annual report laporan tahunan - bank sulteng 2019.pdf · 2020-05-13 · company profile sumber daya...

Annual Report2019L a p o r a n Ta h u n a n

MEMPERKUAT DAYA SAING DI ERA DIGITALSTRENGTHEN THE COMPETITIVENESS IN DIGITAL ERA

Ikhtisar Data Keuangan PentingSummary of Important Financial Data

Laporan Dewan Komisaris dan DireksiReport Board of Commisioners and Directors

Profil PerusahaanCompany Profile

Sumber Daya ManusiaHuman Resources

Analisis dan Pembahasan Manajemen Atas Kinerja Perusahaan

Management Discussion and Analysis of Company Performance

PT Bank Pembangunan Daerah Sulawesi Tengah Laporan Tahunan | Annual Report

2

MEMPERKUAT DAYA SAING DI ERA DIGITALSTRENGTHEN THE COMPETITIVENESS IN DIGITAL ERA

Perkembangan teknologi di era Revolusi Industri 4.0 atau yang dikenal dengan era Digital telah memicu persaingan usaha secara digital. Potensi penerapan teknologi menjadi tantangan baru bagi pelaku bisnis agar bisa bersaing dalam kompetisi yang ketat. Transformasi digital adalah langkah awal untuk menghadapi tantangan ini.

Technological developments in the era of Industrial Revolution 4.0, also known as the Digital Era, has triggered digital business competition. The potential application of technology is a new challenge for business people to be able to compete in intense competition. Digital transformation is the first step to face this challenge.

TEMA DAN ARTI TEMATheme And The Meaning

Bank Sulteng sebagai Bank Terbaik kategori BPD Buku-I, pun telah menyiapkan diri untuk memperkuat posisi bisnisnya secara digital. Inovasi dalam pengembangan produk dan layanan perbankan terus dilakukan oleh Bank Sulteng dengan fokus melaksanakan Information Technology Strategic Plan yang telah ditetapkan. Dan tahun 2019 ini merupakan tonggak penting dari pengembangan Teknologi Informasi Bank Sulteng dengan dibangunnya berbagai sistem digital yang digunakan dalam mengelola bisnisnya.

Co-Branding dengan bank atau perusahaan Fintech juga dilakukan oleh Bank Sulteng untuk terus meningkatkan daya saing produk dan layanan, agar tetap bisa melayani seluruh nasabah dan menjadi pilihan dalam melakukan transaksi keuangan.

Bank Sulteng as the Best Bank in the category of BPD Book-I, also has prepared itself to strengthen its business position digitally. Innovations in developing banking products and services continue to be carried out by Bank Sulteng with a focus on implementing the Information Technology Strategic Plan that has been set. In 2019, this is an important milestone of Information Technology development at Bank Sulteng with the construction of various digital systems that are used in managing its business.

Co-Branding with banks or Fintech companies is also carried out by Bank Sulteng to continuously improve the competitiveness of products and services, so that they can continue to serve all customers and become an option in conducting financial transactions.

Teknologi InformasiTechnologi Information

Tata Kelola PerusahaanGood Corporate Governance

Tanggungjawab Sosial PerusahaanCoorporate Social Responsibility

Referensi POJK dan Kriteria ARAPOJK Reference and ARA Criteria

Informasi KeuanganFinancial Information

PT Bank Pembangunan Daerah Sulawesi Tengah Laporan Tahunan | Annual Report 3

Perkembangan teknologi di era Revolusi Industri 4.0 atau yang dikenal dengan era Digital telah memicu persaingan usaha secara digital. Potensi penerapan teknologi menjadi tantangan baru bagi pelaku bisnis agar bisa bersaing dalam kompetisi yang ketat. Transformasi digital adalah langkah awal untuk menghadapi tantangan ini.

Bank Sulteng sebagai Bank Terbaik kategori BPD Buku-I, pun telah menyiapkan diri untuk memperkuat posisi bisnisnya secara digital. Inovasi dalam pengembangan produk dan layanan perbankan terus dilakukan oleh Bank Sulteng dengan fokus melaksanakan Information Technology Strategic Plan yang telah ditetapkan. Dan tahun 2019 ini merupakan tonggak penting dari pengembangan Teknologi Informasi Bank Sulteng dengan dibangunnya berbagai sistem digital yang digunakan dalam mengelola bisnisnya.

Co-Branding dengan bank atau perusahaan fintech juga dilakukan oleh Bank Sulteng untuk terus meningkatkan daya saing produk dan layanan, agar tetap bisa melayani seluruh nasabah dan menjadi pilihan dalam melakukan transaksi keuangan.

Technological developments in the era of Industrial Revolution 4.0, also known as the Digital Era, has triggered digital business competition. The potential application of technology is a new challenge for business people to be able to compete in intense competition. Digital transformation is the first step to face this challenge.

Bank Sulteng as the Best Bank in the category of BPD Book-I, also has prepared itself to strengthen its business position digitally. Innovations in developing banking products and services continue to be carried out by Bank Sulteng with a focus on implementing the Information Technology Strategic Plan that has been set. In 2019, this is an important milestone of Information Technology development at Bank Sulteng with the construction of various digital systems that are used in managing its business.

Co-Branding with banks or Fintech companies is also carried out by Bank Sulteng to continuously improve the competitiveness of products and services, so that they can continue to serve all customers and become an option in conducting financial transactions.

KESINAMBUNGAN TEMATheme Continuity

2019MEMPERKUAT DAYA SAING DI ERA DIGITALSTRENGTHEN THE COMPETITIVENESS IN DIGITAL ERA








4

2018

Sebagai bank daerah yang menyokong perekonomian masyarakat, khususnya masyarakat Sulawesi Tengah, Bank Sulteng harus memiliki kemampuan untuk segera bangkit dalam beragam situasi. Nilai-nilai perusahaan bukan hanya catatan kaki, ia menjadi dasar perusahaan untuk melaju dan bergerak agar tetap tegak. Bekerja dengan integritas tinggi dan konsisten memperbaiki diri mendorong tercapainya visi dan misi perusahaan. Bank Sulteng menjaga semangat untuk terus bergerak agar menciptakan keuletan dalam menghadapi perubahan baik internal maupun eksternal. Menciptakan Bank Sulteng yang tangguh dibutuhkan waktu dan pengalaman, namun satu yang pasti, kemampuan bangkit selalu tinggi dengan dilandasi semangat melayani.

As a regional bank that supports the economy of the community, especially the people of Central Sulawesi, Bank Sulteng must have the ability to immediately rise in a variety of situations. Corporate values are not just footnotes, they are the basis of the company to move and move to stay upright. Working with high integrity and consistently improving themselves encourages the achievement of the company’s vision and mission. Bank Sulteng keeps the spirit to keep moving so as to create resilience in the face of changes both internal and external. Creating a strong Bank Sulteng takes time and experience, but one thing is certain, the ability to rise is always high based on the spirit of service.

Kuat, Maju dan Berdaya SaingStrong, Advanced and Competitive







Tumbuh Berkelanjutan adalah kepastian dalam sebuah institusi yang hidup. Bank Sulteng bukan hanya sekedar melangkah dengan berjalan, namun juga berlari mengikuti perkembangan yang pesat dari luar maupun dalam. Transformasi merupakan perubahan yang berangsur, perlahan namun terus melekat tanpa henti. Menjadi respon dari perubahan yang lebih luas dengan memberi umpan balik untuk amunisi pergerakan selanjutnya. Bank Sulteng bergerak pasti menjadi jawaban dan solusi. Pelayanan kepada masyarakat Sulawesi Tengah sebagai pasar terbesar menjadi acuan pergerakan anak panah Bank membidik kepuasan dan ketercapaian harapan mitra.

Bank Sulteng terus bangkit dalam tiap sendi untuk memperkuat pondasi. Bergerak tidak hanya memperbanyak, namun meningkatkan kualitas pelayanan dengan terus bertransformasi menjadi bagian perubahan dan inovasi.

Sustainable Growth is a certainty in a living institution. Bank Sulteng is not just walking with it, but also running to follow the rapid development from outside and inside. Transformation is a gradual changes, slowly but unceasingly. Being a response to a broader change by giving feedback to next movement ammunition. The doubtless move of Bank Sulteng is the answer and solution. The service to the people of Central Sulawesi as the largest market becomes the reference of the Banks’ arrow movement which aiming the satisfaction and the achievement of the partners.

Bank Sulteng continuously rising in each joint to strengthen the foundation. Moving not only reproduce, but improve the quality of service by continuing to transform into a part of change and innovation.

2017

Memperkuat Fondasi Yang Berkelanjutan

Creating Strong Sustainable Foundation








6

Untuk meningkatkan daya saingnya, Bank Sulteng melakukan pembenahan di semua aspek. Salah satu langkah fundamental yang dilakukan pada tahun 2016 adalah melaksanakan upgrading core banking system agar dapat melayani nasabah dengan lebih baik dan untuk mendukung pengembangan usaha. Bank Sulteng juga terus berupaya untuk memperkuat struktur modalnya, dengan target masuk klasifikasi Bank BUKU 2 (modal inti Rp1 triliun-Rp5 triliun) pada tahun 2019.

Dengan menjadi Bank BUKU 2 berarti Bank Sulteng :1. Akan memiliki daya saing yang tinggi dan memiliki keunggulan kompetitif sehingga mampu bersaing

dan bahkan mengungguli Bank-Bank dan lembaga keuangan lainnya pada pasar yang digelutinya.2. Kuat, yang berarti sehat dan tangguh baik dari sisi keuangan yang mencangkup permodalan dan

rentabilitas maupun dari sisi kualitas tata kelola dan manajemen risiko.3. Berkontribusi signifikan bagi pertumbuhan dan pemerataan ekonomi daerah melalui perannya dalam

pembiayaan pembangunan.

To improve its competitiveness, Bank Sulteng is always reforming all aspects. One of the fundamental steps taken in 2016 was to carry out the upgrading of the core banking system to better serve customers and to support business development. Bank Sulteng also continues to strive to strengthen its capital structure, with the target of entering Bank BUKU 2 classification (core capital of Rp1 trillion-Rp5 trillion) in 2019.

Becoming a BUKU 2 Bank means that Bank Sulteng:1. Will have high competitiveness and competitive advantage so that they are able to compete and even

outperform Banks and other financial institutions in the market they are in.2. Strong, which means healthy and resilient both from the financial side which includes capital and

profitability and in terms of the quality of governance and risk management.3. 3. Significantly contributing to the growth and equity of the regional economy through its role in financing

development.

2016

Mempertajam Fokus Bisnis

Sharpen Business Focus







Kemitraan antara Bank Sulteng dengan stakeholder telah menambah cakupan bisnis Bank Sulteng secara regional. Strategi yang ditetapkan adalah fokus pada produk dan layanan sesuai kebutuhan, sederhana, kompetitif, dan memahami kebutuhan nasabah sesuai dengan segmen serta memberikan imbal hasil yang optimal. Salah satu upaya penting yang difokuskan sejak tahun 2015 untuk pencapaian arah dan pengembangan usaha Bank Sulteng adalah membangun budaya atas dasar kinerja. Pembangunan budaya atas dasar kinerja dilakukan dengan mengefektifkan pengelolaan kinerja dengan monitoring secara berjenjang untuk memastikan target sesuai rencana, meningkatkan pengelolaan sumber daya manusia dan implementasinya serta internalisasi budaya kerja. Penerapan strategi ini terbukti mampu meningkatkan kinerja Bank Sulteng, baik kinerja operasional maupun kinerja keuangan yang cukup signifikan di tahun 2015, sehingga mampu memberikan kontribusi positif pada pertumbuhan Bank Sulteng yang berkelanjutan.

The partnership between the Bank Sulteng and stakeholders has increased the regional scope of the Bank Sulteng’s business. The strategy set is to focus on products and services according to needs, simple, competitive, and understand customer needs according to the segment and provide optimal returns. One of the important efforts focused since 2015 to achieve the direction and business development of Bank Sulteng is to build a culture based on performance. Cultural development on the basis of performance is carried out by streamlining performance management by monitoring in stages to ensure targets are according to plan, improve human resource management and implementation and internalize work culture. The implementation of this strategy has proven to be able to improve the performance of Bank Sulteng, both operational performance and financial performance which is quite significant in 2015, so as to be able to make a positive contribution to the sustainable growth of the Bank Sulteng.

Pertumbuhan Yang Berkelanjutan

2015

Sustainable growth








8

DAFTAR ISI

Tema dan Arti TemaThemes and The Meaning

2

Kesinambungan TemaTheme Continuity

3

Daftar IsiTable Of Contents

8

Sekilas Tentang PerusahaanAbout The Company

14

Jejak LangkahMilestones

16

Kontribusi Terbaik KamiOur Best Contribution

18

Kilas KinerjaPerformance Overview

20

Pencapaian Kinerja Penting 2019Important Performance Results 2019

16

Peristiwa Penting 2019Significant Events 2019

22


26

Ikhtisar Keuangan Financial Highlights

26

Laporan Laba Rugi KomprehensifStatements of Financial Position

27

Laporan Arus KasStatement of Cash Flows

27

Rasio KeuanganFinancial Ratio

28

Ikhtisar OperasionalOperational Performance

30

Ikhtisar Harga SahamStock Highlights

31

Informasi Mengenai Obligasi, Sukuk atau Obligasi KonversiInformation Regarding Bonds, Sukuk or Convertible Bonds

31

Laporan Dewan Komisaris dan DireksiReport of The Board of Commissioner and Board of Director

32

Laporan Dewan KomisarisReport of the Board of Commissioner

33

Laporan DireksiReport of the Director

45

Tanggung Jawab Laporan Tahunan 2019Responsibilities of the Annual Report 2019

56


58

Identitas PerusahaanCompany identity

60

Brand PerusahaanCompany Brand

62

Riwayat Singkat PerusahaanA Brief History of the Company

64

Bidang UsahaBusiness fields

65

Kegiatan Usaha Perusahaan Menurut Anggaran Dasar Line of Business According to Articles of Association and Execution

65

Kegiatan Usaha yang DijalankanBusiness Activities Undertaken

66

Produk dan JasaProducts and Services

67

Peta Wilayah UsahaMap of Business Area

71

Struktur OrganisasiOrganizational structure

76

Visi, Misi, dan Budaya PerusahaanVision, Mission, and Corporate Culture

78

VisiVision

78

MisiMission

78

Budaya PerusahaanCorporate Culture

81

Profil Dewan KomisarisProfile of the Board of Commissioner

82

Profil DireksiProfile of Director

90

Profil Pejabat EksekutifProfile of Executive Officer

98

Profil Pimpinan CabangBranch Leader Profile

106

Profil dan Pengembangan Kompetensi PegawaiProfile and Development of Employee Competencies

111

Profil Pemegang SahamShareholders Profile

119

Komposisi Pemegang SahamShareholders Composition

134

Nama dan Alamat Lembaga dan/atau Profesi PenunjangName and Address of Supporting Institutions and/or Professionals

135

Penghargan dan SertifikasiRespect and Certification

136

Informasi pada Website PerusahaanInformation on the Company Website

138

Pendidikan dan/atau Pelatihan Dewan Komisaris, Direksi, Komite-Komite, Sekretaris Perusahaan, dan Unit Audit InternalEducation and/or Training of the Board of Commissioners, Directors, Committees, Corporate Secretary, Internal Audit Unit and Risk Management

138

Profil Dana PensiunProfile of Bank Sulteng Pension

148

Table Of Contents







Analisis dan Pembahasan Manajemen Atas Kinerja PerusahaanManagement Discussion and Analysis of Company Performance

154

Tinjauan PerekonomianEconomic Review

156

Analisis Perekonomian GlobalGlobal Economic Analysis

156

Analisis Perekonomian DomestikDomestic Economic analytic

158

Analisis Industri PerbankanBanking Industry Analysis

160

Analsis Posisi Bank Sulteng dalam Industri PerbankanAnalysis of Company Position in the Banking Industry

161

Tinjauan OperasionalOperational Review

164

Strategi Bank SultengCorporate Strategy in 2019

164

Implementasi Strategi Bank SultengImplementation of the Bank Sulteng Strategy

165

Aspek PemasaranMarketing aspects

166

Strategi PemasaranMarketing Strategy

167

Pangsa PasarMarket Share

168

Tinjauan OperasiOperational Overview

169

Penghimpunan DanaFundraising

169

Penyaluran DanaFund Distribution

172

Jasa dan Layanan LainnyaOther Services and Services

173

Operasi Segmen UsahaBusiness Segment Operations

174

Prospek Usaha dan Strategi ke DepanFuture Business Prospects and Strategies

174

Prospek Usaha Bank Sulteng Dikaitkan dengan Industri dan EkonomiBank Sulteng Business Prospect Is Associated with Industry and Economy

175

Uraian Atas Kinerja Keuangan Bank SultengDescription of Financial Performance of Bank Sulteng

176

Laporan Posisi KeuanganFinancial Position Report

176

Laporan Laba Rugi dan Penghasilan Komprehensif LainStatements of Income and Other Comprehensive Income

180

Laporan Arus Kas Cash flow statement

181

Bahasan dan Analisis Tentang Kemampuan Membayar Utang dan Tingkat Kolektibilitas Piutang PerusahaanDiscussion and Analysis of the ability to pay debts and the level of collectibility of the company’s receivables

183

Kemampuan Membayar Utang Jangka Pendek (Likuiditas)Ability to Pay Short-Term Debt (Liquidity)

183

Kemampuan Membayar Utang Jangka Panjang (Solvabilitas)Ability to Pay Long-term Debt (Solvency)

183

Kemampuan Membayar Efek-Efek yang DiterbitkanAbility to Pay for Published Securities

184

RentabilitasProfitability

184

KolektibilitasCollectibility

184

Bahasan dan Analisis Tentang Kemampuan Membayar Utang dan Tingkat Kolektibilitas Piutang PerusahaanDiscussion and Analysis About Ability To Pay Debt and Corporate Receiveable Collectibility Levels

186

Komponen ModalCapital Components

186

Bahasan Mengenai Komitmen-KontijensiDiscussion on Commitments-Contingencies

187

Informasi Perbandingan Antara Target pada Awal Tahun 2019 dengan Hasil yang Dicapai (Realisasi), dan Target atau Proyeksi yang Ingin Dicapai Untuk Tahun 2020Comparison Information Between Targets in Early 2019 with Results Achieved (Realized), and Targets or Projections to Be Achieved for 2020

188

Perbandingan antara Target pada Awal Tahun 2019 dengan Hasil yang DicapaiComparison of Targets in Early 2019 with Results Achieved

188

Target atau Proyeksi yang Ingin Dicapai dalam Tahun 2020Targets or Projections to Be Achieved in 2020

188

Asumsi yang Digunakan dalam Penyusunan Target atau ProyeksiAssumptions Used in Targeting or Projection

189

Informasi dan Fakta Material Setelah Tanggal Laporan AkuntanMaterial Information and Facts After the Date of the Accountant’s Report

190

Uraian Tentang Prospek Usaha Bank Sulteng Dikaitkan Dengan Industri dan EkonomiDescription of the Business Prospects of Bank Sulteng Associated with Industry and Economy

191

Uraian Tentang Aspek Pemasaran atas Produk dan/atau Jasa Bank SultengDescription of the Marketing Aspects of Bank Sulteng Products and / or Services

192

Uraian Mengenai Kebijakan Dividen dan Jumlah Dividen Kas Per Saham dan Jumlah Dividen Per Tahun yang Diumumkan atau DibayarDescription of Dividend Policy and Amount of Cash Dividends Per Share and Amount of Dividends Per Year Announced or Paid

194

Kebijakan DividenDividend Policy

194

Pengumuman Pembayaran DividenAnnouncement of Dividend Payment

195

Program Kepemilikan Saham oleh Karyawan (ESOP) dan/atau Manajemen (MSOP)Employee Stock Ownership Program (ESOP) and / or Management (MSOP)

196

Realisasi Penggunaan Dana Hasil Penawaran UmumRealization of the Use of Funds from Public Offering

197

Informasi Transaksi Material yang Mengandung Benturan Kepentingan dan/atau Transaksi dengan Pihak AfiliasiMaterial Transaction Information that Contains Conflicts of Interest and / or Transactions with Affiliated Parties

197








10

Uraian Mengenai Perubahan Peraturan Perundang-undangan terhadap Bank Sulteng pada Tahun 2019Description of the Amendment to the Laws and Regulations for the Bank Sulteng in 2019

197

Uraian Mengenai Perubahan Kebijakan Akuntansi yang Diterapkan Bank Sulteng pada tahun 2019Description of Changes in Accounting Policies Implemented by Bank Sulteng in 2019

199

Tingkat Kesehatan BankBank Health Level

200

Informasi Kelangsungan UsahaBusiness Continuity Information

201


204

Strategi Manajemen Sumber Daya ManusiaHuman Resource Management Strategy

204

Sistem dan Infrastruktur Sumber Daya ManusiaHuman Resources Systems and Infrastructure

212

Internalisasi BudayaCultural Internalization

212

Struktur Pengelola Sumber Daya ManusiaHuman Resource Management Structure

213

Profil Kepala Divisi Sumber Daya ManusiaHuman Resources Profile

214

Rencana Kerja KedepanFuture Work Plans

214

Teknologi InformasiInformation Technology

216

Prinsip Dasar dan Kebijakan Teknologi Informasi Bank SultengBasic Principles and Information Technology Policy of Bank Sulteng

218

Visi dan Misi Penerapan Teknologi InformasiVision and Mission of Information Technology Application

219

Struktur Divisi Teknologi InformasiInformation Technology Division Structure

219

Pengembangan Sumber Daya Manusia Teknologi InformasiInformation Technology Human Resource Development

220

Rencana Strategi Pengembangan Teknologi InformasiInformation Technology Development Strategy Plan

220

Inovasi Teknologi InformasiInformation Technology Innovations

227

Availability dan Infrastruktur Teknolgi InformasiAvailability and Information Technology Infrastructure

228

Rencana Pengembangan Teknologi Informasi 2020Information Technology Development Plan 2020

234

Tata Kelola PerusahaanCorporate Governance

236

Pencapaian dalam Penerapan Tata Kelola PerusahaanAchievements n the Implementation of Corporate Governance

238

Dasar Penerapan Tata Kelola PerusahaanBasis for Implementing Corporate Governance

239

Dasar Hukum Penerapan GCG Bank SultengLegal Basis for GCG Implementation in Bank Sulteng

239

Prinsip-Prinsip Utama Penerapan GCGMain Principles of GCG Implementation

240

Struktur dan Mekanisme Tata Kelola Bank SultengStructure and Mechanism of Bank Sulteng Governance

245

Struktur Organ Bank SultengCentral Sulawesi Organ Organ Structure

245

Kebijakan Tata Kelola Bank SultengCentral Bank Governance Policy

246

Mekanisme Tata Kelola Bank SultengBank Sulteng Governance Mechanism

252

Pemegang SahamShareholders

252

Hak Pemegang SahamShareholder Rights

252

Tanggung Jawab Pemegang SahamShareholder Responsibility

253

Rapat Umum Pemegang SahamGeneral Meeting of Shareholders

253

Proses Pelaksanaan RUPS The GMS Implementation Process

254

Kuorum dalam RUPSQuorum at RUPS

255

Rekap Kehadiran RUPSGMS Attendance Recap

256

Keputusan RUPSAGM Decision

257

Dewan KomisarisBoard of Commissioners

264

Tugas dan Tanggungjawab Dewan KomisarisDuties and Responsibilities of the Board of Commissioners

264

Kewajiban Dewan KomisarisObligations of the Board of Commissioners

266

Hak dan Wewenang Dewan KomisarisRights and Powers of the Board of Commissioners

267

Keputusan yang Perlu Mendapat Persetujuan Dewan KomisarisDecisions that Need to Get Board of Commissioners’ Approval

268

Masa Jabatan Dewan KomisarisTerm of Office of the Board of Commissioners

268

Kriteria Anggota Dewan KomisarisCriteria for Members of the Board of Commissioners

268

Proses Nominasi dan Pemilihan Dewan KomisarisNomination and Election Process for the Board of Commissioners

270

Pedoman dan Tata Tertib Kerja Dewan KomisarisBoard of Commissioners Charter

270

Komposisi dan Dasar Pengangkatan Dewan KomisarisComposition and Basis of Appointment of the Board of Commissioners

271

Program Orientasi bagi Komisaris BaruOrientation Program for New Commissioners

271

Hubungan Afiliasi Dewan KomisarisAffiliation of the Board of Commissioners

271

Kebijakan Rangkap Jabatan Dewan KomisarisDual Policy of Position of the Board of Commissioners

272

Pengelolaan Benturan Kepentingan Dewan KomisarisManagement of Conflicts of Interest of the Board of Commissioners

273







Kepemilikan Saham Dewan KomisarisBoard of Commissioners’ Share Ownership

273

Komisaris IndependenIndependent Commissioner

273

Rapat Dewan KomisarisBoard of Commissioners Meeting

274

Sertitifikasi Manajemen RisikoBoard of Commissioners Meeting

277

Pelaksanaan Tugas dan TangunggjawabRisk Management Certification

278

Pengawasan Dewan Komisaris terhadap Implementasi Strategi PerusahaanImplementation of the Duties of the Board of Commissioners

278

Pelaksanaan Tugas Dewan KomisarisPerformance Evaluation of the Board of Commissioners

278

Penilaian Kinerja Dewan KomisarisPerformance Evaluation of the Board of Commissioners

279

Prosedur Pelaksanaan Penilaian Kinerja Dewan KomisarisProcedure for Performing a Board of Commissioners’ Performance Assessment

279

Penilaian Kinerja Komite di bawah Dewan KomisarisCommittee Performance Evaluation under the Board of Commissioners

280

Mekanisme Pengunduran Diri dan Pemberhentian Dewan KomisarisResignation Mechanism and Dismissal of the Board of Commissioners

280

DireksiThe Directors

281

Tugas dan Tanggung Jawab DireksiDuties and Responsibilities of Directors

281

Kewajiban DireksiObligations of Directors

283

Hak dan Wewenang DireksiDirectors’ Rights and Authority

283

Masa Jabatan DireksiTerm of Office of Directors

284

Kriteria DireksiCriteria for Directors

284

Pedoman dan Tata Tertib Kerja DireksiDirectors’ Guidelines and Rules of Work

285

Komposisi dan Dasar Pengangkatan DireksiComposition and Basis for Appointment of Directors

285

Program Orientasi Bagi Direksi BaruOrientation Program for New Directors

286

Hubungan Afiliasi DireksiBoard of Directors’ Affiliate Relations

287

Kebijakan Rangkap Jabatan DireksiDual Policy of Directors’ Position

287

Pengelolaan Benturan Kepentingan DireksiManagement of Directors’ Conflicts of Interest

288

Kepemilikan Saham DireksiDirectors Share Ownership

289

Rapat DireksiDirectors Meeting

289

Sertifikasi Manajemen RisikoRisk Management Certification

292

Pelaksanaan Tugas DireksiImplementation of Directors’ Duties

293

Penilaian Kinerja DireksiDirectors Performance Appraisal

293

Penilaian Kinerja Direksi IndividuPerformance Evaluation of Individual Directors

293

Penilaian Kinerja Komite di bawah Direksi Performance Evaluation Committee under the Board of Directors

293

Mekanisme Pengunduran Diri dan Pemberhentian DireksiResignation Mechanism and Dismissal of Directors

295

Organ dan Komite di Bawah KomisarisOrgans and Committees Under the Commissioners

296

Sekretaris Dewan KomisarisSecretary of the Board of Commissioners

296

Komite AuditAudit Committee

297

Komite Remunerasi dan NominasiRemuneration and Nomination Committee

301

Komite Pemantau RisikoRisk Monitoring Committee

305

Organ dan Komite di Bawah DireksiOrgans and Committees Under the Directors

308

Sekretaris PerusahaanCompany Secretary

308

Asset and Liabilities Commite (ALCO)Asset and Liabilities Committee (ALCO)

311

Komite Manajemen RisikoRisk Management Committee

318

Internal AuditInternal Audit

320

Struktur Organisasi Internal AuditInternal Audit Organizational Structure

320

Profil Pemimpin Satuan Kerja Audit Internal & Anti FraudProfile of Internal Audit & Anti-Fraud Unit Leader

320

Pihak yang mengangkat dan Memberhentikan Ketua Audit InternalThe party that appoints and dismisses the Head of Internal Audit

321

Tugas dan Tanggung Jawab Internal AuditDuties and Responsibilities of Internal Audit

321

Kewenangan Internal AuditInternal Audit Authority

322

Komposisi Internal AuditInternal Audit Composition

323

Kode Etik Auditor InternalInternal Auditor Code of Ethics

323

Pengembangan Kompetensi Internal AuditInternal Audit Competency Development

298

Metode AuditAudit Method

324

Pelaksanaan Kegiatan Internal AuditImplementation of Internal Audit Activities

325

Unit Manajemen RisikoRisk Management Unit

327

Struktur Organisasi Manajemen RisikoOrganizational Structure of Risk Management

327

Tugas dan Tanggungjawab Unit Manajemen RisikoDuties and Responsibilities of the Risk Management Unit

327








12

Profil Pemimpin Satuan Kerja Manajemen RisikoProfile of Risk Management Work Unit Leaders

328

Pelaksanaan Tugas Manajemen RisikoImplementation of Risk Management Tasks

328

Akuntan PublikPublic Accountant

329

Penerapan Fungsi Audit EksternalImplementation of the External Audit Function

329

Penunjukan Akuntan PublikAppointment of Public Accountant

329

Kantor Akuntan Publik, Nama Akuntan dan FeePublic Accounting Firm, Accountant Name and Fee

330

Opini AuditAudit Opinion

330

Efektivitas Pelaksanaan Audit EksternalEffectiveness of External Audit Implementation

331

Hubungan antara Bank, Akuntan Publik dan RegulatorRelationship between Banks, Public Accountants and Regulators

331

Manajemen RisikoRisk management

332

Kerangka dan Strategi Manajemen RisikoRisk Management Framework and Strategy

332

Sistem Manajemen RisikoRisk Management System

333

Upaya Peningkatan Budaya RisikoEfforts to Increase Risk Culture

340

Evaluasi Sistem Manajemen RisikoRisk Management System Evaluation

341

Sistem Pengendalian InternInternal Control System

341

Tujuan PengendalianControl Objectives

342

Lingkungan PengendalianControl Environment

342

Penilaian RisikoRisk Assessment

342

Aktivitas PengendalianControl Activities

343

Pengendalian OperasionalOperational Control

343

Pengendalian KeuanganFinancial Control

344

Informasi dan KomunikasiInformation and Communication

345

Aktvitas PemonitoranMonitoring Activity

345

Evaluasi Sistem Pengendalian InternalEvaluation of Internal Control Systems

345

Fungsi KepatuhanCompliance Function

346

Struktur Fungsi KepatuhanCompliance Function Structure

346

Direktur yang Membawahi Fungsi KepatuhanDirectors in Charge under of Compliance Function

346

Satuan Kerja KepatuhanCompliance Work Unit

346

Profil Pemimpin Divisi Satuan Kerja KepatuhanHead Compliance Function Profile

347

Tugas dan Tanggungjawab Fungsi KepatuhanDuties and Responsibilities of the Compliance Function

347

Pengembangan Kompetensi Fungsi KepatuhanCompliance Function Competency Development

348

Kebijakan dan Standar Prosedur KepatuhanCompliance Policy and Procedure Standards

348

Strategi Kepatuhan Tahun 2020The 2020 Compliance Strategy

349

Pelaksanaan Program Kerja Fungsi Kepatuhan tahun 2019Implementation of the Compliance Function Work Program in 2019

350

Evaluasi Efektivitas Fungsi KepatuhanEvaluation of the Effectiveness of Compliance Functions

351

Program Anti Pencucian Uang (APU) dan Pencegahan Pendanaan Terorisme (PPT)Anti-Money Laundering (APU) and Prevention of Terrorism Funding (PPT) Program

351

Kebijakan APU-PPTAPU-PPT policy

351

Program APU-PPTAPU-PPT Program

351

Pemberian Dana Sosial dan/atau PolitikProvision of Social and / or Political Funds

355

Perkara PentingImportant Case

355

Perkara PerdataCivil Case

355

Perkara PidanaCriminal Case

356

Perkara Hubungan IndustrialIndustrial Relations Case

356

Dampak Permasalahan Hukum terhadap PerusahaanImpact of Legal Problems on the Company

356







Permasalahan Hukum yang Sedang Dihadapi Dewan Komisaris dan DireksiLegal Issues Facing the Board of Commissioners and Directors

356

Pengungkapan Sanksi Administrasi dari RegulatorDisclosure of Administrative Sanctions from Regulator

356

Akses Informasi dan Data PerusahaanAccess to Company Information and Data

357

Bahasan Mengenai Kode EtikDiscussion on the Code of Ethics

359

Kebijakan GratifikasiGratuity Policy

360

Pengungkapan Mengenai Whistleblowing System (WBS)Disclosure Regarding Whistleblowing System (WBS)

361

Kebijakan Keberagaman Dewan Komisaris dan DireksiPolicy on Diversity of the Board of Commissioners and Directors

364

Praktik Good Corporate Governance (GCG)Good Corporate Governance (GCG) Practices

365

Tanggungjawab Sosial PerusahaanCorporate Social Responsibility

366

Tata Kelola Tanggung Jawab Sosial

Corporate Social Responsibility Governance368

Komitmen pada Tanggung Jawab Sosial

Commitment to Social Responsibility368

Metoda dan Lingkup Due Diligent Terhadap Dampak Sosial,

Ekonomi dan Lingkungan dari Aktifitas Perusahaan

Method and Scope of Due Diligent on Social, Economic and

Environmental Impacts of the Company’s Activities

370

Stakeholder Penting yang terdampak atau Berpengaruh

pada Dampak dari Kegiatan Perusahaan

Important stakeholders who are affected or have an

influence on the impact of company activities

374

Isu-Isu Penting Sosial Ekonomi dan Lingkungan Terkait

Dampak Kegiatan Perusahaan

Important Socio-Economic and Environmental Issues

Related to the Impact of Company Activities

375

Lingkup Tanggung Jawab Sosial Perusahaan Baik yang

Merupakan Kewajiban Maupun yang Melebihi Kewajiban

Scope of Corporate Social Responsibility Both Obligations

And Exceeding Obligations

375

Strategi dan Program Kerja

Strategies and Work Programs376

Program yang Melebihi Tanggung Jawab Minimal

Programs that Exceed Minimum Responsibility377

Pembiayaan dan Anggaran Tanggung Jawab Sosial

Social Responsibility Financing and Budget377

Corporate Social Responsibility Terkait Hak Asasi Manusia

Corporate Social Responsibility Regarding Human Rights377

Corporate Social Responsibility Terkait Operasi yang Adil

Corporate Social Responsibility Regarding Fair Operations380

Corporate Social Responsibility Terkait Dengan Lingkungan

Hidup

Corporate Social Responsibility Regarding the Environment

381

Corporate Social Responsibility Terkait Dengan

Ketenagakerjaan, Kesehatan, dan Keselamatan Kerja

Corporate Social Responsibility Regarding Employment,

Health, and Occupational Safety

382

Corporate Social Responsibility Terkait Dengan Tanggung

Jawab Kepada Konsumen

Corporate Social Responsibility Associated With Responsibility

To Consumers

387

Corporate Social Responsibility Terkait Dengan

Pengembangan Sosial Kemasyarakatan

Corporate Social Responsibility Associated with Social

Development

389


392


421








14

SEKILAS TENTANG PERUSAHAANAbout The Company

Awal berdirinya Bank Pembangunan Daerah Sulawesi Tengah bermula dari diterbitkannya Undang-undang Nomor 13 tahun 1962 tentang Ketentuan Pokok Bank Pembangunan Daerah. Sebagai tindak lanjut dari Peraturan Pemerintah tersebut, Pemerintah Provinsi Sulawesi Tengah menerbitkan Perda nomor 6 tahun 1966 tentang Pendirian Bank Pembangunan Daerah Sulawesi Tengah. Pada tahun 1967 Pemerintah kembali menerbitkan Undang-undang nomor 14 tahun 1967 tentang Pokok- Pokok Perbankan, sehingga pada tanggal 1 April 1969 resmi didirikan Bank Pembangunan Daerah Sulawesi Tengah sebagai Perusahaan Daerah (PD) dan memulai kegiatan usaha dibidang perbankan setelah memperoleh surat izin dari Menteri Keuangan Republik Indonesia nomor D.15.6.1.17 tanggal 27 Januari 1970.

Selanjutnya berdasarkan peraturan daerah tingkat I Sulawesi Tengah nomor 2 tahun 1999 tanggal 30 Maret 1999 telah dilakukan perubahan bentuk badan hukum Bank Pembangunan Daerah Sulawesi Tengah dari Perusahaan Daerah (PD) menjadi Perseroan Terbatas (PT). Sebagai implementasi dari Perda diatas, manajemen Bank telah menindaklanjuti perubahan status tersebut berdasarkan Akta Pendirian Perseroan Terbatas nomor 23 tanggal 30 April 1999 yang dibuat oleh Notaris Anand Umar Adnan SH, MH berkedudukan di Palu, dengan nama PT. Bank Pembangunan Daerah Sulawesi Tengah, disingkat menjadi PT. Bank Sulteng, dan telah mendapatkan pengesahan dari Menteri Kehakiman Republik Indonesia nomor C-12841 HT.01.01 TH 1999 tanggal 12 Juli 1999; dan diumumkan dalam Tambahan Berita Negara Republik Indonesia nomor 69 tanggal 27 Agustus 1999, sedangkan persetujuan Bank Indonesia diperoleh tanggal 10 Desember 1999 melalui Surat Gubernur Bank Indonesia nomor 1/29/KEP.GBI/1999. Modal Dasar Bank Pembangunan Daerah Sulawesi Tengah telah beberapa kali mengalami perubahanyaitu :• Berdasarkan Peraturan Daerah (Perda) nomor 6

tahun 1966 modal dasar ditetapkan sebesar Rp 1 milyar.

The establishment of the Central Sulawesi Regional Development Bank stems from the promulgation of Law No. 13 of 1962 on Basic Provisions of Regional Development Banks. As a follow up to the decree, the Central Sulawesi Provincial Government issued Regulation No. 6 of 1966 on the establishment of the Regional Development Bank of Central Sulawesi. In 1967, the government issued again Law No. 14 of 1967 on the Main Provisions of the Banking, following which on April 1, 1969 the Central Sulawesi Regional Development Bank as Regional Company (PD) was formally established and started its business activities in the banking sector after obtaining a permit from the Ministry of Finances of the Republic of Indonesia No. D.15.6.1.17 dated January 27, 1970.

Furthermore, based on the regulation of Central Sulawesi Provincial Government No. 2 of 1999 dated March 30, 1999 the legal form of Central Sulawesi Regional Development Bank has been changed from Regional Company (PD) into Limited Liability Company (PT). As implementation of the above regional regulation, the Bank’s management has followed up the change of this legal status where in the Deed of Incorporation of the Company No. 23 dated April 30, 1999 made by Notary Anand Umar Adnan, SH, MH based in Palu, the name of PT. Bank Pembangunan Daerah Sulawesi Tengah (Central Sulawesi Regional Development Bank) is abbreviated as PT. Bank Sulteng, and has received approval from the Minister of Justice of the Republic of Indonesia No. C-12 841 HT.01.01 TH 1999 dated July 12, 1999; and was published in the State Gazette of the Republic of Indonesia No. 69 dated August 27, 1999, while the approval of Bank Indonesia was obtained on December 10, 1999 by the Letter of Governor of Bank Indonesia No.1/29 / KEP.GBI / 1999.Authorized capital of Central Sulawesi Regional Development Bank has several times changed as follows:

• Based on Regional Regulation (Perda) No. 6 of 1966 the authorized capital of the bank was set at Rp. 1 billion.







• Perda nomor 13 tahun 1974 diturunkan menjadi Rp 100 juta.

• Perda nomor 2 tahun 1982 modal dasar ditingkatkan kembali menjadi Rp 1 milyar.

• Perda nomor 1 tahun 1988 modal dasar ditingkatkan menjadi Rp 5 milyar.

• Perda Nomor 1 tahun 1993 yang modal dasar ditingkatkan menjadi Rp 10 milyar.

• Berdasarkan Akta Pendirian Perusahaan no 23 tanggal 30 april 1999 dihadapan Notaris Anand Umar Adnan SH. MH, modal dasar ditetapkan sebesar Rp 25 milyar.

• Akta Perubahan Anggaran Dasar Perseroan nomor 6 tanggal 21 Nopember 2005 dihadapan Anand Umar Adnan SH. MH Notaris di Palu, modal dasar ditingkatkan menjadi Rp 100 milyar.

• Akta Perubahan Anggaran Dasar Perseroan nomor 36 tanggal 11 Juni 2009 dihadapan Anand Umar Adnan SH. MH, Notaris di Palu, modal dasar ditingkatkan menjadi Rp 200 milyar.

• Akta Perubahan Anggaran Dasar Perseroan nomor 5 tanggal 27 April 2011 dihadapan Idayanti Pandan SH. M.Kn, Notaris di Palu, modal dasar ditingkatkan menjadi Rp 490.542.400.000.

• Akta Perubahan Anggaran Dasar Perseroan nomor 85 tanggal 29 Mei 2015 dihadapan Charles SH. M.Kn, Notaris di Palu, modal dasar ditingkatkan menjadi Rp 650 milyar.

• Akta Perubahan Anggaran Dasar Perseroan nomor 14 tanggal 12 April 2017 dihadapan Charles SH. M.Kn, Notaris di Palu, modal dasar ditingkatkan menjadi Rp 1 triliun.

Semangat semboyan Bank Sulteng Maju, Harus Maju, Pasti Maju dan Maju Terus disinergikan dengan melakukan perubahan bentuk logo perseroan pada tahun 2012 dan telah mendapatkan persetujuan dari Rapat Umum Pemegang Saham tanggal 30 Mei 2012 yang tertuang dalam Akta RUPS nomor 5 yang dibuat oleh Notaris Hasnah, SH., M.Kn.

Perubahan bentuk hukum Bank Pembangunan Daerah dari Perusahaan Daerah (PD) menjadi Perseroan Terbatas (PT) berdasarkan :• Akta Pendirian Perseroan Terbatas nomor 23 tanggal

30 April 1999 yang dibuat oleh Notaris Anand Umar Adnan, SH, berkedudukan di Palu, dengan nama PT. Bank Pembangunan Daerah Sulawesi Tengah, disingkat menjadi PT. Bank Sulteng.

• Pengesahan dari Menteri Kehakiman Republik Indonesia nomor C-12841 HT.01.01 TH 1999 tanggal 12 Juli 1999.

• Diumumkan dalam Tambahan Berita Negara Republik Indonesia nomor 69 tanggal 27 Agustus 1999.

• Persetujuan Bank Indonesia tanggal 10 Desember 1999 melalui Surat Gubernur Bank Indonesia nomor 1/29/KEP.GBI/1999.

• Regional Regulation No. 13 of 1974 the authorized capital was reduced to Rp.100 million.

• In Regional Regulation No. 2 of 1982 the authorized capital was increased again to Rp. 1 billion.

• In Regional Regulation No. 1 in 1988 the authorized capital was increased to Rp. 5 billion.

• In Regional Regulation No. 1 of 1993 the authorized capital was increased to Rp. 10 billion.

• Based on the Deed of Incorporation of the Company No. 23 dated April 30, 1999 established before the Notary Anand Umar Adnan, SH., MH, the authorized capital was fixed to Rp. 25 billion.

• In Deed of Amendment to the Articles of Association of the Company No. 6 dated November 21, 2005 established before Anand Umar Adnan SH. MH, Notary in Palu, the authorized capital was increased to Rp. 100 billion.

• In Deed of Amendment to the Articles of Association of the Company No. 36 dated June 11, 2009 established before Anand Umar Adnan SH. MH, Notary in Palu, the authorized capital was increased to Rp. 200 billion.

• In Deed of Amendment to the Articles of Association of the Company No. 5 dated April 27, 2011 established before Idayanti Pandan SH. M.Kn, Notary in Palu, the authorized capital was increased to Rp. 490,542,400,000.-

• In Deed of Amendment to the Articles of Association of the Company No. 85 dated May 29, 2015 before Charles SH. M.Kn, Notary in Palu, the authorized capital was increased to Rp. 650 billion.

• In Deed of Amendment to the Articles of Association of the Company No. 14 dated April 12, 2017 before Charles SH. M.Kn, Notary in Palu, authorized capital increased to Rp 1 trillion.

The spirit contained in the motto saying Bank Sulteng is advancing, must advance, certainly advances and continues to advance is synergized by changing the form of the company’s logo in 2012 and has received approval from the Annual General Meeting of the Shareholders (RUPS) on May 30, 2012 as stated in the deed of the RUPS No. 5 by the notary Hasnah, SH. Mk.n.

Change the legal form of the Regional Development Bank from a Regional Company (PD) to a Limited Liability Company (PT) based on:• Deed of Establishment of Limited Liability Company

number 23 April 30, 1999 made by Notary Anand Umar Adnan, SH, domiciled in Palu, under the name PT. Central Sulawesi Regional Development Bank, abbreviated as PT. Bank Sulteng.

• Ratification from the Minister of Justice of the Republic of Indonesia number C-12841 HT.01.01 TH 1999 dated 12 July 1999.

• Announced in Supplement to the State Gazette of the Republic of Indonesia number 69 dated August 27, 1999.

• Bank Indonesia approval dated December 10, 1999 through Bank Indonesia Governor Letter number 1/29/KEP.GBI/1999.








16

JEJAK LANGKAHMilestone

Berdiri pada tanggal 1 April 1969 dengan nama PD. Bank P e m b a n g u n a n Daerah Sulawesi Tengah, berdasarkan Perda Provinsi Sulawesi Tengah nomor 6 tahun 1966, dengan modal dasar Rp 1 milyar.

Established on April 1, 1969 under the name PD. Central Sulawesi Regional Development Bank, based on the Central Sulawesi Provincial Regulation number 6 of 1966, with an authorized capital of Rp 1 billion.

Obtained a business permit from the Minister of Finance of the Republic of Indonesia number D.15.6.1.17 dated January 27, 1970.

Memperoleh surat ijin usaha dari Menteri Keuangan Republik Indonesia nomor D.15.6.1.17 tanggal 27 Januari 1970.

1969 1970

Penurunan modal dasar menjadi Rp 100 juta, berdasarkan Perda nomor 13 tahun 1974.

Decreased authorized capital to Rp 100 million, based on Regional Regulation number 13 of 1974.

1974

Perubahan modal dasar dikembalikan menjadi Rp 1 milyar, berdasarkan Perda nomor 2 tahun 1982.

The change in authorized capital was returned to Rp 1 billion, based on Perda number 2 of 1982.

1982

Peningkatan modal dasar menjadi Rp 650 milyar berdasarkan Akta nomor 85 yang dibuat oleh Charles SH. M.Kn, Notaris di Palu, tertanggal 29 Mei 2015.

Peningkatan modal dasar menjadi Rp 1 triliun berdasarkan Akta nomor 14 yang dibuat oleh Charles SH. M.Kn, Notaris di Palu, tertanggal 12 April 2017.Increase in authorized capital to Rp 1 trillion based on Deed number 14 made by Charles SH. M.Kn, Notary in Palu, dated April 12, 2017.

Increase in authorized capital to Rp 650 billion based on Deed number 85 made by Charles SH. M.Kn, Notary in Palu, dated May 29, 2015.

20152017







200520092011

1988 1993 1999

Peningkatan modal dasar menjadi Rp 5 milyar, berdasarkan Perda Provinsi Sulawesi Tengah nomor 1 tahun 1988.

I n c r e a s e d authorized capital to Rp 5 billion, based on the Central Sulawesi Provincial Regulation number 1, 1988.

Peningkatan modal dasar menjadi Rp 10 milyar, berdasarkan Perda Provinsi Sulawesi Tengah nomor 1 tahun 1993.

Increase the authorized capital to Rp 10 billion, based on the Central Sulawesi Provincial Regulation number 1 of 1993.

Perubahan bentuk Badan Hukum Bank Pembangunan Daerah dari Perusahaan Daerah (PD) menjadi Perseroan Terbatas (PT) dan peningkatan modal dasar menjadi Rp 25 milyar, berdasarkan Akta nomor 23 tanggal 30 April 1999 yang dibuat oleh Notaris Anand Umar Adnan, SH, berkedudukan di Palu, dan memperoleh persetujuan Bank Indonesia tanggal 10 Desember 1999 melalui Surat Gubernur Bank Indonesia nomor1/29/KEP.GBI/ 1999; Terjadi perubahan nama menjadi PT. Bank Pembangunan Daerah Sulawesi Tengah, disingkat menjadi PT. Bank Sulteng.

The change in the form of a Regional Development Bank Legal Entity from a Regional Company (PD) to a Limited Liability Company (PT) and an increase in authorized capital to Rp 25 billion, based on Deed number 23 dated April 30, 1999 made by Notary Anand Umar Adnan, SH, domiciled in Palu, and obtained Bank Indonesia approval on December 10, 1999 through Bank Indonesia Governor Letter number 1/29 / KEP.GBI / 1999; There was a change of name to PT. Bank Pembangunan Daerah Sulawesi Tengah, abbreviated as PT. Bank Sulteng.

Peningkatan modal dasar menjadi Rp 100 milyar berdasarkan Akta nomor 21 yang dibuat oleh Anand Umar Adnan, SH, Notaris di Palu, tertanggal 7 April 2005.

Increase in authorized capital to Rp 100 billion based on Deed number 21 made by Anand Umar Adnan, SH, Notary in Palu, dated April 7, 2005.

Peningkatan modal dasar menjadi Rp 4 9 0 . 5 4 2 . 4 0 0 . 0 0 0 berdasarkan Akta nomor 9 yang dibuat oleh Idayanti Pandan, SH, M.Kn, Notaris di Palu tertanggal 27 April 2011.

Increase in authorized capital to Rp 200 billion based on Deed number 36 made by Anand Umar Adnan, SH, Notary in Palu, dated June 11, 2009.

Peningkatan modal dasar menjadi Rp 650 milyar berdasarkan Akta nomor 85 yang dibuat oleh Charles SH. M.Kn, Notaris di Palu, tertanggal 29 Mei 2015.

The increase in authorized capital to Rp 490,542,400,000 based on Deed number 9 made by Idayanti Pandan, SH, M.Kn, Notary in Palu dated April 27, 2011.








18

KONTRIBUSI TERBAIK KAMIOur Best Contribution

Di tahun 2019 ini, Bank Sulteng meluncurkan CMS Kasda Online, yang merupakan aplikasi yang disiapkan untuk pelayanan transaksi SP2D secara online antara Biro/Bagian Keuangan Pemerintah Daerah dengan pihak Bank dalam pengelolaan Rekening Keuangan Umum Daerah (RKUD).

CMS Kasda Online dioperasikan dengan sistem Real Time Online maksudnya bahwa suatu transaksi yang dilakukan oleh Pemda, pada saat yang bersamaan sudah langsung memberikan interaksi dengan data base Bank

CMS Kasda Online dapat terintegrasi dengan aplikasi SIMDA (Sistem Informasi Manajemen Daerah) dalam hal data SP2D yang diterbitkan oleh BUD/KBUD Pemda. Dengan sistem ini, CMS Kasda Online diharapkan akan menghemat waktu proses pengelolaan keuangan daerah yang terkait dengan pencairan dari Rekening Kas Umum Daerah (RKUD) ke rekening tujuan (rekening SKPD/Dinas, dan pihak ketiga penerima proyek) di Bank.

In 2019, Bank Sulteng launched the Kasda Online CMS, which is an application prepared for online SP2D transaction services between the Regional Government Finance Bureau / Division and the Bank in managing the Regional General Financial Account (RKUD).

Kasda Online CMS is operated by the Real Time Online system, meaning that a transaction carried out by the Regional Government, at the same time has directly provided interaction with the Bank’s data base

The Kasda Online CMS can be integrated with the SIMDA (Regional Management Information System) application in the case of SP2D data published by the Regional Government BUD / KBUD. With this system, Kasda Online CMS is expected to save time in the process of managing regional finances related to disbursement from the Regional General Cash Account (RKUD) to the destination account (SKPD / Dinas account, and third party project recipients) at the Bank.








20

KILAS KINERJAPerformance Overview

Pencapaian Kinerja Penting 2019Important Performance Results 2019

Aset Asset

yang didukung pertumbuhan kredit sebesar

25,82 %Rp 1,56 triliunsebesargrow

of

which supported growth credit of

tumbuh

15,88 %

turun

menjadi

Non-Performing Loan (NPL)

0,07 % 1,43 %

down

becomes

Tingkat Kesehatan Bank

saat ini ada pada peringkat 3 dengan predikat Cukup Baik

Bank Health Level

currently in rank 3 with the title Good Enough







Dana Pihak Ketiga (DPK)

yang didukung pertumbuhan Laba

Tahun Berjalan sebesar

22,89 % Rp 0,76 triliunsebesartumbuh

16,11 %

Ekuitas

grow

Equity

Third Party Funds (DPK)

which is supported by the current year’s Profit growth of

of

dengan pertumbuhan portofolio Giro

Tabungan

57,56 % Rp 2,11 triliun sebesartumbuh

162,12 %;

12,72 %;Deposito 27,85 %

grow

Savings

Deposit

of

with Giro portfolio growth








22

PERISTIWA PENTINGSignificant Events

27 Januari 2019Pasar murah Pasigala, pasca bencana gempa, tsunami, dan likuifaksi, bekerjasama dengan OJK, BI,dan IJK Sulawesi Tengah

January 27, 2019Pasigala cheap market, after the earthquake, tsunami and liquefaction, in collaboration with OJK, BI, and Central Sulawesi IJK.

10 April 2019Trauma Healing untuk anak-anak korban bencana alam daerah Palu, Sigi, dan Donggala (Pasigala), bekerjasama dengan Badan Penanaman Modal dan Perizinan Prov. Sulawesi Tengah

April 10, 2019Trauma Healing for children victims of natural disasters in the regions of Palu, Sigi, and Donggala (Pasigala), in collaboration with the Provincial Investment and Licensing Agency. Central Sulawesi.

6 April 2019 Hut Bank Sulteng ke 50 dirangkaikan dgn launching semarak simpeda 1,7 M & launching kartu kredit Bank Sulteng

April 6, 2019 The 50th Bank Sulteng hut was joined with the lively launch of the 1.7 M Simpeda & the launching of the Bank Sulteng credit card

4 April 2019Bank Sulteng menyelenggarakan Rapat Umum Pemegang Saham Tahunan (RUPS-T) Tahun Buku 2018, sekaligus Rapat Umum Pemegang Saham Luar Biasa (RUPS-LB) Tahun 2019.

April 4, 2019Bank Sulteng held an Annual General Meeting of Shareholders (AGM-T) for the 2018 Financial Year, as well as an Extraordinary General Meeting of Shareholders (AGM-LB) in 2019.







May 4, 2019Assistance to communities affected by flash floods in Bangga Village, Tuva, Omu, Sigi Regency

May 4, 2019Assistance to communities affected by flash floods in Bangga Village, Tuva, Omu, Sigi Regency

20 Juni 2019Bantuan pembangunan Sekolah Madrasah Tsanawiyah Walisongo, Palu

4 Mei 2019Bantuan kepada masyarakat terdampak banjir bandang di Desa Bangga, Tuva, Omu, Kabupaten Sigi

July 1, 2019Assistance to flood affected communities in North Morowali Regency

1 Juli 2019Bantuan kepada masyarakat terdampak banjir di Kabupaten Morowali Utara

2 Juli 2019Bantuan kepada masyarakat terdampauk banjir di Kabupaten Morowali.

July 2, 2019 Assistance to communities affected by flooding in Morowali District.








24

28 Agustus 2019 Penandatanganan Nota Kesepahaman dan Kerjasama Optimalisasi Penerimaan Daerah dan Manajemen Aset Daerah Se-Sulawesi Tengah

August 28, 2019Signing of Memorandum of Understanding and Collaboration on Optimizing Regional Revenues and Regional Asset Management in Central Sulawesi

6 September 2019 Bantuan peralatan usaha untuk UMKM Kab. Sigi

September 6, 2019 Business equipment assistance for SMEs Kab. Torch

July 25-26 2019Free cataract surgery for cataract sufferers in Palu

25-26 Juli 2019Operasi Katarak gratis bagi penderita katarak di Palu

July 17, 2019Help for Smart House operational costs“Na Becoming To Pande”

17 Juli 2019Bantuan biaya operasional Rumah Pintar “Na Jadi To Pande”







23 Desember 2019 Bantuan kios container kepada UMKM Kab. Donggala

December 23, 2019 Container kiosk assistance to SMEs Kab. Donggala

18 Oktober 2019 Bantuan motor sampah roda tiga Kab. Parigi

October 18, 2019 The assistance of three-wheeled garbage motorbike Kab. Parigi

26 Desember 2019 Bantuan lapak UMKM di Hutan Taman Kota, Palu

December 26, 2019 UMKM stall assistance in the Forest Park City, Palu

23 Desember 2019 Pemberian perlindungan Tenaga Kerja Rentan di Kab. Morowali, bekerjasama dengan BPJS Ketenagakerjaan

December 23, 2019 Provision of Vulnerable Labor Protection in Kab. Morowali, in collaboration with BPJS Employment

31 Desember 2019Bantuan peralatan teknik Komputer dan Jaringan di SMKS Al-Ikhsan Desa Langaselo, Kab. Sigi

December 31, 2019Computer and Network engineering equipment assistance at Al-Ikhsan SMKS, Langaselo Village, Kab. Torch








26

IKHTISAR DATA KEUANGAN PENTINGImportant Financial Data Highlights

Ikhtisar Keuangan Financial Highlights

Tabel Laporan Posisi Keuangan (Rp juta)

Table of Financial Position (Rp million)

Uraian Description 2019 2018 2017 2016 2015Aset | Assets

Kas Cash 170.734 140.440 139.657 150.222 142.955

Giro pada Bank Indonesia Current accounts with Bank Indonesia 449.035 370.688 299.613 212.600 333.498

Giro pada Bank Lain Current Accounts with Other Banks 6.562 3.210 4.015 6.621 11.850

Penempatan pada Bank Indonesia dan Bank Lain

Placements with Bank Indonesia and Other Banks

1.975.200 1.496.200 337.059 771.700 724.000

Efek-efek Securities 902.352 500.884 1.408.358 455.232 450.896

Kredit Yang Diberikan Credit Given

- Pihak Berelasi - Related Parties 14.412 15.997 13.564 11.791 6,071

- Pihak Ketiga - Third Parties 4.000.118 3.448.402 2.980.811 2.626.492 2.252.162

- Cad.Kerugian format idamakan dengan pihak berelasi

- Cad. The loss in format is ideal with related parties

(63.138) (45.240) (35.675) (35.031) (30.119)

Aset Tetap Fixed Assets 82.874 70.362 60.512 50.948 52.964

Aset Tidak Berwujud Intangible Assets 2.964 2.588 2.105 2.171 2.421

Aset Pajak Tangguhan Deferred Tax Assets 9.290 6.714 9.218 9.381 6.893

Beban Dibayar Dimuka & Aset Lain Prepaid Expenses & Other Assets 58.106 32.436 40.288 29.406 26.127

Jumlah Aset Total Assets 7.608.507 6.042.682 5.259.524 4.291.533 3.977.296

Liabilitas | Liabilities

Liabilitas Segera Immediate Liability 123.144 299.677 438.105 121.988 93.634

Simpanan Nasabah Customer Deposits

- Giro - Current account 2.447.972 933.911 651.475 926.560 1.028.896

- Tabungan - Savings 1.219.493 1.081.839 729.812 465.381 535.193

- Deposito Berjangka - Time deposit 2.114.425 1.653.756 1.744.164 1.503.620 1.237.145

Simpanan dari Bank Lain Deposits from Other Banks 569.000 1.150.000 625.010 625.010 490.010

Pinjaman yang Diterima Loans Received 18.359 2.640 300.551 - -

Utang Pajak Tax debt 6.554 6.511 6.384 7.865 4.920

Liabilitas Imbalan Kerja Employee Benefits Liabilities 42.397 39.539 47.839 41.951 31.196

Beban yang Masih Harus Dibayar dan Liabilitas Lain-lain

Accrued Expenses and Other Liabilities

45.724 38.011 35.997 36.887 50.782

Jumlah Liabilitas Total Liabilities 6.587.068 5.205.885 4.587.011 3.729.263 3.471.776

Ekuitas | Equity

Modal Saham Capital stock 366.508 313.779 257.809 240.599 227.430

Agio Saham Agio Stock 129.558 98.733 66.013 55.952 48.254

Dana Setoran Modal Capital Deposit Funds 91.720 62.752 63.534 24.274 36.723

Pendapatan Komprehensif Lain Other Comprehensive Income

- Nilai Wajar Surat Berharga - Fair Value of Securities 1.833 3.321 1.941 - -

- Aktuarial Program Manfaat - Actuarial Benefit Program 8.136 6.301 (10.201) (6.003) (1.935)

Saldo Laba Retain earning

- Telah ditentukan penggunaannya - has been determined 297.625 243.339 193.260 137.648 86.479

- Belum ditentukan penggunaannya

- Not yet determined 126.060 108.572 100.157 109.800 108.570

Jumlah Ekuitas Total Equity 1.021.439 836.797 672.513 562.270 505.520

Jumlah Liabilitas dan Ekuitas Total Liabilities and Equity 7.608.507 6.042.682 5.259.524 4.291.533 3.977.296







Consolidated Comprehensive Income Statement

Consolidated Cash Flows Statement

Table of Comprehensive Income Statement (Rp million)

Laporan Laba Rugi Komprehensif

Tabel Laporan Laba Rugi Komprehensif (Rp juta)

Uraian Description 2019 2018 2017 2016 2015Pendapatan Bunga Interest income 611.866 547.614 504.258 495.973 440.151

Beban Bunga Interest expense (215.599) (211.678) (200.495) (174.272) (152.863)

Pendapatan Bunga-Bersih Net interest income 396.267 335.934 303.763 321.702 287.289

Pendapatan Operasional Lainnya dan Imbalan Jasa

Other Operating Income and Service Rewards

71.446 83.259 69.013 34.275 24.729

Penyisihan Cad. Kerugian Penurunan Nilai

Allowance for Impairment Losses (24.043) (11.249) (2.873) (17.209) (8.294)

Beban Umum dan Administrasi General and Administrative Expenses (108.770) (97.182) (85.956) (76.843) (69.860)

Beban Tenaga Kerja Labor Expenses (146.284) (136.524) (130.278) (106.143) (92.264)

Beban Operasional Lain Other Operating Expenses (20.673) (23.293) (18.095) (11.649) (9.571)

Jumlah Beban Operasional Total Operating Expenses (299.770) (268.249) (237.202) (211.844) (179.989)

Laba Operasional Operational Income 167.943 150.945 135.573 144.133 132.029

Pendapatan Non-Operasional Non Operational Income 2.682 3.082 4.427 1.507 2.087

Beban Non-Operasional Non Operational Expense (1.902) (1.629) (1.623) (1.943) (677)

Jumlah Pendapatan & Beban Non-Operasional

Total Non-Operational Income & Expenses

781 1.453 2.804 (436) 1.410

Laba Bersih Sebelum Pajak Net Income Before Tax 168.724 152.398 138.378 143.697 133.439

Beban Pajak Penghasilan Income Tax Expense (42.664) (43.826) (38.221) (38.090) (34.464)

Laba Tahun Berjalan Current year income 126.060 108.572 100.157 105.607 98.975

Pendapatan/(Kerugian) Komprehensif Lainnya

Other Comprehensive Income / Losses 9.969 9.622 (8.261) (4.068) 4.374

Total Laba Komprehensif Comprehensive Total Income 136.029 118.194 91.896 101.538 103.349

Laporan Arus Kas

Tabel Laporan Arus Kas (Rp juta)Table of Cash Flow Statement (Rp million)

Uraian Description 2019 2018 2017 2016 2015

Aset & Kewajiban Operasi Operating Assets & Obligations 210.591 173.407 147.888 154.934 143.959

Kas Bersih Diperoleh Dari (Digunakan Untuk) Aktivitas Operasi

Net Cash Provided From (Used For) Operating Activities

941.905 588.087 304.183 (18.304) 1.019.870

Kas Bersih Digunakan Untuk Aktivitas Investasi

Net Cash used for investment activities (425.213) 889.315 (971.724) 2.631 (294.662)

Kas Bersih Digunakan Untuk Aktivitas Pendanaan

Net Cash Used For Funding Activities 74.301 (247.207) 306.742 (55.486) (12.107)

Kenaikan/(Penurunan) Kas dan Setara KasIncrease/(decrease) in Cash and Cash Equivalents

590.992 1.230.194 (360.800) (71.160) 713.102

Kas dan Setara Kas Awal Periode Beginning Cash and Cash Equivalents 2.010.538 780.344 1.141.144 1.212.303 499.201

Kas dan Setara Kas Akhir Periode Ending Cash and Cash Equivalents 2.601.531 2.010.538 780.344 1.141.144 1.212.303








28

Rasio KeuanganFinancial Ratio

Table of Financial RatioTabel Rasio Keuangan (%)

Uraian Description 2019 2018 2017 2016 2015

Permodalan | Capital

Kewajiban Penyediaan Modal Minimum (KPMM)

Minimum Capital Requirement (KPMM) 27,21 27,22 27,80 28,15 27,85

Aset Tetap Terhadap Modal Fixed Assets to Capital 8,75 8,41 9,00 9,45 10,48

Aset Produktif | Earning Assets

Aset Produktif dan non produktif bermasalah terhadap total aset produktif dan non produktif

Productive and non-productive assets have a problem with total productive and non-productive assets

0,79 1,00 0,85 0,93 1,09

Aset produktif bermasalah terhadap total asset produktif

Productive assets have a problem with total productive assets

0,79 1,00 0,86 0,94 1,12

CKPN aset keuangan terhadap aset produktif

CKPN financial assets to productive assets 0,92 0,86 0,75 0,92 0,87

NPL bruto Gross NPL 1,35 1,50 1,36 1,36 1,71

NPL neto Net NPL 0,00 0,20 0,17 0,03 0,37

Rentabilitas | Profitability

Laba terhadap Total Aset (ROA) Profit to Total Assets (ROA) 2,51 2,56 2,49 2,91 3,10

Laba terhadap Ekuitas (ROE) Return on Equity (ROE) 15,76 17,47 19,20 20,98 23,24

Marjin Bunga Bersih Net Interest Margin 5,21 5,73 6,60 7,17 7,53

Biaya Operasional / Pendapatan Operasional (BOPO)

Operating Costs / Operating Income (BOPO)

75,42 75,53 76,35 72,82 71,60

Likuiditas | Liquidity

Kredit terhadap Dana yang Dihimpun (LDR)

Loan to Deposit Ratio (LDR) 69,43

94,40 95,81 91,11 80,62

Kepatuhan | Obedience

Persentase pelanggaran BMPK Percentage of LLL violations 0,00 0,00 0,00 0,00 0,00

Persentase pelampauan BMPK Percentage of exceeding LLL 0,00 0,00 0,00 0,00 0,00

GWM Primer - Rupiah Primary GWM - Rupiah 8,21 8.22 8,41 6,95 9,40

Posisi Devisa Neto (PDN) Net Open Position (NOP) 0,00 0,00 0,00 0,00 0,00







Asset Growth

Pertumbuhan Aset

2016

4.2915.259

6.0427.608

2015

3.977

2.000

4.000

6.000

8.000

0

2017 2018 2019

Equity GrowthPertumbuhan Ekuitas

2016

562672

8361.021

2015

505

200

400

600

800

1.000

1.200

0

2017 2018 2019

Profit GrowthPertumbuhan Laba

2016

101 91

118 136

2015

103

50

100

150

0

2017 2018 2019








30

Ikhtisar OperasionalOperational Overview

Table of Operational Performance of Third Party Funds (Rp million)

Tabel Kinerja Operasional Dana Pihak Ketiga (Rp juta)

Table of Credit Operational Performance (Rp million)Tabel Kinerja Operasional Kredit (Rp juta)

Table of Fee Based Income Operational Performance (Rp million)Tabel Kinerja Operasional Fee Based Income (Rp juta)

Simpanan Savings 2019 2018 2017 2016 2015Giro Current Account 2.447.972 933.911 651.475 926,560 1.028.896

Tabungan Savings 1.219.493 1.081.839 729.812 465.381 535.193

Deposito Deposit 2.114.425 1.653,756 1.744.164 1.503.620 1.237.145

TOTAL TOTAL 5.781.890 3.669.506 3.125.451 2.895.561 2.801.234

Kredit Credit 2019 2018 2017 2016 2015Pihak Berelasi Related parties 14.412 15.997 13.564 11.791 6,071

Pihak Ketiga Third party 4.000.118 3.448.402 2.980.811 2.626.492 2.252.162

Cadangan Kerugian Allowance for Losses (63.138) (45.240) (35.675) (35.031) (30.119)

TOTAL (Bersih) TOTAL (Nett) 3.951.391 3.419.159 2.958.700 2.603.252 2.228.114

Jenis Type 2019 2018 2017 2016 2015Penerimaan bunga kredit hapus buku Receipts from write off loans 2 6 28 179 424

Penerimaan pokok kredit hapus buku Receipt of write off of principal debt 1.318 839 1.123 1.124 1.886

Provisi Bank Garansi Bank Guarantee Provision 1.681 904 991 1.093 2.080

Denda kredit dan deposito Credit and deposit penalties 8.791 11.656 6.585 2.204 291

Jasa penggantian Cek dan Bilyet Giro Check and Bilyet Giro replacement services

111 133 112 108 105

Jasa administrasi Administrative services 23.105 18.562 23.757 15.946 8.269

Jasa administrasi referensi/dukungan bank Bank reference / support administration services

461 676 840 1.002 1.236

Jasa transfer Transfer services 467 382 334 232 353

Pendapatan Fee Fee Income 29.805 34.933 7.353 4.811 5.416

Keuntungan dari penjualan efek-efek Profits from selling securities 4.276 11.933

Lainnya Others 1.429 3.235 3.938 7.576 4.669

TOTAL TOTAL 71.446 83.259 45.062 34.275 24.729

Growth of Third Party FundsPertumbuhan Dana Pihak Ketiga

2016

2.8953.125

3.669

5.781

2015

2.801

1.000

2.000

3.000

4.000

5.000

6.000

0

2017 2018 2019







Credit GrowthPertumbuhan Kredit

2016

2.603

2.958

3.419

3.951

2015

2.228

500

1.000

1.500

2.000

2.500

3.000

3.500

4.000

0

2017 2018 2019

Fee Based Income GrowthPertumbuhan Fee Based Income

2016

34.275

45.062

83.259

71.446

2015

24.729

10.000

20.000

30.000

40.000

50.000

60.000

70.000

80.000

90.000

0

2017 2018 2019

Informasi harga saham

Hingga 31 Desember 2019, Bank Sulteng bukan perusahaan publik dan sahamnya tidak diperdagangkan di bursa mana pun sehingga tidak terdapat informasi terkait harga saham tertinggi, terendah, harga penutupan, volume perdagangan, dan kapitalisasi pasar.

Informasi mengenai obligasi, sukuk atau obligasi konversi

Hingga 31 Desember 2019, Bank Sulteng tidak menerbitkan obligasi/sukuk sehingga tidak terdapat informasi terkait jumlah obligasi/sukuk yang beredar (outstanding), tingkat bunga/imbalan, tanggal jatuh tempo, dan peringkat obligasi/sukuk.

Stock price information

Until 31 December 2019, Bank Sulteng is not a public company and its shares is not traded on any stock exchange so there is no information regarding the highest, lowest, closing price, trading volume, and market capitalization prices.

Information about bonds, sukuk or convertible bonds

As of December 31, 2019, Bank Sulteng did not issue bonds/sukuk, so there was no information related to the number of outstanding bonds/sukuk, interest/reward rates, due dates, and bond/sukuk ratings.

LAPORAN DEWAN KOMISARIS dan DIREKSIReport of The Board of Commissioner and Board of Director


34







LAPORAN DEWAN KOMISARIS

Drs. H. Abdul Karim HanggiKomisaris UtamaPresident Commissioner

Report of The Board of Commissioner and Board of Director







Assalamu’alaikum Wr. Wb.

Para Pemegang Saham dan Pemangku Kepentingan yang Terhormat,

Pertama-tama marilah kita mengucapkan puji syukur kehadirat Allah SWT, Tuhan Yang Maha Esa karena atas berkat rahmat dan karunia-Nya, Bank Sulteng dapat mencatatkan kinerja yang cukup baik di tahun 2019.

Selama tahun 2019 Dewan Komisaris telah menjalankan tugas dan fungsinya dalam melakukan pengawasan dan pemberian nasehat kepada Direksi dengan penuh tanggung jawab, sebagaimana diamanahkan dalam Anggaran Dasar dan peraturan perundangan yang berlaku. Dalam menjalankan tugasnya, Dewan Komisaris memastikan bahwa Perseroan telah melaksanakan kegiatan operasionalnya sesuai dengan Rencana Bisnis Bank yang telah ditetapkan, serta memastikan kepatuhan terhadap seluruh peraturan dan perundang-undangan yang berlaku.

Dewan Komisaris selalu berupaya untuk memastikan bahwa Bank Sulteng telah dikelola secara profesional, sesuai dengan kepentingan pemegang saham dan pemangku kepentingan lainnya. Dalam menjalankan perannya, Dewan Komisaris senantiasa menjaga obyektivitas dan independensi. Oleh karena itu, Dewan Komisaris tidak terlibat dalam pengambilan keputusan operasional Bank Sulteng, kecuali hal-hal yang diatur dan ditetapkan dalam Anggaran Dasar dan peraturan perundang-undangan.

Berikut kami sampaikan laporan pengawasan dan pemberian nasihat Dewan Komisaris terhadap jalannya kepengurusan Perseroan untuk tahun buku 2019.

Pengawasan Terhadap Implementasi Strategi

Sebagai bagian dari tugas dan tanggung jawab, Dewan Komisaris Bank Sulteng terus proaktif melakukan pengawasan terhadap kinerja Direksi dan memberikan masukan kepada Direksi. Bentuk pengawasan yang dilakukan Dewan Komisaris tentunya mengacu pada implementasi atas rekomendasi yang telah diberikan Dewan Komisaris terhadap Direksi maupun melalui komite-komite yang dibentuk. Pengawasan tersebut antara lain:1. Melakukan pengawasan terhadap kebijakan

pengurusan, jalannya pengurusan Perseroan oleh Direksi termasuk pengawasan terhadap:a. Rencana Bisnis Bank.b. Rencana Kerja dan Anggaran Perusahaan (RKAP)

Tahunan.

Assalamu’alaikum Wr. Wb.

Dear Shareholders and Stakeholders,

First of all, praise be to Allah SWT for due to his blessings and his grace, the Bank of Central Sulawesi has recorded good performance in the year 2019.

Throughout 2019, the Board of Commissioners has accomplished its duties and functions in carrying out supervision and providing advice to the Board of Directors with full responsibility, as mandated in the Articles of Association and applicable laws and regulations. In carrying out its duties, the Board of Commissioners has ensured that the company carry out its operational activities in accordance with the determined Bank Business Plan, as well as ensured its compliance with all applicable laws and regulations.

The Board of Commisioners always strives to ensure that the Central Sulawesi Bank has been managed professionally, in accordance with the interests of shareholders and other stakeholders. In carrying out its role, the Board of Commissioners always maintains objectivity and independence. Therefore, the Board of Commissioners is not involved in the operational decision making of the Central Sulawesi Bank, except for matters that are regulated and stipulated in the Articles of Association and laws and regulations.

We herewith present the supervisory report and advice of the Board of Commissioners regarding the management of the Company for the 2019 fiscal year.

Supervision of Strategy Implementation

As part of their duties and responsibilities, the Board of Commissioners of Central Sulawesi Bank continues to proactively supervise the performance of the Board of the Directors and provide input to Board of Directors. The form of supervision carried out by the Board of Commissioners refers to the implementation of the recommendations given by the Board of Commissioners to the Board of Directors as well as through the established committees. These supervisions include:1. Supervise management policies, the management

of the Company by the Board of Directors, including supervision of:a. Bank Busine

annual report laporan tahunan - bank sulteng 2019.pdf · 2020-05-13 · company profile sumber daya...

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