President)
89
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
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07
Tata Kelola
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08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
In order to support the growth of Bank Mandiri's business
sustainability, then the existence of employees who have
the capacity and capability to meet the needs of Bank
Mandiri is really important. By 2016 the number of Bank
Mandiri’s employees with x education level still dominate
with the composition namely S3 level is recorded as many
as 7 employees, S2 level as many as 1.574 employees and
undergraduate level as many as 31.999 employees.
categories, namely permanent employees, employees and
trainees. Bank Mandiri recruitment process begins as the
temporary employees or contract staff and after 1-2 years of
these employees will become permanent employees, except
foreign workers or experts with the status of temporary
employees (contract). By the end of 2016, the number of Bank
Mandiri's employees with permanent level still dominate the
company.
Employee Composition Based on
Education Level
Employee Composition Based on
Employement Status
2016
2016
Permanent
Employee
7
30,024
31,999
1,574
NonPermanent
Employee
(Contract)
8,694
S3
S2
S1
Trainee
222
Level of Education
S3
S2
S1
Diploma
Senior High School
Junior High School +
Elementary
Total Employees
2016
7
1,574
31,999
3,031
2,274
55
38,940
2015
7
1,535
29,510
3,141
2,480
64
36,737
2014
6
1,525
27,375
3,106
2,614
70
34,696
Bank Mandiri divides the status of employees into 3 (three)
Employment Status
2016
2015
2014
Permanent Employee
30,024
29,099
25,311
Non-Permanent
Employee (Contract)
8,694
7,284
9,055
Trainee
Total Employees
222
354
330
38,940
36,737
34,696
Bank Mandiri employees are divided into 4 (four) units of
90
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
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04
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03
Sekilas Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
work i.e. Head Office, Branch Offices, Overseas offices, and
Subsidiaries. Based on these categories, in 2016 the number
of employees at the head office have decline by 5%, while the
number of employees at the branch office have increased by
10%, at regional offices increased by 8%, and at its subsidiaries
increased by 27% compared to the previous year.
dominated by employees with 3-5 years tenure or 28% from the
total of employees. It indicated that Bank Mandiri continues to
provide opportunities to all candidates who would like to grow
and develop with the Company.
Employee Composition Based on
Work Location
Employee Composition Based on
Long Period
2016
2016
28%
Branch Office
29,898
3-5 years
Work Location
Head Office
Branch Office
Overseas Office
Subsidiary
Total Employees
2016
8,915
29,898
28
99
38,940
2015
9,355
27,278
26
78
36,737
2014
12,983
21,622
26
65
34,696
By 2016, the numbers of Bank Mandiri’s employees were
11,028
Long Period
2016
2015
2014
<3
10,768
11,579
12,618
3-5
11,028
9,501
6,932
6-10
5,582
4,456
4,228
11-15
3,035
2,637
1,856
16-20
2,961
2,918
3,307
21-25
2,197
3,029
3,235
26-30
2,112
1,463
1,473
>30
Total Employees
1,257
1,154
1,047
38,940
36,737
34,696
Throughout 2016, the number of Bank Mandiri’s employees
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
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08
Tanggung Jawab
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with group age 25-29 years still dominate or 39% of the total
employees of Bank Mandiri. This shows that Bank Mandiri will
grow along with people who are still in their productive years.
Employee Composition
Based on Age
2016
39%
25-29 years
15,269
Age
2016
2015
2014
20-24
5,213
4,970
5,708
25-29
15,269
14,131
11,828
30-34
5,538
4,980
4,765
35-39
3,851
3,405
3,019
40-44
2,756
3,102
3,460
45-49
3,220
3,102
2,989
50-54
2,579
2,583
2,502
514
464
425
38,940
36,737
34,696
≥55
Total Employees
Employee Competency Development
Throughout 2016, Bank Mandiri has organized 714 educational
programs, training and development, followed by 170,172
participants from various levels of the organization. In addition
to internal training program, all employees are also given the
opportunity to attend public trainings related to their job
needs, in which each employee is targeted to get training
minimum once a year. Total budgeted cost of training in 2016
reached Rp540,075.02 billion, an increase of 9.73% compared to
2015. For more information related to employee competence
development program, please refer to Human Capital
Management section on page xx.
09
Referensi Silang
Kriteria ARA 2015
91
10
Laporan Keuangan
Konsolidasian
92
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
03
Sekilas Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Shareholders’ Composition
A principal is a shareholder that holds 10% or more of the
shares of Bank Mandiri, that is, the Government of the Republic
of Indonesia, which holds 14,000,000,000 shares, or 60% of
Bank Mandiri, under the coordination of the Ministry of State
Enterprises.The remaining shares of 40% are distributed to
domestic investor amounted to 8,5% and foreign investors
amounted to 31,5%. As the Stock Administration Bureau
appointed by Bank Mandiri, PT Datindo Entrycom has recorded
and filed every nominee account as one shareholder, with the
following composition:
In detail, the shareholders composition of Bank Mandiri as of
December 31, 2016 are as follows:
Foreign
Shareholders
31,5%
Government
of Republic of
Indonesia (RI)
Domestic
Shareholders
60%
8,5%
In detail, the shareholders composition of Bank Mandiri as of
December 31, 2016 are as follows:
Description
No. of
Investor
NASIONAL
Government
of Republic of
Indonesia (RI)
Individuals
Employees
Cooperatives
Foundations
Pension Funds
Insurance
companies
Limited liability
companies
Mutual Funds
Sub-total
ASING
oreign
Individuals
Foreign
Institutional
Sub-total
TOTAL
No. of Shares
%
1
14,000,000,000
60.00
11,873
1,731
4
22
137
78
210,857,255
10,943,289
492,800
15,236,845
160,077,207
519,193,297
0.90367
0.04690
0.00211
0.06530
0.68605
2.22511
70
522,854,473
2.24080
240
14,156
522,854,473
15,983,115,834
2.32912
68.49906
103
1,055,301
0.00452
1,326
7,349,152,064
31.49637
1,429
15,585
7,350,207,365
23,333,323,199
31.50089
100
Meanwhile, the details of 20 largest shareholders of Bank Mandiri as of December, 31, 2016 are described in the table below:
DOMESTIC SHAREHOLDERS
No.
1
2
3
4
5
6
7
8
9
10
Name
BPJS KetenagakerjaanJHT
PT Prudential Life
Assurance - Ref
Reksa Dana Schroder
Dana Prestasi Plus-9
PT Taspen (PERSERO)
- THT
PT AIA Finl - UL Equity
PT AXA Mandiri
Financial Services S/A
MA
Reksadana Schroder
Dana Prestasi
Asuransi Jiwa Manulife
Indonesia, PT-494
Allianz Life IND Smartlink Rupiah EQUI
Reksa Dana Mandiri
Saham Atraktif
Address
City
Gedung Jamsostek, Jl. Jend.
Jakarta Selatan
Gatot Subroto
Prudential Tower, Jl. Jend.
Jakarta Selatan
Sudirman, Kav. 7
No, of Shares
Percentage
L/A
Status
438,933,706
1.8811445
L
Perseroan
Terbatas
169,024,109
0.724389
L
Asuransi
JSX Building Tower 2, Lt. 31
Jakarta Selatan
95,776,086
0.4104689
L
Reksadana
Jl. Letjen Suprapto
Jakarta Pusat
75,965,212
0.3255652
L
Asuransi
Aia Central, Jl. Jend.
Sudirman, Kav. 48a
Tangerang
56,516,700
0.2422144
L
Asuransi
Axa Center Ratu Plaza Office
Jakarta Selatan
Building, Lt. 2J
46,183,100
0.1979276
L
Perseroan
Terbatas
JSX Building Tower 2, Lt. 31
43,986,334
0.1885129
L
Reksadana
35,093,846
0.1504022
L
Asuransi
33,992,879
0.1456838
L
Asuransi
32,997,400
0.1414174
L
Reksadana
Jakarta Selatan
Sampoerna Strategic
Jakarta Selatan
Square Building
Allianz Tower, Jl. HR Rasuna
Jakarta Selatan
Said Blok 2K
Plaza Mandiri Lt. 28, Jl. Jend
Jakarta Selatan
Gatot Subroto
93
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08
Tanggung Jawab
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09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
FOREIGN SHAREHOLDERS
No.
1
2
3
4
5
6
7
8
9
10
Nama
GIC S/A Government of
Singapore
SSB 2IB5 S/A Oakmark
International Fund
JPMCB NA REOppenheimer
Developing Market
SSB 4545 S/A Lazard
Emerging Markets EQU
GIC S/A Monetary
Authority Of Singapore
BBH Boston S/A Vangrd
Emg Mkts Stk Infd
HSBC Bank Plc
S/A Saudi Arabian
Monetary
The Bank of New York
Mellon DR
Citibank New York S/A
Government of Norway
JPMCB Na Re-Vanguard
Total International
Alamat
168 Robinson Road 37-01
Capital Tower SI
111 South Wacker Drive,
Suite 4600 Chicago
Kota
Persentase
L/A
Others
524,247,628
2.2467755
A
Others
514,267,800
2.2040049
A
227,438,600
0.9747369
A
220,215,021
0.9437787
A
172,695,613
0.7401241
A
145,879,080
0.6251961
A
135,792,982
0.5819699
A
122,783,700
0.5262159
A
119,444,577
0.5119053
A
109,044,216
0.4673324
A
6803 S. Tucson Way
Centennial Co 80112 U
30 Rockefeller Plaza New
Others
York 10112-6
168 Robinson Road 37-01
Others
Capital Tower SI
100 Vanguard Blvd Malvern
Others
Pa 19355-2331
HSBC House, Harcourt
Centre, Harcourt St
0101 Barclay Street-22nd
Floor West, New
Bankplassen 2, 0151 Oslo,
Norway
100 Vanguard Boulevard
Malvern Pa 19355
Saham
Others
Status
Foreign
corporation
Foreign
corporation
Foreign
corporation
Foreign
corporation
Foreign
corporation
Foreign
corporation
Foreign
corporation
Foreign
corporation
Foreign
corporation
Foreign
corporation
Shareholdings in Bank Mandiri by Directors and Commissioners as per 31 December 2016 are as shown in the following table:
No.
Name
Position
Number of Shares
% Ownership
Board of Commissioners
1.
2.
3.
4.
5.
6.
7.
8.
Wimboh Santoso
Imam Apriyanto Putro
Aviliani
Goei Siauw Hong
B. S. Kusmulyono
Abdul Azis
Askolani
Ardan Adiperdana
President Commissioner
Vice President Commissioner
Independent Commissioner
Independent Commissioner
Independent Commissioner
Independent Commissioner
Commissioner
Commissioner
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
190,029
485,500
816,500
171,500
462,500
498,300
180,000
51,000
0
0
0.0008144
0.0020807
0.0034993
0.0007350
0.0019821
0.0021356
0.0007714
0.0002186
0
2,855,329
2,855,329
Board of Directors
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Kartika Wirjoatmodjo
Sulaiman Arif Arianto
Ogi Prastomiyono
Pahala Nugraha Mansury
Hery Gunardi
Tardi
Ahmad Siddik Badruddin
Kartini Sally
Royke Tumilaar
Rico Usthavia Frans
TOTAL
President Director
Vice President Director
Director
Director
Director
Director
Director
Director
Director
Director
94
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
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Options and share ownership by Board of Commissioners and Directors of
Bank Mandiri
Options and share ownership by Board of Commissioners and Directors of Bank Mandiri as per December 31, 2016 is as
following:
No
Name
Total Shares
before Share
Option
(sheet)
Total Option
Distributed
(sheet)
Executed
(sheet)
Option Price
Period of
Stock Option
Execution
Board of Commissioners
1.
Wimboh Santoso
0
0
0
0
0
2.
Imam Apriyanto Putro
0
0
0
0
0
3.
Aviliani
0
0
0
0
0
4.
Goei Siaw Hong
0
0
0
0
0
5.
Bangun Sarwito Kusmuljono
0
0
0
0
0
6.
Abdul Azis
0
0
0
0
0
7.
Askolani
0
0
0
0
0
8.
Ardan Adiperdana
0
0
0
0
0
Director
1.
Kartika Wirjoatmodjo
2.
Sulaiman Arif Arianto
0
0
0
0
0
190.029 0
0
0
0
3.
Ogi Prastomiyono
485.500 0
0
0
0
4.
Pahala Nugraha Mansury
816.500 0
0
0
0
5.
Hery Gunardi
171.500 0
0
0
0
6.
Tardi
462.500 0
0
0
0
7.
Ahmad Siddik Badruddin
498.300 0
0
0
0
180.000 0
0
0
0
51.000 0
0
0
0
0
0
0
0
8.
Kartini Sally
9.
Royke Tumilaar
10.
Rico Usthavia Frans
0
Shareowner ship of each member of the Board of Directors of Bank Mandiri did not reach 5% (five percent) of the paid up capital of
the Bank Mandiri.
Referring to POJK No.60/POJK.04/2015 regarding Disclosure of Certain Shareholders, it was stated that during 2016 there were no
share transactions conducted by the Board of Directors and Board of Commissioners other than transactions conducted by Mr.
Siddik Ahmad Badruddin on August 8, 2016, August 25, 2016, and September 27, 2016 with a total the number of shares 101,700.
The share purchase transaction has been reported to the FSA and the Bank published in Indonesia Stock Exchange website.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
Perusahaan Anak dan Asosiasi
PERUSAHAAN ANAK
Nama Perusahaan
PT Bank Syariah Mandiri
(“BSM”)
PT Mandiri Sekuritas
Tahun
Pendirian
1999
2000
Bidang Usaha
Jasa Perbankan
Syariah
Jasa Investment
Banking
Kepemilikan
Saham (%)
Status
99,99%
Beroperasi
99,99%
Beroperasi
PT Mandiri Tunas Finance
(“MTF”)
1989
Jasa Pembiayaan
Kendaraan Bermotor
dan Multiguna
51%
Beroperasi
PT Mandiri AXA General
Insurance (“MAGI”)
2011
Jasa Asuransi
Kendaraan Bermotor,
dan Asuransi lainnya
60%
Beroperasi
PT AXA Mandiri Financial
Services
(“AXA Mandiri”)
2003
Jasa Perencanaan
Keuangan Melalui
Produk Asuransi
51%
Beroperasi
PT Bank Mandiri Taspen Pos
1970
Jasa Perbankan
59.44%
Beroperasi
Mandiri International
Remittance Sdn. Bhd. (“MIR”)
2009
Jasa Pengiriman Uang
100%
Beroperasi
Bank Mandiri (Europe)
Limited (“BMEL”)
1999
Jasa Perbankan
100%
Beroperasi
PT Asuransi Jiwa Inhealth
Indonesia (“Mandiri
Inhealth”)
2008
Jasa Asuransi
Kesehatan dan
Asuransi Jiwa
80%
Beroperasi
PT Mandiri Utama Finance
(“MUF”)
2015
Jasa Pembiayaan
Konsumen Khususnya
Kendaraan Bermotor
51%
Beroperasi
PT Mandiri Capital Indonesia
(“MCI”)
2015
Jasa Modal Ventura
99%
Beroperasi
Alamat
Wisma Mandiri 1
Jl. MH. Thamrin No. 5
Jakarta. 10340
Plaza Mandiri, Lt. 28-29
Jl. Jend. Gatot Subroto, Kav. 36-38
Jakarta, 12190
Graha Mandiri, Lt. 3A
Jl. Imam Bonjol No. 61
Jakarta, 10310
AXA Tower, Lt. 16
Jl. Prof. Dr. Satrio, Kav. 18
Kuningan City
Jakarta, 12940
AXA Tower, Lt. 9
Jl. Prof. Dr. Satrio, Kav. 18
Kuningan City
Jakarta, 12940
Jl. Melati No. 65
Dangin Puri Kangin
Denpasar, 80233
Wisma MEPRO
Ground & Mezzanine
Jl. Ipoh Chow Kit, 51200
Kuala Lumpur, Malaysia
2nd Floor
4 Thomas More Square
Thomas More Street
London E1W 1YW
Menara Palma Lt. 20,
Jl. HR. Rasuna Said Blok X2 Kav. 6,
Kuningan
Jakarta 12950
Plaza Bapindo
Menara Mandiri, Lt. 26-27
Jl. Jend. Sudirman Kav. 54 - 55
Jakarta, 12950
Plaza Bapindo
Menara Mandiri, Lt. 20
Jl. Jend. Sudirman, Kav. 54-55,
Jakarta, 12190
PERUSAHAAN ASOSIASI
PT Kustodian Sentral Efek
Indonesia (“KSEI”)
1997
PT Sarana Bersama
Pengembangan Indonesia
(“SBPI”)
2007
PT PANN (Persero)
1974
Lembaga
Penyimpanan dan
Penyelesaian (LPP) di
Pasar Modal
Indonesia
Jasa Konsultasi
di Bidang Bisnis,
Manajemen dan
Administrasi
Jasa Pembiayaan
yang turut Membiayai
Pengadaan Kapal
Niaga di Indonesia
95
Gedung Bursa Efek Indonesia
Tower 1, Lt.5
Jl. Jend. Sudirman Kav. 52-53,
Jakarta, 12190
10%
Beroperasi
34%
Beroperasi
Setiabudi 2 Building, Suite 502A,
Jl HR Rasuna Said, Kav. 62
Kuningan, Jakarta, 12920
7%
Beroperasi
Jl Cikini IV No. 11 Jakarta, 10330
96
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Structure of Subsidiaries and Associations
Pembiayaan
(Multifinance)
Layanan
(Remittance)
Asuransi
Umum
99,99%
51%
100%
60%
99%
51%
Bank Syariah
Bank Umum
Sekuritas
99,99%
59,44%
100%
Perusahaan Anak
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
97
10
Laporan Keuangan
Konsolidasian
Asuransi
Jiwa
Asuransi
Kesehatan
Investasi
Lembaga
Penyelesaian
Efek
Pembiayaan
51%
80%
XXXXX%
XXXXX%
XXXXX%
Perusahaan Asosiasi dan Pengendalian Bersama
98
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
03
Sekilas Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Subsidiaries Companies and Association
SUBSIDIARY COMPANIES
Company Name
Date of
Establishment
Line of Business
Shared
Ownership
Status
Address
PT Bank Syariah
Mandiri (“BSM”)
1999
Sharia Banking
Service
99,99%
Operating
Wisma Mandiri 1
Jl. MH. Thamrin No. 5
Jakarta. 10340
PT Mandiri Sekuritas
2000
Investment
Banking Service
99.99%
Operating
Plaza Mandiri, Lt. 28-29
PT Mandiri Tunas
Finance (“MTF”)
1989
Vehicle Financing,
and Multipurpose
Loan Service
51%
Operating
Graha Mandiri, Lt. 3A
Jl. Imam Bonjol No.61
Jakarta, 10310
PT Mandiri AXA
General Insurance
(“MAGI”)
2011
Vehicle Insurance
and Others
Insurance Service
60%
Operating
AXA Tower, Lt. 16
Jl. Prof. Dr. Satrio, Kav. 18,
Kuningan City
Jakarta, 12940
PT AXA Mandiri
Financial Services
(“AXA Mandiri”)
2003
Financial
Planning Services
Through a Variety
of Insurance
Products
51%
Operating
AXA Tower, Lt. 9
Jl. Prof. Dr. Satrio, Kav. 18,
Kuningan City
Jakarta, 12940
PT Bank Mandiri
Taspen Pos
1970
Banking Service
59.44%
Operating
Jl. Melati No. 65
Dangin Puri Kangin
Denpasar, 80233
Mandiri International
Remittance Sdn. Bhd.
(“MIR”)
2009
Remittance
Service
100%
Operating
Wisma MEPRO
Ground & Mezzanine
Jl. Ipoh Chow Kit, 51200
Kuala Lumpur, Malaysia
Bank Mandiri (Europe)
Limited (“BMEL”)
1999
Banking Service
100%
Operating
2nd
PT Asuransi Jiwa
Inhealth Indonesia
(“Mandiri Inhealth”)
2008
Health Insurance
and Life Insurance
Service
80%
Operating
Menara Palma Lt. 20,
Jl. HR. Rasuna Said Blok X2
Kav. 6, Kuningan
Jakarta 12950
PT Mandiri Utama
Finance (“MUF”)
2015
Consumer Finance
Particularly
In Vehicle
Financing Service
51%
Operating
Plaza Bapindo
Menara Mandiri, Lt. 26-27
Jl. Jend. Sudirman Kav. 54 - 55
Jakarta, 12950
PT Mandiri Capital
Indonesia (“MCI”)
2015
Ventura Capital
Service
99%
Operating
Plaza Bapindo
Menara Mandiri, Lt. 20
Jl. Jend. Sudirman, Kav. 54-55,
Jakarta, 12190
PT Kustodian Sentral
Efek Indonesia (“KSEI”)
1997
Central Securities
Depository (CSD)
In Indonesian
Capital Market
10%
Operating
Gedung Bursa Efek Indonesia
Tower 1, Lt.5
Jl. Jend. Sudirman kav. 52-53,
Jakarta, 12190
PT Sarana Bersama
Pengembangan
Indonesia (“SBPI”)
2007
Consulting Sevice
in Business,
Management and
Administration
34%
Operating
Setiabudi 2 Building, Suite
502A,
Jl HR Rasuna Said, Kav. 62,
Kuningan,
Jakarta, 12920
PT PANN (Persero)
1974
Financing
Company that
Helps Finance the
Procurement
of Commercial
Ships in Indonesia
7%
Operating
Jl Cikini IV No.11 Jakarta,
10330
Floor
4 Thomas More Square
Thomas More Street
London E1W 1YW
ASSOCIATION COMPANIES
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
99
10
Laporan Keuangan
Konsolidasian
ABOUT SUBSIDIARY COMPANIES
operational services and Mandiri sharia
priority.
PT Bank Syariah Mandiri (“BSM”)
PT Mandiri Sekuritas
PT Bank Syariah Mandiri (BSM) is
a subsidiary of Bank Mandiri that
conducting banking service with Sharia
principles. BSM runs its business based
on the approval from Bank Indonesia
based on Decree of the Governor of
Bank Indonesia No. 1/24/KEP.GBI/1999
dated October 25, 1999 as a commercial
bank based on Islamic principles and
began operating on 1 November 1999.
The composition of the Company’s
ownership is PT Bank Mandiri (Persero)
Tbk. with 99.99% (397,804,386 shares)
and Mandiri Sekuritas at 0.01% (1 share).
PT Mandiri Sekuritas, a subsidiary of
Bank Mandiri, is a securities company
formed by the merge of other securities
companies owned by Bank Mandiri, i.e.
Bumi Daya Sekuritas, Exim Securities,
and Merincorp Securities Indonesia. It
commenced operations July 31, 2000.
Mandiri Sekuritas is currently one of the
largest capitalized securities company
in Indonesia’s capital market. It is the
foremost provider of investment banking
and securities brokerage services in
Indonesia.
Until now, PT Bank Syariah Mandiri
offers innovative products for customers
that are classified into 4 (four) groups
such as financing product, funding
product, product service and service. In
details, funding products include third
party fund (DPK) to both consumers
and insitutions. Meanwhile, financing
products include per scheme financing,
per economic sector financing and per
segment financing. Overall, service
products include product services,
PT Mandiri Tunas Finance (“MTF”)
PT Mandiri Tunas Finance (MTF) is a
subsidiary of Bank Mandiri in the form of
financing company focusing on vehicle
financing and multipurpose loans, and
other activities in financing business
based on the approval of the Financial
Services Authority (FSA). In 1989, MTF
was established under the name of
PT Tunas Financindo Corporation and
later changed its name to PT Tunas
Financindo Sarana. Then, in February
2009, Bank Mandiri acquired the
Company and changed its name to MTF,
with Bank Mandiri owning 51% of the
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Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Company and PT Tunas Ridean Tbk the
other 49%.
accident insurance, property insurance,
travel insurance, and others.
PT Mandiri AXA General
Insurance (“MAGI”)
PT AXA Mandiri Financial
Services (“AXA Mandiri”)
PT Mandiri AXA General Insurance (MAGI)
is a subsidiary of Bank Mandiri. It was
established on October 25, 2011 through
acquisition of a general insurance
company formerly known as PT Asuransi
Dharma Bangsa with an ownership
composition of PT Bank Mandiri (Persero)
Tbk at 60% and AXA Asia at 40%. The
field of business that becomes MAGI’s
focus is in the vehicle insurance business,
but along with the company's business
development, MAGI provides other
various products for customers including
PT AXA Mandiri Financial Services
(AXA Mandiri) is a subsidiary of Bank
Mandiri which resulted from joint
venture between Bank Mandiri (51%)
and AXA (49%) commencing operations
in December 2003. Currently, AXA
Mandiri is present in more than 1,200
Bank Mandiri branches and 200 Bank
Syariah Mandiri branches around the
country, and supported by more than
2,100 Financial Advisors and 158 Sales
Managers. As many as 500 Telephone
Sales Officers support its operations by
offering protection products through
telemarketing.
AXA Mandiri offers financial
planning services through a variety
of insurance products. Particulary
in the retail business, AXA Mandiri
offers a combination of insurance and
investment products (unit-linked) that
has flexible features and optimal returns
so as to meet various needs, including
retirement savings, education savings
and other financial goals in the future.
In addition to unit-linked products, AXA
Mandiri offers traditional insurance
products, such as Mandiri Jiwa Sejahtera,
Mandiri Jaminan Kesehatan, Mandiri
Secure Plan, Mandiri Kesehatan Global
and Mandiri Kesehatan Prima, which
offer life and health insurance coverage.
Moreover, AXA Mandiri also provides
insurance protection for Bank Mandiri
credit card holders, depositors and
consumer loan as well as micro credit
customers, along with customers of Bank
Mandiri subsidiaries.
05
Tinjauan Fungsi
Pendukung Bisnis
PT Bank Mandiri Taspen Pos
Bank Mandiri Taspen Pos formerly
known as PT Bank Sinar Harapan Bali, or
"Bank Sinar", the Company embarked
its business as an Indonesian Joint Stock
Company (Maskapai Andil Indonesia
or ”MAI”) Bank Pasar Sinar Harapan Bali
on February 23, 1970, set up as Bank
Sinar's anniversary. On May 3, 2008 Bank
Sinar was officially taken over by PT
Bank Mandiri (Persero) Tbk in order to
comply with the regulations of capital
requirements for a commercial bank.
Through the acquisition marked the
beginning of Bank Mandiri’s ownership
of Bank Sinar, and Bank Sinar was
subsequently managed as a stand-alone
bank with the status of a subsidiary that
focuses primarily on development of
micro and small businesses.
Seeing a greater opportunity to establish
Bank Sinar as a National Bank with
a network of offices outside Bali, on
December 22, 2014 an Extraordinary
General Meeting of Shareholders
(RUPSLB) was held and approved
changes in capital and ownership
structures through rights issue which
were purchased by PT Taspen and PT Pos
Indonesia, as stated in Deed No. 93 dated
December 22, 2014 made before Notary
I Gusti Ngurah Putra Wijaya, S.H. The
RUPSLB also approved the change of the
Bank’s name from PT Bank Sinar Harapan
Bali to PT Bank Mandiri Taspen Pos,
reflecting the owners of Bank Mandiri
Taspen Pos, namely PT Bank Mandiri
(Persero) Tbk, PT Taspen (Persero) and PT
Pos Indonesia (Persero).
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
101
10
Laporan Keuangan
Konsolidasian
Mandiri customers in Malaysia.
regions.
Mandiri International
Remittance Sdn. Bhd. (“MIR”)
Bank Mandiri (Europe) Limited
(BMEL)
PT Asuransi Jiwa Inhealth
Indonesia (“Mandiri Inhealth”)
Mandiri International Remittance Sdn.
Bhd. (“MIR”) is a wholly owned subsidiary
of Bank Mandiri, which was incorporated
in Malaysia on March 17, 2009 under
Registration No. 850077-P. MIR provides
money transfer (remittance) services in
accordance with Bank Negara Malaysia
(“BNM”) regulations. The Company
had received operational approval
from Bank Indonesia by virtue of a
letter dated November 14, 2008 under
document number: No. 10/548/DPB1,
and from BNM pursuant to letter No.
KL.EC.150/1/8562 dated November
18, 2009. New license was issued in
keeping with the Money Services
Business Act 2011 under letter No.
JPPPW/LIC/2200/B/0106 published on
August 7, 2012. MIR opened an office in
Kuala Lumpur, Malaysia on November
29, 2009, and until now, MIR’s main
product offering is money transfer
to bank accounts across Indonesia or
cash withdrawals from all branches of
Bank Mandiri and Pegadaian outlets
in Indonesia in Rupiah. MIR also offers
Indonesian migrant workers as a
collection point, in opening saving
accounts of Mandiri Tabungan TKI and
serves as a contact center for Bank
Bank Mandiri (Europe) Limited (BMEL)
was established in London, England, on
June 22, 1999 in accordance with the
UK Companies Act 1985. It was founded
through the conversion of Bank Exim’s
London branch into a subsidiary, and
commenced its operations by July
31, 1999. Having its office in London,
England, BMEL acts as a commercial bank
that provides banking services primarily
to corporations both in Indonesia and
in the UK as well as Europe, to support
business relationships between the two
PT Asuransi Jiwa InHealth Indonesia,
hereinafter referred to as Mandiri
InHealth, was founded on October 6,
2008 as a subsidiary of PT Askes (Persero)
and Koperasi Bhakti PT Askes (Persero).
On May 2, 2014 BPJS Kesehatan, formerly
PT Askes (Persero), and Koperasi Bhakti
PT Askes (Persero) sold their stakes in
Mandiri InHealth to three State Owned
Enterprises making the composition
of the ownershipis as follows: PT Bank
Mandiri (Persero) Tbk. 60%, PT Kimia
Farma (Persero) Tbk. 10%, PT Asuransi
Jasa Indonesia (Persero) 10%,and BPJS
Kesehatan 20%. Afterward, in May 2015
BPJS Kesehatan released its remaining
shares to PT Bank Mandiri (Persero)
Tbk. So that the ownership of Mandiri
InHealth is as follows: PT Bank Mandiri
(Persero) Tbk. 80%, PT Kimia Farma
(Persero) Tbk. 10%,and PT Asuransi Jasa
Indonesia (Persero) 10%. Products and
services offered by Mandiri InHealth
consist of Health Insurance and Life
Insurance, where the current business is
focused on Health Insurance products
that dominate 97% of the premium
income. To date, Mandiri InHealth
markets its products and services to
businesses through B to B scheme,
targeting medium-sized companies and
102
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
above.
services are cars and motorcycles.
PT Mandiri Utama Finance (“MUF”)
PT Mandiri Capital Indonesia (“MCI”)
PT Mandiri Utama Finance (MUF) is a subsidiary of Bank Mandiri
that operates as a finance company focusing on consumer
finance, particularly in vehicle financing, either new or used.
Based on a notarial deed signed before notary Ashoya Ratam,
S.H., M.Kn.under document number: No. 19 dated January 21,,
2015 which was ratified by the Ministry of Law and Human
Rights through Decree No. AHU-0003452. AH.01.01.TAHUN
2015 dated May 26, 2015, Bank Mandiri together with PT Tunas
Ridean Tbk. and PT Asco Investindo established MUF with Bank
Mandiri owning 51% of the shares, PT Tunas Ridean Tbk. 12%
and PT Asco Investindo the remaining 37%. While running its
business, MUF provides financing for the procurement of goods
and / or services, which include investment financing, working
capital financing, and multipurpose financing where the
main focus at the moment is to provide vehicles for financing
services, both to retail and corporate customers, in the form
of consumer finance and leasing. Vehicle types included in its
PT Mandiri Capital Indonesia (MCI) is a subsidiary of Bank
Mandiri that was established on June 23 2015 and operates in
the venture capital industry. On November 10 2015 MCI has
obtained operation permit through an official letter from the
Financial Services Authority (OJK) under the document No.
KEP - 113/D.05/2015. Currently, the shareholders of MCI are PT
Bank Mandiri (Persero) Tbk holding 99.97% of the ownership
and PT Mandiri Sekuritas holding the remaining 0.03%. In
conducting its business, MCI offers innovative investment
opportunities towards potential FinTech startups in the form
of equity participation, convertible notes, and other forms of
investments in accordance to POJK modal ventura.
About Association Companies
PT Kustodian Sentral Efek
Indonesia (“KSEI”)
PT Sarana Bersama
Pengembangan Indonesia (“SBPI”)
PT Kustodian Sentral Efek Indonesia
(KSEI) is a Central Securities Depository
(CSD) in Indonesian capital market,
incorporated on December 23, 1997 in
Jakarta , and obtained its operational
license on November 11, 1998. Based
on the provisions of Law No. 8/1995
concerning Capital Market, KSEI performs
its function as a CSD in Indonesian
capital market by providing central
custodian services and settlement of
Securities transactions in a regular,
reasonable and efficient manner.
Currently, the shareholders of KSEI are
26 securities companies, 9 custodian
banks, 3 stock administration bureaus
and 2 SROs where Bank Mandiri is one of
the custodian banks holding 10% of the
shares in KSEI.
PT Sarana Bersama Pengembangan
Indonesia is a company which engage
in the service sector (can carry out
business activities in the field of
consulting, business, management
and administration, i.e. changes to the
Articles of Association in accordance
with Law No. 40/2007, certificate No.
133 dated November 23, 2009), formerly
on mobilization of funds non-bank
financial institutions with the intention of
developing a national company and the
role of the national capital to contribute to
the economic development in Indonesia.
PT PANN (Persero)
PT PANN is ex-legacy investments of
Bapindo and a finance company that
helps finance the procurement of
commercial ships in Indonesia. Before
the separation (Spin Off) the company
was engaged in the financing of
national commercial ships with focus
on financing to the shipping company
to lower middle class with a mechanism
of financing Financial Lease/ Lease
Purchase on installment/Buy Fade, Sale &
Lease Back and Factoring.
103
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
Share Listing Chronology
Period
Authorized Capital
Issued and
Fully Paid-Up
Capital
Series A
Dwiwarna
Share
(number
of shares
Series B
Ordinary
Registered Share
(number of
shares)
Additional Listed
Shares
(number of
shares)
Ownership
by Retail
Investors
(number of
shares)
Unissued
Capital
(number of
shares)
Date of
Listing
Before IPO
32,000,000,000 20,000,000,000
1
19,999,999,999
12,000,000,000
After IPO
32,000,000,000 20,000,000,000
1
13,999,999,999
MSOP I*
MSOP II*
MSOP III*
32,000,000,000 20,375,365,957
32,000,000,000 20,687,079,654
32,000,000,000 20,996,494,742
1
1
1
13,999,999,999
13,999,999,999
13,999,999,999
6,000,000,000 6,000,000,000 12,000,000,000 11 March 2004
375,365,957 6,375,365,957 11,624,634,043
311,713,697 6,687,079,654 11,312,920,346
309,415,088 6,996,494,742 11,003,505,258
PUT**
32,000,000,000 23,333,333,333
1
13,999,999,999
2,336,838,591 9,333,333,333
14 July 2003 &
8,666,666,667
24 February
2011
*) Approved by the Jakarta Stock Exchange by virtue of a letter under document number: No.BEJ.PSI/P/07-2004 dated July 13, 2004 and by the Surabaya Stock Exchange
by virtue of its letter: No.JKT-023/LIST EMITEN/BES/VII/2004
**) PUT: Limited Public Offering with Rights Issue
Other Securities Listing Chronology
Type of Security
Value (IDR)
Place of
Listing
Interest
Rate
Effective
Date
Maturity
Date
Rating
Trustee
Obligasi Subordinasi
Rupiah Bank Mandiri I
Tahun 2009
3,500,000,000,000 Indonesia
Stock
Exchange
(IDX)
11.85 %
14 Des’ 2009
11 Dec’16
idAA+ by
Pefindo
Bank
Permata
Obligasi
Berkelanjutan I
Bank Mandiri Tahap I
Tahun 2016
5,000,000,000,000 Indonesia
Stock
Exchange
(IDX)
7.95% series A,
8.50% series B,
8.65% series C
22 Sep’ 2016
30 Sep’2021
series A,
30 Sep’ 2023
series B,
30 Sep’ 2026
idAAA by
Pefindo
Bank
Tabungan
Negara
*) Approved by the Jakarta Stock Exchange by virtue of a letter under document number: No.BEJ.PSI/P/07-2004 dated July 13, 2004 and
by the Surabaya Stock Exchange
by virtue of its letter: No.JKT-023/LIST EMITEN/BES/VII/2004
**) PUT: Limited Public Offering with Rights Issue
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PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Awards & Certifications
Bank Mandiri strives to provide the best to all the stakeholders. This
is evidenced by receiving 26 awards and appreciation from various
institutions, covering:
FEBRUARY
MARCH
12th IICD Asia Pacific Security Summit
9 Alpha Southeast Asia Deal &
Solution Awards 2015
The 1 PR INDONESIA Media Relations
Awards
Visa Champion Security Award
Award Category:
Award Category:
Organizer:
Best Project Finance Deal of the Year
in Southeast Asia 2015 untuk Jakarta
– Soekarno Hatta Airport Railway
Development senilai IDR 2.1 trillion
State-owned Enterprise Company
Organizer
Majalah PR INDONESIA
Visa Asia Pacific
Organizer:
24 March 2016
th
st
2 February 2016
Date:
12 May 2016
Date:
Alpha Southeast Asia
Date:
Award Category:
APRIL
Indonesia Most Admired Companies
Award 2016
Award Category:
Apresiasi Wajib Pajak Besar 2015
Indonesia Most Admired Company
Banking category
Award Category:
Organizer:
Bright Awards Indonesia 2016
The highest taxpayer
Warta Ekonomi
Award Category:
Organizer:
Date:
Corporate Ads category
Bank Mandiri HUT RI 70
Ministry of Finance of Republic Indonesia
19 May 2016
Organizer:
5 April 2016
Date:
JUNE
MNC Group
Date:
8 February 2016
MAY
Internal Magazine Awards
Award Category:
• Gold Winner – The Best of State Own
Enterprise Inhouse Magazine 2016
• Silver Winner – The Best of E-Magazine
Inhouse Magazine 2016
Organizer:
Serikat Perusahaan Pers
Banking Service Excellence 2016
Date:
Award Category:
8 February 2016
The Asset Triple A Treasury, Trade and
Risk Management Awards
Sindo CSR Award
Award Category:
Award Category:
• Best in Treasury and Working CapitalSMEs, Indonesia
• Best in Trade Finance Solution
• Kategori Pendidikan untuk Program
Mandiri Edukasi
• Kategori KUKM untuk Program
Wirausaha Muda Mandiri
Organizer:
The Asset
Organizer:
Date:
MNC Group
11 May 2016
• 9 9 times in a row as Best Bank Service
Excellence
•1st Place, Best in e-Channel
•1st Place, Best in Mobile Internet
•1st Place, Best in Internet Banking
•1st Place, Best in Customer Service
•2nd Place, Best in Teller
•2nd Place, Best in Security
•3rd Place, Best in Telepon Cabang
•3rd Place, Best in Phone Banking
•3rd Place, Best in SMS Banking
Date:
Organizer:
29 February 2016
Majalah Infobank
Date:
2 June 2016
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
105
10
Laporan Keuangan
Konsolidasian
AUGUST
39th anniversary of Indonesian Stock
Exchange
Award Category:
Award for companies supporting "Yuk
Nabung Saham" program
Investor Best Bank Awards 2016
Organizer:
Award Category:
IDX
Best Bank with the category of
Commercial Bank Assets > Rp100 Trillion
Date: 10 August 2016
Organizer:
Majalah Investor
Date: 2 June 2016
Banking Service Excellence 2016
Award Category:
1st Best Overall Performance
#1 Champion of Indonesia Original
Brand 2016 by SWA
Award Category:
Indonesia Property & Bank Award
2016
The 1st Champion of Indonesia Original
Brand 2016 with the category of
commercial bank and e-Money category
Award Category:
Organizer:
Organizer:
Majalah SWA
Date: 8 June 2016
Majalah Property & Bank
Date: 18 August 2016
Warta Ekonomi Indonesia Digital
Innovation Award For Banking 2016
Award Category:
Award Category:
The Leading home Loan Bank
Digital Innovation for Banking of Best of
Digital Services untuk Bank BUKU 4
Organizer: Warta Ekonomi
Date: 23 June 2016
Organizer:
Consumer Choice and Innovative
Mortgage
Properti Indonesia Award 2016
Majalah Properti Indonesia
Date: 24 August 2016
Organizer:
Majalah Infobank
Date: 2 June 2016
JULY
Indonesia’s Best Companies Awards
Award Category:
• Best CFO in Indonesia – Bapak Kartika
Wijoatmodjo
• Best Managed Company in Indonesia
(5th)
• Best Investor Relations (1st)
•Mix
• Social Responsibility (3rd)
• Best Corporate Governance (5th)
Organizer: Finance Asia
Date: 25 August 2016
Forbes 2016 Global 2000
Best Corporate Social Initiative 2016
Banking Service Excellence 2016
Award Category:
Award Category:
Award Category:
The World’s Biggest Public Companies
2016 #462
Best Corporate Philanthropy
Organizer: Majalah Mix
Date: 31 Agustus 2016
The Golden Trophy Best Overall
Performance 2008-2016
Organizer:
Organizer:
Forbes Magazine
Majalah Infobank
Date: 2 June 2016
Date:
28 July 2016
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PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
SEPTEMBER
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Global Private Banking Awards 2016
05
Tinjauan Fungsi
Pendukung Bisnis
DECEMBER
Award Category:
Infobank Banking Award 2016
Best Private Bank in Indonesia
Award Category:
Organizer:
Bank with Very Good predicate on
Financial Performance in 2015
The Banker
Award Category:
Date:
Organizer:
26 October 2016
The best GCG of publicly financial
institution (bank) (Book IV)
Majalah Infobank
Date: 1 September 2016
Indonesia GCG Award II- 2016
( IGCGA-II-2016)
Organizer:
NOVEMBER
Economic Review
Date:
7 December 2016
10th Annual Best FI Awards 2016
8th IICD Corporate Governance Award
Award Category:
Award Category:
Best Bank in Indonesia
Best Overall
Hari Anti Korupsi Internasional 2016
Organizer:
Organizer:
Award Category:
Alpha Southeast Asia
Date:
Indonesian Institute for Corporate
Directorship (IICD)
The Best SOE company in gratification
management system
1 September 2016
Date:
Organizer:
7 November 2016
Komisi Pemberantasan Korupsi (KPK)
Date:
Indonesia Banking Award 2016
9 December 2016
Award Category:
The Most Reliable Bank Kategori Bank
Konvensional Nasional dengan aset
>Rp100 trillion
Good Corporate Governance 2016
Organizer:
The Most Indonesia Trusted Companies
Tempo Media Group dan Indonesia
Banking School
Organizer:
Date:
7 September 2016
Award Category:
Investor Gathering 2016 Kementerian
Keuangan
Award Category:
Award Category:
The best main dealer of SUN in 2015
The best retail agent of SBSN in 2016
(2nd winner)
Indonesia’s Safest Bank
Organizer:
Organizer:
Ministry of Finance of Republic Indonesia
Global Finance
Date:
Date:
24 November 2016
The Safest Banks by Country 2016
14 September 2016
OCTOBER
Indonesian PR of the Year 2016
Award Category:
Banking Award 2016
Best Corporate Secretary (Financial
Industry) – Journalist choice
Award Category:
Organizer:
Most Efficient Bank
Kategori Bank BUKU IV
Majalah Mix
Organizer:
29 November 2016
Bisnis Indonesia
Date:
19 October 2016
Date:
The Indonesia Institute for Corporate
Governance (ICCG) & Majalah Swa
Date:
19 December 2016
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
107
10
Laporan Keuangan
Konsolidasian
Certification
In addition to numerous awards above, this year Bank mandiri also managed to achieve a number of
certifications as its commitment to stakeholders to continuously deliver best service in all its business
operations, among others:
No.
Type of Certification
Recipient Entity Certification
Acreditation
Validity Period
1.
ISO 20000:2011 IT Service
Management
IT Operations Group/IT
Infrastructure Group
SGS Indonesia
25 November 2015 9 August 2017
2.
ISO 9001:2008 Provision of
Security Services in Bank
Mandiri Head Office and
Registration & Logistic
CEO Directorate
SGS Indonesia
3 February 2017
3.
ISO 9001:2008 Operation &
Development of Data Center
Technology & Operations
Directorate
SGS Indonesia
9 October 2015 15 September 2018
4.
ISO 9001:2008 Provision of
Bank Guarantee Processing
Credit Operations Group - Bank
Guarantee Processing Center
Department
5.
ISO 9001:2008 Regional
Credit Operations Services
Credit Operations Group - Regional
Credit Operation Jawa Bali
SGS Indonesia
24 January 2015 24 January 2018
6.
ISO 9001:2008 Regional
Credit Operations Services
Credit Operations Group - Regional
Credit Operation Jawa Bali
SGS Indonesia
24 January 2015 24 January 2018
7.
ISO 9001:2008 Banking
Contact Center Operations
and Services in Jakarta and
Rempoa
Mandiri Contact Center Jakarta
SGS Indonesia
11 December 2015 15 September 2018
8.
ISO 9001:2015 Quality
Management System
Certification
Mandiri Contact Center Jogjakarta
SGS Indonesia
February 2020
3 June 2008 28 May 2017
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PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
The Name and Addresses of Representative
Offices & Regional Offices
Representative Offices
Address
Telp./Fax/Website
Bank Mandiri Cabang
Singapura
3 Anson Road #12-01/02 Springleaf Tower
Singapore, 079909
Telp:
65-6213-5688 (General)/65-6213-5880
(Dealer)/ 65-6532-6086 (Dealer Board)
Fax:
65-6438-3363 (General)/65-6536-3008(Dealer)
Website:
www.ptbankmandiri.com.sg
Telp: +852-2527-6611 /+852-2877-3632
Fax:
852-2529-8131 /852- 2877-0735
Website:
www.bankmandirihk.com
Telp:
+852-2881-6850
Fax:
+852-2881-6850
Bank Mandiri Cabang
Hong Kong
7th Floor, Far East Finance Centre 16
Harcourt Road, Hong Kong
Remittance Office
Hongkong
Shop 3. G/F. Keswick Court
3 Keswick Street Causeway Bay, Hongkong
Cardinal Plaza 3rd Floor, #30 Cardinal
Cayman Island Branch
Avenue PO BOX 10198, Grand Cayman KY
1-1002 Cayman Islands
Avenida Presidente Nicolau Lobato
Telp:
+1-345-945-8891
Fax:
+1-345-945-8892
Dili Branch
No. 12 Colmera, Dili - Timor Leste
Telp:
+670-331-7777/+6221-526-3769/+6221-527-1222
Fax:
+670-331-7190/+670-331-7444/+6221-252-1652/
+6221-526-3572
Shanghai
Representative Office
Bank of Shanghai Tower 12th Floor, No. 168 Ying
Cheng (M) Road, Pudong Area Shanghai 200120
Telp:
+86-21-5037-2509
Fax:
+86-21-5037-2509
Bank Mandiri (Europe)
Limited, London
Cardinal Court (2nd Floor), 23 Thomas More Street, Telp:
London E1W 1YY, United
+44-207-553-8688
Kingdom
Fax:
+44-207-553-8699
Mandiri International
Remittance Sdn. Bhd.
Wisma MEPRO
Ground & Mezzanine Floor 29 & 31 Jalan Ipoh
Cho w Kit, Kuala Lumpur, Malaysia, 51200
Telp:
+603-4045 4988
Fax:
+603-4043 7988
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
REGIONAL OFFICES
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
ADDRESS
09
Referensi Silang
Kriteria ARA 2015
CITY & POSTAL CODE
REGION I/
SUMATERA 1
Jl. Pulau Pinang No. 1
Medan, 20111
REGION II/
SUMATERA 2
Jl. Kapten A. Rivai No.100 B
Palembang, 30135
REGION III/
JAKARTA 1
Jl. Lapangan Stasiun No. 2
Jakarta Barat, 11110
REGION IV/
JAKARTA 2
Jl. Kebon Sirih No. 83
Jakarta Pusat, 10340
REGION V/
JAKARTA 3
Jl. Jend. Sudirman Kav. 54-55
Jakarta Selatan, 12190
REGION VI/
JAWA 1
Jl. Soekarno Hatta No. 486
Bandung, 40266
REGION VII/
JAWA 2
Jl. Pemuda No. 73
Semarang, 50139
REGION VIII/
JAWA 3
Jl. Basuki Rahmat No. 129-137
Surabaya, 60271
REGION IX/
KALIMANTAN
Jl. Lambung Mangkurat No. 3
Banjarmasin, 70111
REGION X/
SULAWESI & MALUKU
Jl. R.A. Kartini No. 12-14
Makassar, 70111
REGION XI/
BALI & NUSA TENGGARA
Jl. Veteran No. 1
Denpasar, 80111
REGION XII/
PAPUA
Jl. Dr. Sutomo No. 1
Jayapura, 99111
109
10
Laporan Keuangan
Konsolidasian
Telephone/Fax
Telp:
(061) 4153396, 4555434
Fax:
(061) 4153273
Telp:
(0711) 364008 - 012, 364013
Fax:
(0711) 310992, 3120417, 374279
Telp:
(021) 6922004, 2600500, 6922343,
6922343, 6922005, 6922204,
6918695, 69833162-3, 6916454
Fax:
(021) 6922006
Telp:
(021) 23565700, 39832922,
39832921, 30400144, 30400147,
30400105,39832924
Fax:
(021) 39832917, 39832918,
39832923
Telp:
(021) 5266566, 5267368
Fax:
(021) 5267371,5267365
Telp:
(022) 7506242, 7511878
Fax:
(022) 7505810,7506632
Telp:
(024) 3517349,3520484,3520487
Fax:
(024) 3520485
Telp:
(031) 5316764 – 66
Fax:
(031) 5316776, 5320641, 5316597
Telp:
(0511) 3365767
Fax:
(0511) 3352249, 4366719
Telp:
(0411) 3629096, 3629097, 3634811;
3633913
Fax:
(0411) 3629095, 3650367
Telp:
(0361) 226761 – 3
Fax:
(0361) 224077, 261453, 235924
Telp:
(0967) 537081, 537183-4, 537189
Fax:
(0967) 537181
INFORMATION ON CORPORATE WEBSITE
The official website of the Company http://www.bankmandiri.co.id, contains a variety of the latest information of Bank Mandiri, among
others Profile of Bank Mandiri, products and services, 24 hours services, information of corporate governance, organizational structure and
corporate groups, profile of the Board of Commissioners and Board of Directors, shareholders’ information, financial performance and stock
information, and so forth. Through the website, public can upload a variety of information such as Annual Report and Financial Statements
for the last 5 (five) years, Press Release, and others. Bank Mandiri also ensures that all information contained on its website is always up-todate.
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PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
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Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
111
10
Laporan Keuangan
Konsolidasian
04
Management
Discussion and
Analysis
112
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
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Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Industry Overview
Global Macro Economy Condition
National Economy Condition
Global economy condition throughout the year 2016 is still filled
with uncertainty. Various factors can raised to fluctuate in the
financial market which may disrupt the global economy. One of
the factor is the referral interest rates by The United States Central
Bank, Federal Reserve (The Fed) for 0.25% to be 0.75% at the end
of 2016, where it was 0.25% to 0.50% in 2015. Such hike rate is
the right moment to neutralize The Fed interest rate encouraged
by recovery condition of US economy foundation. Meanwhile ,
US inflation in 2016 has reached 1.7% and for the year 2017, The
Ged optimist that US inflation will be closer to its 2 percent target,
which is targeted at 1.9 percent.
Indonesia economy growth in 2016 has shown good
performance in the middle of global condition which
tend to slow down. Economy growth in Q3 2016 recorded
at 5.02% or higher compared to Q3 2015 at 4.74%.
Consumption power of Indonesia people with a total
population of 265 million is still the main supporter for
Indonesia’s economy.
The US 45th President election has put some color to the global
condition with a number of perception from the market which
triggered to fear towards global economy prospect. People
across the world is waiting for the next direction of US policy and
its impact globally under the new leadership of the appointed
President.
British referendum results which decide to depart from the
European Union also known as Britain Exit (Brexit) has caused
uncertainty on the economy prospect of the country as well as
Europe in general. Brexit has also impacting the global condition as
it involve politic, economy, trade and investment.
Meanwhile, the European Union financial system in 2016 has yet
to show significant changes compared to the previous year which
caused by the banking recovery and constrained in the global
bond market, aside of debt crisis situation in several countries in
European Union. Economy uncertainty in European Union force
the European Central Bank (ECB) to maintain its referral interest
rate at the lowest level, where in December 2016 ECB decided
to maintain the referral interest rate at the level of 0.00% for
refinancing interest rate and 0.25% for marginal credit facility
interest rate.
China economy in 2016 still affected by the decrease of global
demand which impacting the country output. Economy growth
has the tendency to be stagnant, as reflected in its Q3 2016
position at the level of 6.7% which remain un-change with the
position in Q2 2016, but it drop slightly compared to Q4 2015
which was at the level of 6.8%. Meanwhile People Bank of China
(PBOC) continues the easing money policy through interest rate
cut of PBOC which has started in 2014. Throughout the year 2016,
PBOC maintain its referral interest rate at the level of 4.35% which
aims to stimulate the economy activity of China that remain
stagnant.
Meanwhile, Indonesia inflation in 2016 was relatively
stable compared to the previous year which was 3.02% or a
decrease compared to 2015 at 3.45%. The fuel adjustment
which was applied a number of time this year has no
significant impact to the inflation.
The control of inflation level throughout 2016 has given
the opportunity for the Central Bank Indonesia (BI) to do
easing interest rate by reducing the BI rate 3 times January,
February and March consecutively from the level 7.50% to
6.75%. After that Bank Indonesia was implementing new
referral interest rate which was 7-Day Reverse Repo Rate
effective 29 August 2016. This changes aims for BI to have
referral interest rate which can influence the money market,
banking and real sector post the implementation of 7-Day
Reverse Repo Rate, which BI has cuts down to level 4.75%
in 2016.
On the other hand, although the Rupiah exchange towards
US dollar experience high vitality due to fluctuation in the
global financial market, Rupiah has shown movement get
stronger and recorded as the second stronger currency in
Asia after Japan Yen at the end of 2016. Throughout 2016,
Rupiah moved to around 12,948 – 13,960 and closed at the
level 13,473, or stronger compared to the position in 2015
which was at the level of 13,788.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
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Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
Indonesia Banking Industry Condition
Optimism towards the Indonesia better economic prospect is
still quite high. This is seen from the projection from a number
of global economy institition, such as IMF and the World Bank,
which estimates that Indonesia's economy will grow by 5.1%
(IMF) and 5.3% (World Bank) in 2017, while the Indonesian
government projected the growth by 5, 1%. Nevertheless, there
are still a few things that needs to be awared of. The increasing
risk of foreign exchange rate fluctuations and flow of foreign
promisory note in the stock market and Government Promisory
Notes (Surat Berharga Negara/SBN) which may affect the
stability of the domestic economy.In addition to that is the risk
of increase inflation in the country, expanding of fiscal deficit,
and the increase trend of US interest rates in 2017 led to limited
monetary and fiscalm hence the private sector role in improving
the investment is needed to support the national economy.
In the midst of improving economic conditions and interest rate
cuts of BI, the national banks' loan growth rate is still continues
to slow down. Until October, annually the banking loan can
only grow by 7.4%, which is lower compared to the credit loan
growth in 2015 which was 10.4%. The banking Third Party
Funds (DPK) has slow down as well. For the same period, DPK
growth has slow down to become 6.5% from 7.3%. Deceleration
of loan was part of the national backing sector effort to
consolidate in anticipating the level of banking non-performing
loans (NPL) which still increased throughout the year from
2.5% at the end of 2015 to 3,2% in October 2016. The increase
of non-performing loan ratio in 2016 also caused by vitality of
exchange rate and growth of commodity price which has yet to
have significant improvement since the beginning all the way
to mid of the year.
However, amid a slowdown in loan growth, national banking
are still manage to record a good profitability. This is reflected in
the ratio of return on assets (ROA) increased from 2.32% at the
end of 2015 to 2.41% in October 2016. Improved levels of bank
profitability driven by operational cost efficiency, demonstrated
by the decrease in the ratio of operational costs to operating
income (BOPO) from 81.5% at the end of 2015 to 81.3% in
October 2016. In line with the expected improvement of the
national economy in 2017, we hope that the national banking
performance will also improve. We are optimistic that higher
economic growth would affect the increase in loan growth and
DPK as well.
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Referensi Silang
Kriteria ARA 2015
113
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Laporan Keuangan
Konsolidasian
Bank Mandiri Performance in
National Development
As part of Bank Mandiri effort to be the best in Southeast Asia,
Bank Mandiri has actively contribute to Nawacita program
initiated by the government which reflected from the
contribution towards people lifestyle and community through
financing the productive and consumptive sector, including
supporting the development of financial inclusion in Indonesia.
Following are the form of role Bank Mandiri in the national
development throughout 2016:
• Physical Development
- Financing the development of toll road Solo-NgawiKertosono for 177 km.
- Financing the development of Independent Power Plant
Kalselteng 2x100 MegaWatt in Palangkaraya.
- Financing the development of Liquid Bulk Terminal with
the capacity of 1.8 million Ton and Container Terminal
with the capacity of 400.000 Teus in Kuala Tanjung, North
Sumatera.
• Economy Development
- Disbursement of People Business Credit (KUR) for Rp13.3
trillion.
- Improving the economy capability of XXX thousand
SME entrepreneurs in Indonesia and XXX thousand KUR
entrepreneur through loan disbursement and other
banking facility.
- Providing Creative Home SOE (Rumah Kreatif BUMN)
which play role as data and information center as well as
education, development and digitalization for SME.
• Marine Development
• Industrial Financing
• Individual Financing
- Distributing financial for 214.732 thousand house and
599.053 thousand vehicles.
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PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
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Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Bank Mandiri Role in National
Banking
In facing macro economy changes and national banking
industry, Bank mandiri conduct anticipative effort to ensure a
healthy and sustainable Bank growth through the following
methods:
1. Conducting NPL workshop to maintain asset quality.
2. Proactively handling debtor which has listed in watch list
category
3. Loan restructure for debtor in difficulty.
4. Being selective in disbursing loan by following the target
growth according to business plan, debtor quality and
business sector condition.
5. Controlling fund through budget priority according to
business needs.
Following are Bank Mandiri performance towards national
banking industry:
a. Bank Mandiri vs National Banking Asset Growth
Bank Mandiri
Bank Mandiri asset recorded at Rp1,038.56 trillion at the end
of 2016, an increase by 14,1% compared to 2015 which was
Rp910.06 trillion which was influenced by the total Loan
disbursement.
National Banking
National banking asset growth by xx% to be Rpxx trillion as
of December 2016 from the position at Rp6,095.91 trillion in
December 2015.
b. Bank Mandiri vs National Banking DPK Growth
Bank Mandiri
Bank Mandiri DPK at the end of 2016 increased by 12,72%
to be Rp762.44 trillion compared to the previous year at
Rp676.39 trillion.
National Banking
At the end of 2016, Third Party Fund of national banking
collected at Rp4.733,98 trillion, or an increased by 8,4%
compared to 2015 which was RRp.4.367,02 trillion
c. Bank Mandiri vs National Bank Loan Growth
Bank Mandiri
Loan given (Kredit yang Diberikan/KYD) by National bank
increased by xx% from Rp4,057.9 trillion at the end of
December 2015 to be Rpxx trillion at December 2016.
National Banking
National banking asset growth by xx% to be Rpxx trillion as
of December 2016 from the position at Rp6,095.91 trillion in
December 2015
d. Bank Mandiri vs National Banking CAR Value
Bank Mandiri
Capital Adequacy Ratio (CAR) – Loan Risk, Market and
Operational Bank Mandiri at the end of December 2016 was
at 21.38% compared to the previous year at 18.60%.
National Banking
Capital Adequacy Ratio (CAR) national banking increased
from December 2015 to xx% on December 2016
e. Bank Mandiri vs National Banking ROA Value
Bank Mandiri
Return of Asset (ROA) ratio Bank Mandiri as of December
2-16 was at 1.96% declined compared to 2015 at 2.99%.
National Banking
Return of Asset (ROA) ratio for national banking increased
at the level of 2.32% on December 2015, to be xx% on
December 2016.
f. Bank Mandiri vs National Bank Operational Cost to
Operational Income (BOPO) Value
Bank Mandiri
Operational cost to operational income (BOPO) Bank
Mandiri as of December was at 83.50% an increased
compared to 2015 at 74.28%.
National Banking
Operational cost to Operational income (BOPO) national
banking increased at the level of 81.5% in 2015 to xx% on
year 2016.
g. Bank Mandiri vs National bank Loan to Deposit Ratio
(LDR)
Bank Mandiri
Loan to Deposit Ratio (LDR) to customer Bank Mandiri as
of December 2016 was at 86.54% or drop compared to
2015 at 87.68%.
National Banking
Loan to Deposit Ratio (LDR) national bank drop to level
89.3% in December 2015 to xx% on December 2016
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Business Overview
It started from a comprehensive understanding on industry which supported
by human resource quality and synergy of the subsidiary company follow by
advance technology, Bank Mandiri strives to provide services and product as an
integrated financial solutions.
Following the Phase III of 2015-2020 transformation in the second year, Bank Mandiri remain focus to 2 (three) segments, which are:
1. Wholesale
A solution based on expertise according to business field and sector customer by providing integrated wholesale product which
can be multi-dimensional. Bank Mandiri actively supporting the customer to expanse their business to another country.
Responsible unit:
1. Corporate Banking
2. Commercial Banking
3.Treasury
4. International Banking & Financial Institutions Group (IBFI)
2. Retail
Offering product and service of integrated, competitive and always innovative consumer one stop solutions to dominate
retail payment. Moreover, it also provide easy access for Small Medium Enterprise (SME) & Micro customers to Bank Mandiri
distribution network. Bank mandiri working unit in retail segment active in gathering entrepreneurs in potential sectors to
become customers and using product and services of Bank Mandiri.
Responsible unit:
1. Consumer Banking
2. Micro & Business Banking
3. Integrated the Group
Integrating services in Wholesale and Retail segment of Bank Mandiri and its subsidiary Company through Mandiri Group
distributions channels in all area.
Responsible unit:
1. Distribution Unit
2. Subsidiary Company
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Corporate Banking
Corporate Banking is ready to support Bank Mandiri process
by reorganizing the distribution of business focus working unit
amongst working unit in Corporate Banking especially in private
company management, State own Enterprise and Ministry/
Institutions.
Corporate Banking segment development in 2016
As in previous years, Bank Mandiri is still focused on solution
sector strategy, for that customer mapping to classify
according to economy sectors was done. Moreover, Corporate
Banking also focuses on improving in-depth knowledge of
each economy and business sector, and developing products
and services that can suit the customer's needs to result into
mutually synergy between the customers and Bank Mandiri.
Furthermore, a Corporate Banking monitoring system called
Corporate Banking Information Center (CBIC) was built to have
better monitoring customer’s needs by Corporate Banking.
Corporate Banking Performance in 2016
1. Corporate Banking Loan Growth
In 2016, loan disbursement has reached Rp228.66 trillion,
or an increased by 16.31% compared to 2015 which was
Rp196.59 trillion. Following the loan growth, NPL gets
better to be 0.32% in 2016 from 2015 which was 0.83%,
which indicated controlling process and loan settlement
were improving.Third Party Fund Growth
2.
Corporate Banking
Bank Mandiri managed to increase the number of third
party fund from Corporate Banking customers for 15,68%
to be Rp178.32 trillion in 2016 which includes LFC of
Rp98.41 trillion and time deposit of Rp79.91 trillion,
compared to 2015 for Rp154.15 trillion.
3.
Fee Based Income
In 2016, fee based income generated by Corporate
Banking Bank Mandiri was at Rp2.17 trillion, an increase
by 52.79% compared to 2015 which was Rp1.42 trillion.
The cumulative of fee based income consist of fee trade
finance and fee bank guarantee at Rpxx billion, foreign
exchange fee Rpxx billion and loan administration fee at
Rpxx billion.
4.
Corporate Banking Profitability Segment
Corporate Banking revenue recorded at Rpxx billion
with the main revenue coming from loan business at
Rpxx billion or xx% from the total income received by
Corporate Banking. Other than that there is also revenue
from fee based income and transactional of Rpxx billion.
Corporate Banking business contribute the net income of
Bank Mandiri in 2016 for Rpxx billion or an increase by xx%
compared to 2015 for Rp7.684 billion.
Throughout the year 2016, Corporate Banking has been
supporting the government national program, both through
providing transactional system as well as fund disbursement,
such as:
1. Supporting the government in transactional for State
Receivable (Tax, Non-Tax State Income/PNBP and custom)
through State Receivable Module (Modul Penerimaan
Negara/MPN).
2. Supporting National Budget spending fund disbursement
through Treasury and State Budget System (Sistem
Perbendaharaan Anggaran Negara/SPAN).
3. Developing premium receivable channel for Health Care
and Social Security Agency (BPJS) and in cooperation with
the partner of Payment Point Online Bank (PPOB).
4. Supporting transactional within healthcare sector by
implementing Mandiri Hospital Application (Mandiri
Aplikasi Rumah Sakit/MARS) for easy access on payment and
monitoring.
Bank Mandiri through Corporate Banking also supporting the
government program in developing infrastructure. Until 2016,
Corporate Banking has disbursing loan for infrastructure at
xx% from the total loan that has been disbursed by Corporate
Banking in 2016.
Some of the infrastructure projects that received financing
facilities for Corporate Banking in 2016 are:
Other than that, Corporate Banking also play a role in financing
the procurement of Alutsista to the Ministry of Finance, such as:
•
Procuring Multi Role Light Frigate (MLRF)
•
Multiple Launch Rocket System
•
Procuring Main Battle Tank (MBT)
•
Procuring Tactical Vehicle 2.5 Ton (4x4)
•
Procuring C-705 missile
•
Procuring C-705 test bench
•
Procuring Engine Sukhoi
•
Procuring Ammunition Amphibious Tank BMP-3F.
Strategy and Work Plan 2017
Strategy and Work plan 2017 are:
Moving forward, Corporate Banking will keep on strengthening
its position as the financial market leader of Indonesia
corporate, supporting the government program (be it in
term of financing, transaction, as well as fund disbursement
of government project), and providing transactional solution
which has been adjusted according to customer’s needs.
To support Corporate Plan Bank Mandiri 2016 - 2020 which is
to be Indonesia’s Best, ASEAN’s Prominent where Corporate
Banking will be one of the core growth segment and supported
by Wholesale Strategy Corporate Plan with one of the main
strategy is "deepen client relationship”, for that Corporate
Banking in 2017 will do the following 3 (three) initiative
strategies.
3 initiative strategies which will be developed by Corporate
Banking in 2017 :
1. Portfolio Strategy: Strategy to define customer & sector
which will be the focus growth for Corporate Banking, such
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as infrastructure sectoral
2. Business Strategy: Strategy to improve competitive
advantage of Corporate Banking, by improving the human
resource quality and business process re-engineering.
3. Operational Strategy: Strategy to improve services
to Corporate Banking customers, including service
improvement on transaction banking and banking solution
through coordination and alliance with the subsidiary
company
Mandiri DPLK
The Financial Institutions Pension Fund Mandiri (Mandiri Dana
Pensiun Lembaga Keuangan/Mandiri DPLK) as affiliated entity
since 2011 has been under the coordination of Corporate
Banking. Mandiri DPLK play its role in facilitating Fixed
Premium Pension Program (Program Pensiun Iuran Pasti/PPIP)
for individual, employee and independent worker, as well as
managing Reserve Severance Fund (Dana Cadangan Pesangon)
(Compensation Severance Pension Program/Program Pensiun
Untuk Kompensasi Pesangon – PPUKP) for employees.
Mandiri DPLK offered 5 (five) investment packages which
member can choose namely, Money Market, Fixed Income
Investment, Stock Investment, Combine Investment with
choices of combination and Sharia Investment.
As of 31 December 2016, the total fund managed by Mandiri
DPLK has reached Rpxx trillion, which above the average
of industry amount at Rpxx trillion. In 2016, Mandiri DPLK
managed to be in the level xx with a potential market of xx%,
an increased by xx% compared to the previous year which was
10.2%..
Commercial Banking
The presence of Commercial Banking is to manage customers
for company/ customers which relatively small scale industry
from the customers managed by Corporate Banking segment.
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“Total Solutions” is still the tagline for Commercial Banking
which presenting the best solution offered in the form of
product bundling asset, liability and fee based according to
customer’s need and supported with the usage of e-Channel
system with the aim to target low fund and fee based income
from low risk products.
Commercial Banking Performance in 2016
In 2016, Commercial Banking managed to reach the following
achievements:
1. In 2016, Commercial Banking collected fund of Rp66.35
trillion or an increased by 4.28% compared to the
achievement in 2015 for Rp63.63 trillion.
2. In 2016 Commercial Banking managed to disburse loan for
Rp165.16 trillion or an increased by 2.82 % compared to
2015 at Rp160.62 trillion.
3. Non-Performing Loan (NPL) gross level of Commercial
Banking in 2016 was 9.32% or an increased compared to
NPL in the same segment in 2015 which was 2.64%.
4. Fee based income (FBI) of Commercial Banking in 2016 was
at Rp1.213 trillion or a decrease by 11.98% compared to the
FBI in 2015 which was Rp1.213 trillion.
Commercial Banking Profitability:
In 2016, Commercial Banking managed to get net interest of
Rp5.88 trillion, or a decreased by 16.50% compared to 2015 at
Rp7.04 trillion
Strategy and Working Plan
Inisiatif strategis yang akan dikembangkan di Commercial
Banking di tahun 2017 yaitu :
1. Meningkatkan perolehan Contribusi Margin
2. Memperkuat Relationship Manager (RM) dengan membagi
fungsi Relationship Manager (RM) dalam mengelola
debitur secara front end dan middle end
3. Meningkatkan RM Capability Enhancement
4. Meningkatkan sinergi dengan unit kerja terkait untuk
meningkatkan pertumbuhan dana
5. Perbaikan dan penyempurnaan business process untuk
mendukung dan mempercepat proses
6. Penyesuaian Jaringan untuk optimalisasi SDM, kontrol dan
Biaya
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Manajemen atas Kinerja Perusahaan
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Tinjauan Fungsi
Pendukung Bisnis
Treasury
Responsible and authorized to conduct the treasury activity
function in Bank Mandiri, including monitoring the treasury
activity of Subsidiary Company.
In general, all of the treasury activity will be divide into 2 (two)
portfolio, namely:
1. Trading book
It relate to all Bank trade position in financial instrument in
the administrative balance and account own and aims to
generate short germ profit.
2. Banking book
It relate to all position as appointed by liquidity fulfilment,
asset management & optimum Bank liability, as well as
capital aspect.
Treasury product which was being transaction in money market,
be it for trading book purpose or banking book includes:
1. Foreign exchange products
Product based on selling/buying transaction done in cash or
long term between two currencies by submitting the fund
as agreed.
2. Money Market products
Product based on transaction of fund placement/loan
between bank with a short time frame including selling/
buying transaction of promissory notes and repo/reverse
repo.
2. Development implemented due to Client Team activity:
- Development of products and services to meet the
needs of customer's investment such as customer's
security bond and launched of Mandiri Deposito Swap.
- Treasury bundling product with loan and trade finance.
- Focus to get in depth with market share in the major
customers and its subsidiary companies.
- Diversification of derivative products to meet the needs
of the customer hedging.
Treasury Performance in 2016
Contribution Margin Treasury in 2016 has reached Rp6.2 trillion
where in reality it has reached the target with the following
details:
triliun
4,000
3,342.93
3,258.97
3,000
113.98%
3,103.03
2,722.48
2,000
1,000
3. Securities products
Promissory notes product including debt acknowledgment
letters, notes, bonds credit securities or its derivatives
thereof, or other interest or an obligation of the issuer in the
form common trade.
4. Derivative & structured products
A transaction based on a contract or payment agreement
which value is derived from the value of derivatives
that was underlie such as interest rates, exchange rates,
commodities, equities, indices, and combinations, followed
either by movement or without movement of funds/
derivatives, but excluding credit derivatives.
102.58%
FBI
NI
Target
Realisasi
As for total volume, please refer to the following table:
volume
300
288.64 108.40%
266.26
250
Treasury Development in 2016
Throughout 2016, Bank Mandiri has implemented a number of
strategy related to development and market of Treasury, such
as:
1. Development implemented due to Trading & Banking
activity:
- Conducting trading derivative products such as Cross
Currency Swaps, Interest Rate Swap and Currency
Option.
- Strengthening the funding structure especially for
a long-term financial needs through the issuance of
Negotiable Certificate of Deposit (NCD), Senior Debt,
and Bilateral Loan.
200
195.97
183.00 107.09%
150
100
68.00
56.86 83.61%
39.42
35.58
50
Forex
Forex
Interbank Nasabah
Target
Realisasi
Fixed
Income
111.42%
Money
Market
keterangan
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From the above table it can be seen that the average of treasury
volume rate has reached more than 100% from the target, and
for Foreign Exchange Customer, it has reached 83.61%..
Bank Mandiri Treasury Profitability
At the end of 2016, the total treasury income has reached Rpxx
trillion which keeps on increasing from 2014 all the way to 2016
with the average increment of XXX% and contributed from:
a. fee based income
Fee Based Income of 2016 has reached Rpxx trillion,
increased by xx% compared to the previous year which was
Rpxx trilion. The Compound Annual Growth Rate (CAGR) of
fee based income from 2014 to 2016 was XXX%.
.
a. Net Interest Income
Net Interest Income for 2016 reached Rpxx trillion, an
increase by xx% compared to the previous year of Rpxx
trillion. CAGR net interest income from 2014 to 2016 was
21%.
Ward received
Throughout 2016, Treasury Bank Mandiri has received a number
of award namely:
1. Alpha Southeast Asia : Best FX Bank for Corporate &
Financial Institution 2016
2. The Asset : Best in Treasury and Working Capital – SMEs
2016
3. Global Finance: Best FX Provider in Indonesia 2017.
4. The Ministry of Finance for Republic of Indonesia: The Best
State Primary Dealer Surat Utang Negara terbaik, Participant
of The best Sharia Promissory Note.
Strategy and Work Plan 2017
Treasury division has set the following strategy and working
plan for the next one year:
7. Optimizing Branches Offices Overseas role in doing offshore
transaction such as Global Bonds, NDF, and structure
products
8. Strengthening funding structure through wholesale
funding such as NCD issuance, bond and loan bilateral.
9. Improving cross selling Treasury products to existing
customers such as loan and trade finance customer.
10. Offering new product for hedging requirement as well as
investment customer such as call spread, dual currency
investment, and par forward.
11. Expanding distribution network through additional money
changer and Foreign Exchange development transaction
through electronic channel such as e-FX and mobile..
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International Banking & Financial
Institutions Group (IBFI)
IBFI is working unit with responsible on the following tasks:
1. Developing business with financial (bank and non-bank)
institutions customers both domestic and international,
including Regional Development Bank (BPD), insurance
company and security company and institution supporting
capital market actively and progressively.
2. The development activities and supervision of overseas
offices (Singapore, Hong Kong, Shanghai, Cayman Islands
branches and Bank Mandiri (Europe) Limited).
3. Trust services or storage services with management to
support government programs in accommodating the
needs of custody assets of oil and gas companies so that the
foreign exchange results of the export proceeds managed
by Bank in Indonesia and also as part of the support of the
Government tax amnesty program.
BFI Development in 2016
Along with the growth and complex needs of customers, IBFI
provides integrated banking solution for customers in the
Financial Institutions segment. As a single point of contact, IBFI
coordinate all products and services that suit the needs and
provide added value for customers in order to create long term
business relationship.
In order to develop the wholesale transaction banking, IBFI
increase its cooperation with various Regional Development
Banks through the use of Service Transaction Banking, Custody,
Treasury, and (General Master Repo Agreement (GMRA)
Indonesia amongst other as one of the forms of liquidity
support and optimization of investments for the Regional
Development Banks. In addition, to support the increase of
wholesale transaction banking, IBFI also conducts strategic
alliance with the main correspondent banks.
Moreover, in order to support the government's program
to accelerate infrastructure development, IBFI has signed a
Memorandum of Understanding (MoU) with Germany KfW
Bank and the Export-Import Bank of Korea for infrastructure
financing. Meanwhile, in order to support development in rural
areas as well as the financing in the agricultural sector, IBFI has
signed MoU with Nonghyup Bank South Korea.
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IBFI Performance 2016
05
Tinjauan Fungsi
Pendukung Bisnis
Pertumbuhan FBI dan NII Tahun 2014-2016
1. In the midst of a decrease in bank liquidity, third-party funds
in IBFI group on December 31, 2016 able to increase by
10.82% compared to 2015. Following is IBFI development
absorptive from 2012 to mid of 2016 (in Rp billion):
Jumlah Penyerapan Dana IBFI Tahun 2012-2016
2.
Loan disbursement in 2016 has increased by 30.14%
compared to 2015. The majority of these loans were
distributed through overseas offices. Following is the loan
disbursement in 2012 to 2016(in Rp Billion):
4.
In 2016, IBFI managed to lead 21.09% remittance business
market share from the total volume of national banks,
31% domestic market share trustee services, 7.36% market
share custodian services for mutual funds, 18.72% market
share of State Bond Management and 30.27 market
share of corporate bond management; 22.14% market
share trustee issuance of bonds and 23.36% market share
monitoring agency Medium Term Notes (MTN), and 54%
market share payment bank from the number of stock
exchange members.
5.
To serve the needs of Renminbi transaction in 2016,
as a continuation of Renminbi license acquired on 29
December 2015, Bank Mandiri Branch in Shanghai has
managed to gain Cross Border Renminbi License from
the local authorities and appoint Bank Mandiri as the only
Indonesian bank in China to serve the needs of customers
to do Renminbi transactions directly.
6.
In order to support the tax amnesty program, IBFI play an
active role as a coordinator for the implementation of a tax
amnesty program office at Bank Mandiri. Through alliances
with the related group, subsidiary companies and offices
overseas, until 31 December 2016, the total taxes paid
ransom through Bank Mandiri was at Rp16.1 trillion and
repatriation of funds collected at Rp23.6 trillion.
Pertumbuhan Kredit IBFI Tahun 2012-2016
IBFI Profitability
3.
3. In 2016, fee-based income earned by IBFI Group
decreased by 2.39%, one of which is due to the reduce
income of foreign exchange remittance fee as an after
effect of mandatory usage of Rupiah for transactions in
country, however the Net Interest income increased by
17% due to the growth in loans and funds. Following is the
development of the FBI and the NII from 2013 to 2016 (in
Rp billion):
As of 31 December 2016, IBFI managed to contribute income
to Bank Mandiri for Rp1,803.64 billion or an increase by 10%
compared to the previous year.
Strategy and Work Plan 2017
IBFI committed to play an active role in realizing the vision of
Bank Mandiri to be "Indonesian's best, most prominent ASEAN".
Therefore, IBFI will continue to improve the alliances with
the whole group and subsidiary companies in developing a
wholesale transaction banking.
In 2017, the IBFI will remain focused on wholesale remittance,
trade and capital markets services, which will be marketed
through bundling products programs with the products and
services owned by Mandiri Group. Some of the initiatives that
will be developed by the IBFI in 2017 are :
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1. Banking solution for insurance company targeted to
improve the business with insurance companies, both
which has and has not become customers of Bank Mandiri
and its subsidiary companies.
2. Transaction banking cooperation with Regional
Development Bank.
3. Improvement of remittance transaction, especially on exotic
currency.
4. Expanding network for overseas offices.
5. Improving the system capacity and transaction process
to support portfolio growth and number of custodian
customer.
Mandiri Overseas Offices
2.
3.
4.
5.
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Management to serve the needs of customer’s investment
products namely bonds, funds, and treasury products.
Renminbi service development, such as the distribution
of loan and trade financing facilities and remittance in
Renminbi currency through Bank Mandiri Hong Kong as
well as cross border Renminbi transaction license at Bank
Mandiri Shanghai.
Improvement of financial solution through syndicate loan
and bridging financing (acquisition financing).
Optimizing liquidity management through financial
instrument.
Increasing banking transactional volume by offering
treasury and trade product.
Bank Mandiri Foreign Office focuses on the wholesale segment
in Singapore, Hong Kong, Shanghai, Cayman Islands and
London (Bank Mandiri (Europe) Limited).
Beside the role as a receiver tax amnesty program payment
and a referral channel distribution of funds repatriation
for Indonesia territory, the Foreign Office also support the
implementation of government programs by acting as a
channel of Non-Tax State Income (PNBP).
Bank Mandiri Foreign Office committed to continuously
improving the service to grow with Indonesia customers by
providing a wide range of cross border alternative products/
services to address the needs of international customers'
transactions, such as:
Mandiri Overseas Offices Performance in 2016
1. In 2016, Bank Mandiri Foreign Office assets has grown while
maintaining the quality of the assets distributed. Following
is the development of the total assets of the Foreign Office
during the period 2013 - 2016 (in Rp billion):
1. Financing solutions: Working Capital Loan, Investment
Loan, Syndicate Loan, and Collateral Time Deposit Loan.
2. Deposit products: giro, time deposit, settlement account,
escrow account.
3. Trade services & trade financing: import products (LC
issuance, Issuance Payable at Sight LC, Trust Receipts),
Export products (LC advising, LC transfer, Bills Purchasing/
forfaiting, invoice financing), paying agent, reimbursing
bank, documentary collection, bank guarantee, standby LC,
interbank trade financing.
4. Remittance: incoming and outgoing remittance.
5. Treasury: foreign exchange, promissory note, interbank
money market, hedging solutions.
Carrying the vision to be the best in the ASEAN region in 2020,
Bank Mandiri Foreign Offices tried to sharpening the business
focus for each Foreign Office to become:
1. Bank Mandiri Singapore as Financial Hub
2. Bank Mandiri Hong Kong as International Trade Hub
3. Bank Mandiri Shanghai as Renminbi Center for transaction
from Indonesia
4. Bank Mandiri Cayman Island as an extended liquidity
management of Bank Mandiri
5. Bank Mandiri (Europe) Limited as a gateway for business
group of Bank Mandiri in European, Middle East and Africa
market.
Mandiri Overseas Offices Development in 2016
Throughout 2016, the Foreign Office has implemented several
strategies related to the development of Bank Mandiri market
share in international markets, such as:
1. Improving alliances between business units in Mandiri
Group particularly between Bank Mandiri Singapore
Mandiri, Mandiri Securities and Mandiri Investment
2. Bank Mandiri Foreign Office until December 2016
successfully disbursed loans at Rp27.2 Trillion, an increase of
Rp5.19 trillion or 24%.
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Pendukung Bisnis
Retail
Third Party Fund for Retail Banking Development
Retail Banking Third Party Fund (DPK) total deposits as of
December 2016 has reached Rp435 trillion, an increased by
Rp45.3 trillion or 11.6% compared to 31 December 2015.
Composition of the third party funds in 2016 consisted of 10.5%
current account, 59.6% savings, and 29.9% time deposit.
Retail Banking Loan Growth
Mandiri Overseas Offices Profitability
Credit disbursement as of December 2016 increased for Rp20.98
trillion from Rp175.211 billion in 2015 to Rp196.194 billion in
2016 or 12.0% from 2015. Unfortunately, the loan growth was
not followed by improvements in the loan quality as NPL rate
has a slight increase from 2.90% at the end of 2015 to 2.91% at
the end of 2016.
The total assets of the 5 Bank Mandiri Foreign Office as of
December 2016 is above Rp45 trillion with a total revenue
of Rp1.05 Trillion. This shows positive performance of Bank
Mandiri Foreign Office amid the unfavorable economic situation
through the above strategies implementation.
Fee Based Income
Strategy and Working Plan 2017
Berbagai Produk/Jasa Retail Banking yang ditawarkan adalah
sebagai berikut:
Entering 2017, Bank Mandiri Foreign Office will continue
the activities that has been started in the previous years by
prioritizing the development of Indonesian business-related
using a holistic approach to the customer. The Foreign Office
will continue working to provide cross-border products/
services solutions as a whole for the development of customer's
business in the international market, both in term of financing,
treasury, investment, trade services/finances and remittance
services.
Retail Banking Fee Based Income as of December 2016 was at
Rp 8.6 trillion and contributed for 46.7% of a total Bank Mandiri
fee based at Rp18.4 trillion
1.
Mandiri KPR
Mandiri KPR merupakan kredit pemilikan rumah dari
Bank Mandiri yang diberikan kepada perorangan untuk
keperluan pembelian rumah tinggal/apartemen/ ruko/
rukan yang dijual melalui Developer atau Non Developer.
Varian Produk Mandiri KPR meliputi Mandiri KPR Reguler,
Mandiri KPR Top Up, Mandiri KPR Take Over, Mandiri KPR
Duo, Mandiri KPR Flexible, dan Mandiri KPR Angsuran
Berjenjang.
2.
Mandiri KPR Multiguna
Mandiri KPR Multiguna merupakan kredit yang diberikan
kepada perorangan untuk berbagai kebutuhan konsumtif
dengan agunan kepemilikan rumah tinggal/apartemen/
ruko/rukan dan terdiri dari Mandiri KPR Multiguna Reguler,
Mandiri KPR Multiguna Top Up, dan Mandiri KPR Multiguna
Take Over.
3.
Mandiri KTA
Mandiri KTA merupakan kredit perorangan tanpa agunan
dari Bank Mandiri untuk berbagai kebutuhan seperti
pendidikan, pernikahan, kesehatan, renovasi rumah dan
kebutuhan keluarga lainnya yang terdiri dari Mandiri KTA
Reguler, KTA Payroll, dan KTA Selected Company.
4.
Mandiri Auto Loan
Merupakan kredit pembelian/beragunan kendaraan
baru dan kendaraan bekas bagi perorangan (individu)/
perusahaan untuk keperluan pribadi atau usaha dalam
bentuk Fleet financing dan Kredit Kendaraan Bermotor
(KKB) melalui Mandiri Tunas Finance dan Mandiri Utama
Finance.
5.
Kredit Usaha Tunai Small Business
Merupakan fasilitas kredit yang diberikan dalam bentuk
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
tunai atau pemindahbukuan kepada pengusaha segmen
menengah dengan limit sd Rp 10 Miliar. Bentuk kredit
yang diberikan sangat beragam, diantaranya Mandiri
Kredit Modal Kerja, Mandiri Kredit Investasi, Mandiri Kredit
Agunan Deposito, Mandiri Kredit Usaha Produktif dan
kredit Small Business ke 14 sektor unggulan (layanan
kesehatan, FMCG, telekomunikasi, oil & gas, perkebunan,
penerbangan, tembakau, teknologi informasi, pemerintah,
media, konstruksi, pendidikan, tekstil dan jalan dan rel).
6.
09
Referensi Silang
Kriteria ARA 2015
123
10
Laporan Keuangan
Konsolidasian
Kelautan Perikanan untuk memberdayakan komunitas
nelayan, Bank Mandiri menyalurkan Kredit JARING
(Jangkau, Sinergi dan Guideline) Nelayan termasuk
didalamnya membuat guideline pembiayaan kepada
sektor jasa keuangan dari hulu sampai hilir (value chain)
serta peran dari pihak-pihak yang terlibat didalamnya.
Program ini diharapkan meningkatkan optimisme, minat,
dan komitmen Pelaku Jasa Keuangan untuk masuk dan
mengeksplorasi sektor kelautan dan perikanan sehingga
sektor ini berkembang, berdaya saing dan berkembang
secara berkelanjutan
Kredit Usaha Non Tunai Small Business
Merupakan fasilitas kredit yang diberikan dalam bentuk
penanggungan (kesanggupan untuk melakukan
pembayaran di kemudian hari) sehingga tidak dilakukan
penarikan tunai atau pemindahbukuan. Produk/layanan
dari kredit ini terdiri dari Produk Impor & Trust Receipt,
Surat Kredit Berdokumen Dalam Negeri (SKBDN), Forfaiting
dan Bank Garansi.
12. Mandiri Kartu Kredit
Mandiri Kartu Kredit merupakan produk kartu kredit yang
berasosiasi dengan Visa International dan Master Card
Worlwide. Varian produk yang ditawarkan meliputi kartu
kredit individual, commercial dan corporate dengan pilihan
segmen Silver, Gold, Platinum dan High Networth.
7.
Kredit Program Small Business
Merupakan implementasi dari penunjukan Pemerintah
kepada Bank Mandiri sebagai Bank Penyalur kredit
program yang terdiri dari Kredit Ketahanan Pangan dan
Energi (KKP-E), Kredit Pengembangan Energi Nabati
Revitalisasi Perkebunan (KPEN-RP), dan Kredit Usaha
Pembibitan Sapi (KUPS).
13. Mandiri Giro
Mandiri Giro merupakan simpanan dana pihak ketiga
dalam Rupiah dan Valas bagi pengusaha UMKM dan
nasabah prioritas yang penarikannya dapat dilakukan
setiap saat dengan menggunakan cek, bilyet giro, sarana
perintah pembayaran lainnya sesuai ketentuan yang
ditetapkan Bank Mandiri.
8.
Kredit Usaha Micro (KUM)
KUM diperuntukan bagi pengusaha micro & kecil yang
membutuhkan Kredit Investasi (KI) dan atau Kredit Modal
Kerja (KMK) untuk pengembangan usaha produktif
maupun konsumtif dengan limit sd Rp 100 juta hingga Rp
200 juta (khusus top up). Fasilitas pembiayaan ini dapat
diberikan kepada semua pemilik usaha mikro dan usaha
rumah tangga baik berbentuk perusahaan, kelompok
usaha, dan perorangan (seperti pedagang, petani,
peternak, dan nelayan).
14. Mandiri Tabungan
Mandiri Tabungan merupakan produk simpanan dana
dimana penarikan uangnya dapat dilakukan setiap saat
dengan menggunakan media tertentu, tapi tidak dapat
menggunakan bilyet giro, cek ataupun alat-alat lainnya
yang sama. Nasabah penabung yang disasar adalah
nasabah individual mass hingga mass affluent serta
pengusaha skala UMKM.
9.
Kredit Serbaguna Micro (KSM)
KSM diperuntukan bagi pengusaha micro & kecil yang
membutuhkan pembiayaan berbagai macam keperluan
(serbaguna), selama tidak melanggar kesusilaan, ketertiban
umum dan bertentangan dengan hukum dengan
maksimum limit kredit sebesar Rp200 Juta. Fasilitas
pembiayaan ini dapat diberikan kepada semua pemilik
usaha mikro dan usaha rumah tangga baik berbentuk
perusahaan, kelompok usaha, dan perorangan (seperti
pedagang, petani, peternak, dan nelayan).
10. Kredit Usaha Rakyat Retail (KUR Retail)
Bank Mandiri juga mempunyai program KUR untuk usaha
produktif segment mikro, kecil, menengah, dan koperasi
yang layak / feasible namun belum bankable untuk modal
kerja dan/atau kredit investasi melalui pola pembiayaan
secara langsung maupun tidak langsung (linkage). Limit
maksimal KUR retail bisa mencapai Rp 500 juta dengan
tenor waktu perpanjangan sd 6 tahun untuk KI dan 10
tahun untuk KMK.
11. Program JARING Nelayan
Dalam rangka mendukung program OJK & Kementrian
Persyaratan untuk membuka produk tersebut tergolong
sangat mudah dan sederhana. Produk Mandiri Tabungan
yang ditawarkan sangatlah beragam yang disesuaikan
dengan kebutuhan nasabah, yaitu Mandiri Tabungan
Bisnis, Mandiri Tabungan Rencana, Mandiri Tabungan
Investor, Mandiri Tabungan Haji, Mandiri Tabungan Valas,
dan Mandiri TabunganMU (Mitra Usaha).
Fasilitas tambahan yang melengkapi produk tersebut
adalah Mandiri Debit Card, Mandiri Internet, Mandiri
Mobile SMS dan Mandiri ATM.
15. Mandiri Deposito
Mandiri Deposito merupakan simpanan berjangka dalam
bentuk mata uang Rupiah ataupun mata uang asing.
Nasabah deposan yang disasar adalah nasabah individual
mass hingga mass affluent serta pengusaha skala UMKM.
16. Mandiri Debit
Mandiri Debit merupakan fasilitas kartu dari rekening
Mandiri Tabungan/Giro Rupiah Perorangan yangdapat
digunakan untuk bertransaksi di mesin ATM, di toko/
merchant (mesin EDC), di merchant/website online/
eCommerce.
17. Mandiri Prioritas & Mandiri Private
124
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
Mandiri Prioritas & Mandiri Private merupakan layanan
eksklusif dari Bank Mandiri khusus bagi nasabah premium
(mass affluent) yang memungkinkan nasabah tersebut
memperoleh pelayanan eksklusif dan fasilitas terbaik serta
mendapatkan perhatian khusus terhadap pertumbuhan
finansial. Pertumbuhan finansial dan portofolio nasabah
premium ini dilayani secara khusus oleh Priority Banking
Officer dan Relationship Manager Priority Banking / Private
Banking. Dalam hal ini nasabah prioritas adalah nasabah
dengan kepemilikan FUM (Fund Under Management)
minimal Rp 1 Miliar sementara itu nasabah private adalah
nasabah dengan kepemilikan FUM minimal Rp 20 Miliar.
18. Produk Investasi dan Bancassurance
Bank Mandiri juga menawarkan produk Investasi bagi
individual dengan produk yang terdiri dari Reksadana,
Obligasi Negara Ritel dan Sukuk Ritel. Bank Mandiri juga
memberikan layanan Bancassurance yang terdiri dari AXA
Mandiri Financial Services, Mandiri Investasi Sejahtera,
Mandiri Jiwa Sejahtera, dan Mandiri Rencana Sejahtera.
19. Program Mandiri Tax Amnesty (TA)
Bank Mandiri juga melakukan penghimpunan dana
repatriasi program pengampunan pajak atau tax amnesty
yang selanjutnya ditempatkan dalam bentuk produk
perbankan seperti tabungan, deposito, dan produk
investasi (seperti obligasi, sukuk, reksa dana, asuransi,
treasury, asset management, pasar modal, capital/venture
funds) serta instrumen non keuangan lainnya. Program
Mandiri TA ini didukung 58 outlet prioritas, 1.460 kantor
cabang di seluruh Indonesia, serta 7 jaringan luar negeri
Pengembangan Segmen Retail Banking di Tahun
2016:
1. Lelang Fiestapoin Regional 2016, sebagai grand event
fiestapoin yang pertama kali diadakan di seluruh wilayah
Region (10 kota) pada bulan November-Desember 2016.
2. Mandiri Sahabatku, Mandiri Sahabatku hadir untuk
meningkatkan martabat pekerja migran indonesia yang
kebanyakan didominasi oleh para kaum wanita dimana
mereka kerap kali di marjinalisasi dalam segala hal. Mandiri
sahabatku berperan dalam membantu mereka agar dapat
lebih berkembang dan belajar dalam berwirausaha &
mendapatkan masa depan yang lebih cerah. Mandiri
Sahabatku merupakan program training entrepreneurship
kepada Buruh Migran Indonesia untuk masa depan yang
lebih baik. Bank Mandiri terus menyebarkan semangat
kewirausahaan. Program yang digelar bersama Mandiri
University sejak 2011 ini telah melatih 8.377 buruh migran
yang tersebar di Hongkong, Malaysia dan Korea Selatan
untuk berwirausaha. Pada tahun 2016 Mandiri Sahabatku
telah mencapai 10.000 member. Program ini selain untuk
CSR program juga untuk meningkatkan bisnis remitansi di
negara – negara tujuan TKI.
3. Kerjasama Remitansi dengan Seven Eleven Hongkong,
PT Bank Mandiri Tbk berkomitmen untuk memudahkan
masyarakat Indonesia di luar negeri untuk mengirimkan
uang ke Tanah Air. Memenuhi komitmen tersebut Bank
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Mandiri bekerjasama dengan The dairy Farm Company
limited, pengelola 7-eleven di Hong Kong, untuk menerima
setoran pengiriman uang dari masyarakat Indonesia.
Kolaborasi antara Bank Mandiri dengan 7-Eleven yang
saat ini memiliki lebih dari 900 gerai ini dapat memberikan
solusi bagi sekitar 150.000 Buruh Migran Indonesia
dalam mengirimkan uang ke keluarga di Tanah Air.
Melalui kerjasama ini, masyarakat Indonesia yang ingin
mengirimkan uang tidak perlu datang dan mengantri di
kantor bank, tetapi cukup menunjukkan kartu pembayaran
yang diterbitkan dan diperoleh dari Bank Mandiri di seluruh
gerai 7-Eleven di Hongkong.
4. Program Tax Amnesty Mandiri Group, Wealth Management
Group bersama dengan IBFI melakukan penghimpunan
dana repatriasi dengan total dana segmen retail mencapai
Rp 11,21 T (DPK) dan Rp 531 M (AUM) pada tahun 2016.
5. Pengembangan S-INVEST, yaitu pengembangan Sistem
Pengelolaan Investasi Terpadu ( otomatisasi terhadap
proses transaksi reksadana) yang merupakan program
strategis dari OJK tahun 2016.
6. Perluasan channel akuisisi Credit Card, dengan
mengembangkan produk baru antara lain produk
CoBrand Mandiri Pertamina Card, JCB Card serta program
relaunching kartu Signature.
7. Peningkatan CASA (Current Account & Saving Account)
Debitur Small Business melalui program MAPAN dan
PINTAR
a. MAPAN (Mandiri Tabungan Pinjaman)
MAPAN merupakan program untuk meningkatkan
average balance CASA dari debitur minimal 20% dari
average baki debet (outstanding) kredit dengan reward
berupa penurunan suku bunga maksimal 0,5% bagi
debitur eksisting dan pemberian suku bunga kompetitif
bagi calon debitur.
b. PINTAR (Pindah Transaksi Rekening)
Sejumlah debitur segmen business banking masih
melakukan aktivitas rekening operasional di rekening
pinjaman sehingga diperlukan sebuah program untuk
memindahkan transaksi dan pembayaran kewajiban
angsuran dari rekening pinjaman ke rekening CASA.
Dengan adanya PINTAR, debitur tidak diperkenankan
untuk memperoleh cek/bilyet giro (BG) dari rekening
pinjaman dan memperoleh reward berupa 2 (dua) buah
buku cek/bilyet giro gratis per bulan dalam periode
waktu yang telah ditentukan.
8. Peningkatan kredit Small Business yang berkualitas melaluil
program PRIMA & Sektor Unggulan
a. PRIMA (Program Referal Internal Mandiri)
Dalam rangka mencapai target pertumbuhan kredit
Business banking, Bank Mandiri melakukan strategi
intensifikasi terhadap nasabah eksisting yang sudah
memiliki produk holding CASA di Bank Mandiri, namun
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
belum memiliki fasilitas kredit. Dengan adanya PRIMA,
relationship manager (RM)/assistant relationship manager
(ARM) memperoleh targetted customer yang potensial dan
berkualitas serta bagi calon debitur mendapatkan reward
berupa suku bunga yang kompetitif.
b. Skim Pembiayaan Sektor ekonomi unggulan
Skim pembiayaan dilakukan kepada 14 sektor ekonomi
prioritas yang terintegrasi dengan sektor prioritas Bank
Mandiri, terdiri dari FMCG (Fast Moving Consumer
Goods), oil & gas, telecommunication, konstruksi,
healthcare, road & rail, plantation, airlines, tobacco,
IT (information & technology), government, media,
education dan textiles.
9. Program Laku Pandai/Branchless Banking
Dalam rangka mendukung implementasi Layanan
Keuangan Tanpa Kantor dalam Rangka Keuangan Inklusif
atau LAKUPANDAI sesuai POJK No. 19/POJK.03/2014 dan
SEOJK No. 6/SEOJK.03/2015, Mikro Banking Group telah
mengimplementasikan program Laku Pandai secara
nasional per tanggal 13 Juli 2016.
Laku Pandai adalah adalah kegiatan menyediakan layanan
perbankan dan/atau layanan keuangan lainnya yang
dilakukan tidak melalui jaringan kantor, namun melalui
kerjasama dengan pihak lain dan perlu didukung dengan
penggunaan sarana teknologi informasi. Dalam hal ini Bank
Mandiri melakukan kerjasama dengan Agen Branchless
Banking yang telah tersebar di seluruh Indonesia.
Untuk mendukung inisiatif LAKUPANDAI tersebut,
utamanya dalam bentuk produk tabungan Basic
Saving Account (BSA), maka Bank Mandiri membuat
produk dengan brand name Mandiri Simpanan Makmur
(SIMAKMUR). SIMAKMUR merupakan rekening simpanan
dalam mata uang Rupiah bagi perorangan yang
belum pernah memiliki rekening di Bank Mandiri dan
penyelenggaraannya dilakukan sesuai dengan syarat dan
ketentuan yang berlaku.
Segmen yang dituju dalam LAKUPANDAI adalah masyarakat
unbanked baik di daerah urban maupun rural, sehingga
dapat menggalakkan program inklusi keuangan.
Produk dan program Laku Pandai/Branchless Banking
adalah:
a. Pengembangan Sistem Akuisisi Agen Individual (SAAI)
Dibutuhkan suatu pengembangan sistem yang dapat
menunjang proses akuisisi Agen Branchless Banking
Bank. Salah satunya adalah dengan dikembangkannya
Sistem Akuisisi Agen Individual (SAAI) dimana petugas
lapangan (Sales Representative Branchless Banking/SRBB)
yg bertugas melakukan prospek dapat mengimput data
secara terintegrasi kepada Kantor Pusat.
09
Referensi Silang
Kriteria ARA 2015
125
10
Laporan Keuangan
Konsolidasian
b. Program Boosting Akuisisi
• Referensi akuisisi Agen dari debitur KUM top-up
min. Rp30 jt
• Akuisisi loket PPOB menjadi agen individu
• Racing akuisisi kompetisi SRBB senasional
c. Proyek pengembangan Branchless Banking
Cicil Emas
Pilot
Project
Kerja Sama
Dengan
Pihak
Ketiga
Agrifin Pagelaran
MFS for Women
Entrepreneurship
Kerjasama
dengan BSM
Kerja sama
dengan Syngenta
dan Mercy Corps
Indonesia
Kerja sama
dengan CDG, MCI
dan J-PAL
Program cicil emas
dimana agen
memberi referral
kepada pihak BSM
Program bundling
layanan branchless
banking dan
pinjaman untuk
petani di Malang
Program
pengembangan
kaum wanita
melalui layanan
branchless
banking
Status:
Pilot project dimulai
9 Mei 2016
Status:
Selesai
Tahap I:
September 2015Juni 2016
Status:
Pilot di Kec.
Tuban, Ngawi,
Bojonegoro
Bundled Service di
Komunitas Pertanian
Pilot
Project
Kerja Sama
Dengan
Pihak
Ketiga
DKPP
Kerjasama dengan Mercy
Corps Indonesia
Kerja sama dengan PPOB DKPP
Rencana implementasi
branchless banking untuk
para petani tebu, jagung,
sawit, di beberapa wilayah
di Indonesia
Akuisisi loket PPOB DKPP
menjadi Agen branchless
banking Bank Mandiri
Status:
Project sedang berlangsung
di Kutacane, Aceh Tenggara
Status:
Launching Desember 2016 : 155
agen berhasil diakuisisi saat ini
(pipeline 8.000 loket sedang
berjalan)
Project BB di Komunitas
Pertanian
Penyaluran
RASTRA
Kerjasama dengan Region IX Kerja sama dengan TNP2K
Pilot
Project
Terkait
Agen BB
Penyediaan agen BB di
lokasi perkebunan sawit
dalam program less-cash
society
Uji coba penyaluran RASTRA
menggunakan agen BB dan
mobile banking sebagai channel
pencairan dana bantuan
pemerintah
Status:
Project sedang berlangsung
di PT BGA Pangkalan Bun,
Kalimantan
Status:
Project berlangsung September
- November 2016
126
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
Project 3
Segmen
02
Laporan Manajemen
03
Sekilas Perusahaan
Sekolah
Komunitas
Pabrik
Segmen sekolah
mengincar target
nasabah murid,
guru dan orang
tua murid untuk
melakukan
transaksi
perbankan
menggunakan
layanan branchless
banking.
Segmen komunitas
mengincar target
nasabah kelompok
pada komunitas
untuk melakukan
transaksi keuangan
melalui agen
branchless
banking.
Segmen pabrik
mengincar target
buruh pabrik
untuk melakukan
transaksi perbankan
menggunakan
layanan branchless
banking.
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Perkembangan Agen Branchless Banking Bank Mandiri
Per 31 Desember 2016, pencapaian jumah agen adalah sebanyak 19.162 agen individu atau 108,16% dari target 2016
yang diajukan yaitu 17.715.
Sementara untuk tabungan SIMAKMUR, per 31
Desember 2016 sudah mencapai 40,479 rekening
dengan saldo Rp107,848,457. Diharapkan setiap
tahun jumlah nasabah dan saldo SIMAKMUR dapat
terus bertambah dan menjangkau seluruh lapisan
masyarakat.
(12,0% YoY) dari tahun 2015 yang sebesar Rp175.211. Adapun NPL segmen retail masih terkendali di kisaran 2,91%
sama seperti tahun 2015 yang sebesar 2,90%. Pertumbuhan kredit retail ini didorong oleh peningkatan Mortgage
sebesar Rp5,4 triliun atau tumbuh 17,8% YoY dengan
jumlah unit yang sudah dibiayai sepanjang tahun 2016
sebanyak 16.732 unit serta KUM Micro sebesar Rp5,3 triliun
atau tumbuh 20,3% YoY termasuk didalamnya penyaluran
KUR sebesar Rp13 Triliun sepanjang tahun 2016.
•
Fee Based Income Retail Banking
Fee Based Income Retail Banking per Desember 2016 sebesar Rp8,6 triliun dan berkontribusi sebesar 46,7% dari total
fee based Bank Mandiri yang sebesar Rp18,4 triliun.
•
Profitabilitas Retail Banking
Sampai dengan akhir tahun 2016, Retail Banking berhasil
memperoleh pendapatan bunga bersih sebesar Rp29,2 triliun, pendapatan operasional lainnya sebesar Rp8,6 triliun
dan menghasilkan margin kontribusi hingga Rp25,7 triliun.
Kinerja Segmen Retail Banking di Tahun 2016
Sepanjang tahun 2016, segmen Retail Banking meraih beberapa
pencapaian di diantaranya adalah:
• Dana Pihak Ketiga Retail Banking
Total DPK Retail Banking per Desember 2016 mencapai
Rp435 triliun, tumbuh sebesar Rp45,3 triliun atau 11,6%
dibandingkan posisi 31 Desember 2015 dengan peningkatan dana murah (giro dan tabungan) sebesar Rp32,5
triliun atau 11,9% YoY. Komposisi dana pihak ketiga tahun
2016 terdiri dari giro 10,5%, tabungan 59,6%, dan deposito
29,9%.
•
Kredit Retail Banking
Penyaluran kredit retail sampai dengan Desember 2016
mencapai Rp196.194 miliar atau meningkat Rp20,98 triliun
Strategi Dan Rencana Kerja Segmen Retail Banking
Tahun 2017
Sesuai dengan aspirasi Corporate Plan Bank Mandiri (Restart
Corplan) 2017 – 2020, telah ditetapkan bahwa consumer dan
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
KSM Micro menjadi new core (2nd Core) untuk mengejar pertumbuhan yang berkualitas. Terkait dengan hal tersebut, maka
di tahun 2017 segment retail banking telah menyusun strategi
dan rencana kerja (program) sebagai berikut:
1. Bank at Work (BAW), adalah program untuk mendorong ekspansi Kredit Berkualitas melalui intensifikasi dan ekstensifikasi basis rekening payroll Bank Mandiri. Paket Produk BAW
ditawarkan dalam dua varian yaitu paket prime dan paket
VIP. Paket BAW prime menjadi benefit default nasabah yang
menerima pembayaran payroll melalui Bank Mandiri dan
ditawarkan dalam 6 benefit produk kredit / jasa keuangan
BAW yaitu Mandiri KTA, Mandiri KPR, Mandiri Auto Loan,
KSM, Mandiri Card, dan Mandiri Insurance.
2. Penyaluran KPR ke Developer Tier 1. Sesuai aspirasi Restart
Corplan, maka pertumbuhan kredit segmen retail akan
didorong oleh peningkatan KPR dengan focus ke Developer
Tier 1. Fokus pembiayaan ke KPR juga merupakan kunci
utama untuk masuk membangun relationship yang lebih
baik lagi dengan nasabah
3. Penyaluran Micro KSM & KTA. Selain itu untuk mendorong
pertumbuhan kredit yang berkualitas, pertumbuhan kredit
segmen retail juga akan ditopang oleh peningkatan KSM
dan KTA. Pengembangan KSM dan KTA ini akan didorong
melalui beberapa cara antara lain:
• Penetrasi nasabah payroll seperti kepada pegawai
Client Tiering Platinum
• Penetrasi nasabah non payroll
• cross sell antara segment dan produk di Bank Mandiri
yang menjangkau nasabah dana, debitur eksisting dan
pengguna e-channel
4. Fokus pengembangan produk dan layanan untuk gen Y,
Bank Mandiri melihat potensi nasabah dari segmen Gen Y
09
Referensi Silang
Kriteria ARA 2015
127
10
Laporan Keuangan
Konsolidasian
mampu memberikan kontribusi yang signifikan terhadap
perkembangan Bank Mandiri dalam penghimpunan dana
dan nasabah yang sustainable khususnya secara jangka
panjang. Untuk menangkap potensi Gen Y tersebut, Bank
Mandiri akan menawarkan produk dan layanan khusus
untuk Gen Y disesuaikan dengan kebutuhan, karakter dan
behaviour nasabah di segmen ini.
5. Integrasi Fiestapoin, program loyalty bagi nasabah cluster
berbasis pengumpulan dan penukaran fiestapoin.
6. Mandiri Dagang Untung 2017, program loyalty bagi nasabah di cluster Utama.
7. Selektif ekspansi kredit Small Business. Mengingat kondisi
perekonomian yang masih rentan terhadap risiko khususnya bagi pengusaha SME, maka Bank Mandiri akan lebih
selektif dalam menyalurkan pembiayaan Small Business
yang saat ini akan difokuskan pada 14 sektor unggulan.
Namun demikian, Bank Mandiri Small Business juga akan
melihat pada kearifan local dan potensi setiap wilayah di
Indonesia dengan mengembangkan skim unggulan wilayah
yang mempertimbangkan potensi bisnis/anchor (nasabah
corporate & commercial banking) setiap wilayah. Ekspansi kredit Small Business juga difokuskan hanya dengan
mengoptimaliasi potensi nasabah individu non debitur
yang memiliki transaksi signifikan di Bank Mandiri melalui
program referral internal Mandiri (PRIMA), Cluster, dan Value
Chain .
8. Pengelolaan kualitas kredit Small Business. Untuk mendorong peningkatan kualitas kredit Small Business, Bank
128
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Mandiri secara berkesinambungan akan terus melalui perbaikan business proses, pengembangan system hingga peningkatan
kapasitas SDM Small Business. Perbaikan bisnis proses tersebut, meliputi:
• Enhancement IPS dan pengembangan BBMS (Business Banking Mobile System).
• Implementasi bisnis proses untuk limit kredit s/d Rp2 miliar (retail loan process).
• Implementasi standar pengelolaan & produktivitas kredit termasuk mempersiapkan career path.
• Peningkatan capability dan product knowledge melalui training dan mentoring.
Integrated The Group
Distributions
Tinjauan Kinerja Keuangan
Laporan Laba Rugi
Bank Mandiri selama tahun 2016 berhasil membukukan Laba Bersih konsolidasian sebesar Rp13.807 miliar, turun 32,01% dari tahun
2015 yang sebesar Rp20.335 miliar. Penurunan tersebut terutama disebabkan oleh kenaikan Pembentukan Cadangan Kerugian
Penurunan Nilai (CKPN) sebesar Rp13.258,71 miliar atau meningkat 113,66% dari tahun sebelumnya, dari Rp11.664,84 miliar menjadi
Rp24.944 miliar.
Tabel Ringkasan Laba Rugi Konsolidasi Tahun 2014-2016 (Rp miliar)
Pendapatan operasional
2014
2015
2016
Perubahan (%)
86.690,04
99.495,70
105.374
5,9%
Beban Operasional
-55.563,59
-61.371,39
-62.878
2,45%
Pembentukan CKPN
-5.718,13
-11.664,84
-24.944
113,83%
5,31
-198,45
181,46
-191,4%
Pembalikan Penyisihan Kerugian
183,48
-179,24
117,64
-165,63%
Kerugian/keuntungan yang belum direalisasi dari penurunan/
kenaikan nilai wajar efek-efek dan obligasi pemerintah dan
investasi pemegang polis pada kontrak unit-linked
146,52
-18,31
15,6
-185,42%
Keuntungan dari penjualan efek-efek dan obligasi pemerintah
234,46
275,50
754,9
170,74%
25.978,11
26.338,97
18.613
-29,33%
Pembalikan Penyisihan Estimasi Kerugian atas komitmen
kontijensi
Laba operasional
29,91
30,46
-39,76
-230,53%
Laba sebelum (beban)/manfaat pajak dan hak minoritas
Pendapatan bukan operasional - bersih
26.008,02
26.369,43
18.573
-29,57%
Beban pajak
-5.353,23
-5.217,03
-3.923
-24,8%
Laba Bersih
20.654,78
21.152,40
14.650
-31,01%
Laba yang diatribusikan kepada :
Kepentingan non pendendali
Pemilik entitas induk
782,91
-817,43
-844
3,25%
19.871,87
20.334,97
13.807
-32,1%
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
129
10
Laporan Keuangan
Konsolidasian
Tabel Laba Rugi Komprehensif Tahun 2014-2016 (Rp miliar)
2014
2015
2016
Perubahan (%)
Laba bersih
20.654,78
21.152
14.650
-30,74%
Penghasilah komprehensif lain - setelah pajak penghasilan
Laba komprehensif tahun berjalan
Laba komprehensif yang didistribusikan kepada :
Pemilik entitas induk
Kepentingan pengendali
827,90
21.482,68
20.699,77
782,91
-705,57
20.446,83
19.658,16
788,67
25.695
40.345
39.484
860,91
-3.741,74%
97,32%
100,85%
9,16%
Pendapatan Operasional
Pendapatan Operasional diperoleh dari pendapatan bunga, pendapatan premi, provisi dan komisi, laba selisih kurs, serta
pendapatan operasional lainnya. Tahun 2016 pendapatan operasional meningkat sebesar 5,9%, dari Rp99.495,70 miliar pada
tahun 2015 menjadi Rp105.638,34 miliar. Pendapatan operasional masih didominasi oleh peningkatan pendapatan bunga dengan
kontribusi sebesar 7,2%, pendapatan syariah 6,94 % dan provisi dan komisi lainnya sebesar 14,23%.
Tabel Pendapatan Operasional Tahun 2014-2016 (Rp miliar)
Pendapatan bunga
Pendapatan syariah
Pendapatan premi
Provisi dan komisi lainnya
Laba selisih kurs - bersih
Lain-lain
Jumlah Pendapatan Operasional
2014
2015
2016
57.563,26
5.074,68
9.364,68
9.131,97
1.587,64
3.968,20
86.690,43
66.366,66
5.203,47
9.546,89
10.014,81
2.238,10
6.125,77
99.495,70
71.145,40
5.564,49
9.378
11.440,00
2.265,23
5.581
105.374
Perubahan (%)
7,20%
6,94%
1,93%
14,23%
1,21%
-9,38%
6,23% Beban Operasional
Beban operasional tahun 2016 mengalami kenaikan sebesar 2,45% dengan jumlah Rp62.878,03 miliar dibandingkan posisi tahun
2015 di level Rp61.371,39. Kontribusi beban gaji dan tunjangan serta beban umum dan administrasi menjadi pos yang paling
dominan, dengan komposisi 10,04% untuk beban gaji dan tunjangan serta 9,05% untuk beban umum dan administrasi. Berikut
adalah komposisi beban operasional dan peningkatannya dari tahun ke tahun:
Tabel Beban Operasional Tahun 2014-2016 (Rp miliar)
Beban bunga dan beban syariah
Beban klaim
Beban gaji dan tunjangan
Beban umum dan administrasi
Lain-lain- Bersih
Jumlah beban operasional
2014
2015
2016
23.505,52
6.683,72
10.848,03
11.448,31
3.078,01
55.563,59
26.207,02
6.409,82
12.376,66
12.799,85
3.578,04
61.371,39
24.884,52
6.725,31
13.618,75
13.958,21
3.691,24
62.878,03
Perubahan (%)
-5,05%
4,92%
10,04%
9,05%
3,16%
2,45%
Sementara itu itu beban bunga dan beban syariah justru mengalami penurunan sebesar -5,05%, hal ini disebabkan oleh turunnya
Cost of Fund seiring dengan situasi kebijakan moneter yang mengarah pada kebijakan easing money policy yang berdampak pada
turunnya suku bunga acuan dan pada akhirnya berpengaruh pada suku bunga bank.
(Pembentukan)/Pembalikan Cadangan Kerugian Penurunan Nilai
Pembentukan Cadangan Kerugian Penurunan Nilai (CKPN) Bank Mandiri pada tahun 2016 mengalami kenaikan sebesar 113,84%
atau menjadi Rp24.944 miliar dibanding tahun 2015 sebesar Rp11.664,84 miliar. Naiknya pembentukan CKPN sebagian besar
didominasi oleh CKPN akibat pemberian kredit dimana pada tahun 2016 mengalami kenaikan menjadi Rp24.277,36 miliar dibanding
tahun 2015 sebesar Rp11.460,58 miliar. Naiknya CKPN ini merupakan salah satu proses mitigasi risiko yang terkait dengan kualitas
kredit. Sementara itu, CKPN piutang pembiayaan konsumen juga mencatat kenaikan sebesar 56,03% pada tahun 2016 yang
mencatat angka sebesar Rp455,03 miliar dibandingan dengan posisi 2015 di level Rp291,63 miliar.
130
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Tabel Pembentukan/Pembalikan Cadangan Kerugian penurunan Nilai Tahun 2014-2016 (Rp miliar)
2014
2015
2016
Perubahan (%)
Giro pada bank lain
Penempatan pada bank lain
Efek-efek
Tagihan atas efek-efek yang dibeli dengan janji dijual kembali
Tagihan lainnya : transaksi perdagangan
Kredit yang diberikan (penyisihan)
Piutang pembiayaan konsumen penyisihan
6,85
10,32
-18,81
-41,94
-115,52
-5.294,73
209,11
0,05
26,26
-34,40
41,94
41,43
11.460,58
291,63
0,18
-21,42
-2,4
-35,09
35,09
24.277,36
455,03
252,00%
-181,55%
-92,81%
-183,66%
-15,3%
111,83%
56,03%
Investasi bersih dalam sewa pembiayaan
Tagihan akseptasi
Penyertaan saham
(Pembentukan)/pembalikan cadangan kerugian penurunan nilai
10,81
44,87
0,49
-5.718,13
-2,36
-16,82
-7,09
-11.664,84
0,19
-130,91
-0,03
-24.944
-107,88%
-878,29%
-99,53%
113,84%
(Pembentukan)/Pembalikan Penyisihan Kerugian
Tahun 2016, Bank Mandiri mencatat pembalikan penyisihan kerugian sebesar Rp117,64miliar, mengalami perubahan sebesar
165,63% dibanding posisi tahun 2015 di level Rp-179,24 miliar. Pembalikan terkait estimasi kerugian yang timbul dari kasus hukum
memberikan kontribusi paling dominan yaitu sebesar Rp265,39 miliar dibanding tahun 2015 di level Rp-11,59 miliar. Sementara
itu estimasi kerugian yang timbul dari kasus fraud membukukan penyisihan sebesar Rp-45,80 miliar atau mengalami peningkatan
pembentukan sebesar 345,92% dibanding tahun 2015 di level Rp-10,27 miliar. Sedangkan Aset lain-lain pada tahun 2016 mencatat
pembentukan penyisihan sebesar Rp-101,96 miliar atau mengalami perubahan sebesar 35,21% dibanding tahun 2015 yang
mencatat angka Rp-157,38 miliar.
Tabel Pembentukan/Pembalikan Penyisihan Kerugian Tahun 2014-2016 (Rp miliar)
Estimasi kerugian yang timbul dari kasus fraud
Estimasi kerugian yang timbul dari kasus hukum
Aset lain-lain
(Pembentukan)/Pembalikan Penyisihan Kerugian
2014
11,71
129,30
42,47
183,48
2015
-10,27
-11,59
-157,38
-179,24
2016
-45,80
265,39
-101,96
117,64
Perubahan (%)
345,92%
-2.389,82%
-21,48%
-153,57%
Keuntungan/(Kerugian) yang Belum Direalisasi dari Kenaikan/(Penurunan) NilaiWajarEfek-Efek ,Obligasi
Pemerintah dan Investasi Pemegang Polis Pada Kontrak Unit-linked
Secara keseluruhan, keuntungan/(kerugian) yang belum direalisasikan dari kenaikan/(penurunan) nilai wajar efek-efek, obligasi
pemerintah dan investasi pemegang polis pada kontrak unit-linked pada tahun 2016 adalah sebesar Rp15,64 miliar, mengalami
perubahan dibanding tahun 2015 pada level Rp-18,31 miliar.
Pada tahun 2016, penurunan efek-efek yang belum direalisasikan pada tahun 2016 adalah sebesar Rp3,5 miliar, sementara itu
obligasi pemerintah mencatat keuntungan dari obligasi yang belum direalisasikan sebesar Rp12,13 miliar, keuntungan perubahan
nilai wajar dari investasi pemegang polis pada tahun 2016 adalah sebesar Rp1.416 miliar, penurunan liabilitas kontrak unit-linked
tahun 2016 adalah sebesar Rp1.416 miliar.
Tabel Keuntungan/Kerugian yang Belum Direalisasi dari Kenaikan/(Penurunan) Nilai Wajar Efek-Efek, Obligasi Pemerintah
dan Investasi Pemegang Polis Kontrak Unit-LinkedTahun 2014-2016 (Rp miliar)
Efek-efek
Obligasi pemerintah
Perubahan nilai wajar investasi pemegang polis dan kenaikan/
(penurunan) kontrak liabilitas kontrak unit-linked
Perubahan nilai wajar dari investasi pemegang polis
Kenaikan / (penurunan) liabilitas kontrak unit-linked
Keuntungan/(kerugian) yang belum direalisasikan dari
kenaikan/(penurunan) nilai wajar efek-efek, obligasi pemerintah
dan investasi pemegang polis pada kontrak unit-linked
2014
2015
2016
Perubahan (%)
93,82
52,70
0,99
-19,30
3,5
12,13
253,54%
162,85%
-2.860,35
-2.860,35
146,52
2.142,17
-2.142,17
-18,31
1.416
-1.416
15,64
-33,9%
33,9%
185,42%
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
131
10
Laporan Keuangan
Konsolidasian
Keuntungan dari Penjualan Efek-Efek dan Obligasi Pemerintah
Keuntungan dari penjualan efek-efek dan obligasi pemerintah pada tahun 2016 mengalami keuntungan sebesar Rp745,90 miliar.
Angka ini mengalami peningkatan sebesar 170,75 % dibanding posisi tahun 2015 di level Rp275,50 miliar.
Efek-efek yang diukur pada nilai wajar melalui laporan laba rugi pada tahun 2016 mencatat keuntungan sebesar Rp53,96 miliar,
mengalami perbaikan dibanding tahun 2015 yang mencatat kerugian sebesar Rp27,76 miliar atau mengalami kenaikan sebesar
294,38%. Efek-efek yang tersedia untuk dijual, pada tahun 2016 turun menjadi Rp35,26 miliar dibanding tahun 2015 yang mencatat
keuntungan sebesar Rp62,68 miliar.
Sementara itu obligasi pemerintah yang diukur pada nilai wajar melalui laporan laba rugi mengalami kenaikan sebesar 181,48%
pada tahun 2016 menjadi Rp59,73 miliar dibanding dengan keuntungan tahun 2015 di level Rp21,22 miliar. Sedangkan obligasi
pemerintah tersedia untuk dijual mencatat keuntungan paling tinggi di level Rp596,96 miliar atau naik sebesar 172,14% dibanding
2015 sebesar Rp219,36 miliar.
Tabel Keuntungan dari Penjualan Efek-Efek dan Obligasi Pemerintah Tahun 2014-2016 (Rp miliar)
2014
Efek-efek
diukur pada nilai wajar melalui laporan laba rugi
Tersedia untuk dijual
Obligasi pemerintah
diukur pada nilai wajar melalui laporan laba rugi
Tersedia untuk dijual
Keuntungan dari penjualan efek-efek dan obligasi pemerintah
39,42
33,36
45,22
116,46
234,46
2015
-27,76
62,68
21,22
219,36
275,50
2016
53,96
35,26
59,73
596,96
745,90
Perubahan (%)
294,38%
-43,75%
181,48%
172,14%
170,74%
Pendapatan Bukan Operasional
Pendapatan bukan operasional pada tahun 2016 mengalami penurunan sebesar Rp39,76 miliar. Penurunan ini didominasi oleh
adanya beban lain-lain sebesar Rp44,33 miliar. Pendapatan atas transaksi KSO pada tahun 2016 nihil, sementara itu pendapatan
sewa gedung pada tahun 2016 adalah sebesar Rp13,65 miliar menurun sebesar 8,1% dibanding posisi 2015 sebesar Rp14,85 miliar.
Laba atas penjualan aset tetap pada tahun 2016 sebesar Rp0,12 miliar menurun dibanding tahun 2015 sebesar Rp0,23 miliar atau
turun sebesar 47,37%. Denda yang dibayar pada tahun 2016 adalah sebesar Rp9,20 miliar lebih tinggi dibanding denda yang
dibayar pada tahun 2015 sebesar Rp6,41 miliar.
Tabel Pendapatan Bukan Operasional Tahun 2014-2016 (Rp miliar)
Pendapatan atas transaksi KSO
Pendapatan sewa gedung
Laba atas penjualan aset tetap
Denda
Lain-lain
Pendapatan Bukan Operasional
2014
15,60
10,23
4,12
-10,90
10,86
29,91
2015
29,26
14,85
0,23
-6,41
7,47
30,46
2016
13,65
0,12
-9,20
-44,74
-39,76
Perubahan (%)
-100,00%
8,1%
47,37%
43,53%
-698,93%
-230,53%
Beban Pajak
Beban Pajak terdiri dari beban pajak kini dan beban pajak tangguhan. Pada tahun 2016, Beban Pajak sebesar Rp3.923miliar menurun
25,29% dibandingkan tahun 2015 sebesar Rp5.217,03 miliar.
Tabel Beban Pajak Tahun 2014-2016 (Rp miliar)
Pajak kini
Pajak tangguhan
Beban Pajak
2014
-5.309,92
-43,31
-5.353,23
2015
-5.548,06
331,03
-5.217,03
2016
-5.089
1.166
-3.923
Perubahan (%)
-7,59%
271,35%
-25,29%
132
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Penghasilan Komprehensif Lain
Pada tahun 2016 Penghasilan Komprehensif Lain setelah pajak penghasilan sebesar Rp25.352,09 miliar atau naik sebesar 3.611,15%
dibanding tahun 2015 yang berada pada level (Rp722,05). Bank Mandiri berhasil membukukan laba pada tahun 2016 dengan
jumlah peningkatan yang cukup signifikan, hal ini dikontribusikan oleh keuntungan revaluasi aset sebesar Rp24.796,52 miliar.
Keuntungan lainnya yang cukup besar adalah dari pos perubahan nilai wajar aset keunangan dalam kelompok tersedia untuk
dijual yang pada tahun 2016 mencatat keuntungan sebesar Rp863,45 miliar atau naik sebesar 173,19% dibanding tahun 2015 yang
membukukan kerugian sebesar Rp1.179,76 miliar.
Tabel Penghasilan Komprehensif Lain Tahun 2014-2016 (Rp miliar)
2014
Pos-pos yang tidak akan direklasifikan ke laba rugi
Keuntungan revaluasi aset tetap
Keuntungan aktuaria
Pajak penghasilan terkait pos-pos yang tidak akan
direklasifikan ke laba rugi
Pos-pos yang akan direklasifikasikan ke laba rugi
Penyesuaian akibat penjabaran laporan keuangan dalam
mata uang asing
Perubahan nilai wajar aset keuangan dalam kelompok
tersedia untuk dijual
Pajak penghasilan terkait pos-pos yang tidak akan
direklasifikan ke laba rugi
Total pos-pos yang direklasifikasi ke laba rugi
Total penghasilan komprehensif lain-Setelah pajak
penghasilan
2015
2016
Perubahan (%)
-289
-65,96
25.141
340
57,78
217,65%
187,6%
-18,00
39,18
-40,72
-203,93%
1.057,37
-1.268,96
945,23
174,49%
211,47
250,47
-116,06
-144,76%
827,90
827,90
-979,31
-705,57
785,35
25.694,88
180,20%
3.741,72%
Laba Bersih dan Laba Komprehensif yang Diatribusikan
Laba bersih yang diatribusikan pada tahun 2016 adalah sebesar Rp14.650,16 miliar, mengalami penurunan sebesar 30,74%
dibanding tahun 2015 sebesar Rp21.152,40. Laba bersih yang diatribusikan kepada pemilik entitas induk pada tahun 2016 adalah
sebesar Rp13.806,57 miliar, mengalami penurunan sebesar 32,10% dibanding tahun 2015 sebesar Rp20.334,97 miliar. Sedangkan
laba bersih yang diatribusikan untuk kepentingan non pengendali pada tahun 2016 adalah sebesar Rp843,60 miliar, mengalami
kenaikan sebesar 3,2 % dibanding tahun 2015 sebesar Rp817,43 miliar.
Laba Komprehensif tahun 2016 yang diatribusikan kepada pemilik entitas induk sebesar Rp39.484,14 miliar, mengalami kenaikan
sebesar 100,85% dibandingkan tahun 2015 sebesar Rp19.658,16 miliar. Sementara itu laba komprehensif yang diatribusikan untuk
kepentingan non pengendali pada tahun 2016 adalah Rp860,91 miliar, mengalami kenaikan sebesar 9,16% dibanding tahun 2015
sebesar Rp788,67 miliar.
Tabel Atribusi Laba Bersih dan Laba Komprehensif Tahun 2014-2016 (Rp miliar)
Pemilik Entitas Induk
Kepentingan Non pengendali
Laba Bersih yang Diatribusikan
Pemilik Entitas Induk
Kepentingan Nonpengendali
Laba komprehensif yang diatribusikan
2014
2015
2016
19.871,87
782,91
20.654,78
20.699,77
782,91
21.482,68
20.334,97
817,43
21.152,40
19.658,16
788,67
20.446,83
13.806,57
843,60
14.650,16
39.484,14
860,91
40.345,05
Perubahan (%)
-32,10%
3,20%
-30,74%
100,85%
9,16%
97,32%
Laba per Saham
Laba per Saham (EPS) Bank Mandiri pada tahun 2016 mencatat Rp591,71 mengalami penurunan sebesar 32,10% dibanding tahun
2015 di angka Rp871,50. Laba per saham atau earning per share (EPS) adalah laba bersih konsolidasian akhir tahun berjalan dibagi
dengan jumlah rata-rata tertimbang saham yang ditempatkan dan disetor penuh pada tahun berjalan. Jumlah rata-rata tertimbang
lembar saham beredar yang digunakan sebagai pembagi dalam menghitung laba per saham dasar dan dilusian pada tanggal 31
Desember 2016 dan 2015 masing-masing sebanyak 23.333.333.333 lembar saham.
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10
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Tabel Laba per Saham Tahun 2014-2016 (Rp)
2014
2015
2016
Perubahan (%)
Dasar (dalam rupiah penuh)
851,66
871,50
591,71 -34,40%
Dilusian (dalam rupiah penuh)
851,66
871,50
591,71 -34,40% Analisis Posisi Keuangan
Aset
Jumlah total aset Bank Mandiri tahun 2016 mengalami kenaikan 14,17% menjadi Rp1.039,71 triliun dibanding tahun 2015 sebesar
Rp910,063 triliun. Kenaikan ini dikontribusikan oleh naiknya beberapa aktivitas antara lain: pertumbuhan kredit yang mengalami
peningkatan sebesar 11,18% pada tahun 2016 menjadi Rp662,01 triliun dibanding posisi 2015 di level Rp595,46 triliun. Sementara
itu, penempatan pada BI dan Bank Lain juga mengalami kenaikan sebesar 97,25% di tahun 2016 menjadi Rp73,62 triliun dibanding
posisi tahun 2015 di level Rp37,32 triliun. Pos Efek-efek netto juga mengalami kenaikan sebesar 29,59% pada tahun 2016 menjadi
Rp56,57 triliun dibanding posisi tahun 2015 di level Rp43,64 triliun. Reverse repo, tagihan derivative dan tagihan lainnya – netto juga
mengalami kenaikan sebesar 33,63% pada tahun 2016 pada level Rp19,46 triliun dibandingkan posisi tahun 2015 di level Rp14,56
triliun.
Tabel Posisi Keuangan Tahun 2014-2016 (Rp miliar)
Kas
Giro pada Bank Indonesia
Giro pada bank lain-netto
Penempatan pada BI dan Bank Lain - netto
Efek-efek-netto
Obligasi pemerintah
Reverse Repo, Tagihan Derivative & Tagihan lainnya-netto
Kredit*
Cadangan kerugian penurunan nilai kredit
Tagihan akseptasi-netto
Penyertaan saham-netto
Aset tetap dan aset tidak berwujud-netto
Aset lain-lain**
Jumlah aset
*)
**)
2014
20.705,00
50.599,00
8.983,00
61.118,00
40.465,00
86.154,00
31.465,00
529.974,00
-17.919,00
13.007,00
55,00
10.573,00
19.858,00
855.040,00
2015
25.109,00
56.314,00
10.152,00
37.321,00
43.642,00
103.869,00
14.563,00
595.458,00
-22.558,00
11.224,00
48,00
11.677,00
23.244,00
910.063,00
2016
22.906,00
52.485,00
103.60,00
73.617,00
56.552,00
98.933,00
19.461,00
662.013,00
32.945,00
14.548,00
245,00
37.619,00
22,913,00
1.038.706,00
Perubahan (%)
-8,77%
-6,80%
2,05%
97,25%
29,58%
-4,75%
33,63%
11,18%
46,05%
29,62%
410,42%
222,16%
-1,42%
12,38%
Termasuk Piutang Pembiayaan Konsumen dan Investasi Bersih dalam Sewa Pembiayaan.
Termasuk Biaya Dibayar di Muka, Pajak Dibayar di Muka, dan Aset Pajak Tangguhan.
Kas
Kas Bank Mandiri pada tahun 2016 sebesar Rp22.906 miliar, berkurang Rp2.203 miliar dari tahun sebelumnya yang sebesar Rp25.109
miliar atau menurun 8,77%. Kas mencakup kas utama, kas ATM dan CDM, dan kas kecil.
Giro pada Bank Indonesia
Giro pada Bank Indonesia mengalami penurunan sebesar -7,30% menjadi Rp52.485 miliar pada tahun 2016 dari Rp56.314 miliar
pada tahun 2015.
Tabel Giro pada Bank Indonesia Tahun 2014-2016 (Rp miliar)
Rupiah
Dollar Amerika Serikat
Giro pada Bank Indonesia
2014
40.379,00
10.220,00
50.599,00
2015
44.557
11.757
56.314
2016
41.014,00
11.471,00
52.485,00
Perubahan (%)
-8,64%
-2,49%
-7,30%
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Giro pada Bank Lain
Jumlah Giro pada Bank Lain meningkat menjadi Rp10.360 miliar pada tahun 2016 atau meningkat 2,01% dibandingkan tahun 2015
yang sebesar Rp10.152,00 miliar. Peningkatan ini terutama disebabkan oleh meningkatnya giro pada bank lain dalam bentuk valuta
asing dan rupiah sebagaimana pada tabel dibawah ini:
Tabel Giro pada Bank Lain Tahun 2014-2016 (Rp miliar)
Rupiah
Pihak berelasi
Pihak ketiga
Jumlah rupiah
Mata uang asing
Pihak berelasi
Pihak ketiga
Jumlah mata uang asing
CKPN
Jumlah giro pada bank lain
2014
20,00
258,00
278,00
1,00
8.707,00
8.708,00
-3,00
8.983,00
2015
2016
23,00
448,00
471,00
1,00
9.683,00
9.684,00
-3,00
10.152,00
26
482
508
1
9.854
9.855
-3,05
10.360,17
Perubahan (%)
13,04%
7,59%
7,86%
0%
1,77%
1,77%
0%
2,05%
Penempatan pada Bank Indonesia dan Bank Lain
Penempatan pada Bank Indonesia dan Bank Lain pada tahun 2016 mengalami kenaikan sebesar 97,25% menjadi Rp73.617,00 miliar
dibanding tahun 2015 sebesar Rp37.321,00 miliar. Penempatan dalam bentuk rupiah pada tahun 2016 naik menjadi Rp38.157,00
miliar dibanding tahun 2015 di level Rp11.561 miliar atau mengalami kenaikan sebesar 230,06%. Sementara itu penempatan dalam
bentuk mata uang asing juga mengalami kenaikan sebesar 37,62% penjadi Rp35.542,00 miliar pada tahun 2016 dibanding Rp25.827
miliar pada tahun 2015.
Tabel Penempatan pada Bank Indonesia dan Bank Lain Tahun 2014-2016 (Rp miliar)
Rupiah
Pihak berelasi
Pihak ketiga
Jumlah rupiah
Mata uang asing
Pihak berelasi
Pihak ketiga
Jumlah mata uang asing
CKPN
Jumlah giro pada bank lain
2014
2015
1.250,00
34.602,00
35.852,00
253,00
25.108,00
25.361,00
-95,00
61.118,00
1.572,00
9.989,00
11.561,00
419,00
25.408,00
25.827,00
-67,00
37.321,00
2016
1.197
36.960
38.157
529
35.014
35.543
-83
73.617
Perubahan (%)
-23,85%
270,01%
230,05%
26,25%
37,81%
37,62%
23,88%
97,25%
Surat Berharga yang Dimiliki (Efek-Efek)
Surat Berharga yang dimiliki Bank Mandiri mengalami peningkatan sebesar 29,58% menjadi Rp56.552 miliar di tahun 2016 dari
tahun sebelumnya sebesar Rp43.642,00 miliar. Peningkatan ini terutama disebabkan karena kenaikan efek-efek pihak berelasi
sebesar 12,44% pada level Rp18.571,00 miliar di tahun 2016, naik dari tahun 2015 yang berada pada level Rp16.517 miliar.
Sedangkan efek-efek pihak ketiga mengalami kenaikan sebesar 37,66% pada tahun 2016 pada level Rp38.251miliar dibanding tahun
2015 di level Rp27.787 miliar.
Tabel Efek-Efek Tahun 2014-2016 (Rp miliar)
Pihak berelasi
Pihak ketiga
Diskonto yang belum diamortisasi, keuangan/(kerugian) yang
belum direalisasi dari kenaikan/(penurunan) nilai wajar efekefek dan cadangan kerugian penurunan nilai
Efek-efek netto
2014
2015
2016
Perubahan (%)
14.803,00
26.048,00
-386,00
16.517,00
27.787,00
-662,00
18.571
38.251
-270
12,44%
37,66%
-59,21%
40.465,00
43.642,00
56.552
29,58%
Obligasi Pemerintah
Sampai dengan akhir tahun 2016, obligasi Pemerintah yang dimiliki Bank Mandiri sebesar Rp98.933 miliar, menurun 4,75% dari
135
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Laporan Keuangan
Konsolidasian
posisi akhir tahun 2015 yang sebesar Rp103.869,00 miliar. Penurunan ini terutama disebabkan oleh turunnya obligasi yang dimiliki
hingga jatuh tempo pada tahun 2016 pada level Rp11.143 miliar dibanding posisi tahun 2015 di level Rp20.811 miliar. Selain itu,
kepemilikan obligasi yang diukur pada nilai wajar melalui laba rugi juga mengalami penurunan sebesar -24,81% menjadi Rp1.191,00
miliar pada tahun 2016 dibanding posisi tahun 2015 di level Rp1.584 miliar.
Tabel Kepemilikan Obligasi Pemerintah Tahun 2014-2016 (Rp miliar)
Obligasi pemerintah
Diukur pada nilai wajar melalui laba rugi
Tersedia untuk dijual
Dimiliki hingga jatuh tempo
Diukur pada biaya perolehan*)
Investasi pada unit-linked**)
Diukur pada nilai wajar melalui laba rugi
Jumlah obligasi pemerintah
2014
1.745,00
61.187,00
21.196,00
876,00
1.150,00
86.154,00
2015
1.584,00
74.153,00
20.811,00
6.055,00
1.266,00
103.869,00
2016
1.191
80.335
11.143
5.027
1.237
98.933
Perubahan (%)
-24,81%
8,34%
-46,46%
-16,98%
-2,29%
-4,75%
*) Obligasi Pemerintah yang dimiliki Entitas Anak yang diklasifikasikan sesuai dengan PSAK No. 110 “Akuntansi Sukuk”.
**) Investasi pada unit-link adalah investasi yang dimiliki oleh pemegang polis pada kontrak unit-linked Entitas Anak yang disajikan
sebesar nilai wajar.
Reverse Repo, Tagihan Derivatif, & Tagihan Lainnya
Pada tahun 2016, jumlah tagihan atas efek-efek yang dibeli dengan janji dijual kembali atau Reverse Repo meningkat 646,68%
menjadi sebesar Rp5.055 miliar dibandingkan tahun 2015 yang sebesar Rp677 miliar. Sedangkan Tagihan Derivatif tahun 2016
sebesar Rp239 miliar menurun 65,91% dibandingkan tahun 2015 sebesar Rp701 miliar. Sementara Tagihan Lainnya - Transaksi
Perdagangan tahun 2016 sebesar Rp14.167 miliar meningkat 7,45% dibandingkan tahun 2015 sebesar Rp13.185,00 miliar. Pada
tanggal 31 Desember 2016 dan 2015, kontrak derivatif tidak ditujukan untuk akuntansi lindung nilai dan kolektibilitas Bank
Indonesia untuk tagihan derivatif adalah lancar.
Tabel Reverse Repo, Tagihan Derivatif, & Tagihan Lainnya Tahun 2014-2016 (Rp miliar)
Reverse repo
Tagihan derivatif
Tagihan lainnya - transaksi perdagangan
Jumlah
2014
2015
19.745,00
71,00
11.652,00
31.468,00
677,00
701,00
13.185,00
14.563,00
2016
5.055
239
14.167
19.461
Perubahan (%)
646,68%
-65,91%
7,45%
33,63%
Kredit
Di tahun 2016, total pemberian kredit bruto Bank Mandiri mengalami peningkatan sebesar 11,18%, dimana posisi per 2016 tercatat
sebesar Rp662.013,00 miliar, naik dibanding posisi tahun 2015 di level Rp595.458 miliar. Pemberian kredit kepada pihak berelasi
mengalami kenaikan sebesar 32,93% menjadi Rp100.212 miliar posisi per 2016, naik dari posisi tahun 2015 sebesar Rp75.411 miliar.
Sementara itu pemberian kredit kepada pihak ketiga juga mengalami kenaikan sebesar 8,03% dimana posisi per 2016 berada pada
level Rp561.801 miliar naik dari posisi tahun 2015 di level Rp520.047 miliar. Namun demikian, di sisi lain Bank Mandiri meningkatkan
cadangan kerugian penurunan nilai (CKPN) sebesar 46,83% dimana pada tahun 2016 CKPN tercatat sebesar Rp32.616,76 miliar naik
dibanding posisi tahun 2015 di level Rp22.282 miliar.
Tabel Kredit yang Diberikan Tahun 2014-2016 (Rp miliar)
Pihak berelasi
Pihak ketiga
Cadangan kerugian penurunan nilai
Jumlah pemberian kredit netto
2014
67.621
462.352
-17.919
512.054
2015
75.412
520.046
-22.558
572.900
2016
100.212
561.801
-32.945
629.068
Perubahan (%)
32.88%
8.03%
4%
9,80%
*) Termasuk piutang pembiayaan konsumen dan investasi bersih dalam sewa pembiayaan.
Kredit yang Dihapusbukukan
Sepanjang tahun 2016 Bank Mandiri melakukan hapus buku sebesar Rp11.407,91 miliar, naik sebesar 90,35% dibanding hapus buku yang
dilakukan pada tahun 2015 sebesar Rp5.993 miliar. Posisi saldo awal tahun 2016 adalah sebesar Rp40.814,91 miliar, lebih tinggi 13,57% dibanding
posisi saldo awal tahun 2015 sebesar Rp35.937 miliar. Sementara itu posisi saldo akhir tahun 2016 adalah sebesar Rp48.807,59 miliar.
136
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Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Tabel Kredit yang Dihapusbukukan Tahun 2014-2016 (Rp miliar)
Saldo awal tahun
Penghapusbukuan
Penerimaan kembali
Lain-lain*)
Saldo akhir tahun
2014
2015
2016
35.143,00
2.986,00
-2.686,00
494,00
35.937,00
35.937,00
5.993,00
-3.040,00
1.925,00
40.815,00
40.814,91
11.407,91
-3.192,70
-222,53
48.807,59
Perubahan (%)
13,57%
90,35%
5,02%
-111,56%
19,58%
*) Termasuk selisih kurs karena penjabaran mata uang asing.
Kredit yang Direstrukturisasi
Jumlah kredit yang pernah dilakukan restrukturisasi di tahun 2016 adalah sebesar Rp52.731 miliar, mengalami peningkatan sebesar
62,18% dibandingkan skema kredit yang sama pada tahun 2015 sebesar Rp32.514 miliar. Kenaikan ini didominasi oleh skema
perpanjangan jangka waktu kredit yang meningkat sebesar 88,93 % pada tahun 2016 sebesar Rp46.337 miliar dibanding tahun 2015
sebesar Rp24.526 miliar. Pemberian fasilitas kredit tambahan pada tahun 2016 adalah sebesar Rp32 miliar, mengalami penurunan
6,39% pada tahun 2015 sebesar Rp34 miliar. Sementara itu, perpanjangan jangka waktu dan skema restrukturisasi lain pada tahun
2016 sebesar Rp4.130 miliar mengalami penurunan sebesar 31,23% dibanding tahun 2015 sebesar Rp6.006 miliar.
Tabel Skema dan Jumlah Kredit yang Pernah Direstrukturisasi Tahun 2014-2016 (Rp miliar)
Kredit jangka panjang dengan opsi saham(KJPOS)
Fasilitas kredit tambahan
Perpanjangan jangka waktu kredit
Perpanjangan jangka waktu & penurunan suku bunga
Perpanjangan jangka waktu & skema restrukturisasi lain-lain*)
Total
2014
2015
198,00
45,00
8.424,00
1.204,00
4.044,00
13.915,00
322,00
34,00
24.526,00
1.626,00
6.006,00
32.514,00
2016
32
46.337
2.232
4.130
52.731
Perubahan (%)
-100,00%
-6,39%
88,93%
37,28%
-31,23%
62,18%
*) Skema restrukturisasi lain-lain terutama terdiri dari skema restrukturisasi penurunan suku bunga kredit, penjadwalan kembali
bunga yang tertunggak dan perpanjangan jangka waktu pembayaran bunga tertunggak.
Cadangan Kerugian Penurunan Nilai (CKPN)
Jumlah CKPN tahun 2016 sebesar Rp32.945,91 miliar meningkat 46,05% dari tahun 2015 yang sebesar Rp22.558 miliar. Peningkatan
CKPN pada tahun 2016 didominasi oleh CKPN Kredit yang diberikan sebesar Rp32.617 miliar atau mengalami peningkatan sebesar
46,38% dibanding tahun 2015 sebesar Rp22.282 miliar. Sementara itu, CKPN piutang pembiayaan konsumen tahun 2016 naik
menjadi Rp323 miliar atau mengalami kenaikan sebesar 19,62% dibanding tahun 2015 sebesar Rp270 miliar. CKPN investasi bersih
dalam sewa pembiayaan pada tahun 2016 adalah sebesar Rp5 miliar, turun dari tahun 2015 sebesar Rp6 miliar.
Tabel Cadangan Kerugian Penurunan Nilai Tahun 2014-2016 (Rp miliar)
CKPN Kredit yang diberikan
CKPN Piutang pembiayaan konsumen
CKPN investasi bersih dalam sewa pembiayaan
Jumlah CKPN
2014
-17.707,00
-195,00
-17,00
-17.919,00
2015
-22.282
-270
-6
-22.558
2016
-32.617
-323
-5
-32.945
Perubahan (%)
46,38%
19,62%
-16,66%
46,04%
Tagihan Akseptasi
Jumlah tagihan akseptasi tahun 2016 sebesar Rp14.548 miliar meningkat 29,62% dibanding tahun 2015 sebesar Rp11.224 miliar.
Tagihan rupiah kepada bank lain pada tahun 2016 sebesar Rp347 miliar naik sebesar 7,09% dibanding tahun 2015 sebesar Rp324
miliar. Sementara itu tagihan rupiah kepada debitur tahun 2016 sebesar Rp7.704 miliar meningkat sebesar 267,90% dibanding
tahun 2015 sebsar Rp2.094 miliar.
Sedangkan tagihan mata uang asing kepada bank lain tahun 2016 sebesar Rp413 miliar, naik sebesar 233,06% dibanding tahun 2015
sebesar Rp124 miliar. Tagihan mata uang asing kepada debitur tahun 2016 sebesar Rp6.325 miliar, mengalami penurunan sebesar
28,04% dibanding posisi tahun 2015 sebesar Rp8.789 miliar.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
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Perusahaan
07
Tata Kelola
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Tanggung Jawab
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Referensi Silang
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137
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Konsolidasian
Tabel Tagihan Akseptasi Tahun 2014-2016 (Rp miliar)
Rupiah
Tagihan kepada bank lain
Tagihan kepada debitur
Mata uang asing
Tagihan kepada bank lain
Tagihan kepada debitur
CKPN
Jumlah tagihan aksepktasi
2014
2015
196
742
89
12.087
-107
13.007
2016
324
2.094
124
8.789
-107
11.224
Perubahan (%)
347
7.704
413
6.325
-241
14.548
7,09%
267,90%
233,06%
-28,04%
125,23%
29,62%
Penyertaan Saham
Pada tahun 2016, jumlah Penyertaan Saham sebesar Rp245 miliar naik sebesar 410,41% dari posisi tahun 2015 sebesar Rp48 miliar.
Komposisi sisi penyertaan golongan lancar mengalami kenaikan yang signifikan sebesar 2.425%, golongan macet juga mengalami
kenaikan sebesar Rp2 miliar.
Tabel Penyertaan Saham Tahun 2014-2016 (Rp miliar)
2014
Lancar
Kurang lancar
Macet
CKPN
Jumlah
2015
58
-3
55
2016
8
50
-10
48
Perubahan (%)
202
50
2
-10
245
2.425%
0,00%
#DIV/0!
0%
410,41%
Aset Tetap dan Aset Tidak Berwujud-Bersih
Pada tahun 2016, jumlah Aset Tetap dan Aset Tidak Berwujud sebesar Rp37.619 miliar meningkat 222,16% dibandingkan tahun 2015
sebesar Rp11.677 miliar. Peningkatan ini terutama disebabkan oleh meningkatnya aset tetap sebesar 265,33% dari Rp9.762 miliar di
tahun 2015 menjadi Rp35.663 miliar di tahun 2016.
Tabel Aset Tetap dan Aset Tidak Berwujud-Bersih Tahun 2014-2016 (Rp miliar)
Aset tetap
Aset tidak berwujud
Perangkat lunak
Goodwill
Jumlah
2014
8.929
1.644
1.221
423
10.573
2015
9.762
1.915
1.492
423
11.677
2016
35.663
1.955
1.532
423
37.619
Perubahan (%)
265,33%
2,09%
2,68%
0,00%
222,16%
Aset Lain-lain-Bersih
Pada tahun 2016, jumlah Aset Lain-Lain mengalami kenaikan menjadi Rp11.557 miliar dibandingkan tahun 2015 sebesar Rp11.292
miliar. Kenaikan ini disebabkan naiknya pendapatan yang masih akan diterima sebesar Rp4.365 miliar pada posisi tahun 2016
dibandingkan Rp4.060 miliar posisi per 2015.
138
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Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Liabilitas
Liabilitas Bank Mandiri tahun 2016 sebesar Rp824.559 miliar mengalami peningkatan sebesar 12% dibanding tahun 2015 sebesar
Rp736.199 miliar. Peningkatan ini disebabkan oleh naiknya komponen simpanan nasabah, liabilitas kepada pemegang polis unitlinked, liabilitas derivatif, efek-efek yang diterbitkan, beban yang masih harus dibayar, liabilitas imbalan kerja, liabilitas lain-lain serta
pinjaman yang diterima.
Tabel Liabilitas Tahun 2014-2016 (Rp miliar)
Liabilitas segera
Simpanan nasabah
Simpanan dari bank lain
Liabilitas kepada pemegang polis unit-linked
Liabilitas atas efek-efek yang dijual dengan janji dibeli kembali
Liabilitas derivatif
Liabilitas akseptasi
Efek-efek yang diterbitkan
Estimasi kerugian atas komitmen dan kontijensi
Beban yang masih harus dibayar
Utang pajak
Liabilitas imbalan kerja
Provisi
Liabilitas lain-lain
Pinjaman yang diterima
Pinjaman Subordinasi
Jumlah liabilitas*)
2014
1.156
583.449,00
17.532
17.344
6.112
157
13.114
2.010
197
3.880,00
1.875,00
5.181,00
668,00
16.371,00
24.227,00
3.747,00
697.020
2015
1.156
622.332
12.636
17.019
4.863
299
11.331
2.398
396
3.491
2.132
5.777
676
14.189
33.765
3.738
736.199
2016
Perubahan (%)
1.570
702.060
9.339
19.603
3.353,04
502,47
14.789,244
9.026
207
3.743
1.259
6,763
436
15.810
35.883
215,00
824.559
35,77%
12,81%
-26,09%
15,18%
-31,05%
68,01%
30,52%
276,37%
-47,57%
7,24%
-40,95%
17,07%
-35,65%
11,42%
6,27%
-94,25%
12,00%
Liabilitas Segera
Jumlah Liabilitas Segera tetap Perseroan di tahun 2016 sebesar Rp1.569,9 miliar, naik 35,77% dari tahun sebelumnya.
Simpanan Nasabah
Simpanan nasabah Bank Mandiri pada tahun 2016 tercatat sebesar Rp702,060 miliar atau meningkat 12,81% dibandingkan tahun
2015 yang sebesar Rp622,332 miliar. Kenaikan dana nasabah pada tahun 2016 disebabkan oleh naiknya giro/giro wadiah dimana
pada tahun 2016 membukukan sebesar Rp186.983 miliar dibanding posisi tahun 2015 di level Rp172.154 miliar.
Sementara itu, tabungan/tabungan wadiah membukukan angka sebesar Rp277.170 miliar per tahun 2016, naik dari tahun 2015
yang berada pada level Rp248.952. Deposito berjangka mengalami kenaikan pada tahun 2016 menjadi Rp237.907 dibandingkan
tahun sebelum di level Rp201.226 miliar.
Simpanan dari Bank Lain
Pada tahun 2016, jumlah Simpanan dari bank lain sebesar Rp9,339 miliar menurun 26.69% dibandingkan tahun 2015 sebesar
Rp12,636 miliar. Penurunan ini dikarenakan simpanan dari bank lain dalam bentuk deposito berjangka dimana pada posisi tahun
2016 turun menjadi Rp3.757 miliar dibanding tahun 2015 yang membukukan angka sebesar Rp5.128 miliar. Sementara itu interbank call money pada tahun 2016 mengalami penurunan menjadi Rp1.281 miliar dibanding posisi tahun 2015 di level Rp3.764 miliar.
Namun demikian, giro/giro wadiah pada tahun 2016 mencatat kenaikan menjadi Rp4.301 miliar dibanding posisi tahun 2015 di level
Rp3.744 miliar.
Liabilitas kepada Pemegang Polis Unit-Linked
Jumlah Liabilitas kepada Pemegang Polis Unit-Linked tahun 2016 mengalami kenaikan menjadi sebesar Rp19,603 miliar, meningkat
sebesar 15,18% dibandingkan tahun 2015 sebesar Rp17.019 miliar.
Liabilitas atas Efek-efek yang Dijual dengan Janji Dibeli Kembali
Jumlah Liabilitas atas Efek-efek yang Dijual dengan Janji Dibeli Kembali mengalami penurunan sebesar 31,05% pada tahun 2016
menjadi sebesar Rp3,353.04 miliar menurun 31,05% dibandingkan tahun 2015 sebesar Rp4.863 miliar.
Liabilitas Derivatif
Pada tahun 2016 jumlah Liabilitas Derivatif sebesar Rp502.47 miliar meningkat sebesar 68,01% dari tahun 2015 yang sebesar Rp299
miliar.
139
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Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
Liabilitas Akseptasi
Pada tahun 2016 jumlah Liabilitas Akseptasi sebesar Rp14.789 miliar meningkat sebesar 30,52% dibandingkan tahun 2015 sebesar
Rp11.331 miliar.
Efek-Efek yang Diterbitkan
Pada tahun 2016 jumlah Efek-efek yang Diterbitkan sebesar Rp9.026 miliar meningkat sebesar 276,37% dibandingkan tahun 2015
sebesar Rp2.398,00 miliar.
Estimasi Kerugian atas Komitmen dan Kontinjensi
Pada tahun 2016 estimasi kerugian komitmen dan kontinjensi sebesar Rp207 miliar, menurun sebesar 47,57% dibandingkan tahun
2015 sebesar Rp396 miliar.
Beban yang Masih Harus Dibayar
Pada tahun 2016 jumlah Beban yang Masih Harus Dibayar sebesar Rp3.74 miliar naik sebesar 7,24% dibandingkan tahun 2015
sebesar Rp3.491,00 miliar.
Utang Pajak
Pada tahun 2016 jumlah Utang Pajak sebesar Rp1.259 miliar menurun sebesar 40,95% dibandingkan tahun 2015 sebesar Rp2.132 miliar.
Liabilitas Imbalan Kerja
Pada tahun 2016, jumlah Liabilitas Imbalan Kerja sebesar Rp6.763 miliar meningkat 17,07% dibandingkan tahun 2015 sebesar
Rp5.777 miliar.
Liabilitas Lain-lain
Pada tahun 2016, jumlah Liabilitas Lain-lain sebesar Rp15.810 miliar naik sebesar 11,42% dibandingkan tahun 2015 sebesar
Rp14.189 miliar.
Pinjaman yang Diterima
Pada tahun 2016, jumlah Pinjaman yang Diterima sebesar Rp35.883 miliar meningkat sebesar 6,27% dibandingkan tahun 2015
sebesar Rp33.765 miliar.
Pinjaman Subordinasi
Pada tahun 2016, jumlah Pinjaman Subordinasi sebesar Rp215 miliar menurun sebesar 94,24% dibandingkan tahun 2015 sebesar
Rp3.738,00 miliar.
Ekuitas
Modal saham
Tambahan modal disetor/agio saham
Selisih kurs karena penjabaran laporan keuangan dalam mata
uang asing
Selisih transaksi dengan pihak non pengendali
Kerugian bersih yang belum direalisasikan dari penurunan
nilai wajar efek dan obligasi pemerintah yang tersedia untuk
dijual setelah dikurangi pajak tangguhan
Selisih bersih revaluasi aset tetap setelah dikurangi pajak
tangguhan
Keuntungan bersih aktuarial program imbalan pasti setelah
dikurangi pajak tangguhan
Saldo laba
Sudah ditentukan penggunaannya
Belum ditentukan penggunaannya
Kepentingan non pengendali atas aset bersih entitas anak
perusahaan yang dikonsolidasikan
Jumlah ekuitas
2014
2015
Perubahan
2015-2016
(%)
2016
11.667
17.316
204,00
11.667
17.316
243
11,667
17,316
202
0.00%
0.00%
-16.66%
0,00
-571,00
-93,00
-1.565
-93
-759
0.00%
51,48%
-
-
25.141
#DIV/0!
0,00
278,00
49
-82,17%
74,042
9.779,00
64.263,00
2.187,00
89,224
12.402,00
76.822,00
2.422,00
96,931
5.380
91.551
2.916
8,64%
-56,62%
19,17%
20,41%
104.845,00
119.492,00
153.370
28,35%
140
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Ekuitas Bank Mandiri pada tahun 2016, tercatat mengalami peningkatan menjadi Rp153.370 miliar, meningkat 28,35 %
dibandingkan tahun 2015 yang tercatat sebesar Rp119.492 miliar. Peningkatan jumlah ekuitas terjadi karena adanya peningkatan
pada selisih bersih revaluasi aset tetap setelah dikurangi pajak tangguhan sebesar Rp25.141 miliar. Sementara saldo laba yang
belum ditentukan penggunaanya pada tahun 2016 naik menjadi Rp91.551 miliar dibanding posisi 2015 pada level Rp76.822 miliar.
Modal Saham
Pada tahun 2016, tidak terjadi perubahan posisi modal saham, sehingga posisi modal saham pada tahun 2016 tetap di posisi
Rp11.667 miliar dimana level ini sama dengan angka pada tahun 2015.
Tambahan Modal Disetor/Agio Saham
Demikian juga pada tahun 2016, tidak ada penambahan Modal Disetor/Agio Saham sehingga masih sama dengan tahun lalu yaitu
sebesar Rp17.316 miliar.
Selisih Kurs karena Penjabaran Laporan Keuangan dalam Mata Uang Asing
Pada tahun 2016, jumlah Selisih Kurs karena Penjabaran Laporan Keuangan dalam Mata Uang Asing sebesar Rp202 miliar turun -16.66%
dibandingkan tahun 2015 sebesar Rp243 miliar.
Kerugian Bersih yang Belum Direalisasi dari Penurunan Nilai Wajar Efek-efek dan Obligasi Pemerintah yang Tersedia untuk
Dijual Setelah Dikurangi Pajak Tangguhan
Pada tahun 2016, jumlah Kerugian Bersih yang Belum Direalisasi dari Penurunan Nilai Wajar Efek-efek dan Obligasi Pemerintah
yang Tersedia untuk Dijual Setelah Dikurangi Pajak Tangguhan sebesar (Rp759) miliar meningkat 51,48% dibandingkan tahun 2015
sebesar (Rp1.565) miliar.
Saldo Laba
Pada tahun 2016, jumlah Saldo Laba yang Sudah Ditentukan Penggunaannya sebesar Rp5.380 miliar menurun -56.62%
dibandingkan tahun 2015 sebesar Rp12.402 miliar. Sementara jumlah Saldo Laba yang Belum Ditentukan Penggunaannya sebesar
Rp91.551 miliar, naik sebesar 19,17% dari tahun 2015 sebesar Rp76.822 miliar.
Kepentingan Non Pengendali atas Aset Bersih Entitas Anak yang Dikonsolidasi
Pada tahun 2016, jumlah Kepentingan Non Pengendali atas Aset Bersih Entitas Anak yang Dikonsolidasi sebesar Rp2.916 miliar
meningkat sebesar 20,41% dibandingkan tahun 2015 sebesar Rp2.422 miliar.
Arus Kas
Dengan arus kas operasi yang kuat, kami memiliki posisi solid untuk tumbuh di masa depan. Hal tersebut tercermin dalam
pengungkapan dalam arus kas sebagai berikut:
2014
Kas Bersih yang Diperoleh dari Aktivitas Operasional
Kas Bersih yang Digunakan untuk Aktivitas Operasional
Kas Bersih yang Diperoleh dari Aktivitas Pendanaan
21.026
(9.168)
3.027
2015
5.666
(19.628)
0,22
2016
37.629
(4.192)
(3.312)
141
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06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
Tinjauan Informasi Keuangan Lainnya
Analisis Tentang Kemampuan
Membayar Utang dan Tingkat
Kolektibilitas Piutang
Selain itu, Pefindo dengan surat No. 941/PEF-Dir/VI/2016
tanggal 01 Juni 2016 telah memutuskan untuk menetapkan
peringkat AAA terhadap Bank Mandiri untuk periode 01 Juni
2016 sampai dengan 1 Juni 2017.
Hal tersebut mencerminkan kemampuan Bank Mandiri yang
sangat baik untuk memenuhi komitmen keuangan jangka
panjangnya.
Likuiditas
Kemampuan Likuiditas bank adalah kemampuan Bank untuk
memenuhi liabilitas pada saat jatuh tempo dari sumber
pendanaan arus kas dan/atau dari aset likuid berkualitas tinggi
yang dapat diagunkan tanpa mengganggu aktivitas dan kondisi
keuangan Bank. Likuiditas Bank dipengaruhi oleh struktur
pendanaan, likuiditas aset, liabilitas kepada counterparty dan
komitmen kredit kepada debitur.
Beberapa indikator yang digunakan Bank Mandiri untuk
mengukur besarnya risiko likuiditas antara lain adalah rasio
Giro Wajib Minimum pada Bank Indonesia dan Kas, cadangan
likuiditas, Loan to Funding Ratio (LFR) dan ketergantungan
terhadap pendanaan nasabah besar.
Giro Wajib Minimum (GWM) merupakan simpanan minimum
yang wajib dijaga oleh Bank dalam bentuk saldo rekening
giro pada Bank Indonesia atau surat berharga yang besarnya
ditetapkan oleh Bank Indonesia sebesar persentase tertentu
dari Dana Pihak Ketiga (DPK).
Pada tanggal 31 Desember 2016, posisi GWM Primer Rupiah
adalah sebesar 6,50% dari total dana pihak ketiga Rupiah, sesuai
dengan limit yang telah ditetapkan. Sedangkan untuk cadangan
GWM LFR adalah sebesar 0,00% dan GWM Sekunder Rupiah
adalah sebesar 9,84% dari total dana pihak ketiga Rupiah (Bank
Mandiri saja). Untuk valuta asing, Bank Mandiri memelihara
GWM sebesar 8,12% dari total dana pihak ketiga valuta asing
sesuai dengan limit yang ditetapkan (khusus Bank Mandiri).
Kondisi likuiditas Bank di masa mendatang diproyeksikan
melalui metodologi liquidity gap, yang merupakan maturity
mismatch antara komponen-komponen aset dan liabilitas
(termasuk off balance sheet), yang disusun ke dalam periode
waktu (time bucket) berdasarkan contractual maturity ataupun
behavioral maturity. Pada tanggal 31 Desember2016, proyeksi
likuiditas Bank Mandiri sampai dengan 12 bulan ke depan
berada dalam posisi surplus. Meskipun proyeksi likuiditas 12
bulan ke depan surplus, Bank Mandiri selalu mempersiapkan
alternatif funding apabila kondisi likuiditas pasar menjadi ketat
atau tidak sesuai dengan prediksi Bank Mandiri.
Untuk mengetahui dampak perubahan faktor pasar maupun
faktor internal pada kondisi ekstrim (krisis) terhadap kondisi
likuiditas, Bank Mandiri melakukan stress-testing risiko likuiditas
secara berkala. Hasil stress-testing yang telah dilakukan pada
Triwulan III tahun 2016 telah dipaparkan kepada Manajemen
dan Komite Pemantau Risiko. Hasil stress-testing menunjukkan
bahwa Bank Mandiri dapat bertahan pada kondisi krisis
likuiditas. Bank Mandiri memiliki Liquidity Contingency Plan
(LCP) yang meliputi strategi pendanaan antara lain pinjaman
pasar uang, repo, pinjaman bilateral, FX swap, penjualan surat
berharga maupun strategi pricing. Dalam LCP, penetapan
kondisi likuiditas dan strategi-strategi pendanaan telah
mempertimbangkan kondisi internal dan eksternal.
Tabel Posisi Likuiditas Bank Mandiri Tahun 2014-2016
Aset Lancar 1)
Obligasi Pemerintah yang diukur pada nilai wajar melalui
laporan laba rugi dan tersedia untuk dijual
Rasio Kredit Terhadap Simpanan atau LDR 2)
Aset Lancar Terhadap Jumlah Aset
Aset Lancar Terhadap Simpanan
2014
Rp161.421 miliar
Rp64.082 miliar
2015
Rp147.561 miliar
Rp77.003 miliar
2016
Rp182.060 miliar
Rp82.763 miliar
82,86%
18,9%
25,4%
87,68%
16,2%
21,8%
86,54 %
17,5 %
23,9 %
Catatan:
1) Aset Lancar terdiri dari: kas, giro pada Bank Indonesia, giro pada bank lain, penempatan pada Bank Indonesia, bank dan lembaga
keuangan lain, serta surat-surat berharga (tidak termasuk Obligasi Pemerintah) dalam portofolio yang diukur pada nilai wajar
2) Simpanan tidak termasuk simpanan dari bank lain
142
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Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Solvabilitas
Kebijakan permodalan Bank Mandiri adalah secara prudent
melakukan diversifikasi sumber permodalan untuk
mengantisipasi rencana strategis jangka panjang dan
mengalokasikan modal secara efisien pada segmen bisnis yang
memiliki potensi untuk memberikan profil risk-return yang
optimal, termasuk penempatan dan penyertaan pada entitas
anak dalam rangka memenuhi ekspektasi stakeholder termasuk
investor dan regulator.
Bank Mandiri memastikan memiliki kecukupan modal
untuk dapat memenuhi risiko kredit, risiko pasar dan risiko
operasional, baik dalam kondisi normal maupun kondisi
stress yang sekaligus menjadi dasar bagi Bank Mandiri dalam
mengimplementasikan VBM (Value Based Management)
melalui pengukuran RORAC (Return On Risk Adjusted Capital)
serta RORWA (Return On Risk Weight Asset). Dengan VBM, Bank
dapat mengidentifikasi unit bisnis, segmen, produk, wilayah
yang memberikan nilai tambah bagi Bank. Dengan demikian
Bank Mandiri dapat fokus mengembangkan bisnis yang paling
memberikan nilai tambah bagi Bank Mandiri.
Bank Mandiri mengacu kepada regulasi Bank Indonesia dalam
melakukan perhitungan kecukupan modal untuk risiko kredit,
risiko pasar dan risiko operasional. Untuk risiko kredit, Bank
Mandiri menggunakan pendekatan Standar (Standardised
Approach). Saat ini Bank Mandiri sedang melakukan
pengembangan perhitungan kebutuhan permodalan untuk
risiko kredit dengan pendekatan advance baik regulatory (IRBA)
maupun pendekatan Economic Capital. Pendekatan Economic
Capital dikembangkan untuk risiko kredit dan risiko operasional.
Untuk risiko pasar, Bank Mandiri menggunakan Model Standar,
sedangkan secara internal Bank Mandiri telah menggunakan
Value at Risk sebagai Model Internal. Untuk risiko operasional,
Bank Mandiri mengacu kepada Pendekatan Indikator Dasar
(Basic Indicator Approach) dan sudah mensimulasikan
Pendekatan Standar (Standardised Approach) sesuai Basel II.
Dalam penerapan SE OJK No. 42/SEOJK. 03/2016 tanggal
28 September 2016 perihal perhitungan ATMR risiko kredit
menggunakan pendekatan standar, hasil perhitungan ATMR
Bank Mandiri menunjukkan ATMR risiko kredit untuk posisi
31 Desember 2016 sebesar Rp549.873.934. Posisi ATMR risiko
pasar dengan pendekatan standar dan ATMR risiko operasional
dengan pendekatan Basic Indicator Approach menunjukan
angka masing-masing sebesar Rp1.800.778 dan Rp92.008.869.
Rasio Kecukupan Modal (Capital Adequacy Ratio (CAR)) per
31 Desember 2016 dihitung sesuai Peraturan Otoritas Jasa
Keuangan (POJK) No. 34 /POJK.03/2016 tanggal 22 September
2016 tentang Perubahan atas Peraturan Otoritas Jasa Keuangan
Nomor 11/POJK.03/2016 tentang Kewajiban Penyediaan Modal
Minimum Bank Umum, sementara Rasio Kecukupan Modal
(Capital Adequacy Ratio (CAR)) per 31 Desember 2015 dihitung
sesuai PBI No. 15/12/PBI/2013 tanggal 12 Desember 2013
tentang Kewajiban Penyediaan Modal Minimum Bank Umum.
Rasio Kecukupan Modal (Bank Mandiri saja) pada tanggal 31
Desember 2016 dan 2015 adalah sebagai berikut
Modal:
Modal inti
Modal pelengkap
Jumlah modal untuk risiko kredit, risiko operasional
dan risiko pasar
Aset Tertimbang Menurut Risiko (ATMR) kredit
Aset Tertimbang Menurut Risiko (ATMR) operasional
Aset Tertimbang Menurut Risiko (ATMR) pasar
Jumlah ATMR untuk risiko kredit, risiko operasional dan risiko pasar
31 Desember 2016
31 Desember 2015
130.356 .495
93.252.808
7.075.719
14.135.338
137.432.214
107.388.146
549.646.704
497.912.789
91.932.008
78.627.774
1.800.778
805.426
643.379.490 577.345.989 CAR untuk modal inti
CAR untuk risiko kredit
CAR untuk risiko kredit dan operasional
CAR untuk risiko kredit dan pasar
CAR untuk risiko kredit, operasional dan pasar
CAR minimum modal inti
CAR minimum sesuai profil risiko
31 Desember 2016
31 Desember 2015
20,26%
16,15%
25,00%
21,57%
21,42%
18,63%
24,92%
21,53%
21,36%
18,60%
6,00%
6,00%
9,52%
9,00%
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Rentabilitas
Rentabilitas konsolidasian Bank Mandiri diukur melalui rasiorasio berikut:
ROE
ROA
NIM
CER
BOPO
2014
20,95
3,39
5,97
44,91
70,02
2015
18,33
2,99
6,08
43,00
74,28
2016
9,66
1,96
6,44
42,39
83,53
Pada tahun 2016, Bank Mandiri membukukan Return on Equity
sebesar 9,66%, menurun 8,67% dibandingkan tahun 2015
sebesar 18,33 %. Sedangkan Net Interest Margin mengalami
peningkatan menjadi 6,44% dari 6,08% pada tahun 2015.
Dengan level NIM tersebut maka Bank Mandiri merupakan salah
satu Bank dengan tingkat profitabilitas yang baik.
Strategi efisiensi dan efektivitas kegiatan operasional,
peningkatan kredit dan perluasan operasional yang diterapkan
oleh Bank Mandiri menghasilkan Cost Efficiency Ratio Bank
Mandiri tercatat sebesar 42,39% per 31 Desember 2016.
Sedangkan rasio BOPO mengalami sedikit peningkatan dari
74,28% di tahun 2015 menjadi sebesar 83,53% per 31 Desember
2016. Peningkatan ini disebabkan oleh adanya kenaikan
pendapatan operasional bank yang tidak sebanding dengan
peningkatan pengeluaran operasionalnya. Namun demikian,
rasio tersebut masih menunjukkan keberhasilan manajemen
dalam mempertahankan efisiensi dan efektivitas kegiatan
operasional.
Bank Mandiri memiliki kemampuan untuk menghasilkan
laba dan tingkat efektivitas yang baik dalam menjalankan
operasional perusahaannya yang tercermin dari rasio-rasio di
atas.
Kolektibilitas Kredit
Total kredit bermasalah (Non-Performing Loan [NPL]) dapat
menjadi acuan untuk melihat Kolektibilitas Kredit Bank. NPL
Bank Mandiri pada tahun 2016 tetap terkendali dengan baik
dikisaran 4% dengan besaran Rp26.475 miliar. Besaran NPL
tersebut jauh dibawah ambang batas NPL yang ditetapkan oleh
Bank Indonesia sebesar 5%.
Tabel Kolektibilitas Kredit Tahun 2014-2016 (Rp miliar)
Kredit
Lancar
Perhatian
Khusus
Kurang Lancar
Diragukan
Macet
NPL
NPL (%)
2014
529.973
495.606
22.958
2015
595.458
552.863
27.078
2016
662.013
609.715
25.823
2.231
2.239
6.940
11.410
2,15%
3.280
2.557
9.680
15.517
2,60%
9.997
2.776
13.702
26.475
4,00%
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Konsolidasian
Struktur Modal
Selain kewajiban penyediaan modal minimum sesuai profil
risiko, Sebagaimana disyaratkan oleh regulator, Bank Mandiri
wajib membentuk tambahan modal sebagai penyangga
(buffer) selain menyediakan modal minimum sesuai profil risiko.
Tambahan modal tersebut dapat berupa:
1. Capital Conservation Buffer, yang berfungsi sebagai
penyangga (buffer) apabila terjadi kerugian pada periode
krisis.
2. Countercyclical Buffer, yang berfungsi sebagai penyangga
(buffer) untuk mengantisipasi kerugian apabila terjadi
pertumbuhan kredit perbankan yang berlebihan sehingga
berpotensi mengganggu stabilitas sistem keuangan.
3. Capital Surcharge untuk Domestic Systemically Important
Bank (D-SIB), yang berfungsi untuk mengurangi
dampak negatif terhadap stabilitas sistem keuangan
dan perekonomian apabila terjadi kegagalan Bank yang
berdampak sistemik melalui peningkatan kemampuan Bank
dalam menyerap kerugian.
Sejak tanggal 1 Januari 2016, setiap Bank berkewajiban untuk
membentuk Capital Conservation secara bertahap sebagai
berikut:
Capital Conversation
0,625% dari ATMR
1,25% dari ATMR
1,876% dari ATMR
2,5% dari ATMR
Tanggal
1 Januari 2016
1 Januari 2017
1 Januari 2018
1 Januari 2019
Selain itu, sesuai dengan Peraturan Bank Indonesia No.17/22/
PBI/2015 tentang Kewajiban Pembentukan Countercyclical
Buffer, Bank berkewajiban untuk membentuk Countercyclical
Buffer dalam kisaran 0% sampai dengan 2,5% dari ATMR yang
mulai berlaku pada tanggal 1 Januari.
Otoritas Jasa Keuangan dalam POJK No.46/POJK.03/2015
tentang Penetapan Systemically Important Bank dan Capital
Surcharge mulai memberlakukan Capital Surcharge bagi setiap
Bank dalam kisaran (berdasarkan bucket) sebesar 1% sampai
dengan 2,5% dari ATMR sejak tanggal 1 Januari 2016.
Modal Inti Bank Mandiri saja tercatat sebesar Rp130.456
miliar per 31 Desember 2016, naik sebesar 39,79% dari posisi
Rp93.253 miliar di tahun 2015, karena adanya tambahan modal
dari komponen laba ditahan. Sedangkan, modal pelengkap
Bank Mandiri saja pada tahun 2016 sebesar Rp7.076 miliar,
turun sebesar 49,94% dari posisi Rp14.135 miliar pada tahun
sebelumnya.
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Tabel Struktur Modal Tahun 2014-2016 (Rp miliar)
2014
Modal:
Modal Inti
Modal Pelengkap
Jumlah modal untuk risiko kredit, risiko operasional dan risiko pasar
Aset Tertimbang Menurut Risiko (ATMR) Kredit
Aset Tertimbang Menurut Risiko (ATMR) Operasional
Aset Tertimbang Menurut Risiko (ATMR) Pasar
Jumlah ATMR untuk risiko kredit, risiko operasional dan risiko pasar
79.052
6.428
85.480
445.254
67.787
1.863
514.904
2015
93.253
14.135
107.388
497.913
78.628
805
577.346
2016
130.356
7.075
137.432
549.64
91.932
1.801
643.379
Kebijakan Struktur Modal
Kebijakan permodalan Bank Mandiri adalah secara prudent melakukan diversifikasi sumber permodalan untuk mengantisipasi
rencana strategis jangka panjang dan mengalokasikan modal secara efisien pada segmen bisnis yang memiliki potensi untuk
memberikan profil risk-return yang optimal, termasuk penempatan dan penyertaan pada entitas anak dalam rangka memenuhi
ekspektasi stakeholder termasuk investor dan regulator.
Dalam melakukan perhitungan kecukupan modal untuk risiko kredit, risiko pasar dan risiko operasional, Bank Mandiri mengacu
kepada regulasi Bank Indonesia. Bank Mandiri menggunakan pendekatan Standar (Standardised Approach) untuk risiko kredit. Saat
ini Bank Mandiri sedang berupaya melakukan pengembangan perhitungan kebutuhan permodalan untuk risiko kredit dengan
pendekatan advance baik regulatory (IRBA) maupun pendekatan ekonomis. Pendekatan ekonomis (economic capital) dikembangkan
untuk risiko kredit dan risiko operasional.
Sedangkan untuk risiko pasar, Bank Mandiri menggunakan Model Standar, dimana secara internal telah digunakan Value at Risk
sebagai Model Internal.
Untuk risiko operasional, Bank Mandiri mengacu kepada Pendekatan Indikator Dasar (Basic Indicator Approach) dan sudah
mensimulasikan Pendekatan Standar (Standardised Approach) sesuai Basel II.
Tabel Rasio Kecukupan Modal Bank Mandiri Saja berdasarkan PBI untuk tahun 2014-2016 (Rp miliar)
CAR untuk modal inti
CAR untuk risiko kredit
CAR untuk risiko kredit dan operasional
CAR untuk risiko kredit dan pasar
CAR untuk risiko kredit, operasional dan pasar
CAR Minimum Modal Inti
2014
15,35
19,20
16,66
19,12
16,60
6,00
2015
16,15
21,57
18,63
21,53
18,60
6,00
2016
20,26%
25,00%
21,42%
24,92%
6,00%
9,52%
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Risk Management
The Implementation of Risk Management
The risk management principles of Bank Mandiri have carried
out proactively in order to achieve healthy and sustainable
financial and operational growth, also to maintain the
optimum level of risk-adjusted return in accordance with the
desired risk appetite. As a real commitment of Bank Mandiri in
implementing good corporate governance practices particularly
in terms of risk management, Bank Mandiri has set the policies,
process, competence, accountability, reporting and supporting
technology which aimed to ensure the effectiveness and
efficiency of risk management implementation in Bank Mandiri.
In implementing risk management, Bank Mandiri always
submissive and obedient to the regulations and laws applied
in Indonesia with reference to the FSA Regulation No.17/
POJK.03/2014 and the FSA Circular Letter No.14/SEOJK.03/2015
on Integrated Risk Management Application for Financial
Conglomerate, FSA Regulation No.18/POJK.03/2014 and FSA
Circular Letter No.15/SEOJK.03/2015 on the Application of
Integrated Governance for Financial Conglomerate, Regulation
OJK No.4/POJK.03/2016 on the Assessment of Commercial
Banks, as well as Regulation FSA No.18/POJK.03/2016 and
the FSA Circular Letter No.34/SEOJK.03/2016 concerning
Application of Risk Management for Commercial Banks.
Active Supervision of the Board of Directors and
Board of Commissioners
Risk management framework and governance of Bank Mandiri
consists of the Board of Commissioners that run oversight
risk function through Audit Committee, Risk Monitoring
Committee (KPR) & Corporate Governance Committee
Integrated (TKT), as well as Board of Directors that perform the
function of risk policy through Executive Committee related
to risk management namely Risk Management Committee,
Asset & Liability Committee, Capital & Subsidiaries Committee,
and Integrated Risk Committee. At the operational level, Risk
Management Unit along with Business Unit and Compliance
Unit has function to identify, assess, mitigate and control the
risk. Shortly, framework and risk management governance of
Bank Mandiri can be described as follows:
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Adequacy of Policies, Procedures, and Determination of
Limit
activity of Bank Mandiri and will be evaluated and updated at
least once a year
Bank Mandiri is having Bank Mandiri Risk Management Policy
(KMRBM) which is used as main guideline in implementing
risk management. For specific business area, Bank Mandiri has
policies and procedures which more specific, for example in
the fields of credit, treasury, and operational. The policy and
procedures set the limits for each activity, both in portfolio level
and transactional.
Identification Process, Measurement, Monitoring, Risk
Control and Risk Management Information System
All policies and procedures implemented by Bank Mandiri is a
form of risk management which inherent in every operational
There are four main components that function as supporting
pillars in the implementation of a two-prong approach, among
others:
1. The Organization and Human Resources (“HR”)
Risk Management Unit of Bank Mandiri is responsible for
managing all risks faced by Bank Mandiri, including the
development of supporting tools needed in business
processes and risk management. In addition, there is a
working unit which acts as the counterparty risk of every
business unit in the process of credit four-eye. Realizing
that risk management is the responsibility of entire unit
in Bank Mandiri, so the successful of risk management
is determined by risk awareness in all units of the Bank
Mandiri which is accompanied by necessary technical
competence. Therefore, Bank Mandiri continues to increase
the capabilities and knowledge of all employees, especially
in terms of risk management, by organizing internal
training regularly through the Risk Management Academy.
Moreover, Bank Mandiri regularly at least once a year
conduct socialization, discussion forums, internships, as well
as risk management program in line with the internalization
of the corporate culture.
Risk Management Unit at Bank Mandiri consists of Retail
Risk Directorate which chaired by SEVP Retail Risk, Risk
Directorate chaired by SEVP Wholesale Wholesale Risk and
Risk Management Directorate Chaired by the Director of
Risk Management & Compliance. Related to the profile
of SEVP Retail Risk, Wholesale Risk and Director of Risk
Management & Compliance, has been reviewed in Chapter
"Corporate Overview", sub-chapter "xxx", on page xx..
Bank Mandiri is running the Identification Process,
Measurement, Monitoring, Risk Control and Risk Management
Information System through the Enterprise Risk Management
(ERM) framework. The implementation of ERM at Bank Mandiri
is done with a two-prong approach, namely risk management
through capital and risk management through operational
activities, as seen on the scheme below:
2. Policy & Procedure
Bank Mandiri Risk Management Policy (KMRBM) used
as main guideline in implementing operational risk
management and capital management at Bank Mandiri
include:
a. The Principle of Prudence, among others, Provision of
Capital Adequacy, Early Warning System, Determination
of Limit, and Risk Diversification.
b. The Risk Management, among others Risk Profile,
Risk Appetite, Stress Testing and Integrated Risk
Management.
c. The Risk Management for each type of risk, which
includes the identification process, measurement,
monitoring and risks control.
d. Risk supervision, including monitoring the
implementation of activities/methodology of risk
management at Bank Mandiri, as well as the Internal
Control Systems.
Risk Management Policy became the basis for the
preparation of procedures and technical guidance related to
risk management at Bank Mandiri.
3. System & Data
Risk management system was developed to create more
efficient business processes in order to make decision faster
within prudent principles. In order to maintain the integrity
and quality of the data, Bank Mandiri has implemented an
Integrated Processing System and Loan Origination System
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to improve the efficiency of the credit process and maintain
data quality on corporate, commercial and retail segment.
To increase the productivity of collection activity, especially
in Consumer and Retail segment, Bank Mandiri implements
the Integrated Collection System. Bank Mandiri is using
Summit System and ALM System to manage the risk of
trading book and banking book in the activities of treasury
and asset & liability management. To get an overview of
Bank Mandiri's risk profile, both as a holding company as
well as Bank Mandiri's risk profile which has consolidated
and integrated with the subsidiaries, Bank Mandiri has
implemented a Risk Profile Mandiri System (RPX) which
is a web-based system to accelerate and facilitate access
control. In integrating bankwide risk management, Bank
Mandiri has implemented ERM system as a tool to monitor
the overall risk management, particularly in calculating
the capital to cover all types of risk. ERM system has the
capability to perform the computation of capital charge
(Standardized Approach and the Advanced Approach), the
implementation of operational risk management tools,
active portfolio management, stress testing and valuebased management.
4. Methodology/Model & Analytics
Bank Mandiri sustainably implement risk measurement
which refers to the international best practices by using
both quantitative and qualitative approach through the
development of risk models such as rating, scoring, Value
at Risk (VaR), portfolio management, stress testing and
other models to support judgmental decision making.
Periodically, these risk models are calibrated and validated
by the Risk Model Validator unit which is independent
to maintain the reliability and validity of the model as
well as to meet the regulatory requirements. In order to
harmonize the implementation of Basel II and ERM with
Basel II regulations and the application of best practices,
Bank Mandiri in cooperation with one of the leading
consultants in risk management, assist in the adoption
and implementation of the Basel II framework and ERM.
The implementation of Basel II and ERM on Bank Mandiri
covers the area of Credit Risk, Market Risk, Liquidity Risk,
Interest Rate Risk in the Banking Book Position, Operational
Risk, Capital Management and Internal Capital Adequacy
Assessment Process (ICAAP).
The implementation of Basel II and ERM
ASPEK
IMPLEMENTASI
IMPLEMENTATION
ASPECTS
CAKUPAN IMPLEMENTASI
SCOPE OF IMPLEMENTATIONS
Risiko Kredit
Pengembangan dan penyempurnaan
Basel II Risk Parameters untuk
penerapan Internal Rating Based
Approach (PD, LGD, dan EAD)
Risiko Pasar
Pengukuran risiko structured product,
limit trading treasury, dan infrastruktur
sistem treasury
09
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Laporan Keuangan
Konsolidasian
Risiko Likuiditas dan
Suku Bunga
Penyempurnaan framework liquidity
limit, core deposit analysis, Risk Appetite
Statement (RAS), stress testing likuiditas,
metode repricing gap, dan implementasi
ALM system
Risiko Operasional
Pengembangan Framework dan
Governance Operational Risk
Management (ORM)
Pengelolaan Modal
Penyempurnaan model Economic
Capital, pengembangan framework
Portfolio Optimization serta Capital
Optimization
Internal Capital
Adequacy Assessment
Process (ICAAP)
Penerapan Risk Appetite Statement,
Stress Testing, Capital Planning, dan
sinkronisasi dengan regulasi terkait Risk
Based Bank Rating (RBBR)
Internal Control System
Bank Mandiri run the effective risk management practices
throughout working unit by implementing three lines of
defense policy models with the following conditions:
1. Working units as risk owner is the first line of defense which
responsible in managing working unit risk.
2. Risk Management Unit as the second line of defense
performs the function of oversight.
3. Internal Audit Unit as the third line of defense carries out
independent assurance function.
The implementation of Internal Control System on Risk
Management function is a shared responsibility either first,
second or third line of defense.
CAPITAL DISCLOSURES
Capital Structure
Struktur permodalan Bank Mandiri terdiri dari Modal Inti (Tier
1) dan Modal Pelengkap (Tier 2). Modal Inti (Tier 1) terutama
berasal dari:
1. Modal disetor
2. Pendapatan komprehensif lainnya yang terdiri dari:
a. Selisih penjabaran laporan keuangan
b. Perubahan nilai wajar aset keuangan dalam kelompok
tersedia untuk dijual
c. Surplus revaluasi aset tetap
3. Cadangan tambahan modal lainnya yang terdiri dari:
a.Agio
b. Cadangan umum
c. Laba tahun-tahun lalu
d. Laba berjalan
4. Kepentingan non pengendali (untuk modal secara
konsolidasi)
5. Pengurang modal inti yang terdiri dari:
a. Perhitungan pajak tangguhan
b.Goodwill
c. Aset tidak berwujud
d.Penyertaan
e. Eksposur sekuritisasi
Modal Pelengkap (Tier 2) terutama berasal dari cadangan umum PPA
atas aset produktif yang wajib dibentuk dan pinjaman subordinasi.
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Capital Adequacy
In order to provide added value to the stakeholders as well as a form of compliance of Bank Mandiri to comply with capital
adequacy set by the regulator, Bank Mandiri always assure and ensure that the capital structure of Bank Mandiri is strong enough
to support the business development strategies of today's business and maintaining business continuity in the future.
Risk management of capital aspect in Bank Mandiri includes diversification of capital sources in accordance with long-term
strategic plans and capital allocation decisions efficiently in the business segment that has an optimum risk-return profile
(including placements in subsidiaries). This aims to meet the expectations of stakeholders including investors and regulator.
Bank Mandiri ensures that they have adequate capital to cover credit risk, market risk and operational risk, either under the
provisions of regulation (regulatory capital) and internal needs (economic capital). Bank Mandiri refers to the regulation of Bank
Indonesia and the Financial Services Authority (Basel II and Basel III), particularly on Pillar 1, in terms of the calculation of capital
adequacy for credit risk, market risk and operational risk.
Besides the calculations above, Bank Mandiri is developing the calculation of capital adequacy by reference to Pillar 2 of Basel II
or more commonly known as Internal Capital Adequacy Assessment Process (ICAAP). ICAAP includes the determination of risk
appetite, overall risk assessment, capital planning, and bank-wide stress testing.
For capital adequacy calculation, Bank Mandiri uses the Standardized Approach1 of Basel II for credit risk and has incorporated
External Rating components. In addition, Bank Mandiri has gradually simulating the Internal Ratings-Based Approach. For market
risk, Bank Mandiri uses the Standardized Measurement Method2 of Basel II, and internally using the Value at Risk. For operational
risk, Bank Mandiri refers to Basic Indicator Approach3 of Basel II.
Bank Mandiri has implemented Basel III refers to the application of Basel and regulatory documentation and initiatives issued by
the FSA4 . As part of the implementation of Basel III in Indonesia, Bank Mandiri has reported the calculation of Liquidity Coverage
Ratio (LCR)5 monthly and tested the calculation of Leverage Ratio (LR)6 quarterly in accordance with the FSA regulation. The trial
results per December 2016 (the Bank on a consolidated basis) showed that its core capital against the total assets of the Bank were
adequate to Leverage Ratio (LR) of 12.98%, as well as showed that Bank Mandiri could maintain its adequacy of quality liquid assets
that can be liquidated immediately to meet the cash flow needs out within the next 30 days with the Liquidity Coverage Ratio (LCR)
of 206.8%.
Bank Mandiri actively participates in working groups of Basel III and Quantitative Impact Study (QIS) conducted by the Basel
Committee on Banking Supervision (BCBS) through the Financial Services Authority which held semi annually. Based on the
position in June 2016, the Bank consolidated QIS results indicate that in general Bank Mandiri has met the guidelines under Basel
III, with the simulation results of the Capital Adequacy Ratio (CAR) of 20.9% (minimum ratio of ≥ 11.25%). QIS results also showed
that the Bank operates at a low risk level, which is indicated by the adequacy Leverage Ratio (LR) of 13.6% (minimum ratio of ≥ 3%).
As for the fulfillment of the Global Liquidity Standard which showed the resilience of liquidity and sources of stable funding, Bank
Mandiri has a Liquidity Coverage Ratio (LCR) of 212% (minimum ratio of ≥ 100%) and Net Stable Funding Ratio (NSFR) of 125%
(minimum ratio of ≥ 100%).
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Kriteria ARA 2015
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Laporan Keuangan
Konsolidasian
Quantitative Disclosures of Capital Structure
Table 1.a Quantitative Disclosures of Capital Structure of Bank Mandiri
(dalam jutaan rupiah)
I
31 Desember 2016
31 Desember 2015
Bank
Konsolidasi
Bank
Modal Inti (Tier 1)
130,356,495
140,303,507
93,252,808
101,081,429
1
130,356,495
140,303,507
93,252,808
101,081,429
11,666,667
11,666,667
Cadangan Tambahan Modal
132,118,291
138,702,183
1.2.1
133,126,534
139,618,360
24,870,451
25,371,375
Modal Inti Utama/Common Equity Tier 1 (CET 1)
1.1
1.2
Modal Disetor (setelah dikurangi Treasury Stock)
Faktor Penambah
1.2.1.1
1.2.1.2
1.2.2
1.2.1.1.1
Selisih lebih penjabaran laporan keuangan
46,689
203,610
1.2.1.1.2
Potensi keuntungan dari peningkatan nilai wajar
aset keuangan dalam kelompok tersedia untuk
dijual
27,242
27,242
1.2.1.1.3
Saldo surplus revaluasi aset tetap
Cadangan tambahan modal lainnya (other disclosed
reserves)
1.2.1.2.1
Agio
1.2.1.2.2
Cadangan umum
1.2.1.2.3
1.2.2.2
24,796,520
25,140,523
108,256,083
114,246,985
17,476,308
17,316,192
2,333,333
2,333,333
Laba tahun-tahun lalu
75,375,254
80,790,895
1.2.1.2.4
Laba tahun berjalan
13,071,188
13,806,565
1.2.1.2.5
Dana setoran modal
-
-
1.2.1.2.6
Lainnya
-
-
(1,008,243)
(916,177)
(773,291)
(680,286)
Faktor Pengurang
1.2.2.1
2
Pendapatan komprehensif lainnya
Pendapatan komprehensif lainnya
1.2.2.1.1
Selisih kurang penjabaran laporan keuangan
(1,247)
1.2.2.1.2
(1,247)
Potensi kerugian dari penurunan nilai wajar aset
keuagan dalam kelompok tersedia untuk dijual
(772,044)
(679,039)
Cadangan tambahan modal lainnya (other disclosed reserves)
(234,952)
(235,891)
1.2.2.2.1
Disagio
-
-
1.2.2.2.2
Rugi tahun-tahun lalu
-
-
1.2.2.2.3
Rugi tahun berjalan
-
-
1.2.2.2.4
Selisih kurang antara Penyisihan Penghapusan
Aset (PPA) dan Cadangan Kerugian Penurunan
Nilai (CKPN) atas aset produktif
1.2.2.2.5
Selisih kurang jumlah penyesuaian nilai wajar
dari instrumen keuangan dalam Trading Book
1.2.2.2.6
PPA aset non produktif yang wajib dibentuk
1.2.2.2.7
Lainnya
1.3
Kepentingan Non Pengendali yang dapat diperhitungkan
1.4
Faktor Pengurang Modal Inti Utama
1.4.1
Perhitungan pajak tangguhan
1.4.2
Goodwill
1.4.3
-
-
-
(234,952)
(235,891)
-
-
-
458,658
Konsolidasi
-
(13,428,463) (10,524,001)
(5,435,589)
(5,777,248)
-
(117,741)
Seluruh aset tidak berwujud lainnya
(1,436,314)
(1,519,757)
1.4.4
Penyertaan yang diperhitungkan sebagai faktor pengurang
(6,531,560)
(3,084,255)
1.4.5
Kekurangan modal pada perusahaan anak asuransi
1.4.6
Eksposur sekuritisasi
1.4.7
Faktor pengurang modal inti utama lainnya
-
-
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
-
-
-
-
(25,000)
(25,000)
Modal Inti Tambahan/Additional Tier 1 (AT 1)
-
-
2.1
Instrumen yang memenuhi persyaratan AT 1
-
-
2.2
Agio/Disagio
-
-
2.3
Faktor Pengurang Modal Inti Tambahan
-
-
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
-
-
-
-
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Modal Pelengkap (Tier 2)
1
7,075,719
7,761,071
205,135
205,135
Instrumen modal dalam bentuk saham atau lainnya yang memenuhi persyaratan Tier 2
2
Agio/Disagio
3
Cadangan umum PPA atas aset produktif yang wajib dibentuk (paling tinggi 1,25%
ATMR Risiko Kredit)
4
III
02
Laporan Manajemen
-
-
6,870,584
7,555,936
Faktor Pengurang Modal Pelengkap
-
-
4.1
Sinking Fund
-
-
4.2
Investasi pada instrumen Tier 2 pada bank lain
-
-
4.3
Kepemilikan silang pada entitas lain yang diperoleh berdasarkan peralihan
karena hukum, hibah, atau hibah wasiat
-
-
TOTAL MODAL (I+II)
05
Tinjauan Fungsi
Pendukung Bisnis
14,135,338
14,751,448
137,432,214 148,064,578 107,388,146 115,832,877
Tabel 1.a Pengungkapan Kuantitatif Struktur Permodalan Bank Umum
31 Desember 2016
Bank
31 Desember 2015
Konsolidasi
Bank
Konsolidasi
ASET TERTIMBANG MENURUT
RISIKO (ATMR)
31 Desember 2016
31 Desember 2015
Bank
Bank
Konsolidasi
Konsolidasi
Rasio KPMM
ATMR RISIKO KREDIT
549,646,704
604,474,920
497,912,789
547,201,603
Rasio CET 1 (%)
20.26%
19.67%
16.15%
15.70%
ATMR RISIKO PASAR
1,800,778
1,362,981
805,426
881,544
Rasio Tier 1 (%)
20.26%
19.67%
16.15%
15.70%
ATMR RISIKO OPERASIONAL
91,932,008
107,559,670
78,627,774
95,640,437
Rasio Tier 2 (%)
1.10%
1.08%
2.45%
2.29%
643,379,490
713,397,571
577,345,989
643,723,584
Rasio KPMM (%)
21.36%
20.75%
18.60%
17.99%
9.52%
9.53%
9.00%
9.00%
11.84%
11.22%
TOTAL ATMR
RASIO KPMM SESUAI PROFIL
RISIKO
ALOKASI PEMENUHAN KPMM
CET 1 UNTUK BUFFER
PERSENTASE BUFFER YANG WAJIB DIPENUHI
OLEH BANK
Dari CET1
8.42%
8.45%
6.55%
6.71%
Capital conservation buffer (2,5% dari
ATMR) (%)
0.625%
0.625%
Dari AT1
0.00%
0.00%
0.00%
0.00%
Countercyclical buffer ( 0% - 2,5% dari
ATMR) (%)
0.00%
0.00%
Dari Tier 2
1.10%
1.08%
2.45%
2.29%
Capital surcharge ( 1% - 2,5% dari
ATMR) (%)
0.625%
0.625%
Catatan: Rasio Kecukupan Modal (Capital Adequacy Ratio [CAR]) per 31 Desember 2016 dihitung sesuai Peraturan Otoritas Jasa Keuangan (POJK) No.34/POJK.03/2016 tanggal 22 September 2016 tentang Kewajiban
Penyediaan Modal Minimum Bank Umum. (Capital Adequacy Ratio [CAR]) per 31 Desember 2015 dihitung sesuai Peraturan Bank Indonesia (PBI) No.15/12/PBI/2013 tanggal 12 Desember 2013 tentang Kewajiban Penyediaan
Modal Minimum Bank Umum.
According to the risk profile position on June 2016, the minimum Capital Adequacy Ratio (CAR) of Bank Mandiri was 9-10%. Bank
Mandiri has also used Capital Add-On method, to obtain the minimum CAR that need to be fulfilled by Bank Mandiri of 9.52%.
Bank Mandiri always prepares its capital which meets the minimum capital requirements of Basel III in accordance with the OJK
timeline. On December 2016 position, CAR stands at 20.67% has met the minimum capital based on the framework of Basel III which
adopted by OJK amounted to 10.72% (consisting of CAR accordance to the risk profile 9.52%, Capital Conservation Buffer 0.625%
and D- SIB Capital Surcharge 0,625%). The strong capital structure of Bank Mandiri with CET 1 ratio amounted to 19.59% also has met
the minimum requirement of CET 1 by 4.5%, and the minimum Tier 1 of 6%.
THE IMPLEMENTATION OF RISK MANAGEMENT PARTICULARLY IN BANK MANDIRI
1. CREDIT RISK
Credit Risk Management
The Company’s credit management processes begin with determining the target market, and continue with risk assessment and
monitoring of credit distribution. In channeling lending, Bank Mandiri always prioritizes the principle of prudence by placing the
credit analysis function which performed by the business units and independent credit risk units. Bank Mandiri always guided
by the Credit Policy Bank Mandiri (KPBM) in managing credit risk by using end-to-end basis. Operationally, the policy set forth
in the form of Credit Standard Procedures (SPK) and the Product Manual. Furthermore, in managing credit risk concentration at
debtors' level, Bank Mandiri consistently monitor Lending Limit (LLL). In general, the credit process and credit risk management
at Bank Mandiri already done end-to-end basis and integrated by Business Unit, Operation Unit Credit, and Credit Risk
Management Unit. More clearly seen in the schematic belowi:
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Credit Risk Management Organization
Organization of credit risk management Bank Mandiri
introduced the system of four eyes principles together
with credit risk unit which separated with business unit for
wholesale credit segment.
Credit Risk Management Organization
In terms of credit risk management, Bank Mandiri has
implemented several strategic initiatives, including:
• Pre-screening the Potential Debtor
In order to the initial screening of new potential debtor,
especially for Corporate and Commercial segment,
Bank Mandiri has implemented name clearance
mechanism. By this mechanism, new potential debtor
will be evaluated related to the businesses, business
performance, early identification of potential risks
which owned by the debtor/ debtor group prior to
the process of further analysis. Debtors who past the
name clearance process will be a pipeline for further
prospects.
•
Limit Management
In order to maintain the debtor's credit exposure and
limit remain at the corridor or limit the risks that can be
managed by the bank, Bank Mandiri has implemented a
limit management which consisting of Master Limit and
Value Chain Limit. Master Limit applied to maintain the
maximum credit limit which can be given to the debtor/
debtor group while Value Chain Limit aplied to maintain
the maximum credit limit which can be given to the
value chain debtor/debtor group. Limit management is
unadvised and uncommitted and applied to the whole
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Corporate segment.
The implementation and the execution of Limit
management will be monitored through the Integrated
Central Liabilities System (ICLS), where through these
system the limit which has been given to the debtor/
debtor group and its value chain as well as its use could
be monitored and managed.
•
Credit Approval
Approval and credit limit setting on the corporate,
commercial and business banking segment (limit
5 billion - 10 billion) were identified and quantified
through a system of credit rating and then do a business
feasibility analysis through spreadsheet and Credit
Analysis Memorandum (NAK) in integrated and endto-end through the Integrated Processing System (IPS).
Meanwhile, in the retail segment (business banking
with limit of 500 million - Rp5 billion and micro) and
the consumer segment, approval and credit limit
setting measured by a credit scoring system which
done through the process end-to-end integrated in
the system Loan Origination System (LOS). The model
of credit rating (wholesale) and credit scoring (retail &
consumer) continues to be developed and validated
and monitored via Report of Model Scoring and Rating.
The model of credit rating and credit scoring used is
able to provide the Probability of Default (PD), while
Bank Mandiri continues to develop models of Loss Given
Default (LGD) and model of Credit Conversion Factors
(CCF) for calculating Exposure at Default (EAD) in order
to support implementation of Basel II and Economic
Capital calculation. While, in terms of agreements that
have a mortgage loan. Bank Mandiri requires that the
collateral for credit must meet the criterias for at least
has the economic value, marketable, transferable, and
has a juridical value.
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•
I
Credit Monitoring
n assessing and monitoring the quality of credit, Bank Mandiri always refers to the regulation of Bank Indonesia by
prioritizing the precautionary principle in a way to review the business prospects, as well as assessing the performance
and debtor's ability to pay. Monitoring of credit quality in the corporate, commercial, and business banking segment with
limit> Rp 2 billion were done at the level of debtors by using ALERT Tools through the Integrated Processing System (IPS).
Loan monitoring system includes two functions: as a tool of early detection through Watch List (Early Warning Analysis) and
collectibility review based on three pillars. Loan Monitoring System is a standard method, structured and comprehensive in
monitoring the performance of the debtor, so it can be carried out follow-up (action plan) to prevent the declining of the
debtor's credit quality. Minimal monitoring process conducted within the quarterly period which aims to identify potential
debtor which experiencing difficulties in completing their obligations.
Meanwhile, monitoring of credit process in the business banking segment with limit> Rp 2 billion, micro and consumer,
were done at the level of portfolio by analyzing the portfolios from various aspects of credit risk as outlined in the credit risk
report. In order to maximize the implementation of risk management, Bank Mandiri also do credit monitoring on the credit
process and systems as well as its tools supporting through forum named credit sessions which held regularly for every
credit segment, where in this forum can be determined the problems and weaknesses in every business process, credit
policy and methodologies and tools, so it can immediately be repaired. In addition, as anticipatory measures (early warning
signal), Bank Mandiri perform process simulation and stress testing of the portfolio owned periodically to determine
changes in the quality of the portfolio per segment or per industrial sector, where the result will be a guide for Bank Mandiri
in monitoring the sector or a particular debtor which may experience decline in quality with more stringent to prevent
undesirable things.
Portfolio Management and Concentration Risk
Bank Mandiri has allocated the capital and apply the principle of active portfolio management in managing credit risk at the
portfolio level by referring to the Portfolio Guideline (PG), which consists of Industry Classification, Industry Acceptance Criteria
and Industry Limit. The Industry Classification and Industry Acceptance Criteria aims to target the prospective customers (winner
player) in priority industries whom can bring economic value added as a targeted customer.
Risk management at the portfolio level is done by grouping the industrial sector based on Industry Class by counting
some factors such as the outlook for the industry/sector, the Bank's internal expertise, portfolio performance, and Industry
Outlook. Furthermore, in each sector will be determined a certain Industry Limit which in accordance with the maximum
credit allocation based on the level of risk and return from each industry. While risk management at the level of debtor
determined through in-house provision limits by taking into account the needs and financial ability of debtor and Lending
Limit (LLL) set by Bank Indonesia.
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The composition of the Bank Loans per Economic Sectors (December 2016)
To examine the resilience of credit portfolio against changes in macroeconomic conditions, Bank Mandiri do Credit Risk
Stress Test, either periodically according to banking regulations or as adhoc.
Simulation of stress testing in Q3 2016 with a baseline scenario based on the fact that China's economic growth is still
slowing. In addition there is the possibility of change in political, economic and trade policy of the United States after the
election of Donald Trump as the new president, one of them is the potential increase of Fed Funds Rate gradually following
the US economic recovery which expected not too strong, so that the movement of domestic interest rates, exchange rates
and market liquidity are expected could be controlled.
Moderate scenario and the worst deviation from baseline scenario above is focused on China's economic slowdown which is
more severe and lead to a hard landing (worst) and the hikes of Fed Funds Rate which is more aggressive, and their impact
to the Indonesian economy. The details of each of these scenarios together with the variable macroeconomic projections for
the year ahead (s.d. Q3 2017) are as follows
Growth and Credit Quality
During 2016, Bank Mandiri has recorded loan growth was quite good. Credit portfolio of Bank Mandiri for the entire segment
(bank only) grew by 10.6% (YoY) with a NPL ratio of 3.96% (gross). In 2016, several credit segments have performed quite well,
including the Corporate segment, which grew by 15.6% (YoY) with a NPL rate of 1.01%. The achievement was obtained through the
application of integrated (end-to-end) credit process which are reliable, and has been covering the identification process of credit
sector potential, underwriting accurate and rigorous, process credit monitoring on a regular basis, a portfolio of comprehensive
management and resolution of problem loans in discipline. Moreover, this growth is also supported by the presence of strategic
infrastructure projects that are being launched by the government.
The bill which has been maturity and Impairment Value
The bill which has been maturity is the whole bill which overdue for more than 90 (ninety) days, either for payment of principal and/
or interest payments.
Meanwhile bill Experiencing Impairment is when there is objective evidence of the occurrence of an adverse event and the impact
on the estimated future cash flows of the financial asset or group of financial assets which can be estimated reliably.
The formulation of the Individual Reserves for Impairments (CKPN) is based on two concepts, namely the estimated amount of
financial assets losses and the estimated of recoverable amount. The method used was the discounted cash flow or fair value of
collateral method.
CKPN credit which evaluated individually obtained from the difference between the carrying amount and the present value of
estimated cash flow of future discounted (the carrying amount is greater than the present value of estimated cash flow). If there is
no difference between the carrying amount and the present value of the estimated future cash flows are discounted or negative
difference (the carrying value of less than or equal to the present value of estimated future cash flows which discounted), then CKPN
for that credits was formed collectively for every segments.
The formulation of Collective CKPN based on the determination of historical loss techniques by using statistical methods which
based on internal loan grades Bank. Bank Mandiri uses Migration Analysis and Roll Rate Analysis to get the value of Probability
of Default (PD), which already accounted Loss Given Default (LGD) in calculating the historical loss rates. In evaluating credit
impairment collectively, the observation period historical loss data used at least 3 years.
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Credit Risk Exposures per Region, Time Period and Economic Sector
Based on the Standard Approach, Bank Mandiri has exposure per region, time period and economic sectors as follows
Net Claims per Territory - Bank as Individual and Consolidated with Subsidiaries:
Table 2.1.a Disclosure of Net Claims by Region - Bank on Individual (in million Rupiah)
No
Kategori Portofolio
31 Desember 2016
Tagihan Bersih Berdasarkan Wilayah
Region I/
Sumatera 1
Region II/
Sumatera 2
Region III/
Jakarta 1
(3)
(4)
(5)
Region IV/
Jakarta 2
Region VI/
Jawa 1
(7)
(8)
Region VII/
Jawa 2
Region VIII/
Jawa 3
Region IX/
Kalimantan
Region X/
Sulawesi &
Maluku
Region XI/
Bali & Nusa
Tenggara
Region XII/
Papua
(9)
(10)
(11)
(12)
(13)
(14)
(1)
(2)
1
Tagihan Kepada Pemerintah
2
Tagihan Kepada Entitas
Sektor Publik
3
Tagihan Kepada Bank Pembangunan Multilateral dan
Lembaga Internasional
4
Tagihan Kepada Bank
15,466
582,969
9,291
42,263
44,819
62,529
77,827
22,825
5
Kredit Beragun Rumah
Tinggal
810,129
1,119,351
2,207,715
2,656,223
1,944,187
1,625,940
1,541,116
2,984,682
6
Kredit Beragun Properti
Komersial
0
0
0
0
0
0
0
0
0
7
Kredit Pegawai/Pensiunan
8
Tagihan Kepada Usaha
Mikro, Usaha Kecil dan
Portofolio Ritel
9
10
11
(6)
Region V/
Jakarta 3
Kantor Pusat
Overseas
(15)
(16)
0
0
0
0
959,332
0
0
500
0
0
0
0
197,743,278
16,086,662
9,424,461
7,644,880
4,393,694
14,129,188
22,686,388
4,759,430
1,714,520
8,152,292
5,238,726
1,171,144
669,089
948
26,659,405
342,412
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
3,892
124,591
3,489
35,809,192
4,728,863
996,406
1,618,583
796,638
140,131
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
8,883,921
10,758,980
6,899,107
7,516,163
29,968,460
7,801,707
8,465,043
10,623,910
6,721,663
8,796,484
4,575,752
2,682,308
8,997,596
22,292
Tagihan kepada Korporasi
35,460,736
21,515,029
41,081,607
46,968,661
54,478,811
11,132,327
19,112,087
38,470,933
18,593,807
10,627,215
7,958,537
2,370,092
70,998,422
18,022,607
Tagihan yang Telah Jatuh
Tempo
393,334
469,976
685,757
1,127,068
1,793,275
415,169
613,874
1,308,172
344,246
523,316
134,061
43,703
139,511
185,656
Aset Lainnya
Total
0
0
0
0
0
0
0
0
0
0
0
0
64,497,979
0
54,988,047
42,091,185
55,277,171
72,439,566
111,875,272
25,797,102
31,524,467
61,563,314
31,894,848
22,740,634
14,258,668
5,240,671
404,845,383
39,388,492
Kantor Pusat
Overseas
Tabel 2.1.b Pengungkapan Tagihan Bersih Berdasarkan Wilayah - Bank secara Konsolidasi dengan Perusahaan Anak
No
Kategori Portofolio
31 Desember 2016
Tagihan Bersih Berdasarkan Wilayah
Region I/
Sumatera 1
Region II/
Sumatera 2
Region III/
Jakarta 1
Region IV/
Jakarta 2
Region V/
Jakarta 3
Region VI/
Jawa 1
Region VII/
Jawa 2
Region VIII/
Jawa 3
Region IX/
Kalimantan
(3)
(4)
(5)
(6)
(7)
(8)
0
0
0
0
959,332
0
9,424,461
7,644,880
4,393,694
14,129,188
22,686,388
0
0
0
0
0
Region X/
Sulawesi &
Maluku
Region XI/
Bali & Nusa
Tenggara
Region XII/
Papua
(9)
(10)
(11)
(12)
(13)
(14)
(15)
(16)
0
500
0
0
0
0
199,423,193
16,086,662
4,759,430
1,714,520
8,152,292
5,238,726
1,171,144
669,089
948
26,924,948
342,412
0
0
0
0
0
0
0
0
0
35,633,755
4,728,863
(1)
(2)
1
Tagihan Kepada Pemerintah
2
Tagihan Kepada Entitas
Sektor Publik
3
Tagihan Kepada Bank Pembangunan Multilateral dan
Lembaga Internasional
4
Tagihan Kepada Bank
15,466
582,969
9,291
42,263
44,819
62,529
77,827
22,825
0
3,892
124,591
3,489
5
Kredit Beragun Rumah
Tinggal
810,129
1,119,351
2,207,715
2,656,223
1,944,187
1,625,940
1,541,116
2,984,682
996,406
1,618,583
796,638
140,131
6
Kredit Beragun Properti
Komersial
0
0
0
0
0
0
0
0
0
0
0
0
7
Kredit Pegawai/Pensiunan
8
Tagihan Kepada Usaha
Mikro, Usaha Kecil dan
Portofolio Ritel
9
10
11
12
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
2,917,617
0
8,883,921
10,758,980
6,899,107
7,516,163
29,968,460
7,801,707
8,465,043
10,623,910
6,721,663
8,796,484
4,575,752
2,682,308
20,187,149
22,292
Tagihan kepada Korporasi
35,460,736
21,515,029
41,081,607
46,968,661
54,478,811
11,132,327
19,112,087
38,470,933
18,593,807
10,627,215
7,958,537
2,370,092
71,585,026
18,022,607
Tagihan yang Telah Jatuh
Tempo
393,334
469,976
685,757
1,127,068
1,793,275
415,169
613,874
1,308,172
344,246
523,316
134,061
43,703
332,474
185,656
Aset Lainnya
0
0
0
0
0
0
0
0
0
0
0
0
66,635,060
0
Eksposur di Unit Usaha
Syariah (apabila ada)
0
0
0
0
0
0
0
0
0
0
0
0
80,344,554
0
54,988,048
42,091,183
55,277,170
72,439,566
111,875,272
25,797,103
31,524,467
61,563,314
31,894,849
22,740,634
14,258,668
5,240,670
503,983,775
39,388,492
Total
*) Tagihan bersih
Perusahaan Anak dimonitor
dan dicatat dalam wilayah
Kantor Pusat
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(dalam jutaan rupiah)
31 Desember 2015
Tagihan Bersih Berdasarkan Wilayah
Total
Region I/
Sumatera 1
(17)
(18)
Region II/
Sumatera 2
Region III/
Jakarta 1
(19)
(20)
Region IV/
Jakarta 2
(21)
Region V/
Jakarta 3
Region VI/
Jawa 1
(22)
(23)
Region VII/
Jawa 2
Region VIII/
Jawa 3
(24)
Region IX/
Kalimantan
(25)
Region X/
Sulawesi &
Maluku
(26)
Region XI/
Bali & Nusa
Tenggara
(27)
Region XII/
Papua
(28)
Kantor Pusat
(29)
(30)
Overseas
Total
(31)
(32)
214,789,772
0
224
0
0
714,967
0
0
0
0
0
0
0
172,409,022
14,578,222
187,702,435
106,986,577
10,639,105
6,090,973
3,926,870
10,404,582
12,623,232
2,947,724
489,847
1,610,252
5,738,723
1,290,881
762,345
0
34,675,633
354,459
91,554,626
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
41,528,016
29,839
319,275
28,115
92,281
59,492
99,249
175,118
56,727
0
22,658
202,155
5,311
29,910,792
4,812,170
35,813,182
18,441,101
604,199
932,513
1,467,120
1,232,093
1,180,991
814,268
1,208,594
1,731,022
742,025
861,286
567,306
72,321
10,184
0
11,423,922
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
122,713,386
8,481,911
10,037,172
6,296,600
6,576,615
28,199,969
7,906,452
8,557,998
8,327,986
6,593,503
8,417,568
3,672,733
2,594,750
9,072,169
30,899
114,766,325
396,790,871
32,230,171
20,177,671
41,558,841
49,288,149
59,024,589
14,274,193
16,592,961
37,247,418
19,024,575
10,398,874
4,666,701
2,156,944
60,624,251
12,637,222
379,902,560
8,177,118
285,330
353,402
300,545
207,058
302,081
280,040
421,431
244,613
258,276
243,068
42,039
41,056
211,625
37,760
3,228,324
64,497,979
0
0
0
0
0
0
0
0
0
0
0
0
42,635,888
0
42,635,888
973,924,820
52,270,555
37,911,230
53,578,091
67,800,778
102,105,321
26,321,926
27,445,949
49,218,018
32,357,102
21,234,335
9,913,279
4,870,382
349,549,564
32,450,732
867,027,262
(dalam jutaan rupiah)
31 Desember 2015
Tagihan Bersih Berdasarkan Wilayah
Total
Region I/
Sumatera 1
Region II/
Sumatera 2
Region III/
Jakarta 1
Region IV/
Jakarta 2
Region V/
Jakarta 3
Region VI/
Jawa 1
Region VII/
Jawa 2
Region VIII/
Jawa 3
Region IX/
Kalimantan
Region X/
Sulawesi &
Maluku
Region XI/
Bali & Nusa
Tenggara
Region XII/
Papua
Kantor Pusat
Overseas
Total
(17)
(18)
(19)
(20)
(21)
(22)
(23)
(24)
(25)
(26)
(27)
(28)
(29)
(30)
(31)
(32)
216,469,687
0
224
0
0
714,967
0
0
0
0
0
0
0
172,879,911
14,578,222
188,173,324
107,252,120
10,639,105
6,090,973
3,926,870
10,404,582
12,623,232
2,947,724
489,847
1,610,252
5,738,723
1,290,881
762,345
0
35,035,802
354,459
91,914,795
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
41,352,579
29,839
319,275
28,115
92,281
59,492
99,249
175,118
56,727
0
22,658
202,155
5,311
29,665,369
4,812,170
35,567,759
18,441,101
604,199
932,513
1,467,120
1,232,093
1,180,991
814,268
1,208,594
1,731,022
742,025
861,286
567,306
72,321
10,184
0
11,423,922
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
2,917,617
0
0
0
0
0
0
0
0
0
0
0
0
187,959
0
187,959
133,902,939
8,481,911
10,037,172
6,296,600
6,576,615
28,199,969
7,906,452
8,557,998
8,327,986
6,593,503
8,417,568
3,672,733
2,594,750
17,529,117
30,899
123,223,273
397,377,475
32,230,171
20,177,671
41,558,841
49,288,149
59,024,589
14,274,193
16,592,961
37,247,418
19,024,575
10,398,874
4,666,701
2,156,944
61,203,103
12,637,222
380,481,412
8,370,081
285,330
353,402
300,545
207,058
302,081
280,040
421,431
244,613
258,276
243,068
42,039
41,056
297,244
37,760
3,313,943
66,635,060
0
0
0
0
0
0
0
0
0
0
0
0
44,381,523
0
44,381,523
80,344,554
0
0
0
0
0
0
0
0
0
0
0
0
70,910,376
0
70,910,376
1,073,063,212
52,270,555
37,911,230
53,578,091
67,800,778
102,105,321
26,321,926
27,445,949
49,218,018
32,357,102
21,234,335
9,913,279
4,870,382
432,100,587
32,450,732
949,578,285
156
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Tabel 2.2.a. Pengungkapan Tagihan Bersih Berdasarkan Sisa Jangka Waktu Kontrak - Bank secara Individual
No
Kategori Portofolio
31 Desember 2016
Tagihan bersih berdasarkan sisa jangka waktu kontrak
≤ 1 tahun
> 1 thn s.d. 3 thn
> 3 thn s.d. 5 thn
(3)
(4)
(5)
(6)
(7)
(8)
Tagihan Kepada Pemerintah
78,657,310
32,789,532
35,367,898
19,213,499
48,761,535
214,789,773
2
Tagihan Kepada Entitas Sektor Publik
53,005,957
12,780,040
11,021,111
30,179,469
0
106,986,577
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
0
0
0
0
0
0
4
Tagihan Kepada Bank
26,707,484
5,255,684
1,541,357
71,982
7,951,507
41,528,015
5
Kredit Beragun Rumah Tinggal
5,015,390
981,061
2,739,156
9,705,493
0
18,441,100
6
Kredit Beragun Properti Komersial
0
0
0
0
0
0
7
Kredit Pegawai/Pensiunan
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel
9
Tagihan kepada Korporasi
10
Tagihan yang Telah Jatuh Tempo
11
Aset Lainnya
(1)
(2)
1
Total
> 5 thn
Non-Kontraktual
Total
0
0
0
0
0
0
20,729,283
45,908,880
21,641,960
34,433,263
0
122,713,385
229,406,390
52,927,274
62,718,669
51,738,538
0
396,790,872
3,541,037
1,117,570
1,118,086
2,400,423
0
8,177,117
0
0
0
0
64,497,979
64,497,979
417,062,851
151,760,041
136,148,237
147,742,668
121,211,021
973,924,818
Tabel 2.2.b. Pengungkapan Tagihan Bersih Berdasarkan Sisa Jangka Waktu Kontrak - Bank secara Konsolidasi dengan Perusahaan Anak
No
Kategori Portofolio
31 Desember 2016
Tagihan bersih berdasarkan sisa jangka waktu kontrak
≤ 1 tahun
> 1 thn s.d. 3 thn
> 3 thn s.d. 5 thn
> 5 thn
Non-Kontraktual
Total
(3)
(4)
(5)
(6)
(7)
(8)
(1)
(2)
1
Tagihan Kepada Pemerintah
78,657,310
32,789,532
37,047,811
19,213,499
48,761,535
216,469,687
2
Tagihan Kepada Entitas Sektor Publik
53,005,957
12,780,040
11,286,654
30,179,469
0
107,252,120
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
0
0
0
0
0
0
4
Tagihan Kepada Bank
26,707,484
5,255,684
1,541,357
71,982
7,776,072
41,352,579
5
Kredit Beragun Rumah Tinggal
5,015,390
981,061
2,739,156
9,705,493
0
18,441,100
6
Kredit Beragun Properti Komersial
0
0
0
0
0
0
7
Kredit Pegawai/Pensiunan
0
0
0
2,917,617
0
2,917,617
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel
20,729,283
45,908,880
32,831,513
34,433,263
0
133,902,939
9
Tagihan kepada Korporasi
229,406,390
52,927,274
63,305,273
51,738,538
0
397,377,475
10
Tagihan yang Telah Jatuh Tempo
3,541,037
1,117,570
1,311,051
2,400,423
0
8,370,081
11
Aset Lainnya
0
0
0
0
66,635,060
66,635,060
12
Eksposur di Unit Usaha Syariah (apabila ada)
0
0
74,609,776
0
5,734,778
80,344,554
417,062,851
151,760,041
224,672,590
150,660,284
128,907,445
1,073,063,212
Total
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
(dalam jutaan rupiah)
31 Desember 2015
Tagihan bersih berdasarkan sisa jangka waktu kontrak
≤ 1 tahun
> 1 thn s.d. 3 thn
> 3 thn s.d. 5 thn
> 5 thn
Non-Kontraktual
Total
(9)
(10)
(11)
(12)
(13)
(14)
41,987,584
30,035,485
50,118,950
12,284,192
53,276,224
187,702,435
41,732,030
10,180,380
8,710,881
30,931,334
0
91,554,625
0
0
0
0
0
0
17,982,949
6,934,142
1,312,082
33,614
9,550,394
35,813,181
1,409,740
677,947
1,468,879
7,867,357
0
11,423,923
0
0
0
0
0
0
0
0
0
0
0
0
21,090,846
43,530,482
18,234,604
31,910,394
0
114,766,326
225,014,812
43,718,703
63,135,657
48,033,389
0
379,902,561
1,860,155
763,489
215,487
389,192
0
3,228,323
0
0
0
42,635,888
42,635,888
135,840,628
143,196,540
131,449,472
105,462,506
867,027,262
351,078,116
(dalam jutaan rupiah)
31 Desember 2015
Tahigan bersih berdasarkan sisa jangka waktu kontrak
≤ 1 tahun
> 1 thn s.d. 3 thn
> 3 thn s.d. 5 thn
> 5 thn
Non-Kontraktual
Total
(9)
(10)
(11)
(12)
(13)
(14)
42,271,213
30,035,485
50,253,569
12,336,833
53,276,224
188,173,324
41,732,030
10,180,380
8,710,881
31,291,504
0
91,914,795
0
0
0
0
0
0
17,239,266
6,934,142
1,312,082
33,614
10,048,655
35,567,759
1,409,740
677,947
1,468,879
7,867,357
0
11,423,923
0
0
0
0
0
0
0
0
0
187,959
0
187,959
21,517,729
46,942,058
22,758,853
32,004,633
0
123,223,273
225,177,353
43,718,703
63,135,657
48,449,699
0
380,481,412
1,873,983
807,682
243,086
389,192
0
3,313,943
0
0
0
44,381,523
44,381,523
29,389,579
11,371,540
11,987,321
11,003,946
7,157,989
70,910,376
380,610,893
150,667,937
159,870,328
143,564,737
114,864,390
949,578,285
157
10
Laporan Keuangan
Konsolidasian
158
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Tabel 2.3.a. Pengungkapan Tagihan Bersih Berdasarkan Sektor Ekonomi - Bank secara Individual
No.
Sektor Ekonomi
Tagihan Kepada
Pemerintah
Tagihan Kepada
Entitas Sektor
Publik
Tagihan Kepada
Bank
Pembangunan
Multilateral
dan Lembaga
Internasional
Tagihan Kepada
Bank
(1)
(2)
(3)
(4)
(5)
(6)
31 Desember 2016
1
Pertanian, perburuan dan Kehutanan
0
2
Perikanan
0
11,652,846
0
3
Pertambangan dan Penggalian
0
3,318,338
0
4
Industri Pengolahan
0
20,695,005
0
5
Listrik, Gas, dan Air
0
19,475,747
0
6
Konstruksi
0
8,896,387
0
7
Perdagangan besar dan eceran
500
44,192
0
8
Penyediaan akomodasi dan penyediaan makan minum
0
407,783
0
9
Transportasi, pergudangan dan komunikasi
0
5,904,983
0
10
Perantara keuangan
0
6,648,349
0
11
Real estate, usaha persewaan dan jasa perusahaan
0
222,605
0
12
Administrasi Pemerintahan, pertahanan dan jaminan sosial wajib
3,304,430
0
13
Jasa pendidikan
0
0
14
Jasa kesehatan dan kegiatan sosial
0
0
0
15
Jasa kemasyarakatan, sosial budaya, hiburan dan perorangan lainnya
0
4,511
0
16
Jasa perorangan yang melayani rumah tangga
0
0
17
Badan internasional dan badan ekstra internasional lainnya
0
0
18
Kegiatan yang belum jelas batasannya
0
0
19
Rumah Tangga
20
Bukan Lapangan Usaha
21
Lainnya (tambahan a.l. untuk SBI,SUN)
211,484,843
29,715,833
0
Total
214,789,773
106,986,577
0
41,528,015
15,441,323
0
0
0
0
41,528,015
0
31 Desember 2015
1
Pertanian, perburuan dan Kehutanan
0
2
Perikanan
0
0
0
0
3
Pertambangan dan Penggalian
0
7,280,640
0
0
4
Industri Pengolahan
0
14,854,365
0
0
5
Listrik, Gas, dan Air
0
10,064,347
0
0
6
Konstruksi
0
5,729,621
0
0
7
Perdagangan besar dan eceran
224
25,239
0
8
Penyediaan akomodasi dan penyediaan makan minum
0
527,389
0
9
Transportasi, pergudangan dan komunikasi
0
1,479,938
0
0
10
Perantara keuangan
0
5,839,011
0
35,813,181
11
Real estate, usaha persewaan dan jasa perusahaan
12
Administrasi Pemerintahan, pertahanan dan jaminan sosial wajib
13
559,155
2,737,415
0
2,959,663
0
0
Jasa pendidikan
0
0
0
14
Jasa kesehatan dan kegiatan sosial
0
0
0
15
Jasa kemasyarakatan, sosial budaya, hiburan dan perorangan lainnya
0
0
0
16
Jasa perorangan yang melayani rumah tangga
0
0
0
17
Badan internasional dan badan ekstra internasional lainnya
0
0
0
18
Kegiatan yang belum jelas batasannya
0
0
0
19
Bukan Lapangan Usaha
0
1,192
0
20
Lainnya (tambahan a.l. untuk SBI,SUN)
184,183,392
27,574,147
0
Total
187,702,434
91,554,626
0
0
35,813,181
Catatan: Tagihan bersih yang dicatat dalam ‘Lainnya’ diantaranya Aset Lainnya, serta non cash loan seperti penempatan pada Bank Indonesia, Surat
Berharga, BG, dan L/C.
*) Sektor-sektor yang diungkapkan adalah sektor yang memiliki nilai nominal/saldo yang material. Untuk sektor-sektor yang tidak material, digabungkan menjadi satu dengan nama sektor lain-lain dan dijelaskan kepada stakeholder.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
(dalam jutaan rupiah)
Kredit Beragun
Rumah
Tinggal
Kredit Beragun
Properti
Komersial
Kredit
Pegawai/
Pensi
unan
Tagihan
Kepada
Usaha Mikro,
Usaha Kecil
dan
Portofolio
Ritel
Tagihan Kepada Korporasi
Tagihan yang
Telah Jatuh
Tempo
Aset Lainnya
Eksposur di
Unit
Usaha Syariah
(apabila ada)
(7)
(8)
(9)
(10)
(11)
(12)
(13)
(14)
0
0
1,656,758
40,672,718
126,157
0
0
0
0
76,918
235,884
6,605
0
0
319,407
0
0
43,586
26,663,276
1,063,825
0
0
31,089,025
0
0
1,056,044
96,227,595
1,369,050
0
0
119,347,693
0
0
24,494
4,216,787
185,886
0
0
23,902,913
0
0
302,094
15,206,702
238,250
0
0
24,643,433
0
0
25,506,018
67,903,072
3,443,799
0
0
96,897,581
0
0
3,455,390
3,317,592
78,780
0
0
7,259,545
0
0
857,913
17,424,588
496,987
0
0
24,684,471
0
0
84,113
12,593,499
763
0
0
60,854,737
0
0
1,872,634
19,332,729
179,899
0
0
21,607,867
0
0
16,537
61,036
1,193
0
0
3,383,196
0
0
37,371
99,581
192
0
0
137,144
0
0
86,456
1,582,546
3,213
0
0
1,672,215
0
0
1,171,344
1,887,951
33,291
0
0
3,097,096
0
0
7,879
30,447
1,814
0
0
40,139
0
0
33,687
0
0
0
33,687
0
0
703
0
0
18,441,101
77,532,355
7,693,239
830,242
159
54,108,478
703
104,496,937
0
8,686,052
273,346
106,754
0
0
9,066,152
0
0
239,432
81,333,895
10,417
64,497,979
0
387,282,399
18,441,101
0
0
122,713,385
396,790,872
8,177,117
64,497,979
0
973,924,818
0
0
0
2,525,357
42,324,130
147,143
0
0
60,437,953
0
0
0
52,073
233,553
7,867
0
0
293,493
0
0
0
39,467
23,641,624
11,546
0
0
30,973,277
0
0
0
910,508
107,187,758
564,245
0
0
123,516,876
0
0
0
25,575
3,983,326
698
0
0
14,073,946
0
0
0
332,126
13,722,859
23,001
0
0
19,807,607
0
0
0
22,487,141
66,815,467
1,332,562
0
0
90,660,633
0
0
0
2,810,216
2,974,495
57,671
0
0
6,369,771
0
0
0
410,301
18,082,147
101,760
0
0
20,074,146
0
0
0
92,658
8,231,312
4,825
0
0
49,980,987
0
0
0
3,189,873
21,853,064
141,312
0
0
28,480,819
0
0
0
32,095
103,497
3,215
0
0
3,098,470
0
0
0
7,112
153,332
241
0
0
160,685
0
0
0
101,888
1,639,722
2,005
0
0
1,743,615
0
0
0
11,982
364,985
319
0
0
377,286
0
0
0
15,149
19,727
819
0
0
35,695
0
0
0
0
0
0
0
0
0
0
0
0
6,699
166,214
1,008
0
0
173,921
11,423,922
0
0
81,483,785
5,910,630
822,837
0
0
99,642,366
0
0
0
232,319
62,494,719
5,250
42,635,888
0
317,125,715
11,423,922
0
0
114,766,325
379,902,562
3,228,324
42,635,888
0
867,027,262
160
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Tabel 2.3.b. Pengungkapan Tagihan Bersih Berdasarkan Sektor Ekonomi - Bank secara Konsolidasi dengan Perusahaan Anak
No.
Sektor Ekonomi
Tagihan Kepada
Pemerintah
Tagihan Kepada
Entitas Sektor
Publik
Tagihan Kepada
Bank
Pembangunan
Multilateral
dan Lembaga
Internasional
Tagihan Kepada
Bank
(1)
(2)
(3)
(4)
(5)
(6)
31 Desember 2016
1
Pertanian, perburuan dan Kehutanan
0
11,652,846
0
2
Perikanan
0
3
Pertambangan dan Penggalian
0
3,318,338
0
4
Industri Pengolahan
0
20,695,005
0
5
Listrik, Gas, dan Air
0
19,475,747
0
6
Konstruksi
0
8,896,387
0
7
Perdagangan besar dan eceran
500
44,192
0
8
Penyediaan akomodasi dan penyediaan makan minum
0
407,783
0
9
Transportasi, pergudangan dan komunikasi
0
5,904,983
0
10
Perantara keuangan
0
6,648,349
0
11
Real estate, usaha persewaan dan jasa perusahaan
0
222,605
0
12
Administrasi Pemerintahan, pertahanan dan jaminan sosial wajib
3,304,430
0
13
Jasa pendidikan
0
0
14
Jasa kesehatan dan kegiatan sosial
0
0
0
15
Jasa kemasyarakatan, sosial budaya, hiburan dan perorangan lainnya
0
4,511
0
16
Jasa perorangan yang melayani rumah tangga
0
0
17
Badan internasional dan badan ekstra internasional lainnya
0
0
18
Kegiatan yang belum jelas batasannya
0
0
19
Rumah Tangga
20
Bukan Lapangan Usaha
21
Lainnya (tambahan a.l. untuk SBI,SUN)
213,164,757
29,981,376
0
Total
216,469,687
107,252,120
0
41,352,579
15,441,323
0
0
0
0
41,352,579
0
31 Desember 2015
1
Pertanian, perburuan dan Kehutanan
0
2
Perikanan
0
0
0
0
3
Pertambangan dan Penggalian
0
7,280,640
0
0
4
Industri Pengolahan
0
14,854,365
0
0
5
Listrik, Gas, dan Air
0
10,064,347
0
0
6
Konstruksi
0
5,729,621
0
0
7
Perdagangan besar dan eceran
224
25,239
0
8
Penyediaan akomodasi dan penyediaan makan minum
0
527,389
0
9
Transportasi, pergudangan dan komunikasi
0
1,479,938
0
0
10
Perantara keuangan
0
5,839,011
0
35,567,759
11
Real estate, usaha persewaan dan jasa perusahaan
12
Administrasi Pemerintahan, pertahanan dan jaminan sosial wajib
13
559,155
2,737,415
0
2,959,663
0
0
Jasa pendidikan
0
0
0
14
Jasa kesehatan dan kegiatan sosial
0
0
0
15
Jasa kemasyarakatan, sosial budaya, hiburan dan perorangan lainnya
0
0
0
16
Jasa perorangan yang melayani rumah tangga
0
0
0
17
Badan internasional dan badan ekstra internasional lainnya
0
0
0
18
Kegiatan yang belum jelas batasannya
0
0
0
19
Bukan Lapangan Usaha
0
1,192
0
20
Lainnya (tambahan a.l. untuk SBI,SUN)
184,654,282
27,934,316
0
Total
188,173,324
91,914,795
0
0
35,567,759
Catatan: Tagihan bersih yang dicatat dalam ‘Lainnya’ diantaranya Aset Lainnya, serta non cash loan seperti penempatan pada Bank Indonesia, Surat
Berharga, BG, dan L/C.
Tagihan bersih Perusahaan Anak dicatat dalam Sektor Ekonomi Lainnya
*) Sektor-sektor yang diungkapkan adalah sektor yang memiliki nilai nominal/saldo yang material. Untuk sektor-sektor yang tidak material, digabungkan menjadi satu dengan nama sektor lain-lain dan dijelaskan kepada stakeholder.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
(dalam jutaan rupiah)
Kredit Beragun
Rumah
Tinggal
Kredit Beragun
Properti
Komersial
Kredit
Pegawai/
Pensi
unan
Tagihan
Kepada
Usaha Mikro,
Usaha Kecil
dan
Portofolio
Ritel
Tagihan Kepada Korporasi
Tagihan yang
Telah Jatuh
Tempo
Aset Lainnya
Eksposur di
Unit
Usaha Syariah
(apabila ada)
(7)
(8)
(9)
(10)
(11)
(12)
(13)
(14)
0
0
1,656,758
40,672,718
126,157
0
0
0
0
76,918
235,884
6,605
0
0
0
0
43,586
26,663,276
1,063,825
0
0
0
0
1,056,044
96,227,595
1,369,050
0
0
0
0
24,494
4,216,787
185,886
0
0
0
0
302,094
15,206,702
238,250
0
0
0
0
25,506,018
67,903,072
3,443,799
0
0
0
0
3,455,390
3,317,592
78,780
0
0
0
0
857,913
17,424,588
496,987
0
0
0
0
84,113
12,593,499
763
0
0
0
0
1,872,634
19,332,729
179,899
0
0
0
0
16,537
61,036
1,193
0
0
0
0
37,371
99,581
192
0
0
0
0
86,456
1,582,546
3,213
0
0
0
0
1,171,344
1,887,951
33,291
0
0
0
0
7,879
30,447
1,814
0
0
0
0
33,687
0
0
0
0
0
703
0
0
18,441,101
77,532,355
7,693,239
161
830,242
0
8,686,052
273,346
106,754
0
0
0
0
2,917,617
11,428,986
81,920,498
203,382
66,635,060
80,344,554
18,441,101
0
2,917,617
133,902,939
397,377,475
8,370,081
66,635,060
80,344,554
0
0
0
2,525,357
42,324,130
147,143
0
0
0
0
0
52,073
233,553
7,867
0
0
0
0
0
39,467
23,641,624
11,546
0
0
0
0
0
910,508
107,187,758
564,245
0
0
0
0
0
25,575
3,983,326
698
0
0
0
0
0
332,126
13,722,859
23,001
0
0
0
0
0
22,487,141
66,815,467
1,332,562
0
0
0
0
0
2,810,216
2,974,495
57,671
0
0
0
0
0
410,301
18,082,147
101,760
0
0
0
0
0
92,658
8,231,312
4,825
0
0
0
0
0
3,189,873
21,853,064
141,312
0
0
0
0
0
32,095
103,497
3,215
0
0
0
0
0
7,112
153,332
241
0
0
0
0
0
101,888
1,639,722
2,005
0
0
0
0
0
11,982
364,985
319
0
0
0
0
0
15,149
19,727
819
0
0
0
0
0
0
0
0
0
0
0
0
0
0
6,699
166,214
1,008
0
11,423,922
0
0
81,483,785
5,910,630
822,837
0
0
0
0
187,959
8,689,266
63,073,569
90,869
44,381,523
70,910,376
11,423,922
0
187,959
123,223,273
380,419,830
3,313,943
44,381,523
70,910,376
1,073,063,212
162
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Credit Risk Exposure and Reserve
Bank Mandiri implement prudent policies on credit risk mitigation, including in determining reserves for impairment losses on
assets.
Backup per Territory - Bank Individual and Consolidated Subsidiaries: Table 2.4.a Disclosure Bills and Backup by Region - Bank as
Individual (in million Rupiah):
Tabel 2.4.a. Pengungkapan Tagihan dan Pencadangan Berdasarkan Wilayah - Bank secara Individual
No
Keterangan
31 Desember 2016
Tagihan Berdasarkan Wilayah
Region I/
Sumatera 1
(1)
(2)
1
Tagihan
2
Tagihan yang mengalami penurunan
nilai (impaired)
Region II/
Sumatera 2
(3)
Region III/
Jakarta 1
(4)
Region IV/
Jakarta 2
(5)
Region V/
Jakarta 3
(6)
Region VI/
Jawa 1
(7)
Region VII/
Jawa 2
(8)
Region VIII/
Jawa 3
(9)
Region IX/
Kalimantan
(10)
Region X/
Sulawesi &
Maluku
(11)
Region XI/
Bali & Nusa
Tenggara
(12)
Region XII/
Papua
(13)
Kantor Pusat
(14)
Over
(15)
(1
54,466,537
43,019,506
58,133,823
73,751,950
117,327,074
28,424,691
31,959,599
61,276,259
33,528,580
23,225,532
14,479,418
5,240,398
354,966,406
0
0
0
0
0
0
0
0
0
0
0
0
0
a. Belum jatuh tempo
1,760,941
1,188,302
1,806,925
1,416,085
3,785,606
2,355,603
1,603,574
3,118,032
1,502,033
1,381,394
351,305
141,440
951,224
b. Telah jatuh tempo
792,200
1,038,245
2,528,405
2,943,885
6,107,758
2,595,498
1,660,555
2,848,518
797,116
1,067,044
299,178
92,410
1,542,085
3
Cadangan kerugian penurunan nilai
(CKPN) - Individual
316,027
1,363,381
3,604,832
3,422,007
6,010,565
2,632,750
868,488
1,851,991
1,495,007
261,176
212,296
0
1,131,941
4
Cadangan kerugian penurunan nilai
(CKPN) - Kolektif
449,386
448,526
240,501
210,241
477,303
360,132
411,025
361,495
384,913
457,255
93,105
68,389
1,456,738
5
Tagihan yang dihapus buku
0
0
0
0
0
0
0
0
0
0
0
0
36,3
2
0
0
Tabel 2.4.b. Pengungkapan Tagihan dan Pencadangan Berdasarkan Wilayah - Bank secara Konsolidasi dengan Perusahaan Anak
No
Keterangan
31 Desember 2016
Tagihan Bersih Berdasarkan Wilayah
(1)
(2)
1
Tagihan
2
Tagihan yang mengalami penurunan
nilai (impaired)
Region I/
Sumatera 1
Region II/
Sumatera 2
Region III/
Jakarta 1
Region IV/
Jakarta 2
Region V/
Jakarta 3
Region VI/
Jawa 1
Region VII/
Jawa 2
Region VIII/
Jawa 3
Region IX/
Kalimantan
Region X/
Sulawesi &
Maluku
Region XI/
Bali & Nusa
Tenggara
Region XII/
Papua
Kantor Pusat
Oversea
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
(11)
(12)
(13)
(14)
(15)
(16)
54,466,537
43,019,506
58,133,823
73,751,950
117,327,074
28,424,691
31,959,599
61,276,259
33,528,580
23,225,532
14,479,418
5,240,398
435,278,002
0
0
0
0
0
0
0
0
0
0
0
0
0
a. Belum jatuh tempo
1,760,941
1,188,302
1,806,925
1,416,085
3,785,606
2,355,603
1,603,574
3,118,032
1,502,033
1,381,394
351,305
141,440
951,224
b. Telah jatuh tempo
792,200
1,038,245
2,528,405
2,943,885
6,107,758
2,595,498
1,660,555
2,848,518
797,116
1,067,044
299,178
92,410
3,804,457
3
Cadangan kerugian penurunan nilai
(CKPN) - Individual
316,027
1,363,381
3,604,832
3,422,007
6,010,565
2,632,750
868,488
1,851,991
1,495,007
261,176
212,296
0
2,999,811
4
Cadangan kerugian penurunan nilai
(CKPN) - Kolektif
449,386
448,526
240,501
210,241
477,303
360,132
411,025
361,495
384,913
457,255
93,105
68,389
3,109,850
5
Tagihan yang dihapus buku
0
0
0
0
0
0
0
0
0
0
0
0
0
**) CKPN adalah sesuai dengan definisi CKPN pada SE nomor 13/6/DPNP tanggal 18 Februari 2011 mengenai perhitungan ATMR Kredit (tanpa kolektibilitas 1)
***) Nilai tagihan hapus buku hanya untuk bank secara individual
****) Tagihan bersih Perusahaan Anak dimonitor dan dicatat dalam wilayah Kantor Pusat
36,3
2
163
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
(dalam jutaan rupiah)
31 Desember 2015
Tagihan Bersih Berdasarkan Wilayah
rseas
Total
16)
Region I/
Sumatera 1
(17)
Region II/
Sumatera 2
(18)
Region III/
Jakarta 1
(19)
Region IV/
Jakarta 2
(20)
Region V/
Jakarta 3
(21)
Region VI/
Jawa 1
(22)
Region VII/
Jawa 2
(23)
Region VIII/
Jawa 3
(24)
Region IX/
Kalimantan
(25)
Region X/
Sulawesi &
Maluku
(26)
Region XI/
Bali & Nusa
Tenggara
(27)
Region XII/
Papua
Kantor Pusat
Overseas
(30)
Total
(28)
(29)
303,136
936,102,909
52,095,448
37,805,631
54,854,096
65,564,208
104,715,928
26,789,610
28,381,884
49,187,817
32,757,427
22,130,660
9,911,074
4,856,763
300,813,264
28,778,499
(31)
818,642,312
(32)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
92,997
21,455,460
1,525,785
1,486,114
2,478,832
2,193,830
4,170,798
2,057,737
1,376,592
3,169,836
1,343,528
1,500,583
268,290
191,115
1,637,642
0
23,400,682
280,563
24,593,461
720,633
745,193
1,930,620
706,782
1,617,905
685,530
1,967,423
517,599
701,234
1,152,710
81,432
84,982
2,334,917
234,473
13,481,433
49,966
23,220,426
278,257
100,113
1,894,349
1,126,881
4,391,118
486,708
1,334,794
1,003,536
345,701
808,126
65,211
0
1,353,482
144,162
13,332,439
53,787
5,472,795
426,578
509,262
369,412
192,740
390,491
408,762
382,392
363,379
346,213
347,814
56,570
65,859
1,537,064
67,361
5,463,896
0
450,790
368,023
907,545
525,659
234,628
515,689
456,221
518,998
472,614
295,039
70,349
101,308
1,076,276
0
5,993,139
(dalam jutaan rupiah)
31 Desember 2015
Tagihan Bersih Berdasarkan Wilayah
as
Total
Region I/
Sumatera 1
Region II/
Sumatera 2
Region III/
Jakarta 1
Region IV/
Jakarta 2
Region V/
Jakarta 3
Region VI/
Jawa 1
Region VII/
Jawa 2
Region VIII/
Jawa 3
Region IX/
Kalimantan
Region X/
Sulawesi &
Maluku
Region XI/
Bali & Nusa
Tenggara
Region XII/
Papua
Kantor Pusat
Overseas
Total
(17)
(18)
(19)
(20)
(21)
(22)
(23)
(24)
(25)
(26)
(27)
(28)
(29)
(30)
(31)
(32)
303,136
1,016,414,505
52,095,448
37,805,631
54,854,096
65,564,208
104,715,928
26,789,610
28,381,884
49,187,817
32,757,427
22,130,660
9,911,074
4,856,763
384,315,194
28,778,499
902,144,239
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
92,997
21,455,460
1,525,785
1,486,114
2,478,832
2,193,830
4,170,798
2,057,737
1,376,592
3,169,836
1,343,528
1,500,583
268,290
191,115
2,374,508
0
24,137,548
280,563
26,855,832
720,633
745,193
1,930,620
706,782
1,617,905
685,530
1,967,423
517,599
701,234
1,152,710
81,432
84,982
2,490,648
234,473
13,637,164
49,966
25,088,297
278,257
100,113
1,894,349
1,126,881
4,391,118
486,708
1,334,794
1,003,536
345,701
808,126
65,211
0
1,353,482
144,162
13,332,438
53,787
7,125,908
426,578
509,262
369,412
192,740
390,491
408,762
382,392
363,379
346,213
347,814
56,570
65,859
3,384,168
67,361
7,311,001
0
0
450,790
368,023
907,545
525,659
234,628
515,689
456,221
518,998
472,614
295,039
70,349
101,308
1,076,276
0
5,993,139
164
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Tabel 2.5.a. Pengungkapan Tagihan dan Pencadangan Berdasarkan Sektor Ekonomi - Bank secara Individual
(dalam jutaan rupiah)
No.
Sektor Ekonomi
(1)
(2)
Tagihan
Tagihan yang Mengalami Penurunan Nilai
(3)
Belum jatuh
tempo
Telah jatuh
tempo
Cadangan
Kerugian
Penurunan
Nilai (CKPN)Individual
(4)
(5)
(6)
Cadangan
Kerugian
Penurunan
Nilai
(CKPN)-Kolektif
Tagihan yang
dihapus buku
(7)
(8)
31 Desember 2016
1
Pertanian, perburuan dan Kehutanan
2
Perikanan
3
Pertambangan dan Penggalian
56,680,446
915,708
678,826
3,061,537
206,709
321,431
4,582
13,228
0
7,276
288,616
14,657
31,873,709
279,136
1,983,748
1,177,350
19,067
505,593
4
Industri Pengolahan
125,901,377
7,220,477
7,811,396
11,699,475
243,132
2,189,719
5
Listrik, Gas, dan Air
23,926,086
7,026
211,997
22,917
4,639
427,623
6
Konstruksi
24,274,124
391,710
610,736
460,652
52,316
46,396
7
Perdagangan besar dan eceran
99,310,019
4,036,352
7,619,226
2,817,808
1,989,482
4,929,821
8
Penyediaan akomodasi dan penyediaan
makan minum
7,483,710
302,115
176,116
117,180
148,957
130,460
721,659
9
Transportasi, pergudangan dan komunikasi
26,052,500
632,584
1,859,163
1,448,732
113,903
10
Perantara keuangan
51,253,514
2,917
1,210,764
1,297,881
1,142
29,341
11
Real estate, usaha persewaan dan jasa
perusahaan
21,651,124
920,326
538,601
269,098
206,233
199,987
12
Administrasi Pemerintahan, pertahanan dan
jaminan sosial wajib
3,382,781
10,212
2,507
745
1,511
6,022
13
Jasa pendidikan
145,070
10,491
349
8,063
366
8,072
14
Jasa kesehatan dan kegiatan sosial
1,671,508
10,087
6,638
238
4,648
2,696
15
Jasa kemasyarakatan, sosial budaya, hiburan
dan perorangan lainnya
3,126,453
98,024
71,051
2,973
65,562
80,060
16
Jasa perorangan yang melayani rumah
tangga
42,255
9,164
3,525
0
2,743
1,967
17
Badan internasional dan badan ekstra internasional lainnya
33,687
0
0
0
703
0
1,496,634
6,815
18
Kegiatan yang belum jelas batasannya
19
Rumah Tangga
105,407,822
0
0
0
921,945
1,912,216
20
Bukan Lapangan Usaha
9,333,968
6,250,885
266,969
0
52
21
Lainnya (tambahan a.l. untuk SBI,SUN)
344,230,624
353,667
31,987
828,962
1,483,113
0
Total
936,102,910
21,455,460
24,593,461
23,220,426
5,472,795
11,494,905
60,448,226
534,554
333,133
110,720
251,882
194,361
296,449
10,418
16,842
0
10,471
496,862
31 Desember 2015
1
Pertanian, perburuan dan Kehutanan
2
Perikanan
3
Pertambangan dan Penggalian
4
Industri Pengolahan
31,412,092
572,285
511,481
693,922
78,932
94,453
127,104,105
7,011,897
3,364,152
7,117,993
309,642
605,008
5
Listrik, Gas, dan Air
12,853,911
209,124
427,333
433,562
22,735
1,407
6
Konstruksi
19,239,394
595,032
48,772
307,024
38,954
33,934
7
Perdagangan besar dan eceran
92,903,230
4,929,770
4,465,483
2,631,877
1,874,380
2,392,291
8
Penyediaan akomodasi dan penyediaan
makan minum
6,453,640
281,326
135,679
4,435
126,279
111,442
314,413
9
Transportasi, pergudangan dan komunikasi
21,095,257
1,612,019
723,710
1,043,049
84,705
10
Perantara keuangan
14,282,235
3,935
10,672
448
5,921
12
11
Real estate, usaha persewaan dan jasa
perusahaan
28,715,931
643,243
493,717
263,088
243,526
155,336
12
Administrasi Pemerintahan, pertahanan dan
jaminan sosial wajib
3,082,046
3,995
6,697
0
4,034
54,436
13
Jasa pendidikan
14
Jasa kesehatan dan kegiatan sosial
15
Jasa kemasyarakatan, sosial budaya, hiburan
dan perorangan lainnya
16
Jasa perorangan yang melayani rumah
tangga
17
Badan internasional dan badan ekstra internasional lainnya
168,117
1,442
8,222
7,709
465
1,557
1,746,257
22,513
4,058
2,876
4,773
4,500
377,031
2,829
586
0
637
7
36,404
3,739
1,704
0
1,384
0
0
0
0
0
0
0
741,014
18
Kegiatan yang belum jelas batasannya
175,071
3,269
2,152
0
1,572
19
Bukan Lapangan Usaha
100,790,785
6,304,955
1,580,822
0
1,144,853
0
20
Lainnya (tambahan a.l. untuk SBI,SUN)
297,462,131
654,334
1,346,217
715,737
1,258,752
792,107
165
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
Total
08
Tanggung Jawab
Sosial Perusahaan
818,642,312
23,400,682
09
Referensi Silang
Kriteria ARA 2015
13,481,433
13,332,439
10
Laporan Keuangan
Konsolidasian
5,463,896
5,993,140
Tabel 2.5.b. Pengungkapan Tagihan dan Pencadangan Berdasarkan Sektor Ekonomi - Bank secara Konsolidasi dengan Perusahaan Anak
(dalam jutaan rupiah)
No.
(1)
Sektor Ekonomi
(2)
Tagihan
Tagihan yang Mengalami Penurunan Nilai
(3)
Belum jatuh
tempo
Telah jatuh
tempo
Cadangan
Kerugian
Penurunan
Nilai (CKPN)Individual
(4)
(5)
(6)
Cadangan
Tagihan yang
Kerugian
dihapus buku
Penurunan
Nilai
(CKPN)-Kolektif
(7)
(8)
31 Desember 2016
1
Pertanian, perburuan dan Kehutanan
2
Perikanan
3
Pertambangan dan Penggalian
56,680,446
915,708
678,826
3,061,537
206,709
321,431
4,582
13,228
0
7,276
288,616
14,657
31,873,709
279,136
1,983,748
1,177,350
19,067
505,593
4
Industri Pengolahan
125,901,377
7,220,477
7,811,396
11,699,475
243,132
2,189,719
5
Listrik, Gas, dan Air
23,926,086
7,026
211,997
22,917
4,639
427,623
6
Konstruksi
24,274,124
391,710
610,736
460,652
52,316
46,396
7
Perdagangan besar dan eceran
99,310,019
4,036,352
7,619,226
2,817,808
1,989,482
4,929,821
8
Penyediaan akomodasi dan penyediaan
makan minum
7,483,710
302,115
176,116
117,180
148,957
130,460
721,659
9
Transportasi, pergudangan dan komunikasi
26,052,500
632,584
1,859,163
1,448,732
113,903
10
Perantara keuangan
51,253,514
2,917
1,210,764
1,297,881
1,142
29,341
11
Real estate, usaha persewaan dan jasa
perusahaan
21,651,124
920,326
538,601
269,098
206,233
199,987
12
Administrasi Pemerintahan, pertahanan dan
jaminan sosial wajib
3,382,781
10,212
2,507
745
1,511
6,022
13
Jasa pendidikan
145,070
10,491
349
8,063
366
8,072
14
Jasa kesehatan dan kegiatan sosial
1,671,508
10,087
6,638
238
4,648
2,696
15
Jasa kemasyarakatan, sosial budaya, hiburan
dan perorangan lainnya
3,126,453
98,024
71,051
2,973
65,562
80,060
16
Jasa perorangan yang melayani rumah
tangga
42,255
9,164
3,525
0
2,743
1,967
17
Badan internasional dan badan ekstra internasional lainnya
33,687
0
0
0
703
0
1,496,634
6,815
18
Kegiatan yang belum jelas batasannya
19
Rumah Tangga
20
Bukan Lapangan Usaha
21
Lainnya (tambahan a.l. untuk SBI,SUN)
Total
105,407,822
0
0
0
921,945
1,912,216
9,333,968
6,250,885
266,969
0
52
424,542,218
353,667
2,294,359
2,696,833
3,136,226
2,042,039
1,016,414,505
21,455,460
26,855,832
25,088,297
7,125,908
13,536,944
60,448,226
534,554
333,133
110,720
251,882
194,361
296,449
10,418
16,842
0
10,471
496,862
31 Desember 2015
1
Pertanian, perburuan dan Kehutanan
2
Perikanan
3
Pertambangan dan Penggalian
4
Industri Pengolahan
31,412,092
572,285
511,481
693,922
78,932
94,453
127,104,105
7,011,897
3,364,152
7,117,993
309,642
605,008
5
Listrik, Gas, dan Air
12,853,911
209,124
427,333
433,562
22,735
1,407
6
Konstruksi
19,239,394
595,032
48,772
307,024
38,954
33,934
7
Perdagangan besar dan eceran
92,903,230
4,929,770
4,465,483
2,631,877
1,874,380
2,392,291
8
Penyediaan akomodasi dan penyediaan
makan minum
6,453,640
281,326
135,679
4,435
126,279
111,442
314,413
9
Transportasi, pergudangan dan komunikasi
21,095,257
1,612,019
723,710
1,043,049
84,705
10
Perantara keuangan
14,282,235
3,935
10,672
448
5,921
12
11
Real estate, usaha persewaan dan jasa
perusahaan
28,715,931
643,243
493,717
263,088
243,526
155,336
12
Administrasi Pemerintahan, pertahanan dan
jaminan sosial wajib
3,082,046
3,995
6,697
0
4,034
54,436
13
Jasa pendidikan
14
Jasa kesehatan dan kegiatan sosial
15
Jasa kemasyarakatan, sosial budaya, hiburan
dan perorangan lainnya
16
Jasa perorangan yang melayani rumah
tangga
17
Badan internasional dan badan ekstra internasional lainnya
168,117
1,442
8,222
7,709
465
1,557
1,746,257
22,513
4,058
2,876
4,773
4,500
377,031
2,829
586
0
637
7
36,404
3,739
1,704
0
1,384
0
0
0
0
0
0
0
741,014
18
Kegiatan yang belum jelas batasannya
175,071
3,269
2,152
0
1,572
19
Bukan Lapangan Usaha
100,790,785
6,304,955
1,580,822
0
1,144,853
0
20
Lainnya (tambahan a.l. untuk SBI,SUN)
380,964,061
1,391,200
1,501,948
715,737
3,105,856
2,550,607
Total
902,144,242
24,137,545
13,637,163
13,332,440
7,311,001
7,751,640
*) Sektor-sektor yang diungkapkan adalah sektor yang memiliki nilai nominal/saldo yang material. Untuk sektor-sektor yang tidak material, digabungkan
menjadi satu dengan nama sektor lain-lain dan dijelaskan kepada stakeholder.
**) Tagihan secara gross (sebelum dikurangi CKPN).
***) CKPN adalah sesuai dengan definisi CKPN pada SE nomor 13/6/DPNP tanggal 18 Februari 2011 mengenai perhitungan ATMR Kredit (tanpa kolektibilitas 1).
****) Nilai tagihan hapus buku hanya untuk bank secara individual.
166
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Catatan: Tagihan bersih Perusahaan Anak dicatat dalam Sektor Ekonomi Lainnya
Tabel 2.6.a. Pengungkapan Rincian Mutasi Cadangan Kerugian Penurunan Nilai - Bank secara Individual
(dalam jutaan rupiah)
No.
Keterangan
31 Desember 2016
31 Desember 2015
CKPN IndiCKPN Kolektif
CKPN IndiCKPN Kolektif
vidual
vidual
(1)
(2)
(3)
(4)
(5)
(6)
1
Saldo awal CKPN
14,846,451
7,685,776
11,153,300
6,752,964
2
Pembentukan (pemulihan) CKPN pada periode ber16,214,781
6,625,053
5,546,516
4,342,902
jalan (Net)
2.a Pembentukan CKPN pada periode berjalan
16,223,254
6,625,053
5,546,516
4,571,051
2.b Pemulihan CKPN pada periode berjalan
(8,473)
(228,149)
3
CKPN yang digunakan untuk melakukan hapus buku
(5,965,014)
(5,529,891)
(1,853,346)
(4,139,794)
atas tagihan pada peride berjalan
4
Pembentukan (pemulihan) lainnya pada periode
(556,573)
(408,091)
(19)
729,704
berjalan
Saldo Akhir CKPN
24,539,645
8,372,847
14,846,451
7,685,776
Tabel 2.6.b. Pengungkapan Rincian Mutasi Cadangan Kerugian Penurunan Nilai - Bank secara Konsolidasi dengan Perusahaan Anak
No.
Keterangan
(1)
1
2
(2)
Saldo awal CKPN
Pembentukan (pemulihan) CKPN pada periode berjalan (Net)
2.a Pembentukan CKPN pada periode berjalan
2.b Pemulihan CKPN pada periode berjalan
CKPN yang digunakan untuk melakukan hapus buku
atas tagihan pada peride berjalan
Pembentukan (pemulihan) lainnya pada periode
berjalan
3
4
Saldo Akhir CKPN
(dalam jutaan rupiah)
31 Desember 2016
31 Desember 2015
CKPN IndiCKPN Kolektif
CKPN IndiCKPN Kolektif
vidual
vidual
(3)
(4)
(5)
(6)
15,488,817
9,293,798
11,749,047
8,555,303
16,404,841
8,539,097
5,593,041
6,062,416
16,404,841
(5,965,014)
8,539,273
(176)
(7,571,930)
5,606,308
(13,267)
(1,853,346)
6,278,066
(215,650)
(5,898,294)
(730,948)
(180,523)
75
574,373
25,197,696
10,080,442
15,488,817
9,293,798
*) Termasuk selisih kurs karena penjabaran mata uang asing dan pengakuan pendapatan bunga atas bagian yang tidak mengalami
penurunan nilai dari kredit yang mengalami penurunan nilai
**) Tidak termasuk CKPN dari transaksi Rekening Administratif
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
167
10
Laporan Keuangan
Konsolidasian
***) Terdapat penyesuaian saldo awal cadangan kolektif pada 31 Desember 2015 sehubungan dengan penerapan PSAK No. 102 di
Entitas Anak
Credit Risk Exposure based on Standard Approach
In the ATMR calculation for credit risk, Bank Mandiri uses ratings issued by rating agencies acknowledged by the appropriate
regulator according to the SE OJK No. 37/SEOJK.03/2016 regarding the Agencies Rating which recognized by OJK. The ratings are
used for portfolio category of Public Sector Entities and Corporation.
For the calculation of capital adequacy which related to the exposures Counterparty Credit Risk, Bank Mandiri refers to SE OJK No.
42/SEOJK.03/2016 regarding Guidelines for the Calculation of Risk Weighted Assets for Credit Risk by using the Standard Approach,
where specifically for the calculation result of CVA risk-weighted assets will be disclosed on starting position January 2017 to the
OJK.
Disclosure of Credit Risk Exposure Based on Category Portfolio and Rating Scale
Reporting Standard Approach by Bank Mandiri presently do not use external ratings to the category of the portfolio, however, for
the needs of the simulation has been performed the exposure calculation based on external ratings as shown in the following table:
168
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Tagihan Bersih sesuai Skala Peringkat - Bank secara Individual dan Konsolidasi dengan Perusahaan Anak:
Tabel 3.1.a. Pengungkapan Tagihan Bersih Berdasarkan Kategori Portofolio dan Skala Peringkat - Bank secara Individual
31 Desember 2016
No
Kategori Portofolio
Tagihan Bersih
Lembaga
Pemeringkat
Peringkat Jangka Panjang
Standard and
Poor’s
AAA
AA+ s.d AA-
A+ s.d A-
BBB+ s.d BBB-
BB+ s.d BB-
B+ s.d B-
Kurang dari B-
Fitch Rating
AAA
AA+ s.d AA-
A+ s.d A-
BBB+ s.d BBB-
BB+ s.d BB-
B+ s.d B-
Kurang dari B-
Moody’s
Aaa
Aa1 s.d Aa3
A1 s.d A3
Baa1 s.d Baa3
Ba1 s.d Ba3
B1 s.d B3
Kurang dari B3
PT. Fitch Ratings
Indonesia
AAA (idn)
AA+(idn) s.d
AA-(idn)
A+(idn) s.d.
A-(idn)
BBB+(idn) s.d
BBB-(idn)
BB+(idn) s.d
BB-(idn)
B+(idn) s.d
B-(idn)
Kurang dari
B-(idn)
PT Pemeringkat
Efek Indonesia
idAAA
idAA+ s.d idAA-
idA+ s.d id A-
id BBB+ s.d id
BBB-
id BB+ s.d id BB- id B+ s.d id B-
Kurang dari idB-
(3)
(1)
(2)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
1
Tagihan Kepada Pemerintah
8,895,529
36,742,354
4,221,756
0
10,638,849
0
0
2
Tagihan Kepada Entitas Sektor Publik
25,715,921
22,814,812
20,777,467
4,498,973
4,216,706
0
0
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
0
0
0
0
0
0
0
4
Tagihan Kepada Bank
926,762
488,810
104,135
0
0
0
0
5
Kredit Beragun Rumah Tinggal
0
0
0
0
0
0
0
6
Kredit Beragun Properti Komersial
0
0
0
0
0
0
0
7
Kredit Pegawai/Pensiunan
0
0
0
0
0
0
0
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan
Portofolio Ritel
0
0
0
0
0
0
0
9
Tagihan kepada Korporasi
12,328,642
23,638,782
28,719,806
769,427
0
0
0
10
Tagihan yang Telah Jatuh Tempo
0
0
0
0
0
0
0
11
Aset Lainnya
0
0
0
0
0
0
0
Total
47,866,854
83,684,759
53,823,163
5,268,400
14,855,554
0
0
31 Desember 2015
No
Kategori Portofolio
Tagihan Bersih
Lembaga
Pemeringkat
Peringkat Jangka Panjang
Standard and
Poor’s
AAA
AA+ s.d AA-
A+ s.d A-
BBB+ s.d BBB-
BB+ s.d BB-
B+ s.d B-
Kurang dari B-
Fitch Rating
AAA
AA+ s.d AA-
A+ s.d A-
BBB+ s.d BBB-
BB+ s.d BB-
B+ s.d B-
Kurang dari B-
Moody’s
Aaa
Aa1 s.d Aa3
A1 s.d A3
Baa1 s.d Baa3
Ba1 s.d Ba3
B1 s.d B3
Kurang dari B3
PT. Fitch Ratings
Indonesia
AAA (idn)
AA+(idn) s.d
AA-(idn)
A+(idn) s.d.
A-(idn)
BBB+(idn) s.d
BBB-(idn)
BB+(idn) s.d
BB-(idn)
B+(idn) s.d
B-(idn)
Kurang dari
B-(idn)
PT Pemeringkat
Efek Indonesia
idAAA
idAA+ s.d idAA-
idA+ s.d id A-
id BBB+ s.d id
BBB-
id BB+ s.d id BB- id B+ s.d id B-
Kurang dari idB-
(3)
(1)
(2)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
1
Tagihan Kepada Pemerintah
19,369,968
39,793,230
747,960
0
14,757,721
0
0
2
Tagihan Kepada Entitas Sektor Publik
18,430,799
14,009,882
18,572,424
4,381,357
5,201,889
0
0
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
0
0
0
0
0
0
0
4
Tagihan Kepada Bank
870,716
525,237
25,321
0
0
0
0
5
Kredit Beragun Rumah Tinggal
0
0
0
0
0
0
0
6
Kredit Beragun Properti Komersial
0
0
0
0
0
0
0
7
Kredit Pegawai/Pensiunan
0
0
0
0
0
0
0
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan
Portofolio Ritel
0
0
0
0
0
0
0
9
Tagihan kepada Korporasi
7,735,297
21,313,040
29,045,641
4,422,577
0
0
0
10
Tagihan yang Telah Jatuh Tempo
0
0
0
0
0
0
0
11
Aset Lainnya
0
0
0
0
0
0
0
Total
46,406,780
75,641,389
48,391,346
8,803,934
19,959,610
0
0
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
(dalam jutaan rupiah)
Peringkat Jangka Pendek
Tanpa Peringkat
Total
A-1
A-2
A-3
Kurang dari A-3
F1+ s.d F1
F2
F3
Kurang dari F3
P-1
P-2
P-3
Kurang dari P-3
F1+(idn) s.d
F1(idn)
F2(idn)
F3(idn)
Kurang dari
F3(idn)
idA1
idA2
idA3 s.d id A4
Kurang dari idA4
(11)
(12)
(13)
(14)
(15)
(16)
0
0
0
0
154,291,286
214,789,773
0
0
0
0
28,962,699
106,986,577
0
0
0
0
0
0
0
0
0
0
40,008,307
41,528,015
0
0
0
0
18,441,100
18,441,100
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
122,713,385
122,713,385
0
0
0
0
331,334,215
396,790,872
0
0
0
0
8,177,117
8,177,117
0
0
0
0
64,497,979
64,497,979
0
0
0
0
768,426,088
973,924,818
Tanpa Peringkat
Total
Peringkat Jangka Pendek
A-1
A-2
A-3
Kurang dari A-3
F1+ s.d F1
F2
F3
Kurang dari F3
P-1
P-2
P-3
Kurang dari P-3
F1+(idn) s.d
F1(idn)
F2(idn)
F3(idn)
Kurang dari
F3(idn)
idA1
idA2
idA3 s.d id A4
Kurang dari idA4
(11)
(12)
(13)
(14)
(15)
(16)
0
0
0
0
113,033,556
187,702,435
0
0
0
0
30,958,275
91,554,626
0
0
0
0
0
0
0
0
0
0
34,391,908
35,813,182
0
0
0
0
11,423,922
11,423,922
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
114,766,325
114,766,325
0
0
0
0
317,386,006
379,902,561
0
0
0
0
3,228,323
3,228,323
0
0
0
0
42,635,888
42,635,888
0
0
0
0
667,824,203
867,027,262
09
Referensi Silang
Kriteria ARA 2015
169
10
Laporan Keuangan
Konsolidasian
170
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Tabel 3.1.b. Pengungkapan Tagihan Bersih Berdasarkan Kategori Portofolio dan Skala Peringkat - Bank secara Konsolidasi dengan Perusahaan Anak
31 Desember 2016
No
Kategori Portofolio
Tagihan Bersih
Lembaga
Pemeringkat
Peringkat Jangka Panjang
Standard and
Poor’s
AAA
AA+ s.d AA-
A+ s.d A-
BBB+ s.d BBB-
BB+ s.d BB-
B+ s.d B-
Kurang dari B-
Fitch Rating
AAA
AA+ s.d AA-
A+ s.d A-
BBB+ s.d BBB-
BB+ s.d BB-
B+ s.d B-
Kurang dari B-
Moody’s
Aaa
Aa1 s.d Aa3
A1 s.d A3
Baa1 s.d Baa3
Ba1 s.d Ba3
B1 s.d B3
Kurang dari B3
PT. Fitch Ratings
Indonesia
AAA (idn)
AA+(idn) s.d
AA-(idn)
A+(idn) s.d.
A-(idn)
BBB+(idn) s.d
BBB-(idn)
BB+(idn) s.d
BB-(idn)
B+(idn) s.d
B-(idn)
Kurang dari
B-(idn)
PT Pemeringkat
Efek Indonesia
idAAA
idAA+ s.d idAA-
idA+ s.d id A-
id BBB+ s.d id
BBB-
id BB+ s.d id BB- id B+ s.d id B-
Kurang dari idB-
(3)
(1)
(2)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
1
Tagihan Kepada Pemerintah
9,029,223
36,742,354
4,221,756
135,471
10,638,849
0
0
2
Tagihan Kepada Entitas Sektor Publik
25,722,887
22,814,812
20,777,467
4,757,550
4,216,706
0
0
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
0
0
0
0
0
0
0
4
Tagihan Kepada Bank
1,007,635
488,810
104,135
0
0
0
0
5
Kredit Beragun Rumah Tinggal
0
0
0
0
0
0
0
6
Kredit Beragun Properti Komersial
0
0
0
0
0
0
0
7
Kredit Pegawai/Pensiunan
0
0
0
0
0
0
0
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan
Portofolio Ritel
0
0
0
0
0
0
0
9
Tagihan kepada Korporasi
12,363,676
23,643,682
28,724,820
769,427
0
0
0
10
Tagihan yang Telah Jatuh Tempo
0
0
0
0
0
0
0
11
Aset Lainnya
0
0
0
0
0
0
0
12
Eksposur di Unit Usaha Syariah (apabila ada)
2,772,642
0
683,075
57,903
0
0
0
Total
50,896,061
83,689,658
54,511,253
5,720,351
14,855,555
0
0
31 Desember 2015
No
Kategori Portofolio
Tagihan Bersih
Lembaga
Pemeringkat
Peringkat Jangka Panjang
Standard and
Poor’s
AAA
AA+ s.d AA-
A+ s.d A-
BBB+ s.d BBB-
BB+ s.d BB-
B+ s.d B-
Kurang dari B-
Fitch Rating
AAA
AA+ s.d AA-
A+ s.d A-
BBB+ s.d BBB-
BB+ s.d BB-
B+ s.d B-
Kurang dari B-
Moody’s
Aaa
Aa1 s.d Aa3
A1 s.d A3
Baa1 s.d Baa3
Ba1 s.d Ba3
B1 s.d B3
Kurang dari B3
PT. Fitch Ratings
Indonesia
AAA (idn)
AA+(idn) s.d
AA-(idn)
A+(idn) s.d.
A-(idn)
BBB+(idn) s.d
BBB-(idn)
BB+(idn) s.d
BB-(idn)
B+(idn) s.d
B-(idn)
Kurang dari
B-(idn)
PT Pemeringkat
Efek Indonesia
idAAA
idAA+ s.d idAA-
idA+ s.d id A-
id BBB+ s.d id
BBB-
id BB+ s.d id BB- id B+ s.d id B-
Kurang dari idB-
(3)
(1)
(2)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
1
Tagihan Kepada Pemerintah
19,369,968
39,793,230
747,960
0
14,757,721
0
0
2
Tagihan Kepada Entitas Sektor Publik
18,430,799
14,009,882
18,572,424
4,381,357
5,201,889
0
0
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
0
0
0
0
0
0
0
4
Tagihan Kepada Bank
1,347,186
579,368
25,321
0
0
0
0
5
Kredit Beragun Rumah Tinggal
0
0
0
0
0
0
0
6
Kredit Beragun Properti Komersial
0
0
0
0
0
0
0
7
Kredit Pegawai/Pensiunan
0
0
0
0
0
0
0
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan
Portofolio Ritel
0
0
0
0
0
0
0
9
Tagihan kepada Korporasi
7,735,297
21,313,040
29,045,641
4,422,577
0
0
0
10
Tagihan yang Telah Jatuh Tempo
0
0
0
0
0
0
0
11
Aset Lainnya
0
0
0
0
0
0
0
12
Eksposur di Unit Usaha Syariah (apabila ada)
350,000
0
315,919
58,405
0
0
0
Total
47,233,250
75,695,520
48,707,265
8,862,339
19,959,610
0
0
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
(dalam jutaan rupiah)
Peringkat Jangka Pendek
Tanpa Peringkat
Total
A-1
A-2
A-3
Kurang dari A-3
F1+ s.d F1
F2
F3
Kurang dari F3
P-1
P-2
P-3
Kurang dari P-3
F1+(idn) s.d
F1(idn)
F2(idn)
F3(idn)
Kurang dari
F3(idn)
idA1
idA2
idA3 s.d id A4
Kurang dari idA4
(11)
(12)
(13)
(14)
(15)
(16)
0
0
0
0
155,702,034
216,469,687
0
0
0
0
28,962,698
107,252,120
0
0
0
0
0
0
0
0
0
39,751,999
41,352,579
0
0
0
0
18,441,100
18,441,100
0
0
0
0
0
0
0
0
0
2,917,617
2,917,617
0
0
0
0
133,902,939
133,902,939
0
0
0
0
331,875,870
397,377,475
0
0
0
0
8,370,081
8,370,081
0
0
0
0
66,635,060
66,635,060
0
0
0
0
76,830,935
80,344,554
0
0
0
0
863,390,333
1,073,063,212
Tanpa Peringkat
Total
Peringkat Jangka Pendek
A-1
A-2
A-3
Kurang dari A-3
F1+ s.d F1
F2
F3
Kurang dari F3
P-1
P-2
P-3
Kurang dari P-3
F1+(idn) s.d
F1(idn)
F2(idn)
F3(idn)
Kurang dari
F3(idn)
idA1
idA2
idA3 s.d id A4
Kurang dari idA4
(11)
(12)
(13)
(14)
(15)
(16)
0
0
0
0
113,504,445
188,173,324
0
0
0
0
31,318,445
91,914,796
0
0
0
0
0
0
0
0
0
0
33,615,884
35,567,759
0
0
0
0
11,423,922
11,423,922
0
0
0
0
0
0
0
0
0
0
187,959
187,959
0
0
0
0
123,223,272
123,223,272
0
0
0
0
317,964,858
380,481,413
0
0
0
0
3,313,942
3,313,942
0
0
0
0
44,381,522
44,381,522
0
0
0
0
70,186,052
70,910,376
0
0
0
0
749,120,302
949,578,285
09
Referensi Silang
Kriteria ARA 2015
171
10
Laporan Keuangan
Konsolidasian
172
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Disclosure of Counterparty Credit Risk
In accordance to the Indonesian financial market conditions that have not had a lot of derivative instruments, Bank Mandiri has
derivatives exposure which was not significant with the largest positions in the transaction amounted to xx, while the exposure
of interest rate derivatives comes from interest rate swap transactions. Reverse repo transactions position is with to other banks
and corporations, while repo transaction is with other banks and with underlying government bonds. Based on the Reporting of
Standard Approach, Bank Mandiri's exposure in derivative transactions, repo and reverse repo are as follows:
Transaksi Derivatif - Bank secara Individual dan Konsolidasi dengan Perusahaan Anak:
Tabel 3.2.a. Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Derivatif
No
Variabel yang
Mendasari
31 Desember 2016
Notional Amount
≤ 1 Tahun
> 1 Tahun ≤ 5 Tahun
> 5 Tahun
Tagihan
Derivatif
Kewajiban
Derivatif
Tagihan
Bersih
Sebelum
MRK
MRK
Tagihan
Bersih
Setelah
MRK
BANK SECARA INDIVIDUAL
1
Suku Bunga
8,871,224
8,561,575
0
48,540
9,613
91,348
0
91,348
2
Nilai Tukar
49,657,445
2,731,014
0
192,329
494,037
825,455
0
825,455
3
Lainnya
0
0
0
0
0
0
0
0
TOTAL
58,528,668
11,292,589
0
240,870
503,650
916,803
0
916,803
BANK SECARA KONSOLIDASI
1
Suku Bunga
8,871,224
8,561,575
0
48,540
9,613
91,348
0
91,348
2
Nilai Tukar
49,657,445
2,731,014
0
192,329
494,054
825,455
0
825,455
3
Saham
0
0
0
0
0
0
0
0
4
Emas
0
0
0
0
0
0
0
5
Logam selain
Emas
0
0
0
0
0
0
0
0
6
Lainnya
0
0
0
0
0
0
0
0
TOTAL
58,528,668
11,292,589
0
240,870
503,667
916,803
0
916,803
Tabel 3.2.b.1. Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Repo - Bank secara Individual
(dalam jutaan rupiah)
No
Kategori Portofolio
31 Desember 2016
Nilai Wajar
SSB
Repo
Kewajiban
Repo
31 Desember 2015
Tagihan
Bersih
ATMR
Nilai Wajar
SSB
Repo
Kewajiban
Repo
Tagihan
Bersih
ATMR
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
1
Tagihan Kepada Pemerintah
3,914,691
0
0
0
5,342,711
1,874,382
95,818
0
2
Tagihan Kepada Entitas Sektor Publik
0
0
0
0
0
0
0
0
3
Tagihan Kepada Bank Pembangunan
Multilateral
dan Lembaga Internasional
0
0
0
0
0
0
0
0
4
Tagihan Kepada Bank
0
3,353,042
561,650
256,998
0
2,988,789
383,722
184,555
5
Tagihan Kepada Usaha Mikro, Usaha Kecil
dan
Portofolio Ritel
0
0
0
0
0
0
0
0
6
Tagihan kepada Korporasi
0
0
0
0
0
0
0
0
TOTAL
3,914,691
3,353,042
561,650
256,998
5,342,711
4,863,171
479,540
184,555
173
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
(dalam jutaan rupiah)
31 Desember 2015
Notional Amount
≤ 1 Tahun
> 1 Tahun ≤ 5 Tahun
> 5 Tahun
Tagihan
Derivatif
Kewajiban
Derivatif
Tagihan
Bersih
Sebelum
MRK
MRK
Tagihan
Bersih
Setelah
MRK
13,515,855
4,827,561
0
23,949
75,870
26,142
0
26,142
37,525,573
210,619
0
678,928
227,217
1,064,715
0
1,064,715
0
0
0
0
0
0
0
0
51,041,428
5,038,180
0
702,877
303,087
1,090,856
0
1,090,856
13,515,855
4,827,561
0
23,949
75,870
26,142
0
26,142
37,525,573
210,619
0
679,238
227,331
1,065,025
0
1,064,715
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
51,041,428
5,038,180
0
703,187
303,201
1,091,167
0
1,090,856
Tabel 3.2.b.2. Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Repo - Bank secara Konsolidasi dengan Perusahaan Anak
(dalam jutaan rupiah)
No
Kategori Portofolio
31 Desember 2016
Nilai Wajar
SSB
Repo
Kewajiban
Repo
31 Desember 2015
Tagihan
Bersih
ATMR
Nilai Wajar
SSB
Repo
Kewajiban
Repo
Tagihan
Bersih
ATMR
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
1
Tagihan Kepada Pemerintah
3,914,691
0
0
0
5,342,711
1,874,382
95,818
0
2
Tagihan Kepada Entitas Sektor Publik
0
0
0
0
0
0
0
0
3
Tagihan Kepada Bank Pembangunan
Multilateral
dan Lembaga Internasional
0
0
0
0
0
0
0
0
4
Tagihan Kepada Bank
0
3,353,042
561,650
256,998
0
2,988,789
383,722
184,555
5
Tagihan Kepada Usaha Mikro, Usaha Kecil
dan
Portofolio Ritel
0
0
0
0
0
0
0
0
6
Tagihan kepada Korporasi
0
0
0
0
0
0
0
0
TOTAL
3,914,691
3,353,042
561,650
256,998
5,342,711
4,863,171
479,540
184,555
174
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
TABEL : CCR REPO
Tabel 3.2.b.2. Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Repo - Bank Secara Konsolidasi denganPerusahaan Anak
(dalam Jutaan Rupiah)
(dalam jutaan rupiah)
31 Desember 2016
No
Kategori Portofolio
(1)
Nilai
Wajar
SSB
Repo
Kewajiban
Repo
Tagihan
Bersih
ATMR
(3)
(4)
(5)
(6)
(2)
1 Tagihan Kepada Pemerintah
31 Desember 2015
Nilai
Wajar
SSB
Repo
Kewajiban
Repo
Tagihan
Bersih
ATMR
(8)
(9)
(10)
(7)
3,914,691
5,342,711
1,874,382
95,818
2,988,789
383,722
184,555
4,863,171
479,540
184,555
2 Tagihan Kepada Entitas Sektor Publik
3
"Tagihan Kepada Bank Pembangunan Multilateral
dan Lembaga Internasional”
4 Tagihan Kepada Bank
3,353,042
561,650
256,998
3,353,042
561,650
256,998
5 "Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel”
6 Tagihan kepada Korporasi
7 Eksposur di Unit Usaha Syariah (apabila ada)
TOTAL
3,914,691
5,342,711
Transaksi Reverse Repo - Bank secara Individual dan Konsolidasi dengan Perusahaan Anak:
Tabel 3.2.c.1. Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Reverse Repo - Bank Secara Individual (dalam Jutaan
Rupiah)
(dalam jutaan rupiah)
31 Desember 2016
No
Kategori Portofolio
(1)
(2)
1
Tagihan Kepada Pemerintah
2
Tagihan Kepada Entitas Sektor Publik
3
"Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga
Internasional”
4
Tagihan Kepada Bank
5
"Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel”
6
Tagihan kepada Korporasi
7
Eksposur di Unit Usaha Syariah (apabila ada)
TOTAL
Tagihan
Bersih
Nilai
MRK
(3)
(4)
31 Desember 2015
Tagihan
Bersih
setelah
MRK
ATMR
setelah
MRK
Tagihan
Bersih
Nilai
MRK
Tagihan
Bersih
setelah
MRK
ATMR
setelah
MRK
(5)
(6)
(7)
(8)
(9)
(10)
2,017,309
2,017,309
1,728,781
1,728,781
345,756
3,746,090
3,746,090
345,756
NIHIL
NIHIL
NIHIL
NIHIL
Tabel 3.2.c.2. Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Reverse Repo - Bank Secara Konsolidasi denganPerusahaan Anak
(dalam Jutaan Rupiah)
(dalam jutaan rupiah)
31 Desember 2016
No
Kategori Portofolio
(1)
(2)
1
Tagihan Kepada Pemerintah
2
Tagihan Kepada Entitas Sektor Publik
3
"Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga
Internasional”
4
Tagihan Kepada Bank
5
"Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel”
6
Tagihan kepada Korporasi
7
Eksposur di Unit Usaha Syariah (apabila ada)
TOTAL
Tagihan
Bersih
Nilai
MRK
(3)
(4)
Tagihan
Bersih
setelah
MRK
ATMR
setelah
MRK
(5)
(6)
2,017,309
2,017,309
1,728,781
1,728,781
3,746,090
31 Desember 2015
3,746,090
Tagihan
Bersih
Nilai
MRK
(7)
(8)
Tagihan
Bersih
setelah
MRK
ATMR
setelah
MRK
(9)
(10)
368,970
368,970
307,930
307,930
307,930
676,900
676,900
307,930
345,756
345,756
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
Credit Risk Mitigation by Using Standard Approach
In credit process, the collateral received may be in a form
of object which financed by credit (moveable objects or
unmoveable object), or other objects which are not funded
(personal guarantee and corporate guarantee). The credit
collateral must meet the following criteria such as having
economic value, marketable, transferable, and has a
juridical value.
Guidelines for determining the collateral structure to
mitigate credit risk policy which has been regulated in
details in the SPK (Credit Standard Procedures) for every
segments. Types of collateral received by Bank Mandiri
consists of moveable objects (including cash collateral,
accounts receivable, inventory, machinery, and securities),
unmoveable objects (including land, buildings, and
machinery), as well as guarantee (personal/corporate
guarantee). In the case of the Bank will receive a guarantee
(guarantee), then Bank Mandiri will assess the feasibility
and reliability of surety (guarantor).
To guarantee the credit facility, Bank Mandiri give priority
to the collateral in the form of land or land and building.
The collateral value used by Bank Mandiri as loan collateral
is a collateral value which assessed by internal assessors
(credit operation unit) and external assessors as Bank
Mandiri partners or external evaluators which not a
partner of Bank Mandiri that has officially appointed by the
authorities in the business unit/credit recovery unit.
09
Referensi Silang
Kriteria ARA 2015
175
10
Laporan Keuangan
Konsolidasian
Disclosure of the exposure of Credit Risk and Credit
Risk Mitigation
In calculating the mitigation of Credit Risk by using
Standard Approach in accordance to SE OJK No. 42/
SEOJK.03/2016 regarding Guidelines for the calculation
of ATMR credit risk, Bank Mandiri may recognize the
existence of collateral, warranties, guarantees, or credit
insurance as MRK techniques, with some conditions that
must be met by Bank Mandiri. Types of collateral finance
which acknowledged (eligible financial collateral) in
Mechanical MRK-Collateral including cash, checking/
savings/deposits, gold, Government Securities (GS), Bank
Indonesia Certificates (SBI) and others that set forth in SE
OJK as mentioned above. While collateral in the form of
Fixed Assets, Inventory, Land/Building owned by Bank
Mandiri, are not recognized in the standard approach.
Based on the reporting of Standard Approach, Bank
exposure and credit risk mitigation used are as follows:
176
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Net Transactions per Risk Weight After Risk Mitigation Credit - Bank as Individual and Consolidated Subsidiaries: Table 4.1.a
Disclosure Net Claims Based Weight After Taking into account the impact Risk Mitigation Credit Risk - Bank on Individual (in million
Rupiah)
31 Desember 2016
No
Kategori
Portofolio
(1)
(2)
A
0%
20%
35%
40%
45%
50%
75%
100%
150%
Lainnya
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
(11)
(12)
ATMR
Beban
Modal *)
(ATMR x
9.53%)
(13)
(14)
Eksposur Neraca
1
Tagihan Kepada
Pemerintah
210,773,317
2
Tagihan Kepada
Entitas Sektor
Publik
1,261,920
3
Tagihan
Kepada Bank
Pembangunan
Multilateral
dan Lembaga
Internasional
4
Tagihan Kepada
Bank
5
Kredit Beragun
Rumah Tinggal
6
Kredit Beragun
Properti Komersial
7
Kredit Pegawai/
Pensiunan
8
Tagihan Kepada
Usaha Mikro,
Usaha Kecil dan
Portofolio Ritel
783,807
9
Tagihan kepada
Korporasi
10
Tagihan yang Telah
Jatuh Tempo
11
Aset Lainnya
2,016,389
10,714,493
33,610,791
12,856
25,341
43,169,807
50,720
21,223,787
Total Eksposur
Neraca
B
20,339,190
40,819,601
4,216,706
33,260,468
7,841,345
746,496
6,454,385
614,457
89,790,124
8,548,020
310,735,899
29,582,058
7,673,521
11,972,509
1,139,783
43,271,222
2,970
43,275,677
4,119,844
338,144,011
7,676,491
503,330,407
47,917,055
99,161,518
18,441,100
7,547,014
119,182,462
27,629,634
290,198,923
457,160
75,996,250
119,182,462
3,166,397
18,441,100
244,820,899
Eksposur Kewajiban Komitmen/Kontinjensi pd Transaksi Rekening Administratif
1
Tagihan Kepada
Pemerintah
1,983,653
2
Tagihan Kepada
Entitas Sektor
Publik
2,140
3
Tagihan
Kepada Bank
Pembangunan
Multilateral
dan Lembaga
Internasional
4
Tagihan Kepada
Bank
5
Kredit Beragun
Rumah Tinggal
6
7
8
Tagihan Kepada
Usaha Mikro,
Usaha Kecil dan
Portofolio Ritel
8,847
9
Tagihan kepada
Korporasi
81,287
10
Kredit Beragun
Properti Komersial
Kredit Pegawai/
Pensiunan
844
2,335,328
Tagihan yang Telah
Jatuh Tempo
1,000
Total Eksposur
TRA
C
Tagihan Bersih Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit
4,288,916
2,076,926
6,625,088
525,556
50,033
31,896,138
3,036,512
13,227,488
10,682,398
700,517
1,055,635
30,901,255
24,965,521
700,517
30,901,255
7,471,527
711,289
5,341,199
508,482
8,240
12,360
1,177
8,240
45,246,780
4,307,493
Eksposur akibat Kegagalan Pihak Lawan (Counterparty Credit Risk)
1
Tagihan Kepada
Pemerintah
2
Tagihan Kepada
Entitas Sektor
Publik
3
Tagihan
Kepada Bank
Pembangunan
Multilateral
dan Lembaga
Internasional
4
Tagihan Kepada
Bank
816,772
77,757
5
Tagihan Kepada
Usaha Mikro,
Usaha Kecil dan
Portofolio Ritel
15,389
1,465
6
Tagihan kepada
Korporasi
Total Eksposur
Counterparty
Credit Risk
2,032,803
2,123,581
2,032,803
784,112
20,519
21,305
18,254
2,144,886
802,366
20,519
223,968
237,356
22,596
223,968
1,069,517
101,818
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
31 Desember 2015
Tagihan Bersih Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit
0%
20%
35%
40%
45%
50%
75%
100%
150%
(17)
(18)
(19)
(20)
(21)
(22)
(23)
(24)
184,967,865
26,488,831
16,036,466
6,912,878
691,287
4,362,015
436,201
84,662,249
8,466,225
301,034,016
30,103,401
4,573,362
457,336
7,272,835
7,411,169
3,124,513
609,856
731,524
9,337,526
28,188,025
2,760
54,113
31,245,133
218,389,630
5,201,889
4,151,088
41,490,956
71,498,959
4,151,088
7,272,835
112,687,926
25,912,728
282,440,046
381,663
74,814,853
19,516,962
112,687,926
2,787,250
307,540,560
2,787,250
19,516,962
1,951,696
452,306,613
45,230,659
230
(28)
74,832
2,561,792
(26)
(25)
23,118,927
Lainnya
277,864
Beban
Modal **)
(ATMR x
10%)
ATMR
(16)
5,951,850
8,750
1,860
12,143,006
11,272,191
7,261,873
726,187
5,636,467
563,646
546,917
54,691
31,368,340
3,136,834
4,862
2,973
95,353
807,926
421,605
42,161
566
56
2,670,986
172,778
6,764,609
274,505
172,778
728,430
3,006,611
29,703,449
26,421,808
733,408
728,430
755
52,386
4,769
326,891
738,177
755
29,703,449
177
2,537
3,805
380
2,537
44,817,402
4,481,740
353,741
366,603
36,660
353,741
788,774
78,877
178
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
TABEL : EAD BOBOT RISIKO
Transaksi Bersih per Bobot Risiko Setelah Mitigasi Risiko Kredit - Bank secara Individual dan Konsolidasi dengan Perusahaan Anak:
Tabel 4.1.b. Pengungkapan Tagihan Bersih Berdasarkan Bobot Risiko Setelah Memperhitungkan Dampak Mitigasi Risiko
Kredit - Bank secara Konsolidasi dengan Perusahaan Anak (dalam Jutaan Rupiah)
31 Desember 2016
No
Kategori Portofolio
Tagihan Bersih Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit
0%
(1)
(2)
20%
(3)
35%
(4)
40%
(5)
45%
(6)
50%
(7)
75%
(8)
100%
(9)
Beban
Modal *)
(ATMR x
9.53%)
ATMR
150%
(10)
Lainnya
(11)
(12)
(13)
(14)
A
Eksposur Neraca
1
Tagihan Kepada
Pemerintah
2
Tagihan Kepada Entitas
Sektor Publik
3
Tagihan Kepada
Bank Pembangunan
Multilateral dan
Lembaga Internasional
4
Tagihan Kepada Bank
5
Kredit Beragun Rumah
Tinggal
6
Kredit Beragun
Properti Komersial
7
Kredit Pegawai/
Pensiunan
8
Tagihan Kepada Usaha
Mikro, Usaha Kecil dan
Portofolio Ritel
89,790,124
8,556,999
9
Tagihan kepada
Korporasi
310,735,899
29,613,131
10
Tagihan yang Telah
Jatuh Tempo
1,140,980
11
Aset Lainnya
12
Eksposur di Unit Usaha
Syariah (apabila ada)
210,773,317
1,261,920
43,169,807
50,720
20,339,190
18,441,100
783,807
2,016,389
10,714,493
33,610,791
25,341
12,856
21,223,787
40,819,601
7,547,014
4,216,706
118,984,663
27,629,634
290,198,923
33,260,468
7,841,345
457,160
7,673,521
11,972,509
43,271,222
2,970
43,275,677
244,820,899
Tagihan Kepada
Pemerintah
2
Tagihan Kepada Entitas
Sektor Publik
3
Tagihan Kepada
Bank Pembangunan
Multilateral dan
Lembaga Internasional
4
Tagihan Kepada Bank
5
Kredit Beragun Rumah
Tinggal
6
Kredit Beragun
Properti Komersial
7
Kredit Pegawai/
Pensiunan
8
Tagihan Kepada Usaha
Mikro, Usaha Kecil dan
Portofolio Ritel
525,556
50,085
9
Tagihan kepada
Korporasi
31,896,138
3,039,702
10
Tagihan yang Telah
Jatuh Tempo
11
Eksposur di Unit Usaha
Syariah (apabila ada)
1,000
13,227,488
10,682,398
8,847
844
81,287
2,335,328
Total Eksposur TRA
C
Eksposur akibat Kegagalan Pihak Lawan (Counterparty Credit Risk)
2,076,926
1
Tagihan Kepada
Pemerintah
2
Tagihan Kepada Entitas
Sektor Publik
3
Tagihan Kepada
Bank Pembangunan
Multilateral
dan Lembaga
Internasional
4
Tagihan Kepada Bank
5
Tagihan Kepada Usaha
Mikro, Usaha Kecil dan
Portofolio Ritel
6
Tagihan kepada
Korporasi
7
Eksposur di Unit Usaha
Syariah (apabila ada)
Total Eksposur
Counterparty Credit
Risk
2,032,803
6,625,088
700,517
1,055,635
7,676,491
503,330,407
1
338,144,011
Eksposur Kewajiban Komitmen/Kontinjensi pd Transaksi Rekening Administratif
4,288,916
118,984,663
4,124,172
Total Eksposur Neraca
75,996,250
2,140
18,441,100
615,103
B
1,983,653
99,161,518
747,280
6,454,385
3,169,723
24,965,521
30,901,255
700,517
8,240
30,901,255
8,240
7,471,527
712,037
5,341,199
47,967,388
509,016
12,360
1,178
45,246,780
4,312,018
816,772
77,838
15,389
1,467
237,356
22,620
2,123,581
21,305
2,032,803
2,144,886
*) Beban Modal dihitung berdasarkan KPMM sesuai Profil Risiko periode Juni 2016
**) Beban Modal dihitung berdasarkan KPMM sesuai Profil Risiko periode Juni 2015
784,112
20,519
18,254
223,968
802,366
20,519
223,968
1,069,517
101,925
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
31 Desember 2015
Tagihan Bersih Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit
0%
20%
(16)
35%
(17)
185,438,754
(18)
45%
(19)
50%
(20)
75%
(21)
100%
(22)
150%
(23)
Lainnya
(24)
(25)
(26)
(28)
277,864
40%
Beban
Modal **)
(ATMR x
10%)
ATMR
26,488,831
74,832
15,790,733
4,151,088
7,272,835
41,851,126
7,411,169
5,201,889
31,410,860
3,141,086
6,863,731
686,373
93,980
9,398
90,987,200
9,098,720
301,250,572
30,125,057
187,959
731,524
9,337,776
28,216,734
54,113
381,663
2,872,870
4,701,791
470,179
21,213,124
660
21,214,114
2,121,411
2,760
218,925,271
71,281,935
2,561,792
230
5,951,850
8,750
1,860
4,151,088
7,272,835
25,974,900
282,619,775
75,425,154
121,121,194
436,202
625,546
23,167,739
4,362,015
12,143,006
309,416,451
2,873,530
460,884,263
46,088,426
7,261,873
726,187
552,909
55,291
31,368,403
3,136,840
4,862
2,973
95,353
807,926
11,272,191
121,121,194
736,419
3,006,611
29,703,512
2,670,987
421,667
42,167
566
56
674,532
67,453
274,815
52,386
172,778
327,201
733,408
755
4,769
661,671
738,177
29,703,512
755
661,671
2,537
380
736,419
3,805
172,778
26,421,808
563,646
6,764,609
2,537
5,636,467
44,823,457
4,482,344
1,096,766
109,676
179
10
Laporan Keuangan
Konsolidasian
180
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Transaksi Bersih dan Teknik Mitigasi Risiko Kredit - Bank secara Individual dan Konsolidasi dengan Perusahaan Anak: Tabel 4.2.a
Pengungkapan Tagihan Bersih dan Teknik Mitigasi Risiko Kredit - Bank Secara Individual (dalam Jutaan Rupiah)
31 Desember 2016
No
A
Bagian Yang Dijamin Dengan
Kategori Portofolio
(1)
Tagihan
Bersih
(2)
Eksposur Neraca
1
Tagihan Kepada Pemerintah
2
Tagihan Kepada Entitas
Sektor Publik
3
Tagihan Kepada Bank
Pembangunan Multilateral
dan Lembaga Internasional
31 Desember 2015
(3)
210,773,317
Bagian Yang Dijamin Dengan
Agunan
Garansi
Asuransi
Kredit
Lainnya
(4)
(5)
(6)
(7)
Bagian Yang
Tidak Dijamin
Tagihan
Bersih
(8) = (3)[(4)+(5)+(6)+(7)]
(9)
210,773,317
184,967,865
88,206,114
73,459,539
89,468,034
189,910
1,072,011
Agunan
Garansi
Asuransi
Kredit
Lainnya
(10)
(11)
(12)
(13)
184,967,865
73,181,675
277,864
Tagihan Kepada Bank
27,936,923
18,441,100
6
Kredit Beragun Properti
Komersial
7
Kredit Pegawai/Pensiunan
8
Tagihan Kepada Usaha
Mikro, Usaha Kecil dan
Portofolio Ritel
121,982,658
783,807
9
Tagihan kepada Korporasi
362,153,841
10,714,493
10
Tagihan yang Telah Jatuh
Tempo
8,168,877
12,856
Aset Lainnya
Total Eksposur Neraca
B
Eksposur Kewajiban
Komitmen/Kontinjensi
pd Transaksi Rekening
Administratif
1
Tagihan Kepada Pemerintah
2
Tagihan Kepada Entitas
Sektor Publik
3
Tagihan Kepada Bank
Pembangunan Multilateral
dan Lembaga Internasional
64,497,979
903,422,729
1,983,653
27,886,204
23,522,467
18,441,100
11,423,922
2,016,389
351,439,349
345,878,326
9,337,256
25,341
8,127,511
3,225,787
2,760
64,497,979
42,635,888
2,041,730
888,356,237
799,143,101
10,302,568
1,983,653
2,561,792
17,516,403
18,095,086
112,687,926
336,541,070
54,113
3,168,914
42,635,888
785,637
788,054,895
2,561,792
18,094,856
230
Tagihan Kepada Bank
6
Kredit Beragun Properti
Komersial
7
Kredit Pegawai/Pensiunan
8
Tagihan Kepada Usaha
Mikro, Usaha Kecil dan
Portofolio Ritel
9
Tagihan kepada Korporasi
Tagihan yang Telah Jatuh
Tempo
Total Eksposur TRA
C
Eksposur akibat
Kegagalan Pihak Lawan
(Counterparty Credit Risk)
34,373,504
8,240
81,287
65,277,546
93,273
844
700,517
736,265
34,292,217
33,613,339
8,240
2,537
65,183,428
66,291,819
844
95,353
109,195
2,973
728,430
33,517,986
2,537
66,179,652
2,973
Tagihan Kepada Pemerintah
Tagihan Kepada Entitas
Sektor Publik
3
Tagihan Kepada Bank
Pembangunan Multilateral
dan Lembaga Internasional
2,907,693
2,907,693
1,007,913
1,007,913
20,519
20,519
755
755
Tagihan Kepada Bank
5
6
Tagihan kepada Korporasi
Total Eksposur Counterparty
Credit Risk
Total (A+B+C)
172,778
1
Tagihan Kepada Usaha
Mikro, Usaha Kecil dan
Portofolio Ritel
2,032,803
4,862
11,274,051
2
4
2,032,803
8,750
Kredit Beragun Rumah
Tinggal
8,847
11,282,801
4
710,208
10,682,398
731,524
5
10
1,000
23,447,635
11,423,922
10,683,398
609,856
114,029,306
2,140
118,984,663
1,072,011
74,832
11,751,784
17,518,543
Kredit Beragun Rumah
Tinggal
11
4
(14) = (9)[(10)+(11)+(12)+(13)]
Bagian Yang Tidak
Dijamin
5
50,720
172,778
263,527
263,527
410,896
410,896
5,224,542
5,224,542
1,592,342
1,592,342
958,764,207
867,027,262
855,826,889
973,924,817
11,845,057
1,072,011
2,042,574
10,411,763
788,610
181
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
TABEL : MRK
Tabel 4.2.b Pengungkapan Tagihan Bersih dan Teknik Mitigasi Risiko Kredit - Bank Secara Konsolidasi dengan Perusahaan
Anak (dalam Jutaan Rupiah)
31 Desember 2016
No
A
Bagian Yang Dijamin Dengan
Kategori Portofolio
(1)
Tagihan
Bersih
(2)
Eksposur Neraca
1
Tagihan Kepada Pemerintah
2
Tagihan Kepada Entitas
Sektor Publik
3
Tagihan Kepada Bank
Pembangunan Multilateral
dan Lembaga Internasional
31 Desember 2015
(3)
210,773,317
Garansi
(4)
(5)
(6)
Bagian Yang Dijamin Dengan
Lainnya
(7)
210,773,317
185,438,754
88,206,114
73,819,709
189,910
1,072,011
27,936,923
18,441,100
6
Kredit Beragun Properti
Komersial
7
Kredit Pegawai/Pensiunan
8
Tagihan Kepada Usaha
Mikro, Usaha Kecil dan
Portofolio Ritel
121,982,658
783,807
9
Tagihan kepada Korporasi
362,153,841
10,714,493
10
Tagihan yang Telah Jatuh
Tempo
12,856
11
Aset Lainnya
12
Eksposur di Unit Usaha
Syariah (apabila ada)
8,168,877
Agunan
Garansi
Asuransi
Kredit
Lainnya
(10)
(11)
(12)
(13)
185,438,754
73,541,845
277,864
27,886,204
23,276,735
18,441,100
11,423,922
187,959
2,016,389
25,341
11,751,784
1,072,011
74,832
23,201,903
11,423,922
118,984,663
122,478,264
625,546
351,439,349
346,149,184
9,337,776
8,127,511
3,311,406
64,755,015
44,381,523
70,022,229
888,613,273
880,489,686
2,760
10,318,778
2,041,730
(14) = (9)[(10)+(11)+(12)+(13)]
Bagian Yang Tidak
Dijamin
903,679,766
Tagihan Kepada Bank
B
50,720
Kredit Beragun Rumah
Tinggal
(9)
4
Total Eksposur Neraca
(8) = (3)[(4)+(5)+(6)+(7)]
5
Tagihan
Bersih
64,755,015
Bagian Yang
Tidak Dijamin
89,468,034
Agunan
Asuransi
Kredit
731,524
54,113
785,637
187,959
121,121,194
336,811,408
3,254,533
44,381,523
70,022,229
869,385,271
Eksposur Kewajiban Komitmen/Kontinjensi pd Transaksi Rekening Administratif
1
Tagihan Kepada Pemerintah
2
Tagihan Kepada Entitas
Sektor Publik
3
Tagihan Kepada Bank
Pembangunan Multilateral
dan Lembaga Internasional
1,983,653
17,518,543
2,140
1,983,653
2,561,792
17,516,403
18,095,086
18,094,856
8
Tagihan Kepada Usaha
Mikro, Usaha Kecil dan
Portofolio Ritel
9
Tagihan kepada Korporasi
10
Tagihan yang Telah Jatuh
Tempo
8,750
Kredit Pegawai/Pensiunan
11,282,801
7
710,208
8,847
700,517
744,254
4,862
736,419
81,287
34,292,217
33,613,402
95,353
33,518,049
8,240
2,537
2,537
888,146
65,183,428
67,188,018
2,032,803
172,778
65,277,546
93,273
844
109,195
2,973
11,274,051
34,373,504
8,240
844
10,682,398
2,561,792
Kredit Beragun Properti
Komersial
Eksposur di Unit Usaha
Syariah (apabila ada)
6
Total Eksposur TRA
Tagihan Kepada Bank
11
230
Kredit Beragun Rumah
Tinggal
4
1,000
5
10,683,398
2,973
888,146
67,075,851
172,778
Eksposur akibat Kegagalan Pihak Lawan (Counterparty Credit Risk)
C
1
Tagihan Kepada Pemerintah
2
Tagihan Kepada Entitas
Sektor Publik
3
Tagihan Kepada Bank
Pembangunan Multilateral
dan Lembaga Internasional
4
Tagihan Kepada Bank
5
Tagihan Kepada Usaha
Mikro, Usaha Kecil dan
Portofolio Ritel
6
Tagihan kepada Korporasi
7
Eksposur di Unit Usaha
Syariah (apabila ada)
Total Eksposur Counterparty
Credit Risk
Total (A+B+C)
2,032,803
2,907,693
2,907,693
1,008,223
1,008,223
20,519
20,519
755
755
263,527
263,527
718,826
718,826
5,224,542
974,181,855
11,845,058
1,072,011
2,042,574
5,224,542
1,900,582
959,021,244
950,182,381
10,427,973
788,610
1,900,582
938,361,704
Catatan: Sesuai dengan SE BI No.13/6/DPNP perihal “Pedoman Perhitungan Aset Tertimbang Menurut Risiko untuk Risiko Kredit dengan Menggunakan Pendekatan Standar”, yang termasuk dalam mitigasi risiko kredit adalah
agunan (eligible financial collateral), garansi, penjaminan atau asuransi kredit.
Diluar agunan eligible financial collateral tersebut, Bank Mandiri memiliki agunan berupa fixed asset, piutang dagang, persediaan, dan agunan lainnya.
182
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Asset Securitization
Bank Mandiri's objective in doing asset securitization is to diversify its sources of funding in order to support the wholesale funding
strategy and obtain long-term funding sources.
Bank Mandiri do securitization activity in the form of Asset Backed Securities in the form of Participation Letter (EBA-SP) SMFBMRI 01 Class A as an the origin creditor and Service Provider. EBA-SP Class A (along with EBA-SP Class B) is the result effect of
the securitization on collection notices from home mortgage loan portfolios which were purchased from Bank Mandiri as an the
origin creditor. Meanwhile Bank Mandiri as a Service Providers has the duty and responsibility to process and supervise the smooth
running of debtors payment which made in accordance with the publishing agreement EBA-SP SMF-BMRI01, transaction documents
and other applicable legislation.
The issuance of EBA-SP Class A, obtained the rating result on asset-backed securities of PT Pemeringkat Efek Indonesia (PEFINDO):
idAAA.
Credit risk in the form of potential losses due to the unpaid of principal and interest which rightfully become the rights of EBA-SP
Class A. The bills that has securitized is a bill in the form of mortgage home loan portfolios, so there is a potential loss in the case of
failure of repayment by the mortgage debtor. By purchasing EBA-SP Class A, the holders of EBA-SP Holders Class A be aware of and
understand and willing to bear such risks.
Diagram struktur / Skema Penjualan Asset :
Pengungkapan Eksposur Sekuritisasi Aset
Transaksi Sekuritisasi - Bank secara Individual dan Konsolidasi dengan Perusahaan Anak:
Tabel 5.1.a. Pengungkapan Transaksi Sekuritisasi - Bank secara Individual
(dalam jutaan rupiah)
No
Eksposur Sekuritisasi
31 Desember 2016
31 Desember 2015
Nilai aset
Nilai aset yang disekuritisasi
yang
yang mengalami penurunan
disekuritisasi nilai
Telah jatuh
Tempo
Belum jatuh
Tempo
Laba/Rugi
dari
aktivitas
sekuritisasi
ATMR
Pengurang
Modal
Nilai aset
Nilai aset yang disekuritisasi
yang
yang
disekuritisasi mengalami penurunan nilai
Telah jatuh
Tempo
Belum jatuh
Tempo
Laba/Rugi
dari
aktivitas
sekuritisasi
ATMR
Pengurang
Modal
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
(11)
(12)
(13)
(14)
1
Bank bertindak sebagai Kreditur Asal
- Jenis eksposur (contoh: tagihan beragun
rumah tinggal)
NIHIL
0
0
0
0
0
NIHIL
0
0
0
0
0
183
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
2
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
Bank bertindak sebagai Penyedia Kredit
Pendukung
a. Fasilitas penanggung risiko pertama
- Jenis eksposur (contoh: tagihan beragun
rumah tinggal)
NIHIL
0
0
0
0
0
NIHIL
0
0
0
0
0
b. Fasilitas penanggung risiko kedua
- Jenis eksposur (contoh: tagihan beragun
rumah tinggal)
NIHIL
0
0
0
0
0
NIHIL
0
0
0
0
0
3
Bank bertindak sebagai Penyedia Fasilitas
Likuiditas
- Jenis eksposur (contoh: tagihan beragun
rumah tinggal)
NIHIL
0
0
0
0
0
NIHIL
0
0
0
0
0
4
Bank bertindak sebagai Penyedia Jasa
- Jenis eksposur (contoh: tagihan beragun
rumah tinggal)
NIHIL
0
0
0
0
0
NIHIL
0
0
0
0
0
5
Bank bertindak sebagai Bank Kostudian
- Jenis eksposur (contoh: tagihan beragun
rumah tinggal)
NIHIL
0
0
0
0
0
NIHIL
0
0
0
0
0
6
Bank bertindak sebagai Pemodal
a. Senior tranche
- Jenis eksposur (contoh: tagihan beragun
rumah tinggal)
NIHIL
0
0
0
0
0
NIHIL
0
0
0
0
0
b. Junior tranche
- Jenis eksposur (contoh: tagihan beragun
rumah tinggal)
25,000
-
-
-
-
25,000
NIHIL
0
0
0
0
0
Total
25,000
-
-
-
-
25,000
NIHIL
Tabel 5.1.b. Pengungkapan Transaksi Sekuritisasi - Bank secara Konsolidasi dengan Perusahaan Anak
(dalam jutaan rupiah)
No
Eksposur Sekuritisasi
31 Desember 2016
31 Desember 2015
Nilai aset
Nilai aset yang disekuritisasi
yang
yang
disekuritisasi mengalami penurunan nilai
Telah jatuh
Tempo
Belum jatuh
Tempo
Laba/Rugi
dari
aktivitas
sekuritisasi
ATMR
Pengurang
Modal
Nilai aset
Nilai aset yang disekuritisasi
yang
yang
disekuritisasi mengalami penurunan nilai
Telah jatuh
Tempo
Belum jatuh
Tempo
Laba/Rugi
dari
aktivitas
sekuritisasi
ATMR
Pengurang
Modal
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
(11)
(12)
(13)
(14)
1
Bank bertindak sebagai Kreditur Asal
- Jenis eksposur (contoh: tagihan beragun
rumah tinggal)
NIHIL
0
0
0
0
0
NIHIL
0
0
0
0
0
2
Bank bertindak sebagai Penyedia Kredit
Pendukung
a. Fasilitas penanggung risiko pertama
- Jenis eksposur (contoh: tagihan beragun
rumah tinggal)
NIHIL
0
0
0
0
0
NIHIL
0
0
0
0
0
b. Fasilitas penanggung risiko kedua
- Jenis eksposur (contoh: tagihan beragun
rumah tinggal)
NIHIL
0
0
0
0
0
NIHIL
0
0
0
0
0
3
Bank bertindak sebagai Penyedia Fasilitas
Likuiditas
- Jenis eksposur (contoh: tagihan beragun
rumah tinggal)
NIHIL
0
0
0
0
0
NIHIL
0
0
0
0
0
4
Bank bertindak sebagai Penyedia Jasa
- Jenis eksposur (contoh: tagihan beragun
rumah tinggal)
NIHIL
0
0
0
0
0
NIHIL
0
0
0
0
0
5
Bank bertindak sebagai Bank Kostudian - Jenis
eksposur (contoh: tagihan beragun rumah
tinggal)
NIHIL
0
0
0
0
0
NIHIL
0
0
0
0
0
6
Bank bertindak sebagai Pemodal
a. Senior tranche
- Jenis eksposur (contoh: tagihan beragun
rumah tinggal)
23,959
-
-
-
23,959
-
NIHIL
0
0
0
0
0
b. Junior tranche
- Jenis eksposur (contoh: tagihan beragun
rumah tinggal)
25,000
-
-
-
-
25,000
NIHIL
0
0
0
0
0
Total
48,959
-
-
-
23,959
25,000
NIHIL
Aktivitas Transaksi Sekuritisasi - Bank secara Individual dan Konsolidasi dengan Perusahaan Anak:
Tabel 5.2.a. Pengungkapan Ringkasan Aktivitas Transaksi Sekuritisasi Bank Bertindak Sebagai Kreditur Asal - Bank secara Individual
(dalam jutaan rupiah)
No Underlying Asset
31 Desember 2016
31 Desember 2015
Nilai Aset Yang
Keuntungan (KerNilai Aset Yang
Keuntungan (KerDisekuritisasi
ugian)
Disekuritisasi
ugian)
Penjualan
Penjualan
(1) (2)
(3)
(4)
(5)
(6)
1
Tagihan Kepada Pemerintah
0
0
0
0
2
Tagihan Kepada Entitas Sektor Publik
0
0
0
0
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PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
3
4
5
6
7
8
9
10
11
02
Laporan Manajemen
03
Sekilas Perusahaan
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
Tagihan Kepada Bank
Kredit Beragun Rumah Tinggal
Kredit Beragun Properti Komersial
Kredit Pegawai/Pensiunan
Tagihan Kepada Usaha Mikro, Usaha Kecil dan
Portofolio Ritel
Tagihan kepada Korporasi
Tagihan yang Telah Jatuh Tempo
Eksposur di Unit Usaha Syariah (apabila ada)
Total
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
NIHIL
0
0
0
NIHIL
0
0
0
NIHIL
0
0
0
NIHIL
Tabel 5.2.a. Pengungkapan Ringkasan Aktivitas Transaksi Sekuritisasi Bank Bertindak Sebagai Kreditur Asal - Bank secara Konsolidasi dengan
Perusahaan Anak
(dalam jutaan rupiah)
No Underlying Asset
31 Desember 2016
31 Desember 2015
Nilai Aset Yang
Keuntungan (KerNilai Aset Yang
Keuntungan (KerDisekuritisasi
ugian)
Disekuritisasi
ugian)
Penjualan
Penjualan
(1) (2)
(3)
(4)
(5)
(6)
1
Tagihan Kepada Pemerintah
0
0
0
0
2
Tagihan Kepada Entitas Sektor Publik
0
0
0
0
3
Tagihan Kepada Bank Pembangunan Multilater0
0
0
0
al dan Lembaga Internasional
4
Tagihan Kepada Bank
0
0
0
0
5
Kredit Beragun Rumah Tinggal
0
0
0
0
6
Kredit Beragun Properti Komersial
0
0
0
0
7
Kredit Pegawai/Pensiunan
0
0
0
0
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan
0
0
0
0
Portofolio Ritel
9
Tagihan kepada Korporasi
0
0
0
0
10 Tagihan yang Telah Jatuh Tempo
0
0
0
0
11 Eksposur di Unit Usaha Syariah (apabila ada)
0
0
0
0
Total
NIHIL
NIHIL
NIHIL
NIHIL
Disclosure of ATMR Calculation for credit risk by using Standard Approach
Based on the exposure categories according to the Standard Approach, Bank Mandiri has exposures to the following:
Perhitungan ATMR Risiko Kredit Pendekatan Standar - Bank secara Individual
Tabel 6.1.1 Pengungkapan Eksposur Aset di Neraca
No
Kategori Portofolio
(1)
1
2
3
(2)
Tagihan Kepada Pemerintah
Tagihan Kepada Entitas Sektor Publik
Tagihan Kepada Bank Pembangunan
Multilateral dan Lembaga Internasional
Tagihan Kepada Bank
Kredit Beragun Rumah Tinggal
Kredit Beragun Properti Komersial
Kredit Pegawai/Pensiunan
Tagihan Kepada Usaha Mikro, Usaha
Kecil dan Portofolio Ritel
Tagihan kepada Korporasi
Tagihan yang Telah Jatuh Tempo
Aset Lainnya
Total
4
5
6
7
8
9
10
11
31 Desember 2016
Tagihan
ATMR sebeBersih
lum MRK
(3)
(4)
210,773,317 0
89,468,034
33,569,825
0
0
(dalam jutaan rupiah)
31 Desember 2015
ATMR setelah Tagihan
ATMR sebe- ATMR setelah
MRK
Bersih
lum MRK
MRK
(5)
(6)
(7)
(8)
0
184,967,865 0
0
33,260,468
73,459,539
31,384,065
31,245,133
0
0
0
0
27,936,923
18,441,100
0
0
121,982,658
7,866,705
6,454,385
0
0
91,486,994
7,841,345
6,454,385
0
0
89,790,124
23,522,467
11,423,922
0
0
114,029,306
6,950,294
4,362,015
0
0
85,521,979
6,912,878
4,362,015
0
0
84,662,249
362,153,841
8,168,877
64,497,979
903,422,729
321,447,889
12,024,735
43,275,677
516,126,210
310,735,899
11,972,509
43,275,677
503,330,407
345,878,326
3,225,787
42,635,888
799,143,100
310,310,775
4,647,848
19,516,962
462,693,938
301,034,016
4,573,362
19,516,962
452,306,613
Tabel 6.1.2 Pengungkapan Eksposur Kewajiban Komitmen/Kontinjensi pada Transaksi Rekening Administratif
(dalam jutaan rupiah)
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
No
(1)
1
2
3
4
5
6
7
8
9
10
07
Tata Kelola
Terintegrasi
Kategori Portofolio
(2)
Tagihan Kepada Pemerintah
Tagihan Kepada Entitas Sektor Publik
Tagihan Kepada Bank Pembangunan
Multilateral dan Lembaga Internasional
Tagihan Kepada Bank
Kredit Beragun Rumah Tinggal
Kredit Beragun Properti Komersial
Kredit Pegawai/Pensiunan
Tagihan Kepada Usaha Mikro, Usaha
Kecil dan Portofolio Ritel
Tagihan kepada Korporasi
Tagihan yang Telah Jatuh Tempo
Total
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
185
10
Laporan Keuangan
Konsolidasian
31 Desember 2016
Tagihan
ATMR sebeBersih
lum MRK
(3)
(4)
1,983,653
0
17,518,543
7,472,597
0
0
ATMR setelah
MRK
(5)
0
7,471,527
0
31 Desember 2015
Tagihan
ATMR sebeBersih
lum MRK
(6)
(7)
2,561,792
0
18,095,086
7,261,988
0
0
ATMR setelah
MRK
(8)
0
7,261,873
0
10,683,398
0
0
0
710,208
5,341,699
0
0
0
532,656
5,341,199
0
0
0
525,556
11,282,801
0
0
0
736,265
5,640,842
0
0
0
552,199
5,636,467
0
0
0
546,917
34,373,504
8,240
65,277,546
31,971,785
12,360
45,331,097
31,896,138
12,360
45,246,780
33,613,339
2,537
66,291,820
31,463,693
3,805
44,922,527
31,368,340
3,805
44,817,402
Tabel 6.1.3 Pengungkapan Eksposur yang Menimbulkan Risiko Kredit akibat Kegagalan Pihak Lawan (Counterparty Credit Risk)
(dalam jutaan rupiah)
No Kategori Portofolio
31 Desember 2016
31 Desember 2015
Tagihan
ATMR sebe- ATMR setelah Tagihan
ATMR sebe- ATMR setelah
Bersih
lum MRK
MRK
Bersih
lum MRK
MRK
(1) (2)
(3)
(4)
(5)
(6)
(7)
(8)
1
Tagihan Kepada Pemerintah
2,032,803
0
0
172,778
0
0
2
Tagihan Kepada Entitas Sektor Publik
0
0
0
0
0
0
3
Tagihan Kepada Bank Pembangunan
0
0
0
0
0
0
Multilateral dan Lembaga Internasional
4
Tagihan Kepada Bank
2,907,693
816,772
816,772
1,007,913
421,605
421,605
5
Tagihan Kepada Usaha Mikro, Usaha
20,519
15,389
15,389
755
566
566
Kecil dan Portofolio Ritel
6
Tagihan kepada Korporasi
263,527
237,356
237,356
410,896
366,603
366,603
Total
5,224,542
1,069,517
1,069,517
1,592,342
788,774
788,774
Tabel 6.1.4 Pengungkapan Eksposur yang Menimbulkan Risiko Kredit akibat Kegagalan Setelmen (settlement risk)
No
Jenis Transaksi
(1)
1
31 Desember 2016
Nilai EkspoFaktor Pensur
guran
Modal
(3)
(4)
0
0
0
0
0
0
0
0
0
0
(2)
Delivery versus payment
a. Beban Modal 8% (5-15 hari)
b. Beban Modal 50% (16-30 hari)
c. Beban Modal 75% (31-45 hari)
d. Beban Modal 100% (lebih dari 45
hari)
2
Non-delivery versus payment
0
TOTAL
0
Tabel 6.1.5 Pengungkapan Eksposur Sekuritisasi
No
Jenis Transaksi
(1)
1
(2)
Fasilitas Kredit Pendukung yang memenuhi persyaratan
Fasilitas Kredit Pendukung yang tidak
memenuhi persyaratan
2
0
0
(dalam jutaan rupiah)
31 Desember 2015
ATMR Setelah Nilai EkspoFaktor PenATMR Setelah
MRK
sur
guran
MRK
Modal
(5)
(6)
(7)
(8)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
31 Desember 2016
Faktor PenATMR
gurang
Modal
(3)
(4)
0
0
(dalam jutaan rupiah)
31 Desember 2015
Faktor PenATMR
gurang
Modal
(5)
(6)
0
0
0
0
0
0
0
0
0
0
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3
4
5
6
7
02
Laporan Manajemen
03
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Fasilitas Likuiditas yang memenuhi
persyaratan
Fasilitas Likuiditas yang tidak memenuhi
persyaratan
Pembelian Efek Beragun Aset yang
memenuhi persyaratan
Pembelian Efek Beragun Aset yang tidak
memenuhi persyaratan
Eksposur Sekuritisasi yang tidak tercakup dalam ketentuan Bank Indonesia
mengenai prinsipprinsip kehati-hatian dalam aktivitas
sekuritisasi aset bagi bank umum.
Total
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
0
0
0
0
0
0
0
0
25,000
0
0
0
0
0
0
0
0
0
0
0
25,000
0
0
0
Tabel 6.1.6 Pengungkapan Total Pengukuran Risiko Kredit
(dalam jutaan rupiah)
31 Desember
2016
TOTAL ATMR RISIKO KREDIT
549,646,704
TOTAL FAKTOR PENGURANG MODAL
25,000
05
Tinjauan Fungsi
Pendukung Bisnis
31 Desember
2015
497,912,789
0
Perhitungan ATMR Risiko Kredit Pendekatan Standar - Bank secara Konsolidasi dengan Perusahaan Anak
Tabel 6.2.1. Pengungkapan Eksposur Aset di Neraca
(dalam jutaan
rupiah)
No
Kategori Portofolio
31 Desember 2016
Tagihan Bersih
31 Desember 2015
ATMR sebelum MRK
ATMR setelah
MRK
Tagihan Bersih ATMR sebelum MRK
ATMR setelah
MRK
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
1
Tagihan Kepada Pemerintah
212,281,506
0
0
185,438,754
0
0
2
Tagihan Kepada Entitas Sektor Publik
89,733,577
33,700,507
33,391,149
73,819,709
31,549,792
31,410,860
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
0
0
0
0
0
0
4
Tagihan Kepada Bank
27,761,487
7,831,618
7,806,258
23,276,735
6,901,147
6,863,731
5
Kredit Beragun Rumah Tinggal
18,441,100
6,454,385
6,454,385
11,423,922
4,362,015
4,362,015
6
Kredit Beragun Properti Komersial
0
0
0
0
0
0
7
Kredit Pegawai/Pensiunan
2,917,617
1,458,809
1,458,809
187,959
93,980
93,980
8
Tagihan Kepada Usaha Mikro, Usaha Kecil
dan Portofolio Ritel
133,159,280
99,869,460
98,161,380
122,478,264
91,858,698
90,987,200
9
Tagihan kepada Korporasi
362,612,968
321,872,561
311,160,571
346,149,184
310,527,581
301,250,572
10
Tagihan yang Telah Jatuh Tempo
8,361,841
12,314,181
12,261,955
3,311,406
4,776,277
4,701,791
11
Aset Lainnya
66,635,060
45,308,162
45,308,162
44,381,523
21,214,114
21,214,114
Total
921,904,438
528,809,682
516,002,669
810,467,457
471,283,605
460,884,263
Tabel 6.2.2. Pengungkapan Eksposur Kewajiban Komitmen/Kontinjensi pada Transaksi Rekening Administratif
(dalam jutaan
rupiah)
No
Kategori Portofolio
31 Desember 2016
Tagihan Bersih
31 Desember 2015
ATMR sebelum MRK
ATMR setelah
MRK
Tagihan Bersih ATMR sebelum MRK
ATMR setelah
MRK
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
1
Tagihan Kepada Pemerintah
1,983,653
0
0
2,561,792
0
0
2
Tagihan Kepada Entitas Sektor Publik
17,518,543
7,472,597
7,471,527
18,095,086
7,261,988
7,261,873
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
0
0
0
0
0
0
4
Tagihan Kepada Bank
10,683,398
5,341,699
5,341,199
11,282,801
5,640,842
5,636,467
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Kriteria ARA 2015
187
10
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Konsolidasian
5
Kredit Beragun Rumah Tinggal
0
0
0
0
0
0
6
Kredit Beragun Properti Komersial
0
0
0
0
0
0
7
Kredit Pegawai/Pensiunan
0
0
0
0
0
0
8
Tagihan Kepada Usaha Mikro, Usaha Kecil
dan Portofolio Ritel
723,139
542,354
535,255
744,254
558,190
552,909
9
Tagihan kepada Korporasi
34,373,504
31,971,785
31,896,138
33,613,402
31,463,756
31,368,403
10
Tagihan yang Telah Jatuh Tempo
8,240
12,360
12,360
2,537
3,805
3,805
Total
65,290,477
45,340,796
45,256,478
66,299,872
44,928,581
44,823,457
Tabel 6.2.3. Pengungkapan Eksposur yang Menimbulkan Risiko Kredit akibat Kegagalan Pihak Lawan (Counterparty Credit Risk)
(dalam jutaan
rupiah)
No
Kategori Portofolio
31 Desember 2016
Tagihan Bersih
31 Desember 2015
ATMR sebelum MRK
ATMR setelah
MRK
Tagihan Bersih ATMR sebelum MRK
ATMR setelah
MRK
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
1
Tagihan Kepada Pemerintah
2,204,527
0
0
172,778
0
0
2
Tagihan Kepada Entitas Sektor Publik
0
0
0
0
0
0
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
0
0
0
0
0
0
4
Tagihan Kepada Bank
2,907,693
816,772
816,772
1,008,223
421,667
421,667
5
Tagihan Kepada Usaha Mikro, Usaha Kecil
dan Portofolio Ritel
20,519
15,389
15,389
755
566
566
6
Tagihan kepada Korporasi
391,003
364,832
364,832
718,826
674,532
674,532
Total
5,523,743
1,196,993
1,196,993
1,900,582
1,096,766
1,096,766
Tabel 6.2.4. Pengungkapan Eksposur yang Menimbulkan Risiko Kredit akibat Kegagalan Setelmen (settlement risk)
(dalam jutaan
rupiah)
No
Jenis Transaksi
31 Desember 2016
Nilai Eksposur
31 Desember 2015
Faktor Penguran
Modal
ATMR Setelah
MRK
Nilai Eksposur
Faktor Penguran
Modal
ATMR Setelah
MRK
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
1
Delivery versus payment
0
0
0
0
0
0
a. Beban Modal 8% (5-15 hari)
0
0
0
0
0
0
b. Beban Modal 50% (16-30 hari)
0
0
0
0
0
0
c. Beban Modal 75% (31-45 hari)
0
0
0
0
0
0
d. Beban Modal 100% (lebih dari 45 hari)
0
0
0
0
0
0
Non-delivery versus payment
0
0
0
0
0
0
TOTAL
0
0
0
0
0
0
2
Tabel 6.2.5. Pengungkapan Eksposur Sekuritisasi
(dalam jutaan
rupiah)
No
Jenis Transaksi
31 Desember 2016
Faktor Pengurang
Modal
31 Desember 2015
ATMR
Faktor Pengurang
Modal
ATMR
(1)
(2)
(3)
(4)
(5)
(6)
1
Fasilitas Kredit Pendukung yang memenuhi
persyaratan
0
0
0
0
2
Fasilitas Kredit Pendukung yang tidak memenuhi persyaratan
0
0
0
0
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04
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Manajemen atas Kinerja Perusahaan
3
Fasilitas Likuiditas yang memenuhi persyaratan
0
0
0
0
4
Fasilitas Likuiditas yang tidak memenuhi
persyaratan
0
0
0
0
5
Pembelian Efek Beragun Aset yang memenuhi persyaratan
25,000
23,959
0
0
6
Pembelian Efek Beragun Aset yang tidak
memenuhi persyaratan
0
0
0
0
7
Eksposur Sekuritisasi yang tidak tercakup
0
dalam ketentuan Bank Indonesia mengenai
prinsipprinsip kehati-hatian dalam aktivitas sekuritisasi aset bagi bank umum.
0
0
0
Total
23,959
0
0
25,000
05
Tinjauan Fungsi
Pendukung Bisnis
Tabel 6.2.6. Pengungkapan Eksposur di Unit Usaha Syariah (apabila ada)
(dalam jutaan
rupiah)
No
Jenis Transaksi
31 Desember 2016
Faktor Pengurang
Modal
31 Desember 2015
ATMR
Faktor Pengurang
Modal
ATMR
(1)
(2)
(3)
(4)
(5)
(6)
1
Total Eksposur
0
41,994,820
0
40,397,117
Tabel 6.2.7. Pengungkapan Total Pengukuran Risiko Kredit
(dalam jutaan
rupiah)
31 Desember 2016
31 Desember
2015
TOTAL ATMR RISIKO KREDIT
604,474,920
547,201,603
TOTAL FAKTOR PENGURANG MODAL
25,000
0
2.
MARKET RISK
A. QUALITATIVE DISCLOSURE
Organisasi Manajemen Risiko Pasar
Market risk management performed by applying the principle of segregation of duties, namely the separation of functions and
responsibilities which consists of front office, middle office and back office. Market Risk Management organization comprised of
two parts, namely Management Market Risk - Trading Book and Market Risk Management - Banking Book.
Governance framework and market risk management in Bank Mandiri adheres to the principle of Defense Approaches Three
layer (three layers of defense). Comprised of BOC that exercises oversight of market risk (risk oversight) through the Risk
Oversight Committee, Integrated Governance Committee and the Audit Committee.
The Board of Directors runs the risk policy functions through the Executive Committee related to the risk management market
namely the Asset & Liability Committee (ALCO). At the operational level, the Risk Management Unit together with the business
units and Compliance Working unit performs the function of risk identification, risk assessment, risk mitigation, and risk control.
The framework of risk management of Bank Mandiri was developed by internal and external factors which include but may
not limited to the Business Bank, Provisions Regulator, development methodologies and best practices, and data risk. The
authorities and responsibilities related to the implementation of risk management stipulated in Bank Mandiri Risk Management
Policy (KMRBM)
Management Market Risk - Trading Book
As known, the market risk is a risk arising from potential losses due to changes in interest rates and exchange rates (including
derivative instruments). Therefore, the management of the market risk of Bank Mandiri was done by applying the principle of
segregation of duties which separates the functions and responsibilities independently on trade transactions Treasury Group
consisting of units front office (Treasury), middle office (Risk Management) and back office (Treasury Operations). Simply
stated, middle office unit is responsible to monitor, assess and report the risks arising from all trading activities carried out
189
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by the treasury unit, where all the exposure in trading activity be evaluated by the back office unit on a daily basis by using
market prices from independent sources. As for alternative sources of market prices used as a reference by Bank Mandiri,
among others, (i) Prices on Reuters, Bloomberg or similar resources; (Ii) Prices listed (exchange prices) or secondary market; (Iii)
Prices on dealer screen (screen prices); or (iv) Quotation most conservative given by a minimum of two brokers and/or market
maker who has a good reputation and one of them is independent. Whereas for instruments that do not have a market price,
Bank Mandiri uses mark-to-model based on the suitability of the methodology and its accuracy which is evaluated periodically.
In addition, to ensure the Bank Mandiri's ability in anticipating the unexpected loss, then the calculating of Capital Adequacy
Ratio (CAR) was done periodically by using Standard Methods which reported monthly to Bank Indonesia for the position of
banks only, while for consolidation position with the subsidiaries was reported quarterly. Internally, Bank Mandiri had done
the calculations by Internal Method.
The calculation of of CAR by internal method performed by calculating the Value at Risk (VaR), which is a value that describes
the maximum potential for the losses suffered by the Bank as a result of market movements affecting the Bank's risk exposure
in normal market conditions. In calculating VaR, Bank Mandiri uses historical simulation method by using 99% confidence level
and 1 day holding period.
The Bank Mandiri risk appetite of market risk in Bank Mandiri was reflected in some kind of limits which used in the monitoring
activities of trading treasury such as the treasury limit and market risk limit. In determining the limit, Bank Mandiri continues
to align its policy by Treasury unit's business plan. As for the determination of market risk limits of Bank Mandiri was done
integratedly considering the trading activity by overseas branches. In addition, in order to support the business growth of
subsidiaries, Bank Mandiri also provides assistance to the subsidiary in its monitoring on trading positions.
So that to ensure the accuracy of the methods which used in VaR calculation is assured, Bank Mandiri conducts backtesting
testing regularly. Backtesting results for the period of December 2016 showed that VaR calculations that have been done are
accurate, where the number of irregularities P/L of the daily VaR is still acceptable..
Backtesting Value-at-Risk
80,000
60,000
40,000
20,000
22-Dec-16
22-Nov-16
23-Oct-16
23-Sep-16
24-Aug-16
25-Jul-16
25-Jun-16
26-May-16
26-Apr-16
27-Mar-16
26-Feb-16
27-Jan-16
(40,000)
28-Dec-15
(20,000)
(60,000)
(80,000)
P/L
VaR Upper
VaR Lower
Highly dynamic market conditions often can not be predicted by VaR method. Therefore, Bank Mandiri also conducts
stress testing to evaluate the resistance of capital movement which significantly against the market factors and prepare a
strategy is needed if a crisis occurs. Implementation of stress testing was done by combining the stressed scenario: (i) Based
on the scenario of Bank Indonesia, by the largest potential loss suffered by the Bank in the amount Rp173,65 billion (if the
interest rate increased 400 basis points and the rupiah exchange rate depreciated by 20%); (Ii) Based on the Bank's historical
scenario, by the biggest potential loss suffered by the Bank in the amount Rp244,39 billion (when interest rates rise 31-575
basis points and the rupiah exchange rate depreciation of 30%).
Management and Measurement Mechanism of Market Risk - Banking Book
Banking book market risks are risks that arise due to changes in interest rates and exchange rates on the banking book activities.
Market risk management banking book Bank Mandiri done by optimizing the balance sheet structure in order to obtain maximum
yield in accordance with the level of acceptable risk and by setting the limit refers to the provision of internal regulator and
monitored weekly and monthly by the Market Risk Management Unit.
The risk of changes in interest rates on the banking book arising from market interest rates fluctuation as opposed to the position
or transactions of the Bank, which may affect the Bank's profitability (earnings perspective) and the economic value of the Bank's
capital (economic value perspective).
Earning perspective is the approach to look at the impact of changes in interest rates in the short term by measure the impact
of interest rate changes on income. NII Sensitivity and Earning at Risk is a tool used to measure interest rate risk in a revenue
perspective. Economic value perspective is an approach to see the impact of changes in interest rates in the long term by measure
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the impact of interest rate changes on the economic value
of capital. EVE Sensitivity and Capital at Risk is a tool used to
measure interest rate risk in an economic perspective. Sources
of interest rate risk banking book are repricing risk (repricing
mismatch between the components of assets and liabilities),
basis risk (use of interest rates are different), yield curve risk
(changes in the shape and slope of the yield curve), and
option risk (loan repayment or liquefaction of deposits prior to
maturity).
The risk of changes in exchange rates arising from the banking
book or the change in exchange rate volatility. Identification
of foreign exchange risk can be divided into Translational (loss
revaluation or accounting exposure), the potential decline
in value of the components of capital, assets, and liabilities
in foreign currencies due to changes in exchange rates and
Transactional, namely the risk that occurs due to potential
changes in exchange rates menggunakanvaluta on foreign
transactions.
The Bank exchange rate risk measurement performed by using
Gap Analysis method. In gap analysis or the Net Open Position
(NOP), namely the net difference between assets or claims of
foreign exchange liabilities or obligations in foreign currency,
the net difference between claims and liabilities which are
commitments and contingencies in administrative accounts for
each foreign currency are all stated in Rupiah.
Mechanisms of Market Risk Measurement in trading book
and banking book
(Mechanisms of Market Risk Measurement in trading book and
banking book has submitted in the previous explanation)
Portfolio of Trading Book and Banking Which Calculated In
CAR
In the calculation of ATMR for market risk, the Bank has been
referred to the SE OJK No. 38/SEOJK.03/2016 regarding
Guidelines for Use in Calculation Method Standard Minimum
Capital Requirement for Commercial Banks Taking Account of
Market Risk. Calculation of Market Risk in the CAR of the Bank
include interest rate risk and exchange rates. Calculation of
the interest rate risk is carried out on financial instruments in
the Trading Book is exposed to interest rate risk. Calculation of
capital charges for interest rate risk in the Trading Book cover
specific risks and general risks. Whereas in the calculation of the
exchange rate risk conducted on foreign valua good position
in the Trading Book, as well as foreign exchange positions in
the Banking Book is exposed to exchange rate risk, including
gold with reference to the calculation of net open position as
stipulated in Bank Indonesia regulation regarding net open
position. Calculation of capital charges on foreign exchange risk
of foreign exchange position is charged at 8% of the overall net
foreign exchange position.
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
In addition to taking into account the risk of exchange rate and
interest rate, in terms of CAR on consolidated basis are also
taken into account the equity risk and commodity risk that
the Bank has a Subsidiary Company which has been exposed
by the risk of equities and commodities. Currently, Bank
Mandiri has calculated the consolidation of equity risk into
account where Bank Mandiri has a Subsidiary Companies which
has been exposed by equity risk namely Mandiri Sekuritas.
The calculation of the equity risk is carried to the position of
financial instruments in the Trading Book which exposed to
equity risk.
Interest Rate Risk in Banking Book (IRRBB) Assumption
In managing the interest rate risk of banking book, The Bank
has calculated the behavioral assumption, especially for
products with characteristics have no maturity (non-maturing
deposits). The calculation of behavioral assumption by using
historical methodology for calculating non-maturing deposits
which stable and precipitate during the observation period.
The Bank also take into account the behavioral assumption for
consumer loan prepayment using the same methodology.
Behavioral assumption for non-maturing deposits and
consumer loans used for risk management in banking book
interest rate which more comprehensive so that the managing
of banking book portfolio can be done better.
Pricing Management
The Bank implement the product pricing policy funds and credit
as one of the strategies in maximizing Net Interest Margin (NIM)
and also supports the Bank's market share of the considerable
competitive conditions.
The Bank implemented pricing strategy either in funding
product nor credit which tailored to the type of product, period,
Bank's conditions and macroeconomic conditions or market,
the credit risk of the counterparty, as well as market liquidity
conditions.
In terms of pricing management, the bank consistently
strive to implement the strategy as market leader. However,
considering the liquidity condition and funding needs, the Bank
may implement the aggressive strategy (greater than major
competitors) or defensive (equal to or smaller than the main
competitors).
The Bank implement risk-based pricing in terms of pricing of
credit, namely the provision of mortgage interest rates that
vary to customers based on the level of credit risk. In order to
minimize interest rate risk, the interest rate pricing of loans
tailored to the interest rate of the source of funding credit.
In addition to the cost of funds, credit interest rates are set
by considering the overhead costs, credit risk premium and
a profit margin Bank by regard to competitiveness by other
competitors. Credit interest rates can be either a floating
interest rate (floating rate) or a fixed interest rate (fixed rate).
Banks publish their prime lending rate in Rupiah's through the
announcement board in every offices, the bank's website, and
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through newspapers quarterly according to SE BI No. 15/1/
DPNP dated January 15, 2013.
Steps and Plans In Anticipating Market Risk
1) Steps and Plans In Anticipating Market Risk of Trading
Book
Market risk management for trading portfolios done
through identifying process, measuring, monitoring and
controlling risks. In the process of risk control, the Bank
make the determination of market risk limits, including the
allocation to the Foreign Branch (CLN). Risk management
activities were reported to the management on a regularly
(daily, weekly, monthly and quarterly) through the Trading
Risk Profile.
To determine the total size of the overall market risk
exposures, including overseas branches and subsidiaries,
the bank conducting the preparation of consolidated
market risk reports which done quarterly.
Market risk reports quarterly, semi-annual and annual
is published in accordance with the provisions of Bank
Indonesia, which refers to the Basel II Pillar III.
Nol
Posisi
Gap
Both of these provisions are the implementation
guidelines for treasury activities and compliance with
the precautionary principle. This provisions was updated
periodically and under certain conditions adjusted to the
prevailing internal and external provisions.
Short
Tren
Suku Bunga
NII
Strategi
Impact
Naik
Positif
Turun
Negatif
Positif
Memperbesar positive
gap dengan batasan
limit repricing gap
Mengupayakan
mengubah ke arah
negative gap dengan
strategi on/off B/S.
Negatif
Turun
Positif
Naik Turun
No Impact
10
Laporan Keuangan
Konsolidasian
Mengupayakan posisi
gap menjadi positive
dengan strategi on/
off B/S.
Memperbesar
negative gap dengan
batasan limit repricing
gap
Mempertahankan
posisi
Foreign exchange risk management aims to control exposure of
the Bank that conform with established limits. The correlation
between changes in the exchange rate gap position and
influence as well as alternative strategies that can be done can
be seen in the table below:
Long
Posisi
Gap
Naik
Negatif
Bank Mandiri has also established policies and procedures
related to the management of treasury activities which
includes:
i. Policies and
ii. Standard Procedures
2) Steps and Plans In Anticipating Market Risk of Banking
Book
Interest rate risk management aims to control exposure of
the Bank to comply with established limits. The correlation
between changes in interest rates, gap position, and the
effect on Net Interest Income (NII) as well as alternative
strategies that can be done can be seen in the table below:
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Square
Tren
Nilai Tukar
NII
Strategi
Impact
Menguat
Positif
Memperbesar posisi
long dengan batasan
limit PDN
Melemah
Negatif
Mengupayakan
mengubah ke arah
posisi short
Menguat
Negatif
Mengupayakan
mengubah ke arah
posisi long
Melemah
Positif
Memperbesar
posisi short dengan
batasan limit PDN
Menguat
Melemah
No Impact
Mempertahankan
posisi
B. QUANTITATIVE DISCLOSURE
1)
Disclosure of Market Risk by using Standard
Method
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Tabel 7.1. Pengungkapan Risiko Pasar dengan Menggunakan Metode Standar (dalam Jutaan Rupiah)
Tabel 7.1. Pengungkapan Risiko Pasar Dengan Menggunakan Metode Standar
31 Desember 2016
No.
Bank
Jenis Risiko
Beban Modal
(1)
1
(2)
Beban
Modal
ATMR
(3)
Risiko Suku Bunga
31 Desember 2015
Konsolidasi
61,989
Bank
ATMR
Beban
Modal
Konsolidasi
ATMR
Beban
Modal
ATMR
(9)
(10)
(4)
(5)
(6)
(7)
(8)
774,867
65,515
818,943
44,429
555,365
51,482
643,525
a. Risiko Spesifik
798
9,980
2,302
28,779
470
5,881
3,044
38,048
b. Risiko Umum
61,191
764,887
63,213
790,164
43,959
549,484
48,438
605,477
2
Risiko Nilai Tukar
82,066
1,025,821
88,098
1,101,221
20,005
250,061
19,000
237,505
3
Risiko Ekuitas *)
4
Risiko Komoditas *)
5
Risiko Option
Total
48
604
7
90
7
90
144,062
1,800,778
153,669
1,920,858
64,434
41
805,426
513
70,524
881,544
Tabel 7.2. Pengungkapan Risiko Pasar Dengan Menggunakan Model Internal (Value at Risk/VaR) (dalam jutaan Rupiah)
Tabel 7.2 Pengungkapan Eksposur Interest Rate Risk in Banking Book (IRRBB)
Keterangan
31 Desember 2016
31 Desember 2015
2.92%
3.42%
1.76%
2.06%
0.22%
0.30%
0.92%
1.84%
“NII Sensitivity, NII 12 mo
(100bps : % terhadap target NII)”
“EVE Sensitivity
(100bps: % terhadap Equity)”
“Earning at Risk
(% terhadap Equity)”
“Capital at Risk
(% Equity)”
2)
Disclosure of Interest Rate Risk in Banking Book (IRRBB) Exposure
The disclosure of IRRBB exposure is an increase or decrease of economic value and earnings against the interest rate
movements based on the gap reports which drafted by the Bank in order to meet the provisions concerning commercial
bank soundness and application of risk management for commercial banks. Bank Mandiri using repricing gap and perform
sensitivity analysis in order to obtain a projected Net Interest Income (NII) and the Economic Value of Equity (EVE). Based on
the simulation results of sensitivity analysis per December 31, 2016, the impact of changes in interest rates by 100 bps would
result in NII Bank fell by 3:42% for the 12 months ahead of the target set and Equity Bank fell by 1.96%.
Foreign exchange risk is a risk which arising from the fluctuation of exchange rates in the opposite market when Bank
Mandiri in an open positions. Foreign exchange risk is derived from foreign exchange transactions with customers and
counterparties which led to the open position in foreign currency or structural positions in foreign currency due to capital
investment. Bank Mandiri managed its foreign exchange risk by monitoring and managing the Net Open Position (NOP) in
accordance by the internal and regulatory limits. As of December 31, 2016, PDN overall (absolute) amounted to 0.77% of the
capital.
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3.
LIQUIDITY RISK
A. QUALITATIVE DISCLOSURE
IDR is above the safety level as well as in a state of optimal
surplus.
Liquidity Risk Management Organization
The framework and governance of liquidity risk
management in Bank Mandiri adheres to the principles
of the Three Layer Defense Approach (three layers of
defense). Consisting of BOC whom exercises oversight of
liquidity risk (risk oversight) through the Risk Oversight
Committee, Integrated GCG Committee and the Audit
Committee.
Loan to Funding Ratio (LFR) is the ratio of credit given to
the third party against the total funds of third party and
securities issued in rupiah and foreign currency. LFR used
to see how big the source of funds comes from public
funds, which contractually short term nature, used to
finance assets such as loans which generally illiquid. As of
December 31, 2016, LFR Total Bank Mandiri amounting to
85.41%.
The Board of Directors runs the risk policy functions
through the Executive Committee related to liquidity
risk management, namely Asset & Liability Committee
(ALCO). At the operational level, the Risk Management
Unit together with the business units and the Compliance
Work unit performs the function of risk identification, risk
assessment, risk mitigation, and risk control.
The bank's liquidity position significantly affected by
the cash flow from third party funds. To strengthen the
structure of long-term funds, the Bank also pursuing a
strategy of funding through wholesale funding such as
the Fund Borrowing, Publishing NCD, and Senior Debt
Issuance.
Steps and Plans In Anticipating Liquidity Risk
The framework of risk management of Bank Mandiri were
developed by internal and external factors which include
but not limited to the Business Bank, Provisions Regulator,
development methodologies and best practices, and Data
Risk.
The authorities and responsibilities regarding
implementation of risk management stipulated in Bank
Mandiri Risk Management Policy (KMRBM)
Overview of Liquidity Condition of Bank Mandiri,
Mechanism of Liquidity Risk Measurement, and
Funding Strategy
Liquidity risk is the risk that occurs when the Bank is not
able to provide liquidity at a reasonable price which
affect the profitability and the impact on bank capital. In
general, bank liquidity is affected by the funding structure,
liquidity of assets, liabilities to the counterparty, and credit
commitments to borrowers. Meanwhile, the measurement
of liquidity risk of banking tested using several indicators,
such as primary reserve ratio (Statutory and Cash),
secondary reserve (liquidity reserves) loan to funding
ratio (LFR), Concentration Customer Besar, and liquidity
coverage ratio (LCR).
As of December 31, 2016, the position of Primary
GWM Rupiah amounted to 6.50% of total third party
funds Rupiah, while the secondary reserve amount is
equal to 9.84% of total third party funds Rupiah. As for
foreign exchange, the Bank maintains statutory reserves
amounted to 8.12% of the total foreign currency deposits.
The realization of GWM Rupiah and Foreign Exchange in
accordance with the regulations and internal limits.
Secondary reserve (liquidity reserves) are liquid
instruments Bank support to function as a primary reserve
liquidity reserve to fund the needs that are not scheduled.
In managing the secondary reserve, the Bank has a limited
liquidity reserve in the form of safety limit level, the
Bank's projected liquidity reserve to 1 month ahead. On
December 31, 2016, liquidity reserves and foreign currency
Liquidity risk control performed by setting a limit - a limit
which refers to the provision and internal regulator. To
determine the impact of changes in market factors and
internal factors in extreme conditions (crisis) to liquidity,
the Bank's liquidity risk stress testing periodically. In
addition, the Bank also has a Liquidity Contingency
Plan (LCP), which includes funding strategy include
money market lending, repo, bilateral loans, FX swap,
sale of securities, as well as pricing strategies. In LCP, the
determination of liquidity and funding strategies have to
consider internal and external conditions.
To raise awareness of the economic conditions that less
stable, either because of the crisis global condition as
well as a various issues in the country, Bank Mandiri also
monitor the external indicators such as: the exchange rate
of USD/IDR, Credit Default Swap (CDS) 5 years Indonesia,
spreads between ROI 5 years against UST 5 years, the
Composite Stock Price Index (IHSG), interest rate Rupiah
and USD interbank, Non Delivery Forward (NDF) USD/IDR
1M as well as the latest market information
B. QUANTITATIVE DISCLOSURE
Dalam rangka perhitungan beban modal dan ATMR Operasional, saat ini Bank menggunakan metode Basic Indicator Approach
(BIA) sesuai dengan ketentuan regulator, yaitu Surat Edaran Otoritas Jasa Keuangan Nomor 24/SEOJK.03/2016 perihal Perhitungan Aset Tertimbang Menurut Risiko untuk Risiko Operasional
dengan Menggunakan Pendekatan Indikator Dasar,maka pada
tabel-tabel berikut dapat dilihat rincian pelaporan k e c u k u p a n
modal risiko operasional Bank Mandiri dengan menggunakan
Pendekatan Indikator Dasar, sebagai berikut:
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Table 9.1.a. Disclosure of Rupiah Maturity Profile - The Bank Individually
Posisi tanggal Laporan 31 Desember 2016
No
Pendekatan yang digunakan
Pendapatan Bruto
(Rata-rata 3 tahun
terakhir)*
(1)
(2)
(3)
1
Beban Modal
ATMR
(4)
(5)
Pendekatan Indikator Dasar
49.030.404
7.354.561
91.932.008
Total
49.030.404
7.354.561
91.932.008
1. Tabel 9.1.b. Pengungkapan Kuantitatif Risiko Operasional - Bank secara Konsolidasi dengan Perusahaan Anak
Posisi tanggal Laporan 31 Desember 2016
No
Pendekatan yang digunakan
(1)
1
(2)
Pendapatan Bruto
(Rata-rata 3 tahun
terakhir)*
Beban Modal
ATMR
(3)
(4)
Pendekatan Indikator Dasar - BM
49.030.404
7.354.561
91.932.008
(5)
3.594.936
539.240
6.740.505
605.077
90.761
1.134.519
2
Pendekatan Indikator Dasar - BSM
3
Pendekatan Indikator Dasar - Mandiri
Sekuritas
4
Pendekatan Indikator Dasar - BMEL
48.367
7.255
90.688
5
Pendekatan Indikator Dasar - Bank
Mantap
139.748
20.962
262.028
6
Pendekatan Indikator Dasar - AMFS
2.137.344
320.602
4.007.519
7
Pendekatan Indikator Dasar - MTF
320.064
48.010
600.120
8
Pendekatan Indikator Dasar - MIR
13.768
2.065
25.816
9
Pendekatan Indikator Dasar - MAGI
10
Pendekatan Indikator Dasar - Inhealth
11
Pendekatan Indikator Dasar - MUF
Total
7.478
1.122
14.022
1.466.944
220.042
2.750.520
1.027
154
57.406.150
8.610.923
Tabel 9.2.a. Pengungkapan Profil Maturitas Valas - Bank Secara Individual
1.925
107.636.532
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Posisi Tanggal Laporan Tahun Sebelumnya
Jatuh Tempo
No.
Pos-pos
Saldo
> 01 BLN S/D
03 BLN
≤ 1 bulan
(1)
(2)
(3)
I
NERACA
A. Aset
1. Kas
(4)
> 03 BLN S/D
06 BLN
(5)
> 06 BLN S/D
12 BLN
(6)
Jatuh Tempo
> 12 BLN
(7)
Saldo
(8)
(9)
> 01 BLN S/D
03 BLN
≤ 1 bulan
(10)
(11)
> 03 BLN S/D
06 BLN
(12)
> 06 BLN S/D
12 BLN
(13)
> 12 BLN
(14)
3,013,461
3,013,461
-
-
-
-
2,897,745
2,897,745
-
-
-
-
2. Penempatan pada Bank
Indonesia
43,061,236
43,061,236
-
-
-
-
32,636,939
31,947,689
689,250
-
-
-
3. Penempatan pada
bank lain
13,271,180
11,983,358
1,164,819
123,004
-
-
14,630,269
12,865,582
791,259
677,257
144,577
151,594
4. Surat Berharga
34,569,115
769,697
2,417,681
7,076,996
1,859,852
22,444,889
32,008,232
1,287,822
490,195
575,041
839,879
28,815,296
87,847,059
11,699,748
3,623,914
3,511,216
7,548,211
61,463,970
87,788,642
13,013,509
5,987,625
3,943,999
10,507,547
54,335,962
1,472,248
1,472,248
-
-
-
-
457,938
457,938
-
-
-
-
391,740
239,339
86,318
-
66,083
-
392,431
168,398
155,509
-
68,525
-
5. Kredit yang diberikan
6. Tagihan lainnya
7. Lain-lain
Total Aset
B. Kewajiban
183,626,039
1. Dana Pihak Ketiga
2. Kewajiban pada Bank
Indonesia
3. Kewajiban pada
bank lain
4. Surat Berharga yang
Diterbitkan
5. Pinjaman yang
Diterima
72,239,087
7,292,732
10,711,217
9,474,145
83,908,859
170,812,196
62,638,682
8,113,837
5,196,297
11,560,528
83,302,851
117,693,591
108,424,969
5,241,880
2,520,489
1,488,913
17,339
119,773,840
114,582,354
2,364,513
1,102,235
1,704,667
20,071
-
-
-
-
-
-
-
-
-
-
-
-
3,039,127
2,675,477
121,253
242,397
-
-
3,754,359
3,650,971
103,388
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
31,118,403
18,226,986
3,278,519
1,852,806
5,782,720
1,977,372
29,231,244
13,531,838
1,131,749
1,195,297
6,891,190
6,481,169
25,578,161
25,578,161
-
-
-
-
24,318,877
24,318,877
-
-
-
-
6. Kewajiban lainnya
7. Lain-lain
6,041,662
692,204
4,850,545
498,914
-
-
5,559,408
904,916
3,413,125
1,241,367
-
-
Total Kewajiban
183,470,944
155,597,796
13,492,197
5,114,606
7,271,634
1,994,711
182,637,727
156,988,956
7,012,774
3,538,899
8,595,857
6,501,240
Selisih Aset dengan Kewajiban
dalam Neraca
155,095
(83,358,709)
(6,199,465)
5,596,611
2,202,511
81,914,147
(11,825,531)
(94,350,275)
1,101,063
1,657,398
2,964,671
76,801,611
II
REKENING ADMINSTRATIF
A. Tagihan Rekening
Adminstratif
1. Komitmen
3,873,182
3,873,182
-
-
-
-
6,831,543
2,696,043
4,135,500
-
-
-
2. Kontijensi
34,612,294
-
16,932,736
17,679,558
-
-
47,991,085
-
22,176,853
25,814,232
-
-
Total Tagihan Rekening
Administratif
B. Kewajiban Rekening
Adminstratif
38,485,476
3,873,182
16,932,736
17,679,558
54,822,628
2,696,043
26,312,353
25,814,232
1. Komitmen
35,491,065
380,436
15,187,576
19,923,052
0
0
35,095,521
384,477
15,493,609
19,217,434
0
0
2. Kontijensi
31,802,887
0
0
31,802,887
0
0
37,231,769
0
0
37,231,769
0
0
67,293,952
380,436
15,187,576
51,725,939
-
-
72,327,290
384,477
15,493,609
56,449,203
-
Total Kewajiban Rekening
Administratif
Selisih Tagihan dan Kewajiban
dalam Rekening Administratif
Selisih [(IA-IB)+(IIA-IIB)]
Selisih Kumulatif
4.
A.
(28,808,476)
3,492,746
(28,653,380)
1,745,160
(79,865,963)
(28,653,380)
(34,046,382)
(4,454,305)
(79,865,963)
(28,449,770)
(84,320,268)
2,202,511
(112,770,039)
(17,504,662)
81,914,147
(110,567,528)
2,311,565
(29,330,193)
(28,653,380)
10,818,744
(92,038,709)
(29,330,193)
(80,118,902)
2,964,671
(109,096,475)
(28,977,573)
(30,634,971)
11,919,807
(92,038,709)
76,801,611
(106,131,804) (29,330,193)
OPERATIONAL RISK
QUALITATIVE DISCLOSURE
Operational risk is the risk due to insufficiency and/or failed internal processes, human error, system failure, and/or the
presence of external events which affecting the operations of Bank Mandiri.
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Operational risk can lead to other risks such as reputation
risk, strategic risk, legal risk, market risk, credit risk,
compliance risk, liquidity risk, the risk of intragroup
transactions and insurance risks. The management of
operational risk effectively and consistently can minimize
the emergence of other risks.
Operational risk is inherent in all activities/operations of
Bank Mandiri while running business process. Bank Mandiri
implemented the Operational Risk Management effectively
to reduce the frequency and/or impact of operating losses.
In general, the implementation of the Operational Risk
Management is expected to give positive impact to Bank
Mandiri's stakeholders.
Operational Risk Management Organization
The implementation of operational risk management
involves all elements in Bank Mandiri, Including the
Board of Directors with active supervision by the Board of
Commissioners. To that end, the Board of Commissioners
and Board of Directors understands the risks faced by Bank
Mandiri, and plays an important role in supporting and
overseeing the success of its application in all operational
units.
1. Risk Management Committee is a committee which
formed to assist the Board of Directors in performing
the function of monitoring and control, among
others through policy discussion, define strategies
and procedures related to the Operational Risk
Management of Bank Mandiri, monitoring risk profile
and risk management to establish risk appetite.
2. The Builder Unit of Operational Risk System, Retail & IT
Operational Risk Group and Wholesale Operational of
Risk Group, is the Operational Risk Management Unit,
which responsible for formulating policies, strategies,
frameworks and operational risk management tools
as well as doing the implementation thereof.
3. Working Unit (Risk Owner), responsible for managing
operational risk according to the authority and
scope of work in every units, especially in ensuring
that the control effectiveness have been carried
out in accordance with the standard guidelines for
operational activities.
4. ORM Coordinator, monitor and review the
effectivenes/adequacy of operational risk
management processes inherent to every activity
and perform tests of controls against the assessment
control by Risk Owner periodically.
5. Internal Audit, provides independent, objective
assurance and consulting services to give added value
and improve the operational quality of Bank Mandiri.
Operational Risk Management Mechanism
Bank Mandiri has set policies and procedures for
managing operational risk refers to the regulatory
provisions and international best practices, particularly
of Basel Committee recommendations. Policies and
procedures for the implementation of operational risk
management for the entire unit in Bank Mandiri, among
others, Bank Mandiri Risk Management Policy (KMRBM),
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SPO Operational Risk Management, Technical Guidelines
for Operational Risk Management (ORM) Tools, and SPO
Products or Activities.
To support the process of managing operational risk, Bank
Mandiri uses ORM Tools namely:
1. Risk & Control Self Assesment (RCSA)
RCSA is used for the identification and assessment
of operational risk exposure and effectiveness of the
control of Bank Mandiri. RCSA is a proactive approach
in measuring risk since it involves all the activities and
operational control. RCSA processes performed by
used Assessment Top Risk method, where Working
Units will be more focused in identifying, measuring,
monitoring, and control contained in the core
process.
2.
Loss Event Database (LED)
LED is the data of operational risk incident on every
working unit. The result of the recording of LEDs
used as one factor of risk profile assessment and
operating loss of Bank Mandiri. The purposes of LED
recording is to provide a map of operational risk loss
of Bank Mandiri, prevent reoccurrence of operational
incidents, and as one of the inputs in determining the
operational risk profile.
3.
Key Indicator (KI)
Key Indicator (KI) is a quantitative indicator which
used as an early warning signal to changes/trends
of risk or operational risk control effectiveness.
Determination of KI aims that all working units exert
control over core business processes which have high
operational risk to set mitigation measures.
4.
Issue & Action Management (IAM)
IAM aims to facilitate the ease of identification and
follow-on issues in which the action plan should
be carried out in accordance to the timelines and
responsible parties and also to facilitate monitoring
progress of action plan completion.
The results of identification, assessment, monitoring
and controlling risk exposure integrated into i-Mors
(Independent Operational Risk Integrated System) which
has been implemented in all working units (risk owners).
As the output of operational risk management process,
every working units produce risk profile report which used
as the basis in making Bank Mandiri's operating risk profile.
The report of operational risk profile was drafted through
the identification of major process in all working units
according to the activity, segments, products and services
that run through ORM Forum, questionnaires, interviews
(one on one meeting), or other appropriate media.
The report of operational risk profile of Bank Mandiri which
has validated by the Internal Audit unit and approved
by the Board of Directors and Board of Commissioners,
further reported to the regulator periodically. Profile
of Operational Risk Bank Mandiri used as part of the
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determination of Bank Mandiri's soundness or the report of
Risk-Based Bank Mandiri Rating (RBBR) which submitted to
the regulator.
Implementation of Operational Risk Management
In 2016, the implementation of Bank Mandiri's Risk
management were focused on four strengthening aspects,
namely:
1. Risk Awareness Program
The cultural program owned by every working units
and related to the recognition, understanding, and
operational risk mitigation. This was reflected in
the Culture of Excellence, RAKSA, a risk awareness
program that supports the principles of keep safe,
keep friends, keep independent.
2.
MRO Forum
A meeting which must be implemented by every
unit of at least once a month to discuss issues related
operational risk in every main activities of the working
unit, including the assessment of risk identification
and risk measurement. Furthermore, the forum
implementation results reported to the Trustee Unit
of Operational Risk Management System in the form
of minutes of meeting.
3.
Risk Profile Report
An overview of operational risk exposures in every
workings unit where the report shall be submitted
by working unit to the Unit of Operational Risk
Management System, minimum at quarterly or
shorter period if needed (ad-hoc). Preparation of risk
profile report regularly intended that the operational
risk profile of every working unit always updated and
maintained.
4.
Data Quality on ORM Tools
Is the process of managing and updating data/
information stored on ORM Tools (i-Mors) including
RCSA, MFORs, KI and IAM. The whole datas were
inputted to the i-Mors used as the basis for preparing
risk profile of working unit in order to measure the
soundness of Bank Mandiri.
Steps and Plans In Anticipating Operational Risk
Here are the operational risk management strategies for
the year 2017:
1. Determination of risk appetite level for operational
risk and monitoring the level of operating loss to
ensure that the appetite which has been set was still
under Bank Mandiri's control.
2. The development of frameworks, methodologies,
tools, and operational risk management application
systems by improving procedures, limits, tools and
risk management systems
3.
4.
5.
6.
The development of framework and methodology
of information technology by developing IT Risk
Management framework and Information Security
Management.
Continuous improvement on operational risk
management infrastructure by improving risk
identification process, organization, and followup which needed, as well as implemented the
improvement of operational risk framework to
working unit.
The consummation review related to the provisions
effectiveness, initiative, and risk awareness program
through recommendations given from the standpoint
of operational risk management.
Become a benchmark for subsidiary companies in
developing operational risk management framework
in order to make an infrastructure improvements of
risk management widely.
B. QUANTITATIVE DISCLOSURE
In order to calculate the capital and ATMR Operations,
Bank Mandiri now using Basic Indicator Approach (BIA)
according to the provisions of the regulator, SE OJK No. 24/
SEOJK.03/2016 regarding the calculation of Risk Weighted
Assets for Operational Risk using Basic Indicator Approach,
so in the following tables can be seen the detail report of
operational risk capital adequacy of Bank Mandiri by using
Basic Indicator approach, are as follows:
198
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
1.
02
Laporan Manajemen
03
Sekilas Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Table 8.1.a. Quantitative Disclosures of Operational Risk - Bank Mandiri as Individual
31 Desember 2015
31 Desember 2016
Jatuh Tempo
No.
Pos-pos
Saldo
(1)
(2)
(3)
≤ 1 bulan
I
NERACA
A. Aset
Jatuh Tempo
Saldo
> 01 BLN S/D > 03 BLN S/D > 06 BLN S/D
03 BLN
06 BLN
12 BLN
(4)
(5)
(6)
> 12 BLN
(7)
≤ 1 bulan
(8)
(9)
> 01 BLN S/D > 03 BLN S/D > 06 BLN S/D
03 BLN
06 BLN
12 BLN
(10)
(11)
(12)
> 12 BLN
(13)
(14)
1. Kas
18,209,644
18,209,644
0
0
0
0
20,220,503
20,220,503
0
0
0
0
2. Penempatan pada
Bank Indonesia
60,852,842
60,852,842
0
0
0
0
44,590,657
44,590,657
0
0
0
0
3. Penempatan pada
bank lain
4. Surat Berharga
5. Kredit yang
diberikan
6. Tagihan lainnya
7. Lain-lain
Total Aset
6,529,340
6,459,340
70,000
0
0
0
1,530,981
1,430,981
100,000
0
0
0
80,805,580
429,058
9,838,080
1,850,079
5,774,958
62,913,405
80,083,749
727,792
9,607,603
802,022
6,253,450
62,692,882
504,822,211
57,089,131
36,350,056
54,570,097
65,422,361
291,390,566
448,241,168
37,272,335
29,780,932
49,687,037
73,681,661
257,819,203
4,573,816
4,573,816
0
0
0
0
650,743
650,743
0
0
0
0
2,110,949
1,998,523
0
0
112,426
0
4,273,443
4,167,498
0
0
105,945
0
677,904,382
149,612,354
46,258,136
56,420,176
71,309,745
354,303,971
599,591,244
109,060,509
39,488,535
50,489,059
80,041,056
320,512,085
B. Kewajiban
1. Dana Pihak
Ketiga
570,256,250
489,827,708
63,445,293
10,324,202
5,615,218
1,043,829
493,387,101
432,960,582
48,865,272
7,162,093
2,935,406
1,463,748
2. Kewajiban pada
Bank Indonesia
0
0
0
0
0
0
0
0
0
0
0
0
3. Kewajiban pada
bank lain
6,513,129
6,513,129
0
0
0
0
8,686,209
8,686,209
0
0
0
0
4. Surat Berharga
yang Diterbitkan
4,975,923
0
0
4,975,923
0
0
3,496,600
0
0
564
3,496,036
0
5. Pinjaman yang
Diterima
932,580
11,043
0
0
300,000
621,537
959,509
32,260
0
0
0
927,249
6. Kewajiban
lainnya
27,275,978
23,455,095
17
3,820,866
0
0
29,446,397
24,111,784
17
5,334,596
0
0
7. Lain-lain
8,990,456
6,843,742
1,471,619
675,095
0
0
6,360,869
4,779,940
833,173
747,756
0
0
Total Kewajiban
618,944,316
526,650,717
64,916,929
19,796,086
5,915,218
1,665,366
542,336,685
470,570,775
49,698,462
13,245,009
6,431,442
2,390,997
Selisih Aset dengan
Kewajiban dalam
Neraca
II
REKENING
ADMINSTRATIF
A. Tagihan Rekening
Adminstratif
1. Komitmen
4,498,899
4,498,899
0
0
0
0
3,603,899
3,603,899
0
0
0
0
2. Kontijensi
38,165,941
0
4,594,271
33,571,670
0
0
30,151,977
0
2,755,143
27,396,834
0
0
42,664,840
4,498,899
4,594,271
33,571,670
0
0
33,755,876
3,603,899
2,755,143
27,396,834
0
58,960,066
Total Tagihan Rekening
Administratif
B. Kewajiban Rekening
Adminstratif
(377,038,363)
(18,658,793)
36,624,090
65,394,527
352,638,605
57,254,559
(361,510,266)
(10,209,927)
37,244,050
73,609,614
318,121,088
0
1. Komitmen
109,954,014
500,162
104,323,645
5,130,207
0
0
93,725,630
78,087
89,327,792
4,397,838
0
0
2. Kontijensi
42,487,771
0
0
42,487,771
0
0
37,332,099
0
0
37,332,099
0
0
Total Kewajiban
Rekening Administratif
Selisih Tagihan dan
Kewajiban dalam
Rekening Administratif
Selisih [(IA-IB)+(IIA-IIB)]
Selisih Kumulatif
152,441,785
500,162
(109,776,945)
3,998,737
(50,816,879)
0
(14,046,308)
(118,388,167)
(373,039,626)
47,617,978
(99,729,374)
(373,039,626)
(50,816,879)
104,323,645
0
22,577,782
0
0
65,394,527
(491,427,793) (468,850,011) (403,455,484)
131,057,729
(97,301,853)
352,638,605
0
(14,333,103)
(96,782,576)
(357,984,454)
41,729,937
(86,572,649)
(357,984,454)
(40,047,294)
89,327,792
3,525,812
(40,047,294)
(50,816,879)
78,087
0
22,910,947
0
0
73,609,614
(454,767,030) (431,856,083) (358,246,469)
318,121,088
(40,125,381)
199
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
Tabel 8.1.b. Pengungkapan Kuantitatif Risiko Operasional - Bank Mandiri secara Konsolidasi dengan Perusahaan Anak
31 Desember 2016
31 Desember 2015
Jatuh Tempo
No.
Pos-pos
Saldo
> 1 bln s.d. 3
bln
≤ 1 bulan
(1)
(2)
(3)
(4)
Jatuh Tempo
> 3 bln s.d. 6
bln
(5)
Saldo
> 6 bln s.d.
12 bln
(6)
> 12 bln
(7)
(8)
(9)
(10)
I
NERACA
A. Aset
22,185,877
22,185,877
50,466,688
50,466,688
1. Kas
> 1 bln s.d. 3
bln
≤ 1 bulan
> 3 bln s.d. 6
bln
(11)
> 6 bln s.d.
12 bln
(12)
> 12 bln
(13)
(14)
2. Penempatan
pada Bank Indonesia
3. Penempatan
pada bank lain
6,122,707
3,773,017
1,581,832
725,358
42,500
109,362,559
18,319,056
10,627,336
4,317,433
6,755,022
69,343,712
5. Kredit yang
diberikan
494,522,152
39,643,284
33,210,346
27,661,398
100,578,187
293,428,937
6. Tagihan
lainnya
994,844
827,030
105,895
5,720,432
5,614,468
19
689,375,259
140,829,420
45,525,428
4. Surat Berharga
7. Lain-lain
Total Aset
B. Kewajiban
1. Dana Pihak
Ketiga
2. Kewajiban
pada Bank Indonesia
3. Kewajiban
pada bank lain
8,632,292
4. Surat Berharga
yang Diterbitkan
5,817,010
5. Pinjaman yang
Diterima
5,221,844
52,260
6. Kewajiban
lainnya
501,073,499
447
105,945
107,482,101
52,252,922
8,663,952
32,765,661
435,687,961
61,472
362,772,649
8,485,894
3,132,816
1,513,906
1,870
600
412,485
3,496,036
1,908,489
27,302
426,100
4,716,182
30,618,279
25,187,280
96,403
5,334,596
7. Lain-lain
6,345,869
4,779,940
833,173
747,756
Total Kewajiban
557,708,793
474,371,393
53,182,498
15,009,903
Selisih Aset dengan
Kewajiban dalam
Neraca
II
REKENING
ADMINSTRATIF
A. Tagihan Rekening
Adminstratif
1. Komitmen
3,603,899
3,603,899
2. Kontijensi
31,631,365
1,479,388
2,755,143
27,396,834
Total Tagihan
Rekening
Administratif
35,235,264
5,083,287
2,755,143
27,396,834
B. Kewajiban
Rekening
Adminstratif
131,666,466
-333,541,973
1. Komitmen
94,320,975
595,345
2. Kontijensi
37,491,514
159,415
Total Kewajiban
Rekening
Administratif
131,812,489
754,760
Selisih Tagihan
dan Kewajiban
dalam Rekening
Administratif
Selisih [(IA-IB)+(IIAIIB)]
Selisih Kumulatif
-96,577,225
89,327,792
89,327,792
-329,213,446
-329,213,446
41,729,937
3,422,655
-423,443,165
-14,333,103
-94,229,719
354,633,472
4,397,838
100,427,149
37,332,099
-86,572,649
8,139,177
17,755,758
4,328,527
35,089,241
35,089,241
7,054,952
-7,657,070
100,427,149
-420,020,510
354,633,472
-319,593,361
35,040,111
200
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
RISIKO HUKUM
Risiko hukum merupakan jenis risiko yang dihadapi bank
Mandiri sebagai akibat dari tuntutan hukum, baik yang
dilakukan oleh pihak internal maupun eksternal dan/
atau ditemukannya kelemahan dari aspek yuridis seperti
ketiadaan dokumen hukum dan peraturan ataupun
adanya kelemahan dalam dokumen.
ORGANISASI MANAJEMEN RISIKO HUKUM
Organisasi pengelolaan risiko hukum dilaksanakan
oleh Unit Legal di Kantor Pusat dengan melaksanakan
fungsi, tugas dan tanggung jawab terkait regulatory,
advisory, litigasi, advokasi dan bantuan hukum, edukasi
dan transformasi di bidang hukum serta pengelolaan
risiko hukum Bank. Dalam pelaksanaan fungsi, tugas
dan tanggung jawab tersebut, unit Legal di Kantor Pusat
berkoordinasi dengan Unit Legal pada Unit Kerja dan Unit
Legal pada Region. Unit Legal Kantor Pusat merupakan
Pembina siatem dan melakukan supervisi kepada Unit
Legal pada Unit Kerja dan Unit Legal pada Region
MEKANISME PENGELOLAAN RISIKO HUKUM
Mekanisme pengelolaan risiko yang meliputi proses
identifikasi, pengukuran, pengendalian, dan pemantauan
mengacu kepada ketentuan yang berlaku mengenai
manajemen risiko. Setiap unit kerja pemilik dan atau
pelaksana produk maupun penyelenggara aktivitas wajib
mengelola risiko secara maksimal termasuk namun tidak
terbatas pada risiko hukum yang pada dasarnya melekat
pada setiap produk atau aktivitas yang dibuat atau
dilaksanakan oleh Bank, sehingga tidak berdampak luas
dan menjadi pemicu timbulnya risiko-risiko lain termasuk
tetapi tidak terbatas pada risiko reputasi.
IMPLEMENTASI MANAJEMEN RISIKO HUKUM
Sepanjang tahun 2016, pelaksanaan manajemen risiko
hukum Bank Mandiri difokuskan pada beberapa aspek
penguatan, antara lain:
1. Implementasi budaya hukum (law as a second
nature) secara on-going termasuk di dalamnya
menyelenggarakan Legal Awareness Forum dan Legal
Advice on Site bagi unit bisnis;
2. Desentralisasi penanganan permasalahan/perkara/kasus
hukum dengan penempatan Legal Officer di Unit-Unit
Kerja dan pembentukan Regional Legal Team di setiap
Region;
3. Pemberian review/advis/opini hukum yang bersifat
strategis dan keterlibatan dalam pemberian review/
advis/opini hukum dalam forum-forum seperti Rapat
Komite Kredit, Komite Bisnis, Komite Wholesale, serta
terlibat aktif dalam kegiatan korporasi seperti RUPS
maupun inisiatif startegis lainnya;
4. Pelaksanaan pemeriksaan on-site terhadap dokumen
kredit yang telah diputus dalam forum RKK dan
memeriksa kesesuaian dokumen tersebut dengan
keputusan RKK.
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
1.
LANGKAH DAN RENCANA DALAM MENGANTISIPASI RISIKO
HUKUM
Seiring dengan semakin meningkatnya cakupan bisnis
Bank Mandiri maka dalam rangka mewujudkan compliant
business dan peningkatan kewaspadaan akan tingkat
risiko hukum (legal risk), unit Legal telah melakukan
inisiatif strategis secara holistik dalam rangka penguatan
1.
05
Tinjauan Fungsi
Pendukung Bisnis
maupun pengamanan posisi hukum Bank serta mencegah
timbulnya berbagai permasalahan hukum/mitigasi potensi
risiko dalam operasional Bank Mandiri sebagai berikut:
Memberikan dukungan dari aspek hukum secara
preventif dan represif dalam rangka penguatan maupun
pengamanan posisi hukum Bank, termasuk dalam rangka
mengembangkan Budaya Taat Hukum (Law as a Second
Nature) melalui Metode Pembelajaran dan Pencegahan
antara lain:
a. Tindakan preventif :
1)
Legal Awareness Forum (LAF)
Merupakan program berkesinambungan
yang dilaksanakan setiap tahun dalam rangka
memberikan bekal pengetahuan hukum dasar
bagi frontliner (teller, Customer service, RBC,
verificator) sehingga diharapkan pegawai
memiliki kompetensi dan pemahaman
hukum dasar dalam proses operasional
perbankan. Dengan program LAF diharapkan
dapat membantu upaya mengeliminir dan
atau meminimalisir timbulnya berbagai
permasalahan/kasus hukum.
2)
Legal Review On Site
Merupakan review aspek yuridis terhadap
dokumen pengkreditan dengan cara meneliti,
memastikan kesesuaian dan kecukupan yuridis
pemberian fasilitas kredit, menilai ada tidaknya
kelebihan yuridis dalam penyusunan ketentuan
di dalam dokumen kredit, termasuk dokumen
agunan berikut pemberian mitigasinya.
3)
Legal Advice On Site
Diskusi interaktif dengan para peserta dalam
rangka pemberian advis dan bantuan hukum
secara langsung terhadap permasalahan
hukum aktual di lapangan/operasional bisnis
unit terkait kredit yang diajukan oleh peserta
atau berdasarkan hasil Legal Review On Site.
b. Tindakan Represif
1)
Menurunkan outstanding perkara legal
Selain berupaya mencegah timbulnya perkara
baru, Bank secara terus menerus melakukan
upaya-upaya solusi hukum yang bersifat litigasi
antara lain menurunkan outstanding perkara
legal.
2)
Out of court settlement
Melakukan penyelesaian perkara melalui
alternatif penyelesaian sengketa di luar
pengadilan (out of court settlement).
3)
Membina hubungan baik
Membina hubungan baik dengan instansi
terkait dalam upaya mendorong percepatan
putusan perkara, maupun dengan
nasabah untuk mendapatkan penyelesaian
permasalahan yang seimbang (win win
solution).
4)
Legal action
Menjaga wibawa dan reputasi Bank dengan
melakukan upaya hukum yang tegas terhadap
pihak-pihak yang merugikan Bank baik dalam
rangka penyelesaian kredit, tindakan fraud
maupun tindakan pihak ketiga lainnya yang
beritikad tidak baik dan melawan hukum.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
2. RISIKO REPUTASI
Risiko reputasi merupakan risiko yang dihadapi Bank Mandiri
sebagai dampak atas persepsi negatif stakeholder terhadap
bank yang bersumber dari berbagai kejadian yang tidak
diinginkan diantaranya publikasi negatif atas operasional bank,
pelanggaran etika bisnis, keluhan nasabah, kelemahan tata
kelola dan kejadian lainnya yang dapat menurunkan citra Bank.
Organisasi Manajemen Risiko Reputasi
Pengelolaan risiko reputasi dikelola oleh Corporate Secretary
Group dan dilakukan oleh seluruh unit kerja di lingkungan
perusahaan, termasuk Customer Care Group, Strategic
Marketing Group, dan IT Strategy and Infrastructure Group.
Dalam fungsinya, Corporate Secretary Group bertanggung
jawab kepada jajaran direksi dan berada di bawah pengawasan
langsung direktur utama. Dengan demikian, selain kepada
direktur utama, Corporate Secretary Group juga memberikan
pelaporan kepada direktur bidang maupun pejabat setingkat
direktur yang terkait dengan kejadian reputasi.
Mekanisme Pengelolaan Risiko Reputasi
Risiko reputasi dikelola melalui mekanisme pengawasan,
penanganan dan penyelesaian yang dikoordinasikan oleh
Corporate Secretary Group dengan mengacu pada ketentuan
Standar Pedoman Corporate Secretary.
Implementasi Kebijakan Pengelolaan Risiko Reputasi
Sebagai bentuk implementasi kebijakan pengelolaan risiko
reputasi, Direktur Utama memastikan bahwa seluruh unit
kerja telah melakukan fungsi masing-masing dengan baik dan
sesuai ketentuan yang berlaku. Adapun jika terjadi kejadian
yang berpotensi terdampak pada risiko reputasi terkait tugas
pokok dan fungsi unit kerja tertentu, maka unit kerja tersebut
berkewajiban memberikan informasi secara detil kepada
Corporate Secretary Group agar mengelola kejadian tersebut
sehingga meminimalisir dampak.
Saat ini Bank Mandiri memiliki saluran resmi untuk menerima
keluhan dan pertanyaan dari nasabah, seperti call center 14000,
website, kantor cabang, termasuk media konvensional dan
media sosial. Seluruh keluhan tersebut diteruskan ke Customer
Care Group untuk mendapatkan penanganan dan penyelesaian.
Dalam pelaksanaan tugas tersebut, Customer Care Group
berkoordinasi dengan Corporate Secretary Group, terutama
dalam penanganan keluhan nasabah yang terkait dengan
media konvensional dan media sosial.
Secara terpisah, Corporate Secretary Group juga melakukan
monitoring dan evaluasi atas berbagai pemberitaan maupun
pemuatan di media konvensional dan media sosial secara
periodik untuk mengukur efektifitas aktivitas publikasi dan
komunikasi perseroan. Selanjutnya hasil monitoring dan
evaluasi tersebut dijadikan sebagai dasar dari aktivitas publikasi
dan komunikasi untuk periode selanjutnya dalam rangka
penguatan reputasi perusahaan secara berkesinambungan.
Dalam fungsinya sebagai koordinator pengelola risiko reputasi
perseroan, Bank Mandiri juga memiliki unit-unit internal, seperti
Corporate Communication Department dan Corporate Social
Responsibility (CSR) Department yang memiliki kewenangan
dan kemampuan untuk menciptakan citra positif perusahaan
melalui program-program komunikasi dan aktivitas sosial
perusahaan.
09
Referensi Silang
Kriteria ARA 2015
201
10
Laporan Keuangan
Konsolidasian
Sedangkan dalam konteks terjadi krisis atau kejadian reputasi
yang bersifat kritis dan masif sehingga sangat berdampak
pada kepercayaan stakeholder atau pemegang saham,
Corporate Secretary Group bertanggung jawab penuh untuk
mengimplementasi rencana aksi yang bersifat segera untuk
meminimalisir dampak krisis, antara lain menyiapkan strategi
pengelolaan masalah, menentukan narasumber internal dan
jadwal eksekusi aktivitas penanganan krisis, serta evaluasi
keseluruhan.
3.
RISIKO STRATEGIS
Risiko strategis merupakan risiko yang dihadapi Bank
Mandiri karena ketidaktepatan dalam pengambilan
dan/atau pelaksanaan suatu keputusan strategis serta
kegagalan dalam mengantisipasi perubahan lingkungan
bisnis.
ORGANISASI MANAJEMEN RISIKO STRATEGIS
Bank telah membentuk Komite Manajemen Risiko dan
Satuan Kerja Manajemen Risiko yang bertujuan untuk
menunjang pengelolaan risiko yang menyeluruh, terpadu,
terukur dan terkendali. Setiap komite ini didukung
oleh group kerja (working group) yang anggotanya
terdiri dari group-group yang terkait langsung dengan
permasalahan risiko yang termasuk dalam cakupan
komite dimaksud.
MEKANISME PENGELOLAAN RISIKO STRATEGIS
Dalam melakukan pengelolaan risiko strategis, Bank
Mandiri senantiasa melakukan review kinerja dan evaluasi
kebijakan penyusunan target bisnis dan melakukan
langkah-langkah perbaikan dalam menyusun rencana
strategi dan target bisnis dengan mempertimbangkan
kondisi internal dan eksternal, apabila diperlukan.
Bank Mandiri juga terus mengupayakan penguatan
implementasi program pendukung pengelolaan kinerja
keuangan melalui pengembangan automated budgeting,
PMS enhancement, dan pengembangan Executive
Information System (EIS)
IMPLEMENTASI MANAJEMEN RISIKO STRATEGIS
Sepanjang tahun 2016, dengan mempertimbangkan
kondisi eksternal dan internal Bank Mandiri, maka
Kebijakan Manajemen sampai dengan tahun 2020
akan difokuskan pada 3 (tiga) strategi utama, yaitu
mempertajam bisnis wholesale dengan mengintensifkan
wallet share nasabah segmen wholesale (deepen client
relationship), percepatan ekspansi di segmen retail
(accelerate in growth segment), serta memperkuat
integrasi Mandiri Group (integrate the group). Penjelasan
lebih lanjut sebagai berikut:
1. Deepen client relationship (wholesale segment),
Untuk mencapai aspirasi menjadi Indonesia’s
Wholesale Transaction, Untuk mencapai aspirasi
menjadi Indonesia’s Wholesale Transaction Bank,
kebijakan Bank Mandiri adalah menawarkan produk
maupun layanan yang holistik dan terintegrasi yang
mampu melayani kebutuhan end to end nasabah.
Pengembangan bisnis wholesale dengan memperkuat
Relationship Manager (RM) yang memiliki keahlian di
sektor-sektor prioritas. Dengan perkembangan trade
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antar negara dewasa ini, korporasi-korporasi besar di
Indonesia terus melakukan ekspansi bisnisnya ke luar
negeri. Bank Mandiri sebagai leading wholesale bank
di Indonesia yang memiliki basis nasabah korporasi
yang sangat kuat memiliki strategi untuk memberikan
layanan ke nasabah tersebut (prinsip follow the worker,
follow the trade).
2. Accelerate in Growth Segment, terdiri dari 3 segmen
yaitu: 1) Segmen Mikro, 2) Segmen Individu dan 3)
Segmen SME
3. Integrate the Group, Strategi Integrate the Group
bertujuan untuk meningkatkan sinergi tiap unit
dengan mengoptimalkan semua resources yang ada
di Bank Mandiri dan Perusahaan Anak agar dapat
saling menunjang melalui cross-selling.
LANGKAH DAN RENCANA DALAM MENGANTISIPASI
RISIKO STRATEGIS
Berikut adalah strategi pengelolaan risiko strategis di
Tahun 2017:
· Perlambatan Ekonomi yang berdampak pada
pertumbuhan bisnis dan kualitas kredit telah
mendorong Bank Mandiri untuk melakukan ekspansi
kredit secara hati-hati (prudent), serta melakukan
pemilihan sektor yang prospektif dan tidak rentan
terhadap gejolak ekonomi, monitoring watch list,
end to end pengelolaan kredit yang lebih baik, dan
sebagainya.
· Mengendalikan pembentukan cadangan (CKPN)
dengan melakukan review dan tindak lanjut atas
account yang berpotensi bermasalah, untuk
mengantisipasi kondisi yang tidak diharapkan.
· Fokus pada penghimpunan dana murah (retail
deposits) di segmen small business, micro dan
consumer (individual).
· Melakukan program efisiensi/penghematan biaya
overhead dan pengkajian yang lebih mendalam
untuk inisiatif-inisiatif yang berdampak pada
overhead cost (inisiatif yang tidak memiliki
dampak langsung kepada revenue/P&L), dengan
tanpa mengesampingkan aspek pelayanan dan
profitabilitas.
Kondisi makroekonomi dan perbankan yang diperkirakan
masih belum kondusif. Hal ini akan meningkatkan risiko
eksternal terhadap kinerja ekonomi nasional tahun ini
masih harus tetap diwaspadai terutama dari pemulihan
ekonomi yang masih berjalan lebih lamban dari ekspektasi.
Serta Implementasi Reorganisasi yang masih dalam proses
pembenahan dan perbaikan.
4.
RISIKO KEPATUHAN
Risiko kepatuhan adalah risiko yang timbul ketika Bank
tidak mematuhi dan/atau tidak melaksanakan peraturan
perundang-undangan dan ketentuan yang berlaku.
Sebagaimana diatur dalam Kebijakan Kepatuhan Bank
Mandiri (KKBM), Bank Mandiri memiliki struktur organisasi
yang bertanggung jawab untuk mengelola risiko
kepatuhan yang terdiri dari:
1. Direktur yang membawahi Fungsi Kepatuhan
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Pendukung Bisnis
Direktur yang membawahi Fungsi Kepatuhan
bertanggung jawab untuk menetapkan sistem
dan prosedur terkait dengan pengelolaan
risiko kepatuhan bank guna meminimalisir
risiko kepatuhan tersebut. Selain itu Direktur
yang membawahi Fungsi Kepatuhan juga
bertanggungjawab untuk merumuskan strategi
peningkatan budaya kepatuhan Bank.
2. Satuan Kerja Kepatuhan (SKK) di Kantor Pusat
SKK di kantor pusat bertanggung jawab untuk
menyusun metodologi pengelolaan risiko
kepatuhan dan melakukan pengawasan pada
unit kerja secara bankwide sehingga potensi
terjadinya risiko kepatuhan dapat diminimalisir.
Selain itu, SKK di Kantor Pusat juga menyusun
langkah-langkah untuk mendukung terciptanya
Budaya Kepatuhan pada seluruh kegiatan usaha
Bank di setiap jenjang organisasi.
3. Satuan Kerja Kepatuhan(SKK) di Unit Kerja
SKK di Unit Kerja merupakan pelaksana
teknis operasional di setiap Direktorat untuk
membantu Direktur Bidang dalam melaksanakan
Fungsi Kepatuhan, termasuk mengidentifikasi
dan memberikan data historis atas terjadinya
sanksi serta memantau pelaksanaan kontrol
risiko kepatuhan.
MEKANISME PENGELOLAAN RISIKO KEPATUHAN
Dalam mengelola risiko kepatuhan, Bank Mandiri menggunakan
konsep Enterprise Risk Management (ERM) untuk memperoleh
gambaran risiko yang lebih menyeluruh. Pengelolaan
risiko dilakukan melalui 2 (dua) pendekatan, yaitu Top
Down berdasarkan penilaian Direksi melalui (Enterprise Risk
Assessment) ERA dan Bottom Up berdasarkan analisa tren data
historis.
Pada bottom up approach, pengelolaan risiko kepatuhan dibagi
ke dalam beberapa tahapan, yaitu:
1. Identifikasi
Identifikasi risiko kepatuhan dituangkan ke dalam
compliance risk statement (CRS) yang mencakup regulasi
yang terkait, penyebab terjadinya risiko, kontrol risiko, dan
action plan yang dibutuhkan untuk mencegah terjadinya
risiko kepatuhan.
2. Penilaian
Risiko kepatuhan yang telah teridentifikasi dinilai (assessing
the identified risk) oleh masing-masing risk owner untuk
menghasilkan profil risiko kepatuhan di unit kerjanya.
Penilaian risiko tersebut dilakukan berdasarkan:
· Kemungkinan terjadinya risiko
· Dampak yang ditimbulkan apabila risiko terjadi
Selain itu, risk owner juga melakukan penilaian atas
efektivitas kontrol yang dilakukan.
3. Pemantauan
Pemantauan risiko kepatuhan dilakukan dengan cara:
· Mereview bahwa proses identifikasi risiko kepatuhan
telah dilakukan dengan baik dan benar
· Mereview bahwa pelaksanaan kontrol dan mitigasi
telah dilakukan dengan baik dan benar
· Mereview bahwa proses penilaian risiko kepatuhan
telah dilakukan dengan baik dan benar serta
mempertimbangkan data historis sanksi
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Sosial Perusahaan
4. Mitigasi
Mitigasi risiko dilakukan dengan menetapkan dan
memantau Risk Appetite Statement (RAS) risiko kepatuhan.
IMPLEMENTASI MANAJEMEN RISIKO KEPATUHAN
Sepanjang 2016, pelaksanaan manajemen risiko kepatuhan
Bank Mandiri difokuskan pada penyempurnaan metodologi
pengelolaan risiko kepatuhan, yang meliputi:
a. Penetapan Risk Appetite Statement (RAS)
Pada tahun 2016, Bank Mandiri menetapkan metodologi
penetapan Risk Appetite Statement (RAS) atas risiko
kepatuhan berdasarkan top-down approach dan bottom up
approach. Top Down Approach diperoleh dari pandangan
Direksi mengenai potensi risiko kepatuhan yang mungkin
terjadi (forward looking), sedangkan bottom up approach
diperoleh dari data historis sanksi yang pernah terjadi di
Bank Mandiri.
b. Pengembangan Database Risiko Kepatuhan
Dalam mengelola risiko kepatuhan, database risiko
kepatuhan dan sanksi yang pernah terjadi menjadi hal
yang sangat krusial untuk melihat potensi pelanggran
berulang. Untuk itu, Bank Mandiri mengembangkan
integrated risk library (IRL) untuk memperoleh single
database secara bankwide yang lebih akurat dan mudah
digunakan oleh seluruh jajaran.
c. Pengembangan System Monitoring Pelaporan
Guna mengoptimalkan pelaksanaan fungsi kepatuhan,
Bank juga telah mengembangkan system monitoring
pelaporan untuk melakukan reminder kepada unit kerja
pelapor secara otomatis sehingga risiko kepatuhan,
khususnya risiko atas keterlambatan penyampaian
pelaporan dapat diminimalisir.
LANGKAH DAN RENCANA DALAM MENGANTISIPASI RISIKO
KEPATUHAN
Strategi pengelolaan risiko kepatuhan tahun 2017 akan
dilakukan dengan mengimplementasikan pengetatan RAS
risiko kepatuhan. Strategi ini ditujukan untuk mendorong
seluruh jajaran agar lebih berhat-hati dan memperhatikan
batasan risiko yang mungkin terjadi dalam setiap pengambilan
keputusan. Pengetatan RAS risiko kepatuhan disusun secara
prudent dengan menggunakan historical data sesuai dengan
parameter penilaian risiko kepatuhan sebagaimana diatur
dalam SEBI No.13/24/DPNP tanggal 25 Oktober 2011 perihal
Penilaian Tingkat Kesehatan Bank Umum. Adapun RAS risiko
kepatuhan untuk tahun 2017 telah ditetapkan sebesar 28.5%
lebih ketat dari tahun sebelumnya yaitu menjadi maksimal 10
kali pelanggaran setiap bulannya.
PENGELOLAAN RISIKO TERKONSOLIDASI DENGAN
PERUSAHAAN ANAK (PA)
Konsolidasi manajemen risiko Bank Mandiri telah dimulai
secara bertahap sejak tahun 2008 selaras dengan diterbitkan
ketentuan BI nomor 8/6/PBI/2006 tentang Penerapan
Manajemen Risiko Secara Konsolidasi Bagi Bank Mandiri Yang
Melakukan Pengendalian Terhadap Perusahaan Anak. Tahapan
tersebut hingga saat ini menjadi salah satu bentuk inisiatif
strategis unit kerja manajemen risiko di Bank Mandiri yang
secara berkala dikomunikasikan dengan BI dalam sebuah forum
yang khusus mendiskusikan topik profil risiko ataupun Risk
Based Bank Mandiri Rating. Hal ini dipandang penting karena
Bank Mandiri menyadari bahwa kelangsungan usahanya juga
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dipengaruhi oleh eksposur risiko yang timbul secara langsung
maupun tidak langsung dari kegiatan usaha Perusahaan Anak.
Terkait hal tersebut, Bank Mandiri telah mengimplementasikan
sistem konsolidasi manajemen risiko terhadap perusahaan
anak, baik yang beroperasi di Indonesia dan di luar wilayah
Indonesia dengan tetap memenuhi prinsip-prinsip manajemen
risiko dan disesuaikan dengan yurisdiksi otoritas/pengawas
setempat, serta mempertimbangkan karakteristik bisnis
dari masing-masing perusahaan anak. Konsep konsolidasi
manajemen risiko yang dijalankan oleh Bank Mandiri Mandiri
dan perusahaan anak secara umum dibagi menjadi 2 (dua)
bagian besar, yaitu:
1. First Line, yaitu yang berkaitan dengan pemenuhan
ketentuan PBI nomor 8/6/PBI/PBI/2006 tentang
Penerapan Manajemen Risiko Secara Konsolidasi
Bagi Bank Mandiri Yang Melakukan Pengendalian
Terhadap Perusahaan Anak
2. Second Line, yaitu yang lebih merupakan pendekatan
kebutuhan internal Bank Mandiri Mandiri secara
keseluruhan yang mencakup perangkat (tools),
kesadaran risiko (awareness), tata kelola perusahaan
(governance), dan sistem informasi manajemen risiko
(system)
Secara bertahap, Bank Mandiri telah melaksanakan konsolidasi
pengelolaan risiko dengan perusahaan anak yang bergerak di
bidang keuangan (Bank Syariah Mandiri, Bank Mandiri Europe,
Bank Mandiri Sinar Harapan Bali, Mandiri Sekuritas, AXA Mandiri
Financial Services, Mandiri Tunas Finance, Mandiri International
Remittance, Mandiri AXA General Insurance, dan InHealth).
Terkait hal tersebut, Bank Mandiri telah memiliki pedoman
internal bernama Mandiri Subsidiaries Principle Guideline (MSPG)
yang berisi panduan teknis mengenai implementasi penerapan
manajemen risiko antara Bank Mandiri sebagai holding dengan
Perusahaan Anak. Hal ini sekaligus menjadi salah satu bentuk
wujud nyata Bank Mandiri sebagai Bank terbesar di Indonesia
yang selalu patuh dan taat pada regulasi yang berlaku di
Indonesia, dimana dalam konteks ini mengacu pada POJK
Nomor 18/POJK.03/2014 tentang Penerapan Tata Kelola
Terintegrasi Bagi Konglomerasi Keuangan.
SIMULASI KONDISI TERBURUK & STRESS TESTING/
SIMULATION OF WORST CONDITION & STRESS TESTING
Untuk mengukur tingkat ketahanan Bank Mandiri dalam
menghadapi suatu skenario kejadian eksternal yang ekstrim
(exceptional) tetapi mungkin terjadi (plausible), Bank Mandiri
melakukan stress testing sebagai dasar dalam pengambilan
keputusan (contingency plan) serta sebagai pemenuhan atas
ketentuan regulasi yang berlaku di Indonesia. Bagi Bank
Mandiri, stress testing bertujuan untuk mengestimasi besarnya
kerugian, mengestimasi ketahanan modal Bank dalam
menyerap kerugian serta mengidentifikasi langkah-langkah
yang harus dilakukan untuk memitigasi risiko dan menjaga
modal.
Adapun 2 jenis stress testing yang kerap dilakukan oleh Bank
Mandiri, yaitu sensitivity/shock analysis dan scenario analysis
(historikal maupun hipotesis). Sementara itu, model stress
testing mencakup jenis-jenis risiko utama yaitu risiko kredit,
risiko pasar dan risiko likuiditas. Khusus untuk risiko kredit,
model stress testing Bank Mandiri dikembangkan untuk
mencakup segmen wholesale, consumer dan retail (modul telah
dikembangkan per produk untuk hasil yang lebih granular
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dan akurat) dengan mengacu kepada best practice, antara lain
melalui pemodelan ekonometrika yang menghubungkan faktor
risiko kredit dengan faktor makroekonomi.
Pada proyeksi tahun 2017, walaupun ekonomi fundamental
Indonesia secara umum dalam kondisi baik dan harga
komoditas pulih secara bertahap, namun kondisi
makroekonomi global dan regional masih diliputi oleh
ketidakpastian seperti pemulihan kondisi ekonomi di negaranegara Eropa yang belum merata, tekanan akibat Brexit yang
bertambah dan laju pertumbuhan ekonomi China yang terus
perlahan melambat, kenaikan Fed Fund Rate serta dampak paska
US Election, volatilitas di pasar keuangan yang tetap tinggi serta
isu-isu dalam negeri yang terjadi seperti stabilitas politik.
Selama tahun 2016, Bank Mandiri telah melakukan beberapa
simulasi scenario analysis untuk skenario baseline, moderate dan
worst dengan mengacu kondisi saat terkini maupun historical
issue global maupun isu dalam negeri seperti rencana kenaikan
Fed Fund Rate, Trump Effect, Brexit, inflasi serta suku bunga
acuan Bank Indonesia. Bank Mandiri memiliki fungsi Business
Command Center (BCC) sebagai crisis management center yang
terintegrasi,yang dapat diaktifkan untuk mengantisipasi krisis
dan resesi global.
VALIDASI MODEL
Bank Mandiri memiliki unit kerja validasi independent di
Direktorat Risk Management and Compliance. Unit ini
merupakan bagian dari pengendalian risiko internal dalam
memberikan quality assurance terhadap pengembangan
model dan pemenuhan ketentuan Regulator. Tanggung jawab
utamanya adalah sebagai berikut:
· Memvalidasi model yang digunakan atau telah
dikembangkan di Bank Mandiri
· Berpartisipasi aktif terlibat dalam proses advisory terkait
pengembangan model dan risk management
· Menginventarisir dan melakukan monitoring model yang
digunakan di Bank Mandiri
Selain bertindak sebagai second layer of defense dalam
pengendalian risiko operasional proses pengembangan model,
unit validasi model juga bertanggung jawab atas keabsahan
metode yang digunakan dalam pengembangan model. Proses
validasi maupun advisory yang dilakukan diverifikasi oleh
Direktorat Internal Audit untuk memastikan bahwa proses
validasi telah sejalan dengan prinsip Good Corporate Governance
(GCG).
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BUSINESS CONTINUITY MODEL (BCM)
Business Continuity Management (BCM) merupakan sebuah
proses manajemen dalam mengidentifikasi ancaman potensial
terhadap organisasi dan menyediakan kerangka kerja untuk
membangun resiliensi dan kemampuan untuk merespons
secara efektif terhadap suatu kondisi bencana sehingga
mengamankan kepentingan para stakeholders, reputasi dan
brand perusahaan.
Bank Mandiri sebagai salah satu institusi perbankan terbesar
dan terkemuka, menyadari betul perannya dalam menyediakan
produk dan jasa perbankan dan menjaga kelangsungan
usahanya baik dalam kondisi normal maupun dalam kondisi
terjadinya gangguan atau bencana. Hal ini mendorong
kebijakan untuk membuat, menguji, mengimplementasikan
dan memelihara BCM untuk menjaga kelangsungan kegiatan
operasional bisnis kritikal dan sumber daya yang diperlukan jika
terjadi gangguan atau bencana. Dengan terbentuknya BCM,
Bank Mandiri dapat meminimalkan potensi kerugian finansial,
penurunan reputasi dan tuntutan hukum apabila terdapat
gangguan/bencana.
Upaya memelihara kelangsungan proses bisnis, kegiatan
operasional dan aktivitas dari seluruh unit kerja dalam
organisasi Bank adalah bentuk dari implementasi visi, misi dan
strategi bisnis Bank, yang merupakan tanggung jawab bersama
dari seluruh jajaran Bank.
Program BCM ini dimaksudkan untuk mengembangkan
dan mendukung pelaksanaan dan implementasi BCM untuk
menjadi bagian dari kegiatan operasional Bank. Untuk
memastikan kehandalan Bank dalam menghadapi gangguan/
bencana yang didukung oleh struktur formal Organisasi BCM
dan Crisis Management Team (CMT), maka kegiatan pelaksanaan
BCM akan menjadi objek audit internal maupun eksternal.
DASAR HUKUM DAN KEBIJAKAN
1. Peraturan Bank Indonesia Nomor 9/15/PBI/2007
tanggal 30 November 2007 tentang Penerapan
Manajemen Risiko dalam Penggunaan Teknologi
Informasi oleh Bank Umum
2. Peraturan Bank Indonesia Nomor 11/25/PBI/2009
tanggal 1 Juli 2009 tentang perubahan atas Peraturan
Bank Indonesia Nomor 5/8/PBI/2003 tentang
Penerapan Manajemen Resiko bagi Bank Umum
3. Surat Edaran Bank Indonesia Nomor 9/30/DPNP
tanggal 12 Desember 2007 tentang Penerapan
Manajemen Risiko dalam Penggunaan Teknologi
Informasi oleh Bank Umum
4. Kebijakan Manajemen Risiko Bank Mandiri (KMRBM)
5. Kebijakan Sistem Pengendalian Internal Bank Mandiri
(KSPIBM)
6. Kebijakan Operasional Bank Mandiri (KOBM)
7. Keputusan Rapat Risk Management Committee (RMC)
tanggal 10 Mei 2013
8. Keputusan Policy & Procedure Committee (PPC)
tanggal 12 Juni 2015
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
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Perusahaan
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Terintegrasi
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Tanggung Jawab
Sosial Perusahaan
RENCANA PENGEMBANGAN SISTEM MANAJEMEN RISIKO
2017
Dalam rangka mendukung strategi pertumbuhan operasional
bisnis agar senantiasa memiliki daya saing unggul di skala
industri perbankan Nasional maupun ASEAN, Bank Mandiri
secara konsisten dan berkelanjutan akan mengembangkan
infrastruktur dan kapabilitas manajemen risiko, antara lain:
1.
2.
3.
4.
5.
6.
7.
8.
Penyelarasan tingkat risiko di Bank Mandiri
a. Implementasi Risk Appetite Statement (RAS) sebagai
pedoman formal dalam proses pengambilan risiko
untuk mencapai target bisnis
b. Mengembangkan sistem yang mengagregasikan
perhitungan stress testing untuk risiko kredit, risiko
likuiditas, risiko pasar, dampak terhadap Laba/Rugi
dan kecukupan modal (CAR), di Bank Mandiri Mandiri
dan Perusahaan Anak
Memperkuat Credit Portfolio Management Strategy melalui
Portfolio Management, Portfolio Mix, Pipeline Management,
dan Credit Supervisory melalui Credit Portfolio Management
Strategy Project
Memperbaiki end to end credit process pada segmen
wholesale melalui:
a. Perbaikan business process segmen wholesale dengan
penetapan limit bagi anchor client dan specific sectors
b. Implementasi Name Clearance pada penetapan
pipeline debitur dan Proactive Loan Monitoring System
untuk monitoring kredit
c. Penguatan sumber informasi debitur guna
menganalisa dan memonitor kualitas kredit
d. Enhancement Credit Processing System dalam rangka
perbaikan end to end credit process/ Enhancement
Credit Processing System in order to improve end to end
credit process
e. Optimalisasi penggunaan limit management system
Efisiensi penggunaan capital melalui
a. Implementasi IRBA Fase III
b. Enhancement Modeling Basel II Risk Parameters untuk
Portofolio Retail
c. Implementasi New Operational Risk Reporting System
Enhancement Perhitungan Beban Modal Risiko
Operasional
d. Intensifikasi dan Ekstensifikasi Fungsi Validasi
Pengembangan model Expected Credit Loss dalam rangka
persiapan implementasi IFRS 9
Optimalisasi Pengelolaan Assets & Liabilities melalui
pengelolaan Yield of Earning Assetdan Cost of Liability,
Pricing Strategy, serta Implementasi New ALM Solutions.
Optimalisasi implementasi kerangka Operational Risk
Management melalui penyempurnaan kebijakan, prosedur,
tools, dan sistem, serta pelaksanaan Operational Risk Forum.
Pemenuhan Disaster Recovery Center (DRC) dalam rangka
sustainability of Risk Management System.
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Pendukung Bisnis
Ikatan Material untuk Investasi Barang Modal
Pada tanggal 7 Januari 2016, Bank Mandiri mengadakan Perjanjian dengan vendor untuk menambah fitur eMAS sesuai perjanjian
Application Management 2015 dengan system blanket order dengan nilai kontrak maksimum sebanyak 6000 mandays. Pada
tanggal 31 Desember 2016 pendekatan realisasi pembayaran adalah USD1.355.896 (nilai penuh) dan bank telah melakukan
pembukuan atas nilai realisasi pembayaran sebagai aset tetap sebesar USD406.344 (nilai penuh) sehingga estimasi penyelesaian
proyek posisi 31 Desember 2016 adalah 29,97%.
Investasi Barang Modal
Guna mendukung kelancaran kegiatan operasional, Bank Mandiri melakukan investasi barang modal dalam bentuk aset tetap
berupa tanah, bangunan, kendaraan bermotor, serta perlengkapan, peralatan kantor, dan komputer. Pada tahun 2016 jumlah
investasi barang modal sebesar Rp1.385.990 juta menurun 35,08 % dibandingkan tahun 2015 sebesar Rp2.135.057 juta.
Tabel Penambahan Investasi Barang Modal dalam Bentuk Aset Tetap Tahun 2014-2016 (Rp juta)
Tanah
2014
14.564
2015
39.459
Bangunan
468.075
491.675
Perlengkapan. peralatan
kantor dan
komputer
Kendaraan bermotor
Jumlah
1.749.495 1.591.886
10.861
12.037
2.242.995 2.135.057
2016
Kebijakan Belanja Modal Tahun 2016
131.146 Tujuan Investasi: Mendukung kegiatan pengembangan bisnis
Sumber Dana: Capital Expenditure (CAPEX)
Mata Uang: Rupiah
Langkah Perlindungan Risiko: sertifikasi
335.591 Tujuan Investasi: Mendukung kegiatan operasional kegiatan
Sumber Dana: Capital Expenditure (CAPEX)
Mata Uang: Rupiah
Langkah Perlindungan Risiko: Asuransi
904.928 Tujuan Investasi: Mendukung kegiatan operasional Perusahaan
Sumber Dana: Capital Expenditure (CAPEX)
Mata Uang: Rupiah
Langkah Perlindungan Risiko: Asuransi
14.325 Tujuan Investasi: Mendukung kegiatan operasional Perusahaan
Sumber Dana: Capital Expenditure (CAPEX)
Mata Uang: Rupiah
Langkah Perlindungan Risiko: Asuransi
1.385.990 Tujuan Investasi: Mendukung kegiatan operasional Perusahaan
Sumber Dana: Capital Expenditure (CAPEX)
Mata Uang: Rupiah
Langkah Perlindungan Risiko: Asuransi
Informasi Material Lainnya
Informasi dan Fakta Material Setelah Tanggal Laporan Akuntan
Setelah tanggal laporan akuntan tidak terdapat informasi maupun fakta material dari Bank mandiri.
Kebijakan Dividen
Kebijakan Umum
Pembagian dividen oleh Bank Mandiri dilakukan sekali dalam setahun melalui proses penentuan dan persetujuan dari Pemegang
Saham dalam Rapat Umum Pemegang Saham (RUPS) Tahunan. Sesuai dengan Prospektus Saham Perseroan, Bank Mandiri memiliki
kebijakan untuk membagikan dividen kepada pemegang saham dengan tetap mempertahankan rasio pembayaran dividen sekitar
50,0% dari laba bersih setiap tahunnya (kecuali Rapat Umum Pemegang Saham [RUPS] menyatakan lain), tergantung pada berbagai
pertimbangan terkait kinerja tahun yang bersangkutan.
Beberapa faktor pertimbangan tersebut diantaranya adalah tingkat kesehatan keuangan Bank Mandiri, tingkat kecukupan modal,
kebutuhan dana Bank Mandiri untuk ekspansi usaha lebih lanjut, tanpa mengurangi hak dari RUPS Bank Mandiri untuk menentukan
sesuai dengan ketentuan Anggaran Dasar Perusahaan.
Bank Mandiri hanya akan membayar dividen dari laba bersih berdasarkan hukum di Indonesia dan akan membayarkan dividen
(jika ada) secara tunai dalam mata uang Rupiah dan senantiasa menaati ketentuan yang berlaku di bursa efek dengan melakukan
pembayaran secara tepat waktu. Bank Mandiri tidak memiliki pembatasan (negative covenants) sehubungan dengan pembatasan
pihak ketiga dalam rangka pembagian dividen yang dapat merugikan hak hak pemegang saham publik.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
207
10
Laporan Keuangan
Konsolidasian
Pembagian Dividen tahun 2016
Berdasarkan RUPS Tahunan Bank Mandiri pada tanggal 21 Maret 2016 diputuskan untuk menyetujui dan menetapkan penggunaan
Laba Bersih Perseroan untuk Tahun Buku yang berakhir pada 31 Desember 2015 sebesar Rp 20.334.967.510.904,70 dengan alokasi
sebagai berikut :
1. 30% dari Laba Bersih Perseroan periode 1 Januari sampai dengan 31 Desember 2015 atau sebesar Rp6.100.490.253.271,41
dibagikan sebagai dividen tunai kepada para pemegang saham dan khusus untuk dividen Negara Republik Indonesia akan
disetorkan sesuai ketentuan peraturan perundangan.
2. 11,2% dari Laba Bersih Perseroan periode 1 Januari sampai dengan 31 Desember 2015 atau sebesar Rp2.277.516.361.221,33
ditetapkan sebagai Cadangan Tujuan guna kebutuhan investasi Perseroan.
3. 58,8% dari Laba Bersih Perseroan atau sebesar Rp11.956.960.896.411,96 ditetapkan sebagai Laba Ditahan.
Pembagian Dividen tahun 2015
1. Menyetujui dan menetapkan penggunaan Laba Bersih (konsolidasi) Perseroan tahun buku 2014 sebesar Rp19.871.873.276.792,6,
dengan alokasi sebagai berikut :
a. 25% dari laba bersih Perseroan periode 1Januari sampai dengan 31 Desember 2014 atau sebesa
Rp4.967.968.319.198,15dibagikan sebagai dividen tunai kepada parapemegang saham.
b. Memberikan wewenang dan kuasa denganhak substitusi kepada Direksi untuk mengaturtata cara pelaksanaan pembayaran
dividen sesuai ketentuan yang berlaku.
2. 13,20% dari laba bersih Perseroan periode 1 Januari sampai dengan 31 Desember 2014 atau sebesar Rp2.622.936.000.000,36
ditetapkan sebagai Cadangan Tujuan guna mendukung investasi.
3. Adapun bagian dari laba bersih PerseroanTahun Buku 2014 setelah dialokasikan untuk pembayaran dividen dan Cadangan
Tujuansebagaimana butir 1 dan 2 di atas, ditetapkansebagai Laba Ditahan.
Tabel Pembagian Dividen 2015-2016
2015
Rp4.967.968.319.198,15
25%
Rp212,91292/ saham
17 April 2015
Total Dividen
Dividend Payout Ratio (DPR)
Dividen per saham
Tanggal Pembayaran Dividen
2016
Rp6.100.490.253.271,41
30%
Rp261,449,58
22 April 2016
Kontribusi Kepada Negara
Salah satu bentuk kontribusi kepada Negara selain pembayaran dividen kepada pemerintah adalah memenuhi kewajiban sebagai
wajib pajak dan sebagai pemotong/pemungut pajak. Sebagai wajib pajak, kontribusi terbesar Perusahaan adalah memenuhi
kewajiban PPh Badan. Sedangkan sebagai pemotong pajak, Perusahaan berperan aktif dalam melakukan pemotongan terhadap
setiap objek kena pajak.
Pada tahun 2016, jumlah setoran PPh Badan adalah sebesar Rp4.436miliar, sedangkan kontribusi pajak dalam rangka revaluasi aset
berdasarkan peraturan Menteri Keuangan Republik Indonesia No.191/PMK.010/2015 Tentang Penilaian Kembali Aktiva Tetap untuk
Tujuan Perpajakan Bagi Permohonan yang Diajukan Pada Tahun 2015 dan Tahun 2016 sebesar Rp792 miliar.
Perusahaan tidak pernah terlambat dalampembayaran kewajiban pajak atas PPh Karyawan, PPhBadan, PPN, dan PBB.
Perusahaan selalu tepat waktudalam menyampaikan dokumen kewajiban perpajakanseperti SPT tahunan maupun bulanan serta
dokumenkewajiban pada lembaga regulator.
Tabel Pembayaran PPH Badan 2014-2016
PPh Badan
2014
4.675
2015
4.933
2016
4.436
208
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Informasi Material Mengenai Investasi, Ekspansi, Divestasi, Akuisisi, dan/
atau Restrukturisasi Utang/Modal
Investasi
Bank Mandiri memiliki saham perusahaan anak baik langsung maupun tidak langsung sebagai berikut:
Perusahaan Anak
Jenis Usaha
Penyertaan (%)
2013
2014
2015
2016
PT Bank Syariah Mandiri
Perbankan Syariah
99,99
99,99
99,99
99,99
PT Mandiri Sekuritas
Sekuritas
99,99
99,99
99,99
99,99
PT Mandiri Tunas Finance
Pembiayaan Konsumen
51,00
51,00
51,00
51,00
PT Mandiri AXA General Insurance
Asuransi Kerugian
60,00
60,00
60,00
60,00
PT AXA Mandiri Financial Service
Asuransi Jiwa
51,00
51,00
51,00
51,00
PT Bank Mandiri Taspen Pos
Perbankan
93,23
93,23
58,25
59,44
Mandiri International Remittance Sdn.
Bhd.
Layanan Remittance
100,00
100,00
100,00
100,00
Bank Mandiri (Europe) Ltd.
Perbankan
100,00
100,00
100,00
100,00
PT Asuransi Jiwa In-Health Indonesia
Asuransi Jiwa
-
60,00
80,00
80,00
PT Mandiri Utama Finance
Pembiayaan Konsumen
-
-
51,00
51,00
PT Mandiri Capital Indonesia
Modal Ventura
-
-
99,00
99,00
PT Usaha Gedung Mandiri
Pengelolaan Properti
-
-
-
-
PT Bumi Daya Plaza
Pengelolaan Properti
-
-
-
-
Akuisisi
Selama tahun 2016 Bank Mandiri tidak melakukan kegiatan Akuisisi
Divestasi
Pada tahun 2016 tidak terdapat aktivitas divestasi sehingga tidak ada informasi terkait tujuan, nilai transaksi dan sumber dana dari
divestasi.
Akuisisi
Pada tahun 2016 tidak terjadi restrukturisasi, baik modal ataupun hutang sehingga tidak ada informasi terkait nilai
transaksi dan sumber dana dari restrukturisasi.
Perubahan Peraturan dan Dampaknya Terhadap Kinerja Perusahaan
Tabel Perubahan Peraturan dan Dampak Terhadap Kinerja Bank Mandiri dan Entitas Anak
Peraturan
Keterangan
Perubahan
Pengaruh Terhadap Bank Mandiri
Dan Entitas Anak
Peraturan Otoritas Jasa Keuangan No.
11/POJK.03/2016
1. Terdapat penambahan komponen dalam perhitungan KPMM,
yaitu Capital Surcharge, LCR dan Countercylical Buffer.
2. Penetapan besarnya persentase capital surcharge dilakukan
oleh Otoritas Jasa Keuangan.
Telah dilakukan penyesuaian terhadap
perhitungan KPMM, yaitu Capital Surcharge,
LCR dan Countercylical Buffer sesuai ketentuan.
Surat dari Otoritas Jasa Keuangan No.
S-17/D.03/2016 tanggal 26 Februari
2016
1. Adanya perubahan Suku Bunga DPK maksimum 75 bps diatas
BI rate atau maksimal 7.75% dengan memperhitungkan seluruh
insentif yang diberikan kepada nasabah penyimpan dana.
2. Penurunan suku bunga kredit secara bertahap hingga
mencapai single digit pada akhir tahun 2016.
Bank Mandiri telah menyesuaikan perubahan
Suku Bunga DPK maksimum 75 bps diatas
BI rate atau maksimal 7.75% dengan
memperhitungkan seluruh insentif yang
diberikan kepada nasabah penyimpan dana
Peraturan Bank Indonesia No. 18/3/
PBI/2016 dan Surat Edaran Bank
Indonesia No. 18/3/DKEM
1. Terdapat perubahan ketentuan rasio GWM Primer Rupiah.
2. Terdapat perubahan porsi yang mendapat jasa giro dari Bank
Indonesia.
Bank Mandiri telah menyesuaikan perubahan
ketentuan rasio GWM Primer Rupiah.
Peraturan Bank Indonesia No. 18/16/
PBI/2016 dan Surat Edaran Bank
Indonesia No. 18/19/DKMP
1. Terdapat penyesuaian rasio dan tiering LTV untuk Kredit
Properti (KP) serta rasio dan tiering FTV untuk Pembiayaan
Properti (PP).
2. Penyesuaian persyaratan penggunaan rasio LTV untuk KP
dan rasio FTV untuk PP, terkait dengan kredit/pembiayaan
bermasalah.
Bank Mandiri telah melakukan penyesuaian
rasio dan tiering LTV untuk Kredit Properti (KP)
serta rasio dan tiering FTV untuk Pembiayaan
Properti (PP).
Bank Mandiri juga telah melakukan
Penyesuaian persyaratan penggunaan rasio
LTV untuk KP dan rasio FTV untuk PP, terkait
dengan kredit/pembiayaan bermasalah.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
209
10
Laporan Keuangan
Konsolidasian
Surat Edaran Otoritas Jasa
Keuangan No. 25/SEOJK.03/2016
tanggal 14 Juli 2016
1. Penyesuaian laporan Rencana Bisnis Bank
2. Penyesuaian laporan Realisasi Rencana Bisnis Bank
Bank Mandiri telah melakukan
Penyesuaian laporan Rencana Bisnis
Bank dan Penyesuaian laporan Realisasi
Rencana Bisnis Bank.
Surat Edaran Otoritas Jasa Keuangan
No. 33/SEOJK.03/2016 tanggal 1
September 2016
1. Penyesuaian klasifikasi Bancassurance
2. Penyusunan Perjanjian Kerja Sama (PKS)
3. Adanya pelaporan terkait Aktivitas Baru Bancassurance dan
Laporan Berkala Bancassurance
Bank Mandiri telah melakukan sosialisasi
keseluruh DCOR, Bisnis Unit, Cabang serta
Entitas Anak.
Surat Edaran Otoritas Jasa Keuangan
No. 42/SEOJK.03/2016 tanggal 28
September 2016
1. Penyesuaian perhitungan Aset Tertimbang Menurut Risiko
untuk Risiko Kredit
2. Penyesuaian penggunaan Lembaga Pemeringkat yang diakui
OJK
3. Penyesuaian laporan perhitungan ATMR Risiko Kredit secara
individu dan konsolidasi
Bank Mandiri telah melakukan :
• Penyesuaian perhitungan Aset Tertimbang
Menurut Risiko untuk Risiko Kredit
• Penyesuaian penggunaan Lembaga
Pemeringkat yang diakui OJK
• Penyesuaian laporan perhitungan ATMR
Risiko Kredit secara individu dan konsolidasi
Peraturan Bank Indonesia No. 18/21/
PBI/2016 tanggal 7 Oktober 2016
1. Penggunaan sandi kantor pelapor dalam penyampaian laporan
debitur atau koreksi laporan secara online
2. Adanya kewajiban penyampaian informasi kepada Debitur
terkait pelaporan penyediaan dana ke dalam SID
3. Terdapat perubahan terkait mekanisme dan jumlah nominal
pengenaan sanksi
4. Adanya perubahan metode pengelolaan Credit Reporting
System yaitu dari Single Credit Reporting System menjadi Dual
Cedit Reporting System yang melibatkan Lembaga Pengelola
Informasi Perkreditan (LPIP)
Bank Mandiri telah melakukan sosialisasi pada
DCOR dan Bisnis Unit terkait.
Peraturan Bank Indonesia No. 18/40/
PBI/2016 tanggal 9 November 2016
1. Terdapat penyesuaian mengenai pihak penyelenggara dalam
proses transaksi pembayaran.
2. Penyesuaian persyaratan terkait dengan perizinan dan
persetujuan dalam penyelenggaraan sistem pembayaran.
3. Kewajiban dalam penyelenggaraan pemrosesan transaksi
pembayaran.
Bank Mandiri telah menyesuaikan mekanisme
untuk mengakomodir peraturan Bank
Indonesia dimaksud. Proses implementasi
dilakukan secara bertahap sesuai hasil
koordinasi dengan Bank Indonesia.
Surat Edaran Bank Indonesia No.
18/26/Sta tanggal 22 November 2016
1. Adanya perubahan laporan terkait dengan penyelenggaraan
APMK.
2. Terdapat penambahan 7 (tujuh) Form laporan terkait dengan
Kartu Kredit .
Bank Mandiri telah melakukan sosialisasi pada
DCOR dan Bisnis Unit terkait.
Peraturan Otoritas Jasa Keuangan No. 1. Terdapat penyesuaian mengenai penyelenggaraan Teknologi
38/POJK.03/2016 tanggal 1 Desember
Informasi beserta dengan laporan yang terkait
2016
2. Kewajiban terkait pelaporan mengenai penggunaan,
pengembangan dan penyelenggaraan Teknologi Informasi
Bank Mandiri telah melakukan sosialisasi pada
DCOR dan Bisnis Unit terkait.
Peraturan Otoritas Jasa Keuangan
No. 65/POJK.05/2016 tanggal 28
Desember 2016
1.
2.
3.
4.
5.
Peraturan Otoritas Jasa Keuangan
No. 69/POJK.05/2016 tanggal 28
Desember 2016
1.
2.
3.
4.
5.
Peraturan Otoritas Jasa Keuangan
No. 71/POJK.05/2016 tanggal 28
Desember 2016
Peraturan Otoritas Jasa Keuangan
No. 73/POJK.05/2016 tanggal 28
Desember 2016
1.
Bank Mandiri telah menyesuaikan mekanisme
untuk mengakomodir versi terbaru dari
peraturan Bank Indonesia dimaksud..
Prosedur Manajemen Risiko Dan Penetapan Limit Risiko
Bank Mandiri telah melakukan sosialisasi /
komunikasi dengan anak perusahaan yaitu
Proses Identifikasi, Pengukuran, Pemantauan, Dan
Bank Syariah Mandiri.
Pengendalian Risiko Serta Sistem Informasi Manajemen Risiko
Sistem Pengendalian Intern
Aspek Pengungkapan Kinerja Dan Kebijakan Manajemen Risiko
Penilaian Penerapan Manajemen Risiko
Ruang Lingkup Usaha
Standar Perilaku Usaha
Pengalihan Sebagian Portofolio Pertanggungan Penutupan
Asuransi Secara
Bersama-Sama
Kerja Sama Perusahaan
Bank Mandiri telah melakukan sosialisasi /
komunikasi dengan anak perusahaan yaitu
MAGI, AMFS dan INHEALTH.
2.
Pengukuran Tingkat Kesehatan Keuangan Perusahaan Asuransi Bank Mandiri telah melakukan sosialisasi /
Dan Perusahaan Reasuransi
komunikasi dengan anak perusahaan yaitu
MAGI, AMFS dan INHEALTH.
Dana Jaminan;
3.
Pemisahan Aset & Liabilitas, dan Penyampaian Laporan.
1.
2.
Penerapan Prinsip-Prinsip Tata Kelola Perusahaan Yang Baik
Perwujudan Pelaksanaan Prinsip Tata Kelola Perusahaan Yang
Baik
Bank Mandiri telah melakukan sosialisasi /
komunikasi dengan anak perusahaan yaitu
MAGI, AMFS dan INHEALTH.
210
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
Perubahan Kebijakan Akuntansi
Ikhtisar Kebijakan Akuntansi
Laporan keuangan konsolidasian Bank dan Entitas Anak (“Grup”)
ini diselesaikan dan disetujui untuk diterbitkan oleh Direksi pada
tanggal 30 Januari 2017.
Laporan keuangan konsolidasian disusun dan disajikan sesuai
dengan Standar Akuntansi Keuangan di Indonesia yang mencakup
Pernyataan dan Interpretasi yang dikeluarkan oleh Dewan Standar
Akuntansi Keuangan Ikatan Akuntan Indonesia dan Peraturan
Badan Pengawas Pasar Modal dan Lembaga Keuangan (Bapepam
dan LK) No. VIII.G.7 Lampiran Keputusan Ketua Bapepam dan LK
No. KEP-347/BL/2012 tanggal 25 Juni 2012 tentang Penyajian dan
Pengungkapan Laporan Keuangan Emiten atau Perusahaan Publik.
Kebijakan akuntansi utama yang diterapkan dalam penyusunan
laporan keuangan konsolidasian Bank dan Entitas Anak adalah
seperti dijabarkan di bawah ini:
a. Dasar penyusunan laporan keuangan konsolidasian
Laporan keuangan konsolidasian disusun berdasarkan harga
perolehan, kecuali untuk aset keuangan yang diklasifikasikan
dalam kelompok tersedia untuk dijual, aset dan liabilitas
keuangan yang diukur pada nilai wajar melalui laba rugi dan
seluruh instrumen derivatif yang diukur berdasarkan nilai wajar
dan aset tanah yang diukur pada nilai wajar sejak 1 April 2016.
Laporan keuangan konsolidasian disusun berdasarkan
akuntansi berbasis akrual, kecuali laporan arus kas
konsolidasian.
Laporan arus kas konsolidasian disusun dengan menggunakan
metode langsung dengan mengelompokkan arus kas dalam
aktivitas-aktivitas operasional, investasi dan pendanaan. Pos-pos
dalam penghasilan komprehensif lainnya disajikan terpisah
antara akun-akun yang akan direklasifikasikan ke laba rugi dan
akun-akun yang tidak akan direklasifikasikan ke laba rugi.
Laporan keuangan Entitas Anak yang bergerak dalam bidang
perbankan syariah disusun berdasarkan Pernyataan Standar
Akuntansi Keuangan (PSAK) No. 101 (Revisi 2014) “Penyajian
Laporan Keuangan Syariah”, PSAK No. 102 (Revisi 2013)
“Akuntansi Murabahah”, PSAK No. 104 “Akuntansi Istishna”,
PSAK No. 105 “Akuntansi Mudharabah”, PSAK No. 106
“Akuntansi Musyarakah”, PSAK No. 107 “Akuntansi Ijarah”, PSAK
No. 110 (Revisi 2015) “Akuntansi Sukuk” dan PSAK lain selama
tidak bertentangan dengan prinsip syariah serta Pedoman
Akuntansi Perbankan Syariah Indonesia (PAPSI) (Revisi 2013).
Penyusunan laporan keuangan sesuai dengan Standar
Akuntansi Keuangan di Indonesia mengharuskan penggunaan
estimasi dan asumsi. Hal tersebut juga mengharuskan
manajemen untuk membuat pertimbangan dalam proses
penerapan kebijakan akuntansi Grup. Area yang kompleks
atau memerlukan tingkat pertimbangan yang lebih tinggi atau
area di mana asumsi dan estimasi dapat berdampak signifikan
terhadap laporan keuangan konsolidasian diungkapkan di
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Catatan 3.
Seluruh angka dalam laporan keuangan konsolidasian ini,
dibulatkan dan disajikan dalam jutaan Rupiah (“Rp”), kecuali
dinyatakan lain.
b. Perubahan kebijakan akuntansi
Kebijakan akuntansi utama yang diterapkan dalam penyusunan
laporan keuangan konsolidasian Bank dan Entitas Anak adalah
seperti dijabarkan di bawah ini. Pada tanggal 1 Januari 2016, Grup
telah menerapkan beberapa standar dan interpretasi baru
atau revisi yang relevan dengan operasi Grup yang berlaku efektif
sejak tanggal tersebut yaitu sebagai berikut:
· Amandemen PSAK No. 4 tentang Laporan Keuangan Tersendiri,
terkait Metode Ekuitas dalam Laporan Keuangan Tersendiri.
· Amandemen PSAK No. 15 tentang Investasi pada Entitas
Asosiasi dan Ventura Bersama, terkait Entitas Investasi:
Penerapan Pengecualian Konsolidasi.
· Amandemen PSAK No. 16 tentang Aset Tetap, terkait Klarifikasi
Metode yang Diterima untuk Penyusutan dan Amortisasi.
· Amandemen PSAK No. 19 tentang Aset Takberwujud, terkait
Klarifikasi Metode yang Diterima untuk Penyusutan dan
Amortisasi.
· Amandemen PSAK No. 24 tentang Imbalan Kerja tentang
Program Imbalan Pasti: Iuran Pekerja.
· Amandemen PSAK No. 65 tentang Laporan Keuangan
Konsolidasian, terkait Entitas Investasi: Penerapan Pengecualian
Konsolidasi.
· Amandemen PSAK No. 67 tentang Pengungkapan
Kepentingan dalam Entitas Lain, terkait Entitas Investasi:
Penerapan Pengecualian Konsolidasi.
· PSAK No. 5 (Penyesuaian 2015) tentang Segmen Operasi.
· PSAK No. 7 (Penyesuaian 2015) tentang Pengungkapan Pihakpihak Berelasi.
· PSAK No. 13 (Penyesuaian 2015) tentang Properti Investasi.
· PSAK No. 16 (Penyesuaian 2015) tentang Aset Tetap.
· PSAK No. 19 (Penyesuaian 2015) tentang Aset Takberwujud.
· PSAK No. 25 (Penyesuaian 2015) tentang Kebijakan Akuntansi,
Perubahan Estimasi Akuntansi dan Kesalahan.
· PSAK No. 68 (Penyesuaian 2015) tentang Pengukuran Nilai Wajar.
· PSAK No. 110 (Revisi 2015) tentang Akuntansi Sukuk.
STANDAR AKUNTANSI KEUANGAN BARU (REVISI)
Amandemen dan penyesuaian Pernyataan Standar Akuntansi
Keuangan (PSAK) yang telah disahkan oleh Dewan Standar
Akuntansi Keuangan (DSAK) - Ikatan Akuntan Indonesia (IAI),
tetapi belum berlaku efektif untuk laporan keuangan periode/
tahun berjalan diungkapkan di bawah ini. Grup bermaksud untuk
menerapkan amandemen dan penyesuaian PSAK tersebut, jika
dipandang relevan, saat telah menjadi efektif. Berlaku efektif 1
Januari 2017:
a. Amandemen PSAK No. 1: Penyajian Laporan Keuangan tentang
Prakarsa Pengungkapan
b. PSAK No. 3: Laporan Keuangan Interim (Penyesuaian 2016)
c. PSAK No. 24: Imbalan Kerja (Penyesuaian 2016)
d. PSAK No. 58: Aset Tidak Lancar yang Dimiliki Untuk Dijual dan
Operasi yang Dihentikan (Penyesuaian 2016)
e. PSAK No. 60: Instrumen Keuangan: Pengungkapan
(Penyesuaian 2016)
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
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Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
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Tanggung Jawab
Sosial Perusahaan
f. PSAK Syariah No. 101: Penyajian Laporan Keuangan Syariah
(Revisi 2016)
g. PSAK Syariah No. 102: Akuntansi Murabahah (Revisi 2016)
h. PSAK Syariah No. 104: Akuntansi Istishna (Revisi 2016)
i. PSAK Syariah No. 107: Akuntansi Ijarah (Revisi 2016)
j. PSAK Syariah No. 108: Akuntansi Transaksi Akuntansi Syariah
(Revisi 2016)
Pada tanggal 15 September 2014, Bank Mandiri
mengadakan Perjanjian dengan vendor untuk menambah
fitur eMAS sesuai perjanjian Application Management
2014 dengan system blanket order dengan nilai kontrak
maksimum sebesar USD3.550.000 (nilai penuh, setelah
PPN). Perjanjian blanket order didasarkan pada estimasi
mandays aktual yang akan dilakukan oleh vendor atas
pekerjaaan penambahan fitur eMAS tersebut. Pada tanggal
31 Desember 2016, nilai kontrak dengan pendekatan
realisasi pembayaran adalah sebesar USD3.376.405 (nilai
penuh) dan Bank Mandiri telah melakukan pembukuan
atas nilai realisasi pembayaran sebagai aset tetap
sebesar USD3.193.580 (nilai penuh) sehingga estimasi
penyelesaian proyek posisi 31 Desember 2016 adalah
94,59%.
Bank Mandiri sedang mengevaluasi dampak dari Pernyataan
Standar Akuntansi Keuangan tersebut dan
belum menentukan dampaknya terhadap laporan keuangan
konsolidasian.
Informasi Transaksi Material
yang Mengandung Benturan
Kepentingan dan/atau Transaksi
Afiliasi
Pada tanggal 7 Januari 2016, Bank Mandiri mengadakan
Perjanjian dengan vendor untuk menambah fitur eMAS
sesuai perjanjian Application Management 2015 dengan
system blanket order dengan nilai kontrak maksimum
sebanyak 6000 mandays. Pada tanggal 31 Desember 2016
pendekatan realisasi pembayaran adalah USD1.355.896
(nilai penuh) dan Bank Mandiri telah melakukan
pembukuan atas nilai realisasi pembayaran sebagai aset
tetap sebesar USD406.344 (nilai penuh) sehingga estimasi
penyelesaian proyek posisi 31 Desember 2016 adalah
29,97%.
Selama tahun 2016 Bank Mandiri tidak melakukan transaksi
material yang mengandung benturan kepentingan dan/atau
transaksi afiliasi sebagaimana diatur dalam perundangan yang
berlaku.
Perjanjian, Komitmen dan
Kontijensi Penting
Pada tanggal 3 September 2013, Bank Mandiri
mengadakan perjanjian dengan vendor untuk menambah
fitur eMAS sesuai perjanjian Application Management
2013 dengan system blanket order dengan nilai kontrak
maksimum sebesar USD2.583.700 (nilai penuh, setelah
PPN). Perjanjian blanket order didasarkan pada estimasi
mandays aktual yang akan dilakukan oleh vendor atas
pekerjaan penambahan fitur eMAS tersebut. Pada tanggal
10
Laporan Keuangan
Konsolidasian
31 Desember 2016, nilai kontrak dengan pendekatan
realisasi pembayaran adalah sebesar USD2.443.000 (nilai
penuh) dan Bank Mandiri telah melakukan pembukuan
atas nilai realisasi pembayaran sebagai aset tetap
sebesar USD2.333.800 (nilai penuh) sehingga estimasi
penyelesaian proyek posisi 31 Desember 2016 adalah
95,53%.
Berlaku efektif 1 Januari 2018:
a. Amandemen PSAK No. 2: Laporan Arus Kas tentang Prakarsa
Pengungkapan
b. Amandemen PSAK No. 46: Pajak Penghasilan tentang
Pengakuan Aset Pajak Tangguhan untuk Rugi yang Belum
Direalisasi
a. Perjanjian integrated banking system dengan vendor
Pada tanggal 22 November 2012, Bank Mandiri
mengadakan perjanjian dengan vendor untuk menambah
fitur eMAS sesuai perjanjian Application Management
Services 2011 sebesar USD866.125 (nilai penuh, setelah
PPN) dan Application Management Services 2012 sebesar
USD1.190.000 (nilai penuh, setelah PPN) dengan sistem
blanket order sehingga total nilai kontrak maksimum
sebesar USD2.056.125 (nilai penuh, setelah PPN).
Pada tanggal 31 Desember 2016, nilai kontrak dengan
pendekatan realisasi pembayaran untuk Application
Management Services 2012 adalah sebesar USD1.083.250
(nilai penuh, setelah PPN) dan Bank telah melakukan
pembukuan atas nilai realisasi pembayaran sebagai aset
tetap sebesar USD977.900 (nilai penuh, setelah PPN)
sehingga estimasi penyelesaian proyek posisi 31 Desember
2016 adalah 90,27%.
09
Referensi Silang
Kriteria ARA 2015
211
b. Perkara hukum
Bank Mandiri saat ini masih menghadapi permasalahan
hukum diantaranya dengan debitur dan/atau pemilik dana
sebagai akibat adanya perselisihan perjanjian yang telah
diputus oleh Pengadilan dimana Bank Mandiri dihukum
untuk membayar ganti rugi sebesar Rp89.255. Saat ini
Bank Mandiri masih dalam proses/upaya hukum keberatan
terhadap putusan.
Jumlah klaim terhadap Bank Mandiri atas tuntutan hukum
yang belum selesai pada tanggal 31 Desember 2016 dan
2015 masing-masing sebesar Rp816.014 dan Rp2.420.417.
Pada tanggal 31 Desember 2016 dan 2015, Bank Mandiri
telah membentuk cadangan masing-masing sebesar
Rp256.164 dan Rp537.693 dan berpendapat bahwa
cadangan yang dibentuk telah memadai.
c.
Trade Financing dengan Asian Development Bank
Pada tanggal 25 November 2009, Bank Mandiri telah
menandatangani perjanjian kerjasama dengan Asian
Development Bank (ADB) melalui Trade Finance
Facilitation Program (TFFP), yaitu Confirmation Bank
Agreement (CBA), Issuing Bank Agreement (IBA) dan
Revolving Credit Agreement (RCA).
212
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
Berdasarkan CBA dan IBA, Bank Mandiri dapat bertindak
sebagai confirming bank maupun sebagai issuing bank,
bagi transaksi ekspor impor nasabah dengan basis letter of
credit (L/C). Sebagai confirming bank, Bank Mandiri dapat
diberikan jaminan oleh ADB atas L/C yang diterbitkan oleh
issuing bank dan sebagai issuing Bank. maka Bank Mandiri
dapat diberikan confirmation guarantee oleh ADB atas L/C
yang diterbitkan.
Skema TFFP tersebut merupakan program ADB untuk
memfasilitasi transaksi perdagangan berbasis L/C
dinegara-negara berkembang Asia untuk mendorong
tingkat pertumbuhan volume perdagangan. Dengan
menjadi partisipan dalam TFFP ini, Bank Mandiri akan
memiliki kemudahan akses untuk meningkatkan Trade
Finance Credit Lines serta meningkatkan trade volume
dan membuka peluang bisnis baru khususnya ke negaranegara yang selama ini volume perdagangan dengan
Indonesia masih cukup rendah.
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
dimiliki guna memperoleh profit dalam jangka pendek.
Sementara itu, Banking book terkait dengan semua posisi
yang ditujukan untuk kepentingan pemenuhan likuiditas,
pengelolaan aset dan liabilitas Bank Mandiri secara optimal,
maupun pemenuhan aspek permodalan.
Kegiatan treasury dapat memberikan kontribusi terhadap
interest income dan fee based income, tetapi aktivitas ini
mengandung potensi risiko yang tinggi dan dapat terjadi
setiap saat akibat perubahan faktor risiko pasar. Oleh karena
itu, seluruh jajaran unit kerja terkait harus memahami prinsip
kehati-hatian yang diterapkan dalam aktivitas treasury sebagai
upaya mitigasi risiko yang tercermin dalam pelaksanaan
ketentuan yang benar, konsisten, konsekuen dan dapat
dipertanggungjawabkan. Prinsip kehati-hatian inilah yang
menjadi landasan filosofi dan kerangka kerja bagi semua
keputusan di bidang treasury.
Transaksi Pihak Berelasi
Selanjutnya berdasarkan RCA, Bank Mandiri menerima
fasilitas kredit revolving sampai dengan jumlah maksimal
USD25.000.000 (nilai penuh). Fasilitas kredit revolving ini
dikenakan bunga sebesar jumlah total margin dan LIBOR
selama periode bunga.
d.
Obligasi Berkelanjutan I Bank Mandiri
Bank Mandiri sedang dalam proses menerbitkan Obligasi
Berkelanjutan I Bank Mandiri melalui Penawaran Umum
Berkelanjutan dengan target dana yang akan dihimpun
sebesar Rp14.000.000. Pada tanggal 30 September 2016,
telah diterbitkan Obligasi Berkelanjutan I Bank Mandiri
Tahap I Tahun 2016 (“Obligasi Berkelanjutan I Tahap I”)
dengan nominal sebesar Rp5.000.000 yang terdiri dari atas
3 (tiga) seri dengan tenor 5, 7 dan 10 tahun.
Dana yang diperoleh dari hasil penawaran umum Obligasi
Berkelanjutan I Tahap I setelah dikurangi biaya-biaya
emisi akan dipergunakan untuk memperkuat struktur
pendanaan jangka panjang, mendukung ekspansi kredit
dalam rangka pengembangan usaha dan pelunasan
Obligasi Subordinasi yang jatuh tempo pada bulan
Desember 2016.
Derivatif dan Kebijakan Lindung Nilai
Bank Mandiri telah menerapkan prinsip hedging atau lindung
nilai sebagai langkah kebijakan lindung nilai untuk mengurangi
risiko pasar melalui pelaksanaan transaksi yang meng-offset
risiko pasar.
Kebijakan lindung nilai (hedging) tercantum dalam Kebijakan
Treasury Bank Mandiri (KTBM)yang dijadikan pedoman yang
berisi prinsip-prinsip umum (high level), strategis dan jangka
panjang serta mengatur ketentuan aktivitas treasury terkait dua
portofolio yaitu trading book dan banking book.
Trading book terkait dengan seluruh posisi perdagangan
Bank Mandiri (proprietary trading position) pada instrumen
keuangan dalam neraca dan rekening administratif yang
Bank Mandiri dan Entitas Anak melakukan transaksi dengan
pihak-pihak berelasi seperti yang didefinisikan dalam PSAK
No. 7 “Pengungkapan Pihak-pihak Berelasi” dan Peraturan
Otoritas Jasa Keuangan (OJK) (dahulu Bapepam dan LK) No.
KEP-347/BL/2012 tanggal 25 Juni 2012 tentang “Penyajian dan
Pengungkapan Laporan Keuangan Emiten atau Perusahaan
Publik”.
Pihak berelasi adalah orang atau entitas yang terkait dengan
entitas yang menyiapkan laporan keuangannya (entitas
pelapor). Yang termasuk pihak berelasi adalah sebagai berikut:
1. Orang yang a) memiliki pengendalian atau pengendalian
bersama atas entitas pelapor; b) memiliki pengaruh
signifikan atas entitas pelapor; atau c) merupakan personil
manajemen kunci entitas pelapor atau entitas induk
entitas pelapor.
2. Suatu entitas berelasi dengan entitas pelapor jika
memenuhi salah satu hal sebagai berikut:
a. Entitas dan entitas pelapor adalah anggota dari
kelompok usaha yang sama;
b. Suatu entitas adalah entitas asosiasi atau ventura
bersama dari entitas;
c. Kedua entitas tersebut adalah ventura bersama dari
pihak ketiga yang sama;
d. Suatu entitas adalah ventura bersama dari entitas ketiga
dan entitas yang lain adalah entitas asosiasi dari entitas
ketiga;
e. Entitas tersebut adalah suatu program imbalan pasca
kerja untuk imbalan kerja dari salah satu entitas pelapor
atau entitas yang terkait dengan entitas pelapor;
f. Entitas yang dikendalikan atau dikendalikan bersama
oleh orang yang diidentifikasi sebagaimana dimaksud
dalam angka 1); atau
g. Orang yang diidentifikasi sebagaimana dimaksud dalam
angka 1) huruf a) memiliki pengaruh signifikan atas
entitas atau merupakan personil manajemen kunci
entitas;
h. Entitas yang dikendalikan, dikendalikan bersama atau
dipengaruhi secara signifikan oleh Pemerintah yaitu
Menteri Keuangan atau Pemerintah Daerah yang
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
9.
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
213
10
Laporan Keuangan
Konsolidasian
merupakan pemegang saham dari entitas.
Pihak yang bukan merupakan pihak berelasi adalah sebagai berikut:
a. Dua entitas hanya karena mereka memiliki direktur atau personil manajemen kunci yang sama atau karena personil
manajemen kunci dari satu entitas mempunyai pengaruh signifikan atas entitas lain;
b. Dua venturer hanya karena mereka mengendalikan bersama atas ventura bersama;
c. Penyandang dana, serikat dagang, entitas pelayanan publik dan departemen dan instansi pemerintah yang tidak
mengendalikan, mengendalikan bersama atau memiliki pengaruh signifikan atas entitas pelapor, semata-mata dalam
pelaksanaan urusan normal dengan entitas;
d. Pelanggan, pemasok, pemegang hak waralaba, distributor atau agen umum dengan siapa entitas mengadakan transaksi
usaha dengan volume signifikan, semata-mata karena ketergantungan ekonomis yang diakibatkan oleh keadaan.
Tabel Hubungan pihak berelasi oleh karena kepemilikan dan / atau kepengurusan
No
Nama Pihak Berelasi
Sifat Hubungan
1.
PT Kustodian Sentral Efek Indonesia
Perusahaan Asosiasi
2.
PT Sarana Bersama Pengembangan Indonesia
Perusahaan Asosiasi
3.
Dana Pensiun Bank Mandiri
Bank Mandiri sebagai pendiri
4.
Dana Pensiun Bank Mandiri 1
Bank Mandiri sebagai pendiri
5.
Dana Pensiun Bank Mandiri 2
Bank Mandiri sebagai pendiri
6.
Dana Pensiun Bank Mandiri 3
Bank Mandiri sebagai pendiri
7.
Dana Pensiun Bank Mandiri 4
Bank Mandiri sebagai pendiri
8.
PT Bumi Daya Plaza
Dikendalikan oleh Dana Pensiun Bank Mandiri (sejak tanggal
19 Desember 2013)
9.
PT Pengelola Investama Mandiri
Dikendalikan oleh Dana Pensiun Bank Mandiri (sejak tanggal
19 Desember 2013)
10.
PT Usaha Gedung Mandiri
Dikendalikan oleh Dana Pensiun Bank Mandiri (sejak tanggal
19 Desember 2013)
11.
PT Estika Daya Mandiri
Dikendalikan oleh Dana Pensiun Bank Mandiri 1
12.
PT Asuransi Staco Mandiri (dahulu PT Asuransi
Staco Jasapratama)
Dikendalikan oleh Dana Pensiun Bank Mandiri 2
13.
PT Mulia Sasmita Bhakti
Dikendalikan oleh Dana Pensiun Bank Mandiri 3
14.
PT Krida Upaya Tunggal
Dikendalikan oleh Dana Pensiun Bank Mandiri 4
15.
PT Wahana Optima Permai
Dikendalikan oleh Dana Pensiun Bank Mandiri 4
16.
Dana Pensiun Lembaga Keuangan Bank Mandiri
Dipengaruhi secara signifikan oleh Bank Mandiri
17.
Koperasi Kesehatan Pegawai dan Pensiunan Bank
Mandiri (Mandiri Healthcare)
Dipengaruhi secara signifikan oleh Bank Mandiri
3. Hubungan Pihak Berelasi dengan Entitas Pemerintah
Transaksi dengan pihak-pihak berelasi entitas pemerintah antara lain berupa giro pada bank lain, penempatan pada bank
lain, efek-efek, obligasi pemerintah, tagihan lainnya transaksi perdagangan, tagihan derivatif, kredit yang diberikan, piutang
pembiayaan konsumen, tagihan akseptasi, liabilitas derivatif, simpanan nasabah, simpanan dari bank lain, interbank
call money, liabilitas akseptasi, liabilitas atas efekefek yang dijual dengan janji dibeli kembali, efekefek yang diterbitkan,
pinjaman yang diterima
No
1
2
3
4
5
6
7
Nama Pihak Berelasi
Adhi Multipower Pte. Ltd.
PT Abacus Distri System Indonesia
PT Abuki Jaya Stainless (AJSI)
PT Adhiguna Putera
PT Aerofood Indonesia
PT Aero Globe Indonesia
PT Aero Systems Indonesia
Sifat Hubungan
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
214
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
No
Nama Pihak Berelasi
Sifat Hubungan
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
PT Aerowisata
PT Agro Sinergi Nusantara (ASN)
PT Angkasa Citra Sarana Catering
PT Angkasa Pura Hotel
PT Angkasa Pura Logistik
PT Angkasa Pura Retail
PT Angkasa Pura Solusi
PT Antam Resourcindo
PT Adhi Persada Beton
PT Adhi Persada Gedung
PT Adhi Persada Properti
PT Artha Daya Coalindo
PT Arthaloka Indonesia
PT Asrinda Arthasangga
PT Asuransi Berdikari
PT Asuransi Jasa Raharja Putera
PT Asuransi Jiwa Taspen
PT Bahana Artha Ventura
PT Bank BRI Syariah
PT Bank Negara Indonesia Syariah
PT Berdikari United Livestock
PT Berlian Jasa Terminal Ind
PT BNI Life Insurance
PT BNI Multi Finance
PT Bromo Steel Indonesia
PT Daya Laut Utama
PT Dharma Lautan Nusantara
PT Dok & Perkapalan Waiame
PT Electronic Data Interchange Indonesia
PT Eltran Indonesia
PT Energi Pelabuhan Indonesia
PT Gagas Energi Indonesia
PT Galangan Pelni Surya
PT Gapura Angkasa
PT Geo Dipa Energi
PT Haleyora Power
PT HK Realtindo
PT Indofarma Global Medika
PT Indonesia Chemical Alumina
PT Indonesia Comnets Plus
PT Indonesia Kendaraan Terminal
PT Indonesia Power
PT Infomedia Nusantara
PT INKA Multi Solusi
PT Ismawa Trimitra
PT Itci Hutani Manunggal
PT Itci Kayan Hutani
PT IPC Terminal Petikemas
PT Jasa Armada Indonesia
PT Jasa Marga Bali Tol
PT Jasa Marga Kualanamu Tol
PT Jasa Marga Pandaan Tol
PT Citilink Indonesia
PT Jasa Peralatan Pelabuhan Indonesia
PT Jakarta International Container Terminal
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
No
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
215
10
Laporan Keuangan
Konsolidasian
Nama Pihak Berelasi
Sifat Hubungan
PT Kalimantan Agro Nusantara
PT KAI Commuter Jabodetabek
PT Kaltim Industrial Estate
PT Kawasan Industri Kujang Cikampek
PT Kereta Api Logistik
PT Kereta Api Pariwisata
PT Kertas Padalarang
PT Kimia Farma Apotek
PT Kimia Farma Trading & Distributor
PT Kodja Terramarin
PT Krakatau Bandar Samudra
PT Krakatau Daya Listrik
PT Krakatau Engineering
PT Krakatau Information Technology
PT Krakatau Prima Dharma Sentana
PT Krakatau Wajatama
PT Lebercon Perkasa
PT Mega Eltra
PT Mitra Kerinci
PT Multi Nitrotama Kimia
PT Multi Terminal Indonesia
PT Nusantara Regas
PT Pal Marine Service
PT Pann Pembiayaan Maritim
PT Patra Jasa
PT Patra Logistis
PT Phapros
PT Pelindo Marine Service
PT Pelabuhan Tanjung Priok
PT Pelita Air Service
PT Pelita Indonesia Djaya Corp
PT Pembangkit Jawa Bali (PJB)
PT Perhutani Alam Wisata
PT Perhutani Anugerah Kimia
PT Permodalan Nasional Madani Investment Management
PT Permodalan Nasional Madani Venture Capital
PT Peroksida Indonesia Pratama
PT Pertamina Bina Medika
PT Pertamina Dana Ventura
PT Pertamina Drilling Services Indonesia
PT Pertamina EP
PT Pertamina Gas
PT Pertamina Geothermal Energy
PT Pertamina Hulu Energi
PT Pertamina Lubricants
PT Pertamina Patra Niaga
PT Pertamina Retail
PT Pertamina Training & Consulting
PT Pertamina Trans Kontinental
PT Petro Jordan Abadi
PT Petrokimia Gresik
PT Petrokimia Kayaku
PT Petrosida
PT PGAS Solution
PT PLN Batam
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
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Entitas Anak dari BUMN
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Entitas Anak dari BUMN
216
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
No
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
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164
165
166
167
168
169
170
171
172
173
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Nama Pihak Berelasi
Sifat Hubungan
PT PLN Tarakan
PT Pos Logistik Indonesia
PT PP Peralatan
PT PP Dirganeka
PT PP Pracetak
PT Prima Layanan Nasional Enjiniring
PT Prima Terminal Petikemas
PT Pupuk Indonesia Logistik
PT Pupuk Iskandar Muda
PT Pupuk Kalimantan Timur
PT Pupuk Kujang
PT Pupuk Sriwidjaja Palembang
PT Railindo Global Karya
PT Railink
PT Rajawali Nusindo
PT Reasuransi Internasional Indonesia
PT Reasuransi Nasional Indonesia
PT Rekaindo Global Jasa
PT Rekadaya Elektrika
PT Rekayasa Industri/PT REKIND
PT Rumah Sakit Pelni
PT Saka Energi Indonesia
PT Sarana Bandar Nasional
PT Sari Valuta Asing
PT Sariarthamas Hotel International
PT Semen Padang
PT Semen Tonasa
PT Sinergi Perkebunan Nusantara
PT Stannia Bineka Jasa
PT Sucofindo Advisory Utama
PT Sucofindo Episi
PT Surveyor Carbon Consulting Indonesia
PT Surya Hutani Jaya
PT Tambang Timah
PT Tanjung Redeb Hutani
PT Telkom Akses
PT Telekomunikasi Indonesia International
PT Telekomunikasi Selular
PT Terminal Peti Kemas Surabaya
PT Terminal Petikemas Indonesia
PT Terminal Petikemas Kodja
PT Trans Marga Jateng
PT Waskita Toll Road
PT Wijaya Karya Bangunan Gedung
PT Wijaya Karya Beton
PT Wijaya Karya Intrade Energy
PT Wijaya Karya Industri Konstruksi
PT Wijaya Karya Realty
BPJS Kesehatan
BPJS Ketenagakerjaan
Perum BULOG
Perum DAMRI
PT Indonesia Asahan Aluminium (INALUM)
Perum LKBN Antara
Perum Jaminan Kredit Indonesia (JAMKRINDO)
Perum Jasa Tirta I (Persero)
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Entitas Anak dari BUMN
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
No
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200
201
202
203
204
205
206
207
208
209
210
211
212
213
214
215
216
217
218
219
220
221
222
223
224
225
226
227
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
217
10
Laporan Keuangan
Konsolidasian
Nama Pihak Berelasi
Sifat Hubungan
Perum Jasa Tirta II (Persero)
Perum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia
(PERUM LPPNPI)
Perum Pegadaian
Perum Percetakan Negara Republik Indonesia
Perum Perhutani
Perum Percetakan Uang Republik Indonesia/PERUM PERURI
Perum Perikanan Indonesia (PERUM PERINDO)
Perum Perumnas
Perum PPD
Perum Produksi Film Negara
PT Adhi Karya (Persero) Tbk.
PT Amarta Karya (Persero)
PT Aneka Tambang (Persero) Tbk.
PT Angkasa Pura I (Persero)
PT Angkasa Pura II (Persero)
PT ASABRI (Persero)
PT ASDP Indonesia Ferry (Persero)
PT Asei Reasuransi Indonesia (Persero)
PT Asuransi Ekspor Indonesia
PT Asuransi Jasa Indonesia (Persero)
PT Asuransi Jasa Raharja
PT Asuransi Jiwasraya (Persero)
PT Asuransi Kredit Indonesia/PT Askrindo (Persero)
PT Bahana Pembinaan Usaha Indonesia (Persero)
PT Balai Pustaka (Persero)
PT Bali Tourism Development Corporation
PT Bank Negara Indonesia (Persero) Tbk.
PT Bank Rakyat Indonesia (Persero) Tbk.
PT Bank Tabungan Negara (Persero) Tbk.
PT Barata Indonesia (Persero)
PT Berdikari (Persero)
PT Bhanda Ghara Reksa (Persero)
PT Bina Karya (Persero)
PT Bio Farma (Persero)
PT Biro Klasifikasi Indonesia (Persero)
PT Boma Bisma Indra (Persero)
PT Brantas Abipraya (Persero)
PT Cambrics Primissima (Persero)
PT Dahana (Persero)
PT Danareksa (Persero)
PT Dirgantara Indonesia (Persero)
PT Djakarta Llyod (Persero)
PT Dok & Perkapalan Kodja Bahari (Persero)
PT Dok & Perkapalan Surabaya
PT Elnusa Tbk.
PT Energi Manajemen Indonesia
PT Garam (Persero)
PT Garuda Indonesia (Persero) Tbk.
PT Hotel Indonesia Natour
PT Hutama Karya (Persero)
PT Iglas (Persero)
PT Indah Karya
PT Indofarma (Persero) Tbk.
PT Indra Karya (Persero)
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
218
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
No
228
229
230
231
232
233
234
235
236
237
238
239
240
241
242
243
244
245
246
247
248
249
250
251
252
253
254
255
256
257
258
259
260
261
262
263
264
265
266
267
268
269
270
271
272
273
274
275
276
277
278
279
280
281
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Nama Pihak Berelasi
Sifat Hubungan
PT Industri Kapal Indonesia (Persero)
PT Industri Kereta Api (INKA)
PT Industri Nuklir Indonesia (Persero)
PT Industri Sandang Nusantara
PT Industri Soda Indonesia (Persero)
PT Industri Telekomunikasi Indonesia (ITI)
PT Inhutani I
PT Inhutani II
PT Inhutani III
PT Inhutani IV
PT Inhutani V
PT INTI (Persero)
PT Istaka Karya
PT Jasa Marga (Persero) Tbk.
PT Jiep
PT Kawasan Berikat Nusantara (Persero)
PT Kawasan Industri Makasar (Persero)
PT Kawasan Industri Medan (Persero)
PT Kawasan Industri Wijayakusuma (Persero)
PT Kereta Api Indonesia (Persero)
PT Kertas Kraft Aceh (Persero)
PT Kertas Leces (Persero)
PT Kimia Farma (Persero) Tbk.
PT Kliring Berjangka Indonesia (Persero)
PT Krakatau Steel (Persero) Tbk.
PT Len Industri (Persero)
PT Merpati Nusantara Airlines
PT Nindya Karya (Persero)
PT PAL Indonesia (Persero)
PT Pann Multi Finance (Persero)
PT Pelabuhan Indonesia I (Persero)
PT Pelabuhan Indonesia II (Persero)
PT Pelabuhan Indonesia III (Persero)
PT Pelabuhan Indonesia IV (Persero)
PT Pelayaran Bahtera Adiguna
PT Pelayaran Nasional Indonesia (Persero)/ PT PELNI
PT Pembangunan Perumahan (Persero) Tbk.
PT Pengembangan Pariwisata Indonesia (Persero)
PT Perhutani
PT Perikanan Nusantara
PT Perkebunan Nusantara I (Persero)
PT Perkebunan Nusantara II (Persero)
PT Perkebunan Nusantara III (Persero)
PT Perkebunan Nusantara IV (Persero)
PT Perkebunan Nusantara V (Persero)
PT Perkebunan Nusantara VI (Persero)
PT Perkebunan Nusantara VII (Persero)
PT Perkebunan Nusantara VIII (Persero)
PT Perkebunan Nusantara IX (Persero)
PT Perkebunan Nusantara X (Persero)
PT Perkebunan Nusantara XI (Persero)
PT Perkebunan Nusantara XII (Persero)
PT Perkebunan Nusantara XIII (Persero)
PT Perkebunan Nusantara XIV (Persero)
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
No
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
219
10
Laporan Keuangan
Konsolidasian
Nama Pihak Berelasi
Sifat Hubungan
282
283
284
285
286
287
288
289
290
291
292
293
294
295
296
297
298
299
300
301
302
303
304
305
306
307
308
309
310
311
312
313
314
315
316
317
PT Permodalan Nasional Madani (Persero)
PT Pertamina (Persero)
PT Pertani (Persero)
PT Perusahaan Gas Negara (Persero) Tbk
PT Perusahaan Listrik Negara (Persero)
PT Perusahaan Perdagangan Indonesia (Persero)
PT Pindad (Persero)
PT Pos Indonesia (Persero)
PT Perusahaan Pengelolaan Aset
PT Prasarana Perikanan Samudera
PT Pupuk Indonesia Holding Company
PT Rajawali Nusantara Indonesia
PT Reasuransi Umum Indonesia
PT Rukindo
PT Sang Hyang Seri
PT Sarana Karya
PT Sarana Multi Infrastruktur (Persero)
PT Sarana Multigriya Finansial (Persero)
PT Sarinah (Persero)
PT Semen Baturaja (Persero)
PT Semen Indonesia (Persero) Tbk.
PT Semen Kupang
PT Sier
PT Sucofindo (Persero)
PT Survey Udara Penas
PT Surveyor Indonesia
PT Taman Wisata Candi Borobudur, Prambanan & Ratu Boko
PT Tambang Batubara Bukit Asam (Persero) Tbk.
PT Taspen
PT Telekomunikasi Indonesia Tbk/PT Telkom Tbk.
PT Timah (Persero) Tbk.
PT Varuna Tirta Prakasya (Persero)
PT Virama Karya
PT Waskita Karya (Persero)
PT Wijaya Karya (Persero) Tbk.
PT Yodya Karya (Persero)
318
319
320
Lembaga Pembiayaan Ekspor Indonesia
PT Penjaminan Infrastruktur Indonesia (Persero)
Pusat Investasi Pemerintah
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Badan Usaha Milik Negara
Lembaga Keuangan Milik
Negara
Lembaga Keuangan
Lembaga Keuangan
4. Hubungan Manajemen atau Karyawan Kunci Bank Mandiri
Gaji dan tunjangan, bonus dan tantiem, imbalan jangka panjang untuk Dewan Komisaris, Direksi, Komite Audit dan
Komite Pemantau Risiko, Dewan Pengawas Syariah serta Senior Executive Vice President dan Senior Vice President untuk
tahun yang berakhir pada tanggal 31 Desember 2016 dan 2015 masing-masing sebesar Rp986.140 dan Rp857.365 atau
3,15% dan 2,98% dari jumlah beban operasional lainnya konsolidasian.
Saham yang dimiliki oleh Direksi yang berasal dari program MSOP untuk tahun yang berakhir pada tanggal 31 Desember
2016 dan 2015 masing-masing sebesar 2.855.329 lembar saham dan 10.207.529 lembar saham atau 0,01% dan 0,04% dari
jumlah lembar saham modal dasar.
220
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Nilai Transaksi Pihak Berelasi
Tabel Nilai Transaksi Pihak Berelasi Tahun 2015 – 2016 (Dalam Jutaan Rupiah)
2016
U r a i a n
Aset
2015
Giro pada bank lain
25,861
Penempatan pada Bank Indonesia dan bank lain
24,515
1,725,571
1,991,278
Efek-efek
18,571,548
16,516,404
Obligasi pemerintah
98,933,278
103,869,361
Tagihan lainnya - transaksi perdagangan
5.934.300
7,051,775
Tagihan derivatif
3.660
32,152
Kredit yang diberikan
100,201,483
75,405,807
Piutang pembiayaan konsumen
10,532
5,886
Tagihan akseptasi
415,848
409,880
Penyertaan saham
50,331
50,331
Jumlah aset kepada pihak-pihak berelasi
Jumlah aset konsolidasian
Persentase jumlah aset kepada pihak-pihak berelasi terhadap jumlah aset konsolidasian
225,872,412
205,357,389
1.038.706.009
910,063,409
21.75% 22.56%
Liabilitas
Simpanan nasabah
- Giro/giro wadiah
48.729.926
38,252,185
- Tabungan/tabungan wadiah
1.973.087
1,342,075
- Deposito berjangka
46,271,999
37,257,210
Simpanan dari bank lain
- Giro dan tabungan
45,912
Deposito Berjangka
286,210
-
Inter-bank call money
40,000
600.000
Liabilitas derivatif
10,058
3,095
Liabilitas atas efek-efek yang dijual dengan janji dibeli kembali
230,024
467,123
Liabilitas akseptasi
2,481,708
606,737
Efek-efek yang diterbitkan
3,662,000
587.750
Pinjaman yang diterima
25,178
Pinjaman subordinasi
1,687,800
Jumlah liabilitas kepada pihak-pihak berelasi
70,176
103.730.924
80,899,329
824.559.898
736,198,705
Persentase jumlah liabilitas kepada pihak - pihak berelasi terhadap jumlah liabilitas konsolidasian
12,58%
10.99%
Dana syirkah temporer
914.391
666,356
1,50%
1.23%
Jumlah liabilitas konsolidasian
Persentase terhadap jumlah dana syirkah temporer
Laporan laba rugi dan penghasilan komprehensif lain
Pendapatan bunga dari obligasi pemerintah dan SPN
Persentase terhadap pendapatan bunga dan pendapatan syariah
Beban bunga pinjaman yang diterima
Persentase terhadap beban bunga dan beban syariah
Komitmen dan kontijensi
Fasilitas kredit yang diberikan yang belum digunakan
Letter of Credit yang tidak dapat dibatalkan yang masih berjalan
Garansi yang diberikan dalam bentuk Bank Garansi
Garansi yang diberikan dalam bentuk Standby letters of credit
5,490,404
7.16%
5,364,814
7.49%
971
3,759
0,01%
0.01%
38,790,412
20,811,629
3,519,396
5,107,643
23,212,078
23,280,899
6,739,568
6,560,416
221
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
2016
U r a i a n
Jumlah komitmen dan kontinjensi untuk pihak berelasi
Jumlah komitmen dan kontinjensi konsolidasian
Persentase jumlah komitmen dan kontinjensi kepada pihak-pihak berelasi terhadap jumlah aset
konsolidasian
2015
72,261,454
55,760,587
196,288,542
174,421,838
36,81%
31.97%
Perbandingan antara Target dan Realisasi Tahun 2016 serta
Proyeksi Tahun 2017
Keterangan
Pertumbuhan Kredit
2016
2017
Target
Realisasi
Target
8,5%
10,6%
13,0%
Gross NPL
3,98%
3,96%
3,65%
Pertumbuhan Dana
11,9%
12,2%
9,9%
Dana Murah (CASA)
65,3%
66,0%
66,3%
CER
<44%
39,6%
<44%
Prospek Usaha
Perekonomian global di tahun 2017 diprediksi akan lebih
baik dibandingkan tahun 2016 meski masih diliputi oleh
ketidakpastian. Pertumbuhan ekonomi dunia tahun 2017
diperkirakan menguat menjadi 3,4 persen, sedangkan
perekonomian di negara-negara berkembang diprediksi
akan bertumbuh hingga 4,6 persen. Volume perdagangan
dunia yang menjadi faktor pendorong utama penguatan
pertumbuhan juga diperkirakan mencapai3,9 persen di tahun
2017.
Menurut Bank Dunia, pertumbuhanperekonomian Indonesia
dinilai cukup baik dimana diproyeksikan akan mencapai level
5,3% sepanjang tahun 2017. Hal ini diperkirakan karena adanya
dukungan sektor konsumsi dan besarnya belanja pemerintah.
Selain Bank Dunia, IMF juga memperkirakan pertumbuhan
ekonomi Indonesia tahun 2017 berada di kisaran 5,1%.
Tingkat inflasi pada tahun 2017 diperkirakan rata-rata 4% (yoy)
dengan kurs mata uang Indonesia (Rp) terhadap mata uang
Amerika Serikat (USD) mencapai Rp13.300/USD.
Tabel Proyeksi Perekonomian Indonesia Tahun 2017
Indikator Makro
Nilai Proyeksi
Pertumbuhan Ekonomi (%)
5,3%
Inflasi (% yoy, average)
4%
Kurs (Rp/USD)
Rp13.300
SPN 3 Bulan (%)
5,3%
DPK ( % growth) yoy
9% - 11%
Total Kredit (% growth)
12%
Fed Rate (%)
1,4%
Sumber: Nota Keuangan RAPBN 2017, Bank Indonesia, CNBC
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Prospek Industri Perbankan
Pelemahan Sektor Perbankan diprediksi akan berlanjut di
tahun 2017. Menurut Bank Indonesia, pertumbuhan kredit
diprediksi sebesar 12% dan Dana Pihak Ketiga akan tumbuh di
kisaran 9% sampai dengan 11% dan NPL dan suku bunga kredit
diperkirakan menurun sampai dengan Kuartal II Tahun 2017.
Dengan perhitungan likuiditas yang baru menggunakan loan to
funding ratio (LFR) maka likuiditas perbankan sudah tidak akan
menjadi masalah.
Meski tumbuh melambat, secara umum stabilitas industri
perbankan Indonesia tetap kuat, ditopang oleh ketahanan
sistem perbankan dan relatif terjaganya kinerja pasar keuangan.
Ketahanan industri perbankan tetap kuat dengan risiko-risiko
kredit, likuiditas dan pasar yang cukup terjaga.
Rencana Jangka Panjang dan Strategis 2017
Rencana Jangka Panjang 2016-2020
Berkaca dari kekuatan dan pengalaman yang ada, Bank Mandiri
melakukan penyelarasan Corplan agar bisnis tumbuh sehat dan
sustain. Bank Mandiri melakukan penyelarasan Corplan 20162020 dengan fokus bisnis di area utama sesuai core competency
agar tumbuh sehat dan berkelanjutan dengan aspirasi
menjadi Indonesia’s best, ASEAN’s prominent untuk mencapai
kapitalisasi pasar sebesar Rp500 triliun, mencatat pertumbuhan
YoY 3% di atas pasar, dan menjadi pilihan utama para pencari
kerja di Indonesia.
Untuk dapat mencapainya, Bank Mandiri akan fokus pada 3 pilar
strategi utama:
• Pilar pertama yaitu – Deepen client relationship, memperkuat
core competency awal dengan:
- Memperkuat posisi bank mandiri sebagai nomor 1 di
Corporate Banking
1.Lending: tumbuh di pasar sekitar 2.5%;
2.Kontribusi fee-based income sebesar 25% dari total
income
3.75% wallet share berada di top anchor clients
• Tumbuh selaras dengan pasar di Commercial Banking:
- Lending: tumbuh selaras dengan market
- Kontribusi fee-based income sebesar 20% dari total income
- Membidik 3-4 sektor untuk diberikan solusi dan paket
produk yang sektor spesifik
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Pilar kedua yaitu – Accelerate the growth segment,
menumbuhkan core competency baru dengan:
Menjadi pilihan pertama di Consumer banking khususnya
middle-income class:
Payroll: mendominasi segmen salaried melalui akuisisi payroll
account
KPR: mencapai posisi kedua dalam hal pangsa pasar;
Personal Loans: triple business size;
Auto Loans: double business size;
CASA : 70% DPK berupa CASA
Tumbuh tiga kali lipat di mikro-KSM
Tumbuh selektif di segmen SME dan mikro-KUM dengan
manjaga NPL
Pilar ketiga yaitu – Integrate the group, mensinergikan Mandiri
Group dengan:
•
Memperkuat eksistensi di 3 negara ASEAN: 4%
kontribusi terhadap revenue grup
•
Meningkatkan produktivitas jaringan: revenue per
cabang naik 20%
•
Mendorong kinerja anak perusahaan melalui
peningkatan sinergi dalam Mandiri group: 20%
kontribusi terhadap revenue grup
Terakhir, melakukan penguatan fundamental di 3 building blok
utama:
•
Digitalisasi – yaitu menurunkan cost to income ratio
menjadi ~38% dengan mengalihkan 80% interaksi
customers ke digital/online
•
Aman, Cepat dan Produktif – yaitu Menurunkan cost
of credit di bawah 1,7% dengan fokus pada penguatan
EWS, collections dan restrukturisasi serta Meningkatkan
produktifitas jaringan melalui process re-engineering
dan pengembangan analytics engine One Mandiri,
yaitu membangun kapabilitas SDM untuk mendukung
pencapaian strategi dan Mendorong sinergi budaya
perusahaan (values, etos kerja, mindset) dalam Mandiri
group.
Rencana Strategis Tahun 2017
Untuk mencapai aspirasi Bank Mandiri Menjadi Lembaga
Keuangan Terbaik di ASEAN Tahun 2020 maka Bank Mandiri
telah merumuskan fokus utama tahun 2017 sebagai berikut:
1. Meningkatkan pangsa pasar Revenue melalui
pertumbuhan volume bisnis dan fee based income
diatas pasar;
2. Menjaga kondisi likuiditas Bank yang sehat melalui
monitoring Loan to Funding Ratio (LFR);
3. Pertumbuhan aktiva produktif yang berkualitas
dengan menjaga target NPL Gross, Cost of Credit,
Rasio CKPN/NPL dan Write off Loan;
4. Meningkatkan Net Interest Margin dan memperbaiki
Cost of Fund;
5. Memperkuat Retail dan Wholesale Transaction untuk
memperbaiki rasio dana murah, menumbuhkan
provisi dan komisi serta Fee Ratio;
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
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Tata Kelola
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Tanggung Jawab
Sosial Perusahaan
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Referensi Silang
Kriteria ARA 2015
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Laporan Keuangan
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Informasi Kelangsungan Usaha
Informasi SignifikanPotensi PenghambatKelangsungan Usaha
Sampai dengan akhir tahun 2016, tidak terdapat hal-hal yang berpengaruh signifikan terhadap kelangsungan usaha Bank Mandiri.
Asumsi Dasar Kelangsungan Usaha
Bank Mandiri melakukan Analisa SWOT yang terdiri dari analisis kekuatan (strengths)dan kelemahan (weaknesses) serta
identifikasifaktor-faktor eksternal dengan melihat peluang (opportunities) maupun ancaman (threats). Analisis ini dijadikan asumsi
dasar kelangsungan usaha.
Strenghts
• Kecukupan modal Bank Mandiri
• Tingkat Likuiditas yang tinggi
• Fee Based Income yang terus bertumbuh
• Penerapan GCG yang baik dan dilaksanakan secara konsisten
• Jaringan dan distribusi produk luas
• Diversifikasi karena adanya sinergi dengan Perusahaan
Anak
• Penetrasi produk yang baik
Weaknesses
• Beberapa pangsa pasar dari produk masih kecil
• Penurunan pertumbuhan sebagai akibat perlambatan ekonomi
• Kapitalisasi pasarsedikit menurun akibat nilai tukar Rupiah
terhadap USD
• Beberapa masalah mengenai integrasi segmen Produk
Opportunities
• Pemanfaatan media dan teknologi sebagai pengembangan
bisnis
• Pangsa pasar meningkat
• Penyaluran kredit sektor riil
Threats
• Perlambatan ekonomi nasional yang berakibat pada
penurunan bisnis
• Perbankan Asing dan Daerah
• Alternatif pembiayaanselain bank
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Manajemen atas Kinerja Perusahaan
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Tinjauan Fungsi
Pendukung Bisnis
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
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Referensi Silang
Kriteria ARA 2015
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Laporan Keuangan
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Tinjauan Fungsi
Pendukung Bisnis
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Digital Banking
The Digital Banking & Technology Sector has an active role in developing
qualified transaction banking services to increase the volume of customer
transaction. With the development of integrated transaction banking platform
and enhancement of e-Channel network, both in its quantity and quality, will
drive position of Bank Mandiri as the biggest bank in Indonesia by 2020.
Digital Banking & Technology Sector conducted three main
functions that are supported with the following five groups
namely wholesale transaction managed by Transaction banking
Wholesale Sale and Transaction Banking Wholesale Products;
retail transaction managed by Digital Banking & Financial
Inclusion, Transaction Banking Retail Sales and Transaction
Banking SME Sales. Those three functions encompassed as
follows:
1. Product marketing and transaction banking solutions to
its customers and becoming a subject matter expert for
Relationship Manager.
2. Development/design of integrated products that focuses
on product innovation, productivity, and profitability with
well maintained products risk exposure.
3. Development of electronic banking channel and cashless
management system in providing easy, comfort and
efficient accessibility of the bank’s products and services for
retail customers.
Joined synergy between these five groups in Digital Banking
and the Technology Sector have produced products and
solution needed by customers, with the result of enhancing
customer loyalty.
Currently, Bank Mandiri has developed Enterprise Data
Management as a customer database that helps Bank Mandiri
provide comprehensive customer data to improve its services
as needed by the customer. On the other hand, Enterprise Data
Management has a function as Bank Mandiri risk management
monitoring facility for its customers.
customers are able to utilize products and of Bank
Mandiri Financing Distributor services that consists of
customer distribution level starting from Level 1-2 (main
distributor/distributor) up to level 3-4 (sub distributor/
reseller).
2. Reliability improvement of Cash Management System in
order to provide better services to the customers’ needs.
Bank Mandiri also provides Deepen Relationship with its
customers by providing solutions for sectors that are the
focus in 2016, namely:
a. Healthcare / Medical Service
- BPJS Claim Financing Products and Services
provided solution to hospitals in facing to financing
gap between the settlement and payment of BPJS
with hospital operation needs. Web based products
and services through Supply Chain Management
(SCM) as transaction solution between Pharmacy
Distributors with Hospitals. PT Enseval Putra
Megatrading Tbk – Kalbe Farma Group became the
pilot project of the products and services.
-
Program and Performance in 2016
Digital Banking & Technology sector have put a lot of effort in
creating and utilizing business opportunities through series
of programs to support Bank Mandiri’s business growth. The
programs consist of:
1. Development and System and Products:
a. 2016 Structured Trade Finance Transaction.
b. Value Chain Financing Platform through improvement
of Supply Chain Management (SCM) system to enhance
the reliability of value chain financing solution.
c. eBizz solution in SCM platform, in providing end-to-end
services especially for retail transaction. In addition,
Financial Management and Administration
products and services to ease the process of
acceptance and reconciliation of daily financial data
that has been applied by Hasan Sadikin Hospital in
Bandung, Kariadi Hospital in Semarang, Wahidin
Sudirohusodo Hospital in Mojokerto, Sardjito
Hospital in Jogjakarta, and Fatmawati Hospital in
Jakarta. Transaction banking solution products and
services has been applied to Pharmacy Chain and
Laboratories like Group K24 and Prodia Group.
b.Ports
- Integrated Billing System (IBS) solution
development to meet the needs of transaction PT.
IPC Group. First implementation of the transaction
for PT. Pelindo II / PTP in November 2016 (Mandiri
Autocollection service in e-services portal Pelindo
II).
-
Integrated Billing System (IBS) solution development
to meet the needs of transaction PT. IPC Group. First
implementation of the transaction for PT. Pelindo
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
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image
II / PTP in November 2016 (Mandiri Autocollection
service in e-services portal Pelindo II).
-
Development of cashless transaction solutions
through Mandiri Bill Collection solution, Co Brand
Card, Mandiri Autodebit H2H, mini EDC ATM / Closed
payment and e-money that has been applied to the
PT. Pelindo I - BICT, PT. Pelindo II Branch (Palembang
and Panjang), PT. Pelindo II - NPCT1, PT. Pelindo II TPK Koja, PT. Pelindo II - JICT, PT. Pelindo II - PTP, PT.
Pelindo II (e-port card) and PT. Pelindo V).
c.Education
- Mandiri Education Portal products and services
which features the e-Budgeting and reconciliation
- .Mandiri Education Solution products and service
combined with the Mandiri Education Portal and
the School Academic Module, Student Mobile Apps
that are equipped with E-Cash and Dashboard. As a
pilot project for these products and services, among
others, President University in Jakarta, University
Warmadewa in Bali, Bina Sarana Informatika & Nusa
Mandiri in Depok, Pangudi Luhur Foundation in
Jakarta, Yasarini Foundation Halim in Jakarta, and
the Kesatrian 67 Foundation in Semarang.
3. Bank Guarantee products and services in cooperation with
several companies, including PT. Asuransi Export Indonesia
(ASEI), PT. Asuransi Kredit Indonesia (Askrindo) and PT.
Asuransi Jasa Indonesia (Jasindo).
4. Products and services for Small Business Enterprise Banking,
especially retail customers that are part of the value chain
of other Bank Mandiri’s customers such as Oil & Gas,
Telecommunication and Cement. The products and services
are (i) integrated solutions of Cashless Payment System for
Agencies & Bases of Pertamina LPG, (ii) products bundling for
telecommunication, (iii) supply chain financing and Mandiri
eBiz financing to the distributors of PT Semen Indonesia
Group and develop Mandiri Dagang Untung programs to
several food vendors, toys and spare parts merchants..
Through the implementation of the program, the performance
of Transaction Banking shows some of the results achieved as
follows:
1. Guarantee Bank Volume increased from IDR 72,195.3
million (2015) to IDR 86,712.5 milion (2016).
2. Principal of Value Chain Solutions increased to 16.7% from
a year earlier, while the number of suppliers increased by
20.1% and the number of distributors increased by 54%.
3. Supplier Financing transaction volume increased by 11.4%
from the previous year and the Distributor Financing
transaction volume increased by 164.6%.
4. Average Supplier Financing Deposit increased by 28.7% and
Distributor Financing increased by 35.8%.
5. Total value of mobile banking financial transactions in
the retail segment increased by 69% with the volume of
transactions increasing by 63% from 2015.
6. Total value of Personal Internet financial transactions
increased by 15% from 2015. While the number of Business
Internet financial transactions increased by 39% with the
volume of transactions increased by 31% from 2015.
7. The number of ATMs grew by 0.4% to the total transaction
amount increased by 12.6% compared to the previous year.
8. The number transaction value of EDC increased by 7.6% and
the volume of financial transactions increased by 14.48%
over the previous year.
9. Prepaid Card (e-money, gaz card, e-toll card) grew 32% with
the increase in the value of transactions by 53% and the
volume of transactions increased by 52% from the previous
year.
10. The number of strategic agents increased by 181% and the
increase in the number of new customers by 8% over the
previous year.
11. The addition of customers directly contributes to the
achievement of CASA average balance in the retail segment
amounted to Rp 92.3 trillion, which grew by 8.9% compared
to the previous year.
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Tinjauan Fungsi
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Appreciation
Strategic Objectives in 2017
As the result of consistent efforts of the Transaction Banking
sector in providing the best solutions to customers, the Bank
received several awards in 2016 as follows:
1. The Asset: Best Trade Finance Solution, Indonesia for Japfa
Comfeed
In relation to the aspiration of Bank Mandiri becoming the
biggest bank in Indonesia by 2020 and Transaction banking
vision to dominate Transaction Banking segment with
comprehensive solution and platform to support development
of low cost fund, transaction switching to better and cheaper
channel, and collection of Fee Based Income (FBI), Transaction
Banking strategy put in line with Bank Mandiri Corporate Plan
2015-2020, was to deepen client relationship, accelerate in
growth segment and integrate the group.
2. The Asian Banker: The Best Transaction Bank in Indonesia
3. Asian Banking & Finance: The Indonesian Domestic Trade
Finance Bank of the Year
4. Global Trade Review: Best Local Trade Finance Bank in
Indonesia
5. Bank Mandiri awarded as Best Transaction and Cash
Management Bank in Indonesia for 2016 in The Asian
Banker Transaction Banking Awards 2016
6. The Asian Banker Banker's Choice Award 2016: Best
Financial Supply Chain Management in Indonesia
7. The Best Contribution in 2016 of Finnet
8. Best Payment Award for e-Money 2016 from The Asian
Banker
9. 1st Contributor Category of state-owned bank in 2016 from
Telkomsel
10. The Best Bank Digital Innovation Award 2016 from the
Warta Ekonomi
11. Best Issuer and Acquirer of ATM Bersama
12. 1st NSICC Implementation for State Bank of ATM Bersama
In terms of wholesale, the focus was set in the development
of both generic and customized transaction solution to its
customers based on complexity, condition and customers need.
In the retail segment, the focus was the development of general
channels such as ATM, EDC. Mobile and Internet Banking. On
the other hand, for complex transactions, appropriate platforms
will be tailor-made according to customer’s need.
Legend:
DBT
TBWP +TBWS
DBFI + TBRS
TBSS
EDM
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Information Technology
IT Development Strategy
Bank Mandiri’s IT Development Strategy are based on the IT Strategy and Execution Plan (ISP) 2015-2020 consisting of two grand
strategies, supporting vision and fixing the basics. There were five programs under the supporting vision strategy, namely Channel/
Process Modernization, Customer Data Integration, Risk Management Build-Out, Customer Relationship/Loyalty and Targeted
Projects/Regulatory. Fixing the basic strategy advocates 2015-2020 grand strategy of Bank Mandiri especially in Integrate Across
Groups. Fixing the basic strategy includes five programs namely Infrastructure Scale-Up, Payment & Cash Management, Core
Banking Tuning, End-User Experience and Standards.
IT Strategy and Execution Plan 2015-2020
#1 Market Cap Leader in ASEAN
ROE 23% - 27%
To Be Employer of Choice & Leading in Corporate Governance
WHOLESALE
RETAIL
Deepen Client Relationship
Accelerate in Growth Segment
Channel/Process Modernization
Payment & Cash Management
6 Programs
GROUP WIDE
Integrate the Group
Customer Relationship/Loyalty
7 Programs
8 Programs
23 Programs
Customer Data Integration
Infrastructure Scale Up
Core Banking Tuning
Risk Management Build-Out
Targeted Projects/Regulatory
End User Experience
Standards
Run the Bank and Grow the Bank
Economic slowdown in 2016 was the trigger for the IT of Bank Mandiri to shape down and move forward with its system stability,
implemented through IT Transformation Strategy with the vision "Reliable, Robust, Agile, Secure and yet Efficient IT Management
to support short-term and long-term business needs".
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IT Transformation Strategy consisted of three points as follows:
1. Problem Management
a. Keep the lights on: 24/7 automated monitoring,
problem handling supported by appropriate experts,
accuracy of recovery time, and reliable backup systems.
b. Tidy up the basics: daily monitoring on production
issue, disciplinary on permanent fix and solution
propagation in preventing similar matter to other
system, check the status on all applications, capacity
planning to maintain system reliability.
3. Infrastructure & Security
2.Development
a. Synergy with working unit in excavating the
development system requirement, utilize Agile
Methodology concept using micro services architecture
for in-house development team, detailed and efficient
testing, staging release environment to alpha release
beta release and production.
b. Mandiri Group synergizes through technology
investment optimization, execution of IT architecture
roadmap, comprehensive prioritizing IT strategic
initiative, accommodating disruptive technology.
a. Infrastructure: 3-site data center standard
implementation to support the needs of high
availability for critical application, roadmap private
cloud execution, fulfillment of branches and ATMs
backup link, BYOD implementation to gain more
flexible working environment.
b. Security: enhancement of IT Security in transactional
and operational activities in form of end point,
application, infrastructure, data and perimeter and
network security to ensure the security of both internal
and external IT services users.
Strategi Transformasi IT
Reliable, Robust, Agile, Secured
and yet Efficient IT Management to Support
Short-term and Long-term Business Need
Problem Management
A. Keep the Light On
• Monitoring
• Escalation
• SME Adequacy
• Business Continuity
B. Tidy Up the Basics
• Permanent Fix
• Solution Propagation
• Health Check
• Capacity Planning
Development
Infrastructure & Security
A. Run & Grow
A. Infrastructure
• User Centric Design
• Agile Development
• Robust Testing
• Sound Deployment
B. Transform
• IT ISP Alignment
• Architecture Guideline
• Disruptive Technology
• Prioritization
Risk Control Management
Organization & People Development
Planning & Budgeting Discipline
• Standardization
• Computing Platform
• Network & Link
• e-Workplace
B. Security
• Policy
• Education
• Implementation
• Assessment
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IT Organization
Bank Mandiri IT Management in 2016 was under Director of
Digital Banking and Technology and IT Senior Executive VP
that focused on IT management. Bank Mandiri IT management
working unit consists of 4 units namely:
1. IT Applications Development, system developer working
unit
2. IT Applications Services, existing management working
unit
3. IT Strategy & Architecture, IT development strategy
working unit
4. IT Infrastructure, IT infrastructure development working
unit
IT Governance
IT governance has a crucial role in guide the planning,
development, and IT operations in order to support business
needs, provide excellent service to customers, and reliability
of banking operations. We are working to improve the quality
of IT governance through periodic reviews of the policies and
procedures referred to in regulations and the industry’s best
practices by keeping in mind the character and the Bank's
business strategy. Throughout 2016, the Bank has been
adjusting policies and procedures for its IT governance, with
details as follows:
1. Information Technology Standard Operating Procedure
Guidelines for IT governance begin at the planning,
development, operational management and security
systems at the bank to be in line with legislation and
best practice that is aligned with the improvement of
business processes by taking into account the principle of
confidentiality, integrity, availability, reliability, continuity,
and compliancy by taking the principles of effectiveness
and efficiency.
2. Information Technology Planning
Working unit guideline in preparing information technology
planning which includes Information Technology Strategic
Plan, Standard for Information Technology, Annual
Information Technology Planning and Research and
Strategic Studies on Information Technology.
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3. Information Technology Project Management
Provide guidance at the development stage of IT Strategic
Initiatives Project so that every process in the development
phase are standardized in the implementation while
maintaining the quality of each of the Project.
4. End User Computing (EUC) Management
Working unit guideline in developing an application system
with End User Computing mechanism. Updating of the
procedures carried out in the framework of the provision of
regulatory alignment and process improvement.
5. Information Technology Application User Management
Working unit guideline related in the matter of security
protection and access permission management into the
main gate of information access to prevent on the risk of
leakage, damage, inaccuracies, loss and misuse.
6. Information Security Standard Management
In order to improve the security of IT services, periodic
reviews of security baseline are conducted regularly as
the reference of IT services security. Through these efforts,
the security loophole risk on the Bank Mandiri system /
application can be mitigated earlier.
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IT Program Implementation In 2016
Throughout 2016, the IT bank has implemented several
strategic IT initiatives in order to accelerate business of Bank
Mandiri, as follows:
1. Channel Enhancement & Transaction Processing
• Bank electronic channels development on individual
segments through the implementation of multivendor
ATM to bring a new experience of transaction in
Mandiri’s ATMs. Development of new Internet Banking
and Mobile Banking on a single platform has started in
2016 and pushes forward the concept of developing
a unified and seamless experience for each customer
transaction.
• Improvement of Supply Chain Management for
wholesale segment and implementation of sectorspecific solution for the healthcare industry and the
port industry. The development of electronic channel
for the Government sector, among others through
the implementation of Kartu Tani (in cooperation with
PTPN).
• Through Bank Mandiri agent, there were improvements
on pilgrimage registration flow on Siskohat and feature
enhancements for contribution payment of BPJS
Kesehatan.
• Creating a reliable end-to-end business process
for corporate customers through Mandiri Cash
Management enhancement.
2. Data Services & Customer Onboarding
• Implementing the first phase of Master Data
Management in 2016 to consolidate the data of all Bank
Mandiri customers. As well as maintaining data integrity
for reporting through implementation Bank wide
Report Integration and Executive Information System
(EIS) enhancement.
• Improvement on the quality of performance and
capacity of the collection system and the fulfillment of
Integrated Processing System (IPS) redundancy in the
Disaster Recovery System (DRC).
3. Risk Analysis & Fraud Management
• Strengthening the Bank's risk management through the
development of Enterprise Risk Management (ERM) to
accommodate the implementation of Basel II and III in
addition to enhancing the development of New Asset &
Liability Management.
• In 2016 the development of Fraud Risk Management
System using the new SOA architecture has started.
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4. Core Banking Tuning, Sales & Relationship Service
• Development of joint financing applications to support
the vehicle leasing business (Mandiri Utama Finance).
• Complaint Handling Social Media Implementation
process (capture, categorize and distribute) customer
complaints submitted through social media.
• Fiestapoin loyalty program development to be accessed
(inquiry and redeem) through mobile banking and
internet banking.
5. Network Enhancement & Internal Support
• Implementation of network devices for data center
backup and upgrading branches network devices.
• Advancement of transaction processing and critical
system availability with the implementation of the
monitoring availability system, including alerts for
system infrastructure status threshold.
Bank Mandiri IT infrastructure contained in the Data Center (DC)
Plaza Mandiri and 2 Disaster Recovery Centers (DRC) in Rempoa
and Borneo (3-site Data Center). DRC Rempoa is an investment
that began in 2015, built on the assets of the Bank and embrace
the concept of Tier-3 Data Center (Uptime Institute). In 2016
DRC Rempoa has officially become operational and backup over
DC Bank Mandiri, operational Rempoa DRC has been reported
pursuant to the regulator.
As our commitment to deliver excellenct support to the Bank's
business, IT business unit Bank Mandiri implements certified
service standards, namely:
1. ISO 9001:2008 for the Operations and Development of Data
Center, DRC, IT Security & Infrastructure.
2. ISO/IEC 20000-1:2011 for the Provision of IT Service
Management System to Internal Customer.
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IT Synergy for Subsidiaries
2017 Technology Development Plan
As the realization of the vision Integrate the Group, in 2016 IT
of Bank Mandiri initiated cooperation with the subsidiaries
to jointly undertake the development of technologies to build
Mandiri Group with services integration that are reliable,
secure, and has the technology for optimization of technology
investments.
In 2017 the Bank launched several IT concept technology
developments to accelerate the Bank's business following the
corporate strategy as follows:
Some output of synergy that have been successfully executed
in 2016, namely:
1. The use of ATM Switching with Bank Mandiri TASPEN POS
(Steady) make transactions of Bank Mantap customers
can be served at 17 thousand Bank Mandiri ATM machine
without any additional investment in the Bank Mantap.
2. Co-location Mandiri Group Data Center, through the
placement of subsidiaries data center in DRC Rempoa with
the aim for space optimization, cost efficiency and risk
management.
3. Subsidiaries Synergy Initiative Governance through the
preparation Mandiri Group Principal Guidelines as the basis
for IT synergy cooperation of Mandiri Group subsidiaries, as
well as the preparation of the Memorandum Procedure for
filing synergy initiatives.
IT Investment
Throughout 2016, the Bank has made IT investments. Detailed
data is described in the Chapter "Management Discussion and
Analysis" with sub-chapter discussion "Investment and Materials
Association of Capital Goods ".
1. Improve distribution network and develop digital
proposition in the retail segment through the Bank @
Work development capabilities, improved branch delivery
system, development of Gen Y Saving Account, New
Internet Banking and Mobile Banking, and enhance
customer complaints management on social media.
2. Winning the wealth segment, deepen relationships,
and revamp cash management capabilities by
improving Mandiri Investment Access(MAKSI), the
development of applications to support the trade and
foreign exchange transactions, as well as enhance Mandiri
Cash Management to serve the needs of corporate
customers.
3. Electronic channel synergy and enhanced government
payment system to support the Merah Putih ATM
government and the National Payment Gateway,
distribution of Kredit Usaha Rakyat (KUR), government
sector development and refinement of branchless banking
solutions.
4. Streamline Non Collateral Loan (KTA) and
Multipurpose Micro Credit (KSM) proposition and
sales process and Small Medium Enterprise (SME)
Solution through the development of micro distribution
network, enhanced Retail Loan Originating System (LOS)
and develop the capability to support the Indonesia
e-Commerce market.
5. Build advanced analytics and Customer Relationship
Management (CRM) through the implementation
of Big Data, Master Data Management (MDM) and
Marketing Engine, strengthening fraud analysis with the
consummation of Fraud Risk Management Strategy (FRMS)
as well as maintaining the integrity of the reporting of
data through Bank wide Report Integration.
6. Credit Portfolio Management Strategy and Streamline
Business Process through the development of Retail
Business Process Engineering, implementation of the
Integrated Risk Management Mandiri Group (IRMG) and
early detection system solutions for micro segment.
7. Build HR Capabilities and Strengthen Training Program
through the development of SAP capabilities, Culture
Excellent Scoreboard and the Learning Management
System.
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Corporate
Governance
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Introduction
For Bank Mandiri, a GCG implementation is not merely addressed to
comply with the regulations, but also a fundamental element which
refers to international best practices. The management believes that GCG
implementation will be able to enhance value creation of the Company.
The effort of GCG implementation conducted by Bank Mandiri
so far has been demonstrating a positive contribution as
well as delivering the real to Bank Mandiri, such as improved
competitiveness, company performance and Bank Mandiri’s
stakeholders trust, both domestic and foreign investors. Based
on these benefits and in order to maintain the stakeholders’
trust and interests, Bank Mandiri continues to consistently
strengthen its commitment on promoting integrity and GCG
values in running all of its business activities.
Aside from considering ethics and the best business practice
as the interest, Bank Mandiri is aware of the importance of
GCG implementation for the company to achieve vision and
mission as well as to grow sustainably. Bank Mandiri’s vision is
constantly adjusted as reflected in 2016 vision of Bank Mandiri
to be The Most Admired and Progressive Financial Institution
and starting mid of 2016 the Board of Directors and Board of
Commissioners of Bank Mandiri has launched a new vision,
which is Indonesian's Best, Most Prominent ASEAN. To achieve
the vision and mission, Bank Mandiri is committed to always
placing GCG as the primary basis of doing business Companies
as well as to keep the existence of the company in the face of
challenges and competition increasingly stringent in the future,
especially in the sector the banking industry.
This commitment is fully support by all the board of
management and the employees of Bank Mandiri. As a highly
regulated company, the GCG implementation within Bank
Mandiri refers to several applicable provisions, among others:
1. Law No. 19 Year 2003 on State Owned Enterprise;
2. Law No. 40/2007 on Limited Liability Company; Law No.
19/2003 on State Owned Enterprise; Bank Indonesia
Regulation (PBI) No. 8/4/PBI/2006 on GCG Implementation
in Commercial Banks, as amended by PBI No. 8/14/PBI/2006;
3. Regulation of the Minister of State Owned Enterprise No.
PER-01/MBU/2011 on GCG Implementation in State Owned
Enterprise;
4. Regulation of the OJK No. 18/POJK.03/2014 sanctioned
on November 18, 2014 on the Integrated Corporate
Governance
5. Regulation of the Financial Services Authority (OJK) No. 8/
POJK.04/2015 on the Website of Issuer or Public Company;
6. Regulation of the OJK No. 55/POJK.03/2016 on Corporate
Governance Implementation of Commercial Bank.
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Principle and Roadmap of Corporate Governance
In order to achieve sustainable business, Bank Mandiri consistently puts some efforts to run a healthy banking business based on
GCG principles as the foundation. Best practices of GCG at national, regional as well as international levels which are relevant to
be continuously implemented within Bank Mandiri as an effort of GCG Structure improvement. Bank Mandiri also disseminates
information of GCG Structure sustainably and conducts self-assessment on GCG implementation on regular basis to become more
effective.
The implementation of GCG principles in Bank Mandiri is described below:
GCG Principles
Description
Transparency
1) The Bank discloses information in a timely, adequate, clear, accurate and comparable manner, as well as
makes it accessible to the concerned parties (the stakeholders).
2) The Bank discloses information that includes but is not limited to the vision, mission, business objectives,
strategy, financial and non-financial conditions, structure of the Board of Directors (BOD) and the Board
of Commissioners (BOC), controlling shareholders, risk management, internal monitoring and control
system, implementation of compliance function, GCG system and implementation, as well as material
information and fact that may affect investors’ decision.
3) The Bank’ policy shall be made in writing and communicated to the stakeholders who have the right to
obtaining information on the said policy.
4) The principles of transparency are subject to the banking secrecy rules, professional confidentiality and
personal rights in accordance with the applicable regulations.
Accountability
1) The Bank determines its business objectives and strategies with regard to accountability to the
stakeholders.
2) The Bank sets up clear roles and responsibilities for each BOC and BOD member, along with all
subordinate staff in accordance with the vision, mission, corporate values and the Bank’ s business
objectives and strategies.
3) The Bank must ensure that each BOC and BOD member and all subordinate staff have the
competencies suitable to their responsibilities and that they understand their roles in GCG
implementation.
4) The Bank applies check & balance system in conducting its management
5) The Bank has the performance benchmark of all positions in the Bank in reference to the agreed
standard, in accordance with the Corporate Culture Values, the Bank’ s business objectives and
strategies, which are equipped with a rewards and punishment system.
Responsibility
1) The Bank adheres to the principles of prudential banking practices and guarantees compliance with
the applicable regulations.
2) The Bank, as a good corporate citizen, shows concerns on the environment and duly fulfills its social
responsibilities.\
Independence
1) The Bank avoids undue domination by any stakeholders and is not affected by unilateral interest and
conflict of interest.
2) The Bank makes decision objectively and free from pressure exerted by any parties.
Fairness and
Equality
1) The Bank takes into account the interests of all stakeholders in accordance with the principles of
equality and fairness (equal treatment).
2) The Bank gives all stakeholders equal opportunities to express opinions and makes suggestions in its
greater interests, and provides access to information according to the principle of transparency.
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Purposes off Corporate Governance Implementation
Bank Mandiri has committed to implement GCG which has the following main purposes:
1. Encouraging earnestness of the management in implementing the principles of transparency, accountability, responsibility,
independence, fairness and prudence in managing the Bank;
2. Improving the Bank’s performance, efficiency and service to the stakeholders;
3. Attracting interest and securing trust from the investors;
4. Serving the shareholders’ interests on the improvement of shareholder’ values;
5. Protecting the Bank from political intervention and legal claim;
By implementing GCG, Bank Mandiri believes that Corruption, Collusion and Nepotism (KKN) practices will be avoided and the
supervisory function in managing Bank Mandiri will increase.
Basic Policy of GCG
Bank Mandiri has several basic policies of GCG which are in conjunction with the prevailing rules and regulations as well as the
Company’s needs covering GCG Code, Code of Conduct, Business Ethics, Board Manual, Whistle-Blowing System (WBS) Policy and
various bank operational policies. The existence of such policies have shown a strong commitment of Bank Mandiri to improve the
quality and scope of work in implementing GCG on an ongoing basis.
Flashback of The Implementation of GCG
Bank Mandiri GCG implementation has been carried out in a structured way, consistently and sustainably with the following stages:
Year
GCG Achievements
1998
Awareness of GCG implementation was raised by banking crisis due to comprehensive bad governance in
banking industry that led to banks bailout and eventually required the Bank’s Directors and Commissioners to
sign a Management Contract with the World Bank, in which the banks were obliged to implement GCG.
2000 - 2001
• Bank Mandiri followed up on the Management Contract with the World Bank by issuing the following
provisions:
• A Joint Decree of BOC and BOD on the GCG Principles,
• A Joint Decree of BOC and BOD on Bank Mandiri’s Code of Conduct, which serves as a guideline for proper
interaction with the customers, partners and fellow employees,
• Decree of BOD on Compliance Policy which requires all Bank Mandiri employees to hold individual
responsibility for running the Bank’s operations in their respective fields.
• Bank Mandiri has assigned independent consultant to make diagnostic review on GCG implementation.
• In accordance with this GCG implementation, the Independent Rating Agency has rated 2003 GCG
implementation with a score of 6.2, higher than the score for the previous year of 5.4.
2003
With regard to the IPO, Bank Mandiri made improvements on GCG implementation by taking the following
measures:
• Establishment of Committees at the BOC level, namely:
• Audit Committee
• Risk Monitoring Committee
• Remuneration and Nominations Committee
• GCG Committee
• Establishment of a Corporate Secretary
• The holding of General Meeting of Shareholders (RUPS) in accordance with the applicable laws and
regulations for public company
• Providing disclosure of information in a timely manner, including publication of Financial Statements,
information and any material incident or fact
• Providing timely, adequate, clear and accurate Annual Report
• Considerate the interests of minority shareholders
• Engaging in assessment of GCG implementation by Independent Agency, namely the Indonesian Institute for
Corporate Governance (IICG)
Early Merger
Laying Down the
Fundamental of
Governance
Commitment,
Structure
and Mechanisms
Initial Public
Offering (IPO) of
Bank Mandiri
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Year
GCG Achievements
2005
• Bank Mandiri began this transformation by applying shared values and formulating key corporate behaviors
(TIPCE), which encapsulates its Corporate Culture.
• Preparation of a GCG Charter as set forth in a BOC Decree, which sets the basic guidelines for implementing
GCG in Bank Mandiri.
• For the first time ever, GCG Rating in the Corporate Governance Perception Index (CGPI) was “Highly Trusted”.
2008-2010
• Bank Mandiri continues to improve the implementation of prudent banking, GCG and internal control by
developing a GCG website, Compliance Risk Management System, Anti-Money Laundering and Terrorism
Funding SOP, Risk-Based Audit Tools and Audit Management Information System.
• Business and other management decisions were made upon consideration of the GCG principles, in addition
to the applicable regulatory provisions.
• The implementation of further culture internalization programs includes, among other things, holding
Culture Fair, Culture Seminar and Recognition Program that provided awards for the best work units and
change agent in the implementation of such programs.
2011 – 2013
• Bank Indonesia issued PBI No. 13/1/PBI/2011 on Assessing the Soundness of Commercial Banks, which
requires the Bank to make either consolidated or unconsolidated GCG assessment using Risk-Based Bank
Rating (RBBR) approach.
• Consistent GCG implementation by Bank Mandiri won accolades from various
• independent and professional agencies, both nationally and internationally.
• With regard to GCG Rating given by the Indonesian Institute for Corporate Directorship (IICD) for 100 public
companies having the highest market capitalization in the Indonesia Stock Exchange, Bank Mandiri was
awarded with the Best Financial.
• With regard to GCG Rating by the Hong Kong-based Corporate Governance Asia (CGA), Bank Mandiri has
always been rated the best company in GCG implementation since 2009.
• Implementing gratification control by providing Gift Disclosure Statement dated July 2, 2013 as an effort to
prevent gratification in line with the suggestion of the Corruption Eradication Commission (KPK).
• • Actively participated in developing anti-corruption culture, including taking part in the 2013 Anti-Corruption
Week held by KPK.
2014
• With regard to GCG Rating by the IICD in ASEAN CG Scorecard, Bank Mandiri won the “Best Overall” category.
• With regard to GCG Rating by the CGA in Hong Kong, Bank Mandiri won the ICON title in Corporate
Governance.
• Implementation of Good Corporate Citizen (GCC) complies with the Bank’ s Corporate Plan 2015-2020 which
includes socio-economic impact, in which one of the components is the role model corporate citizen. Bank
Mandiri had completed a diagnostic review on its implementation of GCG.
• Revising the provisions on prevention of gratification as set forth in the Operating Technical Guideline (OTG)
for Gift Disclosure Statement in accordance with the KPK’s suggestion.
2015
• Executing Transformation Stage III
• The CGPI is a research and rating program for GCG implementation carried out by an independent agency, i.e.
the IICG, in which Bank Mandiri has taken part in the assessment for the last 12 years since 2003. In 2015, Bank
Mandiri was once again rated the “Highly Trusted” for the 9th consecutive times.
• As for GCG Rating by the IICD in ASEAN CG Scorecard, Bank Mandiri won the “Best Financial Sector” category.
• With regard to GCG Rating by the CGA, Bank Mandiri won the ICON title in Corporate Governance.
• Implementation of Integrated Corporate Governance
• Implementation of the integrated corporate governance and work unit under Mandiri Group according
to the Regulation of OJK No. 18/POJK.03/2014 dated November 18, 2014 on the Integrated Corporate
Governance.
• Establishment of Compliance Unit, Integrated Risk Management Unit and Integrated Internal Audit Unit, as
well as Integrated Corporate Governance Committee.
• Preparation of a Guideline for Integrated Corporate Governance.
• Upgrading OTG for Gift Disclosure Statement into OTG for Gratification Control that came into effect as of July
3, 2015 and launching of a Gratification Control Unit (UPG) on July 9, 2015. Bank Mandiri’ s UPG was awarded
the SOE with Best Gratification Control Unit in 2015 by KPK.
2016
• Corporate Governance Perception Index (CGPI) is a research and rankings program GCG implementation
carried out by independent institutions, namely the Indonesian Institute for Corporate Governance (IICG),
where Bank Mandiri has followed CGPI ratings for 13 (thirteen) years in a row since 2003. In 2016 the Bank
achieved the title of "Most Trusted" as many as 10 times in a row.
• GCG Rating by The Indonesian Institute for Corporate Directorship (IICD) in the event of ASEAN CG Scorecard.
In 2016, Bank Mandiri won the category "The Best Overall".
• Following Gratification Control Unit of the National Forum held on 31 October to 3 November 2016 in Bogor,
West Java.
• Following the Festival International Anti-Corruption Day 2016, held on 8-10
• December 2016 in Pekanbaru Riau, where Bank Mandiri was elected as a state with The Best Gratification
Control Systems.
Cultural
Transformation
Advanced Cultural
Transformation
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Corporate Governance Structure
In line with the provisions of the Company Law Limited No.
40 of 2007, the structure of Bank Mandiri consists GCG of
the General Meeting of Shareholders (AGM), the Board of
Commissioners, and the Board of Directors.
GMS is the highest forum which has authority exclusive that
is not owned by the Board of Commissioners and Board of
Directors.
In order to improve the oversight function, the Board of
Commissioners are supported by committees which are in
underneath. These committees work in accordance with the
scope of the relevant committee assignments established by
the Decree of the Board of Commissioners.
While the Board of Directors is assisted by the management of
the bank tasked to manage, control, oversee, and responsible for
implementing the GCG assisted by committees under the Board
of Commissioners, the Secretary of the Board of Commissioners,
Committees under the Board of Directors and Corporate Secretary.
Here is a chart of Corporate Governance Structure:
Struktur Tata Kelola Bank Mandiri
Transparency
Accountability
Responsibility
Independency
Fairness
Organ Utama
Dewan
Komisaris
Sekretaris
Dewan Komisaris
RUPS
Direksi
Sekretaris
Perusahaan
Cek & Balance
Organ Pendukung
Komite Audit
Assets &
Liabilities
Committee
Komite
Remunerasi &
Nominasi
Capital &
Subsidiaries
Committee
Human Capital
Policy
Committee
Komite
Pemantau
Risiko
Risk
Management
Committee
Credit
Committee
Komite
Tata Kelola
Terintegrasi
IT Committee
Business
Committee
Policy &
Procedure
Committee
Integrated Risk
Committee
Satuan Kerja
Kepatuhan
Satuan Kerja
Manajemen Risiko
Satuan Kerja
Audit Internal
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Focus of Corporate Governance of Bank Mandiri
in 2016
Bank Mandiri realizes that non-financial factors such as GCG is
an important factor in maintaining
Company’s sustainability with a culture that upholds
professionalism, integrity, quality service and prudent banking
for financial achievement is not the only indicators that a
company has managed to be in the forefront.
improves the implementation of gratuity control. In
addition to 2015, Bank Mandiri has established Gratuity
Control Unit on July 9, 2015 and imposed the Operating
Technical Guideline (PTO) of Gratuity Control since July
3, 2015. In 2016, (i) Bank Mandiri became KPK’s strategic
partner in gratuity control by actively participating in
activities organized by Corruption Eradication Commission
(KPK), (Ii) adjusting the determination of the limit values
of gratification imposed fairness to all Bank Mandiri level
from the Board of Commissioners, Board of Directors, up
to employees including part-time employees. (Iii) Specify
the commitments in each labor agreement together with
customers, vendors, partners, partners and all stakeholders
based on ethics, sense mutual trust and responsibility.
Recognizing that the implementation of GCG is one of main
things to be achieved then in 2016 Bank Mandiri seeks to
strengthen GCG implementation, among others focus on:
1) ASEAN Corporate Governance Scorecard
Bank Mandiri has made synchronization practice
governance standards in line with the ASEAN Corporate
Governance (CG Scorecard) and Guidelines for governance
the implementation and application of the principle
aspects of management public company. Bank Mandiri
is one the company is participating in the rating ASEAN
Corporate Governance (CG) Scorecard held by Indonesian
Institute for Corporate Directorship (IICD). The increasing
value in ASEAN CG Scorecard is one of Key Performance
Indicator (KPI) of the entire Board of Directors and Board of
Commissioners of Bank Mandiri.
The Bank Mandiri’s breakthrough to improve the ASEAN
CG Scorecard Score is to form an ASEAN CG Scorecard
cross reference in website to be available accessed by all
stakeholders. As a result of the continuous improvement
was “Best Overall in GCG Implementation” from IICD at the
8th IICD Corporate Governance Conference & Award on
November 7, 2016.
Aside from that, Bank Mandiri strives to build the values
of Good Corporate Governance and invests the integrity
value to the subsidiaries. Bank Mandiri has gathered
all Compliance Divisions of subsidiaries on June 9,
2016 to disseminate the gratification control. As the
implementation of gratification control in subsidiaries,
the preparation of control guidelines gratification by
subsidiaries has been undertaken. Whereas, some of its
subsidiaries are still in the process of establishing guidelines
for gratification control.
2) Gratification Control
Continuing the gratuity control program which has been
actively carried out since 2015, Bank Mandiri consistently
PERNYATAAN PELAKSANAAN PRINSIP-PRINSIP
TATA KELOLA PERUSAHAAN YANG BAIK
“Seluruh angggota Dewan Komisaris, Direksi dan pegawai Bank Mandiri berkomitmen
dan telah menetapkan prinsip-prinsip Tata Kelola Perusahaan yang Baik dan tidak ada
pelanggaran yang material terhadap peraturan perundangan yang berlaku.”
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Assessment Penerapan GCG
Assessment to Fulfill OJK
Requirement
GCG assessment in Bank Mandiri refers to Bank Indonesia
Regulation (PBI) No. 8/14/PBI/2006 on Amendment to PBI
No.8/4/PBI/2006 on GCG Implementation for Commercial Banks,
Bank Indonesia Circular No. 15/15/DPNP dated April 29, 2013 on
GCG Implementation for Commercial Banks and Bank Indonesia
Circular No. 13/24/DPNP published on October 25, 2011 on
Assessment on the Level of Commercial Bank’s Soundness.
As fulfillment of GCG commitment, Bank Mandiri regularly
conducts internal GCG assessment using a Self-Assessment
method, both unconsolidated and consolidated with its
Subsidiaries. An OJK Circular under document number: No.
15/SEOJK.03/2015 on Integrated Corporate Governance of
Financial Conglomeration regulates a compulsory assessment
of Integrated Corporate Governance for the Main Entities each
semester, which shall be performed at the end of June and
December.
Individual self-assessment of GCG implementation in Bank
Mandiri for Semester I of 2015 had also been Submitted to OJK.
Bank Mandiri was assigned to Ranking 1 (“Very Good”). This was
indicated by the sufficient fulfillment of GCG principles. With
regard to the weakness in GCG implementation, such weakness
was considered less significant and improvement through
normal measures could be made by the Bank’s management.
The result individual self-assessment of GCG implementation
has submitted to OJK. The results of self-assessment in first and
second semester of the year 2016 obtained the rating 1 (one) or
Very Good reflecting the Bank Management has generally made
a very good implementation of good corporate governance.
This is reflected in a very adequate fulfillment of the principles
of good corporate governance. If there are weaknesses in
the application Good Corporate Governance principles,
then generally these weaknesses are not significant and can
immediately be repaired by the Bank's management. The results
of individual self-assessment of the Bank in the first half of 2016
has been getting feedback from OJK in the prudential meeting
on 30 November 2016, and Bank Mandiri got 2nd rank or Good.
This is reflected in an adequate fulfillment of the principles of
good corporate governance. If there are weaknesses in the
application of the principles of Good Corporate Governance,
it must be less significant weakness and can be solved with
normal action by the Bank's management. With these results,
Bank Mandiri will continue to follow up on the results of
OJK assessment so that the assessment results the bank will
continue to increase.
Additionally, Bank Mandiri had submitted Report on the
Implementation of Integrated Corporate Governance to the
OJK for the assessment period Semester I and II of 2016. Bank
Mandiri was assigned to Ranking 1 which indicated that the
Financial Conglomeration was considered as having properly
conducted GCG implementation. This was indicated by the
highly satisfying fulfillment of GCG principles. In the event of
weakness found in the implementation of Integrated Corporate
Governance, such weakness was considered insignificant and
the Main Entity and/or LJK was capable of making immediate
improvements. Bank Mandiri has not received any feedback
from OJK regarding Integrated Corporate Governance
assessment.
IICD Conference & Awarding
In order to improve the implementation of GCG, Bank
Mandiri consistently participates in the ASEAN CG Scorecard.
Bank Mandiri continues to achieve higher score of ASEAn
CG Scorecard.. Following is the results of Bank Mandiri.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
247
10
Laporan Keuangan
Konsolidasian
Rating GCG – CGPI Award
Bank Mandiri participates in Corporate Governance Perception
Index (CGPI) rating and survey every year. CGPI is a GCG
research and rating program for assessment of Corporate
Governance quality. Participants of CGPI are public companies
(issuers), State Owned Enterprises, banking and other private
Companies. Bank Mandiri has been participating in CGPI
assessment for 13 (thirteen) consecutive years since 2003.
The purposes, benefits and aspects of CGPI assessment are
described below:
Purposes
1) To develop ethical, sound, distinguished and sustainable
business practices.
2) To encourage all stakeholders, including the Government,
Business Entities and Business
3) Community and Business Supports to implement GCG best
practices.
4) To motivate businesses to implement CG concept
and promote participation of the wider community in
proactively developing and implementing GCG.
Benefits
5) To reform corporate organization to support GCG
implementation and map strategic issues in companies,
especially those related to GCG implementation.
6) To build the capacity of both the organizations and their
personnel in terms of GCG implementation.
7) To enhance mutual awareness within the company and
Table: Bank Mandiri’s CGPI Score in 2007-2016
among the stakeholders in regards to the importance of
GCG for sustainable growth.
8) To improve the quality of GCG implementation for
developing the competitiveness and achieving corporate
sustainabilit
Assessment aspects in 2016:
Stage
Self Assessment
Documentation System
Papers
Observation
Score
Proportion of
Assessment
30%
26%
15%
29%
Score of Bank
Mandiri
27.74
24.17
14.22
27.17
93.29
In the 2015/2016 CGPI “GCG in Sustainable Perspective”, Bank
Mandiri achieved the highest GCG score and was rated as a “The
Most Trusted Company”. This became the tenth consecutive
award for Bank Mandiri won during 2007-2016. In the 2016 CGPI
Assessment, Bank Mandiri scored 93.29 earning the title “The
Most Trusted Company”. The result of CGPI assessment for the
last ten years is as follows:
248
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
GCG Quality Improvement
Bank Mandiri puts some efforts to continuously improve the
implementation of corporate governance based on TARIF
principle. One of the aspects that should be improved by Bank
Mandiri is transparency aspect which aims at:
Quality Improvement on Conducting GMS
In a bid to enhance transparency aspect, improvements had
been made on disclosure of information
regarding the announcement and invitation to GMS, detailed
information on the Meeting’s code of conducts and agenda
– including description of each agenda item– disclosure of
the profiles of BOC/BOD candidates at the same time with
the invitation, closed voting and improvements on the
transparency of information put on Bank Mandiri’s website at
www.bankmandiri.co.id.
Public Official’s Wealth Report (LHKPN)
In order to further the effectiveness of its GCG implementation,
Bank Mandiri complies with the mandatory provisions on
LHKPN pursuant to Decree of the Head of the KPK No. KEP.07/
KPK/02/2005
on Procedures for Registration, Examination and
Announcement of Public Official’s Wealth Report as has been
replaced by Commission Regulation No. 7 year 2016 regarding
Registration Procedures, Announcements and News State
Officials Wealth dated May 31, 2016, and Circular No. SEO8/01/10/2016 on the instructions LHKPN technical delivery
and management.
As a concrete effort in achieving transparency and preventing
corruption in the Bank, as well as building a country that is clean
and free from corruption, collusion and nepotism, the BOC and
BOD members, Executive Officials at 1 (one) level below BOD
and other Structural Officials in the Bank are required to
submit their LHKPN.
The provisions for LHKPN are stipulated in specific policies set forth in a BOD Decree are updated from time to time in accordance
with the applicable regulations.
1) Determining Officials required to submit the LHKPN
No
Decree
Subject
1
KEP.DIR/ 091 /2015, dated March 20,
2015
Public Official’s Wealth Report at PT Bank Mandiri (Persero) Tbk.
2
KEP.DIR/ 071 /2011, dated March 22,
2011
Extension of Appointing Officials Required to Submit Public Official’s Wealth
Report of PT Bank Mandiri (Persero) Tbk.
3
KEP.DIR/ 090 /2009, dated June 29,
2009
List of PT Bank Mandiri (Persero) Tbk. Officials Required to Submit Public Official’s
Wealth Report
a. The above policies set out the obligation of Public Officials to submit LHKPN by virtue of their offices (ex-officio), with such
reports stating the officials’ wealth before, during and after serving the offices.
b. The list of officials required to submit LHKPN is based on the designated criteria as stipulated in the prevailing
legislation,including all members of the BOC and BOD, Group Heads/equivalent, Regional CEO, Branch Heads and other
Structural Officials who are required to submit the report pursuant to the BOD Decree
2) Appointment of LHKPN Coordinator
No
1
2
3
Decree
KEP.DIR/ 342 /2013, dated December
27, 2013
KEP.DIR/ 214 /2010, dated August 5,
2010
KEP.DIR/ 091 /2009, dated June 29,
2009
Subject
Appointment of Coordinator and Application User of LHKPN at PT Bank Mandiri
(Persero) Tbk
Adjustment on Appointment of Coordinator and Application User of LHKPN at PT
Bank Mandiri (Persero) Tbk.
Appointment of Coordinator and Application User of Officials’ LHKPN at PT Bank
Mandiri (Persero) Tbk
c. The managing coordinator determines the officials required to submit LHKPN, monitors the submission of LHKPN and
disseminates information on LHKPN obligation.
d. In addition, the managing coordinator should updates LHKPN data in collaboration with the KPK and informs every change
within Bank Mandiri..
Submission of LHKPN until the end of 2016 was continuously monitored and evaluated, particularly with regard to structural
positions subjected to compulsory LHKPN submission totaling 275 personnel which consist of the management, including BOC,
BOD, SEVPs and Structural Officials. Those subject to compulsory LHKPN submission have fulfilled their obligation according to the
proportion of reporting submission until December 31, 2016 as indicated by the issuance of Wealth ID Number (NHK) by the KPK for
those who had met their relevant obligations; and the majority of these Officials have submitted their wealth report.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
249
10
Laporan Keuangan
Konsolidasian
The following is the recapitulation of LHKPN Compliance at PT Bank Mandiri (Persero) Tbk. as of October 7, 2016
No
1
2
3
4
Work Unit
Board of Commissioners
Board of Directors
PT BANK MANDIRI (PERSERO),
Tbk.
Subsidiaries
Total
Number
of LHKPN
Reporting
Officials*
Total Reporting
Official No.
Number
Non-Reporting Officials
50.00
40.00
65.24
Form A
Jumlah
0
2
34
35.29
172
9
60.35
Jumlah
%
8
10
233
4
4
152
34
274
12
285
0.00
20.00
14.59
Form B
Jumlah
4
4
47
26.47
45
13
15.79
%
50.00
40.00
20.17
Total
Jumlah
4
6
81
50.00
60.00
34.76
38.24
68
22
23.86
64.71
113
%
%
Quality Improvement Plan for Implementation of GCG in 2017
Bank Mandiri realizes that the implementation of sustainable corporate governance has an important role in ensuring the maximum
benefit gained by the company, which then will further strengthen the company's internal condition, improve the performance
of the company, improve the management of the risk and improve their reputation or positive image as a company that supports
national economy. In accordance with the Corporate Plan (2015-2020), the management has committed to make Bank Mandiri to be
the leader in the implementation of Good Corporate Governance.
In addition, Bank Mandiri also implements Integrated Governance to create added value for sustainable financial conglomerate
that includes initiatives to improve the quality and execution of the organs integrated governance. Bank Mandiri also constantly
enhances governance structure of the subsidiaries to achieve the implementation of good governance in their respective industries.
This is done to realize synergy of Mandiri Group to achieve the aspirations of Indonesia's Best, ASEAN Prominent.
250
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
General Meeting of Shareholders
General Meeting of Shareholders is the organ with the highest
power within the company and has the authority that is not
given to the Board of Directors and Board of Commissioners.
Through GMS, the shareholders are able to use their rights,
express opinions and submit their votes in important decisionmaking process related to the development and the future of
Bank Mandiri fairly and transparent.
Authority and Responsibilities of Shareholders in
GMS
The GMS’s authority which, among others, includes appointing
and dismissing members of the Board of Commissioners (BOC)
and the Board of Directors (BOD); evaluating the performance of
the BOC and BOD; approving the amendments and ratifications
of the Articles of Association; approving annual reports and
determining the form and the amount of remuneration for
BOC and BOD members; and taking decisions pertaining to
corporate actions or other strategic resolutions proposed by
BOD, profit allocation and payment of dividends. Resolutions
achieved through GMS are in the best interest of the Company.
Without prejudice to the power and authority it exercises, GMS
or shareholders may not perform any interventions with the
performance of duties, functions and authorities of both BOC
and BOD in fulfilling their rights and obligations pursuant to the
Articles of Association and legislation. Decision making in GMS
is carried out in a reasonable and transparent manner.
The responsibilities of Shareholders can be distinguished
among others:
1. The controlling shareholders must be able to:
a. Have regard to the interests of minority shareholders
and stakeholders in accordance with the prevailing
rules and regulations;
b. In the event of suspected violation to the applicable
laws and regulations, the controlling shareholders’
names up to Ultimate Shareholders shall be disclosed
to law enforcement agencies or whenever requested by
the competent authorities.
2. In the event of the controlling shareholder is also the
controlling shareholder in several companies, efforts have
to be made to maintain transparency in accountability and
inter-listed companies relationship;
3. Properly exercising rights by Minority shareholders in
accordance with the Articles of Association and the laws
and regulations;
4. The shareholders must be able to:
a. Separate the ownership of Company assets from their
private assets;
b. Separate their functions as shareholders and as
members of BOC or BOD in the event that a shareholder
sits on one of the said two corporate organs.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
07
Tata Kelola
Terintegrasi
06
Tata Kelola
Perusahaan
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
251
10
Laporan Keuangan
Konsolidasian
The Execution of 2016 Annual GMS
Throughout 2015, Bank Mandiri has convened one GMS, namely Annual GMS on:
Day/Date : Monday, March 21, 2016
Time : 14.47 until 18.02 Western Indonesia Time
Venue
: Auditorium Plaza Mandiri 3rd Floor, Jl. Jend.
Gatot Subroto Kavling 36 - 38, Jakarta Selatan
The execution of such GMS began from pre-GMS until post-GMS through several stages according to the regulations as follows:
No
Description
1.
Notification of GMS
to OJK
2.
GMS
Announcement
3.
4.
Submission of GMS
Announcement
Proof to OJK and
IDX
Recording Date
IDX Regulation
OJK Regulation (No.32/POJK.04/2014)
Date
Remarks
Article 8 Clause 1-3
No later than 5 (five) working days before the
announcement of the GMS, excluding the
announcement date.
3 February Submitted to OJK
2016
through letter
No.FST/083/2016
dated February 3,
2016 concerning
The meeting agenda as mentioned must be
Holding Annual
disclosed clearly and in detail.
General Meeting
of Shareholders of
PT Bank Mandiri
(Persero) for the
year 2015.
Published in Bisnis
Article 10 Clause 2 and 4
11
February
Indonesia, Suara
14 (fourteen) days at the latest before the
2016
Pembaruan and
calling for GMS, excluding the date of the
announcement and the date of calling.
The Jakarta Post
The GMS announcement to the shareholders
newspapers as
well as uploaded
must be made at least via:
ti the Company’s
a. 1 (one) Indonesian language daily newspaper
with national circulation;
website (www.
b. the Stock Exchange’s website; and
bankmandiri.co.id)
c. the Public Limited Company’s website, in the
at the same day.
Indonesian and foreign languages, at least
English.
IDX Rule No.1-E Point
IV.5 : : at the latest on
the same Exchange
Day as the date of the
advertisement.
.
Article 10 Clause 3
Shall state that the GMS is held by the Public
Limited Company based on the request the
shareholders.
Article 10 Clause 8
no later than 2 (two) working days after the
announcement of GMS.
Article 10 Clause 9
If the GMS is conducted based on the request
of the shareholders, the submission of the proof
of GMS announcement as mentioned in clause
(8) shall also be accompanied by a copy of the
request letter to hold a GMS.
Article 19 Clause 2
1 (one) working day before the calling of GMS.
11
February
2016
25
February
2016
Through IDXNet
Electronic
Reporting and
OJK Reporting as
well as hard copy
submission
252
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
No
5.
02
Laporan Manajemen
Description
03
Sekilas Perusahaan
IDX Regulation
Calling of GMS
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
OJK Regulation (No.32/POJK.04/2014)
Date
Article 13 Clause 1 and 3
26
no later than 21 (twenty one) days before the
February
GMS is held, excluding the date of calling and the 2016
date of the GMS which shall be made at least via:
a. 1 (one) Indonesian language daily newspaper
with national circulation;
b. the Stock Exchange’s website; and
c. the Public Limited Company’s website, in the
Indonesian and foreign languages, at least
English.
IDX Rule No.1-E Point
IV.5: at the latest on
the same Exchange
Day as the date of the
advertisement.
The curriculum vitae of the Board of
Commissioners and/or the Board of Directors to
be appointed must be available:
a. at the website of the Public Limited Company
at least since the calling of GMS until the day
it is held; or
b. at another time besides the time specified in
point (a), however it should not be no later
than the time when the GMS takes place,
provided that it is stipulated in laws and
regulations.
Article 13 Clause 7
26
no later than 2 (two) working days after the
February
calling of GMS.
2016
6.
Submission of
the proof of
announcement of
GMS Calling to OJK
and IDX
7.
GMS
8.
Publication on GMS IDX Rules No.I-E Item
Result
IV.6: At the latest
2 (two) days Exchange
next after
General Meeting of
Shareholders
equipped resume
the meeting of the
created Notary.
22 March
2016
9.
Submission of GMS
Resolutions to OJK
and IDX
IDX Rule No.I-E B
Point IV.6: At the
latest 2 (two) following
Exchange Days after
the GMS or GMB,
attaching summary
of meeting resolution
made by a Notary.
23 March
2016
10. GMS Brief Minutes
Ads
Article 26 Clause 1.a
GMS can be done if it is attended by more than
½ (half ) of total shareholders with voting rights
or their representatives, unless the Law and/
or Articles of Association of the Public Limited
Company defines a bigger quorum number.
05
Tinjauan Fungsi
Pendukung Bisnis
Remarks
Published in Bisnis
Indonesia, Suara
Pembaruan and
The Jakarta Post
newspapers as
well as uploaded
ti the Company’s
website (www.
bankmandiri.co.id)
at the same day.
Through IDXNet
Electronic
Reporting and
OJK Reporting as
well as hard copy
submission
21 March
2016
Article 34 Clause 2 and 6
23 March
Not later than 2 (two) working days after the GMS 2016
is conducted which shall be announced to the
people at least via:
a. 1 (one) Indonesian language daily newspaper
with national circulation;
b. the Stock Exchange’s website; and
c. the Public Limited Company’s website, in the
Indonesian and foreign languages, at least
English.
Pursuant to ASEAN
CG Scorecard,
Bank Mandiri
published the
GMS Resolutions
through
website (www.
bankmandiri.co.id)
one day prior to
holding GMS.
Through IDXNet
Electronic
Reporting and
OJK Reporting as
well as hard copy
submission
Published in Bisnis
Indonesia, Suara
Pembaruan and
The Jakarta Post
newspapers as
well as uploaded
ti the Company’s
website (www.
bankmandiri.co.id)
at the same day.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
No
Description
Submission of
the proof of
announcement
of the GMS brief
minutes to OJK and
IDX
12. GMS Minutes
11
07
Tata Kelola
Terintegrasi
IDX Regulation
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
OJK Regulation (No.32/POJK.04/2014)
Date
Article 34 Clause 7
not later than 2 (two) working days after the
announcement is made.
23 March
2016
Article 33
(1) GMS minutes must be submitted to the
Financial Services Authority not later than 30
(thirty) days after the GMS is conducted.
(2) If the submission day of GMS minutes as
mentioned in clause (1) falls on a holiday,
the GMS minutes must be submitted on the
following working day at the latest.
18 April
2016
253
10
Laporan Keuangan
Konsolidasian
Remarks
Through IDXNet
Electronic
Reporting and
OJK Reporting as
well as hard copy
submission
Submitted to OJK
through letter CEO.
CSC/CMA.794/2016
dated 18 April
2016 concerning
Submission of
Brief Summary
of Annual GMS
Minutes of PT Bank
Mandiri (Persero).
The GMS was chaired by Mr. Wimboh Santoso as President Commissioner pursuant to the resolution of the Board of Commissioners’
meeting dated February 17, 2016 and was attened by all the Board Members as follows:
Board of Commissioners
Direksi
1. President Commissioner : Mr. Wimboh Santoso
2. Vice President Commissioner: Mr. Imam Apriyanto
Putro
3. Independent Commissioner : Mr. Abdul Aziz
(Chairman of Risk Management Committee and
Integrated Governance Committee)
4. Independent Commissioner: Ms. Aviliani (Chairman
of Audit Committee)
5. Komisaris : Mr. Askolani
6. Komisaris : Mr. Suwhono
7. Independent Commissioner: Mr. Goei Siauw Hong
8. Independent Commissioner: Mr. Bangun S.
Kusmulyono (Chairman of Nomination and
Remuneration Committee)
1.
2.
3.
4.
5.
6.
7.
8.
9.
President Director : Mr. Budi G. Sadikin
Vice President Director: Mr. Sulaiman A. Arianto
Director of Distributions : Mr. Sentot A. Sentausa
Director of Technology & Operations : Mr. Ogi Prastomiyono
Director of Treasury & Market : Mr. Pahala N. Mansury
Director of Corporate Banking : Mr. Royke Tumilaar
Director of Consumer Banking : Mr. Hery Gunardi
Director of Micro & Business Banking : Mr. Tardi
Director of Risk Management & Compliance : Mr. Ahmad Siddik
Badruddin
10. Director of Commercial Banking : Ms. Kartini Sally
11. Director of Finance & Strategy : Mr. Kartika Wirjoatmodjo
Besides Board of Commissioners and Directors, the Audit Committee members from independent parties who attended at the
Meeting are: Mr. Budi Sulistio dan Mr. Ridwan Dharmawan Ayub.
The shareholders and/or their proxies/representatives who represented 19,860,757,741 shares, among them Series A Dwiwarna
Share or constituting 85.117% of the total shares with valid voting rights issued by the Company up to the day when the Meeting
was held, i.e. 23,333,333,333 shares comprising:
• 1 (one) Series A Dwiwarna Share; and
• 23,333,333,332 (twenty-three billion three hundred thirty-three million three hundred thirty-three thousand three hundred
thirtytwo) Series B Shares; having regard to the Company Shareholder Register as per November 25, 2015 up to 16.00 Western
Indonesia Time.
Such numbers increased to 84.73% compared to the previous year, indicating that the announcement and invitation of Bank
Mandiri’s GMS have been effectively executed as well as the great concern and participation of the Shareholders.
The Meeting provided the opportunities to the Shareholders and their proxies to raise questions and/or to submit opinions for each
of the Meeting agenda.
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PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Mechanism of Decision-Making
Decision-making mechanism will be resolved based on an amicable deliberation to reach mutual consensus. In the event that the
resolutions based on the amicable deliberation fail to reach a mutual consensus, the resolutions shall be resolved by voting. The
resolutions of the first agenda until the sixth agenda were resolved through open voting system by raising their hands. Meanwhile,
the seventh agenda concerning the change in the Board of Commissioners and the Board of Directors will be resolved by closeddoor voting system. The voting which is carried out by voting cards will be counted electronically.
Independent Party Vote Counter
The Company has appointed Notary Ashoya Ratam SH, Mkn and PT Datindo Entrycom as independent parties to calculate and or
validate votes.
Following is the detail of resolutions as stipulated in the deed “Minutes of Annual General Meeting of Shareholders of PT BANK
MANDIRI Tbk” No. 25 dated March 21, 2015 which was made before Notary Ashoya Ratam SH, MKn
First Agenda
Approval of Financial Statements including Approval of Corporate Consolidated Financial Statements and
Supervision Report of the Board of Commissioners for the financial year ended on December 31, 2015, and
the Approval of Annual Report including Partnership and Community Development Program (Partnership
and Community Development Program) for the financial year ended on December 31, 2015 and granting full
responsibility release and discharge (acquit et de charge) to the Board of Directors and Board of Commissioners of
the Company for their management and supervision during the financial year ended on December 31, 2015.
Number of
Shareholders
submitting questions
Voting Result
6 person
Resolutions
1. Approve the Annual Report of the Company including Supervisory Report of the Board of Commissioners for
the financial year ended on December 31, 2015, and approve the Consolidated Financial Statements of the
Company for the financial year ended on December 31, 2015 as audited by the Public Accounting Officeof
Purwantono, Sungkoro & Surja with an audit opinion of no modification (formerly unqualified).
Affirmative Votes
99.547% shares or 100% of all shares
with voting rights presented at the
Meeting.
Abstain Votes
Disapproving Votes
0.312% shares or 100% of all shares 0.139% shares or 100% of all shares
with voting rights presented at the with voting rights presented at the
Meeting.
Meeting.
2. Approve the Annual Report of the Implementation of Partnership and Community Development Programfor
the financial year ended on December 31, 2015 as audited by the Public Accounting Office Purwantono,
Sungkoro & Surja with an audit opinion of no modification (formerly unqualified).
3. For the approval of the Annual Report of the Company including approval of Supervisory Report of the Board
of Commissioners for the financial year ended on December 31, 2015, and the approval of Consolidated
Financial Statements of the Company for the financial year ended on December 31, 2015 and Annual Report
of the Implementation of Partnership and Community Development Programfor the financial year ended
on December 31, 2015, provide fullrelease and discharge of responsibility (volledig acquit et decharge) to all
members of the Board of Directors and Board of Commissioners for the management and supervision acts
for the financial year ended on December 31, 2015, as long as the acts are not a criminal act and the acts are
reflected in the Annual Report, Consolidated Financial Statements of the Company and Annual Report of
Partnership and Community Development Programfor the financial year ended on December 31, 2015.
Realization Year
The release and discharge are also awarded to:
- Sdr. Mahmuddin Yasin, Sdr. Pradjoto, Sdr. Anton H. Gunawan, Sdr. Krisna Wijaya yang pada tanggal 1 Januari
2015 sampai dengan tanggal 16 Maret 2015 menjabat sebagai Anggota Dewan Komisaris Perseroan dan Sdr.
Darmin Nasution yang pada tanggal 11 Juni 2015 sampai dengan tanggal 12 Agustus 2015 menjabat sebagai
Komisaris Utama Perseroan; dan
- Sdr. Riswinandi, Sdr. Abdul Rachman, Sdr. Kresno Sediarsi, Sdr. Sunarso dan Sdri. Fransisca N Mok yang pada
tanggal 1 Januari 2015 sampai dengan tanggal 16 Maret 2015 menjabat sebagai anggota Direksi Perseroan.”
2016
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
Second Agenda
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
Realization Year
Third Agenda
Realization Year
Fourth Agenda
2016
Determination of remuneration and honorarium for the financial year of 2016 and tantiem on the performance
for the financial year ended on December 31, 2015 for the members of Board of Directors and Board of
Commissioners of the Company
Disapproving Votes
2.512% shares or 100% of all shares
with voting rights presented at the
Meeting.
To grant the power and authority to the Board of Commissioners by first asking for approval from the A
Dwiwarna series shareholders to determine the salary for the members of Board of Directors and honorarium
for the members of Board of Commissioners of the Company for the financial year of 2016 and tantiem for the
performance of the members of Board of Directors and Board of Commissioners for the financial year ended on
December 31, 2015 following the Regulation of State Owned Enterprise Minister number PER-04/MBU/2014 on
Guidelines to Determine Income of Board of Directors, Board of Commissioners and Supervisory Board of State
Owned Enterprise.
2016
Appointment of the Public Accountant Office to audit the Financial Statements of the Company and the Annual
Report of on the Partnership and Community Development Program for the financial year ended on December 31,
2016
Number of Shareholders None
submitting questions
Voting Result
Affirmative Votes
Abstain Votes
96.601% shares or 100% of all
0.885% shares or 100% of all shares
shares with voting rights presented with voting rights presented at the
at the Meeting.
Meeting.
Resolutions
Disapproving Votes
0.627% shares or 100% of all shares
with voting rights presented at the
Meeting.
Approve and set the use of net income of the Company for the financial year ended on December 31, 2015 at
Rp20,334,967,510,904.70 with the following allocation::
a. 30% of net income of the Company for the period of January 1, 2015 to December 31, 2015 or
Rp6,100,490,253,271.41 is allocated as cash dividends to shareholders and dividends for the state of the
Republic of Indonesia will be transferred in accordance with the rules and regulations.
To grant the power and authority to the Board of Directors to manage the cash dividends payout procedure
and implementation and then announce it in accordance to the prevailing regulations.
b. 11.2% of net income of the Company for the period of January 1, 2015 to December 31, 2015 or
Rp2,277,516,361,221.33 is allocated as Targeted Reserve for the investment purposes of the Company.
The Targeted Reserve will be used gradually and the implementation will be in line with the conditions and
needs of the Company.
c. 58.8% of net income of the Company or 11,956,960,896,411.96 is allocated as Retained Earnings.
Fund for Partnership and Community Development Programfor the financial year of 2016 is equivalent to
(around) 0.5% of net income for the financial year ended on December 31, 2015 which source of fund is
from Corporate cost and the remaining balance of PKBL fund from previous years.
Number of Shareholders None
submitting questions
Voting Result
Affirmative Votes
Abstain Votes
0.885% shares or 100% of all shares
96.601% shares or 100% of all
shares with voting rights presented with voting rights presented at the
at the Meeting.
Meeting.
Resolutions
10
Laporan Keuangan
Konsolidasian
Determination of the allocation of net income of the Company for the financial year ended on December 31, 2015
Number of Shareholders 3 person
submitting questions
Voting Result
Affirmative Votes
Abstain Votes
99.086% shares or 100% of all
0.286% shares or 100% of all shares
shares with voting rights presented with voting rights presented at the
at the Meeting.
Meeting.
Resolutions
255
Disapproving Votes
2.512% shares or 100% of all shares
with voting rights presented at the
Meeting.
1. To approve Public Accounting Office of Purwantono, Sungkoro & Surja as the Public Accounting Office to
audit the Consolidated Financial Statements of the Company and Annual Report of the Implementation of
the Partnership and Community Development Program for the financial year ended on December 31, 2016.
2. To grant the authority to the Board of Commissioners to determine honorarium and other requirements
for the Public Accounting Office, and appoint substitute Public Accounting Office in the event the Public
Accounting Office Purwantono, Sungkoro & Surja, due to any reason whatsoever could not finish the audit
of Consolidated Financial Statements of the Company and Annual Report of the Implementation of the
Partnership and Community Development Program for the financial year ended on December 31, 2016.
Realization Year
2016
256
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
Fifth Agenda
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Approval to amend the Fund Adequacy Ratio of the pension fund of Dana Pensiun Bank Mandiri Satu, Dana
Pensiun Bank Mandiri Dua, Dana Pensiun Bank Mandiri Tiga and Dana Pensiun Bank Mandiri Empat as set out in
the resolution of the Annual General Meeting of Shareholders dated April 2, 2013 from a minimum of 115% to a
minimum of 105% which the implementation of resolution to increase Pension Benefits and Other Benefits have
been delegated to the Board of Commissioners.
Number of Shareholders None
submitting questions
Voting Result
Affirmative Votes
Abstain Votes
78.403% shares or 100% of all
2.032% shares or 100% of all shares
shares with voting rights presented with voting rights presented at the
at the Meeting.
Meeting.
Resolutions
2016
Approval for the share ownership program by management and employees to provide long-term performancebased incentive.
Number of Shareholders 4 person
submitting questions
Voting Result
Affirmative Votes
Abstain Votes
77.309% shares or 100% of all
1.217% shares or 100% of all shares
shares with voting rights presented with voting rights presented at the
at the Meeting.
Meeting.
Resolutions
2016
Change in the management of Company.
Number of Shareholders None
submitting questions
Voting Result
Affirmative Votes
78.403% shares or 100% of all
shares with voting rights presented
at the Meeting.
Resolutions
Disapproving Votes
21.472% shares or 100% of all
shares with voting rights presented
at the Meeting.
To approve the provision of share ownership program to provide long-term performance-based incentive to the
management of the Company and power and authority to the Board of Commissioners of the Company by first
obtaining approval from A series Dwiwarna shareholders to determine the method and mechanism including the
amount of share ownership program by the management to provide long-term performance-based incentive.
Realization Year
Mata Acara Ketujuh
Disapproving Votes
19.564% shares or 100% of all
shares with voting rights presented
at the Meeting.
To change the minimum RKD for Dana Pensiun Bank Mandiri Satu, Dana Pensiun Bank Mandiri Dua, Dana
Pensiun Bank Mandiri Tiga and Dana Pensiun Bank Mandiri Empat as decided in the resolution of Annual
GMS dated April 2, 2013 from a minimum of 115% to a minimum of 105% which the decision on pension
and/or other benefits upgrade is delegated to the Founding Board of Commissioners, hence the delegation
of authority to the Founding Board of Commissioners in relation to the pension or other benefits upgrade in
Dana Pensiun Bank Mandiri Satu to Dana Pensiun Bank Mandiri Empat, has fulfilled the following minimum
conditions:
1. RKD after the upgrade in pension and/or other benefits at a minimum of 105% based on the mortality table
as determined by the Company as the Founder.
2. There is a surplus and no additional contribution and accounting obligation based on PSAK number 24
Realization Year
Mata Acara Keenam
05
Tinjauan Fungsi
Pendukung Bisnis
Abstain Votes
2.032% shares or 100% of all shares
with voting rights presented at the
Meeting.
Disapproving Votes
19.564% shares or 100% of all
shares with voting rights presented
at the Meeting.
1. To cordially dismiss the following names as members of the Board of Directors of the Company:
a. BUDI GUNADI SADIKIN as President Director;
b. SENTOT A SENTAUSA as Director;
c. ROYKE TUMILAAR as Director.
The dismissal of the members of the Board of Directors shall be from the Meeting adjournment with
gratitude for their work during their term as members of the Board of Directors of the Company.
2. To switch the assignment of Mr. KARTIKA WIRJOATMODJO who is appointed pursuant to the resolution
of 2015 GMS of the Company from Director to President Director of the Company with a term of office of
continuing the remaining term of office following the resolution of the GMS.
3. Appoint the following names as members of the Board of Directors of the Company:
a. Mr.RICO USTHAVIA FRANS as Director;
b. Mr.ROYKE TUMILAAR as Director.
The expiration of the term of office of the appointed members of the Board of Directors is until the
adjournment of the fifth Annual GMS since the appointment, by considering the rules and regulations of
the capital markets and without reducing the right of the GMS of the Company for dismissal at any time.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
257
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Laporan Keuangan
Konsolidasian
4. Appoint ARDAN ADIPERDANA as Commissioner of the Company.
The expiration of the term of office of the appointed members of the Board of Directors is until the
adjournment of the fifth Annual GMS since the appointment, by considering the rules and regulations of
the capital markets and without reducing the right of the GMS of the Company for dismissal at any time.
5. To transfer the appointment of WIMBOH SANTOSO who is appointed based on the resolution of the
2015 Extraordinary GMS of the Company from the President Commissioner of the Company to President
Commissioner and Independent Commissioner of the Company with the term of office of the remaining
term of the office as set out in the resolution of the Extraordinary GMS.
6. With the dismissal, appointment and transfer of position of members of Board of Directors and
members of Board of Commissioners, the composition of members of Board of Directors and Board of
Commissioners of the Company is as follows:
Board of Directors
President Director : Mr. KARTIKA WIRJOATMODJO;
Vice President Director: Mr. SULAIMAN A. ARIANTO;
Director : Mr. OGI PRASTOMIYONO;
Director : Mr. PAHALA N. MANSURY;
Director : Mr. HERY GUNARDI;
Director : Mr. TARDI;
Director : Mr. AHMAD SIDDIK BADRUDDIN;
Director : Ms. KARTINI SALLY;
Director : Mr. ROYKE TUMILAAR;
Director : Mr. RICO USTHAVIA FRANS;
Commissoners
President Commissioner/Independent Commissioner : Mr.WIMBOH SANTOSO;
Vice President Commissioner: Mr.IMAM APRIYANTO PUTRO;
Independent Commissioner : Ms. AVILIANI;
Independent Commissioner: Mr. GOE SIAUW HONG.
Independent Commissioner: Mr. BANGUN S. KUSMULYONO;
Independent Commissioner: Mr. ABDUL AZIZ;
Commissioner : Mr. ASKOLANI;
Commissioner : Mr. SUWHONO;
Commissioner : Mr. ARDAN ADIPERDANA.
7. To grant the power and authority to the Board of Directors of the Company with substituting right to
perform all necessary acts in relation to the resolution of such agenda in accordance with the prevailing
laws and regulations, including preparation of a separate Notary Deed and announce the composition
of the members of the Board of Directors and Board of Commissioners of the Company to the Ministry
of Justice and Human Rights, and ask the Financial Services Authority to perform Fit & Proper Test to the
candidates for the member of Board of Directors and Board of Commissioners of the Company following
the prevailing regulations.
Realization Year
2016
Previous AGMS Resolutions and Its Realization
1. AGMS ( March 6, 2015)
Agenda
Resolutions
Approval of the Annual
1. To approve the Company’s Annual Report, including Report on
Report and Approval of
Supervisory Duties conducted by BOC for the fiscal year ending
the Consolidated Financial
on December 31, 2014, and approve the Consolidated Financial
Statements, Approval of
Statements for the fiscal year ending on December 31, 2014 as
Report on Supervisory Duties
audited by the Public Accounting Form (KAP) TANUDIREDJA,
of the Board of Commissioners
WIBISANA & Partners, with an “unqualified” opinion as reflected
and Approval of the Annual
in its report dated February 2, 2015, and with the approval of the
Report on the Implementation
Annual Report, the Report on Supervisory Duties by BOC and
of Partnership and
the Consolidated Financial Statements for the fiscal year ending
Environmental Development
on December 31, 2014, the GMS fully released and discharged
Program for the fiscal year
(volledig acquit et de charge) all BOC and BOD members who
ending on December 31, 2014
held their offices during the aforementioned fiscal year to the
extent that their acts did not constitute criminal offenses and
such acts were reflected in the Company’s Annual Report and
Consolidated Financial Statements.
Realization
Date
Keterangan
2015
Terealisasi
258
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
Agenda
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Resolutions
2. To approve the Annual Report on the Implementation of
Partnership and Environmental Development Program for the
fiscal year ending on December 31, 2014 as audited by KAP
TANUDIREDJA, WIBISANA & Partners. With an “unqualified
opinion” as reflected in its report dated February 20, 2015,
and with the approval of the Company’s Annual Report for
the said fiscal year and the approval of the Annual Report
on the Implementation of Partnership and Environmental
Development Program for the same fiscal year, the GMS fully
released and discharged (volledig acquit et de charge) all BOC
and BOD members from the management and supervision
conducted during the fiscal year ending on December 31, 2014
to the extent that their acts did not constitute criminal offenses
and such acts were reflected in the Company’s Annual Report
and Annual Report on the Implementation of Partnership and
Environmental Development Program for the fiscal year ending
on December 31, 2014
Approval of the Company’s
1. To approve and set out the Company’s allocation of
allocation of net profit for
(consolidated) net profit in FY 2014 amounting to IDR
the fiscal year ending on
19,871,873,276,792.6(nineteen trillion eight hundred
December 31, 2014;
seventyone billion eight hundred seventy-three million two
hundred seventy-six thousand seven hundred ninety-two
rupiahs and sixty cents) as follows:
a) As much as 25% of the Company’s net profit for the period
January 1-December 31, 2014, or IDR 4,967,968,319,198.15
(four trillion nine hundred sixty-seven billion nine hundred
sixty-eight million three hundred nineteen thousand one
hundred ninety-eight rupiahs and fifteen cents) to be
distributed as cash dividends to the shareholders.
b) To grant the authority and power with the right of
substitution to BOD to establish procedures for dividend
payment in accordance with the applicable regulations.
2. As much as 13.20% of the Company’s net profit for the
period January 1-December 31, 2014, or totaling IDR
2,622,936,000,000.36 (two trillion six hundred twenty-two
billion nine hundred thirty-six million Rupiahs and thirty-six
cents) to be set aside as Reserves to support investment.
3. The rest of the Company’s net profit from FY 2014, after
allocation for dividend payments and Reserves as mentioned
in point 1 and 2, is designated as Retained Earnings.
Appointment of a Public
• To grant the authority as specified in Article 11 paragraph (2)
Accounting Firm to audit
letter c of the Articles of Association stipulating that “In the
the Company’s Financial
Annual GMS, a Public Accounting Firm shall be appointed to
Statements and the Annual
audit current Company’s books based on recommendation from
Report on the Implementation
the Board of Commissioners” to BOC to choose an Accounting
of Partnership and
Firm that will audit the Company’s Consolidated Financial
Environmental Development
Statements and Annual Report on the Implementation of
Program for the fiscal year
Partnership and Environmental Development Program for
ending on December 31, 2015.
the fiscal year ending on December 31, 2015, including to
determine the fee and other requirements for such Accounting
Firm, including to choose a substitute Accounting Firm in the
event that the Accounting Firm appointed and chosen, due
to any reasons, cannot complete the audit of the Company’s
Consolidated Financial Statements and Annual Report on the
Implementation of Partnership and Environmental Development
Program for 2015.
Determining the salaries of
To grant the power and authority to BOC with prior approval from
BOD, honorarium of BOC
the Shareholder of Series A Dwiwarna to decide the amount of
and bonuses as well as other
bonuses paid to members of BOC and BOD serving in FY 2014
benefits for all members of
and to determine the amount of salaries, honorarium, and other
BOC and BOD
benefits, including allowances and facilities, for BOC and BOD
members in 2015.
05
Tinjauan Fungsi
Pendukung Bisnis
Realization
Date
Keterangan
2015
Terealisasi
2015
Implemented
2015
Implemented
2015
Implemented
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
Agenda
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
Resolutions
Amendments to the
1. To approve the amendments to Company’s Articles of
Company’s Articles of
Association conforming to POJK No. 32/POJK.04/2014
Association in connection
concerning Planning and Holding a Public Company’s General
with the provisions of (i)
Meeting of Shareholders and POJK No. 33/POJK.04/2014
Regulation of the Financial
concerning Board of Directors and Board of Commissioners of
Services Authority (POJK)
an Issuer or Public Company.
No. 32/POJK.04/2014 on
2. To approve the reconstitution of all provisions in the Articles
Planning and Holding a Public
of Association which relate to the amendments referred to in
Company’s General Meeting of
point no. 1 of the resolutions above.
Shareholders, and (ii) POJK No. 3. To grant the power and authority with the right of substitution
33/POJK.04/2014 concerning
to BOD to take the necessary acts pertaining to the resolutions
Board of Directors and Board
on the Meeting’s agenda, including to reconstitute and
of Commissioners of an Issuer
restate all Articles of Association pursuant to the resolutions
or Public Company
mentioned on point 2 (two) into a Notarial Deed and thereafter
to submit the same to the competent authority for approval
and/or receipt of notification concerning amendments to the
Company’s Articles of Association, and to conclude all matters
as deemed necessary and useful for such purpose without any
exception, including making any addition and/or change in the
amendments of the Articles of Association, if required by the
competent authority.
1. To honorably discharge BOC and BOD members ending their
Approval of changes in the
members of the Company’s
tenure on the closing of the Meeting with deepest gratitude for
BOC and BOD
their great contributions in their respective capacity as BOC and
BOD members.
2. To accept the resignation of Mr. MAHMUDDIN YASIN from his
tenure as the Chief Commissioner pursuant to his letter dated
March 10, 2015 with deepest gratitude for his contributions in
his capacity as a member of BOC.
3. To honorably discharge Mr. ANTON HERMANTO GUNAWAN as
an Independent Commissioner effective from the closing of the
Meeting with deepest gratitude for his great contributions in his
capacity as a member of Company’s BOC.
4. To appoint:
Members of the Company’s BOC
a. Mr. DARMIN NASUTION as Chief Commissioner;
b. Mr. IMAM APRIYANTO PUTRO as Deputy Chief Commissioner;
c. Mr. GOEI SIAUW HONG as Independent Commissioner;
d. Mr. SUWHONO as Commissioner;
e. Mr.BANGUN SARWITO KUSMULJONO as Independent
Commissioner;
f. Ms. CAHAYA DWI REMBULAN SINAGA as Independent
Commissioner;
Members of the Company’s BOD
a. Mr. SULAIMAN ARIF ARIANTO as Vice President Director;
b. Mr. PAHALA NUGRAHA MANSURY as Director;
c. Ms. KARTINI SALLY as Director;
d. Mr. KARTIKA WIRJOATMODJO as Director;
e. Mr. AHMAD SIDDIK BADRUDDIN as Director;
f. Mr. TARDI as Director;
259
10
Laporan Keuangan
Konsolidasian
Realization
Date
Keterangan
2015
Implemented
2015
Implemented
260
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
Agenda
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Resolutions
05
Tinjauan Fungsi
Pendukung Bisnis
Realization
Date
Keterangan
2015
Implemented
The appointment of BOC and BOD members was declared
effective following approval from the OJK based on the Fit and
Proper Test and upon compliance with the applicable legislation,
except for the appointment of Mr. PAHALA NUGRAHA MANSURY
which was effective as of the closing of this Meeting. The
tenure of the appointed members of BOC and BOD shall end
by the closing of the fifth Company’s Annual GMS as of their
appointment without prejudice to the rights of the Meeting to
dismiss any of them at any time.
To re-assign Mr. ABDUL AZIZ from Commissioner to
Independent Commissioner post for the remainder of his tenure
as a Commissioner. Therefore, upon the closing of the Meeting,
the members of the Company’s BOC and BOD shall be as follows:
BOARD OF COMMISSIONERS
• Chief Commissioner: Mr. DARMIN NASUTION
• Deputy Chief Commissioner: Mr. IMAM APRIYANTO PUTRO
• Independent Commissioner: Ms. AVILIANI
• Independent Commissioner: Mr. GOEI SIAUW HONG
• Commissioner : Mr. SUWHONO
• Independent Commissioner: Mr. ABDUL AZIZ
• Commissioner : Mr. ASKOLANI
• Independent Commissioner: Mr. BANGUN SARWITO
KUSMULJONO
• Independent Commissioner: Ms. CAHAYA DWI REMBULAN
SINAGA
BOARD OF DIRECTORS
• President Director: Mr. BUDI GUNADI SADIKIN
• Vice President Director: Mr. SULAIMAN ARIF ARIANTO
• Director : Mr. ROYKE TUMILAAR
• Director : Mr. HERY GUNARDI
• Director : Mr. SENTOT A SENTAUSA
• Director : Mr. OGI PRASTOMIYONO
• Director: Mr. PAHALA NUGRAHA MANSURY
• Director : Ms. KARTINI SALLY
• Director:Mr.KARTIKA WIRJOATMODJO
• Director : Mr. AHMAD SIDDIK BADRUDDIN
• Director : Mr. TARDI
5. To grant the power and authority with the right of substitution
to BOD to take all the necessary acts relating to the resolutions
on the Meeting’s agenda in line with the applicable legislation,
including stating changes in the membership of BOC and
BOD in a Notarial Deed and notifying the Ministry of Law and
Human Rights of the Republic of Indonesia of the BOC and BOD
membership as well as requesting the OJK to conduct a Fit and
Proper Test for appointed Board’s members in accordance with
the applicable legislation.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
07
Tata Kelola
Terintegrasi
06
Tata Kelola
Perusahaan
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
261
10
Laporan Keuangan
Konsolidasian
2. RUPS Luar Biasa (18 Desember 2015)
Agenda
Perubahan Pengurus
Perseroan
Resolutions
Realization
Date
Remarks
2015
Implemented
2015
Implemented
1. Approved the dismissal of Mr. Darmin Nasution as the
Chief Commissioner as of his official appointment as the
Coordinating Minister for Economic Affairs of the Republic
of Indonesia on August 12, 2015 by extending deepest
gratitude for his great contributions in his capacity as the Chief
Commissioner.
2. Approved and appointed Mr. Wimboh Santoso as the Chief
Commissioner. The appointment of the Chief Commissioner
was effective following approval from the OJK based on the Fit
and Proper Test and compliance with the applicable legislation.
The tenure of the newly appointed Chief Commissioner
would end on the closing of the fifth Annual GMS as of his
appointment, with due observance of legislation regulating
Capital Market and without prejudice to the rights of the
Meeting to dismiss him at any time.
3. Therefore, following the approval from OJK of that appointment,
the membership of BOC would be as follows:
Board of Commissioners:
Chief Commissioner: Mr. Wimboh Santoso
Deputy Chief Commissioner: Mr. Imam Apriyanto Putro
Independent Commissioner: Mr. Abdul Aziz
Independent Commissioner: Ms. Aviliani
Commissioner: Mr. Askolani
Commissioner: Mr. Suwhono
Independent Commissioner: Mr. Goei Siauw Hong
Independent Commissioner: Mr. Bangun Sarwito Kusmuljono
4. 4. To grant the power and authority to BOD with the right
of substitution to take all the necessary acts relating to the
resolutions of the Agendas in accordance with the applicable
legislation, including stating the structure of BOC membership
in a Notarial Deed and giving notification to the Ministry of
Law and Human Rights of such membership, and requesting
OJK to conduct a Fit and Proper Test for the Appointed Chief
Commissioner in accordance with the applicable legislation.
Determining the enforcement To approve the decision to enforce Regulation of the Minister of
of Regulation of the Minister State Owned Enterprises No. PER-09/MBU/07/2015 dated July 3,
of State Owned Enterprises
2015 concerning Partnership and Environmental Development
No. PER-09/MBU/07/2015
Program of State Owned Enterprises as a guideline for conducting
Partnership and Environmental Development Programs which will
dated July 3, 2015
be implemented in 2016.
concerning Partnership and
Environmental Development
Program of State Owned
Enterprises
262
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Ikhtisar Utama
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Laporan Manajemen
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Sekilas Perusahaan
Board of Commissioners
Board of Commissioners (BOC) is the main organ of the
Company who has function in terms of supervision, providing
advices and approval as well as other functions given based on
the Articles of Association, provisions and regulations.
Duties and Responsibilities of the BOC
In performing its function, the BOC is responsible collectively
and collegially, assisted by 4 (four) committees under
the BOC, namely Audit Committee, Remuneration and
Nomination Committee, Risk Monitoring Committee and
Integrated Governance Committee.
According to Article 19 of the Articles of Association, the BOC
has the following duties and responsibilities:
Duties of BOC:
1. To conduct supervision and responsible for supervision
over the management policies, management in general,
either upon the Company or the Company’s business and
to provide advice to the Board of Directors for the interest
of the Company and in accordance with the purposes and
objectives of the Company.
2. To perform duties specifically mandated based on the
Articles of Association, prevailing laws and regulations and/
or under the resolutions of the GMS;
3. To perform duties and responsibilities in accordance with
the provisions set forth in the Articles of Association of the
Company and resolutions of the GMS in good faith, with full
responsibility and due care;
4. In performing their duties, the Board of Commissioners shall
act for the interests of the Company and shall be responsible
to the GMS;
5. To examine and review the annual report prepared by the
Board of Directors and sign such annual report.
Responsibilities of BOC encompass:
1. To supervise the implementation of the Business Plan and
the Company’s budget;
2. To follow the development of the Company’s activities
and in the event that the Company indicates a decline, the
Board of Commissioners shall immediately report to the
GMS as soon as possible and shall render advice on the
improvements steps that shall be taken;
3. To propose to the GMS on the appointment of a Public
Accountant that will audit the Company’s books;
4. To perform other supervisions determined by the GMS;
5. To render response to a periodical report of the Board of
Directors and at any time required to give response to the
Company’s development and report the results thereof to
the Shareholders of Series A Dwiwarna share in a timely
manner.
6. To respond and approve the Business Plan and annual
budget as well as long-term Business Plan of the Company
prepared and submitted to the Board of Directors;
7. To approve the Business Plan and annual budget of the
Company at the latest on the thirtieth (30th) day of the first
month after the commencement date of the new financial
year;
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8. In case of until the deadline as referred to in point 7 of
this paragraph, the Board of Commissioners have not yet
approved the Business Plan and annual budget of the
Company, the Company’s Business Plan and annual budget
of last financial year shall apply.
The abovementioned duties and responsibilities are applied to
all members of BOC, however the President Commissioner has
special assignment, which are leading the internal meetings
and performing invitation in writing to all members of BOC to
attend the meeting
Duties and Responsibilities of President Commissioner
a. Serving a notice to the Meeting of the Board of
Commissioners in written which is submitted to all
members of the Board of Commissioners by mentioning the
agenda, date, time, and the venue of Meeting.
b. Acting as Chairman in the Board of Commissioners’
Meetings.
c. Ensuring the arrangement of the Board of Commissioners’
Meeting and other Committees’ Meetings including the
administration or Minutes of Meeting.
d. Receiving reports from the Committees under the Board of
Commissioners
e. Coordinating all the duties of the Board of Commissioners
which should, to the greatest possible extent, already been
evenly distributed.
Working Guidelines and Code of Conduct for BOC
(Board Charter)
In order to carry out the supervisory function as a part of duties
and responsibilities in an efficient, effective, transparent,
competent, independent, and accountable, the BOC in the
Decree number KEP. KOM/002/2015 dated December 21, 2015,
has established guidelines and rules of conduct which include:
1. General Provisions;
2. Function and Duties of the BOC;
3. Obligation of the BOC;
4. Rights and Authorities of the BOC;
5. Information, Bank Confidentiality and Conflict of Interests;
6. Committees and Other Supporting Institutions.
7. Meetings of the BOC and
8. the Division of Tasks.
9. Others
The working guidelines were prepared under the following
regulations:
1. Articles of Association.
2. Law No.40/2007 on Limited Liability Companies.
3. Law No.19/2003 on SOE.
4. OJK Regulation No. 33-POJK.04-2014 on the Board of
Directors and Commissioner of Listed or Public Companies.
5. SOE Minister Regulation No.PER-09/MBU/2012 concerning
Amendment to the Regulation of the Minister of
State Owned Enterprise No. PER-01/MBU/2011 on the
Implementation of Good Corporate Governance (GCG) in
SOEs.
6. Indonesia’s Code of the National Committee on Governance
(NCG) and Guidelines for GCG (GCG Code) Bank Mandiri.
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Rights and Authorities of the BOC
Based KEP.KOM / 005/2016 on the order of the Board
Commissioner, the rights and authority of the Board of
Commissioners is as following:
1. Provide decisions for the actions of the Board of Directors as
set forth in the Articles of Association.
2. Any Commissioner shall, jointly or independently, be entitled
to enter the premises or any other places used or controlled
by the Bank and to examine the books, evidence documents,
stock of goods, to examine and verify the cash condition for
the purpose of verification and commercial papers as well as
to be informed of any actions which have been taken by the
Board of Directors.
3. Such actions as referred to in paragraph (2) shall be taken
in the capacity as the Board of Commissioners and must
be reported in the Meeting of the Board of Commissioners
concerning such actions.
4. If deemed necessary, the Board of Commissioners shall
be entitled to request for the assistance of experts in
performing its duties for a limited period at the account of
the Bank.
5. Any Commissioner shall be entitled to require an
explanation concerning any matters from the Board of
Directors as well as from all the lines under it and the Board
of Directors shall be obligated to give an explanation.
6. Any Commissioner shall be entitled to attend the meetings
held by the Board of Directors or its subordinate units
without participating in making decisions.
7. The Board of Commissioners shall, by majority votes, be
entitled at any time to suspend one or more members of
the Board of Directors, if it is evident that they have acted
against the Articles of Association or if they are proven
to have neglected their obligations or in the event of any
reason which is urgent to the Bank.
8. Such suspension shall be notified in writing to the persons
concerned accompanied with the reason for such action.
9. Within 90 (ninety) days following the date of suspension, the
Board of Commissioners shall be obligated to hold a GMS
to decide whether the members of the Board of Directors
concerned will be permanently dismissed or be returned to
their position, where the persons concerned shall be given
the opportunity to appear and defend themselves.
Obligations of the BOC
Based on KEP.KOM/005/2016 regarding Board of Commissioners
rules, the BOC has obligations which can be described as follows:
1. Approve and supervise the implementation of RKAP.
2. Follow-up the results of supervision and recommendations
provided in the event of any deviation from the applicable laws
and regulations, articles of association and prudential banking
practices.
3. Following the progress of Bank's activities, and in the event that
the Bank shows any sign of decline, immediately holding a GMS
for reporting to the Shareholders accompanied with remedial
actions to take.
4. Providing opinions and advice to the GMS on any issues deemed
important for the Bank's management.
5. Performing other supervisory duties as determined by the GMS
and the laws and regulations.
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6. Developing anti-fraud culture and concern throughout the
Bank's organization.
7. Giving directives in credit consultancy and reviewing the
approval of credit exceeding a certain amount as agreed upon by
the Board of Commissioners and the Board of Directors.
Criteria for BOC
Besides Articles of Association and Bank Indonesia regulation,
the appointment criteria for BOC of Bank Mandiri also refers to
other provisions, among others POJK No. 33/POJK.04/2014 and
Regulation of the Minister of State Owned Enterprises No. PER02/MBU/02/2015.
The BOC members shall meet the following competency
requirements:
1. Having adequate knowledge in the field of banking relevant
to the position;
2. Having expertise and experience in banking and/or finance;
and
3. The ability for strategic management in order to develop a
healthy bank.
Other requirements that should be fulfilled by members of BOC
are related to integrity as follows:
1. Having a good character, morals and integrity;
2. Capable to perform legal actions;
3. Never been sentenced due to a crime charged with 5 years
or more imprisonment; and/or in the last 5 (five) years prior
to the appointment and during his/her term of office:
a. Never been declared bankrupt;
b. Never become a member of board of directors and/or
BOC being declared guilty causing a company being
bankrupt;
c. Never been sentenced due to a crime causing losses to
the state finance and/or related to financial sectors; and.
4. Never become a member of board of directors and/or BOC
who is during his/her term of office:
a. aonce refrained from convening an annual GMS;
b. his/her accountability as a member of Board of Directors
and/or Board of Commissioners was once not accepted
by the GMS or he/she once did not provide accountability
as a member of Board of Directors and/or Board of
Commissioners to the GMS; and
c. He/she once causing a company that had obtained
license, approval, or registration from Financial Service
Authority failed to be in compliance with the obligation
for submission of annual reports and/or financial
statement to the Financial Service Authority.
5. Having commitment to comply with the laws and
regulations;
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04
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Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
BOC Determination Procedure
Determination of the Board of Commissioners must go through the process of fit and proper test by the Financial Services Authority
through a petition filed by the Bank. Board of proposed amounted to a maximum of two (2) people for each vacancy, and the
determination of candidates proposed has been conducted in accordance with the applicable legislation.
The fit and proper test conducted by the Financial Services Authority, covering the administrative examination and interview.
Approval or rejection of the application by the Financial Services Authority no later than 30 (thirty) days after receipt of the complete
application.
In the case of candidates who requested the approval of the Financial Services Authority has been approved and appointed as the
Bank Management in accordance GMS, but is concerned not approved by the Financial Services Authority, the Bank through the
AGM shall dismiss concerned.
Candidate Management of Banks that have not been approved by the Financial Services Authority are prohibited from doing duty
as a Member of the Board in the operations of the Bank and or other activities that have a significant influence on the policies and
financial condition of the Bank, although it has been approved and appointed by the AGM.
Composition of the Board of Commissioners prior to the Annual GMS
Pursuant to Article 18 of the Articles of Association, the BOC shall comprise at least 3 (three) members, one of them may be
appointed as the President Commissioner and if deemed necessary, another one of them may be appointed as the Vice President
Commissioner.
Name
Designation
Wimboh Santoso
President
Commissioner/
Independent
Commissioner
Imam Apriyanto
Putro
Legal Basis of
Appointment
Term of Office
Fit and Proper
Domisili
AGMS dated March 21,
2016
2016 - present
OJK
Indonesia
Vice President
Commissioner
AGMS dated March 16,
2015
2015 - present
OJK
Indonesia
Aviliani
Independent
Commissioner
EGMS dated May 21,
2014
2014 - present
OJK
Indonesia
Goe Siauw Hong
Independent
Commissioner
AGMS dated March 16,
2015
2015 - present
OJK
Indonesia
B.S. Kusmulyono
Independent
Commissioner
AGMS dated March 16,
2015
2015 - present
OJK
Indonesia
Abdul Aziz
Independent
Commissioner
AGMS dated
2013 sampai dengan
saat ini
Otoritas Jasa Keuangan
Indonesia
April 2, 2013
2013 - present
OJK
Indonesia
Otoritas Jasa Keuangan
Indonesia
Askolani
Commissioner
EGMS dated May 21,
2014
2014 - present
OJK
Indonesia
Suwhono*
Commissioner
AGMS dated March 16,
2015
2015 - present
OJK
Indonesia
*) Served until March 29, 2016. The period of his employment at the bank ended because it has got a new assignment as Director of
PT Berdikari (Persero).
Pada tahun 2016, terjadi perubahan komposisi Dewan Komisaris,yaitu penambahan Ardan Adiperdana sebagai anggota Dewan
Komisaris, dan berakhirnya masa jabatan Suhwono sebagai anggota dewan komisaris sehubungan dengan pengangkatan
sebagai Direktur Utama di salah satu Perusahaan BUMN. . Dengan demikian, jumlah anggota Dewan Komisaris per 31 Desember
2016 sebanyak 8 orang yang terdiri dari satu orang Komisaris Utama, satu orang Wakil Komisaris Utama, empat orang Komisaris
Independen, dan dua orang Komisaris dengan rincian sebagai berikut:
Nama
Jabatan
Dasar Pengangkatan
Periode Jabatan
Wimboh Santoso
Komisaris Utama
RUPS Tahunan tanggal
21 Maret 2016
2016 sampai dengan
saat ini
Penyelenggara
Kemampuan dan
Kepatutan
Domisili
Otoritas Jasa Keuangan
Indonesia
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
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Tata Kelola
Perusahaan
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Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
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Kriteria ARA 2015
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Laporan Keuangan
Konsolidasian
Imam Apriyanto
Putro
Wakil Komisaris Utama
RUPS Tahunan tanggal
16 Maret 2015
2015 sampai dengan
saat ini
Otoritas Jasa Keuangan
Indonesia
Aviliani
Komisaris Independen
RUPS Luar Biasa
tanggal 21 Mei 2014
2014 sampai dengan
saat ini
Otoritas Jasa Keuangan
Indonesia
Goe Siauw Hong
Komisaris Independen
RUPS Tahunan tanggal
16 Maret 2015
2015 sampai dengan
saat ini
Otoritas Jasa Keuangan
Indonesia
B. S. Kusmulyono
Komisaris Independen
RUPS Tahunan tanggal
16 Maret 2015
2015 sampai dengan
saat ini
Otoritas Jasa Keuangan
Indonesia
Abdul Aziz
Komisaris Independen
RUPS Tahunan tanggal
2 April 2013
2013 sampai dengan
saat ini
Otoritas Jasa Keuangan
Indonesia
Askolani
Komisaris
RUPS Luar Biasa
tanggal 21 Mei 2014
2014 sampai dengan
saat ini
Otoritas Jasa Keuangan
Indonesia
Ardan Adiperdana
Komisaris
RUPS Tahunan tanggal
21 Maret 2016
2016 sampai dengan
saat ini
Otoritas Jasa Keuangan
Indonesia
Penilaian Kemampuan dan Kepatutan
Dewan Komisaris sebagai pengurus Bank diharuskan memenuhi persyaratan integritas, kompetensi dan reputasi keuangan
serta memperoleh predikat lulus dalam penilaian kemampuan dan kepatutan yang diselenggarakan oleh Otoritas Jasa Keuagan
sebagaimana tercantum dalam POJK No. 27/POJK.03/2016 tentang Penilaian Kemampuan dan Kepatutan Bagi Pihak Utama
Lembaga Jasa Keuangan (Fit and Proper Test).
Setiap anggota Dewan Komisaris telah mengikuti Fit and Proper Test yang diselenggarakan oleh Otoritas Jasa Keuangan dan
memperoleh predikat kelulusan.
Tabel Penilaian Kemampuan dan Kepatutan
Nama
Wimboh Santoso
Imam Apriyanto Putro
Aviliani
Goe Siauw Hong
B.S. Kusmulyono
Abdul Aziz
Askolani
Suwhono*)
Ardan Adiperdana
Penyelenggara Kemampuan
dan Kepatutan
Jabatan
Komisaris Utama
Wakil Komisaris Utama
Komisaris Independen
Komisaris Independen
Komisaris Independen
Komisaris Independen
Komisaris
Komisaris
Komisaris
Otoritas Jasa Keuangan
Otoritas Jasa Keuangan
Otoritas Jasa Keuangan
Otoritas Jasa Keuangan
Otoritas Jasa Keuangan
Otoritas Jasa Keuangan
Otoritas Jasa Keuangan
Otoritas Jasa Keuangan
Otoritas Jasa Keuangan
Tanggal Perolehan Predikat
Kelulusan
11 Februari 2016
8 Juni 2015
3 September 2014
19 Juni 2015
19 Juni 2015
19 Juni 2015
3 September 2014
19 Juni 2015
27 September 2016
*) Menjabat sampai dengan 29 Maret 2016. Masa kerja beliau di Bank Mandiri berakhir karena telah mendapat penugasan baru
sebagai Direktur Utama PT Berdikari (Persero).
Composition of the Board of Commissioners Policy
Diversity is one of the elements that should be considered in determining the composition of the Board of Commissioners which are
also tailored to the needs and complexity of business. Bank Mandiri strives to maintain the diversity of the composition of the Board
of Commissioners, as reflected in the BOC Profile page 72-75.
Aspects of diversity in the composition of the Board of Commissioners can be seen from some of the elements that are owned by
the members of the Board of Commissioners including among them is the independence, expertise / education, work experience,
age and gender.
Diversity Aspects
Education
The diversity of educational backgrounds of the Bank Commissioners, indicated
by a mix of education, namely:
• Educational qualification from Bachelor, Master to Doctorate
• Competence fields including the field of Economic Accounting,
Development Studies, Strategic Management, Business Administration,
Finance, Marketing, Environmental Management, Social Politics, Agronomy/
Agriculture, Fisheries/Social Economy.
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Laporan Manajemen
Working Experience
Age
Sex
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
The diversity of work experience of the Board of Commissioners of Bank Mandiri,
among others, namely:
• Director of IMF (2013-2015)
• 1st Rank Officials of the Ministry of SOEs
• 1st Rank Officials of the Ministry of Finance
• Member of Committee for the Acceleration and Expansion of Indonesia's
Economic Development (2012-2014)
• 20 Chairman of National Committee for Micro Finance Empowerment
• President Director at private company
• Head of Finance and Development Supervisory Agency
The diversity of ages of the Board of Commissioners is in the quite productive
age range, i.e. 50-55 years old = 5 person and 56-60 years old = 2 person, and
one person whose age is above 70 years old.
There is one woman member of the Board of Commissioners at Bank Mandiri.
Composition of the Board of Commissioners has met the diversity elements which are a combination of independence, expertise/
education, work experience, age and gender. All members of the Board of Commissioners of Bank Mandiri has integrity, competence
and good financial reputation. All members of the Board of Commissioners have obtained the approval of Financial Services
Authority and have passed fit and proper test. In relation to the expertise of the Board of Commissioners of Bank Mandiri has been
explained in Profile of the Board of Commissioners in this Annual Report.
Job descriptions of the Supervisory Board of Commissioners
The BOC has established committee pursuant to Decree of the Board of Commissioners of PT Bank Mandiri (Persero) Tbk No.
KEP.KOM/004/2016 on the Change in the Membership of Audit Committee, Risk Monitoring Committee, Integrated Governance
Committee and Remuneration and Nomination Committee of PT Bank Mandiri (Persero) Tbk as supporting organ of the BOC in
conducting supervisory function.
The division of tasks and responsibilities of the Board of Commissioners is set based on the role of each member of the Board
of Commissioners as Chairman and Vice Chairman of the committee under the coordination of the Board of Commissioners, in
accordance with the competence and experience as can be seen in the following table:
Komite
Audit
Nama Anggota Komite (Dewan Komisaris)
1. Aviliani sebagai Ketua merangkap Anggota
2. Askolani sebagai Anggota
3. Goei Siauw Hong sebagai Anggota
4. Ardan Adiperdana sebagai Anggota
Remunerasi dan Nominasi
1. B. S. Kusmulyono sebagai Ketua merangkap Anggota
2. Wimboh Santoso sebagai Anggota
3. Imam Apriyanto Putro sebagai Anggota
4. Abdul Azis sebagai Anggota
5. Askolani sebagai Anggota
6. Aviliani sebagai Anggota
7. Goei Siauw Hong sebagai Anggota
8. Ardan Adiperdana sebagai Anggota
Pemantau Risiko
1. Abdul Azis sebagai Ketua merangkap Anggota
2. Wimboh Santoso sebagai Anggota
3. Goei Siauw Hong sebagai Anggota
4. B.S. Kusmulyono sebagai Anggota
Tata Kelola Terintegrasi
1. Keanggotaan Bank Mandiri:
a. Abdul Azis sebagai Ketua
b.Goei Siauw Hong sebagai Anggota
c. Imam Apriyanto Putro sebagai Anggota
d.Aviliani sebagai Anggota
e. B.S. Kusmulyono sebagai Anggota
2. Keanggotaan Entitas Anak
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Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
Management Risk Sertification
In 2016, Board of Commissioners has passed the sertification of risk management as followed:
Name
No. Competence
Certificate
Certificate Issuer
No. Reg
Tgl sertifikat
dikeluarkan
Bidang/Area
Masa
Berlaku
Tgl
Kadaluwarsa
Wimboh
Santoso
National
Professional
Certification
Agency / LSPP
64120 1210 6
0000043 2016
KEU. 030 1875016
Level 1
Risk Management
15-Jan-16
4 years
15-Jan-20
Imam
Apriyanto
Putro
Risk
Management
Certification
Institution
(BSMR)
00680024
1504110020068900
Level 1
Risk Management
11-Apr-15
30-Nov-16
Abdul Aziz
Bara Risk Forum
BR.149/
CTF/11/2016
Refreshment:
Revisit Entriprise
Risk Management
and Learning Best
Practices of Credit
Risk Management di
Bandung
LSPP
64120 1239 5
0003548 2015
KEU. 030 9392115
Level 2
Banking Risk
Management
11-Apr-15
4 years
11-Apr-19
Askolani
LSPP
64120 1239 4
0006885 2014
KEU. 030 9000827
Level 1
Banking Risk
Management
24-Jun-14
24-Jun-18
21-Sep-18
4 years
17-Apr-19
Aviliani
BARa Risk Forum
BR.246/
CTF/09/2014
Risk Management
Certification
15-Sep-14
Refreshment Program
-Moscow
BARa Risk Forum
Refreshment @
Stockholm 19 - 21
Sept 2016
Suwhono
(Non-aktif )
LSPP
64120 1239 4
0003833 2015
KEU.030 9392315
Level 1
Banking Risk
Management
21-Sep-16
17-Apr-15
Goei Siauw
Hong
LSPP
64120 1239 5
0003834 2015
KEU.030 9392215
Level 2
Banking Risk
Management
4 years
17-Apr-19
17-Apr-15
Bangun
Sarwito
Kusmulyono
LSPP
Refreshment:
Managing Risk to
16-Nov-16
make a Healthy Credit
Portfolio
BSMR
0508100050000899
Risk Management
Certification
Refresher Course
14-15 May 2014
BSMR
Risk management in
Retail Banking
22-25 Feb 2010
BSMR
Refreshment
Program: Risk
Management
Certification
23 May 2008
Bank Indonesia
Program Pembekalan
Manajemen Risiko
bagi Kom. Bank
10-Aug-05
Level 1
KOM
Refreshment
Manajemen Resiko
Perbankan
Ardan
Adiperdana
LSPP
15-Dec-16
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Sekilas Perusahaan
Independent Commissioner
In order to support the implementation of GCG as well as to
create work environment to be more objective and based
on fairness principles among the stakeholders (shareholders,
regulators, business partner, customers and others), having an
adequate number of Independent Commissioners is a must for
Bank Mandiri.
Based on the AGMS Resolutions held on March 21, 2016, four
person out of eight members of the Board of Commissioners
have been appointed as Independent Commissioners, namely
Ms. Aviliani, Mr. Goei Siauw Hong, Mr. Abdul Aziz and Mr.
Bangun Sarwito Kusmuljono. Therefore, the composition of
Bank Mandiri’s Independent Commissioners has reached more
than 50% which is over the minimum limit as defined in OJK
Regulation, 30%. Regulation of SOE No. PER-01/MBU/2011
as amended by PER-09/MBU/2012, on the amendment to the
Regulation of the State Minister for State Owned Enterprises
No. Per-01/MBU/2011 on Implementation of Good Corporate
Governance (GCG) On Board State Owned Enterprises and
Article 28 of Law No. 19/2003 on SOEs.
Criteria for Independent Commissioner
The criteria for Independent Commissioner within the BOC as
required by OJK are as follows.
1. A Member of the BOC with no financial, managerial, share
ownership, family relationship with other fellow members
of BOC, Board of Directors and/or controlling shareholders
and have the relation with the bank, which can affect their
judgment to act independently.
2. Have not been people who have worked or have had
any authority and responsibility for planning, directing,
controlling, or supervising the activities of the Issuer
or Public Company within 6 (six) months, except for
reappointment as an Independent Commissioner of Public
3. Company for the next period.
4. Shall not have shares either directly or indirectly in the Issuer
or the Public Company.
5. Shall not have any affiliation relationship with the Issuer or
Public Company, a member of the BOC, a member of the
Board of Directors or the primary shareholders of the Issuer
or a Public Company.
6. Shall meet the requirements as stipulated in applicable
regulations.
7. Shall not have any business relationship, directly or not
directly related to the business activities of the Issuer or a
Public Company.
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Statement of Independent Commissioner
Each Independent Commissioner of Bank Mandiri made a
statement of their independence and submitted it to OJK with
the following contents::
Statement of Independence
I signed below
Name
Place/Date of Birth
Domicile Address (Copy of ID/Driving License attached)
Home Telephone
Designation
Name of Company
Company Telephone
Herewith I declare that I:
Dengan ini menyatakan bahwa saya:
1. Do not have financial, managerial, stock ownership, family
relation with other members of the BOC, Board of Directors
and/or controlling shareholders or have any relationship
with the bank, which would affect my judgment to act
independently in the implementation of GCG for the
Commercial Bank.
2. If in the future, I am found having any of the above
relationships as stated in point 1, therefore I’m willing to
surrender my position as Independent Commissioner and
willing to be replaced.
Independence of the BOC
The affiliate relationship between the Board of Directors, BOC
and Controlling Shareholders to measure the independence of
the BOC which covers:
1. Affiliate relationships between fellow members of the Board
of Directors;
2. Affiliate relationships between members of the Board of
Directors and the BOC;
3. Affiliate relationships between the Board of Directors with
the ultimate and/or controlling Shareholders;
4. Affiliate relationships between fellow members of the BOC;
and
5. Affiliate relationship between members of the Board
of Commissioners with the ultimate and/ or controlling
shareholder
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Terintegrasi
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Tanggung Jawab
Sosial Perusahaan
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Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
Table of Affiliate Relationship of the BOC
Nama
Wimboh Santoso
Imam Apriyanto Putro
Aviliani
Goe Siauw Hong
B.S. Kusmulyono
Abdul Aziz
Askolani
Suwhono*)
Ardan Adiperdana
Financial and Family Relationship of BOC
Financial Relationship With
Family Relationship With
Controlling
Controlling
BOC
BOD
BOC
BOD
Shareholders
Shareholders
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
*Menjabat sampai dengan 29 Maret 2016. Masa kerja beliau di Bank Mandiri berakhir karena telah mendapat penugasan baru
sebagai Direktur Utama PT Berdikari (Persero).
Stock Ownership of the Board of Commissioners
Until December 31, 2016, the stock ownership of the Board of Commissioners of Bank Mandiri did not reach 5% (five percent) of the
paid up capital of Bank Mandiri, other banks, non-bank financial institutions and other companies domiciled inside or outside the
country as provided on the following table:
Stock Ownership of 5% or Above of Paid Up Capital
Board of
Commissioner
Wimboh Santoso
Imam Apriyanto Putro
Aviliani
Goe Siauw Hong
B.S. Kusmulyono
Abdul Aziz
Askolani
Suwhono*)
Ardan Adiperdana
Designation
Bank Mandiri
By Family at
Bank Mandiri
Other
Companies
Other
Bank
Non-Bank
Financial
Institution
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
President Commissioner/
Independent Commissioner
Vice President
Commissioner
Independent Commissioner
Independent Commissioner
Independent Commissioner
Independent Commissioner
Commissioner
Commissioner
Commissioner
*Menjabat sampai dengan 29 Maret 2016. Masa kerja beliau di Bank Mandiri berakhir karena telah mendapat penugasan baru
sebagai Direktur Utama PT Berdikari (Persero).
Concurrent Position and Conflict of Interest
The members of Bank Mandiri BOC do not serve in a concurrent position beyond which are admitted by the regulations and may
cause a conflict of interest prohibited by legislation.
The BOC may serve in a concurrent position as a member of a BOC, Board of Directors or as an Executive Officer at 1 (one) institution
/ company that is not a financial institution; or in order to carry out oversight functions on one (1) non-bank subsidiaries controlled
by Bank Mandiri.
If a non-independent member of the Board of Commissioners runs functional tasks of the shareholders which are legal entities in
the group effort, and/or members of the Board of Commissioners hold positions at organizations or nonprofits, all concerned not
neglect the duties and responsibilities as a member of the Board of Commissioners of Bank Mandiri, therefore it does not count as
double post.
270
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Table of Concurrent Position of the BOC
Name
Designation at Other Companies/
Institutions
Designation
Name of Other Companies/
Institutions
Wimboh Santoso
President Commissioner
Director
Indonesian Banking Development
Institute
Imam Apriyanto Putro
Vice President
Commissioner
Secretary to Ministry
Ministry of Soe
Aviliani
Independent Commissioner
Independent Commissioner
PT Dyandra Media Internasional, Tbk.
Goe Siauw Hong
Independent Commissioner
President Director
PT Gagas Prima Solusi
B.S. Kusmulyono
Independent Commissioner
-
-
Abdul Aziz
Independent Commissioner
-
-
Askolani
Commissioner
Director General of Budget
Ministry of Finance
Suwhono*)
Commissioner
-
-
Ardan Adiperdana
Commissioner
Chairman
Finance and Development
Supervisory Agency
*Serving as Commissioner until March 29, 2016. His term of office at Bank Mandiri is ended due to his new assignment as President
Director of PT Berdikari (Persero)
Management of the BOC’s Conflict of Interest
The Board of Commissioners are prohibited from taking actions
that could harm the Company and must disclose conflicts of
interest referred to. Based on Board of Commissioners charter,
the transparency of information and conflicts of interest are set
as follows :
1. Each Commissioner shall keep the information shall be kept
confidential by legislation including provisions on Insider
Trading and other information that the Company has not
been disclosed to the public.
2. Each Commissioner shall :
a. Their shareholding in the Company as well as in other
companies domiciled inside or outside the country
b. Financial relations and family relations with other
members of the Board of Commissioners and Board of
Directors members and their families
c. Other information which according to legislation must
be disclosed to the public
3. Board of Commissioners are prohibited to involved in
decision making related to banking operations and / or
decision-making that may pose a conflict of interest.
4. The Board of Commissioners in performing their duties,
responsibilities and authority are forbidden to take
advantage of the Company for personal, family, company
or certain parties in a manner contrary to the laws and the
Company's code of conduct..
Meeting of the BOC
The Board of Commissioners shall convene a meeting at
least 1 (one) time in two (2) months or at any time when
deemed necessary by one or more members of the Board of
Commissioners on written request of the Board of Directors
according to the provisions stipulated in the Articles of
Association. In addition, the Board of Commissioners is required
to convene meetings with the Board of Directors periodically at
least 1 (one) time in 4 (four) months.
A notice for the meeting of Board of Commissioners shall be
served by the President Commissioner, and in case of the
President Commissioner is prevented from doing so, the
meeting shall be notified by the Vice President Commissioner.
In the event that the Vice President Commissioner is prevented
from doing so, the notice to the meeting shall be served by
one of the members of the Board of Commissioners. The notice
to the meeting of Board of Commissioners shall be served
in writing containing the agenda, date, time, and the venue
of Meeting, then delivered to each member of the Board of
Commissioners against a sufficient receipt, or by the prepaid
registered mail or courier service, email or any other means at
the latest 3 (three) days prior to the meeting so that the BOC
had the opportunity to examine information and/or request
information additional prior to the meeting. However, if the
meeting has been scheduled by the decision of the previous
meeting, then do not call another meeting.
Meeting of the Board of Commissioners is chaired by the
President Commissioner, if unable to do by the Vice President
Commissioner, and if unable to do by a member of the Board
of Commissioners. Meeting is valid and may adopt binding
resolutions if attended or represented by more than ½ (one
half) the number of members of the Board of Commissioners. All
decisions taken in a meeting with deliberation and consensus,
if not achieved, the meeting decisions taken by majority vote.
All decisions of the meeting are binding to all members of the
Board of Commissioners.
There will be minutes of meeting made on each Board of
Commissioners meeting which is signed by the Chairman of the
Meeting and the Board of Commissioners in attendance.
In addition to the meetings as described above, the meeting of
the Board of Commissioners also can be held through media
teleconference, video conference or other electronic media that
enables all meeting participants can see each other and/or hear
directly as well as participating in the meeting.
Besides the Board of Directors and Secretary to the Board of
Commissioners, the meeting is also attended by members
of the Committees under the Board of Commissioners upon
invitation of the President Commissioner. The President
Commissioner may invite other guests as listed in Article 8 of
the Board Charter.
271
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
07
Tata Kelola
Terintegrasi
06
Tata Kelola
Perusahaan
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
Frequency , Level of Attendance and Agenda of Board of Commisioners Meeting
Ardan Adiperdana **
Suwhono *
Askolani
Abdul Aziz
B.S Kusmulyono
Goei Siauw Hong
Aviliani
Imam Apriyanto
Putro
Wimboh Santoso
Meeting Agenda
Meeting Date
Throughout 2016, the Board of Commissioners held 32 internal meetings with level of attendance as provided on the following
table:
20 Jan
1. Discussion on Work Visit of the Commissioners in 2016
2.Miscellaneous
√
√
√
√
√
√
√
√
3 Feb
1. Proposed AGMS date and agenda
2. Approval for 2015 Financial Statements
3. Policy of the Establishment of Evaluation and Corporate Action for
Subsidiaries.
4. Update on BC Card
5. Miscellaneous
√
√
√
√
√
√
√
√
10 Feb
1. Approval of Treasury Line Facility (Cross Currency SWAP and/or Interest
Rate SWAP) to PT Surya Artha Nusantara Finance (SAN Finance-Astra
Group)
2. Approval of New Credit Facility, Extension of Credit Facility Period and
Requirement Changes to Related Party under name::
- PT Ananta Auto Andalan
- PT Mercindo Autorama
- PT Tunas Mobilindo Perkasa (Tunas)
3. Miscellaneous
√
√
√
√
√
√
√
√
17 Feb
√
1. Financial Statements and Performance Report as of January 2016
2. Update on 2015 AGMS
3. Appointment of Public Accountant for Mandiri Pension Fund (Mandiri
DPLK)
4.Miscellaneous
√
√
√
√
√
√
√
√
24 Feb
1. Request for the Approval of the Period Extension of Joint Financing
Facility between Bank Mandiri and PT Mandiri Tunas Finance
2. Lain-lain
√
√
√
√
√
√
√
√
√
2 Mar
Discussion on Criteria of PT Bank Mandiri (Persero) Tbk Management √
Candidates.
√
√
√
√
√
√
√
√
4 Mar
Recommendation on the BOD Candidates of PT Bank Mandiri (Persero) Tbk
√
√
√
√
√
√
√
√
√
23 Mar
1. Approval to Increase Plafond and New Comm Line Facility for PT
Asuransi Jasa Indonesia
2. Approval of Short Term Credit Facility and Treasury Line Facility for PT
Astra Sedaya Finance
3. Approval of Cash Loan and Non Cash Loan Facility for PT United Tractor
Semen Gresik (Semen Indonesia Group)
4. Approval of Investment Credit Facility and Changes in the Terms of
Existing Credit Facility for PT Marga Mandalasakti (Astra Group)
√
√
√
√
√
√
√
√
√
30 Mar
1. Approval of Organizational Structure
√
2. Approval of Capital Injection of PT Mandiri AXA General Insurance (PT
MAGI)
3. Persetujuan penambahan modal PT Mandiri Utama Finance (PT MUF)
√
√
√
√
√
√
√
√
6 Apr
1. Update on Business Development of Corporate Banking Debtors:
Krakatau Steel, Medco, Trikomsel
2. Update on Development of Commercial Debtors:
• Exposure of Commercial Debtors from Economy Sector
• Top 20 NPL of Commercial Debtors and Efforts that have been done.
• Business Issue of Commercial Debtors
3. Pembidangan Komite-komite dibawah Dewan Komisaris
√
√
√
√
√
√
√
√
√
4 May
1. Job Descriptions of Committees under the Board of Commissioners
2. Change of the Board of Commissioners’ Code of Conduct
3. Approval of New Credit Facility and Period Extension of Credit Facility to
Related Party under name PT Mulia Sasmita Bhakti
4. Board of Commissioners’ Work Visit to Regional Papua
√
√
√
√
√
√
√
√
11 May
1. Notable Issues of Bank Mandiri
2. Consolidated Financial Statements
√
√
√
√
√
√
√
√
18 May
Approval of PT Astra International Tbk, PT Federal International Finance and √
PT Surya Artha Nusantara Finance (Astra Group)
√
√
√
√
√
√
√
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
Suwhono *
Askolani
Abdul Aziz
Ardan Adiperdana **
05
Tinjauan Fungsi
Pendukung Bisnis
B.S Kusmulyono
Meeting Date
Goei Siauw Hong
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Aviliani
03
Sekilas Perusahaan
Imam Apriyanto
Putro
02
Laporan Manajemen
Meeting Agenda
01
Ikhtisar Utama
Wimboh Santoso
272
8 Jun
1. Approval of Period Extension of Facility and KMK Facility Limit Increase
for PT Pos Indonesia
2. Discussion on Determination Process of Bank Mandiri’s Committee
Members from Independent Party
√
√
√
√
√
√
√
√
15 Jun
1. Performance as of May 2016 (Bank only).
2. Discussion on Strategic Issue related to Information Technology of Bank
Mandiri
3. Approval of Revision of RBB (2016-2018) and 2016 RKAP
√
√
√
√
√
√
√
√
20 Jun
Approval of Revision of RBB (2016-2018) and 2016 RKAP
√
√
√
√
√
√
√
√
22 Jun
1. Approval of Pension Benefit Increase and Other Benefits for Pension
Fund Bank Mandiri 1 until 4 Participants in 2016
2. Approval of Credit Facility for Kimia Farma Group
3. Miscellaneous
√
√
√
√
√
√
√
√
29 Jun
1. Approval of Credit Line Facility Extension under name Bank Mandiri
(Europe) Limited
2. Approval of the Change in Provisions and Credit Covenant under name
Mandiri Utama Finance
√
√
√
√
√
√
√
√
20 Jul
1. Approval of Capital Injection for PT Bank Syariah Mandiri (Persero) Tbk.
2. Approval of Land Capping of PT Bank Mandiri (Persero) Tbk for MRT area
√
√
√
√
√
√
√
√
27 Jul
Update on Problematic Debtors Handling
√
√
√
√
√
√
√
√
3 Aug
Presentation of the Performance of PT Mandiri Sekuritas as of June 2016
√
√
√
√
√
√
√
√
9 Aug
Interview with the Candidate of Audit Committee’s Member
√
√
√
√
√
√
√
15 Aug
Follow Up on the Result of BPKP Review on Joint Venture Process with BC √
Card
√
√
√
√
√
√
24 Aug
1. The Commissioners’ Approval for:
• Extension, additional and provision of Credit Facility for Astra Group
• Commercial Line New Facility Counter Guarantee of LC Import/
SKBDN for PT Asuransi Jasa Indonesia (Persero)/ Jasindo
2. Laporan Pengawasan rencana Bisnis Bank (RBB) Semester 1/2016
√
√
√
√
√
√
√
7 Sep
Approval of Organizational Structure
√
√
√
√
√
√
√
14 Sep
1. Approval of Period Extension of Intraday Facility under name PT Mandiri
Sekuritas
2. Persetujuan Perpanjangan Fasilitas Credit Line PT Bank Syariah Mandiri
3. Proposed QAB in Malaysia and Development Plan for Bank Mandiri’s
Network in ASEAN
√
√
√
√
√
√
√
28 Sep
Proposed the Additional Budget for 2016 Credit Account Write Off
√
√
√
√
√
√
√
12 Oct
Approval of Capital Injection Plan for PT Bank Mandiri Taspen Pos (Bank √
Mantap)
√
√
√
√
√
√
19 Oct
1. Approval of Proposal of Facility Extension for PT Federal International
Finance and New Facility to several companies within Astra Group
2. Approval of KPBM Revision
√
√
√
√
√
√
√
26 Oct
1. Approval of Fund Provision to Related Party on Consumer Credit Facility
and Credit Card
2. Approval of Period Extension of Facility and Facility Limit Increase to
Related Party under name PT Ananta Auto Andalan
3. Approval of Investment Credit Facility, Extension of Facility Validity
Period, and Changes in Terms and Condition under name Kimia Farma
√
√
√
√
√
√
√
23 Nov
1. Approval of Proposal for Additional Budget –Write Off
2. Approval of Proposal for 2017 RKAP and RBB (2017-2019)
3. Approval of Proposal for 2016-2020 Corplan
4. Approval of Credit Facility Extension to Related Party under name PT
Tunas Ridean and PT Mandiri Utama Finance
5. Approval of Limit Increase and Availability Period Extension for Astra
Group
6. Approval of Fund Provision to Related Party on Consumer Credit Facility
and Credit Card.
√
√
√
√
√
√
√
21 Dec
1. Approval of Validity Period Extension and Limit Increase of PKS and MTF
2. Improvement of 2016 Board Charter
√
√
√
√
√
√
√
Number of Meetings
32
32
32
32
32
32
32
10
11
Number of Attendance
29
32
32
32
32
32
32
10
11
Percentage of Attendance
100% 100%
100% 100% 100%
100% 100% 100% 100%
*) Serving as Commissioner until March 29, 2016. His term of office at Bank Mandiri is ended due to his new assignment as
President Director of PT Berdikari (Persero)
**) According to Fit and Proper Test result, Mr. Ardan Adiperdana served as a member of the BOC effective as of xx 2016.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
07
Tata Kelola
Terintegrasi
06
Tata Kelola
Perusahaan
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
273
10
Laporan Keuangan
Konsolidasian
Decrees of the Board of Commissioners in 2016
Throughout 2016, the Board of Commissioners has released the following policies:
Number
KOM/036/2016
KOM/070/2016
KOM/084/2016
KOM/123/2016
KOM/131/2016
Date
April 4, 2016
June 21, 2016
July 20, 2016
September 29, 2016
October 19, 2016
Subject
Change of Organizational Structure of PT Bank Mandiri (Persero) Tbk
Revised 2016 RKAP and 2016-2018 Annual RBB of PT Bank Mandiri (Persero) Tbk
Planning of Additional Capital of PT Bank Syariah Mandiri in 2016
Proposal on Additional Budget for 2016 Credit Write Off
Material of Credit Policy of Bank Mandiri
Induction Program for the New Commissioner
In order to provide an overview of business activities, the Company’ s future plans, guides and other work that is the responsibility
of the Board of Commissioners, Bank Mandiri conducts an induction program for new members of the Board of Commissioners
which is prepared by the Corporate Secretary of the Group in the form of soft copy and hard copy documents.
Such documents among others Annual Report, the Work Plan and Budget (CBP), Long-Term Plan of the Company (RJPP), Articles
of Association, Corporate Governance Policy , Code of Ethics, Work Program Committee of the Board of Commissioners and the
Board of Commissioners, the Code of Conduct of the Board of Commissioners, Board of Directors Code of Conduct and the Code of
Conduct of Committees under the Board of Commissioners, as well as laws and regulations related to the business process of Bank
Mandiri.
Induction program is also conducted through on site (visits) to units in the Head Office, as well as in the region to meet and face to
face with the ranks of Bank Mandiri in the Central and Regional Offices.
Regarding the change in composition of the Board of Commissioners of Bank Mandiri based on the AGMS Resolution dated March
21, 2016, Bank Mandiri conducted program of induction and enhancement of capabilities for the new Commissioner by distributing
Codes Board (Board Manual) as a reference in carrying out the functions of supervisory duties.
Mr. Ardan Adiperdana as the new member of the Board of Commissioners who was appointed at AGMS has participated in the
following induction program:
Type of Program
Refreshment Public Training – Optimizing Market Risk Management
Date of Implementation
15 December 2016
Program of Training/Competence Development for the BOC
In carrying out duties and responsibilities, the BOC shall possess strong commitment to enhance his/her knowledge and
competence, particularly related to the banking industry development.
Throughout 2016, the BOC has participated in a series of trainings/workshops/seminars both domestic as well as overseas as follows
:
274
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
BOC
Wimboh
Santoso
02
Laporan Manajemen
Designation
President
Commissioner
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Training/Workshop/Seminar
Leadership Forum 2016
Investor Conference dan Non Deal Road
show
Imam Apriyanto
Putro
Aviliani
Goei Siauw
Hong
Vice President
Commissioner
Utama
Independent
Commissioner
Independent
Commissioner
Abdul Aziz
Askolani
Ardan
Adiperdana
Independent
Commissioner
Independent
Commissioner
Venue
Lombok
Organizer
Bank Mandiri
New York, Boston, World Economic
San Fransisco –
Forum
USA
Jakarta
IBI – LSPP
2017 Economic Outlook Seminar ”Facing
Global Challanges For Better Economic
Growth in 2017
Kunjungan Kerja Dekom
9 December
2016
2 December
2016
Semarang
Bank Mandiri
Leadership Forum 2016
21-24 April
2016
17-18 August
2016
18-22
September
2016
Lombok
ISEI
Myanmar
BARA
StockholmSweden
IBI – LSPP
Jakarta
Bank Mandiri
Interviewee at Socialization of Indonesian
Economy in Myanmar
Refreshing of BARa Risk Certification Enhancing The Power of Enterprise Risk
Management in Creating a Sound Bank
and Financial Risk Management
2017 Economic Outlook Seminar ”Facing
Global Challanges For Better Economic
Growth in 2017
Leadership Forum 2016
Bank Mandiri CFO Sharing Forum
2016 “Optimizing Growth in Uncertain
Economic Condition
Internal Rating Based Basel II - Credit Risk
B. S.
Kusmulyono
Date
21-24 April
2016
28-30 April
2016
05
Tinjauan Fungsi
Pendukung Bisnis
9 December
2016
21-24 April
Lombok
2016
28-29 July 2016 Singapore
8 November
2016
Investor Conference dan Non Deal Road
28 November
show Nomura
2016
Leadership Forum 2016
21-24 April
2016
Overseas Training - University of California 8 – 13 May
Berkeley Center “Asean Global Leadership 2016
Program” by SRW & Co
FKDP Seminar “The Readiness of Banking
in Facing the Assessment of Financial
Action Tas Force on Money Laundering
(FATF)
Refreshment Public LSPP - Managing Risk
for a Healthy Credit Portfolio
Leadership Forum 2016
Commissioner
Bara Risk Forum : Revisit Entriprise Risk
Management and Learning Best Practices
of Credit Risk Management
Leadership Forum 2016
Commissioner
2017 Economic Outlook Seminar ”Facing
Global Challanges For Better Economic
Growth in 2017
Leadership Forum 2016
FKDP Seminar “The Readiness of Banking
in Facing the Assessment of Financial
Action Tas Force on Money Laundering
(FATF)
Hotel PullmanJakarta
Tokyo-Jepang
Lombok
USA
Bank Mandiri
GPS & Partner –
Consulting Group
Nomura
Bank Mandiri
University of
Berkeley
Forum
Komunikasi
Direktur
Kepatuhan
LSPP
26 May 2016
Jakarta
Xx 2016
Hotel PullmanJakarta
Lombok
Bank Mandiri
Bandung
Bank Mandiri
Lombok
IBI – LSPP
Jakarta
Bank Mandiri
Lombok
LSPP
Jakarta
Bank Mandiri
21-24 April
2016
30 November
2016
21-24 April
2016
9 December
2016
21-24 April
2016
15 December
2016
BARA
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
Assessment of the Board of Commissioners’
Performance
Once a year, the assessment of performance of the Board
of Commissioners is conducted by using the method of self
assessment. The success of the performance of the Board of
Commissioners is measured by observing risk profile aspects,
Good Corporate Governance (GCG), earnings and bank capital
which are reflected the Healthy Level of Bank. The Board of
Commissioners performance measurement of success is an
integral part in the scheme of compensation/incentives for the
Board of Commissioners which can be viewed in the realization of
the Annual Work Plan Budget (CBP) as the result of the collegial
work of the entire Board of Commissioners.
09
Referensi Silang
Kriteria ARA 2015
275
10
Laporan Keuangan
Konsolidasian
Mechanism of Resignation and Dismissal of the BOC
As stipulated in Article 15 of the Articles of Association of Bank
Mandiri, the mechanism of resignation of the BOC is as follows:
a. A member of the BOC may voluntary resign from his/
her office prior to expiry of his/her term of office and the
relevant member of the BOC shall submit the written notice
regarding such intention to the Company.
The Company shall convene a GMS to resolve the
application for resignation of the said member of the BOC
not later than 90 (ninety) days as of the date of the said
application for such resignation received.
The Shareholders render the results of the performance
evaluation of the Board of Commissioners as a whole and the
performance of each of the Board of Commissioners individually
as basic considerations for Shareholders to discharge and/or
reappointed Board of Commissioners concerned.
If the GMS referred to in this paragraph is convened
less than 90 (ninety) days and resolves to accept such
resignation of the said member of the BOC, the GMS may
resolve to accept such resignation effective earlier than 90
(ninety) days after such application for resignation.
Assessment Procedures for the Board of Commissioners’
Performance
The performance of the Board of Commissioners is reported
to the shareholders at GMS and assessed based on criteria
which are relevant to the implementation of duties and
responsibilities of the Board of Commissioners covering several
aspects: structural and operational, briefing and supervision as
well as reporting.
b. The resigned member of the BOC shall be discharged from
any duties after the GMS properly accepts such resignation
and obtain release and discharge from the Annual GMS.
Indicators of Performance Evaluation of the BOC
The indicators that used in evaluating the performance of the
BOC are as follows:
1. Implementation of duties and supervisory function of the
Commissioner according to the Articles of Association;
2. Compliance with regulations;
3. Healthy level of Bank;
4. Level of attendance at the meeting of the Board of
Commissioners as well as meetings with existing
committees;
5. Involvement of the BOC in specific assignments.
Parties to Conduct Assessment
Aside from the Self Assessment method, the assessment of the
performance of the Board of Commissioners can be conducted
by GMS and Bank Indonesia. The assessment by Bank Indonesia
is conducted with reference to the Circular of Bank Indonesia
No.15/15/DPNP on Implementation of Corporate Governance
for Commercial Banks whereas the assessment is based on the
report of GCG self assessment to Bank Indonesia on regular
basis. The indicators used for assessment are related to the
implementation of duties and responsibilities of the Board of
Commissioners including the TARIF principles in running the
supervisory function to the management of Bank Mandiri.
While the assessment by GMS is conducted when the Board of
Commissioners submits the supervisory report that has been
done during the fiscal year as mentioned in the Annual Report.
Furthermore, the GMS will grant full release and discharge
(acquit et decharge) to the Board of Commissioners for the
relevant financial year of operations.
While the mechanism of dismissal of the BOC is as follows:
a. The BOC can be dismissed by virtue of a resolution of the
GMS by stating the reasons thereof, i.e.:
1. failed to comply with the laws and regulations and/or
provisions of the Articles of Association.
2. involved in any action harming the Company and/or
the State;
3. being declared guilty under the final and enforceable
court verdict; or
4. voluntary resignation ;
5. other reasons deemed properly by the GMS for the
purposes and interests of the Company.
b. The relevant member of the BOC is being rendered an
opportunity to defend him/her self in the relevant GMS in
respect of the dismissal.
Loan Policy for the Board of Commissioners
The internal regulation of Bank Mandiri discloses that the Board
of Commissioners is treated equally with regular customers and
there is no special interest loan for the Board of Commissioners.
In 2015, none of the members of the Board of Commissioners
received the loan from Bank Mandiri. If there is loan for the
Board of Commissioners, therefore it will be counted based on
legal lending limit of Bank Mandiri pursuant to Regulation of
Bank Indonesia No. 8/13/PBI/2006 dated 5 October 2006.
Throughout 2016, none of the members of the Board of
Commissioners received the loan from Bank Mandiri.
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Manajemen atas Kinerja Perusahaan
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Board of Directors
Authorities of the Board of Directors
Board of Directors is one of the Company’s main organs that
plays an important role which is responsible collegially on the
Company’s management for the interest and purpose of the
Company.
As stipulated in the Board Charter, the Board of Directors has
two authorities, namely authority to represent and authority to
make decision as specified below:
1. Capacity to Represent
a. The Board of Directors will be entitled to represent
the Bank before and outside the court and to take
any actions and perform, whether concerning the
management or concerning ownership, as well as to
bind the Bank with other parties and/or other parties
with the Bank.
b. The President Director will be entitled and authorized to
represent the Company for and on behalf of the Board
of Directors. If the President Director is not available or
is unavailable for any reason, the Vice President Director
will be entitled and authorized to represent the Bank
for and on behalf of the Board of Directors. In the event
that the Vice President Director is not available or is
unavailable for any reason 1 (one) other member of the
Board of Directors will be appointed and authorized by
virtue of a resolution of the Board of Directors Meeting
to represent the Bank for and on behalf of the Board
of Directors. In the absence of the resolution of the
Board of Directors on such appointment, 2 (two) other
members of the Board of Directors will be entitled and
authorized to represent the Bank for and on behalf of
the Board of Directors.
c. For facilitating the performance of its daily duties, the
Board of Directors confers authorities to each Director
to independently represent the Bank according to their
respective duties for and on behalf of the Board of
Directors as stipulated in a separate document.
d. For certain actions the Board of Directors will be entitled
to appoint one person or more as its representatives or
proxies by conferment him or them authorities to take
such certain actions as provided for in the power of
attorney.
2. Capacity to Make Decision:
a. a.Authority of the Board of Directors to make decisions
may be specifically delegated to other Members of the
Board of Directors, as stipulated in the Bank's Articles of
Association.
b. b.Authority to make decisions as referred to in
paragraph 1 may be specifically delegated to the
members of the Board of Directors in compliance
with the provisions of the Articles of Association, Job
Description and the provisions of the Bank's Alternate
Board of Directors.
As stipulated in the Articles of Association of the Company, the
Board of Directors is entitled to represent the Company, both
inside and outside the court.
As a manifestation of the accountability of the Company’s
management, the Board of Directors is responsible to GMS
according to the GCG principles.
Duties and Responsibilities of the Board of
Directors
The main duties of the Board of Directors according to the
Articles of Association are:
a. To operate and responsible for the management of the
Company for the interests of and in accordance with the
purposes and objectives of the Company stipulated in the
Articles of Association, and lead the management of the
Company.
b. To maintain and manage the Company’s assets;
The Board of Directors shall be fully responsible for the
performance of their duties for the interests of the Company in
order to achieve the Company’s purposes and objectives.
Charter of the Board of Directors
As a commitment of the Board of Directors in order to carry out
the role and management function of the company as well as
to manage the relationship with the Board of Commissioners
effectively, therefore the Board Manual was established
by virtue of the Decree of the Board of Directors No KEP.
DIR/69/2015 dated February 23, 2015 which consists of:
1. General Provisions
2. Capacity to Act
3. Organization and Area of Division
4. General Policy
5. Work Ethics and Working Time
6. Meetings of the Board of Directors
7. Committee
8. Correspondences
Such Board Manual contains the explanation of the working
relationship between the Board of Directors and the Board of
Commissioners in carrying out their duties in order to create
a professional, transparent and efficient management of the
Company.
The establishment of such Board Manual has been complied
with corporate law principles, legislation in force, Articles of
Association, resolutions of the GMS and GCG principles.
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Obligations of the Board of Directors
The Board of Directors is obliged to carry out management of
the company with good faith and put the Bank’s interest in
priority above personal interest.
Criteria for Determination of Board of Directors
Pengurus Bank wajib memenuhi persyaratan integritas, kompetensi, dan reputasi keuangan. Guna memenuhi persyaratan
integritas, calon anggota Direksi Bank harus memiliki akhlak
dan moral yang baik, komitmen untuk mematuhi peraturan
perundangundangan yang berlaku, memiliki komitmen yang
tinggi terhadap pengembangan operasional bank yang sehat
dan tidak termasuk dalam Daftar Tidak Lulus.
Sedangkan guna memenuhi persyaratan kompetensi Anggota
Direksi wajib memiliki pengetahuan yang memadai di bidang
perbankan dan relevan dengan jabatannya, memiliki pengalaman dan keahlian di bidang perbankan dan/atau bidang keuangan dan memiliki kemampuan untuk melakukan pengelolaan
strategis dalam rangka pengembangan bank yang sehat. Selain
itu disyaratkan pula bahwa mayoritas anggota Direksi wajib
memiliki pengalaman dalam operasional bank minimal 5 (lima)
tahun sebagai pejabat eksekutif pada bank.
Calon anggota Direksi harus memenuhi persyaratan reputasi
keuangan, yaitu:
• Tidak termasuk dalam daftar kredit macet; dan
• Tidak pernah dinyatakan pailit atau menjadi direksi atau
komisaris yang dinyatakan bersalah menyebabkan suatu
perseroan dinyatakan pailit, dalam waktu 5 (lima) tahun
sebelum dicalonkan.
Prosedur Penetapan Anggota Direksi
Seseorang yang diangkat sebagai Direksi wajib menjalani
Penilaian Kemampuan dan Kepatutan (Fit and Proper Test)
sebelum menjalankan tugasnya sebagai Direksi Bank Mandiri,
sebagaimana diatur dalam Peraturan Otoritas Jasa Keuangan
No. 27/POJK.03/2016 tentang Penilaian Kemampuan Dan
Kepatutan Bagi Pihak Utama Lembaga Jasa Keuangan. Sejak
09
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Kriteria ARA 2015
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10
Laporan Keuangan
Konsolidasian
tahun 2014 fungsi Penilaian Kemampuan dan Kepatutan (Fit
and Proper Test) Direksi dan Anggota Dewan Komisaris Bank
telah dialihkan dari Bank Indonesia ke Otoritas Jasa Keuangan.
Sehingga Pengurus Bank harus mendapatkan predikat Lulus
dalam penilaian kemampuan dan kepatutan yang dilakukan
oleh Otoritas Jasa Keuangan.
Dalam penilaian kemampuan dan kepatutan,. Calon Pengurus yang diajukan oleh Bank dalam permohonan maksimal
berjumlah 2 (dua) orang untuk setiap lowongan jabatan, dan
penetapan calon yang diajukan telah dilakukan sesuai ketentuan perundang-undangan yang berlaku. Penilaian kemampuan
dan kepatutan yang dilakukan oleh OJK, meliputi penelitian
administrative dan wawancara. Persetujuan atau penolakan
atas permohonan diberikan oleh OJK selambat-lambatnya 30
(tiga puluh) hari setelah dokumen permohonan diterima secara
lengkap.
Apabila calon yang dimintakan persetujuan OJK telah
mendapat persetujuan dan diangkat sebagai Pengurus Bank sesuai keputusan RUPS, namun yang bersangkutan tidak disetujui
oleh OJK, maka Bank melalui RUPS wajib memberhentikan yang
bersangkutan. Calon Pengurus Bank yang belum mendapat
persetujuan OJK dilarang melakukan tugas sebagai Anggota
Direksi dalam kegiatan operasional Bank dan atau kegiatan lain
yang mempunyai pengaruh signifikan terhadap kebijakan dan
kondisi keuangan Bank, walaupun telah mendapat persetujuan
dan diangkat oleh RUPS.
Kebijakan Komposisi Direksi
Komposisi Direksi Bank Mandiri ditetapkan dengan
mempertimbangkan kebutuhan dan kompleksitas Bank Mandiri
termasuk memperhatikan unsur keberagaman yang meliputi
pendidikan, keahlian, pengetahuan, serta pengalaman yang
dibutuhkan. Komposisi Direksi Bank Mandiri yang ada saat ini
telah memenuhi unsur keberagaman tersebut sebagaimana
tercermin pada Profil Direksi di halaman xx.
Keberagaman komposisi Direksi telah memenuhi unsur
keberagaman yaitu perpaduan dari sisi pendidikan,
pengalaman kerja dan usia. Terkait dengan keberagaman
tersebut, Bank Mandiri memiliki seorang Direktur yang
membidangi/membawahi bidang akuntansi atau keuangan yaitu Bapak Pahala N. Mansury, memiliki kualifikasi, latar belakang,
sertifikasi pelatihan dan pengalaman kerja di bidang keuangan (profil beliau dapat dilihat di bagian profil Direksi pada halaman xx).
Aspek Keberagaman
Pendidikan
Pengalaman Kerja
Usia
Jenis Kelamin
Keberagaman latar belakang pendidikan Direksi Bank Mandiri, ditunjukkan
dengan bauran pendidikan yaitu:
• Jenjang pendidikan meliputi tingkat Sarjana dan Magister
• Kompetensi bidang antara lain bidang Keuangan, Akuntansi, Manajemen,
Teknik Elektro, Sistem Informasi Manajemen, Administrasi Bisnis, Kedokteran
Gigi, Pertanian, Peternakan.
Keberagaman pengalaman kerja Direksi Bank Mandiri, antara lain yaitu: selain
ada yang berasal dari pejabat karir Bank Mandiri, anggota Direksi Bank Mandiri
merupakan profesional di berbagai jenjang jabatan pada perbankan nasional,
multinasional maupun lembaga keuangan lainnya. Sementara Berdasarkan
Pengalaman semua anggota Direksi memiliki pengalaman kerja di bidang Jasa
Keuangan khususnya Bank.
Keberagaman usia Direksi Bank Mandiri berada pada kisaran usia yang cukup
produktif, yaitu usia 43-50 tahun = 3 orang dan 51 – 68 tahun = 7 orang
Terdapat satu orang anggota Direksi wanita di Bank Mandiri
Keberagaman komposisi Direksi telah memenuhi unsur keberagaman yaitu perpaduan dari sisi pendidikan, pengalaman kerja dan
usia.
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As the Company grows, Bank Mandiri has dealt with more
complex problems. Therefore, with the diverse composition
of the Board of Directors, it is expected to provide several
alternatives to solve the problem and produce the best result.
Scope of Work and Responsibilities of Each
Member of the Board of Directors
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
e.
3. a.
b.
President Director
1. To conduct management of the Company for the interest
of the Company and in accordance with the purposes and
objectives of the Company.
2. To perform all acts and deeds regarding the management
as well as the ownership of the Company's assets.
3. To perform his duties in good faith and with full
responsibility with due observance of the Articles of
Association, Resolutions of GMS and prevailing laws and
regulations.
4. To take full responsibility personally for the loss of the
Company when deemed guilty or negligent in their duties
for the interest and business of the Company unless it can
be proved, among others, by managing the Company with
good faith and prudence for the interest and in accordance
with the purposes and objectives of the Company.
5. To represent the Company before and outside the Court
in all respects and events; both the management and the
ownership, binding the Company with other parties and
other parties with the Company.
6. To coordinate policy and strategy unit under the
supervision of President Director as contained in the Decree
of the Board of Directors related to the job descriptions and
authorities of members of the Board of Directors.
7. To monitor and evaluate the activities of Region Builder
Director.
Vice President Director
1. Policies and Strategies
a. Directing, evaluating, and promoting policies and
strategies across areas of responsibility.
b. Directing and evaluating the preparation of short term,
medium term and long term Business Plan and Action
Plan to be in line with Company policy.
2. Operational Activities
a. Directing, evaluating, and coordinating the
implementation of the management of the Company as
set out in the Articles of Association, the decision of the
AGM of the Company, and legislation.
b. To direct, evaluate, and coordinate the work units
under the coordination of the Vice President Director,
in coordination with the President Director and other
Directors.
c. Together with President Director in directing the
processes of change that are needed to meet the
challenges of market competition of the Company's
products and services by taking into account risk
aspects.
d. Together with President Director coordinate the
implementation of the Region Builder Director in
directing and fostering Regional CEO to achieve the
target market (market share) and increase the volume
05
Tinjauan Fungsi
Pendukung Bisnis
of business (funding and credit) of the Company
throughout Region /Regional.
To maintain the company image and establish a good
relationship with regulators and stakeholders.
Human Resouces
To assist the President Director to provide direction of
Human Resources Policy of Bank Mandiri
Together with President Director determine the job
descriptions between the Board of Directors and
establish organizational structure with due observance
of the Articles of Association of the Company.
Director of Operations
1. Policy and Strategy
a. Directing, evaluating, and socializing the policy and
strategy in operations.
b. To direct and evaluate the preparation of short term,
medium term and long term Business Plan and Action
Plan to be in line with Company policy.
c. To support the Director of Distributions in directing
and fostering Regional to transform the distribution
network, optimization of business units in the region
both in terms of financial, service excellence, Good
Corporate Governance and Fraud Prevention, as well as
to achieve and increase the designated target volume
of business (funds and loans).
2. Operational Activities
a. Directing, evaluating, and coordinating the
implementation of the management of the Company
in the areas of Operations, as stipulated in the Articles
of Association, the Resolutions of AGM of the Company,
and legislation.
b. Directing, evaluating, and coordinating work units in the
areas of Operations, as well as coordinating with other
Directors.
c. Coordinating and directing the preparation of
the Company's service strategy, consolidation of
communication and programs to improve the quality of
service to customers.
d. Coordinating and directing the optimization of the use
of customer data to support the business activities of
the Company.
e. Coordinating and directing the preparation and
management procedures for handling complaints and
customer disputes.
f. Maintaining the company image and establishing a
good relationship with regulators and stakeholders.
g. Supporting the role of Regional CEO in performing
coordination functions to align with other Strategic
Business Unit.
3. Human Resources
Leading and directing the policies of Human Resources (HR)
under the coordination of areas of Operations, including
proposing the recruitment, promotion, transfer/ rotation,
coaching and training through coordination with SEVP
Human Capital.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
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Director of Finance & Treasury
1. Policy and Strategy
a. Directing, evaluating, and socializing the policy and
strategy in Finance & Treasury.
b. To direct and evaluate the preparation of short term,
medium term and long term Business Plan and Action
Plan to be in line with Company policy.
c. To support the Director of Distributions in directing
and fostering Regional to transform the distribution
network, optimization of business units in the region
both in terms of financial, service excellence, Good
Corporate Governance and Fraud Prevention, as well as
to achieve and increase the designated target volume
of business (funds and loans).
2. Operational Activities
a. Directing, evaluating, and coordinating the
implementation of the management of the Company
in the field of Finance & Treasury as stipulated in the
Articles of Association, the decision of the AGM of the
Company, and legislation.
b. Directing, evaluating, and coordinating the work units
and subsidiaries which are in the field of Finance and
Treasury, as well as coordinating with other Directors.
c. Leading, directing, and coordinating the development
as well as offering the best products of Finance and
Treasury and ensuring that development as well as
the offering are the products with high quality and
competitive.
d. Leading and coordinating the arrangement of Finance
& Treasury products aggressively with due observance
of Company policy and the precautionary principle.
e. Leading and coordinating an effective promotion of
Finance & Treasury products according to the market
research and customer segments.
f. Fostering customer relations through the visit (on
the spot) and monitoring the customer projects on a
regular basis.
g. Maintaining the company image and establishing a
good relationship with regulators and stakeholders.
h. Supporting the role of Regional CEO in performing
coordination functions to align with other Strategic
Business Unit.
3. Human Resouces
Leading and directing the policies of Human Resources
(HR) under the coordination of areas of Finance & Treasury,
including proposing the recruitment, promotion, transfer/
rotation, coaching and training through coordination with
SEVP Human Capital.
Director of Corporate Banking
1. Policy and Strategy
a. Directing, evaluating, and socializing the policy and
strategy in Corporate Banking.
b. To direct and evaluate the preparation of short term,
medium term and long term Business Plan and Action
Plan to be in line with Company policy.
c. To support the Director of Distributions in directing
and fostering Regional to transform the distribution
network, optimization of business units in the region
both in terms of financial, service excellence, Good
09
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Kriteria ARA 2015
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Corporate Governance and Fraud Prevention, as well as
to achieve and increase the designated target volume
of business (funds and loans).
2. Operational Activities
a. Directing, evaluating, and coordinating the
implementation of the management of the Company
in the field of Corporate Banking as stipulated in the
Articles of Association, the decision of the AGM of the
Company, and legislation.
b. Directing, evaluating, and coordinating the work units
and subsidiaries which are in the field of Corporate
Banking, as well as coordinating with other Directors.
c. Leading, directing, and coordinating the development
as well as offering the best products of Corporate
Banking and ensuring that development as well as
the offering are the products with high quality and
competitive.
d. Leading and coordinating the arrangement of
Corporate Banking products aggressively with due
observance of Company policy and the precautionary
principle.
e. Leading and coordinating an effective promotion of
Corporate Banking products according to the market
research and customer segments.
f. Fostering customer relations through the visit (on
the spot) and monitoring the customer projects on a
regular basis.
g. Maintaining the company image and establishing a
good relationship with regulators and stakeholders.
h. Supporting the role of Regional CEO in performing
coordination functions to align with other Strategic
Business Unit.
3. Human Resources
Leading and directing the policies of Human Resources
(HR) under the coordination of areas of Corporate Banking,
including proposing the recruitment, promotion, transfer/
rotation, coaching and training through coordination with
SEVP Human Capital.
Director of Distributions
1. Policy and Strategy
a. Directing, evaluating, and socializing the policy and
strategy in Distributions.
b. To direct and evaluate the preparation of short term,
medium term and long term Business Plan and Action
Plan to be in line with Company policy.
c. To support the Director of Distributions in directing
and fostering Regional to transform the distribution
network, optimization of business units in the region
both in terms of financial, service excellence, Good
Corporate Governance and Fraud Prevention, as well as
to achieve and increase the designated target volume
of business (funds and loans).
2. Operational Activities
a. Directing, evaluating, and coordinating the
implementation of the management of the Company in
the field of Distributions as stipulated in the Articles of
Association, the decision of the AGM of the Company,
and legislation.
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b. Directing, evaluating, and coordinating the work units
and subsidiaries which are in the field of Distributions,
as well as coordinating with other Directors.
c. Leading and coordinating the distribution of Bank
Mandiri products through units which run the
Distribution function aggressively with due observance
of the Company policy and precautionary principle.
d. Fostering customer relations through the visit (on
the spot) and monitoring the customer projects on a
regular basis.
e. Maintaining the company image and establishing a
good relationship with regulators and stakeholders.
f. Supporting the role of Regional CEO in performing
coordination functions to align with other Strategic
Business Unit.
.
3. Human Resource
Leading and directing the policies of Human Resources (HR)
under the coordination of areas of Operations, including
proposing the recruitment, promotion, transfer/ rotation,
coaching and training through coordination with SEVP
Human Capital..
Director of Retail Banking
1. Policy and Strategy
a. Directing, evaluating, and socializing the policy and
strategy in Retail Banking.
b. To direct and evaluate the preparation of short term,
medium term and long term Business Plan and Action
Plan to be in line with Company policy.
c. To support the Director of Distributions in directing
and fostering Regional to transform the distribution
network, optimization of business units in the region
both in terms of financial, service excellence, Good
Corporate Governance and Fraud Prevention, as well as
to achieve and increase the designated target volume
of business (funds and loans).
.
2. Operational Activities
a. Directing, evaluating, and coordinating the
implementation of the management of the Company in
the field of Retail Banking as stipulated in the Articles of
Association, the decision of the AGM of the Company,
and legislation.
b. Directing, evaluating, and coordinating the work units
and subsidiaries which are in the field of Retail Banking,
as well as coordinating with other Directors.
c. Leading, directing, and coordinating the development
as well as offering the best products of Retail Banking
and ensuring that development as well as the offering
are the products with high quality and competitive.
d. Leading and coordinating the arrangement of Retail
Banking products aggressively with due observance of
Company policy and the precautionary principle.
e. Leading and coordinating an effective promotion
of Retail Banking products according to the market
research and customer segments.
f. Leading and directing the front liner marketers to
implement Standard of Procedures in Retail Banking
correctly.
g. Fostering customer relations through the visit (on
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
the spot) and monitoring the customer projects on a
regular basis.
h. Maintaining the company image and establishing a
good relationship with regulators and stakeholders.
i. Supporting the role of Regional CEO in performing
coordination functions to align with other Strategic
Business Unit.
3. Human Resources
Leading and directing the policies of Human Resources (HR)
under the coordination of areas of Retail Banking, including
proposing the recruitment, promotion, transfer/ rotation,
coaching and training through coordination with SEVP
Human Capital.
Director of Risk Management & Compliance
1. Policy and Strategy
a. Directing, evaluating, and socializing the policy and
strategy in Risk Management & Compliance.
b. To direct and evaluate the preparation of short term,
medium term and long term Business Plan and Action
Plan to be in line with Company policy.
c. To support the Director of Distributions in directing
and fostering Regional to transform the distribution
network, optimization of business units in the region
both in terms of financial, service excellence, Good
Corporate Governance and Fraud Prevention, as well as
to achieve and increase the designated target volume
of business (funds and loans).
2. Operational Activities
a. Directing, evaluating, and coordinating the
implementation of the management of the Company
in the field of Risk Management & Compliance as
stipulated in the Articles of Association, the decision of
the AGM of the Company, and legislation.
b. Directing, evaluating, and coordinating the work
units and subsidiaries which are in the field of Risk
Management & Compliance, as well as coordinating
with other Directors.
c. Coordinating and directing the implementation of good
corporate governance principles
d. Determining actions needed to ensure that Bank has
complied with all prevailing rules and regulations as
well as maintaining the business activity for not being
distorted from the regulations.
e. Monitoring and maintaining the Bank’s compliance
to all agreements and commitments made by Bank to
external party.
f. Developing work organization of Risk Management &
Compliance so that the Company has policy, procedure
and reliable method in implementing Risk Management
& Compliance.
g. Monitoring compliance and supervision action attached
to all work units of Risk Management & Compliance.
h. Coordinating, directing and monitoring the handling
of complex and/or bankwide legal cases through legal
advice provision to work units, management as well as
optimizing legal officer.
i. Coordinating, directing and monitoring legal action
effectively through integrated case handling with clear
target.
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j.
Maintaining the company image and establishing a
good relationship with regulators and stakeholders.
k. Supporting the role of Regional CEO in performing
coordination functions to align with other Strategic
Business Unit.
3. Human Resource
Leading and directing the policies of Human Resources
(HR) under the coordination of areas of Risk Management
& Compliance, including proposing the recruitment,
promotion, transfer/ rotation, coaching and training
through coordination with SEVP Human Capital.
Director of Commercial Banking
1. Policy and Strategy
a. Directing, evaluating, and socializing the policy and
strategy in Commercial Banking.
b. To direct and evaluate the preparation of short term,
medium term and long term Business Plan and Action
Plan to be in line with Company policy.
c. To support the Director of Distributions in directing
and fostering Regional to transform the distribution
network, optimization of business units in the region
both in terms of financial, service excellence, Good
Corporate Governance and Fraud Prevention, as well as
to achieve and increase the designated target volume
of business (funds and loans).
2. Operational Activities
a. Directing, evaluating, and coordinating the
implementation of the management of the Company
in the field of Commercial Banking as stipulated in the
Articles of Association, the decision of the AGM of the
Company, and legislation.
b. Directing, evaluating, and coordinating the work units
and subsidiaries which are in the field of Commercial
Banking, as well as coordinating with other Directors.
c. Leading, directing, and coordinating the development
as well as offering the best products of Commercial
Banking and ensuring that development as well as
the offering are the products with high quality and
competitive.
d. Leading and coordinating the arrangement of
Commercial Banking products aggressively with due
observance of Company policy and the precautionary
principle.
e. Leading and coordinating an effective promotion of
Commercial Banking products according to the market
research and customer segments.
f. Leading and directing the front liner marketers to
implement Standard of Procedures in Commercial
Banking correctly.
g. Fostering customer relations through the visit (on
the spot) and monitoring the customer projects on a
regular basis.
h. Maintaining the company image and establishing a
good relationship with regulators and stakeholders.
i. Supporting the role of Regional CEO in performing
coordination functions to align with other Strategic
Business Unit.
3. Human Resources
Leading and directing the policies of Human Resources (HR)
09
Referensi Silang
Kriteria ARA 2015
281
10
Laporan Keuangan
Konsolidasian
under the coordination of areas of Commercial Banking,
including proposing the recruitment, promotion, transfer/
rotation, coaching and training through coordination with
SEVP Human Capital.
Director of Digital Banking & Technology
1. Policy and Strategy
a. Directing, evaluating, and socializing the policy and
strategy in Digital Banking & Technology.
b. To direct and evaluate the preparation of short term,
medium term and long term Business Plan and Action
Plan to be in line with Company policy.
c. To support the Director of Distributions in directing
and fostering Regional to transform the distribution
network, optimization of business units in the region
both in terms of financial, service excellence, Good
Corporate Governance and Fraud Prevention, as well as
to achieve and increase the designated target volume
of business (funds and loans).
2. Operational Activities
a. a.
Directing, evaluating, and coordinating the
implementation of the management of the Company in
the field of Digital Banking & Technology as stipulated
in the Articles of Association, the decision of the AGM of
the Company, and legislation.
b. Directing, evaluating, and coordinating the work units
and subsidiaries which are in the field of Digital Banking
& Technology, as well as coordinating with other
Directors.
c. Leading, directing, and coordinating the development
as well as offering the best products of Digital Banking
& Technology and ensuring that development as well
as the offering are the products with high quality and
competitive.
d. Leading and coordinating the arrangement of Digital
Banking & Technology products aggressively with due
observance of Company policy and the precautionary
principle.
e. Leading and coordinating an effective promotion of
Digital Banking & Technology products according to the
market research and customer segments.
f. Developing Information Technology to work as a
business partner with all units within the Company's
organization and ensure that the Company has
the most appropriate technology solutions for the
current situation and business requirements in the
future through planning of information technology
effectively and efficiently, development, achievement,
implementation, maintenance and ongoing support.
g. Coordinating and directing the optimization of
customer data usage to support the Company’s
business activities.
h. Fostering customer relations through the visit (on
the spot) and monitoring the customer projects on a
regular basis.
i. Maintaining the company image and establishing a
good relationship with regulators and stakeholders.
j. Supporting the role of Regional CEO in performing
coordination functions to align with other Strategic
Business Unit
282
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
3. Human Resources
Leading and directing the policies of Human Resources (HR) under the coordination of areas of Digital Banking & Tehcnology,
including proposing the recruitment, promotion, transfer/ rotation, coaching and training through coordination with SEVP
Human Capital.
Number and Composition of the Board of Directors
The determination of the Board of Directors’ number as referred to in the applicable regulations such as PBI No.8/4/PBI/2006 as
amended by PBI No.8/14/PBI/2006 on Implementation of GCG for Commercial Banks, stating that a number of the members of the
Board of Directors at , while pursuant to POJK No.33/POJK.04/2014 on Board of Directors and Board of Commissioners, mentioning
that members of the Board of Directors
In order to achieve effectivity in decision making, the number of the Board of Directors has been determined by virtue of the needs
to achieve purpose and objective of the company and being adapted for the company’s condition which covers charasteristic,
capacity and size of the Company.
Composition of the Board of Directors Before Annual GMS
Name
Budi Gunadi Sadikin
Sulaiman A. Arianto
Sentot A. Sentausa
Ogi Prastomiyono
Pahala N. Mansury
Royke Tumilaar
Hery Gunardi
Tardi
Ahmad Siddik
Badruddin
Kartini Sally
Kartika Wirjoatmodjo
Legal Basis of
Appointment
Direktur Utama
Keputusan RUPS
Tahunan, tanggal 2
April 2013 (pengalihan
jabatan dari Direktur
menjadi Direktur Utama)
Wakil Direktur Utama Keputusan RUPS Tahunan,
tanggal 16 Maret 2015
Direktur
Keputusan RUPS Tahunan,
Distributions
tanggal 2 Juni 2006
Direktur Technology Keputusan RUPS Tahunan,
& Operation
tanggal 29 Mei 2008
Direktur Treasury &
Keputusan RUPS Tahunan,
tanggal 17 Mei 2010
Markets
Direktur Corporate
Keputusan RUPS Tahunan,
Banking
tanggal 23 Mei 2011
Direktur Consumer
Keputusan RUPS Tahunan,
Banking
tanggal 2 April 2013
Direktur Micro
Keputusan RUPS Tahunan,
& Business Banking
tanggal 16 Maret 2015
Direktur Risk
Keputusan RUPS Tahunan,
tanggal 16 Maret 2015
Management
& Compliance
Direktur Commercial Keputusan RUPS Tahunan,
Banking
tanggal 16 Maret 2015
Direktur Finance &
Keputusan RUPS Tahunan,
Strategy
tanggal 16 Maret 2015
Designation
Term of Office
23 April 2013 - 2016
16 Maret 2015-saat
ini
2 Juni 2006 -2016
Fit and Proper Test
Organizer
Bank Indonesia
31 Juli 2013
(sebagai Direktur
Utama)
Domicile
Indonesia
Otoritas Jasa Keuangan
19 Juni 2015
Bank Indonesia
3 Oktober 2006
Bank Indonesia
12 Desember 2008
Bank Indonesia
12 Juli 2010
Indonesia
23 Mei 2011 - saat ini Bank Indonesia
15 Juli 2011
2 April 2013 -saat ini Bank Indonesia
27 Juni 2013
16 Maret 2015-saat
Otoritas Jasa Keuangan
ini
16 September 2015
16 Maret 2015 Otoritas Jasa Keuangan
saat ini
19 Juni 2015
Indonesia
16 Maret 2015-saat
ini
16 Maret 2015 saat ini
Indonesia
29 Mei 2008 -saat ini
17 Mei 2010 -saat ini
Otoritas Jasa Keuangan
1 Juni 2015
Otoritas Jasa Keuangan
3 Juli 2015
Indonesia
Indonesia
Indonesia
Indonesia
Indonesia
Indonesia
Indonesia
In 2016, there was change in composition of the Board of Directors. Pursuant to the resolutions of AGMS dated March 21, 2016,
Kartika Wirjoatmodjo who previously served as Director was then appointed as President Director, replacing Budi Gunadi Sadikin.
At the same time, Rico Usthavia Frans was also appointed as Director, replacing Sentot A. Sentausa. Therefore, the members of the
Board of Directors as of December 31, 2016 were 10 person consisting one President Director, one Vice President Director and 8
Directors with the following details:
Name
Kartika Wirjoatmodjo
Sulaiman A. Arianto
Ogi Prastomiyono
Pahala N. Mansury
Legal Basis of
Appointment
Direktur Utama
RUPS Tahunan
tanggal 21 Maret 2016
Wakil Direktur Utama Keputusan RUPS Tahunan,
tanggal 16 Maret 2015
Direktur Operations Keputusan RUPS Tahunan,
tanggal 29 Mei 2008
Direktur Finance &
Keputusan RUPS Tahunan,
Treasury
tanggal 17 Mei 2010
Designation
Fit and Proper Test
Organizer
2016 sampai dengan Otoritas Jasa Keuangan
saat ini
16 Maret 2015-saat
Otoritas Jasa Keuangan
ini
19 Juni 2015
29 Mei 2008 -saat ini Bank Indonesia
12 Desember 2008
17 Mei 2010 -saat ini Bank Indonesia
12 Juli 2010
Term of Office
Domicile
Indonesia
Indonesia
Indonesia
Indonesia
283
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
Hery Gunardi
Tardi
Ahmad Siddik
Badruddin
Kartini Sally
Royke Tumilaar
Rico Usthavia Frans
07
Tata Kelola
Terintegrasi
Direktur
Distributions
Direktur Retail
Banking
Direktur Risk
Management
& Compliance
Direktur Commercial
Banking
Direktur Corporate
Banking
Direktur Digital
Banking &
Technology
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
Keputusan RUPS Tahunan,
tanggal 2 April 2013
2 April 2013 -saat ini
Bank Indonesia
27 Juni 2013
Indonesia
Keputusan RUPS Tahunan,
tanggal 16 Maret 2015
16 Maret 2015-saat
ini
Otoritas Jasa Keuangan
16 September 2015
Indonesia
Keputusan RUPS Tahunan,
tanggal 16 Maret 2015
16 Maret 2015 saat ini
Otoritas Jasa Keuangan
19 Juni 2015
Indonesia
Keputusan RUPS Tahunan,
tanggal 16 Maret 2015
RUPS Tahunan tanggal 21
Maret 2016
RUPS Tahunan tanggal 21
Maret 2016
16 Maret 2015-saat
ini
2016 sampai dengan
saat ini
2016 sampai dengan
saat ini
Otoritas Jasa Keuangan
1 Juni 2015
Otoritas Jasa Keuangan
Indonesia
Otoritas Jasa Keuangan
Indonesia
Indonesia
Fit and Proper Test
As well as the Board of Commissioners, the Board of Directors as the Bank’s management shall meet the requirements of integrity,
competence and financial reputation as well as to pass fit and proper test organized by Financial Services Authority as stipulated in
POJK No.27/POJK.03/2016 on Fit and Proper Test for the Primary Party of Financial Services Institutions.
Each member of the Board of Directors has passed Fit and Proper Test held by Financial Services Authoriy as can be seen in the
following table:
Name
Kartika Wirjoatmodjo
Sulaiman A. Arianto
Ogi Prastomiyono
Pahala N. Mansury
Hery Gunardi
Tardi
Ahmad Siddik Badruddin
Kartini Sally
Royke Tumilaar
Rico Usthavia Frans
Designation
Direktur Utama
Wakil Direktur Utama
Fit and Proper Test Organizer
Otoritas Jasa Keuangan
Otoritas Jasa Keuangan
19 Juni 2015
Direktur Technology & Operation Bank Indonesia
12 Desember 2008
Direktur Finance & Treasury
Bank Indonesia
12 Juli 2010
Direktur Consumer Banking
Bank Indonesia
27 Juni 2013
Direktur Micro & Business Banking Otoritas Jasa Keuangan
16 September 2015
Direktur Risk Management
Otoritas Jasa Keuangan
& Compliance
19 Juni 2015
Direktur Commercial Banking
Otoritas Jasa Keuangan
1 Juni 2015
Direktur
Otoritas Jasa Keuangan
Direktur
Otoritas Jasa Keuangan
Test Passing Date
3 Juli 2015
19 Juni 2015
12 Desember 2008
12 Juli 2010
19 Juli 2011
27 Juni 2013
16 September 2015
19 Juni 2015
15 Juni 2015
18 Juli 2016
284
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Criteria and Independence of the Board of Directors
Independence of Bank Mandiri’s Board of Directors is proved by not having any family relationship until third degree either vertical
or horizontal and financial relationship with Controlling Shareholders, fellow member of the Board of Directors, and member of the
Board of Commissioners as presented on the following table.
Hubungan Keuangan dan Keluarga Direksi
Hubungan Keuangan Dengan
Nama
Direksi
Ya
Tidak
Hubungan Keluarga Dengan
Dewan
Komisaris
Pemegang
Saham
Pengendali
Ya
Ya
Tidak
Tidak
Direksi
Ya
Tidak
Dewan
Komisaris
Pemegang
Saham
Pengendali
Ya
Ya
Tidak
Tidak
Kartika Wirjoatmodjo
√
√
√
√
√
√
Sulaiman A. Arianto
√
√
√
√
√
√
Ogi Prastomiyono
√
√
√
√
√
√
Pahala N. Mansury
√
√
√
√
√
√
Hery Gunardi
√
√
√
√
√
√
Tardi
√
√
√
√
√
√
Ahmad Siddik Badruddin
√
√
√
√
√
√
Kartini Sally
√
√
√
√
√
√
Royke Tumilaar
√
√
√
√
√
√
Rico Usthavia Frans
√
√
√
√
√
√
Stock Ownership by the Board of Directors
As of December 31, 2016, stock ownership by each member of the Board of Directors of Bank Mandiri did not reach 5% (five
percent) of the paid up capital of Bank Mandiri, other banks, non bank financial institutions and other companies domiciled in the
country or overseas. Following is the table of stock ownership by the Board of Directors
Kepemilikan Saham 5% atau lebih dari Modal Disetor
Direksi
Jabatan
Bank
Mandiri
Oleh Keluarga
di Bank Mandiri
Perusahaan
Lainnya
Bank
Lain
Lembaga
Keuangan
Bukan Bank
Kartika Wirjoatmodjo
Direktur Utama
Nihil
Nihil
Nihil
Nihil
Nihil
Sulaiman A. Arianto
Wakil Direktur Utama
Nihil
Nihil
Nihil
Nihil
Nihil
Ogi Prastomiyono
Direktur
Nihil
Nihil
Nihil
Nihil
Nihil
Pahala N. Mansury
Direktur
Nihil
Nihil
Nihil
Nihil
Nihil
Hery Gunardi
Direktur
Nihil
Nihil
Nihil
Nihil
Nihil
Tardi
Direktur
Nihil
Nihil
Nihil
Nihil
Nihil
Ahmad Siddik Badruddin
Direktur
Nihil
Nihil
Nihil
Nihil
Nihil
Kartini Sally
Direktur
Nihil
Nihil
Nihil
Nihil
Nihil
Royke Tumilaar
Direktur
Nihil
Nihil
Nihil
Nihil
Nihil
Rico Usthavia Frans
Direktur
Nihil
Nihil
Nihil
Nihil
Nihil
Concurrent Positions of the Board of Directors
According to PBI No.8/14/PBI/2006 on Implementation of GCG for Commercial Banks, each member of the Board of Directors is
prohibitied to serve in concurrent positions as the member of the Board of Commissioners, Board of Directors or Executives of the
Bank, other companies/institutions except it is allowed by such regulations.
The members of Bank Mandiri’s Board of Directors do not serve in a concurrent position beyond which are admitted by the
regulations and may cause a conflict of interest prohibited by legislation.
If a member of the Board of Directors who is responsible for supervision on the subsidiaries, carries out functional tasks as a member
of the Board of Commissioners at non-bank Subsidiaries controlled by Bank, all concerned not neglect the duties and responsibilities
as a member of the Board of, therefore it is not considered as double post.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
Conflict of Interest Management Policy
Sebagaimana dituangkan dalam Piagam GCG, Bank Mandiri
memiliki kebijakan pengelolaan benturan kepentingan sebagai
berikut:
• Dewan Komisaris, Direksi, dan Pejabat Eksekutif memiliki
komitmen untuk menghindari segala bentuk benturan
kepentingan (conflict of interest).
• Dalam hal anggota Direksi secara pribadi mempunyai
Kepentingan dalam suatu transaksi, kontrak atau kontrak
yang diusulkan dalam mana Bank menjadi salah satu pihak,
maka harus dinyatakan sifat kepentingannya dalam Rapat
Direksi dan anggota Direksi yang bersangkutan tidak
berhak untuk mengambil suara.
• Dalam hal anggota Dewan Komisaris secara pribadi
mempunyai kepentingan dalam suatu transaksi,
kontrak atau kontrak yang diusulkan dalam mana Bank
menjadi salah satu pihak, maka harus dinyatakan sifat
kepentingannya dalam Rapat Dewan Komisaris dan
anggota Dewan Komisaris yang bersangkutan tidak berhak
untuk mengambil suara.
Pelaksanaan Tugas dan Tanggung Jawab Direksi
2016
Secara umum, selain penyelenggaraan Rapat-rapat internal
dan RUPS, pelaksanaan tugas dan tanggung jawab Direksi
berkaitan dengan kinerja Bank Mandiri selama tahun 2016, di
antaranya sebagai berikut:
1. Penerbitkan Obligasi Berkelanjutan I Bank Mandiri Tahun
2016 dengan nilai Rp5.000.000.000.000 dengan tanggal
efektif 22 September 2016.
2. Rencana pembangunan Kampus Mandiri University yang
ditujukan bagi karyawan Mandiri Group dan institusiinstitusi lainnya.
3. Penyelenggarakan berbagai acara seperti Mandiri
Investment Forum (MIF) 2016, Pameran amal Mandiri Art
Charity.
4. Mempekerjakan para penyandang disabilitas sebagai
Operator Call Center.
5. Pengembangkan bisnis e-Commerce melalui berbagai
channel electronic banking.
6. Melakukan Inovasi teknologi berupa pembayaran pungutan
dana sawit secara online.
7. Melakukan langkah-langkah antisipatif untuk tetap tumbuh
sehat dan berkelanjutan, di antaranya dengan membentuk
pencadangan yang cukup kuat guna memperkuat struktur
aset produktif yang lebih solid dan mengantisipasi tren
kenaikan kredit bermasalah (NPL) di industri perbankan ke
depan.
8. Mendukung program Layanan Keuangan Digital (LKD)
dalam menciptakan sistem keuangan perbankan yang
mudah, cepat, dan mengurangi risiko penyimpangan
sekaligus memperluas program inklusi keuangan di seluruh
masyarakat.
9. Melakukan sosialisasi tax amnesty dalam rangka dukungan
Bank Mandiri terhadap kebijakan pemerintah untuk
meningkatkan basis pajak dan penerimaan negara.
09
Referensi Silang
Kriteria ARA 2015
285
10
Laporan Keuangan
Konsolidasian
10. Melakukan kerjasama dengan Indonesian Institute
for Corporate Governance (IICG), Bank Mandiri terus
memonitor indeks kesesuaian tata kelola perusahaan.
11. Mendukung proyek-proyek infrastruktur strategis nasional
melalui Pinjaman Transaksi Khusus senilai Rp1,2 triliun
kepada PT Kereta Api Indonesia (KAI).
Rapat Direksi
Rapat Direksi Bank Mandiri diselenggarakan sekurangkurangnya sebulan sekali yang dihadiri oleh seluruh Direksi
dan pejabat eksekutif satu tingkat di bawah Direksi untuk
memantau kinerja operasional. Keputusan rapat diambil
berdasarkan musyawarah untuk mufakat. Dalam hal keputusan
musyawarah mufakat tidak tercapai maka keputusan diambil
berdasarkan pemungutan suara setuju terbanyak dan
keputusan yang diambil harus diterima sebagai keputusan
bersama (kolegial).
Selain itu, Direksi dapat juga mengambil keputusan yang sah
dan mengikat tanpa mengadakan Rapat, dengan ketentuan
bahwa seluruh anggota Direksi telah mengetahui usul
keputusan yang dimaksud dan memberikan persetujuan secara
tertulis serta menandatangani persetujuan tersebut. Keputusan
yang diambil mempunyai kekuatan yang sama dengan
keputusan melalui rapat formal.
Jadwal Rapat Direksi juga disesuaikan dengan Surat Edaran
Menteri BUMN Nomor SE-03 / MBU / 2011 tanggal 27 Oktober
2011 yang mewajibkan rapat diadakan setiap hari Selasa dan
jika diperlukan Direksi dapat mengundang Dewan Komisaris
untuk berpartisipasi dalam Rapat.
Frekuensi Rapat, Tingkat Kehadiran dan Agenda Rapat
Direksi
Sepanjang tahun 2016, Direksi telah menyelenggarakan Rapat
internal sebanyak 53 kali dengan rincian agenda dan frekuensi
kehadiran masing-masing anggota Direksi sebagai berikut:
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
√
Rico Usthavia Frans***
√
Kartini Sally
√
- Update Risk Management
- Industrial Sector Forecast 2016
- Update Agenda Strategis Wholesale
- Update Agenda Strategis Retail
Ahmad Siddik
Badruddin
√
Tardi
√
Hery Gunardi
√
Royke Tumilaar
√
Pahala N. Mansury
√
Ogi Prastomiyono
26 Jan
- Pembahasan Human Capital
- Kinerja Keuangan bulan Desember 2015
- Update KLN Initiatives
- Update Agenda Strategis Retail
√
05
Tinjauan Fungsi
Pendukung Bisnis
Sentot A. Sentausa**
19 Jan
- Usulan Agenda Rapat Direksi Tahun 2016 dan
Review Agenda Rapat Direksi Tahun 2015
- Pembahasan Human Capital
- Update Agenda Strategis Retail
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Sulaiman A. Arianto
12 Jan
03
Sekilas Perusahaan
Kartika WIrjoatmodjo
5 Jan
02
Laporan Manajemen
Agenda Rapat
Tanggal Rapat
01
Ikhtisar Utama
Budi Gunadi Sadikin*
286
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
- Update Audit atas Laporan Keuangan per 31
Desember 2015
- Pembahasan Performance Review 2015
- Risk Based Bank Rating Tw IV/2015
- Pembahasan Pelaksanaan RUPS Tahunan
- Update Agenda Strategis Wholesale & Retail
- Customer Satisfaction Survey
√
√
2 Feb
Pembahasan Dana Pensiun Bank Mandiri
√
√
√
√
√
√
√
√
√
√
5 Feb
Pembahasan Human Capital
√
√
√
√
√
√
√
√
√
√
√
9 Feb
- Usulan FTP
- Pembahasan Human Capital
- Risk-based Bank Rating Terintegrasi
- Revisi Kebijakan Bank Mandiri
- Update Agenda Strategis Retail
- Update Laporan Internal Audit Tw/1 2016
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
16 Feb
- Kinerja Keuangan bulan Januari 2016
- Media Plan Tw I – 2016
- Update Agenda Strategis Retail & IT
- Pembahasan Pelaksanaan RUPS Tahunan
- Update Legal
- Pembahasan Human Capital
√
- Culture Excellence Award dan Mandiri
Innovation Award 2015
- Update Distribution Network Transformation
- Wholesale Funding Strategy
- Persiapan Public Expose Q4 2015 & Analyst
Meeting
- Update Kerjasama Nasabah
√
√
√
√
√
√
√
√
√
√
√
√
- Pembahasan Human Capital
- Update Agenda Strategis Wholesale
- Update Agenda Strategis Retail
- Update Agenda Strategis IT
√
√
√
√
√
√
√
√
√
√
√
√
5 Mar
- Pembahasan Human Capital
- Update Hasil Audit
√
√
√
√
√
√
√
√
√
√
√
√
15 Mar
- Kinerja Keuangan Bulan Februari 2016
- Pembahasan Pelaksanaan RUPS Tahunan
- Update Strategi Bisnis Perusahaan Anak
- Pembahasan Human Capital
- Update Agenda Strategis Retail
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
23 Feb
1 Mar
22 Mar
Tindak lanjut Hasil Keputusan RUPS Tahunan
√
√
√
√
√
29 Mar
- Pembidangan Anggota Direksi
- Pembahasan Human Capital
- Update Pelaksanaan Revaluasi Aset
-Usulan Penggunaan Plafon Hapus Buku Tw/I
2016
- Update Agenda Strategis Retail
√
√
√
√
√
5 Apr
- Pembidangan dan Alternate Direksi
- Pembahasan Human Capital
√
√
√
√
√
√
12 Apr
- Pembahasan Human Capital
- Kinerja Keuangan Bulan Maret 2016
√
√
√
√
√
√
√
287
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
07
Tata Kelola
Terintegrasi
Royke Tumilaar
Hery Gunardi
Tardi
Ahmad Siddik
Badruddin
Kartini Sally
Rico Usthavia Frans***
√
√
√
√
√
√
√
√
√
- Management Letter KAP EY
- Update Pelaksanaan Revaluasi Aset
- Update Bisnis Special Asset Management
- Pembahasan Human Capital
√
√
√
√
√
√
√
√
√
√
28 Apr
Pembahasan Human Capital
√
√
√
√
√
√
√
√
√
√
3 May
- Update dan Analisa Kredit Corporate & SAM
- Update Agenda Strategis Retail
- Update Agenda Strategis IT
√
√
√
√
√
√
√
√
√
- Laporan Keuangan Audited Bulan Maret 2016
- Update Rencana Penerbitan Senior Debt
- Update Agenda Strategis Retail
√
√
√
√
√
√
√
√
√
-
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
26 Apr
10 May
17 May
Agenda Rapat
Update Kredit Corporate & Commercial
Pembahasan Human Capital
Review Fee Based Income
Update Distribution Network Transformation
Kinerja Keuangan Bulan April 2016
18 May
- Kinerja Keuangan Bulan April 2016
- Update Program Komunikasi Bank Mandiri
24 May
- Update Agenda Strategis Wholesale & Retail
- Pembahasan Temuan Audit & Fraud
31 May
-
Sentot A. Sentausa**
√
19 Apr
Budi Gunadi Sadikin*
- Pembahasan Human Capital
-Pembahasan Inisiatif dan Program Corporate
Plan
- Update Agenda Strategis Wholesale & Retail
- Update Komite di bawah Direksi
Tanggal Rapat
Pahala N. Mansury
10
Laporan Keuangan
Konsolidasian
Ogi Prastomiyono
09
Referensi Silang
Kriteria ARA 2015
Sulaiman A. Arianto
08
Tanggung Jawab
Sosial Perusahaan
Kartika WIrjoatmodjo
06
Tata Kelola
Perusahaan
Update Kredit, Distribution dan SAM
Update Agenda Strategis IT
Update Pengembangan Bisnis di ASEAN
Update Legal
√
√
√
√
√
√
√
√
√
√
- Usulan Kewenangan Memutus Kredit
- Update Agenda Strategis IT
- Update Strategis Bisnis Perusahaan Anak
√
√
√
√
√
√
√
√
√
√
10 Jun
Revisi RKAP Tahun 2016
√
√
√
√
√
√
√
√
√
√
14 Jun
-
√
√
√
√
√
√
√
√
√
√
- Usulan Manfaat Pensiun dan Manfaat Lain Dana
Pensiun Bank Mandiri
- Usulan Corporate Real Estate Group
- Update Distribution Network Transformation
- Review Permintaan Portfolio Treasury
- Update Legal Strategy
√
√
√
√
√
√
√
√
√
- Usulan Penggunaan Plafond Hapus Buku TW/II
2016
- Update Agenda Strategis Retail
- Update Project Acquring Aggregator
√
√
√
√
√
√
√
√
√
√
- Usulan Sponsorship Bank Mandiri
- Usulan Manfaat Pensiun dan Manfaat Lain Dana
Pensiun Bank Mandiri
- Update Strategis Bisnis Perusahaan Anak
- Kinerja Keuangan Perseroan per 30 Juni 2016
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
7 Jun
21 Jun
28 Jun
12 Jul
19 Jul
-
Pembahasan Human Capital
Update Corporate Real Estate Group
Update Bisnis Perusahaan Anak
Update Perkembangan IT
Update Agenda Strategis Wholesale
Kinerja Keuangan Bulan Mei 2016
Update Desain Kalender & Agenda Tahun 2017
Usulan Project Strategis
Usulan Kewenangan Memutus Kredit
Update Layananan eChannel dan Strategi
Penanganan Nasabah
√
20 Jul
Kinerja Keuangan Bulan Juni 2016
√
√
√
√
√
√
√
√
√
26 Jul
-
√
√
√
√
√
√
√
√
√
Update Persiapan Tax Amnesty
Update Collection Strategy
Risk Based Bank RatingTW II/2016
Usulan Pemberian Insentif Service
Usulan kewenangan Memutus Kredit
√
√
288
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
10 Agt
- Update Strategi Bisnis Consumer
- Pembahasan Human Capital
√
√
√
15 Agt
-
Kinerja Keuangan Bulan Juli 2016
Update Strategi Bisnis Consumer
Update Strategi Bisnis Mikro
Pembahasan Human Capital
√
√
√
- Update Strategi Bisnis Commercial
- Update Perkembangan IT
- Pembahasan Human Capital
√
√
√
- Usulan Penggunaan Plafond Hapus Buku Bulan
Agustus 2016
- Pembahasan Human Capital
√
6 Sep
- Update Corporate Secretary
- Update Agenda Strategis Retail
√
13 Sep
-
Kinerja Keuangan Bulan Agustus 2016
Usulan Program Wirausaha Mandiri 2016
Update Strategi Bisnis Commercial
Update Strategi Perusahaan Anak
20 Sep
27 Sep
19 Agt
30 Agt
4 Okt
11 Okt
18 Okt
1 Nov
8 Nov
15 Nov
22 Nov
29 Nov
13 Des
Rico Usthavia Frans***
√
Kartini Sally
√
- Risk Based Bank Rating Terintegrasi
- Update Agenda Strategis IT
- Update Strategi Segmen Small Business
Ahmad Siddik
Badruddin
√
9 Agt
√
Tardi
√
- Usulan kewenangan Memutus Kredit
- Update Agenda Strategis Wholesale
05
Tinjauan Fungsi
Pendukung Bisnis
Hery Gunardi
Pahala N. Mansury
√
2 Agt
Royke Tumilaar
Ogi Prastomiyono
Sentot A. Sentausa**
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Sulaiman A. Arianto
Kartika WIrjoatmodjo
Agenda Rapat
03
Sekilas Perusahaan
Budi Gunadi Sadikin*
02
Laporan Manajemen
Tanggal Rapat
01
Ikhtisar Utama
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
- Update Acara HUT Bank Mandiri
- Update Pengembangan Jaringan Kantor
√
√
√
√
- Pembahasan Human Capital
- Review Kinerja Fee Based Income
- Usulan Penggunaan Plafond Hapus Buku TW
III/2016
- Update Corporate Real Estate Group
- Update Agenda Strategis Retail
- Pembahasan Corporate Plan
√
√
√
-
Usulan Corporate Secretary Group
Review Kinerja Fee Based Income
Kick-off RKAP tahun 2017
Update Strategi Anak Perusahaan
√
√
√
√
√
√
√
√
√
√
-
Kinerja Keuangan Bulan September 2016
Update Pengembangan Bisnis di ASEAN
Update Corporate Real Estate Group
Usulan Revisi Kebijakan
√
√
√
√
√
√
√
√
√
- Update Perubahan POJK
- Update Agenda Strategis Retail
- Pembahasan Human Capital
√
√
√
√
√
√
√
√
√
- Update Penyusunan RKAP 2017
- Corporate Governance Perception Index (CGPI)
2015/2016
- Pembahasan Distribution Review dan Corporate
Plan
√
√
√
√
√
√
√
√
√
-
Usulan Pemberian CSR
Legal Strategy
Update Agenda Strategis Retail
Proyeksi NPL
√
√
√
√
√
√
√
√
√
√
-
Corporate Plan Initiatives
Pembahasan Human Capital
Proyeksi NPL
Kinerja Keuangan Bulan Oktober 2016
Update Agenda Strategis Retail
√
√
√
√
√
√
√
√
√
√
√
√
- Update Agenda Strategis Retail
- Update Strategis Perusahaan Anak
- Pembahasan Human Capital
√
√
√
√
√
√
- Usulan Penggunaan Plafon Hapusbuku Bulan
November 2016
- Pembahasan Human Capital
√
√
√
√
√
√
√
√
Usulan Treasury Group
√
√
√
√
√
289
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
√
√
√
Ogi Prastomiyono
Agenda Rapat
√
√
√
√
√
√
√
√
√
√
√
√
√
√
Rico Usthavia Frans***
√
√
Kartini Sally
√
- Pembahasan Human Capital
- Usulan Corporate Secretary Group
Ahmad Siddik
Badruddin
Kinerja Keuangan Bulan November 2016
29 Des
Tardi
21 Des
Hery Gunardi
√
10
Laporan Keuangan
Konsolidasian
Royke Tumilaar
√
Sentot A. Sentausa**
√
20 Des
Budi Gunadi Sadikin*
- Usulan Penggunaan Plafond Hapus Buku Bulan
Desember 2016
- Update Strategis Perusahaan Anak
- Usulan Sponsorship Bank Mandiri
- Pembahasan Human Capital
Tanggal Rapat
Sulaiman A. Arianto
09
Referensi Silang
Kriteria ARA 2015
Kartika WIrjoatmodjo
08
Tanggung Jawab
Sosial Perusahaan
Pahala N. Mansury
07
Tata Kelola
Terintegrasi
06
Tata Kelola
Perusahaan
Jumlah Rapat
12
56
56
12
56
56
56
56
56
56
56
Jumlah Kehadiran
10
50
48
8
53
49
49
49
50
51
54
43
83%
89%
86%
67%
95%
88%
88%
88%
89%
91%
96%
78%
Persentase Kehadiran
55
*) Menjabat sampai dengan tanggal 21 Maret 2016.
**) Menjabat sampai dengan tanggal 21 Maret 2016.
***) Bapak Rico Usthavia Frans sesuai hasil fit & proper test, per 18 Juli 2016 efektif menjabat sebagai anggota Direksi
Rapat Gabungan Direksi dan Komisaris
Selain itu, Rapat Gabungan juga diadakan sekurang-kurangnya sekali dalam 4 (empat) bulan sebagaimana tercantum dalam
Anggaran Dasar.
Sepanjang tahun 2016, Rapat Gabungan telah diselenggarakan sebanyak 15 kali dimana 3 rapat gabungan diadakan atas undangan
Direksi, sedangkan sisanya sebanyak 12 rapat atas undangan Dewan Komisaris.
√
√
√
√
√
√
√
√
√
√
Rico Usthavia Frans***
√
Royke Tumilaar**)
√
Kartini Sally
√
Ahmad Siddik
Badruddin
√
Tardi
Hery Gunardi
√
Pahala N. Mansury
√
Ogi Prastomiyono
√
Sulaiman A. Arianto
√
√
Kartika WIrjoatmodjo
√
√
Ardan Adiperdana *)
√
Suwhono*)
√
Askolani
√
Abdul Aziz
Imam Apriyanto Putro
Wimboh Santoso
√
B. S. Kusmulyono
- Laporan Keuangan
Kinerja Keuangan bulan
Januari 2016
- Update RUPS Tahun
Buku 2015
- Penunjukkan KAP
Mandiri DPLK
-Lain-lain
Goei Siauw Hong
17 Feb
- Laporan Keuangan
Kinerja Keuangan bulan
Desember 2015
- Persetujuan Penawaran
Fasilitas Kredit Baru
kepada PT Kimia Farma
(Persero) Tbk dan PT
Kimia Farma Apotek
(Kimia Farma Group)
- Persetujuan atas
Pemberian Fasilitas
KreditKesejahteraan
Karyawan (KKP) kepada
Pejabat Eksekutif Bank
Mandiri sebagai Pihak
terkait
-Lain-lain
Aviliani
13 Jan
Agenda Rapat
Tanggal Rapat
Tingkat kehadiran Direksi dan Komisaris dapat dilihat pada tabel berikut ini:
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
Tardi
√
√
√
√
√
√
- Laporan Keuangan
Kinerja Keuangan bulan
maret 2016
- Kajian dampak
penurunan suku bunga
pada Bank Mandiri
-Lain-lain
√
√
√
√
√
√
- Isu penting Bank
Mandiri
- Laporan Keuanngan
konsolidasian
√
√
√
- Laporan Keuangan
Kinerja Keuangan bulan
April 2016
- Update Program
komunikasi Bank
Mandiri
√
√
√
√
√
√
√
√
√
√
√
√
√
20 Jul
Kinerja Keuangan Bulan
Juni 2016
√
√
√
√
√
√
√
√
√
√
√
√
√
31 Agu
- Kinerja Keuangan Bulan
Juli 2016
-Pembahasan
Pelaksanaan RUPS
Tahunan
- Update Strategi Bisnis
Perusahaan Anak
- Pembahasan Human
Capital
- Update Agenda
Strategis Retail
√
√
√
√
√
√
√
√
√
- Kinerja Keuangan Bulan
Agustus 2016
-Persetujuan
penambahan anggaran
hapus buku kredit tahun
buku 2016 sebesar Rp2,5
triliun
√
√
√
√
√
√
√
20 Apr
11Mei
18 Mei
21 Sep
√
√
√
√
√
√
√
√
√
√
√
√
√
√
Rico Usthavia Frans***
Hery Gunardi
√
√
Royke Tumilaar**)
Pahala N. Mansury
√
- Laporan Keuangan
Kinerja Keuangan bulan
Februari 2016
- Persetujuan KAP untuk
Laporan Keuangan PT
Bank Mandiri (Persero)
Tbk tahun Buku 2016
- Persetujuan Ijin prinsip
usulan kerjasama
Pinjam lahan Menara
mandiri sebagai lokasi
bangunan cooling
tower/ventilation Tower
Station MRT
- Persetujuan
penambahan plafond
dan pemberian baru
fasilitas Comm Line PT
Asuransi Jasa Indonesia Kajian dampak
penurunan suku bunga
pada Bank Mandiri
- Persetujuan fasilitas
kredit jangka pendek
dan fasilitas treasury line
untuk PT Astra Sedaya
Finance
- Persetujuan Pemberian
fasiitas Cash Loan dan
on Cash untuk PT United
Tractor Semen Gresik
-Lain-lain
Kartini Sally
Ogi Prastomiyono
√
16 Mar
05
Tinjauan Fungsi
Pendukung Bisnis
Ahmad Siddik
Badruddin
Sulaiman A. Arianto
√
Suwhono*)
√
Askolani
√
Abdul Aziz
√
B. S. Kusmulyono
√
Goei Siauw Hong
√
Aviliani
√
Wimboh Santoso
Kartika WIrjoatmodjo
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Agenda Rapat
03
Sekilas Perusahaan
Ardan Adiperdana *)
02
Laporan Manajemen
Tanggal Rapat
01
Ikhtisar Utama
Imam Apriyanto Putro
290
√
√
√
√
√
√
√
√
√
X
√
√
291
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
√
√
√
√
√
√
√
23 Nov
- Kinerja Keuangan Bulan
Oktober 2016
-usulanRKAP2017
danRBB2017-2019
√
√
√
√
√
√
√
√
30 Nov
Persetujuan Pemberian
Fasilitas Kredit Investasi
(KI) kepada PT Trans Bumi
Serbaraja (TBS) - Astra
Group
√
√
√
√
√
√
√
√
14 Des
- Update Perkembangan
program Kerja IT dan
Strategi 2017
- Update Collection tahun
2016 dan Strategi 2017
- Update Perkebangan
operasional BMEl dan
kantor cabang luar
negeri
- Update Aset Bank
Mandiri
√
√
√
√
√
√
√
√
21 Des
Kinerja Keuangan bulan
November 2016
√
√
√
√
√
√
√
√
√
√
√
√
Rico Usthavia Frans***
√
√
Royke Tumilaar**)
Persetujuan Perpanjangan
dan Peningkatan Fasilitas
Credit Line atas nama PT
Bank Mandiri Taspen Pos
√
Kartini Sally
2 Nov
√
Ahmad Siddik
Badruddin
Askolani
√
Tardi
Abdul Aziz
√
10
Laporan Keuangan
Konsolidasian
Hery Gunardi
B. S. Kusmulyono
√
Pahala N. Mansury
Goei Siauw Hong
√
Sulaiman A. Arianto
Aviliani
√
Kartika WIrjoatmodjo
Imam Apriyanto Putro
√
09
Referensi Silang
Kriteria ARA 2015
Ardan Adiperdana *)
Wimboh Santoso
√
Suwhono*)
Agenda Rapat
- Kinerja Keuangan Bulan
September 2016
- Peraturan POJK No. 34/
POJK/03/2016tentang
kewajiban penyediaan
modal minimum bank
umum dampaknya
dalam laporan keuangan
triwulanan posisi 30
Sep 2016
Tanggal Rapat
19 Okt
08
Tanggung Jawab
Sosial Perusahaan
Ogi Prastomiyono
07
Tata Kelola
Terintegrasi
06
Tata Kelola
Perusahaan
√
√
√
√
√
√
√
√
√
√
√
X
√
√
√
X
√
√
√
√
√
√
√
Jumlah Rapat
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
Jumlah Kehadiran
14
10
15
15
14
14
13
3
7
10
11
11
9
10
9
7
10
9
4
Persentase Kehadiran
93
67
100
100
93
93
87
20
47
67
73
73
60
67
60
47
67
60
27
15
*) Menjabat sampai dengan 29 Maret 2016. Masa kerja beliau di Bank Mandiri berakhir karena telah mendapat penugasan baru
sebagai Direktur Utama PT Berdikari (Persero)
***) Bapak Rico Usthavia Frans sesuai hasil fit & proper test, per 20 Juli 2016 efektif menjabat sebagai anggota Direksi
Program Orientasi Bagi Direksi Baru
Dalam rangka memberikan gambaran atas kegiatan bisnis, rencana Perseroan ke depan, panduan kerja dan lainnya yang menjadi
tanggung jawab Direksi, Bank Mandiri menyelenggarakan program orientasi bagi anggota Direksi yang dipersiapkan oleh Corporate
Secretary Group berupa dokumen dalam bentuk soft copy maupun hard copy
Dokumen-dokumen tersebut antara lain dokumen Laporan Tahunan, Rencana Kerja dan Anggaran Perusahaan (RKAP), Rencana
Jangka Panjang Perusahaan (RJPP), Anggaran Dasar Perseroan, Kebijakan Tata Kelola Perusahaan, Kode Etik Perusahaan, Program
Kerja Direksi dan Komite di bawah Direksi, Pedoman Tata Tertib Direksi, dan Pedoman Tata Tertib Komite di bawah Direksi, serta
peraturan perundang-undangan yang terkait dengan proses bisnis Bank Mandiri
Program pengenalan juga dilakukan melalui kegiatan on site (kunjungan) ke unit-unit baik di Kantor Pusat, maupun di Wilayah untuk
bertemu dan bertatap muka langsung dengan jajaran Bank Mandiri yang berada di Kantor Pusat maupun Wilayah.
Sehubungan dengan adanya perubahan komposisi Direksi Bank Mandiri berdasarkan hasil keputusan RUPS Tahunan pada tanggal
21 Maret 2016, maka Bank Mandiri melakukan program pengenalan dan peningkatan kapabilitas bagi anggota Direksi baru dalam
bentuk distribusi Board Codes (Board Manual) sebagai referensi dalam melaksanakan fungsi tugas pengelolaan perusahaan.
292
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Pelatihan/Pengembangan Kompetensi Direksi
Direksi dituntut untuk selalu meningkatkan kompetensi dan memutakhirkan pengetahuan yang dimilikinya. Untuk itu, Bank Mandiri
berusaha memfasilitasi kebutuhan tersebut dengan secara rutin mengikutsertakan Direksi ke berbagai pendidikan berkelanjutan
berupa pelatihan, lokakarya, seminar, conference yang dapat meningkatkan efektivitas fungsi Direksi yang dapat dilakukan baik di
dalam maupun luar negeri atas beban Bank Mandiri.
Selama tahun 2016, Anggota Direksi telah mengikuti Pelatihan/Lokakarya/Seminar dalam rangka peningkatan kemampuan
anggota Direksi yang dilaksanakan baik di dalam maupun luar negeri, sebagai berikut :
Direksi
Kartika
WIrjoatmodjo
Jabatan
Direktur Utama
Pelatihan/Lokakarya/Seminar
Tanggal
Executive training di IMD Laussane, Switzerland Februari 2016
Leadership Forum 2016
FGD Sinergi BUMN
Sulaiman A.
Arianto
Ogi
Prastomiyono
Wakil Direktur
Utama
Direktur
Leadership Forum 2016
Leadership Forum 2016
Narasumber pada Acara Sosialisasi Perekonomian
Indonesia di Myanmar
Pahala N.
Mansury
Direktur
Refreshing Sertifikasi Risiko Bara - Enhancing
The Power of Enterprise Risk Management
in Creating a Sound Bank and Financial Risk
Management”
Seminar economic outlook 2017 dengan topik
”facing Global Challanges For Better Economic
Growth in 2017
Leadership Forum 2016
Hery Gunardi
Direktur
FGD Sinergi BUMN
Leadership Forum 2016
Tardi
Direktur
Workshop Inisiatif Strategis Direktorat
Distributions
Leadership Forum 2016
Ahmad Siddik
Badruddin
Kartini Sally
Direktur
Leadership Forum 2016
Direktur
Leadership Forum 2016
Royke Tumilaar
Direktur
Leadership Forum 2016
Rico Usthavia
Frans
DIrektur
Leadership Forum 2016
Seminar dan Rakernas Perbarindo
Workshop e-Banking 2016
Workshop TB SME Sales Group
Workshop Bank Mandiri – Dirjen Pajak : Work in
Shymphony
21-24 April
2016
Mei 2016
Tempat
Lausanne,
Switzerland
Lombok
Prapat
Penyelenggara
IMD
PT Bank Mandiri
(Persero) Tbk
Kementrian
BUMN
PT Bank Mandiri
(Persero) Tbk
PT Bank Mandiri
(Persero) Tbk
MMUGM, IBI,
LSPP
IBI dan LSPP
21-24 April
2016
21-24 April
2016
17-18 Agustus
2016
Lombok
18-22
September
2016
StockholmSwedia
9 Desember
2016
Jakarta
PT Bank Mandiri
(Persero) Tbk
21-24 April
2016
Mei 2016
21-24 April
2016
Mei 2016
Lombok
PT Bank Mandiri
(Persero) Tbk
21-24 April
2016
21-24 April
2016
21-24 April
2016
21-24 April
2016
21-24 April
2016
Oktober 2016
Lombok
November
2016
November
2016
November
2016
Denpasar
Lombok
Myanmar
Prapat
Lombok
Denpasar
Lombok
Lombok
Lombok
Lombok
Pontianak
Yogyakarta
Denpasar
PT Bank Mandiri
(Persero) Tbk
PT Bank Mandiri
(Persero) Tbk
PT Bank Mandiri
(Persero) Tbk
PT Bank Mandiri
(Persero) Tbk
PT Bank Mandiri
(Persero) Tbk
PT Bank Mandiri
(Persero) Tbk
PT Bank Mandiri
(Persero) Tbk
PT Bank Mandiri
(Persero) Tbk
PT Bank Mandiri
(Persero) Tbk
PT Bank Mandiri
(Persero) Tbk
PT Bank Mandiri
(Persero) Tbk
293
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
07
Tata Kelola
Terintegrasi
06
Tata Kelola
Perusahaan
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
Sertifikasi Manajemen Risiko
Pada tahun 2016, Direksi yang telah lulus sertifikasi manajemen risiko sebagai berikut:
Nama
Lembaga yang
mengeluarkan
sertifikat
No. Sertifikat
kompetensi
No. Reg
Tingkat
Bidang/Area
Tgl sertifikat
dikeluarkan
Masa
Berlaku
Tgl
Kadaluwarsa
Kartika
Wirjoatmodjo
Badan Nasional
Sertifikasi Profesi/
LSPP
64120 1210 8
0003832 2015
KEU. 030
9415015
Level 5
Manajemen Risiko
Perbankan
17-Apr-15
2 Tahun
17-Apr-17
Sulaiman A.
Arianto
Level 5
26-Jun-15
26-Jun-17
21-Oct-16
Ogi
Prastomiyono
IBI-LSPP-MMUGM
027/IRMRP/
MMUGM/X/2016
Refreshment
program International Risk
Management
Refreshment
Program for
Executives Europe
Class 2016 (Milan)
LSPP
KEU. 030
0001931 2014
Refreshment Manajemen Risiko
Perbankan level 5
- Hong Kong
27-Nov-14
BARa- LSPP
BR.1053/
CTF/11/2012
Risk management
certification
refreshment
program - Tokyo
12-Nov-12
19-Feb-08
20-Aug-04
BSMR
040820031
0000315
Program
penyegaran
sertifikasi
manajemen resiko
program eksekutif
- Bali
Indonesian risk
professional
association
Program eksekutif
sertifikasi
manajemen resiko
Level 5
17-Dec-11
5-Mar-15
5-Mar-17
Pahala N.
Mansury
BARa Risk Forum
BR.049/CTF/3/2015
Risk Management
Certification
Refreshment
Program di
Bandung
Badan Nasional
Sertifikasi Profesi/
LSPP
0012152.0440911
Level 5
Manajemen Resiko
Perbankan
12-Jun-12
BARa Risk Forum
Refreshment @
Stockholm 19 - 21
Sept 2016
21-Sep-16
21-Sep-18
Hery Gunardi
Badan Nasional
Sertifikasi Profesi/
LSPP
64120 1210 8
0008004 2015
KEU.030 0849471
Level 5
Manajemen Resiko
Perbankan
2 Juli 2015
13-Apr-17
Tardi
Badan Nasional
Sertifikasi Profesi/
LSPP
64120 1210 8
0003351 2015
KEU. 030
9350715
Level 5
Manajemen Resiko
Perbankan
4-Apr-15
2 Tahun
4-Apr-17
Royke
Tumilaar
294
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
Ahmad Siddik
Badruddin
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Badan Nasional
Sertifikasi Profesi/
LSPP
64120 1210 8
0003544 2015
KEU. 030
8521914
Level 5
Manajemen Resiko
Perbankan
11-Apr-15
2 Tahun
11-Apr-17
BARa Risk Forum
Refreshment @
Stockholm 19 - 21
Sept 2016
21-Sep-16
21-Sep-18
Kartini Sally
Badan Nasional
Sertifikasi Profesi/
LSPP
64120 1210 8
0003545 2015
KEU. 030
9392015
Level 5
Manajemen Resiko
Perbankan
11-Apr-15
2 Tahun
11-Apr-17
Badan Sertifikasi
Manajemen
Resiko (BSMR)
00002270/000322
06111801
20009897
Level 5
Manajemen Resiko
Perbankan
7-May-16
2 Tahun
7-May-18
Badan Sertifikasi
Manajemen
Resiko (BSMR)
06111801
20009897
Level 4
Manajemen Resiko
Perbankan
25-Apr-10
Badan Sertifikasi
Manajemen
Resiko (BSMR)
06111801
20009897
Level 2
Manajemen Resiko
Perbankan
2-Jun-07
Badan Sertifikasi
Manajemen
Resiko (BSMR)
Level 1
Manajemen Resiko
Perbankan
9-Aug-07
Rico Usthavia
Frans
Prosedur Pelaksanaan Assessment Kinerja Direksi
Setiap tahun, kinerja masing-masing anggota Direksi dinilai secara individu sesuai dengan bidang kerjanya dan mengacu pada
4 (empat) kriteria penilaian, yaitu financial, people, process, dan customer. Penilaian kinerja tersebut dilakukan berdasarkan target
pencapaian dan Key Performance Indicator (KPI) yang sudah disepakati bersama pada saat awal tahun.
Parameter penilaian kinerja Direksi terkait dengan pelaksanaan tugas dan tanggung jawabnya meliputi di dalamnya prinsip-prinsip
TARIF dalam GCG dalam menjalankan fungsi terhadap pengelolaan terhadap Bank Mandiri. Parameter tersebut dijadikan tolok ukur
bagi Direksi untuk juga melakukan penilaian kinerja berdasarkan hasil self assessment GCG yang dilaporkan kepada Bank Indonesia
secara berkala, dengan mengacu pada Surat Edaran Bank Indonesia nomor 15/15/DPNP tentang Pelaksanaan Good Corporate
Governance bagi Bank Umum.
Ukuran keberhasilan kinerja Direksi merupakan bagian tak terpisahkan dalam skema kompensasi/pemberian insentif bagi Direksi
yang dapat dilihat dari realisasi Rencana Kerja Anggaran Perusahaan secara tahunan dimana RKAP tersebut merupakan refleksi dari
hasil kerja Direksi secara kolegial.
Kriteria Evaluasi Kinerja Direksi:
Kriteria yang digunakan untuk menilai masing-masing Direksi yang dilakukan secara tahunan adalah sebagai berikut :
1. Pelaksanaan tugas dan fungsi kepengurusan oleh Direksi sesuai Anggaran Dasar
2. Kepatuhan terhadap peraturan yang berlaku
3. Tingkat kesehatan Bank
4. Tingkat kehadiran dalam Rapat Dewan Direksi maupun rapat komite-komite yang ada
5. Keterlibatan Direksi dalam penugasan-penugasan tertentu
6. Key Performance Indicator masing-masing Direksi, sebagaimana tersaji dalam tabel berikut:
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
Direktur Utama
Wakil Direktur Utama
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Market Capitalization BMRI
Earning after tax
Return on equity
Market share dana dan kredit
Maksimal NPL (Non Performing Loan)
Fee Based Income Ratio
Pertumbuhan dan volume kredit serta volume kredit retail
Pertumbuhan dan volume CASA serta funding mix CASA
ASEAN GCG scorecard
Survey MRI
Inisiatif strategis corporate plan
Cost Efficiency Ratio, dan Income Factor ((Total Revenue – Total
Operating Expense) / FTE)
09
Referensi Silang
Kriteria ARA 2015
295
10
Laporan Keuangan
Konsolidasian
RORWA (Return on Risk Weighted Assets) segmen wholesale
Contribution margin segmen wholesale
Average balance dana murah dan kredit segmen wholesale
NPL rate segmen Wholesale
Market share dana murah dan kredit wilayah 8 Surabaya
Crosssale ratio
Anchor clients revenue (CASA, loan, dan transaksi)
CASA value chain
Human capital score.
Direktur Operations
- Realisasi pertumbuhan Kapitalisasi Pasar
- Earning after Tax bank only dan Earning After Tax konsolidasi
- Return on Equity (after tax)
- Cost of Credit (bank only)
- Volume Kredit (bank only) dan Dana Masyarakat (bank only)
- Wholesale Customer Satisfaction Index
- Retail Customer Satisfaction Index
- Peringkat ASEAN CG Scorecard
- Reliabilitas operasional
- Availability e-Channel
- Siklus kredit end to end bankwide
- Implementasi inisiatif strategis IT dan Non IT di bawah Direktorat
Operations
- Human Capital Score Bankwide
- Composite Group Index
Direktur Finance & Treasury
- Realisasi pertumbuhan Kapitalisasi Pasar
- Earning after Tax bank only dan Earning After Tax konsolidasi
- Total Revenue Treasury dan Segmen FI
- Pertumbuhan International Product Revenues
- Return on Equity (after tax)
- Cost of Credit (bank only)
- Volume Kredit (bank only) dan Dana Masyarakat (bank only)
- Wholesale Customer Satisfaction Index
- Retail Customer Satisfaction Index
- Laba bersih Mandiri Sekuritas dan BMEL
- Peringkat ASEAN CG Scorecard
- Implementasi inisiatif strategis IT dan Non IT di bawah Direktorat
Finance & Treasury
- Human Capital Score Bankwide
- Composite Group Index
Direktur Corporate Banking.
- Realisasi pertumbuhan Kapitalisasi Pasar
- Earning after Tax bank only dan Earning After Tax konsolidasi
- Return on Equity (after tax)
- Cost of Credit (bank only)
- Fee Based Income Corporate Banking
- Volume Kredit (bank only) dan Dana Masyarakat (bank only)
- Wholesale Customer Satisfaction Index
- Volume Average Balance Kredit dan Dana Murah Corporate
Banking
- Laba setelah pajak seluruh anak perusahaan di bawah Direktorat
Corporate Banking
- Peringkat ASEAN CG Scorecard
- Implementasi inisiatif strategis IT dan Non IT di bawah Direktorat
Corporate Banking
- Human Capital Score Bankwide
Direktur Distributions
- Realisasi pertumbuhan Kapitalisasi Pasar
- Earning after Tax bank only dan Earning After Tax konsolidasi
- Return on Equity (after tax)
- Cost of Credit (bank only)
- Volume Kredit (bank only) dan Dana Masyarakat (bank only)
- Wholesale Customer Satisfaction Index
- Retail Customer Satisfaction Index
- Pendapatan anak-anak perusahaan
- Peringkat ASEAN CG Scorecard
- Human Capital Score Bankwide
- Pengembangan jaringan baru sesuai RBB
- Composite Regional Index
Direktur Retail Banking
- Realisasi pertumbuhan Kapitalisasi Pasar
- Earning after Tax bank only dan Earning After Tax konsolidasi
- Return on Equity (after tax)
- Cost of Credit (bank only)
- Fee Based Income Retail Banking
- Volume Kredit (bank only) dan Dana Masyarakat (bank only)
- Retail Customer Satisfaction Index
- Volume Average Balance Dana Pihak Ketiga dan Kredit segmen
Retail Banking
- Laba bersih seluruh anak perusahaan di bawah Direktorat Retail
Banking
- Peringkat ASEAN CG Scorecard
- Implementasi inisiatif strategis IT dan Non IT di bawah Direktorat
Retail Banking
- Human Capital Score Bankwide
- Nilai Composite Group Index
Direktur Risk Management & Compliance
- Contribution Margin
- Average balance CASA
- Average balance kredit
- Delinquency rate 30+ DPD untuk produk-produk utama kredit
individu (kualitas kredit)
- Laba perusahaan anak
- ROMI (Return on Marketing Investment) bankwide
- Market share index, market share dana dan kredit kantor wilayah 7
Semarang
- Survey customer satisfaction
- Cross sell ratio nasabah prioritas
- Inisiatif strategis corporate plan
- Human capital score.
296
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
Direktur Commercial Banking.
- Realisasi pertumbuhan Kapitalisasi Pasar
- Earning after Tax bank only dan Earning After Tax konsolidasi
- Return on Equity (after tax)
- Cost of Credit (bank only)
- Fee Based Income Commercial Banking
- Volume Kredit (bank only) dan Dana Masyarakat (bank only)
- Average Balance Dana Masyarakat dan Kredit Commercial
Banking
- Persentase Transaksi Operasional Debitur-Debitur Utama
Direktorat Commercial Banking
- Laba bersih BSM
- Wholesale Customer Satisfaction Index
- Peringkat ASEAN CG Scorecard
- Implementasi inisiatif strategis IT dan Non IT di bawah
Direktorat Commercial Banking
- Human Capital Score Bankwide
Pada tahun 2016, penilaian terhadap kinerja masing-masing
Direksi telah dilakukan berdasarkan kriteria yang telah
ditetapkan dengan hasil penilaian sebagai berikut:
Nama
Jabatan
Hasil Penilaian
Kartika Wirjoatmodjo
Direktur Utama
95.78
Sulaiman A. Arianto
Wakil Direktur Utama
95.78
Ogi Prastomiyono
Direktur
98.78
Pahala N. Mansury
Direktur
95.57
Hery Gunardi
Direktur
96.49
Tardi
Direktur
93.35
Direktur
98.2
Kartini Sally
Direktur
96.15
Royke Tumilaar
Direktur
98.46
Rico Usthavia Frans
Direktur
93.86
Ahmad
Badruddin
Siddik
Pihak yang Melakukan Assessment:
Pengukuran keberhasilan kinerja Direksi tercermin dalam
realisasi Rencana Kerja Anggaran Perusahaan (RKAP) Tahunan
dan penilaian tingkat kesehatan Bank yang mencakup
Profil Risiko, Good Corporate Governance, Rentabilitas dan
Permodalan. Pihak yang melakukan assessment penilaian
terhadap kinerja Direksi adalah Dewan Komisaris dan RUPS.
Selain hal-hal di atas, beberapa hal yang dapat disampaikan
terkait penilaian kinerja Direksi adalah sebagai berikut:
• Sebagai BUMN, kinerja Direksi diukur oleh Pemegang
Saham Pengendali (Kementerian BUMN) secara periodik
setiap tahun dengan menggunakan metode Kriteria
Peniliaian Kinerja Unggul (KPKU) yang mengadopsi kriteria
Malcomm Balridge.
• Khusus dalam pelaksanaan GCG, selain penilaian kinerja
Direksi yang dilakukan melalui mekanisme Self Assessment
GCG sesuai ketentuan BI/OJK, penilaian kinerja Direksi
juga diukur melalui Third Party Assessment dengan
menggunakan standard internasional yaitu ASEAN CG
Scorecard.
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Direktur Digital Banking & Technology
- Realisasi pertumbuhan Kapitalisasi Pasar
- Earning after Tax bank only dan Earning After Tax konsolidasi
- Return on Equity (after tax)
- Cost of Credit (bank only)
- Revenue yang berasal dari transaksi wholesale trade & e-channel
- Volume Kredit (bank only) dan Dana Masyarakat (bank only)
- Wholesale Customer Satisfaction Index
- Retail Customer Satisfaction Index
- Volume Average Balance Giro Bankwide
- Produktifitas Kuadran ATM A, B, dan C
- Sales Volume EDC
- Frekuensi transaksi Mobile & Internet Banking
- Peringkat ASEAN CG Scorecard
- Human Capital Score Bankwide
- Implementasi inisiatif strategis IT & Non IT di bawah Direktorat
Digital Banking & Technology.
- Nilai Composite Group Index
Mekanisme Pengunduran Diri dan Pemberhentian
Direksi
Sebagaimana tercantum dalam Anggaran Dasar Bank Mandiri
pasal 15, Mekanisme Pengunduran Diri Direksi adalah sebagai
berikut:
a. Seorang anggota Direksi dapat mengundurkan diri dari
jabatannya sebelum masa jabatannya berakhir dan
anggota Direksi yang bersangkutan wajib menyampaikan
permohonan pengunduran diri tersebut secara tertulis
kepada Perseroan.
b. Perseroan wajib menyelenggarakan RUPS untuk
memutuskan permohonan pengunduran diri anggota
Direksi tersebut paling lambat 90 (sembilan puluh) hari
setelah diterimanya permohonan pengunduran diri
dimaksud.
c. Apabila RUPS sebagaimana dimaksud ayat ini,
diselenggarakan kurang dari 90 (sembilan puluh) hari dan
memutuskan menerima pengunduran diri anggota Direksi
dimaksud, maka RUPS dapat memutuskan menerima
pengunduran diri tersebut berlaku efektif lebih cepat dari
90 (sembilan puluh) hari setelah diajukannya permohonan
pengunduran diri tersebut.
Anggota Direksi yang mengundurkan diri baru bebas dari
tanggung jawab setelah RUPS menerima baik pengunduran
dirinya dan memperoleh pembebasan tanggung jawab dari
RUPS Tahunan.
Sedangkan mekanisme pemberhentian Direksi adalah sebagai
berikut:
a. Direksi dapat diberhentikan oleh RUPS:
• tidak melaksanakan ketentuan peraturan perundangan
dan/atau ketentuan Anggaran Dasar;
• terlibat dalam tindakan yang merugikan Perseroan dan/
atau Negara;
• dinyatakan bersalah dengan putusan Pengadilan yang
mempunyai kekuatan hukum tetap;
• mengundurkan diri
• alasan lainnya yang dinilai tepat oleh RUPS demi
kepentingan dan tujuan Perseroan.
b. Anggota Direksi sewaktu waktu dapat diberhentikan
untuk sementara waktu oleh Dewan Komisaris dengan
menyebutkan alasannya. Atas pemberhentian sementara
tersebut, berlaku ketentuan:
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
• Keputusan Dewan Komisaris dilakukan sesuai dengan
tata cara pengambilan keputusan Dewan Komisaris.
• Diberitahukan secara tertulis kepada yang
bersangkutan disertai alasan yang menyebabkan
tindakan tersebut dengan tembusan kepada Direksi.
• Disampaikan dalam waktu paling lambat 2 (dua) hari
kerja setelah ditetapkannya pemberhentian sementara
tersebut.
• Dewan Komisaris harus menyelenggarakan RUPS untuk
mencabut atau menguatkan keputusan pemberhentian
sementara tersebut dalam jangka waktu paling
lambat 90 (sembilan puluh) hari setelah tanggal
pemberhentian sementara.
• Anggota Direksi yang diberhentikan sementara
dimaksud untuk sementara sebagaimana dimaksud di
atas, tidak berwenang;
a) Menjalankan pengurusan Perseroan untuk
kepentingan Perseroan sesuai dengan maksud dan
tujuan Perseroan.
b) Mewakili Perseroan di dalam maupun di luar
Pengadilan.
• Dengan lampaunya jangka waktu penyelenggaraan
RUPS sebagaimana dimaksud pada huruf d ayat ini
atau RUPS tidak dapat mengambil keputusan, maka
pemberhentian sementara tersebut menjadi batal.
• Dalam RUPS tersebut, anggota Direksi yang
bersangkutan diberi kesempatan untuk membela diri.
• RUPS tersebut dipimpin oleh salah seorang Pemegang
Saham yang dipilih oleh dan diantara Pemegang Saham
yang hadir.
Keputusan-keputusan Direksi tahun 2016
Sepanjang tahun 2016, Direksi telah mengeluarkan beberapa
keputusan antara lain sebagai berikut:
Nomor
KEP.DIR/134/2016
KEP.DIR/134/2016
KEP.DIR/135/2016
KEP.DIR/169/2016
KEP.DIR/352/2016
Tanggal
Perihal
11 April 2016
11 April 2016
Struktur Organisasi
Pembidangan Tugas
dan Wewenang
Anggota Direksi serta
Penetapan Daftar
Direktur Pengganti
11 April 2016
Penetapan Direktur
Pembina Region
Beserta Tugas dan
Wewenangnya
28 April 2016
Pembentukan Tim
Penerbitan Surat
Berharga Rupiah
2016 PT Bank Mandiri
(Persero) Tbk.
26 September 2016 Struktur Organisasi
Peninjauan Ulang Strategi Tahunan Perusahaan
Direksi berupaya mendorong kinerja Perusahaan untuk tahun
berikutnya dengan melakukan peninjauan ulang atas strategi
tahunan Perusahaan yang dilakukan pada akhir tahun berjalan.
Tahun 2016 peninjauan ulang strategi tahunan Perusahaan
dilakukan melalui rapat Direksi.
09
Referensi Silang
Kriteria ARA 2015
297
10
Laporan Keuangan
Konsolidasian
Kebijakan Pemberian Pinjaman Bagi Direksi
Bank Mandiri memperlakukan anggota Direksi selayaknya
regular customer dan tidak ada keistimewaan (termasuk suku
bunga) untuk anggota Direksi. Selama tahun 2015, tidak
ada anggota Direksi yang menerima pinjaman dari Bank
Mandiri. Apabila terdapat pinjaman untuk anggota Direksi,
maka pinjaman tersebut, akan dihitung sebagai legal lending
limit Bank Mandiri sesuai peraturan Bank Indonesia No. 8/13/
PBI/2006.
Selama tahun 2016, tidak ada anggota Direksi yang menerima
pinjaman dari Bank Mandiri.
Kebijakan Remunerasi Dewan Komisaris dan
Direksi
Formulasi kebijakan Remunerasi Direksi dan Dewan Komisaris
disusun dengan berbagai pertimbangan yang meliputi
kebutuhan likuiditas jangka pendek dan jangka panjang,
kecukupan dan penguatan permodalan Bank, aspek stabilitas
keuangan Bank, terciptanya efektivitas manajemen risiko serta,
potensi pendapatan di masa yang akan datang.
Dalam pemberian Remunerasi baik Remunerasi yang Bersifat
Tetap maupun Remunerasi yang Bersifat Variabel, Bank
Mandiri mengedepankan prinsip kehati-hatian. Selain tidak
boleh bertentangan dengan peraturan perundang-undangan
yang berlaku, Kebijakan Remunerasi yang Bersifat Tetap
harus memperhatikan skala usaha, kompleksitas usaha, peer
group, tingkat inflasi, kondisi, dan kemampuan keuangan.
Sedangkan Kebijakan Remunerasi yang Bersifat Variabel selain
harus mengedepankan hal-hal yang berhubungan Kebijakan
Remunerasi yang Bersifat Tetap, juga harus memperhatikan
adanya prudent risk taking.
Penetapan Remunerasi Dewan Komisaris
Indikator yang digunakan dalam menentukan Remunerasi
Anggota Dewan Komisaris adalah sebagai berikut :
1. Key Performance Indicator (KPI).
2. Kinerja Perseroan
3. Business Size, dan
4. Hasil benchmarking remunerasi industri Perbankan
5. Pertimbangan sasaran dan strategi jangka panjang Bank
Prosedur Penetapan Remunerasi Dewan Komisaris
RUPS memutuskan penetapan remunerasi bagi Dewan
Komisaris dimana mekanisme basis formula yang telah
ditetapkan oleh RUPS terlebih dahulu dikaji dan diusulkan
besaran remunerasi oleh Dewan Komisaris dengan melibatkan
Komite Remunerasi dan Nominasi untuk melakukan
pendalaman. Dalam hal penetapan tunjangan dan fasilitas
lainnya serta santunan purna jabatan bagi Direksi, Komite
Remunerasi dan Nominasi berkonsultasi dengan Menteri
Negara BUMN selaku Pemegang Saham Seri A Dwiwarna.
298
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
Komite
Remunerasi &
Nominasi
Menyusun dan
Mengusulkan rekomendasi
remunerasi Direksi dan
Dewan Komisaris
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Dewan
Komisaris
Mengkaji usulan Komite
Remunerasi dan Nominasi
Mengusulkan Remunerasi
kepada RUPS
RUPS
Usulan Remunerasi
Dewan Komisaris
05
Tinjauan Fungsi
Pendukung Bisnis
Pemegang
Saham Seri A
Dwiwarna
Persetujuan Penetapan
Remunerasi Dewan
Komisaris
Struktur Remunerasi dan Fasilitas Bagi Dewan Komisaris
No.
1
Jenis Penghasilan
Honorarium
Ketentuan
Besarnya Faktor Jabatan
Komisaris Utama 50% dari Direktur Utama
Wakil KomisarisUtama 47,5%
Komisaris 45%
2
3
Inisiatif Strategis Perusahaan
Tunjangan Hari Raya Keagamaan
Tunjangan Komunikasi
Tunjangan Transportasi
Tunjangan Cuti Tahunan
Sangtunan Purna Jabatan
Tunjangan Pakaian
Rencana Strategis Pegawai
Fasilitas Kendaraan Dinas
Fasilitas Kesehatan
Diberikan hanya untuk tunjangan transportasi sebesar 20% dari honorarium
Penggantian pengobatan sesuai kebijakan internal KEP. KEP
Fasilitas Pengumpul Profesi
Maksimum 2 (dua) keanggotaan diberikan hanya uang pangkal (pendaftaran
Fasilitas bantuan Hukum
Sesuai kebutuhan, diatur dalam KEP.KOM/003/2014
1 (satu) kali honorarium
Tidak diberikan
Sebesar 20% dari honorarium
Tidak diberikan
Premi asuransi maksimal 25% dari honorarium/tahun
Dapat diberikan, bila ada acara khusus yang memerlukan pakaian khusus
Berikut adalah besaran remunerasi yang diterima oleh anggota Dewan Komisaris pada tahun 2016:
Jumlah Remunerasi dan Fasilitas Lain
Remunerasi
Gaji
Bonus
Tunjangan Rutin
Tantiem
Fasilitas Lain dalam Bentuk Natura
Perumahan (tidak dapat dimiliki)
Transportasi (tidak dapat dimiliki)
Santunan (dapat dimiliki)
Jumlah Remunerasi per orang dalam 1 tahun
Di atas Rp2 miliar
Di atas Rp1 miliar s.d Rp2 miliar
Di atas Rp500 juta s.d Rp1 miliar
Rp500 juta ke bawah
Jumlah diterima dalam 1 tahun 2016
Dewan Komisaris
Orang
Jutaan Rp
9
9
13
15.977
4.670
65.783
9
2.965
10
4
-
-
Penetapan Remunerasi Direksi
Indikator yang digunakan dalam menentukan Remunerasi Direksi agar sesuai dengan tujuan dari kebijakan remunerasi adalah
sebagai berikut :
1. Key Performance Indicator (KPI)
2. Kinerja Perseroan
3. Business Size
4. Hasil benchmarking remunerasi industri Perbankan
5. Pertimbangan sasaran dan strategi jangka panjang Bank
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
07
Tata Kelola
Terintegrasi
06
Tata Kelola
Perusahaan
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
299
10
Laporan Keuangan
Konsolidasian
Prosedur Penetapan Remunerasi Direksi
Selain tercermin dalam realisasi Rencana Kerja Anggaran Perusahaan (RKAP), penetapan remunerasi Direksi juga membutuhkan
pengkajian yang diusulkan berdasarkan hal-hal sebagai berikut:
1. Penyampaian Rencana Bisnis Bank (RBB) kepada ke Pemangku Kepentingan/ Stakeholder dan regulator yang dilakukan pada
akhir tahun;
2. Penyusunan Indikator Kinerja Utama (IKU) Direktur Utama yang disetujui oleh Dewan Komisaris dan ditandatangani oleh Direktur
Utama dan Komisaris Utama;
3. Penyususan IKU Wakil Direktur Utama dan Direktur Bidang untuk meng-cover IKU Direktur Utama;
4. Secara berkala dilakukan evaluasi kinerja masing-masing bisnis unit dan target utama dievaluasi secara bulanan melalui
performance review;
5. Pada akhir tahun dilakukan penilaian secara komprehensif yang dibahas dalam rapat Direksi;
6. Hasil penilaian dilaporkan kepada Dewan Komisaris dan setelah RUPS dilakukan pembagian tantiem kepada Direksi yang
didasarkan pada penilaian tersebut, sehingga tantiem 1 orang Direktur dapat berbeda dengan direktur lainnya.
RUPS memutuskan penetapan remunerasi bagi Direksi dimana mekanisme basis formula yang telah ditetapkan oleh RUPS terlebih
dahulu dikaji dan diusulkan besaran remunerasi oleh Dewan Komisaris dengan melibatkan Komite Remunerasi dan Nominasi untuk
melakukan pendalaman. Dalam hal penetapan tunjangan dan fasilitas lainnya serta santuna purna jabatan bagi Direksi, Komite
Remunerasi dan Nominasi berkonsultasi dengan Menteri Negara BUMN selaku Pemegang Saham Seri A Dwiwarna.
Komite
Remunerasi &
Nominasi
Menyusun dan
Mengusulkan rekomendasi
remunerasi Direksi dan
Dewan Komisaris
Direksi
Mengkaji usulan Komite
Remunerasi dan Nominasi
Mengusulkan Remunerasi
kepada RUPS
RUPS
Usulan Remunerasi Direksi
Pemegang
Saham Seri A
Dwiwarna
Persetujuan Penetapan
Remunerasi Direksi
Struktur Remunerasi dan Fasilitas Bagi Direksi Tahun 2016
No.
1
Jenis Penghasilan
Honorarium
Ketentuan
Besarnya Faktor Jabatan
Direktur Utama 100%
Wakil Direktur Utama 95%
Direktur 90%
2
3
Tunjangan
Hari Raya Keagamaan
Tunjangan Komunikasi
Santunan Purna Jabatan
Tunjangan Perumahan
Tunjangan Cuti Tahunan
Tunjangan Pakaian
Tunjangan Pakaian
Fasilitas
Fasilitas Kendaraan Dinas
Fasilitas Kesehatan
1 (satu) kali gaji
Sebesar pemakaian (at cost)
Premi asuransi maksimal 25% dari gaji/tahun
Rp27.500.000/bulan termasuk biaya utilitas, apabila tidak menempati rumah jabatan
Tidak diberikan (cuti tahunan 12 hari kerja, tidak termasuk cuti bersama
Dapat diberikan, bila ada acara khusus yang memerlukan pakaian khusus
Sesuai pemakaian (at cost) bagi yang menempati rumah jabatan
Disediakan 1 (satu) fasilitas kendaraan, dengan cara sewa
Spesifikasi kendaraan dan tunjangan bahan bakar sesuai dengan kebijakan internal
(KEP.KOM/003/2014)
Penggantian pengobatan sesuai kebijakan internal KEP. KOM/003/104
Fasilitas Pengumpul Profesi
Maksimum 2 (dua) keanggotaan diberikan hanya uang pangkal (pendaftaran) dan
iuran tahunan
Fasilitas Bantuan Hukum
Sesuai kebutuhan, diatur dalam KEP.KOM/003/2014
Fasilitas Perumahan
Direksi tidak diberikan rumah jabatan namun diberikan tunjangan perumahan
termasuk tunjangan utilitas
Direksi yang diangkat sebelumm keluarnya Peraturan BUMN No. PER-04/MBU/2014 dan
telah menempati rumah jabatan, maka anggota Direksi wajib mempergunakan rumah
jabatan tersebut sampai dengan masa jabatannya berakhir
300
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Berikut adalah besaran remunerasi yang diterima oleh anggota Direksi pada tahun 2016:
Jumlah Remunerasi dan Fasilitas Lain
Remunerasi
Gaji
Bonus
Tunjangan Rutin
Tantiem
Fasilitas Lain dalam Bentuk Natura
Perumahan (tidak dapat dimiliki)
Transportasi (tidak dapat dimiliki)
Santunan (dapat dimiliki)
Jumlah Remunerasi per orang dalam 1 tahun
Di atas Rp2 miliar
Di atas Rp1 miliar s.d Rp2 miliar
Di atas Rp500 juta s.d Rp1 miliar
Rp500 juta ke bawah
Jumlah diterima dalam 1 tahun 2016
Dewan Komisaris
Orang
Jutaan Rp
12
12
17
39.062
7.804
212.039
6
12
337
2.965
17
-
7.389
-
Catatan : Skala dan kompleksitas usaha di setiap perusahaan yang berbeda-beda sehingga Bank Mandiri masih memandang
perlu untuk mengungkapkan remunerasi Dewan Komisaris dan Direksi dalam bentuk besaran/total dan belum mengungkapkan
remunerasi untuk masing-masing individu.
Kebijakan Remunerasi Berdasarkan POJK No. 45/
POJK.03/2015 Tentang Penerapan Tata Kelola dalam
Pemberian Remunerasi Bagi Bank Umum
Kebijakan remunerasi Bank Mandiri sedang disempurnakan
untuk memenuhi ketentuan POJK terkait remunerasi, yang
disesuaikan dengan kompleksitas organisasi Bank Mandiri.
Terdapat bagian-bagian dalam penyusunan kebijakan
remunerasi yang memperhatikan masukan dari konsultan
independen antara lain konsultan Willis Towers Watson.
Kebijakan Terkait Pengunduran Diri Anggota Dewan
Komisaris Dan Direksi Apabila Terlibat Dalam Kejahatan
Keuangan
Anggaran Dasar Bank Mandiri telah mengatur mengenai
kebijakan pengunduran diri anggota Dewan Komisaris dan
Direksi apabila terlibat dalam kejahatan keuangan. Apabila
anggota Dewan Komisaris tidak lagi memenuhi persyaratan
perundangan, termasuk terlibat dalam kejahatan keuangan
maka masa jabatan anggota Dewan Komisaris dan Direksi
dengan sendirinya berakhir.
Hubungan Kerja Dewan Komisaris dan Direksi
Sebagaimana tertuang dalam Piagam GCG, hubungan
kerja Dewan Komisaris dan Direksi adalah hubungan check
and balances dengan prinsip bahwa kedua organ tersebut
mempunyai kedudukan yang setara, namun keduanya
mempunyai mempunyai tugas, tanggung jawab dan
wewenang yang berbeda sesuai dengan Anggaran Dasar
Perusahaan. Tugas utama Dewan Komisaris pada intinya
adalah melakukan fungsi pengawasan dan pemberian
nasehat, sementara itu tugas utama Direksi adalah melakukan
pengurusan perusahaan, memelihara dan mengurus kekayaan
perseroan dengan memperhatikan keputusan RUPS dan arahan
dari Dewan Komisaris. Namun demikian, keduanya senantiasa
berkoordinasi dan bekerja sama untuk mencapai tujuan dan
kesinambungan usaha perusahaan dalam jangka panjang
Dewan Komisaris dan Direksi sesuai dengan fungsinya masingmasing bertanggung jawab atas kelangsungan usaha Bank
dalam jangka panjang. Hal ini tercermin pada:
1. Terpeliharanya kesehatan Bank sesuai dengan prinsip
kehati-hatian dan kriteria yang ditetapkan oleh Bank
Indonesia;
2. Terlaksananya dengan baik manajemen risiko maupun
sistem pengendalian internal;
3. Tercapainya imbal hasil yang wajar bagi pemegang saham;
4. Terlindunginya kepentingan stakeholders secara wajar;
5. Terpenuhinya implementasi GCG;
6. Terlaksananya suksesi kepemimpinan dan kontinuitas
manajemen di semua lini organisasi.
Untuk dapat memenuhi tanggung jawab dan melaksanakan
hubungan check and balances tersebut, Dewan Komisaris dan
Direksi telah menyepakati hal-hal sebagai berikut:
1. Visi, misi dan corporate values;
2. Sasaran usaha, strategi, rencana jangka panjang maupun
rencana kerja dan anggaran tahunan;
3. Kebijakan dalam memenuhi ketentuan perundangundangan, anggaran dasar dan prudential banking practices
termasuk komitmen untuk menghindari segala bentuk
benturan kepentingan;
4. Kebijakan dan metode penilaian kinerja Bank, unit-unit kerja
dalam Bank dan personalianya;
5. Struktur organisasi ditingkat eksekutif yang mampu
mendukung tercapainya sasaran usaha Bank.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
301
10
Laporan Keuangan
Konsolidasian
Komite di Bawah Dewan Komisaris
Dalam menjalankan tugasnya terkait fungsi pengawasan,
Dewan Komisaris membentuk Komite Audit, Komite Pemantau
Risiko, Komite Remunerasi dan Nominasi, serta Komite Tata
Kelola Terintegrasi. Keempat komite tersebut bertanggung
jawab langsung secara kolektif kepada Dewan Komisaris
Komite Audit
Komite Audit (sebelumnya Dewan Audit) dibentuk oleh Dewan
Komisaris Bank Mandiri berdasarkan Keputusan No.013/KEP/
KOM/1999 tanggal 19 Agustus 1999. Selain turut memastikan
kepatuhan perusahaan terhadap peraturan perundangundangan yang berlaku, Komite Audit juga mendukung Dewan
Komisaris dalam menjalankan tugas dan fungsi pengawasan
atas hal-hal yang berhubungan dengan informasi keuangan,
sistem pengendalian intern, efektivitas pemeriksaan oleh
auditor ekstern dan intern, dan bersama-sama dengan Komite
Pemantau Risiko memastikan bahwa pelaksanaan manajemen
risiko telah berjalan dengan efektif.
Dasar Pembentukan Komite Audit
Pembentukan Komite mengacu pada peraturan-peraturan
berikut ini:
1. Peraturan Otoritas Jasa Keuangan No.55/POJK.03/2016
tentang Penerapan Tata Kelola bagi Bank Umum.
2. Peraturan Otoritas Jasa Keuangan No.55/POJK.04/2015
tentang Pembentukan dan Pedoman Pelaksanaan Kerja
Komite Audit;
3. Peraturan I-A Lampiran I Keputusan Direksi PT Bursa Efek
Indonesia Nomor: KEP-00001/BEI/01-2014 tanggal 20
Januari 2014 tentang Pencatatan Saham dan Efek Bersifat
Ekuitas Selain Saham yang Diterbitkan Oleh Perusahaan
Tercatat
4. Surat Keputusan Dewan Komisaris Nomor KEP.
KOM//004/2016 tanggal 19 Oktober 2016 tentang
Perubahan Komite Audit, Komite Pemantau Risiko, Komite
Tata Kelola Terintegrasi dan Komite Remunerasi dan
Nominasi PT Bank Mandiri (Persero) Tbk yang dikukuhkan
dengan Surat Keputusan Direksi Nomor KEP.DIR/374/2016
tentang Penetapan Keanggotaan Komite Audit.
Tugas dan Tanggung jawab Komite Audit
Ketua Komite Audit bertugas dan bertanggung jawab untuk
melakukan koordinasi atas seluruh kegiatan komite audit untuk
memenuhi tujuan komite sesuai dengan pembentukannya,
diantaranya bertanggung jawab untuk hal-hal sebagai berikut :
1. Menentukan rencana kerja tahunan dan jadwal rapat tahunan
2. Membuat laporan berkala mengenai kegiatan komite audit
serta hal-hal yang dirasakan perlu untuk menjadi perhatian
Dewan Komisaris.
3. Melakukan penilaian sendiri mengenai efektifitas dari
kegiatan komite audit.
4. Melakukan penelaahan atas independensi dan obyektivitas
Kantor Akuntan Publik yang akan mengikuti tender dan
memberikan rekomendasi mengenai penunjukan serta
Akuntan Publik dan Kantor Akuntan Publik kepada Dewan
Komisaris. Selain itu, Komite Audit juga memberikan
rekomendasi kepada Dewan Komisaris atas pergantian atau
pengakhiran Kantor Akuntan Publik.
Wewenang Komite Audit
Komite Audit mempunyai wewenang untuk melaksanakan halhal sebagai berikut:
a. Memberikan pendapat kepada Dewan Komisaris mengenai
laporan keuangan dan atau hal-hal lain yang disampaikan
Direksi.
b. Melakukan komunikasi dengan Kepala Unit Kerja dan pihakpihak lain di Bank Mandiri serta Kantor Akuntan Publik yang
memeriksa Bank Mandiri untuk memperoleh informasi,
klarifikasi serta meminta dokumen dan laporan yang
diperlukan.
c. Meminta laporan hasil pemeriksaan auditor intern dan
auditor ekstern serta institusi pengawas/pemeriksa lainnya.
d. Meminta auditor intern dan atau auditor ekstern
untuk melakukan pemeriksaan/investigasi khusus,
apabila terdapat dugaan kuat telah terjadi kecurangan,
pelanggaran hukum dan pelanggaran terhadap peraturan
perundang undangan yang berlaku.
e. Mengakses catatan atau informasi tentang karyawan, dana,
aset serta sumber daya perusahaan lainnya yang berkaitan
dengan pelaksanaan tugasnya.
Independensi Komite Audit
Seluruh Anggota Komite Audit Bank Mandiri telah memenuhi
kriteria independensi sebagai berikut:
1. Bukan merupakan orang dalam Kantor Akuntan Publik yang
memberikan jasa audit dan non audit pada Bank Mandiri
dalam 1 (satu) tahun terakhir sebelum diangkat sebagai
anggota Komite Audit.
2. Tidak memiliki saham Bank Mandiri, baik langsung maupun
tidak langsung.
3. Tidak memiliki hubungan afiliasi dengan Bank Mandiri,
Komisaris, Direksi dan pemegang saham utama Bank
Mandiri.
4. Tidak memiliki hubungan usaha baik langsung maupun
tidak langsung dengan Bank Mandiri.
Struktur, Keanggotaan dan Keahlian Komite Audit
Anggota Komite Audit sekurang-kurangnya terdiri dari 1
(satu) orang Komisaris Independen sebagai Ketua merangkap
anggota, 1 (satu) orang Pihak Independen yang memiliki
keahlian di bidang keuangan atau akuntansi dan 1 (satu) orang
Pihak Independen yang memiliki keahlian di bidang hukum
atau perbankan. Komisaris Independen dan Pihak Independen
yang menjadi anggota Komite Audit sekurang-kurangnya 51
% dari Jumlah Anggota Komite Audit. Anggota Komite Audit
yang merupakan Komisaris Independen diangkat sebagai Ketua
Komite Audit. Dalam hal Komisaris Independen yang menjadi
anggota Komite Audit lebih dari 1 (satu) orang maka salah
satunya diangkat sebagai Ketua Komite Audit.
302
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Per 31 Desember 2016, komposisi anggota Komite Audit adalah sebagai berikut:
Nama
Jabatan
Dasar Hukum Penunjukan
Aviliani
Askolani
Goei Siauw Hong
Ardan Adipermana
Budi Sulistio
Lisa Irna
Ketua (Komisaris Independen
Anggota (Komisaris)
Anggota (Komisaris Independen)
Anggota (Komisaris)
Anggota (Pihak Independen)
Anggota (Pihak Independen)
KEP.DIR/374/2016
KEP.DIR/374/2016
KEP.DIR/374/2016
KEP.DIR/374/2016
KEP.DIR/374/2016
KEP.DIR/374/2016
Periode dan Masa Jabatan Anggota Komite Audit
Masa Tugas anggota Komite Audit yang berasal dari anggota Dewan Komisaris tidak boleh lebih lama daripada masa jabatan
Komisaris dan dapat diangkat kembali hanya untuk 1 (satu) periode berikutnya.
Profil Ringkas Komite Audit
Anggota Komite Audit yang juga merupakan anggota Dewan Komisaris, profilnya adalah sebagaimana telah disajikan pada bagian
Profil Dewan Komisaris halaman xx.
Profil Bapak Budi Sulistio dan Ibu Lista Irna sebagai anggota Komite Audit yang bukan merupakan anggota Dewan Komisaris dapat
dilihat di bawah ini.
Budi Sulistio
Warga Negara Indonesia, 61 tahun
Periode Jabatan : 2014 - sekarang
Riwayat Pendidikan
• S2,
Master
of
Business
Administration, University of Illinois
(1994).
• S1, Fakultas Ekonomi, Universitas
Indonesia (1985).
Riwayat Pekerjaan
• 2014 – sekarang: Anggota Komite Audit,
PT. Bank Mandiri (Persero) Tbk
• 2014– 2016 : Anggota Komite Pemantau Risiko,
PT. Bank Mandiri (Persero) Tbk
• 2006 – 2010: Group Head Accounting, PT. Bank
Mandiri (Persero) Tbk
• 2005 – 2006: Regional Manager Kanwil VII
Semarang, PT. Bank Mandiri (Persero) Tbk
Lista Irna
Warga Negara Indonesia, 49 tahun
Periode dan Masa Jabatan : 2016 - sekarang
Riwayat Pendidikan
• S2, Master of Business
Administration, Swiss German
University – Serpong Indonesia
(2005).
• S1, Fakultas Teknik –
Pertambangan, Universitas
Sriwijaya (1990)
Riwayat Pekerjaan
• 2016 – sekarang : Anggota Komite Audit,
PT. Bank Mandiri (Persero) Tbk
• 2014 – 2016 : Chief Credit Officer (CCO)
Consumer and Mass Market, Bank Danamon
Indonesia (EVP).
• 2010 – 2014 : Enterprise Risk & Policy Integrated
Risk, Bank Danamon Indonesia.
• 2007 – 2010 : Head of Consumer Risk Credit
Operation (VP), Standard Chartered Bank.
• Feb 2007 – Aug 2007 : Credit Planning, MIS
Reporting & QA Head, Credit – Consumer
Banking (AVP), Standard Chartered Bank.
• 2006 – 2007 : National Head of Telemarketing,
Shared Distribution, Standard Chartered Bank.
Laporan Singkat Pelaksanaan Kegiatan Komite 2016
Di tahun 2016, Komite Audit telah menjalankan fungsinya untuk membantu dan memfasilitasi Dewan Komisaris dalam menjalankan
tugas dan fungsi pengawasan atas hal-hal yang terkait dengan informasi keuangan, sistem pengendalian intern (internal control
system), efektivitas pemeriksaan oleh auditor ekstern dan intern serta kepatuhan terhadap peraturan perundang-undangan yang
berlaku.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
07
Tata Kelola
Terintegrasi
06
Tata Kelola
Perusahaan
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
303
10
Laporan Keuangan
Konsolidasian
Fungsi dan tugas tersebut dilakukan melalui rapat formal dengan unit kerja terkait sepanjang tahun 2016 sebagai berikut :
NO
1
TANGGAL
28 Januari 2016
PERIHAL
Pembahasan Hasil Audit Final LK Bank Mandiri posisi 31 Des 2015
dengan KAP EY
- Laporan Hasil Audit Triwulan IV/2015
2
10 Februari 2016
3
14 Maret 2016
Pembahasan pemilihan KAP untuk LK Bank Mandiri Tahun buku 2016
4
14 Maret 2016
Risiko Kredit thdp Badan Usaha & Debitur Group yg dibiayai Lintas
Direktorat dgn limit >Rp.500 M
-
Daftar Monitoring Tindak Lanjut BPK dan OJK
-
Annual Audit Plan Direktorat Internal Audit Tahun 2016
Ijin Prinsip usulan kerjasama pinjam Pakai Lahan Menara Mandiri sbg
lokasi bangunan Cooling Tower Station MRT Jkt Istora
5
23 Maret 2016
6
30 Maret 2016
Persetujuan Panambahan Plafond dan Pemberian Baru Fas.
Commercial Line PT Astra Sedaya Finance
Persetujuan Fasilitas Kredit Jangka Pendek dan Fasilitas TL untuk PT
Astra Sedaya Finance
Persetujuan pemberian Fasilitas CL dan NCL untuk PT United Tractor
Semen Gresik (SI Group)
Persetujuan Fasilitas KI dan Perubahan Syarat Fasilitas Kredit Eksisting
PT Marga Mandalasakti (Astra Group)
Persetujuan Penambahan Modal PT MAGI
Unit Kerja
-
-
-
-
Internal Audit
Accounting Group
Internal Audit
Accounting Group
-
-
-
-
-
-
Internal Audit
Accounting Group
Direktorat Corporate Banking
Direktorat Commercial Banking
Direktorat Consumer Banking
Direktorat Risk Management &
Compliance
- Direktorat Wholesale Risk
- Corporate Real Estate Group
- Direktorat Corporate
Banking.
Persetujuan Penambahan Modal PT MUF
-
-
Risk Based Bank Rating (RBBR) Semester II 2015
-
Direktorat Finance & Treasury
Direktorat Risk Management &
Compliance
Legal Group
Oustanding Legal Cases
7
27 April 2016
Management Letter dari KAP PSS - EY sehubungan dengan Audit Bank
Mandiri Tahun Buku yg berakhir 31 Des 2015
8
11 Mei 2016
Penjelasan LK Bank Mandiri posisi 31 Maret 2016 (Unaudited)
9
10
25 Mei 2016
22 Juni 2016
11
15 Agustus 2016
12
14 Sept 2016
Temuan - temuan signifikan dan Kasus Fraud Triwulan I/2016
Update mengenai tambahan Review untuk Kredit Commercial oleh
KAP PSS - EY
- Laporan Hasil Audit Semester I/2016
- Daftar Monitoring Tindak Lanjut BPK, OJK dan EY
- Update Kinerja Perusahaan Anak Bank Mandiri per akhir Juli 2016
13
21 Sept 2016
Permohonan Persetujuan Tambahan Anggaran Hapus Buku Kredit
2016
14
19 Oktober 2016
Penjelasan mengenai update Sample Audit Kredit oleh EY untuk audit
periode Desember 2016
Update peraturan POJK No. 34/POJK.03/2016 tentang Kewajiban
Penyediaan Modal Minimum Bank Umum dan dampaknya dalam
Laporan Keuangan Triwulanan posisi 30 Sept 2016
Temuan - temuan signifikan dan Kasus Fraud Triwulan III/2016 dan
Tindak Lanjut Temuan BPK dan OJK
Proyeksi NPL dan Usulan Tambahan Anggaran Hapus Buku
Usulan RKAP 2017 dan RBB 2017 - 2019
Usulan Corplan 2016 - 2020 Restart
15
16 November 2016
16
23 November 2016
- Posisi Bank Mandiri terhadap Pesaing per Akhir Juni 2016
- Internal Audit
- Accounting Group
- SPM Group
- Internal Audit
- Accounting Group
Internal Audit
- Internal Audit
- Accounting Group
Internal Audit
Strategic Peformance Management
Group
-
Direktorat Special Assets
Management
- Direktorat Wholesale Risk
- Direktorat Retail Risk
Accounting Group
Accounting Group
Internal Audit
-
-
-
-
Direktorat Risk Management &
Compliance
Direktorat Wholesale Risk
Direktorat Special Assets
Management
Direktorat Retail Risk
Pernyataan Komite Audit atas Efektifitas Sistem Pengendalian Internal dan Manajemen Risiko
Sistem pengendalian internal yang dilakukan oleh Bank Mandiri dinilai sudah berjalan efektif dan memadai tercermin dari efektifitas
pelaksanaan fungsi-fungsi pengendalian internal, antara lain fungsi audit internal, manajemen risiko, kepatuhan, finansial dan
operasional kontrol.
304
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Rapat Komite Audit
Rapat Komite Audit diselenggarakan sekurang-kurangnya sekali dalam 1 (satu) bulan dan dianggap sah apabila dihadiri paling
kurang 51 % dari jumlah anggota termasuk seorang Komisaris dan Pihak Independen. Rapat dipimpin oleh Ketua Komite Audit
atau anggota yang ditunjuk secara tertulis, apabila Ketua Komite Audit berhalangan hadir. Keputusan Rapat dilakukan berdasarkan
Musyawarah Mufakat. Dalam hal tidak terjadi musyawarah mufakat, maka pengambilan keputusan dilakukan berdasarkan suara
terbanyak. Perbedaan pendapat (dissenting opinion) yang terjadi dalam rapat komite wajib dicantumkan secara jelas dalam risalah
rapat beserta alasan perbedaan pendapat tersebut. Rapat Komite Audit harus dituangkan dalam risalah rapat yang ditanda tangani
oleh seluruh anggota yang hadir serta didokumentasikan dengan baik.
Budi
Sulistio
Ridwan
Ayub *)
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
Lista Irna
Goei Siauw
Hong
Ardan
Adiperdana
Askolani
Update mengenai tambahan Review untuk Kredit Commercial oleh
KAP PSS - EY
10 Feb Laporan Hasil Audit Triwulan IV/2015
Daftar Monitoring Tindak Lanjut BPK dan OJK
Annual Audit Plan Direktorat Internal Audit Tahun 2016
14 Mar Pembahasan pemilihan KAP untuk LK Bank Mandiri Tahun buku 2016
14 Mar Pembahasan pemilihan KAP untuk LK Bank Mandiri Tahun buku 2016
Risiko Kredit thdp Badan Usaha & Debitur Group yg dibiayai Lintas
Direktorat dgn limit >Rp.500 M
Ijin Prinsip usulan kerjasama pinjam Pakai Lahan Menara Mandiri sbg
lokasi bangunan Cooling Tower Station MRT Jkt Istora
23 Mar Persetujuan Panambahan Plafond dan Pemberian Baru Fas.
Commercial Line PT. Astra Sedaya Finance
Persetujuan Fasilitas Kredit Jangka Pendek dan Fasilitas TL untuk
PT. Astra Sedaya Finance
Persetujuan pemberian Fasilitas CL dan NCL untuk PT. United Tractor
Semen Gresik (SI Group)
Persetujuan Fasilitas KI dan Perubahan Syarat Fasilitas Kredit
Eksisting PT. Marga Mandalasakti (Astra Group)
30 Mar Persetrujuan penambahan Modal PT MAGI
Persetujuan Penambahan modal PT MJF
Risk based Rating (RBBR Semester II 2015
Outstanding Legal cases
27 Apr Management Letter dari KAP PSS - EY sehubungan dengan Audit
Bank Mandiri Tahun Buku yg berakhir 31 Des 2015
11 Mei Penjelasan LK Bank Mandiri posisi 31 Maret 2016 (Unaudited)
25 Mei Temuan - temuan signifikan dan Kasus Fraud Triwulan I/2016
22 Jun Update mengenai tambahan Review untuk Kredit Commercial oleh
KAP PSS - EY
15 Agt Laporan Hasil Audit Semester I/2016
Daftar Monitoring Tindak lanjut BPK OJK dan EY
14 Sep Update Kinerja Perusahaan bank mandiri per akhir Juli 2016
Posisi Bank mandiri terhadap pesaing akhir Juni 2016
21 Sep Permohonan Persetujuan Tambahan Anggaran Hapus Buku Kredit
2016
19 Okt Penjelasan mengenai update Sample Audit Kredit oleh EY untuk
audit periode Desember 2016
Update peraturan POJK No. 34/POJK.03/2016 tentang Kewajiban
Penyediaan Modal Minimum Bank Umum dan dampaknya dalam
Laporan Keuangan Triwulanan posisi 30 Sept 2016
16 Nov Temuan - temuan signifikan dan Kasus Fraud Triwulan III/2016 dan
Tindak Lanjut Temuan BPK dan OJK
23 Nov Proyeksi NPL dan Usulan Tambahan Anggaran hapus Buku
Usulan RKAP 2017 dan RBB 2017-2019
Usulan zcorplan 2016-2017 Restart
Jumlah Kehadiran Sebagai Anggota Komite Audit
Jumlah Rapat Sebagai Anggota Komite Audit
Persentase Kehadiran
Aviliani
28 Jan
Agenda
Rapat
Tanggal
Rapat
Frekuensi Rapat dan Tingkat Kehadiran Komite Audit
Sepanjang tahun 2016, Komite Audit mengadakan Rapat sebanyak 16 kali dengan tingkat kehadiran anggota sebagai berikut:
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
13
16
81%
11
16
69%
15
16
94%
3
3
100%
16
16
100%
13
13
3
3
100%
√
Keterangan: *) Sudah tidak menjabat sebagai anggota Komite Audit sejak tanggal 19 Oktober 2016.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
305
10
Laporan Keuangan
Konsolidasian
Pendidikan dan/atau Pelatihan Anggota Komite Audit
Sepanjang tahun 2016, anggota Komite Audit telah mengikuti berbagai pelatihan sebagai berikut:
Komite Audit
Jabatan
Pelatihan/Lokakarya/Seminar
Tanggal
Tempat
Budi Sulistio
Anggota
“The Implementation of IFRS 9
3 Oktober 2016
Impairment Requirements by Banks”
Jakarta
Lista Irna
Anggota
Jakarta
Budi Sulistio
Anggota
“Peran Komite Audit dalam Amnesti 8 November 2016
Pajak”
“Penerapan Rezim Anti Pencucian
15 November 2016
Uang/Pencegahan Pendanaan
Terorisme di Indonesia : Evaluasi dan
Tinjauan ke Depan”
Pernyataan Adanya Pedoman Komite Audit
Dalam menjalankan tugas dan tanggung jawabnyanya, Komite
Audit Bank Mandiri memiliki pegangan berupa Pedoman Kerja
yang ditetapkan berdasarkan Keputusan No.013/KEP/KOM/1999
tanggal 19 Agustus 1999 dan memuat hal-hal di antaranya: (a)
Tugas dan Tanggung Jawab Komite, (b) Kewenangan Komite,
(c) Rapat Komite dan (d) Organisasi Komite dan hal-hal lainnya.
Pedoman tersebut telah di review dan diperbaharui pada
tahun 2015. Adapun Pedoman Komite Audit ini telah tersedia
dan dapat diakses oleh publik melalui situs resmi Bank Mandiri.
Penghasilan Anggota Komite Audit
Peraturan Menteri BUMN Nomor: PER-12/MBU/2012 tentang
Organ Pendukung Dewan Komisaris/Dewan Pengawas Badan
Usaha Milik Negara mengatur terkait penghasilan anggota
Komite Audit berupa honorarium maksimal sebesar 20%
(dua puluh persen) dari gaji Direktur Utama Perusahaan,
dengan ketentuan pajak ditanggung perusahaan dan tidak
diperkenankan menerima penghasilan lain selain honorarium
tersebut. Anggota Dewan Komisaris yang menjadi Ketua/
anggota Komite Audit tidak diberikan penghasilan tambahan
dari jabatan tersebut kecuali untuk anggota komite yang
berasal dari pihak luar (Pihak Independen) diberi honorarium
bulanan yang jumlahnya ditetapkan oleh Dewan Komisaris.
Tindak Lanjut Pelaksanaan
Sepanjang tahun 2016, Komite Audit telah memberikan
beberapa rekomendasi atau masukan kepada Dewan Komisaris
antara lain sebagai berikut :
1. Usulan nama Kantor Akuntan Publik (KAP) yang telah
melalui prosedur procurement yang lengkap, yang akan
melakukan proses audit Laporan Keuangan Bank Mandiri
tahun 2016.
2. Terkait satuan kerja Internal Audit maupun KAP yang
terpilih, Komite Audit memberikan masukan antara lain
sebagai berikut :
- Perlunya dilakukan pemeriksaan audit yang intensif
terhadap account – account debitur, terutama pada
unit bisnis yang memiliki tingkat Non Performing Loan
(NPL) yang tinggi.
- Sehubungan dengan temuan audit atas adanya fraud
yang terjadi di cabang, agar audit Internal dapat
melakukan penguatan terhadap pelaksanaan seluruh
prosedur yang membutuhkan dual control.
- Terkait pemilihan sampel audit oleh KAP yang terpilih,
diharapkan agar sampel yang dipilih dapat cukup
Jakarta
Penyelenggara
KPMG
Indonesia Board
Governance
Forum
Ikatan Komite
Audit Indonesia
Ernst & Young
mempresentasikan kondisi yang sebenarnya.
Atas audit di bidang IT, diharapkan agar audit yang
dilaksanakan baik oleh Internal Audit maupun KAP
terpilih, dapat mencegah terjadinya kegagalan sistem
yang berulang (repetition).
- Agar audit yang dilaksanakan dapat mengarah
kepada tindakan preventif atas terjadinya suatu
event. Dimisalkan untuk NPL bank, audit diharapkan
tidak hanya dapat mengetahui kewajaran nilai dari
NPL, melainkan dapat menjadi early warning signal/
detection sebelum menjadi NPL.
3. Usulan persetujuan atas RKAP tahun 2017 dan Rencana
Bisnis Bank tahun 2017 – 2019 serta Corporate Plan 2016 –
2020 Restart yang diajukan oleh Direksi.
-
Pengangkatan Dan Pemberhentian Anggota Komite Audit
Ketua dan anggota Komite Audit diangkat dan diberhentikan
oleh Dewan Komisaris dan dilaporkan kepada RUPS. Anggota
Komite Audit dapat berhenti atau diberhentikan meskipun
jabatannya belum berakhir, apabila:
1) Mengundurkan diri.
2) Kehilangan kewarganegaraan.
3) Meninggal dunia.
4) Melakukan sesuatu yang bersifat merugikan Bank.
5) Melanggar atau tidak memenuhi persyaratan sebagai
anggota Komite Audit, sebagaimana diatur dalam Peraturan
Bank Indonesia.
6) Tidak dapat melaksanakan tugas dan tanggungjawabnya
yang dinyatakan oleh Dewan Komisaris.
Anggota Komite Audit yang merupakan anggota Dewan
Komisaris berhenti dengan sendirinya apabila masa jabatannya
sebagai Dewan Komisaris berakhir.
306
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Komite Pemantau Risiko
Komite Pemantau Risiko dibentuk oleh Dewan Komisaris
PT Bank Mandiri (Persero) dalam rangka membantu Dewan
Komisaris dalam menjalankan tugas dan tanggung jawab
dalam melakukan pengawasan dan pemberian nasihat kepada
Direksi untuk memperoleh keyakinan yang memadai agar
penerapan manajemen risiko Bank tetap memenuhi unsurunsur kecukupan prosedur dan metodologi pengelolaan risiko,
sehingga kegiatan usaha Bank tetap dapat terkendali pada
batas/limit yang dapat diterima dan menguntungkan Bank.
4.
5.
6.
Dasar Pembentukan Komite Pemantau Risiko
Pembentukan Komite Pemantau Risiko berpedoman dan
berlandaskan kepada peraturan perundang-undangan yang
berlaku serta praktik-praktik terbaik yang dapat diterapkan di
lembaga perbankan di Indonesia antara lain:
a. Anggaran Dasar Bank Mandiri serta perubahannya.
b. Peraturan Otoritas Jasa Keuangan Nomor 17/POJK.03/2014
tanggal 18 November 2014 tentang Penerapan Manajemen
Risiko Terintegrasi Bagi Konglomerasi Keuangan.
c. Peraturan Bank Indonesia No. 8/4/PBI/2006 tanggal
30 Januari 2006 tentang Pelaksanaan Good Corporate
Governance Bagi Bank Umum; dan Peraturan Bank
Indonesia No. 8/14/PBI/2006 tanggal 5 Oktober 2006
tentang Perubahan atas Peraturan bank Indonesia
No.8/4/PB1/2006 tentang Pelaksanaan Good Corporate
Governance Bagi Bank Umum.
d. Peraturan Bank Indonesia No.5/8/PBI/2003 tentang
Penerapan Manajemen Risiko Bagi Bank Umum
e. Peraturan Menteri Negara Badan Usaha Milik Negara Nomor
PER- 09/MBU/2012 tanggal 6 Juli 2012 tentang perubahan
atas Peraturan Menteri Negara Badan Usaha Milik Negara
Nomor PER-01 /MBU/2011, tentang Penerapan Tata Kelola
Perusahaan yang baik (Good Corporate Governance) pada
Badan Usaha Milik Negara
f. Peraturan Menteri Negara Badan Usaha Milik Negara Nomor
PER-12/MBU/2012, tentang Organ Pendukung Dewan
Komisaris/Dewan Pengawas Badan Usaha Milik Negara.
Tugas dan Tanggung jawab Komite Pemantau Risiko
Komite Pemantau Risiko bertugas dan bertanggung jawab
untuk membantu Dewan Komisaris dalam melaksanakan
tugas pengawasan dan pemberian nasihat kepada Direksi
dengan memberikan pendapat berupa saran dan rekomendasi
berkenaan dengan namun tidak terbatas pada ;
1. Evaluasi tentang kesesuaian antara kebijakan manajemen
risiko Bank dan kebijakan manajemen risiko terintegrasi
dengan pelaksaaan kebijakan tersebu.
2. Pemantauan dan evaluasi pelaksanaan tugas Komite
Manajemen Risiko terintegrasi dan Satuan Kerja Manajemen
Risiko terintegrasi.
3. Melakukan review pelaksanaan manajemen risiko
terintegrasi yang terdiri dari:
a. Laporan profil risiko baik secara individu (Bank only)
maupun konsolidasi dengan perusahaan anak (profil
risiko terintegrasi)
b. Laporan tingkat kesehatan bank berbasis risiko baik
secara individu (Bank only) maupun konsolidasi dengan
perusahaan anak (profil risiko terintegrasi)
c. Laporan lainnya terkait dengan pengelolaan 10
7.
8.
05
Tinjauan Fungsi
Pendukung Bisnis
(sepuluh) jenis risiko yaitu risiko kredit, risiko pasar,
risiko operasional, risiko likuiditas, risiko hukum,
risiko kepatuhan, risiko reputasi, risiko stratejik, risiko
transaksi intra group dan risiko asuransi.
Memantau kecukupan proses identifikasi, pengukuran,
pemantauan, pengendalian dan sistem informasi
manajemen risiko
Melakukan evaluasi kepatuhan Bank terhadap Anggaran
Dasar, peraturan Otoritas Pengawas Bank dan Pasar Modal,
serta peraturan per undangan lainnya yang terkait dengan
manajemen risiko.
Menyusun pedoman dan tata tertib kerja komite (charter)
dan melakukan review sesuai kebutuhan paling kurang 2
(dua) tahun sekali.
Melaksanakan tugas dan tanggung jawab lain yang
diberikan oleh Dewan Komisaris dari waktu ke waktu.
a. Menentukan rencana kerja tahunan. Menentukan
jadwal rapat tahunan.
b. Membuat laporan berkala mengenai kegiatan komite
pemantau risiko serta hal-hal yang dirasakan perlu
untuk menjadi perhatian Dewan Komisaris.
c. Membuat Self Assessment mengenai efektifitas dari
kegiatan komite pemantau risiko.
Anggota Komite bertugas dan bertanggungjawab di
antaranya untuk:
a. Menyelenggarakan rapat secara teratur
b. Mempelajari materi rapat terlebih dahulu
c. Menghadiri rapat
d. Berperan aktif dan memberikan kontribusinya dalam
setiap kegiatan komite
e. Membuat risalah rapat
f. Melakukan kunjungan kerja ke lapangan
Wewenang Komite Pemantau Risiko
Wewenang yang dimiliki Komite Pemantau Risiko adalah
sebagai berikut :
1. Mencari dan memperoleh berbagai informasi termasuk
dokumen yang diperlukan dari ;
a. Pihak Bank (termasuk pekerja Bank)
b. Pihak berkepentingan lainnya
2. Mendapatkan masukan dan atau saran dari pihak luar Bank
yang berkaitan dengan tugasnya
Independensi Komite Pemantau Risiko
Seluruh Anggota Komite Pemantau Risiko telah memenuhi
kriteria independensi, sebagai berikut:
1. Tidak memiliki saham Bank Mandiri, baik langsung maupun
tidak langsung .
2. Tidak memiliki hubungan afiliasi dengan Bank Mandiri,
Komisaris dan Direksi Bank Mandiri.
3. Tidak memiliki hubungan usaha baik langsung maupun
tidak langsung dengan Bank Mandiri.
Struktur, Keanggotaan dan Keahlian Komite Pemantau
Risiko
Komite Pemantau Risiko berada dibawah koordinasi Dewan
Komisaris dan secara struktural bertanggung jawab kepada
Dewan Komisaris.
Keanggotaan Komite Pemantau Risiko terdiri dari:
a. Seorang Komisaris Independen
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
07
Tata Kelola
Terintegrasi
06
Tata Kelola
Perusahaan
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
307
10
Laporan Keuangan
Konsolidasian
b. Seorang pihak Independen yang memiliki keahlian di bidang keuangan; dan
c. Seorang pihak Independen yang memiliki keahlian di bidang manajemen risiko.
Per 31 Desember 2016, komposisi keanggotaan Komite Pemantau Risiko adalah sebagai berikut:
Nama
Jabatan
Abdul Aziz
Wimboh Santoso
Goei Siauw Hong
B.S Kusmulyono
Ridwan D. Ayub
Lista Irna
Ketua (Komisaris Independen)
Anggota (Komisaris Utama)
Anggota (Komisaris Independen)
Anggota (Komisaris Independen)
Anggota (Pihak Independen)
Anggota (Pihak Independen)
Dasar Hukum Penunjukan
Surat Keputusan Direksi Nomor KEP.DIR/375/2016
Periode dan Masa Jabatan Anggota Komite Pemantau Risiko
Masa jabatan anggota Komite yang berasal dari anggota Dewan Komisaris tidak boleh lebih lama daripada masa jabatan Komisaris
dan dapat diangkat kembali hanya untuk 1 (satu) periode berikutnya.
Profil Ringkas Komite Pemantau Risiko
Anggota Komite Pemantau Risiko yang juga merupakan anggota Dewan Komisaris, profilnya adalah sebagaimana telah disajikan
pada bagian Profil Dewan Komisaris halaman xx.
Profil Ibu Lista Irna dapat dilihat di bagian profil anggota Komite Audit pada halaman xx, sedangkan profil Bapak Ridwan D. Ayub
adalah sebagaimana tersaji di bawah ini.
Ridwan D. Ayub
Warga Negara Indonesia, 54 tahun
Periode dan Masa Jabatan : 2014 - sekarang
Riwayat Pendidikan
• S2, Spesialisasi Management
Keuangan,Universitas Mercu Buana
(2008).
• S1, Fakultas Ilmu Sosial dan
Ilmu Politik, Universitas Katolik
Parahyangan (1985)
Riwayat Pekerjaan
• 2014– sekarang :
Anggota Komite Pemantau Risiko, PT. Bank
Mandiri (Persero) Tbk
• 2014 – 2016:
Anggota Komite Audit, PT. Bank Mandiri
(Persero) Tbk
• 2006 – 2013:
Anggota Komite Pemantau Risiko, PT Bank
Rakyat Indonesia (Persero) Tbk
• 2002 – 2005:
Wakil Kepala Divisi Operational Risk, PT Bank
Internasional Indonesia Tbk.
Laporan Singkat Pelaksanaan Kegiatan Komite 2016
Komite Pemantau Risiko memiliki fungsi membantu Dewan Komisaris untuk melaksanakan tugas dan tanggung jawabnya dalam
mengevaluasi dan memastikan penerapan manajemen risiko Bank Mandiri telah memenuhi unsur-unsur kecukupan prosedur dan
metodologi pengelolaan risiko, sehingga kegiatan Bank Mandiri tetap dapat terkendali (manageable) pada batas/limit risiko yang
dapat diterima.
Untuk maksud tersebut di atas, selama tahun 2016, Komite Pemantau Risiko telah melakukan rapat bersama-sama dengan Direksi/
Satuan Kerja yang terkait dalam rangka mengevaluasi penerapan dan pengelolaan manajemen risiko
NO
TANGGAL
PERIHAL
1
15 Februari 2016
1.
2.
2
14 Maret 2016
1.
2.
Pengelolaan Aktiva Tetap Terbengkalai.
Kinerja Tahun 2015 dan Rencana Kerja Tahun 2016
Mandiri Dana Pensiun Lembaga Keuangan (DPLK)
Risiko Kredit Terhadap Badan Usaha dan Debitur Group
yang Dibiayai oleh Lintas Direktorat Dengan Limit Di
Atas Rp. 500 milyar.
Ijin Prinsip Usulan Kerjasama Pinjam Pakai Lahan
Menara Mandiri sebagai Lokasi Bangunan Cooling
Tower / Ventilation Tower Station MRT Jakarta Istora.
Unit Kerja
- Corporate Real Estate Group
- Mandiri DPLK
-
-
-
-
-
-
Direktorat Corporate Banking
Direktorat Commercial Banking
Direktorat Consumer Banking
Direktorat Risk Manage-ment & Compliance
Direktorat Wholesale Risk
Corporate Real Estate Group
308
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
NO
TANGGAL
3
23 Maret 2016
4
30 Maret 2016
5
06 April 2016
6
13 April 2016
7
04 Mei 2016
8
11 Mei 2016
9
18 Mei 2016
10
08 Juni 2016
11
15 Juni 2016
12
22 Juni 2016
13
02
Laporan Manajemen
29 Juni 2016
14
20 Juli 2016
15
03 Agustus 2016
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
PERIHAL
1. Persetujuan Penambahan Plafond dan Pemberian Baru
Fasilitas Commercial Line PT. Asuransi Jasa Indonesia.
2. Persetujuan Fasilitas Kredit Jangka Pendek dan Fasilitas
Treasury Line untuk PT Astra Sedaya Finance (ASF) dan
Fasilitas Kredit Investasi dan Perubahan Syarat Fasilitas
Kredit Eksisting untuk PT. Marga Mandala Sakti (MMS)
(Astra Group).
3. Persetujuan Pemberian Fasilitas Cash Loan dan Non
Cash Loan untuk PT United Tractor Semen Gresik
(Semen Indonesia Group).
1. Persetujuan Penambahan Modal PT Mandiri Axa
General Insurance (PT MAGI).
2. Persetujuan Penambahan Modal PT Mandiri Utama
Finance (PT MUF).
3. Risk Based Bank Rating (RBBR) Semester II 2015.
4. Outstanding Legal Cases.
1. Realisasi Inisiatif Strategis tahun 2015 dan Rencana
Inisiatif Strategis tahun 2016
2. Update Implementasi Project Distribution Network
Transformation
1. Posisi Likuiditas (USD dan ISR) trw I 2016 & Posisi
Trading (Forex, MM, Bond Rekap/SUN serta MTM,
derivatives)
2. Kajian kondisi Makro ekonomi 2016 terkait penurunan
Suku Bunga & dampaknya thdp Bisnis Bank Mandiri
1. Permohonan Persetujuan Pemberian Kredit Baru dan
Perpanjangan Jangka Waktu Fasilitas Kredit Kepada
Pihak Terkait Atas Nama PT. Mulia Sasmita Bhakti.
2. Rencana Strategi Pengurangan Penggunaan Vendor
Dalam Pengembangan Aplikasi.
Persetujuan Penyediaan Dana kepada pihak Terkait yaitu
usulan Fasilitas Kredit Baru Kepada PT. Surya Sudeco (Tunas
Group)
Persetujuan Fasilitas Kredit PT Astra International Tbk, PT.
Federal International Finance, dan PT Surya Artha Nusantara
(SAN) Finance (Astra Group).
Persetujuan Perpanjangan Jangka Waktu dan Penambahan
Fasilitas KMK a.n PT Pos Indonesia.
05
Tinjauan Fungsi
Pendukung Bisnis
Unit Kerja
- Direktorat Corporate
Banking.
-
-
-
Direktorat Finance & Treasury
Direktorat Risk Manage-ment &
Compliance
Legal Group
-
Corporate Transformation
-
Treasury Group
-
Chief Economist
-
-
Direktorat Commercial Banking
Chief Technology Officer
Direktorat Commercial Banking
- Direktorat Corporate Banking
- Direktorat Corporate Banking
1. Persetujuan pemberian Kenaikan Manfaat Pensiun dan
Pemberian Manfaat lain kpd Peserta DPBM 1 sd 4 tahun
2016
2. Pemberian Fas. Kredit kpd Kimia Farma Group
3. Pemberian Fas. Kredit Baru dan Perpanjangan Jk. Waktu
Fas. Kredit kpd PT. Bank Mandiri Tunas Finance
1. Usulan Pemberian Kenaikan Manfaat Pensiun dan
Pemberian Manfaat Lain Kepada Peserta Dana Pensiun
Bank Mandiri Satu s.d. Dana Pensiun Bank Mandiri
Empat Pada Tahun 2016.
2. Pemberian Fasilitas Kredit Kepada Kimia Farma Group.
3. Pemberian Fasilitas Kredit Baru dan Perpanjangan
Jangka Waktu Fasilitas Kredit Kepada PT Bank Mandiri
Tunas Finance.
1. Usulan Perpanjangan Fasilitas Credit Line atas nama
Bank Mandiri (Europe) Limited.
2. Usulan Perubahan Ketentuan dan Syarat/Covenant
Kredit Kepada Pihak Terkait atas nama PT Mandiri
Utama Finance.
1. Penambahan Modal PT. Bank Syariah Mandiri
2. Pembebasan Sebagian Tanah Milik PT. Bank Mandiri
(Persero) Tbk., untuk Lahan MRT
- Direktorat Corporate Banking
- Direktorat Commercial Banking
1. Pengelolaan Usaha dan Kinerja Kantor Luar Negeri
2. Progress Perbaikan Proses Kredit Segmen Commercial.
-
-
- SEVP Human Capital
- Direktorat Commercial Banking
- Direktorat Commercial Banking
- Direktorat Finance & Strategy
- Direktorat Commercial Banking
- Direktorat Commercial Banking
- Direktorat Operasional
Direktorat Finance Treasury
Direktorat Commercial Banking
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
NO
TANGGAL
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
309
10
Laporan Keuangan
Konsolidasian
PERIHAL
Unit Kerja
1. Review Arsitektur Kebijakan Bank Mandiri
2. Pemberian Baru Fasilitas Commercial PT Asuransi Jasa
Indonesia
3. Pemberian Perpanjangan, Tambahan dan Penyediaan
Fasilitas Kredit Kepada Astra Group
1. Implementasi New Rating System Proses Kredit Segmen
Wholesale
2. Risk Based Bank Rating Semester I 2016
1. Perpanjangan Jangka Waktu Fasilitas Intraday PT
Mandiri Sekuritas
2. Perpanjangan Fasilitas Credit Line PT Bank Syariah
Mandiri
Update Mandiri University
- Direktorat Risk Management & Compliance
- Direktorat Corporate Banking
28 Sept 2016
Perkembangan Penanganan NPL dan Proyeksi NPL Bank
Mandiri sd. Akhir Tahun 2016
21
05 Okt 2016
Strategi Penanganan Komplain Nasabah
-
-
-
-
-
22
12 Okt 2016
16
24 Agustus 2016
17
07 Sept 2016
18
14 Sept 2016
19
21 Sept 2016
20
23
24
25
26
27
28
Persetujuan Penambahan Modal PT Bank Mandiri Taspen
Pos
19 Okt 2016
1. Persetujuan Kredit Kepada Pihak Terkait (Kredit Jangka
Pendek/KJP) PT. Federal International Finance (Astra
Group)
2. Persetujuan Revisi Kebijakan Perkreditan Bank Mandiri
(KPBM)
26 Okt 2016
1. Persetujuan Penyediaan Dana Kepada Pihak Terkait
(Kredit Konsumtif)
2. Persetujuan Penyediaan Danapada Ke Pihak Terkait (PT.
Ananta Auto Andalan)
3. Persetujuan Penyediaan Dana Kepada Pihak Tekait (
Fasilitas Kredit Investasi PT. Kimia Farma)
4. Update Penyelesaian Aktiva Terbengkalai
2 November 2016
Persetujuan perpanjangan Fasilitas Kredit Line Pihak Terkait
(PT. Bank Mandiri Taspen Pos)
23 November 2016 1. Persetujuan Penyediaan Dana Kepada Pihak Terkait (PT.
Mandiri Utama Finance)
2. Persetujuan Penyediaan Dana Kepada Pihak Terkait ( PT.
Tunas Ridean)
3. Persetujuan Penyediaan Dana Kepada Pihak Terkait
(Astra Group)
4. Persetujuan Penyediaan Dana Kepada Pihak Terkait (
Kredit Konsumtif)
30 November 2016 Usulan Pemberian Fasilitas Kredit Investasi kepada PT. Trans
Bumi Serbaraja (TBS) - Astra Group
21 Desember 2016 Permohonan Perpanjangan dan Penambahan Limit Joint
Financing kepada PT. Mandiri Tunas Finance (MTF)
- Direktorat Corporate Banking
- Direktorat Corporate Banking
- Mandiri University
-
Special Asset management Group
Dir. Commer Banking
Dir. Retail Banking
Dir. Risk Management & Compliance
Customer Care Group
Direktorat Ritail Banking
- Direktorat Risk Management & Compliance
- Direktorat Corporate Banking
-
-
-
-
Direktorat Corporate Banking
Direktorat Operation
Direktorat Commercial Banking
Direktorat Mikro
- Direktorat Finance & Strategy
- Direktorat Commercial Banking
- Direktorat Retail Banking
- Direktorat Corporate Banking
- Direktorat Corporate Banking
Direktorat Retail Banking
Rapat Komite Pemantau Risiko
Rapat Komite Pemantau Risiko diselenggarakan sekurang-kurangnya sekali dalam 1 (satu) bulan. Rapat Komite Pemantau Risiko
dianggap sah apabila dihadiri paling kurang 51% dari jumlah anggota termasuk seorang Komisaris dan Pihak Independen.
Rapat dipimpin oleh Ketua Komite Pemantau Risiko atau anggota yang ditunjuk secara tertulis, apabila Ketua Komite Pemantau
Risiko berhalangan hadir. Keputusan Rapat dilakukan berdasarkan Musyawarah Mufakat. Dalam hal tidak terjadi musyawarah
mufakat, maka pengambilan keputusan dilakukan berdasarkan suara terbanyak. Perbedaan pendapat (dissenting opinion) yang
terjadi dalam rapat komite wajib dicantumkan secara jelas dalam risalah rapat beserta alasan perbedaan pendapat tersebut.
Rapat Komite Pemantau Risiko harus dituangkan dalam risalah rapat yang ditandatangani oleh seluruh anggota yang hadir serta
didokumentasikan dengan baik.
Frekuensi Rapat dan Tingkat Kehadiran Komite Pemantau Risiko
Sepanjang tahun 2016, Komite Pemantau Risiko mengadakan Rapat sebanyak 28 kali dengan tingkat kehadiran anggota sebagai
berikut:
310
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
14 Mar
23 Mar
30 Mar
6 Apr
13 Apr
4 Mei
11 Mei
√
- Risiko Kredit thdp Badan Usaha & Debitur Group yg dibiayai Lintas
Direktorat dgn limit >Rp.500 M
- Ijin Prinsip usulan kerjasama pinjam Pakai Lahan Menara Mandiri
sbg lokasi bangunan Cooling Tower Station MRT Jkt Istora
√
- Pembahasan Panambahan Plafond dan Pemberian Baru Fas.
Commercial Line PT. Astra Sedaya Finance
- Pembahasan Fasilitas Kredit Jangka Pendek dan Fasilitas TL untuk
PT. Astra Sedaya Finance
- Pembahasan pemberian Fasilitas CL dan NCL untuk PT. United
Tractor Semen Gresik (SI Group)
- Pembahasan Fasilitas KI dan Perubahan Syarat Fasilitas Kredit
Eksisting PT. Marga Mandalasakti (Astra Group)
-
-
-
-
Pembahasan Penambahan Modal PT. MAGI
Pembahasan Penambahan Modal PT. MUF
Risk Based Bank Rating (RBBR) Semester II 2015
Oustanding Legal Cases
√
√
√
√
- Realisasi Inisiatif Strategis tahun 2015 dan Rencana Inisiatif
Strategis tahun 2016
- Update Implementasi Project Distribution Network Transformation
√
- Posisi Likuiditas (USD dan ISR) trw I 2016 & Posisi Trading (Forex,
MM, Bond Rekap/SUN serta MTM, derivatives)
- Kajian kondisi Makro ekonomi 2016 terkait penurunan Suku Bunga
& dampaknya thdp Bisnis Bank Mandiri
√
√
- Pembahasan Pemberian Kredit Baru dan Perpanjangan Jk. waktu
Fas. Kredit pd Pihak Terkait a.n. PT. Mulia Sasmita Bakti
- Rencana Strategy Pengurangan Penggunaan Vendor Dalam
Pengembangan Aplikasi
√
√
√
√
Pembahasan Penyediaan Dana kepada Pihak Terkait berupa fasilitas
Kredit Baru kepada PT. Surya Sudeco
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
Lista Irna
B.S Kusmulyono
Goei Siauw Hong
Suwhono **)
√
05
Tinjauan Fungsi
Pendukung Bisnis
Ridwan D. Ayub
- Pembahasan Aktiva Tetap terbengkalai
- Kinerja Tahun 2015 dan Rencana Kerja tahun 2016 Mandiri Dana
Pensiun Lembaga Keuangan
Imam Apriyanto
Putro *)
Abdul Aziz
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
Wimboh Santoso
03
Sekilas Perusahaan
Budi Sulistio***)
15 Feb
02
Laporan Manajemen
Agenda Rapat
Tanggal Rapat
01
Ikhtisar Utama
18 Mei
Pembahasan Fasilitas Kredit PT. Astra International, Tbk, PT. Federal
International Finance dan PT. Surya Artha Nusantara
√
√
8 Jun
Pembahasan Perpanjangan Jangka Waktu dan Penambahan Fas. KMK
a.n. PT. Pos Indonesia
√
√
√
√
√
15 Jun
Usulan Revisi RBB 2016 - 2018 & RKAP 2016
√
√
√
√
√
√
22 Jun
- Usulan pemberian Kenaikan Manfaat Pensiun dan Pemberian
Manfaat lain kpd Peserta DPBM 1 sd 4 tahun 2016
- Pemberian Fas. Kredit kpd Kimia Farma Group
- Pemberian Fas. Kredit Baru dan Perpanjangan Jk. Waktu Fas. Kredit
kpd PT. Bank Mandiri Tunas Finance
√
√
√
√
√
√
- Usulan Perpanjangan Fas. Credit Line a.n. BMEL
- Usulan Perubahan Ketentuan & Syarat/Covenant Kredit kpd Pihak
Terkait a.n. PT. MUF
√
√
√
√
√
- Usulan Penambahan Modal PT. BSM
- Usulan pembebasan Sebagian tanah milik PT. Bank Mandiri untuk
lahan MRT
√
√
√
√
√
3 Agt
- Pengelolaan Usaha dan Kinerja Kantor Luar Negeri
- Progress Perbaikan Proses Kredit Segmen Commercial
√
√
√
√
√
√
24 Agt
- Arsitektur Kebijakan BM
- Pembahasan Perpanjangan Fasilitas Kredit Astra Group
- Pembahasan Perpanjangan Fas. Commercial Line PT. Asuransi
Jasindo
√
√
√
√
√
√
- Update Pelaksanaan Risk Appetite Statement 2016
- Implementasi New Rating System Proses Kredit Segmen Wholesale
- Risk Bases Banking Rating (RBBR) Smester I 2016
√
√
√
√
√
√
√
- Usulan Perpanjangan Jk. Waktu Fas. Intraday a.n. PT. Mandiri
Sekuritas
- Usulan Perpanjangan Fas. Credit Line BSM
√
√
√
√
√
√
√
21 Sep
- Update Mandiri University Group
√
√
√
√
√
√
√
28 Sep
Penanganan Kredit Intrakomtabel dan ekstrakomtabel Special Asset
Management
√
√
√
√
√
√
√
29 Jun
20 Jul
7 Sep
14 Sep
311
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
07
Tata Kelola
Terintegrasi
06
Tata Kelola
Perusahaan
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
5 Okt
Peran dan Fungsi Customer Care dan Strategi Penanganan Komplain
Nasabah
√
√
√
√
√
√
12 Okt
Usulan atas Rencana Penambahan Modal PT Bank Mandiri Taspen Pos
(Bank Mantap)
√
√
√
√
√
√
19 Okt
- Usulan Perpanjangan Fasilitas PT. Federal International Finance
dan Pemberian Fas. Baru kepada Astra Group
- Usulan Revisi KPBM
√
√
√
√
√
√
√
√
√
√
26 Okt
√
√
- Usulan atas Penyediaan Dana kepada Pihak Terkait pada Fasilitas
Kredit Konsumtif dan Kartu Kredit
- Usulan Penambahan Limit Fasilitas kepada pihak terkait a.n PT.
Ananta Auto Andalan
- Usulan Pemberian Fasilitas KI, Perpanjangan Masa Laku Fasilitas
Serta Perubahan Ketentuan & Syarat a.n. Kimia Farma Group
- Update Asset Terbengkalai
√
2 Nov
Usulan Persetujuan Perpanjangan dan Peningkatan Fasilitas Credit
Line a.n. PT. Bank Mandiri Taspen Pos
√
√
√
√
√
√
√
23 Nov
- Usulan Persetujuan Perpanjangan Fasilitas Kredit pada Pihak
Terkait a.n. PT. Tunas Ridean dan PT. Mandiri Utama Finance
- Usulan Peningkatan Limit dan Perpanjangan Availability period
kepada Astra Group
- Usulan Penyediaan Dana kepada Pihak Terkait atas Fasilitas Kredit
Konsumtif dan Kartu Kredit
√
√
√
√
√
√
√
30 Nov
Usulan Pemberian Fasilitas Kredit Investasi kepada PT. Trans Bumi
Serbaraja (TBS) - Astra Group
√
√
√
√
√
√
21 Des
Permohonan Perpanjangan dan Penambahan Limit Joint Financing
kepada PT. Mandiri Tunas Finance (MTF)
√
√
√
√
√
√
√
Jumlah Kehadiran
10
27
17
5
24
19
28
28
13
Jumlah Kehadiran Sebagai Anggota Komite Audit
5
27
17
2
5
6
22
28
6
Jumlah Rapat Sebagai Anggota Komite Audit
6
28
22
2
6
6
22
28
6
83%
96%
77%
100%
83%
100%
100%
100%
100%
Persentase Kehadiran
Keterangan:
*) Sudah tidak menjabat sebagai anggota Komite Pemantau Risiko sejak tanggal 19 Oktober 2016.
**) Sudah tidak menjabat sebagai anggota Komite Pemantau Risiko sejak tanggal 19 Oktober 2016.
***) Sudah tidak menjabat sebagai anggota Komite Pemantau Risiko sejak tanggal 19 Oktober 2016.
Pendidikan dan/atau Pelatihan Anggota Komite Pemantau Risiko
Sepanjang tahun 2016, anggota Komite Pemantau Risiko telah mengikuti berbagai pelatihan sebagai berikut:
Komite Pemantau
Risiko
Jabatan
Pelatihan/Lokakarya/Seminar
Tanggal
Tempat
Ridwan Ayub
Anggota
“Building Premium Holding
Company”
2-3 November 2016
Hotel Fairmont
Jakarta
Lista Irna
Anggota
“Menguji Ketangguhan Ekonomi
Indonesia”
6 Desember 2016
Jakarta
Penyelenggara
Pertamina
Training &
Consultant
Institute for
Development of
Economics and
Finance (INDEF)
Pernyataan Adanya Pedoman Komite Pemantau Risiko
Dalam menjalankan tugas dan tanggung jawabnyanya, Komite Pemantau Risiko Bank Mandiri memiliki pegangan berupa Pedoman
Kerja yang diperbaharui pada tahun 2015 dan memuat hal-hal di antaranya: (a) Tugas dan Tanggung Jawab Komite, (b) Kewenangan
Komite, (c) Rapat Komite dan (d) Organisasi Komite dan hal-hal lainnya.
Adapun Pedoman Komite Pemantau Risiko ini telah tersedia dan dapat diakses oleh publik melalui situs resmi Bank Mandiri.
Penghasilan Anggota Komite Pemantau Risiko
Peraturan Menteri BUMN Nomor: PER-12/MBU/2012 tentang Organ Pendukung Dewan Komisaris/Dewan Pengawas Badan Usaha
Milik Negara mengatur terkait penghasilan anggota Komite Pemantau Risiko berupa honorarium maksimal sebesar 20% (dua puluh
persen) dari gaji Direktur Utama Perusahaan, dengan ketentuan pajak ditanggung perusahaan dan tidak diperkenankan menerima
penghasilan lain selain honorarium tersebut. Anggota Dewan Komisaris yang menjadi Ketua/anggota Komite Pemantau Risiko
tidak diberikan penghasilan tambahan dari jabatan tersebut kecuali untuk anggota komite yang berasal dari pihak luar (Pihak
Independen) diberi honorarium bulanan yang jumlahnya ditetapkan oleh Dewan Komisaris
312
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
Tindak Lanjut Pelaksanaan
Sepanjang tahun 2016, Komite Pemantau Risiko telah
memberikan beberapa rekomendasi atau masukan kepada
Dewan Komisaris antara lain sebagai berikut :
1. Usulan persetujuan atas permohonan fasilitas kredit dan
penyediaan dana kepada Pihak Terkait, baik yang sifatnya
perpanjangan, tambahan, perubahan ataupun pemberian
baru.
2. Usulan persetujuan atas bentuk struktur organisasi Bank
Mandiri yang diajukan oleh Direksi.
3. Review atas pencapaian kinerja keuangan Bank Mandiri
setiap triwulannya.
4. Review atas strategi dan pelaksanaan pengelolaan kredit
bermasalah (Non Performing Loan / NPL) di Bank Mandiri.
5. Review pelaksanaan manajemen risiko terintegrasi di Bank
Mandiri.
Pengangkatan Dan Pemberhentian Anggota Komite
Pemantau Risiko
Ketua dan anggota Komite Pemantau Risiko diangkat dan
diberhentikan oleh Dewan Komisaris dan dilaporkan kepada
RUPS. Anggota Komite Pemantau Risiko dapat berhenti atau
diberhentikan meskipun jabatannya belum berakhir, apabila:
1) Mengundurkan diri.
2) Kehilangan kewarganegaraan.
3) Meninggal dunia.
4) Melakukan sesuatu yang bersifat merugikan Bank.
5) Melanggar atau tidak memenuhi persyaratan sebagai
anggota Komite Pemantau Risiko, sebagaimana diatur
dalam Peraturan Bank Indonesia.
6) Tidak dapat melaksanakan tugas dan tanggungjawabnya
yang dinyatakan oleh Dewan Komisaris.
Anggota Komite Pemantau Risiko yang merupakan anggota
Dewan Komisaris berhenti dengan sendirinya apabila masa
jabatannya sebagai Dewan Komisaris berakhir.
Komite Remunerasi dan Nominasi
Dalam rangka mendukung efektivitas pelaksanaan tugas dan
tanggung jawabnya, Dewan Komisaris dibantu oleh Komite
Remunerasi dan Nominasi yang bertanggung jawab atas hal-hal
yang berkaitan dengan penetapan kualifikasi, proses nominasi
serta remunerasi Dewan Komisaris, Direksi dan Pejabat
Eksekutif.perusahaan.
Dasar Pembentukan Komite Nominasi dan Remunerasi
Pembentukan Komite Remunerasi dan Nominasi mengacu
pada:
1. Anggaran Dasar Perusahaan
2. Undang-Undang Nomor 19 tahun 2003 tentang BUMN
3. POJK No. 55/POJK.03/2016 Tentang Penerapan Tata Kelola
Bagi Bank Umum.
4. Peraturan Menteri Negara BUMN Nomor: PER-12/MBU/2012
tentang Organ Pendukung Dewan Komisaris/Dewan
Pengawas Badan Usaha Milik Negara
5. Peraturan Otoritas Jasa Keuangan (POJK) No. 34/
POJK.04/2014 tentang Komite Remunerasi dan
NominasiEmiten atau Perusahaan Publik dan Peraturan
Otoritas Jasa Keuangan (POJK) Nomor: 45 /POJK.03/2015
tentang Penerapan Tata Kelola Dalam Pemberian
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Remunerasi Bagi Bank Umum.
6. Surat Keputusan Dewan Komisaris Nomor KEP.
KOM/004/2016 tanggal 19 Oktober 2016 tentang
Perubahan Komite Audit, Komite Pemantau Risiko, Komite
Tata Kelola Terintegrasi dan Komite Remunerasi dan
Nominasi PT Bank Mandiri (Persero) Tbk yang dikukuhkan
dengan Surat Keputusan Direksi Nomor KEP.DIR/376/2016
tentang Penetapan Keanggotaan Komite Remunerasi dan
Nominasi.
Tugas dan Tanggung jawab Komite Nominasi dan
Remunerasi
Komite Remunerasi dan Nominasi memiliki tugas dan tanggung
jawab sebagai berikut:
1. Menyusun konsep dan analisa yang berhubungan dengan
fungsi Komite Remunerasi dan Nominasi.
2. Membantu Komisaris untuk memberikan rekomendasi
tentang jumlah anggota Komisaris dan Direksi.
3. Membantu Komisaris dalam penetapan Kebijakan Umum
sumber daya manusia.
4. Merekomendasikan persetujuan perubahan struktur
organisasi sampai dengan satu tingkat di bawah Direksi.
5. Membantu Komisaris memperoleh dan menganalisa data
bakal calon pejabat satu tingkat di bawah Direksi secara
triwulanan dan setiap waktu jika ada perubahan.
6. Membantu Komisaris dalam memberikan rekomendasi
tentang opsi kepada Komisaris, Direksi dan Pegawai, antar
lain opsi saham serta pengawasan pelaksanaannya.
7. Memiliki data base calon-calon Komisaris dan Direksi.
8. Melakukan evaluasi terhadap kebijakan remunerasi dan
memberikan rekomendasi kepada Komisaris, mengenai
:- Kebijakan remunerasi bagi Komisaris dan Direksi untuk
disampaikan kepada Rapat Umum Pemegang Saham.
9. Kebijakan remunerasi bagi Pejabat Eksekutif dan pegawai
secara keseluruhan untuk disampaikan kepada Direksi.
10. Menyusun dan memberikan rekomendasi mengenai sistem
serta prosedur pemilihan dan/ atau penggantian anggota
Komisaris dan Direksi kepada Komisaris untuk disampaikan
kepada Rapat Umum Pemegang Saham.
11. Memberikan rekomendasi mengenai calon anggota
Komisaris dan/atau Direksi kepada Komisaris untuk
disampaikan kepada Rapat Umum Pemegang Saham.
12. Mengidentifikasi calon Direksi baik dari dalam maupun
dari luar dan calon Dewan Komisaris yang memenuhi
syarat untuk diajukan diangkat menjadi Direktur atau
Dewan Komisaris, yang disesuaikan dengan arah strategi
perusahaan.
13. Memberikan rekomendasi mengenai pihak independen
yang akan menjadi anggota Komite Audit dan Komite
Pemantau Risiko.
Wewenang Komite Nominasi dan Remunerasi
1. Meminta Bank Mandiri untuk melakukan survey sesuai
kebutuhan Komite Remunerasi dan Nominasi.
2. Meminta informasi hal-hal yang diperlukan dari berbagai
pihak baik internal maupun eksternal Bank Mandiri.
Independensi Komite Nominasi dan Remunerasi
Seluruh anggota Komite Nominasi dan Remunerasi telah
memenuhi kriteria independensi berikut ini:
1. Bukan Anggota Manajemen.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
07
Tata Kelola
Terintegrasi
06
Tata Kelola
Perusahaan
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
313
10
Laporan Keuangan
Konsolidasian
2. Bebas dari hubungan usaha dan hubungan lainnya yang dapat mempengaruhi keputusan
3. Bukan pemegang saham mayoritas perusahaan atau pegawai yang berhubungan langsung dengan pemegang saham
mayoritas perusahaan.
4. Bukan Pegawai atau pernah bekerja sebagai eksekutif pada perusahaan atau anggota perusahaan afiliasi, setidaknya 3 (tiga)
tahun sebelum menjadi anggota Komite.
5. Bukan penasihat atau konsultan utama profesional yang material bagi perusahaan atau perusahaan afiliasi, atau pegawai yang
berhubungan langsung dengan penyedia jasa, setidaknya 3 (tiga) tahun sebelum menjadi anggota Komite.
6. Bukan pemasok atau pelanggan utama dari perusahaan atau perusahaan afiliasi atau pegawai dari/atau yang berhubungan
langsung atau tidak langsung dengan pemasok atau pelanggan utama.
7. Tidak memiliki hubungan perjanjian dengan perusahaan atau perusahaan afiliasi lainnya sebagai Direksi.
Struktur, Keanggotaan dan Keahlian Komite Nominasi dan Remunerasi
jumlah dan komposisi anggota Komite Remunerasi dan Nominasi Bank Mandiri ditetapkan paling kurang terdiri dari 3 (tiga) orang
yang terdiri dari seorang Komisaris Independen selaku ketua, seorang dari pihak independen yang memiliki keahlian di bidang
Akuntansi/Keuangan dan seorang dari pihak independen yang memiliki keahlian di bidang Hukum sebagaimana diatur dalam Surat
Edaran Bank Indonesia Nomor 15/15/DPNP tentang Pelaksanaan GCG Bagi Bank Umum. Anggota lainnya bisa merupakan seorang
Pejabat Eksekutif yang membawahi Sumber Daya Manusia atau seorang perwakilan karyawan sesuai dengan POJK Nomor: 45 /
POJK.03/2015
Per 31 Desember 2016, susunan keanggotaan Komite Nominasi dan Remunerasi Bank Mandiri adalah sebagai berikut:
Nama
Jabatan
B.S. Kusmulyono
Imam Apriyanto Putro
Wimboh Santoso
Abdul Aziz
Askolani
Aviliani
Goei Siauw Hong
Ardan Adiperdana
Sanjay N. Bharwani
Ketua (Komisaris Independen
Anggota (Wakil Komisaris Utama
Anggota (Komisaris Utama)
Anggota (Komisaris Independen)
Anggota (Komisaris)
Anggota (Komisaris Independen)
Anggota (Komisaris Independen)
Anggota (Komisaris)
Dasar Hukum Penunjukan
Surat Keputusan Direksi Nomor KEP.DIR/376/2016
Anggota
Periode dan Masa Jabatan Anggota Komite Nominasi dan Remunerasi
Masa jabatan anggota Komite Remunerasi dan Nominasi tidak boleh lebih lama daripada masa jabatan Dewan Komisaris dan dapat
diangkat kembali untuk periode berikutnya.
Profil Ringkas Komite Nominasi dan Remunerasi
Anggota Komite Remunerasi dan Nominasi yang juga merupakan anggota Dewan Komisaris, profilnya adalah sebagaimana telah
disajikan pada bagian Profil Dewan Komisaris halaman 72-75.
Sedangkan profil Bapak Sanjay N. Bharwani yang bukan merupakan anggota Dewan Komisaris dapat dilihat di bawah ini:
Sanjay N. Bharwani
Warga Negara Indonesia, 55 tahun
Berdomisili di Jakarta
Dasar Penunjukan:
Diangkat menjadi SEVP Human Capital melalui Keputusan Direksi No. KEP.
DIR/009/2015 tanggal 2 Januari 2015
Riwayat Pendidikan
• Sarjana di bidang Teknologi dan Bisnis dari University of Australia –
Victoria (1993)
Seminar dan Pelatihan:
• Executive Overview of Islamic Banking, Lembaga Pengembangan
Perbankan Indonesia (2013)
• Risk Management Certification Refreshment Program, BARa (2013)
• Leading high impact teams, Kellogs School of Management (2011)
• Certified Recruiter, Standard Charter Bank (2008)
• Watson Wyet Proprietary Job Evaluation tools, Watson Wyatt (2004)
• Finance for non-finance manager, Accenture (2003)
Riwayat Pekerjaan
• Direktur Human Capital PT Rajawali Corpora
• Group Head Human Capital Strategy & Policies di Bank
Mandiri (2008-2012)
• Senior Vice President HR Centres of Expertise &
Operation di Bank Permata (2007-2008)
• Senior Consultant di Gyann Consultant Jakarta dan
Australia (2006-2007)
• Country Head Watson Wyatt - Mumbani India (20042005)
• Senior Manager Consulting di Accenture – Jakarta (19972004)
314
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
Laporan Singkat Pelaksanaan Kegiatan dan Rekomendasi
Komite Remunerasi dan Nominasi 2016
Pada tahun 2016, sebagaimana tugas dan fungsi Komite
Remunerasi dan Nominasi yang tercantum dalam Charter
Komite Remunerasi dan Nominasi PT Bank Mandiri (Persero)
Tbk. tentang sistem Nominasi, Komite telah memberikan
rekomendasi/usulan calon yang memenuhi syarat sebagai
Direktur utama dan anggota Direksi serta Anggota Dewan
Komisaris PT Bank Mandiri (Persero) Tbk. kepada Dewan
Komisaris untuk disampaikan kepada RUPS. Usulan tersebut
diperoleh melalui serangkaian proses yang dilakukan Komite
Remunerasi dan Nominasi meliputi penyusunan kebijakan,
kriteria, dan kualifikasi yang dibutuhkan dalam rangka proses
nominasi calon anggota Direksi dan Dewan Komisaris yang
sesuai dengan rencana strategis Perseroan. Komite Remunerasi
dan Nominasi juga membantu Dewan Komisaris memperoleh
dan menganalisa data bakal calon Direksi dari talent pool
pejabat satu tingkat di bawah Direksi serta mengidentifikasi
calon Dewan Komisaris yang memenuhi syarat.
Selain sistem nominasi, Komite Remunerasi dan Nominasi juga
telah membantu Dewan Komisaris dalam mengusulkan sistem
remunerasi yang sesuai bagi Direksi dan Dewan Komisaris
PT Bank Mandiri (Persero) Tbk. berupa sistem penggajian/
honorarium, fasilitas/tunjangan, tantiem, dan seterusnya untuk
tahun 2016.
Sepanjang tahun 2016, Komite Nominasi dan Remunerasi
telah mengeluarkan beberapa rekomendasi kepada Dewan
Komisaris, sebagai berikut :
1. Usulan Bakal Calon Direktur Utama dan Direktur PT Bank
Mandiri (Persero) Tbk.
2. Rekomendasi atas Calon Dewan Komisaris PT Bank Mandiri
(Persero) Tbk.
3. Usulan Long Term Incentives bagi Pengurus PT Bank
Mandiri (Persero) Tbk.
4. Usulan Gaji/Honorarium Tahun 2016 Direksi dan Dewan
Komisaris
PT Bank Mandiri (Persero) Tbk.
5. Usulan Penetapan Remunerasi dan Tantiem Direksi dan
Dewan Komisaris PT Bank Mandiri (Persero) Tbk.
Usulan penetapan fasilitas dan tunjangan bagi Direksi PT Bank
Mandiri (Persero) Tbk. tahun 2016
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Rapat Komite Remunerasi dan Nominasi
Rapat Komite Remunerasi dan Nominasi diselenggarakan
sesuai kebutuhan dan penugasan dari Dewan Komisaris,
sekurang-kurangnya 2 (dua) kali dalam 1 (satu) tahun dan hanya
dapat dilaksanakan apabila dihadiri oleh paling kurang 51%
(lima puluh satu per seratus) dari jumlah anggota termasuk
seorang Dewan Komisaris Independen dan Group Head
Human Capital Group. Rapat dihadiri oleh semua anggota
dan bila perlu hanya dapat dihadiri oleh Anggota dengan
hak suara (voting member). Rapat dipimpin oleh Ketua atau
anggota yang ditunjuk oleh anggota yang hadir, apabila Ketua
berhalangan hadir. Keputusan Rapat dilakukan berdasarkan
musyawarah mufakat. Dalam hal tidak terjadi musyawarah
mufakat, pengambilan keputusan dilakukan berdasarkan suara
terbanyak. Hasil atau keputusan Rapat wajib dituangkan dalam
risalah rapat yang ditanda tangani oleh seluruh anggota yang
hadir dan didokumentasikan secara baik.
Frekuensi Rapat dan Tingkat Kehadiran Komite Remunerasi
dan Nominasi
Sepanjang tahun 2016, Komite Remunerasi dan Nominasi
mengadakan Rapat sebanyak 11 kali dengan tingkat kehadiran
anggota sebagai berikut
Rapat Komite Nominasi dan Remunerasi
Rapat Komite Remunerasi dan Nominasi diselenggarakan
sesuai kebutuhan dan penugasan dari Dewan Komisaris,
sekurang-kurangnya 2 (dua) kali dalam 1 (satu) tahun dan hanya
dapat dilaksanakan apabila dihadiri oleh paling kurang 51%
(lima puluh satu per seratus) dari jumlah anggota termasuk
seorang Dewan Komisaris Independen dan Group Head
Human Capital Group. Rapat dihadiri oleh semua anggota
dan bila perlu hanya dapat dihadiri oleh Anggota dengan
hak suara (voting member). Rapat dipimpin oleh Ketua atau
anggota yang ditunjuk oleh anggota yang hadir, apabila Ketua
berhalangan hadir. Keputusan Rapat dilakukan berdasarkan
musyawarah mufakat. Dalam hal tidak terjadi musyawarah
mufakat, pengambilan keputusan dilakukan berdasarkan suara
terbanyak. Hasil atau keputusan Rapat wajib dituangkan dalam
risalah rapat yang ditanda tangani oleh seluruh anggota yang
hadir dan didokumentasikan secara baik.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
07
Tata Kelola
Terintegrasi
06
Tata Kelola
Perusahaan
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
315
10
Laporan Keuangan
Konsolidasian
2 Mar
16 Mar
21 Mar
6 Apr
13 Apr
24 Jun
29 Jun
15 Agt
Pembahasan Revisi Tata Tertib Dewan
Komisaris
Jumlah Rapat
Jumlah Kehadiran
Persentase Kehadiran
Sanjay N Bharwani*
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
Ardan Adiperdana
√
B.s Kusmulyono
√
Goei Siauw Hong
√
Aviliani
√
Askolani
√
Abdul Aziz
Wimboh Santoso
Suwhono
24 Feb
Rekomendasi atas Calon Direksi
Rekomendasi Calon Pengurus
PT Bank Mandiri (Persero) Tbk.
Pembahasan Draft Surat Kepada Menteri
BUMN
Pelaksanaan Wawancara dengan Anggota
Direksi PT Bank Mandiri (Persero) Tbk.
Usulan Remunerasi Pengurus Bank Mandiri
Usulan Calon Anggota Dewan Komisaris
dalam RUPS Tahunan Tahun Buku 2015
Pembahasan Tindak Lanjut Keputusam
RUPS Tahunan ttg Remunerasi Pengurtus
Bank Mandiri (Khususnya LTI)
Tindak Lanjut atas Pembahasan Usulan
Long Term Incentives (LTI)
Pembahasan Revisi Usulan Remunerasi
Direksi dan Komisaris
PT Bank Mandiri (Persero) Tbk
Pembahasan Revisi Usulan Remunerasi
Direksi dan Komisaris
PT Bank Mandiri (Persero) Tbk
Pembahasan Peraturan Menteri BUMN
Nomor 02/MBU/06/2016
Imam Apriyanto
Putro
3 Feb
17 Feb
Agenda Rapat
Tanggal Rapat
Frekuensi Rapat dan Tingkat Kehadiran Komite Nominasi dan Remunerasi
Sepanjang tahun 2016, Komite Nominasi dan Remunerasi mengadakan Rapat sebanyak 11 kali dengan tingkat kehadiran anggota
sebagai berikut:
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
9
8
89%
10
6
60%
10
9
90%
10
7
70%
10
9
90%
10
8
80%
11
10
91%
5
5
100%
5
5
100%
10
10
100%
Keterangan:
*) Sudah tidak menjabat sebagai anggota Komite Remunerasi dan Nominasi sejak tanggal 19 Oktober 2015.
Pendidikan dan/atau Pelatihan Anggota Komite Remunerasi dan Nominasi
Pendidikan dan/atau pelatihan Anggota Komite yang merupakan anggota Dewan Komisaris dapat dilihat di bagian profil Dewan
Komisaris pada halaman xx. Sedangkan pendidikan dan/atau pelatihan Anggota Komite yang bukan merupakan anggota Dewan
Komisaris dapat dilihat pada profil Bapak Sanjay N. Bharwani pada halaman xx.
Pernyataan Adanya Pedoman Komite/Fungsi Nominasi dan/atau Remunerasi
Dalam melaksanakan tugas dan tanggung jawabnya, Komite Remunerasi dan Nominasi Bank Mandiri berpegang pada Pedoman
Kerja yang telah ditetapkan berdasarkan Keputusan KEP.KOM/004/2016 tanggal 19 Oktober 2016. Pedoman Kerja Komite
Remunerasi dan Nominasi ini memuat hal-hal yang di antaranya berkaitan dengan: (a) Fungsi, Wewenang, dan Tanggung Jawab
Komite, (b) Keanggotaan dan Tata Tertib, (c) Sistem Remunerasi dan Nominasi serta hal-hal lainnya.
Pedoman tersebut telah di review dan diperbaharui pada tahun 2016.
Adapun Pedoman Komite Remunerasi dan Nominasi ini telah tersedia dan dapat diakses oleh publik melalui situs resmi Bank
Mandiri.
316
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Pernyataan Adanya Pedoman Komite/Fungsi Nominasi dan/atau Remunerasi
Dalam melaksanakan tugas dan tanggung jawabnya, Komite Remunerasi dan Nominasi Bank Mandiri berpegang pada Pedoman
Kerja yang telah ditetapkan berdasarkan Keputusan No.0xx/KEP/KOM/2012 pada tanggal 29 Mei 2012. Pedoman Kerja Komite
Remunerasi dan Nominasi ini memuat hal-hal yang di antaranya berkaitan dengan: (a) Fungsi, Wewenang, dan Tanggung Jawab
Komite, (b) Keanggotaan dan Tata Tertib, (c) Sistem Nominasi dan Remunerasi serta hal-hal lainnya.
Secara berkala, dilakukan review terhadap Pedoman Komite Nominasi dan Remunerasi yang disesuaikan dengan kebutuhan dan
ketentuan dan peraturan perundang-undangan yang berlaku
Pengangkatan Dan Pemberhentian Anggota Komite Remunerasi Dan Nominasi
Ketua dan anggota Komite Remunerasi dan Nominasi diangkat dan diberhentikan oleh Dewan Komisaris dan dilaporkan kepada
RUPS. Anggota Komite Remunerasi dan Nominasi dapat berhenti atau diberhentikan meskipun jabatannya belum berakhir, apabila:
1) Mengundurkan diri.
2) Kehilangan kewarganegaraan.
3) Meninggal dunia.
4) Melakukan sesuatu yang bersifat merugikan Bank.
5) Melanggar atau tidak memenuhi persyaratan sebagai anggota Komite Remunerasi dan Nominasi, sebagaimana diatur dalam
Peraturan Bank Indonesia.
6) Tidak dapat melaksanakan tugas dan tanggungjawabnya yang dinyatakan oleh Dewan Komisaris.
Anggota Komite Remunerasi dan Nominasi yang merupakan anggota Dewan Komisaris berhenti dengan sendirinya apabila masa
jabatannya sebagai Dewan Komisaris berakhir.
Kebijakan Suksesi Direksi
Dalam rangka mempersiapkan regenerasi kepemimpinan di masa yang akan datang, Bank Mandiri merancang Program Talent
& Succession Management, sebuah kebijakan suksesi Direksi yang telah diselaraskan dengan dengan Peraturan Menteri Negara
BUMN No. PER-03/MBU/02/2015 tentang Persyaratan, Tata Cara Pengangkatan dan Pemberhentian Anggota Direksi Badan Usaha
Milik Negara. Selain itu sebagai Perusahaan Terbuka juga mengacu kepada peraturan Otoritas Jasa Keuangan No. 33/POJK.04/2014
tentang Direksi dan Dewan Komisaris Emitan atau Perusahaan Publik.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
PENGGUNAAN PERUSAHAAN JASA PENILAI UNTUK SELEKSI
KANDIDAT DEWAN KOMISARIS DAN DIREKSI
Komite Remunerasi dan Nominasi menetapkan kriteria
calon Dewan Komisaris dan Direksi, dan selanjutnya
melakukan seleksi terhadap calon-calon yang memenuhi
kriteria yang telah ditetapkan. Selanjutnya Bank Mandiri
bekerjasama dengan Perusahaan Jasa Penilai untuk
melakukan assessment terhadap calon Dewan Komisaris
dan Direksi.
Untuk tahun 2016, Bank Mandiri bekerjasama dengan
beberapa Perusahaan Jasa Penilai, antara lain PT Daya
Dimensi Indonesia. Nama-nama yang memperoleh
rekomendasi dari Perusahaan Jasa Penilai akan dilaporkan
oleh Komite Remunerasi dan Nominasi kepada Dewan
Komisaris sebagai nama-nama calon yang selanjutnya akan
disampaikan dalam RUPS untuk mendapatkan persetujuan.
Komite Tata Kelola Terintegrasi
Komite Tata Kelola Terintegrasi dibentuk Dewan Komisaris Bank
Mandiri Tbk dengan tujuan untuk membantu dan memfasilitasi
Dewan Komisaris dalam menjalankan tugas dan fungsi
pengawasan terhadap penerapan Tata Kelola pada masingmasing Lembaga Jasa Keuangan (LJK) dalam Konglomerasi
Keuangan Bank Mandiri agar sesuai dengan Pedoman Tata
Kelola Terintegrasi; mengawasi pelaksanaan tugas dan
tanggung jawab Direksi Bank Mandiri, serta memberikan arahan
atau nasihat kepada Direksi Bank Mandiri atas pelaksanaan
Pedoman Tata Kelola Terintegrasi; dan mengevaluasi Pedoman
Tata Kelola Terintegrasi dan mengarahkan dalam rangka
penyempurnaan.
Dasar Pembentukan Komite Tata Kelola Terintegrasi
Selain berpedoman pada praktik-praktik terbaik yang secara
umum diterapkan di lembaga perbankan di Indonesia, Komite
Tata Kelola Terintegrasi juga dibentuk dengan memperhatikan
ketentuan dan peraturan perundang-undangan.
1. Anggaran Dasar Mandiri serta perubahannya.
2. Peraturan Otoritas Jasa Keuangan Nomor 18/
POJK.03/2014 tentang Penerapan Tata Kelola
Terintegrasi Bagi Konglomerasi Keuangan.
3. Undang-Undang Nomor 21 Tahun 2011 tentang
Otoritas Jasa Keuangan;
4. POJK No. 55/POJK.03/2016 tentang Penerapan Tata
Kelola Bagi Bank Umum;
5. Peraturan Menteri Negara Badan Usaha Milik Negara
Nomor PER-09/MBU/2012 tentang perubahan atas
Peraturan Menteri Negara Badan Usaha Milik Negara
Nomor PER-01/MBU/2011, tentang Penerapan
Tata Kelola Perusahaan yang baik (Good Corporate
Governance) pada Badan Usaha Milik Negara;
6. Peraturan Menteri Negara Badan Usaha Milik Negara
Nomor PER-12/MBU/2012, tentang Organ Pendukung
Dewan Komisaris/Dewan Pengawas Badan Usaha
Milik Negara;
7. Surat Keputusan Dewan Komisaris Nomor KEP.
KOM/004/2016 tanggal 19 Oktober 2016 tentang
Perubahan Komite Audit, Komite Pemantau
Risiko, Komite Tata Kelola Terintegrasi dan Komite
Remunerasi dan Nominasi PT Bank Mandiri (Persero)
09
Referensi Silang
Kriteria ARA 2015
317
10
Laporan Keuangan
Konsolidasian
Tbk yang dikukuhkan dengan Surat Keputusan
Direksi Nomor KEP.DIR/377/2016 tentang Penetapan
Keanggotaan Komite Tata Kelola Terintegrasi.
Laporan Singkat Pelaksanaan Kegiatan Komite 2016
Selama tahun 2016, Komite Tata Kelola Terintegrasi telah
membahas dan menetapkan hal-hal terkait :
1. Dalam rapat tanggal 12 Februari 2016, Komite TKT telah
mengadakan rapat untuk membahas hasil penilaian self
assessment TKT untuk semester II 2015 dan upaya-upaya
yang dapat dilakukan untuk perbaikan.
2. Dalam rapat tanggal 12 Oktober 2016, Komite TKT telah
membahas mengenai hasil penilaian self assessment
TKT untuk semester I 2016 dan upaya-upaya yang
dapat dilakukan untuk perbaikan. Selain itu, rapat juga
membahas inisiatif Satuan Kerja Kepatuhan Terintegrasi
(SKKT), Satuan Kerja Audit Internal Terintegrasi (SKAIT)
dan Satuan Kerja Manajemen Risiko Terintegrasi (SKMRT)
selama tahun 2016.
Tugas dan Tanggung Jawab Komite
A. Mengevaluasi pelaksanaan Tata Kelola Terintegrasi melalui
penilaian :
a) Kecukupan Pengendalian Internal Terintegrasi
1) Melakukan evaluasi bahwa Bank Mandiri
dan Perusahaan Anak telah memiliki sistem
pengendalian internal (internal control system)
terintegrasi yang baku sesuai dengan praktek terbaik
(best practice) yang berlaku melalui kajian atas
Pedoman Tata Kelola Terintegrasi yang diberlakukan
di Bank Mandiri.
2) Melakukan pemantauan dan evaluasi mengenai
efektivitas penerapan pengendalian internal
terintegrasi melalui kajian atas Laporan Berkala dan
Laporan Hasil Pemeriksaan yang dikeluarkan Satuan
Kerja Audit Intern Terintegrasi.
3) Melakukan pertemuan berkala dengan Satuan
Kerja Audit Intern Terintegrasi untuk membahas
hal-hal terkait dengan sistem pengendalian internal
terintegrasi dan pelaksanaannya.
4) Melakukan pemantauan dan mengevaluasi
pelaksanaan tindak lanjut oleh Direksi Bank Mandiri
dan Perusahaan Anak atas hasil temuan Satuan Kerja
Audit Intern Terintegrasi, Kantor Akuntan Publik,
dan hasil pengawasan Otoritas Jasa Keuangan
mengenai kelemahan pada sistem dan pelaksanaan
pengendalian internal terintegrasi.
5) Melaporkan secara berkala atas hasil pemantauan
dan memberi masukan atas hal-hal terkait
pengendalian internal terintegrasi yang perlu
menjadi perhatian Dewan Komisaris Bank Mandiri
dan Perusahaan Anak.
b) Pelaksanaan Fungsi Kepatuhan Secara Terintegrasi
1) Melakukan pemantauan dan evaluasi atas kepatuhan
Bank Mandiri dan Perusahaan Anak terhadap
peraturan perundang - undangan yang berlaku di
bidang Pasar Modal serta peraturan Otoritas Jasa
Keuangan, Bank Indonesia dan peraturan lainnya
yang terkait dengan usaha perbankan, asuransi,
sekuritas dan pembiayaan melalui koordinasi
318
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
dengan Satuan Kerja Kepatuhan Terintegrasi.
2) Mempelajari laporan berkala dan laporan hasil
pemeriksaan yang terkait dengan kepatuhan
terhadap peraturan intern dan ekstern yang
dikeluarkan oleh Satuan Kerja Kepatuhan
Terintegrasi dan auditor eksternal.
3) Melakukan pertemuan berkala dengan Satuan Kerja
Kepatuhan Terintegrasi untuk membahas hal-hal
yang terkait dengan kepatuhan Bank Mandiri dan
Perusahaan Anak terhadap peraturan intern dan
ekstern.
4) Melakukan pemantauan dan mengevaluasi
pelaksanaan tindak lanjut oleh Direksi Bank Mandiri
dan Perusahaan Anak atas hasil temuan Satuan Kerja
Kepatuhan Terintegrasi, Kantor Akuntan Publik, dan
hasil pengawasan Otoritas Jasa Keuangan mengenai
kelemahan pada sistem dan pelaksanaan fungsi
kepatuhan terintegrasi.
5) Melaporkan secara berkala atas hasil pemantauan
dan memberi masukan atas hal-hal terkait dengan
kepatuhan Bank Mandiri dan Perusahaan Anak
terhadap peraturan intern dan ekstern yang perlu
menjadi perhatian Dewan Komisaris Bank Mandiri
dan Perusahaan Anak.
B. Memberikan rekomendasi kepada Dewan Komisaris Bank
Mandiri untuk menyempurnakan Pedoman Tata Kelola
Terintegrasi.
Wewenang Komite Tata Kelola Terintegrasi
Komite Tata Kelola Terintegrasi mempunyai wewenang untuk
melaksanakan hal–hal sebagai berikut :
1. Memberikan pendapat kepada Dewan Komisaris Bank
Mandiri mengenai pelaksanaan Tata Kelola Terintegrasi
melalui penilaian kecukupan pengendalian internal dan
pelaksanaan fungsi kepatuhan secara terintegrasi.
2. Melakukan komunikasi dengan Satuan Kerja Kepatuhan
Terintegrasi dan Satuan Kerja Audit Intern Terintegrasi
untuk memperoleh informasi, klarifikasi serta meminta
dokumen dan laporan yang diperlukan.
Independensi Komite Tata Kelola Terintegrasi
Independensi Komite Tata Kelola Terintegrasi Bank Mandiri
diukur dari kriteria-kriteria berikut ini:
1. Bebas dari hubungan usaha dan hubungan lainnya yang
dapat mempengaruhi keputusan
2. Bukan pemegang saham mayoritas perusahaan atau
pegawai yang berhubungan langsung dengan pemegang
saham mayoritas perusahaan.
3. Bukan Pegawai atau pernah bekerja sebagai eksekutif pada
perusahaan atau anggota perusahaan afiliasi, setidaknya 3
(tiga) tahun sebelum menjadi anggota Komite.
4. Bukan penasihat atau konsultan utama profesional yang
material bagi perusahaan atau perusahaan afiliasi, atau
pegawai yang berhubungan langsung dengan penyedia
jasa, setidaknya 3 (tiga) tahun sebelum menjadi anggota
Komite.
5. Bukan pemasok atau pelanggan utama dari perusahaan
atau perusahaan afiliasi atau pegawai dari/atau yang
berhubungan langsung atau tidak langsung dengan
pemasok atau pelanggan utama.
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
6. Tidak memiliki hubungan perjanjian dengan perusahaan
atau perusahaan afiliasi lainnya sebagai Direksi.
Seluruh anggota Komite Tata Kelola Terintegrasi Bank Mandiri
telah memenuhi kriteria-kriteria tersebut di atas.
Struktur, Keanggotaan dan Keahlian Komite Tata Kelola
Terintegrasi
Sesuai dengan pedoman kerja Komite Tata Kelola Terintegrasi
dikatakan bahwa:
1. Anggota komite sekurang-kurangnya terdiri dari 3 (tiga)
orang.
2. Anggota Komite paling kurang terdiri dari 1 (satu) orang
Komisaris Independen sebagai Ketua merangkap anggota,
1 (satu) orang Pihak Independen yang memiliki keahlian
di bidang keuangan dan 1 (satu) orang Pihak Independen
yang memiliki keahlian di bidang manajemen risiko.
3. Mantan anggota Direksi atau Pejabat Eksekutif Bank atau
pihak-pihak yang mempunyai hubungan dengan Bank yang
dapat mempengaruhi kemampuannya untuk bertindak
independen, tidak dapat menjadi Pihak Independen
sebagai anggota komite pada Bank Mandiri sebelum
menjalani masa tunggu (cooling off ) sebagaimana diatur
dalam ketentuan Bank Indonesia yang berlaku.
4. Anggota Komite yang berasal dari pihak eksternal harus
memenuhi syarat-syarat sebagai berikut:
1. Tidak mempunyai hubungan usaha dengan Bank.
2. Tidak mempunyai hubungan keluarga dengan Direksi,
Komisaris dan Pemegang Saham Pengendali.
5. Memiliki integritas yang tinggi, kemampuan, pengetahuan
dan pengalaman yang memadai dalam bidang tugasnya,
serta memiliki pemahaman di bidang perbankan.
Per 31 Desember 2016, susunan keanggotaan Komite Tata
Kelola Terintegrasi adalah sebagai berikut:
Nama
Jabatan
Dasar Hukum Penunjukan
Abdul Aziz
Ketua (Komisaris Independen)
Aviliani
Anggota (Komisaris
Surat Keputusan
Independen)
Goei Siauw Hong
Anggota (Komisaris DIR/377/2016
Independen)
B.S Kusmulyono
Anggota (Komisaris
Independen)
Direksi Nomor KEP.
Periode dan Masa Jabatan Anggota Komite Tata Kelola
Terintegrasi
Masa Tugas anggota Komite Tata Kelola Terintegrasi yang
berasal dari anggota Dewan Komisaris tidak boleh lebih lama
daripada masa jabatan Komisaris dan dapat diangkat kembali
hanya untuk 1 (satu) periode berikutnya.
Profil Ringkas Komite Tata Kelola Terintegrasi
Sebagian besar Anggota Komite Tata Kelola Terintegrasi juga
merupakan anggota Dewan Komisaris, sehingga profilnya
telah tersaji di bagian Profil Dewan Komisaris pada halaman
xx. Sementara itu, profil anggota dari pihak independen dapat
dilihat sebagai berikut :
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
319
10
Laporan Keuangan
Konsolidasian
Rapat Komite Tata Kelola Terintegrasi
Berdasarkan Peraturan OJK Nomor 18/POJK.03/2014, Komite Tata Kelola Terintegrasi harus melaksanakan rapat paling sedikit 1(satu)
kali setiap semester dan dapat dilaksanakan melalui video Conference.
Rapat Komite Tata Kelola Terintegrasi Bank Mandiri diselenggarakan sekurang-kurangnya sekali dalam 6 (enam) bulan yang
dipimpin oleh Ketua Komite Tata Kelola Terintegrasi dan dianggap sah apabila dihadiri paling kurang 51 % dari jumlah anggota
termasuk seorang Komisaris Independen Bank Mandiri dan Pihak Independen. Rekomendasi Rapat dilakukan berdasarkan
Musyawarah Mufakat. Perbedaan pendapat (dissenting opinion) yang terjadi dalam rapat komite wajib dicantumkan secara
jelas dalam risalah rapat beserta alasan perbedaan pendapat tersebut. Rapat Komite Tata Kelola Terintegrasi selanjutnya harus
dituangkan dalam risalah rapat yang ditanda tangani oleh seluruh anggota yang hadir serta didokumentasikan dengan baik.
12 Feb
Presentasi dan Penjelasan Hasil Self Assessment Tata Kelola Terintegrasi
Semester II 2015
B. S. Kusmulyono
Goei Siauw Hong
Aviliani
Abdul Aziz
Agenda Rapat
Tanggal Rapat
Frekuensi Rapat dan Tingkat Kehadiran Komite Tata kelola Terintegrasi
Sepanjang tahun 2016, Komite Tata Kelola Terintegrasi telah menyelenggarakan Rapat sebanyak 2 kali dengan tingkat kehadiran
anggota Komite sebagai berikut:
√
√
√
√
√
√
√
√
Presentasi Kinerja Perusahaan Anak Perusahaan Tahun 2015 yaitu Bank Syariah
Mandiri, Mandiri Sekuritas dan Mandiri Manajemen Investasi
12 Okt
Hasil Penilaian Tata Kelola Terintegrasi Semester I 2016
Pelaksanaan Tugas dan Tanggung Jawab Komite TKT
Jumlah Rapat
Persentase Kehadiran
2
2
2
2
100%
100%
100%
100%
Pendidikan dan/atau Pelatihan Anggota Komite Tata Kelola Terintegrasi
Pendidikan dan/atau Pelatihan Anggota Komite Tata Kelola Terintegrasi
Pendidikan dan/atau pelatihan Anggota Komite yang merupakan anggota Dewan Komisaris dapat dilihat di bagian profil Dewan
Komisaris pada halaman xx.
Pernyataan Adanya Pedoman Komite Tata Kelola Terintegrasi
Dalam menjalankan tugas dan tanggung jawabnya, Komite Tata Kelola Terintegrasi Bank Mandiri berpegang pada pedoman kerja
yang ditetapkan di tahun 2016 berdasarkan Keputusan Nomor KEP.KOM//004/2016 tanggal 19 Oktober 2016. Pedoman kerja
tersebut mengatur hal-hal di antaranya terkait tugas, wewenang dan tanggung Jawab Komite serta penyelenggaraan Rapat Komite.
Penghasilan Anggota Komite Tata Kelola Terintegrasi
Peraturan Menteri BUMN Nomor: PER-12/MBU/2012 tentang Organ Pendukung Dewan Komisaris/Dewan Pengawas Badan Usaha
Milik Negara mengatur terkait penghasilan anggota Komite Tata Kelola Terintegrasi berupa honorarium maksimal sebesar 20%
(dua puluh persen) dari gaji Direktur Utama Perusahaan, dengan ketentuan pajak ditanggung perusahaan dan tidak diperkenankan
menerima penghasilan lain selain honorarium tersebut. Anggota Dewan Komisaris yang menjadi Ketua/anggota Komite Tata Kelola
Terintegrasi tidak diberikan penghasilan tambahan dari jabatan tersebut kecuali untuk anggota komite yang berasal dari pihak luar
(Pihak Independen) diberi honorarium bulanan yang jumlahnya ditetapkan oleh Dewan Komisaris
Tindak Lanjut Pelaksanaan Kegiatan Komite Tata Kelola Terintegrasi
1. Unit Kerja terkait melaksanakan rekomendasi pada Rapat Komite 12 Februari 2016 antara lain untuk meningkatkan inisiatif
dari pelaksanaan tugas dan tanggung jawab SKKT, SKAIT dan SKMR.
2. Dalam Rapat Komite TKT tanggal 12 Oktober 2016 melaporkan mengenai inisiatif yang telah selesai dan masih on progress
dari pelaksanaan tugas dan tanggung jawab SKKT, SKAIT dan SKMRT dan membahas action plan untuk menghadapi tahun
2017.
320
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Rekomendasi Komite Tata Kelola Terintegrasi
Setelah melakukan pembahasan mengenai tindak lanjut pelaksanaan Tata Kelola Terintegrasi, Komite TKT sepakat akan
mengadakan rapat untuk membahas progres dari pelaksanaan tugas dan tanggung jawab Komite TKT, termasuk pelaksanaan tugas
dan tanggung jawab organ Tata Kelola Terintegrasi lain yaitu SKKT, SKAIT dan SKMRT.
PENGANGKATAN DAN PEMBERHENTIAN ANGGOTA KOMITE TATA KELOLA TERINTEGRASI
Ketua dan anggota Komite Tata Kelola Terintegrasi diangkat dan diberhentikan oleh Dewan Komisaris dan dilaporkan kepada RUPS.
Anggota Komite Tata Kelola Terintegrasi dapat berhenti atau diberhentikan meskipun jabatannya belum berakhir, apabila:
1) Mengundurkan diri.
2) Kehilangan kewarganegaraan.
3) Meninggal dunia.
4) Melakukan sesuatu yang bersifat merugikan Bank.
5) Melanggar atau tidak memenuhi persyaratan sebagai anggota Komite Tata Kelola Terintegrasi, sebagaimana diatur dalam
Peraturan Bank Indonesia.
6) Tidak dapat melaksanakan tugas dan tanggungjawabnya yang dinyatakan oleh Dewan Komisaris.
Anggota Komite Tata Kelola Terintegrasi yang merupakan anggota Dewan Komisaris berhenti dengan sendirinya apabila masa
jabatannya sebagai Dewan Komisaris berakhir.
PENILAIAN KINERJA KOMITE DI BAWAH DEWAN KOMISARIS
Evaluasi dan penilaian kinerja Komite di bawah Dewan Komisaris dilakukan setiap satu tahun dengan menggunakan metode yang
ditetapkan Dewan Komisaris. Pelaksanaan kegiatan dan kinerja Komite-komite di bawah Dewan Komisaris senantiasa dievaluasi dan
dinilai oleh Dewan Komisaris untuk kepentingan peningkatan efektivitas pelaksanaan kegiatan dan kinerja Komite- komite di tahun
yang akan datang.
Sekretaris Dewan Komisaris
Dengan merujuk pada Peraturan Menteri BUMN Nomor: PER-12/MBU/2012 tentang Organ Pendukung Dewan Komisaris/Dewan
Pengawas Badan Usaha Milik Negara, Dewan Komisaris dapat membentuk Sekretariat Dewan Komisaris yang dipimpin oleh
Sekretaris Dewan Komisaris yang bertugas membantu kelancaran kegiatan adminitrasi pelaksanaan tugas dan tanggung jawab
Dewan Komisaris. Sekretaris Dewan Komisaris (Sekdekom) berasal dari luar Perusahaan yang diangkat dan diberhentikan oleh serta
bertanggung jawab kepada Dewan Komisaris.
Tugas dan Tanggung Jawab Sekretaris Dewan Komisaris
Berdasarkan Pedoman Kerja yang tertuang dalam Surat Keputusan No.xx tanggal xx, Sekretaris Dewan Komisaris memiliki tugas dan
tanggung jawab sebagai berikut:
1. Mempersiapkan segala keperluan rapat, mulai dari penyediaan material rapat sampai pembuatan risalah rapat.
2. Secara berkala menjamin ketersediaan informasi yang dibutuhkan Dewan Komisaris dalam proses pengambilan keputusan
maupun informasi yang dibutuhkan,
3. Membantu Dewan Komisaris dalam hal penyusunan laporan-laporan serta Rancangan Rencana Kerja dan Anggaran Tahunan.
Profil Sekretaris Dewan Komisaris
Sekretaris Dewan Komisaris saat ini dijabat oleh Dini Desvalina yang diangkat berdasarkan Surat keputusan Dewan Komisaris
No. 001/2016. Berikut profil singkatnya.
Dini Desvalina Warga Negara Indonesia, 31 tahun
Periode Jabatan : 13 Januari 2016 - sekarang
Riwayat Pendidikan
· S2, Manajemen Keuangan Syariah,
Magister Manajemen Universitas
Indonesia. Lulus Tahun 2013
· S1, Akuntansi, Universitas Indonesia.
Lulus tahun 2009
· D3 Akuntansi, Sekolah Tinggi Akuntansi
Negara (STAN). Lulus tahun 2006
Riwayat Pekerjaan
· Analis Keuangan Kementerian BUMN tahun
2007
· Kepala Subbidang Usaha Logistik dan
Kawasan Industri IIb Kementerian BUMN
tahun 2014
· Kepala Subbagian Reformasi Birokrasi
Kementerian BUMN Tahun 2015 sampai
dengan sekarang
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
321
10
Laporan Keuangan
Konsolidasian
Laporan Singkat Pelaksanaan Tugas Sekretaris Dewan Komisaris
Sekretaris Dewan Komisaris telah menyusun pokok-pokok program kerja tahun 2015 sebagai berikut:
1. Menyiapkan dan menyusun bahan serta mengkoordinasikan rapat terkait pemantauan, evaluasi dan pemberian masukan atas
pelaksanaan kebijaksanaan strategis Bank dalam Corporate Plan tahun 2016 – 2020, Rencana Bisnis Bank (RBB) tahun 2016 –
2018, dan RKAP Tahun 2016 dengan memperhatikan aspek likuiditas, NPL, pencapaian market share, nilai kapitalisasi pasar dan
profitabilitas;
2. Menyiapkan dan menyusun bahan serta mengkoordinasikan rapat terkait pengawasan dan pemberian masukan atas
kebijakan dan strategi Direksi/Manajemen dalam rangka pelaksanaan sasaran strategis dalam RKAP tahun 2016 dan program
pengembangan bisnis;
3. Menyiapkan dan menyusun bahan serta mengkoordinasikan rapat terkait pemantauan dan pemberian masukan/saran kepada
Direksi dalam pelaksanaan program pengembangan perusahaan non organik;
4. Menyiapkan dan menyusun bahan serta mengkoordinasikan rapat terkait pemantauan program pengembangan infrastruktur
(IT dan non IT), Human Capital serta legal yang berkesinambungan sesuai dengan strategi bisnis dan kapasitas Bank;
5. Menyiapkan dan menyusun bahan serta mengkoordinasikan rapat terkait pemantauan pelaksanaan prinsip-prinsip Good
Corporate Governance, Compliance dan Risk Management secara terintegrasi dengan perusahaan anak;
6. Menyiapkan dan menyusun bahan serta mengkoordinasikan rapat terkait pemantauan dan evaluasi atas perencanaan dan
pelaksanaan audit / internal control system lainnya serta pemantauan atas tindak lanjut hasil audit / pemeriksaan lainnya,
termasuk perusahaan anak perusahaan anak;
7. Menyiapkan dan mengkoordinasikan rapat terkait pelatihan dalam rangka penyegaran dan menambah wawasan dibidang Risk
Management dan lain-lain untuk Dewan Komisaris;
8. Menyiapkan dan mengkoordinasikan kunjungan lapangan bagi Dewan Komisaris;
9. Menyusun konsep penyempurnaan Tata Tertib Dewan Komisaris untuk disesuaikan dengan Peraturan perundang-undangan
terkini.
Sekretaris Dewan Komisaris menggunakan program kerja ini sebagai pedoman dalam menjalankan tugasnya dalam rangka
mendukung dan memperlancar program kerja Dewan Komisaris. Di luar program kerja dimaksud Sekretaris Dewan Komisaris
Dewan juga melaksanakan tugas lain untuk memperlancar tugas pengawasan dan pemberian nasihat yang dilakukan oleh Dewan
Komisaris.
Komite di Bawah Direksi
Dalam rangka mendukung efektifitas pelaksanaan tugas dan tanggung jawab Direksi, Bank Mandiri membentuk komite-komite
yang bertanggung jawab langsung kepada Direksi dan secara kolektif memberikan asistensi tertentu yang memerlukan keahlian
yang lebih spesifik.
Sampai saat ini, Bank Mandiri memiliki Komite di bawah Direksi atau disebut juga Komite Eksekutif sebanyak xx Komite.
Assets & Liabilities Committee (ALCO)
ALCO bertugas menjalankan fungsi penetapan strategi pengelolaan assets & liabilities, penetapan suku bunga dan likuiditas, serta
hal-hal lain yang terkait dengan pengelolaan assets & liabilities Perseroan.
322
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Struktur dan Keanggotaan ALCO
Berdasarkan keputusan Direksi tanggal xxx No.KEP.DIR/xx/201x tentang Assets & Liabilities Committee, susunan anggota Assets and
Liabilities Committee (ALCO) adalah sebagai berikut:
Susunan Anggota Assets & Liabilities Committe (ALCO)
Ketua
Direktur Utama
Sekretaris
Group Head Market Risk
Sekretaris (Alternate II)
Group Head Treasury
Anggota Tetap Dengan Hak
Suara (Permanent Voting
Member)
Anggota Tetap Dengan Hak Suara (Permanent Voting Member):
1.Direktur Utama
2. Wakil Direktur Utama
3. Direktur Finance & Treasury
4. Direktur Commercial Banking
5. Direktur Corporate Banking
6. Direktur Retail Banking
7. Direktur Distributions
8. Direktur Digital Banking & Technology
9. SEVP Wholesale Risk
10. SEVP Retail Risk
11. SEVP Special Asset Management
12. SEVP Corporate Banking
13. PE Digital Banking & Technology
Anggota Tidak Tetap Dengan Hak Suara (Non-Permanent Voting Member):
Anggota Direksi/SEVP terkait materi yang hadir sebagai undangan.
Anggota Tetap Tanpa Hak Suara (Permanen Non-Voting Members):
Direktur Risk Management & Compliance* atau Group Head Compliance atau pejabat Compliance Group
yang ditunjuk.
*) Dalam hal materi yang dibahas pada Komite merupakan materi yang diusulkan oleh SEVP Internal Audit,
maka SEVP Internal Audit bertindak sebagai Voting Member.
Periode dan Masa Jabatan Anggota Komite ALCO
Apabila dikemudian hari terdapat perubahan struktur organisasi Perseroan, maka keanggotaan komite tidak berubah, sepanjang
pembidangan sesuai stuktur organisasi baru tersebut masih tercakup dalam bidang tugas anggota komite. Selain itu anggota
komite ALCO yaitu Direksi atau SEVP akan berakhir masa jabatannya sebagai anggota Komite seiring dengan berakhirnya masa
jabatannya sebagai Direksi atau SEVP.
Pernyataan Independensi Komite ALCO
Anggota Komite ALCO senantiasa bertindak independen dalam menjalankan tugasnya. Independensi tersebut memiliki arti bebas
dari benturan kepentingan yang dapat mengganggu pelaksanaan tugas dan tanggung jawabnya.
Tugas, Wewenang dan Tanggung Jawab ALCO
Tugas, wewenang dan tanggung jawab ALCO adalah mencakup sebagai berikut:
1. Menetapkan, mengembangkan dan mengkaji ulang strategi pengelolaan assets & liabilities.
2. Mengevaluasi posisi assets & liabilities Perseroan sesuai dengan tujuan pengelolaan risiko likuiditas, suku bunga dan nilai tukar.
3. Mengevaluasi posisi Perseroan dan strategi Assets & Liabilities Management (ALM) guna memastikan bahwa hasil risk taking
position Perseroan telah konsisten dengan tujuan pengelolaan risiko suku bunga, likuiditas dan nilai tukar.
4. Melakukan evaluasi/kaji ulang pricing aktiva dan pasiva untuk memastikan pricing tersebut dapat mengoptimalkan hasil
penanaman dana meminimumkan biaya dana dan memelihara struktur neraca Perseroan sesuai dengan strategi ALM Perseroan.
5. Melakukan evaluasi/kaji ulang deviasi antara realisasi dengan proyeksi anggaran dan rencana bisnis Perseroan.
6. Membahas dan menetapkan batasan liquidity management, gap management, pricing management, dan FX management.
7. Menetapkan metodologi fund transfer pricing.
8. Membahas dan menetapkan hal-hal lain yang bersifat lingkup ALM termasuk perusahaan anak/entitas yang berada di bawah
pengendalian Perseroan.
Namun demikian, ALCO tidak memiliki kewenangan untuk bertindak mewakili Perseroan dalam hal pengikatan atau
penandatanganan perjanjian dengan pihak ketiga, dimana seluruh tindakan untuk dan atas nama Perseroan harus dilakukan sesuai
dengan ketentuan Anggaran Dasar Perseroan.
Profil Ringkas Anggota ALCO
Profil anggota Komite ALCO yang merupakan anggota Direksi dapat dilihat di bagian Profil Direksi pada halaman 78-83.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
323
10
Laporan Keuangan
Konsolidasian
Sedangkan profil anggota Komite ALCO yang merupakan SEVP adalah sebagai berikut:
Riyani T. Bondan
Warga Negara Indonesia, 55 tahun
Berdomisili di Jakarta
Dasar Penunjukan:
Diangkat sebagai Senior Executive Vice President Retail Risk Bank
Mandiri melalui Keputusan Direksi No. KEP.DIR/093/2015 tanggal 26
Maret 2015.
Riwayat Pendidikan
· Sarjana dari Institut Pertanian Bogor (1984)
· Master dari University of Illinois, Urbana Champaign (1994)
Seminar dan Pelatihan:
· Strategic for Leadership di Lausanne (2010)
· IIA International Conference di Atlanta (2010)
· Leverage Finance Asia Conference di Hongkong (2008)
· Specialized Corporate Credit di Shanghai (2008)
· Advanced Corporate Credit Workshop di New York (2006)
· Human Performance Improvement di Athena (2004)
Riwayat Pekerjaan
· Senior Executive Vice President Internal Audit di Bank Mandiri
(2015)
· Group Head Learning Center di Bank Mandiri (2005)
· Group Head Retail Credit Risk Approval di Bank Mandiri (2002)
· Kepala Bagian Commercial Credit III di Bank Mandiri (20002001)
· Group Head Corporate & Commercial Credit di Bank Mandiri
· Executive Secretary to President Director di Bank Exim (19971999)
· Kepala Seksi Biro Korporasi di Bank Exim(1994)
· Analis Kredit pada Biro Kredit Perkebunan DI Bank Ekspor
Impor Indonesia (Bank Exim) (1987)
Kepas Antoni Manurung
Warga Negara Indonesia, 55 tahun
Berdomisili di Jakarta
Dasar Penunjukan:
Diangkat menjadi SEVP Wholesale Risk melalui Keputusan Direksi No.
KEP.DIR/094/2015 tanggal 26 Maret 2015
Riwayat Pendidikan
· Master di bidang Manajemen dari Universitas Gajah Mada
(1997)
· Master di bidang Manajemen dari IPPM (1989)
· Sarjana di bidang Agronomi dari Institut Pertanian Bogor
(1984)
Riwayat Pekerjaan
· Group Head Corporate Risk I (2013)
· PKMK Risk Management di Commercial Risk Group
(2011)
· Regional Risk Manager di Commercial Risk Group
(2007-2010)
· Department Head – Credit Policy (2006)
· Professional Staff Portofolio & Operational Risk
Management (2001)
· Group Head CRM-Retail KUK Region 3 & 6 (1999)
· Senior Officer CRM-Retail KUK Region 3 (1999)
Seminar dan Pelatihan:
· Wholesale Bankers Program 2014
· Seminar Green Banking (AFD) (2014)
· Mandiri New Horizon Workshop (2013)
· Workshop Great Leader Program (2012)
· Sertifikasi Kompetensi Manajemen Risiko (2011)
· Training Great Leader Program Phase III (2011)
· Workshop 4DX – Direktorat Risk Management (2011)
· Training Service Mindset (2010)
Toni Eko Boy Subari
Warga Negara Indonesia, 52 tahun
Berdomisili di Jakarta
Dasar Penunjukan:
Diangkat menjadi SEVP Special Asset Management melalui Keputusan
Direksi No. KEP.DIR/xx/2015 tanggal xx
Riwayat Pendidikan
· Sarjana di bidang Teknologi Industri Pertanian dari Institut
Pertanian Bogor (1988)
Seminar dan Pelatihan:
· Mandiri Club Senior Risk Forum (2016)
· Quickwin Trn Plan Wave II: Entrepreneural (2015)
· Wholesale Bankers Summit (2014)
· Euromoney Corporate Valuations-Techniques & Mode
(2009)
Riwayat Pekerjaan
· Corporate Banking Manager Medan (2009· Client Service Team Manager (2008-2009)
· Senior Recovery Manager (2003-2008)
· MGR:Credit Recovery Officer (2001-2003)
· MGR:Senior Officer (1999-2001)
· Kepala Tim Cabang Madya (1996-1999)
· WPT Banda Aceh (1993-1996)
· WDS Tarakan (1990-1993)
· Non PJB Urusan Wilayah II (1989-1990)
· CAPEG Urusan Wilayah II (1989)
324
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Rapat ALCO
Rapat ALCO Bank Mandiri diselenggarakan sekurang-kurangnya 3 (tiga) kali dalam satu tahun atau setiap waktu bilamana
dipandang perlu atas permintaan seorang atau lebih anggota komite dengan hak suara (Voting Member) atau atas permintaan
Direksi atau atas usulan tertulis dari unit kerja terkait dengan menyampaikan materi yang akan dibahas dan berkoordinasi dengan
Sekretaris Komite
Frekuensi Rapat dan Tingkat Kehadiran ALCO
Sepanjang tahun 2016, Komite ALCO telah menyelenggarakan Rapat sebanyak 12 kali dengan tingkat kehadiran anggota Komite
sebagai berikut:
Sebelum Reorganisasi
No.
Nama
Anggota Tetap Dengan Hak Suara
1
Budi G. Sadikin
2
Sulaiman A. Arianto
3
Kartika Wirjoatmodjo
4
Kartini Sally
5
Royke Tumilaar
6
Pahala N. Mansury
7
Tardi
8
Hery Gunardi
9
Sentot A. Sentausa
10
Riyani T. Bondan
11
Rico Usthavia Frans
12
Kepas Antoni Manurung
Anggota Tetap Tanpa Hak Suara
13
Ahmad Siddik Badruddin
Jumlah
Rapat
Kehadiran
Ketidakhadiran
3
3
3
3
3
3
3
3
3
3
3
3
1
3
3
2
2
2
2
2
2
2
2
3
2
0
0
1
1
1
1
1
1
1
1
0
33%
100%
100%
67%
67%
67%
67%
67%
67%
67%
67%
100%
3
3
0
100%
% Kehadiran
Setelah Reorganisasi
No.
Nama
Anggota Tetap Dengan Hak Suara
1
Kartika Wirjoatmodjo
2
Sulaiman A. Arianto
3
Pahala N. Mansury
4
Royke Tumilaar
5
Hery Gunardi
6
Kartini Sally
7
Tardi
8
Rico Usthavia Frans
9
Riyani T. Bondan
10
Kepas Antoni Manurung
11
Toni Eko Boy Subari
Anggota Tetap Tanpa Hak Suara
13
Ahmad Siddik Badruddin
Jumlah
Rapat
% Kehadiran
Kehadiran
Ketidakhadiran
7
9
4
3
57%
6
3
67%
9
9
9
9
9
9
9
9
9
8
7
6
4
8
5
8
6
4
1
2
3
5
1
4
1
3
5
89%
78%
67%
44%
89%
56%
89%
67%
44%
9
5
4
56%
Pendidikan dan/atau Pelatihan Anggota Komite ALCO
Pendidikan dan/ atau pelatihan anggota Komite ALCO yang merupakan anggota Direksi dapat dilihat di bagian Profil Direksi pada
halaman xx.
Sedangkan pendidikan dan/atau pelatihan anggota Komite ALCO yang merupakan SEVP dapat dilihat di bagian profil Komite ALCO
diatas.
Laporan Singkat Pelaksanaan Kegiatan Komite ALCO 2016
Sepanjang tahun 2016, Komite ALCO telah melaksanakan kegiatan salah satunya dengan menyelenggarakan rapat dengan
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
07
Tata Kelola
Terintegrasi
06
Tata Kelola
Perusahaan
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
325
10
Laporan Keuangan
Konsolidasian
pembahasan sebagai berikut:
1. Optimalisasi Balance Sheet bertujuan untuk meningkatkan Net Interest Margin (NIM) Bank serta strategi penurunan Cost of
Liabilities dengan risiko yang terukur.
2. Pendanaan
Terkait pendanaan Bank Mandiri, ALCO telah melakukan berbagai kajian yang meliputi:
a. Strategi pengelolaan likuiditas pada kondisi likuiditas pasar yang ketat
b. Strategi penurunan suku bunga dana sebagai tindak lanjut arahan OJK terkait Kredit Single Digit
c. Program Deposit On Call (DOC)
d. Penerbitan Negotiable Certificate of Deposit (NCD)
e. Strategi mengantisipasi kebutuhan likuiditas pada saat libur hari Raya Idul Fitri
f. Penetapan suku bunga Giro
g. Pengelolaan Loan to Funding Ratio (LFR) dan Likuiditas akhir tahun
h. Penetapan strategi atas potensi dana repatriasi Taz Amnesty
3. Kredit
Terkait suku bunga kredit, ALCO melakukan kajian dan mengambil keputusan mengenai:
a. Penetapan Suku Bunga Dasar Kredit (SDBK)
b. Review terkait Fixed Rate Loan
c. Strategi penurunan suku bunga kredit untuk program Kredit Single Digit.
Pernyataan Adanya Pedoman Komite ALCO
Dalam menjalankan tugas dan tanggung jawabnya, Komite ALCO Bank Mandiri mengacu pada Keputusan Direksi No. KEP.
DIR/387/2016 tanggal 2 November 2016 Tentang Assets & Liabilities Committee.
Business Committee (BC)
Business Committee (BC) is a committee established to assist BOD in determining the Company’s integrated business management
strategy, the Company’s products and/or services arrangement and determine strategy and effectiveness of marketing communication
both in wholesale banking and retail banking. Prior to became Business Committee in November 2, 2016, the committee was separated
into two different committee, namely Retail Business Committee (RBC) and Wholesale Business Committee (WBC).
Structure and Membership of BC
Members of BC according to BOD Decree No.KEP.DIR/392/2016 dated November 2, 2016, as follows:
Susunan Anggota Retail Business Committee
Chair
President Director
Secretary (Wholesale
Segment)
Transaction Banking Wholesale Product Group Head
Secretary (Retail Segment)
Consumer Deposits Group Head
Permanent Voting Member
Permanent Voting Member:
1. President Director
2. Vice President Director
3. Finance & Treasury Director
4. Distributions Director
5. Retail Banking Director
6. Commercial Banking Director
7. Digital Banking & Technology Director
8. SEVP Retail Risk
9. SEVP Wholesale Risk
10. SEVP Corporate Banking
Non-Permanent Voting Member:
BOD Members/SEVP Coordinators related to material presented as invitees
Period and Term of Service of the BC Committee Members
If there any changes of organizational structure of the Company in the future, the committee membership remain unchanged, in
term of job descriptions of the corresponding new organizational structure included in the field of duty members of the committee.
The member positioned as Board of Directors or SEVP level shall ended of the services along with the end of his tenure as Directors
or SEVP.
326
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Independency Statement of BC Committee
BC Committee members continue to act independently in performing their duties. The meaningful of independency in term of free
from conflicts of interest that could interfere with the implementation of tasks and responsibilities.
BC Duties, Authorities and Responsibilities
Dalam menjalankan fungsinya, RBC memiliki tugas, wewenang dan tanggung jawab antara lain:
1. Discuss and establish a business strategy of the Company's wholesale segment and the retail segment includes the company's
business strategy of subsidiaries.
2. Discuss, evaluate, and establish business development wholesale segment and the retail segment in an integrated manner,
including product development, business process, tariff, infrastructure facilities and infrastructure as well as supporting
technology marketing communication business.
3. Discuss, evaluate and define business strategies with the Company's anchor client.
4. Monitor and evaluate the performance results of the strategic and business initiatives / projects the wholesale segment and the
retail segment, and
5. To discuss and resolve business issues including strategic alliances between units of the Company and alliances with subsidiaries
or corporate entities under the control of the Company.
6. Delegating authority to designated officials to decide upon and implement the things that are the operational business.
In its capacity as a committee, BC does not have authority to act on behalf of and on behalf of the Company or signed binding
agreements with third parties, which must be done in accordance with the provisions of the Articles of Association.
Members Brief Profile BC
Committee member profile BC which is a member of the Board of Directors can be found on the Profile of Directors on page xx.
The profile of SEVP as member of BC Committee as follows:
Alexandra Askandar
Indonesian Citizen, 47 tahun
Domicile in Jakarta
Legal Standing:
Appointed as SEVP Corporate Banking based on BOD Decree No. KEP.
DIR/138/2016 dated April 11, 2016
Education History
· Master in Finance from Boston University (1999)
· Bachelor in Economics from Universitas Indonesia (1995)
Seminars and Trainings:
· 17th Annual Coaltrans Asia Conference, Bali (2012)
· Team Work Session 4DX, Jakarta (2011)
· Transactional Banking – Level Managerial, Jakarta (2010)
· Transactional Banking – Level Managerial, Jakarta (2010)
· Structuring & Financing Telecom- Euromoney Training
Project, Dubai (2008)
· Competitive Marketing : Strategy and Tac- Michigan
Business Asia, Hong Kong (2008)
· Designing Optimal Capital Structured- Training Center Bank
Mandiri, Jakarta (2007)
· Workshop Corporate Finance for Bank - Learning Center
Group, Jakarta (2006)
· Workhop 14th Asia Petrochemical Summit - Centre for
Management Technology, Hong Kong (2006)
Employment History
· March 2016-present: Senior Executive Vice
President Corporate Banking of Bank Mandiri
· Senior Vice President - Syndication, Oil & Gas Group
of Bank Mandiri (2011-2016)
· Senior Vice President - Syndicated & Structured
Finance Group of Bank Mandiri (2010-2011)
· Vice President – Corporate Banking III of Bank
Mandiri (2006-2008)
· Senior Relationship Manager of Bank Mandiri
(2000-2005)
· Account Manager – Loan Work Out Division of Bank
Mandiri (1999-2000)
· ISO 9000 & 14000 Consultant in PT Surveyor
Indonesia (1996-1997)
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
327
10
Laporan Keuangan
Konsolidasian
Joseph Georgino Godong
Indonesian Citizen, 55 tahun
Domicile in Jakarta
Legal Standing:
Employment History
· Executive Officer in Bank Mega (2014)
Appointed as Chief Technology Officer / SEVP Information & Technology
based on DOC Decree No. KEP.DIR/010/2015 dated January 2, 2015..
· Technology and Operational Director in Bank Mega
(2013-2014)
Education History
· Bachelor Degree from niversitas Trisakti (1986))
· Technology, Operational and Finance Director in
Bank Mega (2010-2013)
Seminars and Trainings:
· Information Technology and Operational Director
in Permata Bank (2008-2009)
·
Compliancy Director in Permata Bank (2008, 20092010)
·
Information Technology and Operational Director
in Permata Bank (2006-2008, 2009)
Profiles of other BC Committee members with a level of SEVP, namely Riyani T. Bondan and Kepas Antoni Manurung available in the
profile of ALCO Committee at page 327.
BC Meetings
The BC of Bank Mandiri conducted meetings at least three times in a year or at certain time if necessary based on request from
at least one of Voting Member or based on BOD request or based on written proposal from related working unit by providing
discussion material and coordinated with Committee Secretary
Meeting Frequency and Attendance Level of BC
In 2016 BC has conducted 12 times of meetings with the attendance level as follows:
No.
Name
Total
Meeting
Attendance
Absence
1
Kartika Wirjoatmodjo
12
4
8
33%
12
12
12
12
12
12
12
12
12
12
9
8
9
7
10
11
9
6
11
8
3
4
3
5
2
1
3
6
1
4
75%
67%
75%
58%
83%
92%
75%
50%
92%
67%
2
1
1
1
1
1
1
50%
100%
100%
12
12
Voting Member
2
Sulaiman A. Arianto
3
Pahala N. Mansury
4
Royke Tumilaar
5
Hery Gunardi
6
Tardi
7
Kartini Sally
8
Rico Usthavia Frans
9
Riyani T. Bondan
10
Kepas Antoni Manurung
11
Alexandra Askandar
Non-Permanent Voting Member
1
Toni Eko Boy Subari
2
Ogi Prastomiyono
3
Joseph Georgino Godong
Permanent Non-Voting Member
1
Ahmad Siddik Badruddin
% Attendance
100%
Education and/or Training of BC Members
Education and/or training of BC Committee members positioned as BOB available in the section of BOD profile in page 78-83.
Education and/or training of BC Committee members positioned as SEVP available in the section of ALCO Committee profile (Riyani
T. Bondan and Kepas Antoni Manurung) in BC Committee profile in page 327.
328
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Report of 2016 BC Activities
BC has conducted several meeting activities, with the agenda as follows:
1. Management Limit Astra Group
2. Management Limit Salim Group
3. Management Limit Gama Group
4. Management Limit Incasi Group
5. Management Limit Ciputra Group
6. Management Limit Pertamina Group
7. Management Limit Pupuk Indonesia Group
8. Management Limit Sungai Budi Group
9. Recovery Credit and Waivers of Interest and Penalty Program
10. Management Limit Gudang Garam Group
11. Management Limit Permata Hijau Group
12. Management Limit PLN Group
13. Anchor Clients Commercial Banking
14. Management Limit Djarum Group
15. Management Limit Pembangunan Perumahan Group
16. Export Money Order Document Takeover Simplification Based on Region LC/SKBDN
17. Management Limit Wilmar Group
18. Management Limit Republik Indonesia Group
19. Revisi Management Limit PLN Group
20. Management Limit PGN Group
21. Management Limit Teladan Group
22. Management Limit Semen Indonesia Group
23. Management Limit Pelindo II Group
24. Management Limit Pelindo III Group
25. 1st Semester Performance Expose of MUF of 2016 and Limit Extension Proposal of MKK
26. Cobranding and Loyalty Card Cooperation Plan with Pertamina
27. Leads Management System Implementation
28. Account Strategy ASML Group (Argyle Street Management Limited)
29. Leads Management System
30. Treasury Line Management
31. IT Strategic Initiative of 2017
32. Bank @work
33. Appointment of Anchor Clients Commercial Banking
34. Ebiz Financing
35. Account Strategy Astra Group
36. Account Strategy Salim Group
37. Product Manual Revision Proposal of Mandiri Working Kapital Credit
38. New Approach Small Business Retail – Mandiri KUK
Statement of BC Committee Code of Conduct
In pertaining its duties and responsibilities, Bank Mandiri BC Committee refers to BOD Decree No. KEP.DIR/392/2016 dated
November 2, 2016 regarding Business Committee.
Structure and Membership of RBC
Members of RBC according to BOD Decree No. KEP.DIR/35/2015 dated January 15, 2015, as follows:
Ketua
Sekretaris
Sekretaris Pengganti
Anggota Tetap Dengan
Hak Suara (Permanent
Voting Member)
Direktur Utama
Group Head Consumer Deposits
Group Head Value Chain Solution (Alternate)
Anggota Tetap Dengan Hak Suara (Permanent Voting Member):
1. Direktur Utama
2. Direktur Consumer Banking
3. Direktur Micro & Business Banking
4. Direktur Distributions
5. SEVP Transaction Banking
6. SEVP Retail Risk
7. SEVP Chief Technology Officer
Anggota Tidak Tetap Dengan Hak Suara (Non-Permanent Voting Member):
Anggota Direksi/SEVP terkait materi yang hadir sebagai undangan.
Anggota Tetap Tanpa Hak Direktur Risk Management & Compliance*) atau Group Head Compliance atau pejabat Compliance Group yang
Suara (Non-Permanent ditunjuk
Voting Member)
*) Dalam hal Direktur Risk Management & Compliance berhalangan hadir tidak melebihi 7 (tujuh) hari kerja
berturut-turut (berhalangan sementara), maka fungsi Direktur Kepatuhan dapat didelegasikan kepada Group
Head Compliance atau pejabat Compliance Group yang ditunjuk.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
07
Tata Kelola
Terintegrasi
06
Tata Kelola
Perusahaan
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
329
10
Laporan Keuangan
Konsolidasian
Period and Term of Service of the RBC Committee Members
If there any changes of organizational structure of the Company in the future, the committee membership remain unchanged, in
term of job descriptions of the corresponding new organizational structure included in the field of duty members of the committee.
The member positioned as Board of Directors or SEVP level shall ended of the services along with the end of his tenure as Directors
or SEVP.
Independency Statement of RBC Committee
RBC Committee members continue to act independently in performing their duties. The meaningful of independency in term of free
from conflicts of interest that could interfere with the implementation of tasks and responsibilities.
Profil Members Brief Profile RBC
Profil Committee member profile RBC which is a member of the Board of Directors can be found on the Profile of Directors on page
xx.
Profile of RBC Committee members positioned as SEVP of Riyani T. Bondan available in the section of ALCO Committee in page xx
and Josep G. Godong available in the section of BC Committee profile in page 331.
Meeting Frequency and Attendance Level of RBC
In 2016 RBC has conducted 4 times of meetings with the attendance level as follows:
Nama
Jumlah Rapat
Kehadiran
Ketidakhadiran
% Kehadiran
Budi G. Sadikin
4
0
4
0
Hery Gunardi
4
2
2
50
Tardi
4
1
3
25
Sentot A. Sentausa
4
3
1
75
Rico Usthavia Frans
4
3
1
75
A. Siddik Badruddin
4
4
0
100
Riyani T. Bondan
4
3
1
75
Joseph G. Godong
4
4
0
100
Mustaslimah
4
3
1
75
Kartini Sally
1
1
0
100
Ogi Prastomiyono
1
1
0
100
Education and/or Training of RBC Members
Education and/or training of RBC Committee members positioned as BOB available in the section of BOD profile in page 78-83.
Education and/or training of RBC Committee members positioned as SEVP of Riyani T. Bondan available in the section of ALCO
Committee in page xx and Josep G. Godong available in the section of BC Committee profile in page 331.
Report of 2016 BC Activities
BC has conducted several routine, strategic and adhoc meeting activities, with the agenda as follows:
1. Strategic:
a. Mandiri Ebiz
b. E-commerce Strategy Update
c. Micro Risk Management Update
d. Wealth Management System Digital Platform
e. SME Digital Solutions Update
f. Micro operating platform)
1. Adhoc:
a. EDC & Branchless Banking Dili Update
b. Bundling Retail Product for client tiering corporate banking
c. KPR, KTA & Kartu Kredit Acceleration Process Proposal
d. Solution for Settlement Consumer Credit Debtors with covers from 3 non-operating insurance
e. KLN Dili Credit Process Review
330
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Statement of BC Committee Code of Conduct
In pertaining its duties and responsibilities, Bank Mandiri BC Committee refers to BOD Decree No. KEP.DIR/35/2015 dated January
15, 2015 regarding Retail Business Committee.
Wholesale Business Committee (WBC)
Wholesale Business Committee (WBC) adalah komite eksekutif yang bertugas menetapkan strategi pengelolaan bisnis Perseroan
secara terintegrasi, pengaturan produk dan/atau aktivitas Perseroan serta penetapan strategi dan efektifitas marketing
communication untuk segmen wholesale banking.
Structure and Membership of WBC
Members of WBC according to BOD Decree No. KEP.DIR/34/2015 dated January 15, 2015, as follows:
Ketua
Wakil Direktur Utama
Sekretaris
Group Head Transaction Banking Product Development
Sekretaris Pengganti
Group Head Transaction Banking Sales (Alternate)
Anggota Tetap Dengan Hak Suara (Permanent Anggota Tetap Dengan Hak Suara (Permanent Voting Member):
Voting Member)
1. Wakil Direktur Utama/Deputy Group CEO
2. Direktur Corporate Banking
3. Direktur Commercial Banking
4. Direktur Treasury & Markets
5. SEVP Transaction Banking
6. SEVP Wholesale Risk
Anggota Tidak Tetap Dengan Hak Suara (Non-Permanent Voting Member):
Anggota Direksi/SEVP terkait materi yang hadir sebagai undangan.
Anggota Tetap Tanpa Hak Suara (Non-Permanent Direktur Risk Management & Compliance*) atau Group Head Compliance atau pejabat
Voting Member)
Compliance Group yang ditunjuk
*) Dalam hal Direktur Risk Management & Compliance berhalangan hadir tidak
melebihi 7 (tujuh) hari kerja berturut-turut (berhalangan sementara), maka fungsi
Direktur Kepatuhan dapat didelegasikan kepada Group Head Compliance atau pejabat
Compliance Group yang ditunjuk.
Period and Term of Service of the WBC Committee Members
If there any changes of organizational structure of the Company in the future, the committee membership remain unchanged, in
term of job descriptions of the corresponding new organizational structure included in the field of duty members of the committee.
The member positioned as Board of Directors or SEVP level shall ended of the services along with the end of his tenure as Directors
or SEVP.
Independency Statement of WBC Committee
BC Committee members continue to act independently in performing their duties. The meaningful of independency in term of free
from conflicts of interest that could interfere with the implementation of tasks and responsibilities..
Members Brief Profile WBC
Committee member profile WBC which is a member of the Board of Directors can be found on the Profile of Directors on page 78-83.
Profile of RBC Committee members positioned as SEVP of Riyani T. Bondan available in the section of ALCO Committee in page xx
and Josep G. Godong available in the section of BC Committee profile in page 331.
WBC Meetings
The WBC of Bank Mandiri conducted meetings at least three times in a year or at certain time if necessary based on request from
at least one of Voting Member or based on BOD request or based on written proposal from related working unit by providing
discussion material and coordinated with Committee Secretary. Committee meetings may be held if they meet the quorum of
presence, which was attended by more than ½ (one half) of the number of members of the Permanent Voting Member. For director/
SEVP duplicate is only calculated for the Main posts.
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
06
Tata Kelola
Perusahaan
07
Tata Kelola
Terintegrasi
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
331
10
Laporan Keuangan
Konsolidasian
Meeting Frequency and Attendance Level of WBC
In 2016 WBC has conducted 4 times of meetings with the attendance level as follows:
No.
Nama
1
Budi G. Sadikin
Anggota Tetap Dengan Hak Suara
1
Sulaiman A. Arianto
2
Royke Tumilaar
3
Kartini Sally
4
Pahala N. Mansury
5
Rico Usthavia Frans
6
Kepas Antoni Manurung
Anggota Tidak Tetap Dengan Hak Suara
1
Ogi Prastomiyono
2
Kartika Wirjoatmodjo
3
Joseph Georgino Godong
Anggota Tetap Tanpa Hak Suara
1
Ahmad Siddik Badruddin
Jumlah
Rapat
4
kehadir
1
4
4
4
4
4
4
4
2
4
2
3
4
2
1
1
2
1
1
4
3
Ketidakhadiran
3
2
2
1
% kehadiran
25%
100%
50%
100%
50%
75%
100%
100%
100%
100%
1
75%
Education and/or Training of WBC Members
Education and/or training of WBC Committee members positioned as BOB available in the section of BOD profile in page 78-83.
Education and/or training of WBC Committee members positioned as SEVP of Kepas Antoni Manurung available in the section of
ALCO Committee in page xx and Josep G. Godong available in the section of BC Committee profile in page 327
Brief Report of WBC Activities in 2016
1. Business Bond Potential, Automotive Sector Potential and Sinarmas Group Business Updates
2. Changes on Bank Guarantee Manual Product
3. Re-Engineering Credit Process
4. MP Mandiri Deposit Swap Approval.
5. Upgrade MIS Tools and MCM System Initiative
Statement of BC Committee Code of Conduct
In pertaining its duties and responsibilities, Bank Mandiri BC Committee refers to BOD Decree No. KEP.DIR/34/2015 dated January
15, 2015 regarding Wholesale Business Committee.
Risk Management Committee (RMC)
Risk Management Committee (RMC) is an executive committee that responsible in discussion and provide recommendation of
policy and procedure except of human capital and reviewing and managing entire the Company’s risks profile.
Struktur dan Keanggotaan RMC
Berdasarkan keputusan Direksi No.KEP.DIR/388/2016 tanggal 2 November 2016, susunan anggota RMC adalah sebagai berikut:
Chair
Secretary
Alternate Secretary
Permanent Voting Member
Non-Permanent Voting Member
Vice President Director
Group Head Credit Portfolio Risk
Group Head Wholesale Operational Risk (Alternate I)
Permanent Voting Member:
1. Vice President Director
2. Risk Management & Compliance Director
3. Operations Director
4. Finance & Treasury Director
5. SEVP Corporate Transformations
6. SEVP Wholesale Risk
7. SEVP Retail Risk
Non-Permanent Voting Member:
BOD Members/SEVP Coordinators related to material presented as invitees
Group Head Compliance or appointed Compliance Group officer shall attend in
Committee Meeting
332
PT Bank Mandiri (Persero) Tbk | Laporan Tahunan 2016
01
Ikhtisar Utama
02
Laporan Manajemen
03
Sekilas Perusahaan
04
Analisis dan Pembahasan
Manajemen atas Kinerja Perusahaan
05
Tinjauan Fungsi
Pendukung Bisnis
Period and Term of Service of the RMC Committee Members
If there any changes of organizational structure of the Company in the future, the committee membership remain unchanged, in
term of job descriptions of the corresponding new organizational structure included in the field of duty members of the committee.
The member of RMC positioned as Board of Directors or SEVP level shall ended of the services along with the end of his tenure as
Directors or SEVP.
Independency Statement of RMC Committee
RMC Committee members continue to act independently in performing their duties. The meaningful of independency in term of
free from conflicts of interest that could interfere with the implementation of tasks and responsibilities
RMC Duties, Authorities and Responsibilities
Duties, authorities and responsibilities are as follows :
1. Monitoring the risk profile and management of all risks in order to set risk appetite, integrated risk management strategy
and capital adequacy.
2. Establishing methodology, scenarios, including the evaluation of the stress condition in the risk assessment and
contingency plan.
3. Improving the implementation of risk management on a regular basis and incidental to follow up changes in internal and
external conditions that affect capital adequacy and risk profile.
4. Conducting a strategic discussion within the scope of risk management, including subsidiaries.
5. Establishing matters related to business decisions that have special conditions (such as business expansion decision is
significant in comparison with the business plan of the Company are set).
6. Delegating authority to designated officials to decide upon and implement the things that are operational.
In its capacity as a committee, RMC does not have the authority to act on behalf of and on behalf of the Company or signing
agreements with third parties, which must be done in accordance with the provisions of the Articles of Association.
Members Brief Profile RMC
Committee member profile WBC which is a member of the Board of Directors can be found on the Profile of Directors on page xx.
Profile of RMC Committee members positioned as SEVP of Riyani T. Bondan available in the section of ALCO Committee in page xx
and Alexandra Iskandar available in the section of BC Committee profile in page. Profile of Ventje Rahardjo available below:
Ventje Rahardjo
Indonesian Citizen, 62 tahun
Domicile Jakarta
Legal Standing:
Appointed as SEVP Corporate Transformation, previously
known as Change Management, based on BOD Decree No. KEP.
DIR/005/2015 dated January 2, 2015
Education History
Master in Economics from The University of New England,
Australia (1986)
Bachelor in Economics from Universitas Indonesia (1980)
Employment History
• CEO BRI Syariah (2008-2011)
•
Managing Director SME Commercial & Syariah Banking Bank
International Indonesia (2007-2008)
•
Senior Advisor Batasa Tazkia Consulting (2006-2007)
•
Direktur Retail & Micro Banking in BRI (2005-2006)
•
Seminars and Trainings:
• Certified Risk Management in di Amsterdam (2004)
•
• SESPIBANK in Jakarta (1998)
• Advance Course on Banking (1983)
• Advance Management Programme for Overseas Banker (1993)
• Top Management Programme di Manila (1995)
Member of Merger Team and positioned as Commercial Banking
Director in Bank Mandiri (1999-2005)
Analyst and General Manager in Bapindo (1981-1999)
RMC Meetings
The RMC of Bank Mandiri conducted meetings at least three times in a year or at certain time if necessary based on request from
at least one of Voting Member or based on BOD request or based on written proposal from related working unit by providing
333
Laporan Tahunan 2016 | PT Bank Mandiri (Persero) Tbk
07
Tata Kelola
Terintegrasi
06
Tata Kelola
Perusahaan
08
Tanggung Jawab
Sosial Perusahaan
09
Referensi Silang
Kriteria ARA 2015
10
Laporan Keuangan
Konsolidasian
discussion material and coordinated with Committee Secretary.
Meeting Frequency and Attendance Level of RMC
In 2016 RMC has conducted 8 times of meetings and 1 circular with the attendance level of BOC and SEVP as follows:
NO
NAME
TOTAL
Meeting
Attendance
Tidak Hadir
% Kehadiran
PERMANENT VOTING MEMBER
1
Kartika Wirjoatmodjo
2
0
2
2
Sulaiman A. Arianto
8
8
0
100%
3
Ogi Prastomiyono
8
7
1
87.5%
4
Pahala N. Mansury
6
4
2
66.7%
5
Ahmad Siddik Badruddin
8
8
0
100%
0%
6
Riyani T. Bondan
8
7
1
87.5%
7
Ventje Rahardjo
8
5
3
62.5%
8
Kepas Antoni Manurung
8
8
0
100%
NON-PERMANENT VOTING MEMBER
9
Kartini Sally
1
1
0
100%
10
Tardi
1
1
0
100%
11
Alexandra Askandar
1
1
0
100%
PERMANENT NON-VOTING MEMBER
12
Chrisna Pranoto / (Pejabat Compliance)
8
8
0
100%
13
Baban Sudarman
8
7
1
87.5%
Note
Based on AGMS in March 2016, there was changes in Permanent Voting Member positioned as BOD/ Direksi / SEVP of RMC as follows :
BOD / SEVP
Before AGMS in March 2016
After AGMS in March 2016
a. Kartika Wirjoatmodjo
Finance & Strategy Director
President Director
2 times invited as permanent voting member
Based on RMC Decree, President Director not
in January 20, 2016 and March 15, 2016 RMC
Permanent Voting Member of RMC.
Meeting before positioned as President
Director.
b. Pahala N. Mansury
Treasury Director
Finance & Treasury Director
Treasury Director not Permanent Voting
Finance & Strategy Directorate and Treasury
Member of RMC, therefore were not invited as Directirate was reorganized into Finance
permanent voting member in January 20, 2016 & Treasury Directorate. Finance & Treasury
and March 15, 2016 RMC Meeting
Director was invited in 6 times RMC Meeting as
permanent voting member.
Education and/or Training of RMC Members
Education and/or training of RMC Committee members positioned as BOB available in the section of BOD profile in page 78-83.
Education and/or training of RMC Committee members positioned as SEVP available in the section of RMC Committee profile (Kepas
Antoni Manurung) in in page 327.
Statement of RMCCommittee Code of Conduct
In pertaining its duties and responsibilities, Bank Mandiri RMC Committee refers to BOD Decree No. KEP.DIR/388/2016 dated
November 2, 2016 regarding Risk Management Committee.
Report of 2016 RMC Activities
RMC has conducted several meeting activities and resulted decrees, with the agenda