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07 TATA KELOLA PERUSAHAANCorporate Governance

Penerapan Good Corporate Governance merupakan salah satu pilar yang kuat dalam membangun fondasi untuk mendukung Perseroan dalam menghadapi tantangan di tengah kemajuan ekonomi dan pesatnya perkembangan industri perbankan. Bank BKE berkomitmen untuk menerapkan prinsip kehati-hatian (prudential banking) dan secara konsisten mengedepankan etika dan integritas dalam pengelolaan Bank. Bank BKE juga berkomitmen untuk senantiasa menerapkan tata kelola perusahaan selaras dengan peraturan perundang-undangan yang berlaku dan juga menerapkan best practice yang dikembangkan oleh institusi perbankan nasional.

Peraturan perundang-undangan yang dijadikan sebagai dasar penerapan tata kelola perusahaan adalah sebagai berikut:1. Undang-Undang Republik Indonesia Nomor 10 tahun 1998

tentang perubahan atas Undang-Undang No 7 tahun 1992 tentang Perbankan.

2. Undang-Undang Republik Indonesia Nomor 40 tahun 2007 tentang Perseroan Terbatas.

3. Peraturan Otoritas Jasa Keuangan Nomor 55/POJK.03/2016 tanggal 7 Desember 2016 tentang Penerapan Tata Kelola Bagi Bank Umum.

4. Surat Edaran Otoritas Jasa Keuangan Nomor 13/SEOJK.03/2017 tanggal 17 Maret 2017 tentang Penerapan Tata Kelola Bagi Bank Umum.

5. Peraturan Otoritas Jasa Keuangan Nomor 18/POJK.03/2016 tanggal 22 Maret 2016 tentang Penerapan Manajemen Risiko Bagi Bank Umum.

6. Surat Edaran Otoritas Jasa Keuangan Nomor 34/SEOJK.03/2016 tanggal 1 September 2016 tentang Penerapan Manajemen Risiko Bagi Bank Umum.

Penerapan tata kelola ini telah menjadi unsur penting bagi Bank BKE dan memiliki tujuan untuk meningkatkan kinerja Bank BKE, menjaga transparansi & akuntabilitas pengelolaan kepada pemangku kepentingan (stakeholders), dan meningkatkan kepatuhan terhadap peraturan perundang-undangan yang berlaku serta nilai-nilai etika yang berlaku umum pada industri perbankan.

Dalam menjalankan kegiatan usahanya, Bank BKE menerapkan 5 (lima) prinsip tata kelola perusahaan yang baik, yaitu transparansi, akuntabilitas, pertanggungjawaban, independensi, dan kewajaran.

Dalam rangka memastikan penerapan prinsip-prinsip tersebut, Bank BKE secara berkala melakukan penilaian sendiri (self assessment) yang mencakup 3 (tiga) aspek governance, yaitu governance structure, governance process, dan governance outcome pada setiap faktor penilaian yang meliputi 11 (sebelas) faktor penilaian, yaitu:1. Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris.

2. Pelaksanaan Tugas dan Tanggung Jawab Direksi.3. Kelengkapan dan Pelaksanaan Tugas Komite.4. Penanganan Benturan Kepentingan.5. Penerapan Fungsi Kepatuhan.6. Penerapan Fungsi Audit Intern.7. Penerapan Fungsi Audit Ekstern.

The implementation of Good Corporate Governance is one of the strong pillars in building the foundation to support the Company in facing challenges in the midst of economic progress and the rapid development of the banking industry. Bank BKE is committed to applying prudential banking principles and consistently prioritizing ethics and integrity in managing the Bank. Bank BKE is also committed to always implementing corporate governance in line with applicable laws and regulations and also implementing best practices developed by national banking institutions.

The laws and regulations serving as the basis for implementing corporate governance are as follows:1. Law of the Republic of Indonesia Number 10 of 1998 concerning

Amendments to Law No. 7 of 1992 concerning Banking.

2. Law of the Republic of Indonesia Number 40 of 2007 concerning Limited Liability Companies.

3. Financial Services Authority Regulation Number 55/POJK.03/2016 dated 7 December 2016 concerning Application of Governance for Commercial Banks.

4. Financial Services Authority Circular Letter Number 13/SEOJK.03/2017 dated March 17, 2017 concerning the Implementation of Governance for Commercial Banks.

5. Financial Services Authority Regulation Number 18/POJK.03/2016 dated March 22, 2016 concerning Application of Risk Management for Commercial Banks.

6. Financial Services Authority Circular Letter Number 34/SEOJK.03/2016 dated September 1, 2016 concerning Application of Risk Management for Commercial Banks.

The implementation of governance has become an important element for Bank BKE, and is intended to improve the performance of Bank BKE, maintain transparency & accountability of management to stakeholders, and improve compliance with applicable laws and regulations and ethical values that are generally applicable to the banking industry.

In carrying out its business activities, Bank BKE applies 5 (five) principles of good corporate governance, namely transparency, accountability, responsibility, independence, and fairness.

In order to ensure the application of these principles, BKE Bank periodically conducts a self-assessment covering 3 (three) aspects of governance, namely governance structure, governance process, and governance outcome on each assessment factor, which includes 11 (eleven) assessment factors, namely:1. Implementation of the Duties and Responsibilities of the Board

of Commissioners.2. Implementation of the Duties and Responsibilities of Directors.3. Completeness and Implementation of Committee Duties.4. Managing Conflicts of Interest.5. Application of Compliance Function.6. Implementation of the Internal Audit Function.7. Implementation of the External Audit Function.

150 2019 LAPORAN TAHUNANAnnual Report

PROFIL PERUSAHAANCompany Profile

ANALISIS DAN PEMBAHASAN MANAJEMENManagement Discussion and Analysis

LAPORAN MANAJEMENManagement Reports

KILAS KINERJA 2019 2019 Performance Highlight

8. Penerapan Manajemen Risiko termasuk Sistem Pengendalian Intern.

9. Penyediaan Dana Kepada Pihak Terkait dan Penyediaan Dana Besar.

10. Transparansi Kondisi Keuangan dan Non Keuangan Bank.11. Rencana Strategis Bank.

Secara umum, pelaksanaan tata kelola Bank telah berjalan dengan cukup baik, sebagaimana tercermin dari pemenuhan prinsip-prinsip tata kelola. Meskipun masih terdapat kelemahan, namun Dewan Komisaris, Direksi, dan seluruh karyawan telah berupaya untuk menciptakan, mengembangkan, dan evaluasi diri sesuai dengan prinsip-prinsip yang berguna untuk mendukung dan memperbaiki kualitas mekanisme implementasi tata kelola perusahaan.

Mekanisme implementasi penerapan tata kelola perusahaan dapat digambarkan dalam siklus implementasi sebagai berikut:

Peningkatan Kualitas Implementasi Penerapan

Tata Kelola PerusahaanQuality Development on GCG

Implementation

Penilaian Sendiri Penerapan Tata Kelola PerusahaanSelf-Assessment on GCG

Implementation

Evaluasi Implementasi Penerapan Tata Kelola

PerusahaanEvaluation on GCG

Implementation

Monitoring Implementasi Penerapan Tata Kelola

PerusahaanMonitoring on GCG

Implementation

Implementasi Penerapan Tata Kelola Perusahaan

Good Corporate Governance Implementation

8. Implementation of Risk Management including the Internal Control System.

9. Provision of Funds to Related Parties and Large Exposure.

10. Transparency of Bank Financial and Non-Financial Conditions.11. The Bank's Strategic Plan.

In general, the Bank's governance has been implemented quite well, as reflected in the fulfillment of governance principles. Although there are still weaknesses, the Board of Commissioners, the Board of Directors, and all employees have endeavored to create, develop, and conduct self-evaluations in accordance with the principles that support and improve the quality of corporate governance implementation mechanisms.

The implementation mechanism of the implementation of corporate governance can be described in the implementation cycle as follows:

2019LAPORAN TAHUNANAnnual Report 151

TATA KELOLA PERUSAHAANCorporate Governance

LAPORAN KEUANGAN 20192019 Financial Report

TANGGUNG JAWAB SOSIAL PERUSAHAANCorporate Social Responsibility

SUMBER DAYA MANUSIAHuman Resources

Hasil Penilaian Sendiri (Self Assessment) Pelaksanaan Tata Kelola PerusahaanSelf Assessment on the Implementation of Corporate Governance

PeringkatRating

Definisi PeringkatRating Definition

Individual 3 Menunjukkan Manajemen Bank telah melakukan penerapan Tata Kelola Perusahaan dengan cukup baik. Hal ini tercermin dari pemenuhan yang cukup memadai atas prinsip tata kelola perusahaan. Dalam hal terdapat kelemahan, secara umum kelemahan tersebut kurang signifikan dan dapat diselesaikan dengan tindakan normal oleh Manajemen Bank. Saat ini Bank yakin dapat melakukan perbaikan yang dibutuhkan dalan rangka mewujudkan tata kelola yang baik. Sejalan dengan perbaikan yang dilakukan, kelemahan-kelemahan akan membaik sehingga rating penilaian tata kelola Bank akan meningkat pada semester berikutnya.

Demonstrating that Bank’s Management has implemented the Corporate Governance fairly well as reflected in the adequate fulfilment of the principles of corporate governance. If there are deficiencies in the application of GCG principles, these weaknesses are less significant and can be resolved properly by normal actions by the Bank's management.Currently, the Bank is confident it can make the improvements needed in order to realize good governance. At present, the Bank believes that it can make the necessary improvements in order to realize good governance.In line with improvements made, weaknesses will improve so that the rating of the Bank's governance assessment will improve in the next semester.

Penetapan skor tersebut diatas didasari pada kekuatan dan kelemahan pelaksanaan implementasi tata kelola perusahaan di Bank BKE sebagai berikut:

KekuatanStrenght

KelemahanWeakness

1. Governance Structurea. Domisili, integritas, komposisi pihak independen dan

ketentuan rangkap jabatan Dewan Komisaris telah sesuai dengan ketentuan.

Domicile, integrity, composition of independent parties and provision regarding concurrent position of the Board of Commissioners are in accordance with the applicable provisions.

b. Jumlah, domisili, integritas, komposisi pihak independen dan ketentuan rangkap jabatan Direksi telah sesuai dengan ketentuan.

Number, domicile, integrity, composition of independent parties and provision regarding concurrent position of the Board of Directors are in accordance with the applicable provisions.

c. Untuk membantu Dewan Komisaris telah dibentuk Komite Audit, Komite Pemantau Risiko dan Komite Remunerasi & Nominasi yang komposisinya telah sesuai dengan ketentuan Tata Kelola Bank dan juga telah melaksanakan tugas dan tanggung jawabnya dengan baik.

1. Governance Structurea. Terdapat kelemahan dalam struktur organisasi Bank terkait

dengan pengunduran diri salah satu pejabat eksekutif yang membawahkan kegiatan perkreditan yang mengakibatkan kekosongan jabatan. Untuk sementara kekosongan tersebut dirangkap oleh pejabat eksekutif lainnya yang juga membawahkan perkreditan.

There is a deficiency in the Bank’s organizational structure, due to the resignation of one of the executive officers in charge of credit activities. This has led to a vacancy of office. For a while the position was held by another executive officer who was also in charge of credit.

b. Pada semester II tahun 2019 jumlah Dewan Komisaris hanya terdiri dari 1 (satu) orang Komisaris Independen dikarenakan jabatan 2 (dua) orang Komisaris yang telah berakhir masih belum dapat dipenuhi kembali terkait dengan belum selesainya masalah penguatan permodalan yang menjadi concern Otoritas Jasa Keuangan (OJK). Namun Bank telah memiliki komitmen untuk memperkuat permodalan pada tahun 2020.

PENILAIAN TATA KELOLA PERUSAHAAN TAHUN 2019Corporate Governance Assessment In 2019

The determination of the above scores is based on the strengths and weaknesses of the implementation of corporate governance at Bank BKE as follows:






KekuatanStrenght

KelemahanWeakness

To assist the Board of Commissioners, an Audit Committee, a Risk Monitoring Committee and a Remuneration & Nomination Committee were formed with a composition as required in the Bank’s Governance provisions. These committees have carried out their duties and responsibilities well.

d. Bank telah memiliki Direktur yang membawahkan Fungsi Kepatuhan (Direktur Kepatuhan dan Manajemen Risiko) dan Unit Kerja Kepatuhan (Satuan Kerja Kepatuhan) yang telah memenuhi persyaratan independensi.

The Bank has appointed a Director to oversee the Compliance Function (Compliance Director and Risk Management) and Compliance Work Unit (Compliance Work Unit). The appointed director has fulfilled the independence requirements.

e. Untuk menunjang proses tata kelola telah dibentuk unit kerja Audit Internal, Manajemen Risiko, fungsi Anti Pencucian Uang & Pencegahan Pendanaan Terorisme dan fungsi Anti Fraud yang independen terhadap unit operasional dan bisnis serta telah dilengkapi dengan pedoman kerja untuk masing-masing unit dan fungsi

To support the governance process, an Internal Audit, Risk Management, Anti-Money Laundering & Prevention of Terrorism Financing and Anti-Fraud functions are established, which take independent positions against operational and business units, and already have work guidelines for each unit and function.

f. Bank telah memiliki kebijakan & prosedur aktivitas Bank yang memadai untuk menunjang penerapan Tata Kelola Bank.

The Bank has put in place policies & procedures for various activities and they are adequate to support the implementation of Bank Governance.

g. Bank memiliki rencana strategis yang telah didukung sepenuhnya oleh pemilik tercermin dari RUPS Luar Biasa yang diadakan pada tanggal 29 November 2019 dan 18 Desember 2019 dengan keputusan menyetujui usulan untuk meningkatkan modal dasar Bank dan menyetujui rencana pengambilalihan (akuisisi).

The Bank has a strategic plan that is fully supported by the owner, as reflected in the resolution of the Extraordinary GMS held on November 29, 2019 and December 18, 2019, which approved the proposal to increase the Bank's authorized capital and acquisition plan.

In the second semester of 2019, the number of the Board of Commissioners consisted of only 1 (one) Independent Commissioner because 2 (two) Commissioners had ended their terms of office and had not been replaced. This happens because the problem of strengthening the Bank's capital, which is currently a concern of the Financial Services Authority (OJK), has not yet been completed. However, the Bank has a commitment to strengthen its capital in 2020.






KekuatanStrenght

KelemahanWeakness

2. Governance Processa. Direksi Bank telah melakukan upaya - upaya untuk melakukan

proses tata kelola sesuai dengan prinsip-prinsip tata kelola, antara lain seperti pengambilan keputusan strategis yang diambil melalui rapat Direksi yang telah didokumentasi dengan baik, peningkatan kompetensi pegawai melalui pelaksanaan training atau sosialisasi, dan memberikan pembinaan kepada semua pegawai terkait concern Otoritas Jasa Keuangan (OJK).

The Board of Directors of the Bank has made various efforts to implement corporate governance in accordance with the principles of governance, such as strategic decision making through Board of Directors meetings, which are well documented, improving employee competency through training or dissemination, and providing guidance to all employees related to the Financial Services Authority (OJK) concern.

b. Proses pengawasan telah dilakukan oleh Dewan Komisaris dibantu oleh Komite-Komite sesuai dengan tugas dan tanggung jawabnya masing-masing. Dewan Komisaris melakukan pengawasan baik secara langsung maupun tidak langsung dalam Rapat Dekom bersama Direksi.

The supervision process has been carried out by the Board of Commissioners, assisted by the Committees in accordance with their respective duties and responsibilities. The Board of Commissioners conducts supervision, both directly and indirectly, in the Board of Commissioners Meeting with the Board of Directors.

c. Dalam menetapkan kebijakan dan keputusan strategis, Direksi dibantu oleh Komite – komite dibawah Direksi melalui mekanisme rapat Direksi, forum ALCO, Komite Manajemen Risiko, Komite Pengarah Teknologi Informasi, Komite Manajemen Kepegawaian dan Komite Kebijakan Perkreditan.

In setting strategic policies and decisions, the Board of Directors is assisted by committees under the Board of Directors conducted through Board of Directors meeting, ALCO forum, Risk Management Committee, Information Technology Steering Committee, Staffing Management Committee and Credit Policy Committee.

2. Governance Process Berdasarkan hasil pemeriksaan Otoritas Jasa Keuangan (OJK),

masih terdapat kelemahan dalam hal proses manajemen risiko perkreditan. Terkait dengan kelemahan tersebut, Bank senantiasa melakukan perbaikan dengan menindaklanjuti hasil temuan audit OJK dan melaporkannya kepada Otoritas Jasa Keuangan (OJK) termasuk tindak lanjut beberapa hal yang menjadi concern Otoritas Jasa Keuangan (OJK).

Based on the results of the Financial Services Authority (OJK) examination, deficiencies were still found in the credit risk management process. Related to this deficiency, the Bank continues to make improvements by following up on OJK's audit findings and reporting them to the Financial Services Authority (OJK), including following up on several matters of concern to the Financial Services Authority (OJK).

KekuatanStrength

KelemahanWeaknes

3. Governance Outcomea. Komisaris dan Direksi telah melaksanakan tugas dan

mengadakan rapat sesuai ketentuan dimana hasil rapat diadministrasikan dengan baik.

Commissioners and Directors have carried out their duties and held meetings in accordance with the provisions, where the results of the meeting were properly administrated.

3. Governance Outcome Terdapat kelemahan dalam governance process yang

mempengaruhi governance outcome antara lain penurunan rasio KPMM, penurunan kualitas kredit, dan kerugian yang dialami Bank, serta terjadinya fraud oleh internal Bank. Terkait dengan kelemahan-kelemahan tersebut, Bank akan melakukan perbaikan antara lain melakukan penguatan permodalan, pemantauan terhadap debitur-debitur bermasalah dan melakukan sosialisasi terkait dengan fraud.






KekuatanStrenght

KelemahanWeakness

b. Bank telah menyampaikan laporan pokok pelaksanaan tugas Direktur yang membawahi fungsi kepatuhan secara terencana dan tepat waktu

The Bank has submitted a principal report on the implementation of the duties of the Director in charge of the compliance function in a planned and timely manner.

c. Bank telah melaksanakan transparansi laporan keuangan dan non keuangan dan laporan tata kelola serta informasi produk sesuai dengan ketentuan.

The Bank has implemented transparency of financial and non financial reports and governance reports as well as product information in accordance with the provisions.

d. Aktivitas yang dilakukan Bank telah sesuai dengan visi dan misi Bank termasuk kemampuan permodalan Bank

The Bank’s activities have been carried out in accordance with the Bank’s vision and mission, taking into account the Bank’s capital capability.

e. Direksi telah mengkomunikasikan Rencana Korporasi dan RBB kepada pemegang saham dan seluruh jenjang organisasi

The Board of Directors has communicated the Corporate Plan and RBB to shareholders and all levels of the organization.

f. Sanksi denda pada Semester II tahun 2019 menurun signifikan jika dibandingkan dengan sanksi denda pada Semester I tahun 2019 dan Semester II tahun 2018.

Penalties in Semester II in 2019 decreased significantly when compared with penalties in Semester I in 2019 and Semester II in 2018.

g. Bank telah meningkatkan modal dasar perusahaan menjadi sebesar Rp1.112.000.000.000,- dan memiliki rencana pengambilalihan (akuisisi) melalui penjualan 12.545.410 lembar saham milik IKP-RI dan PT Recapital Advisor kepada PT Danadipa Artha Indonesia sebagaimana hasil keputusan RUPS Luar Biasa yang diadakan pada tanggal 29 November 2019 dan 18 Desember 2019.

The Bank has increased its authorized capital to Rp1,112,000,000,000 and has a planned acquisition (acquisition) through the sale of 12,545,410 shares owned by IKP-RI and PT Recapital Advisor to PT Danadipa Artha Indonesia, according to the results of the Extraordinary General Meeting of Shareholders held on November 29, 2019 and December 18, 2019.

There are deficiencies in the governance process that affect governance outcomes, including the decrease in the KPMM ratio, the decline in credit quality, and losses experienced by the Bank, and the occurrence of fraud by the Bank's internal. Against these deficiencies, the Bank will take corrective actions, including by strengthening capital, monitoring non-performing debtors, and conducting socialization about fraud.






Struktur Organisasi Penerapan Tata Kelola Bank Rapat Umum Pemegang Saham

Sebagai perusahaan berbentuk perseroan terbatas, Rapat Umum Pemegang Saham (RUPS) merupakan organ yang paling utama dan tertinggi dalam struktur tata kelola perusahaan. RUPS memiliki hak dan kewajiban yang tidak dimiliki oleh Direksi dan Dewan Komisaris.

RUPS memiliki peranan yang sangat penting karena menentukan arah dan tujuan Perseroan, sebagaimana yang dituangkan dalam Anggaran Dasar Perusahaan. RUPS memiliki wewenang mengangkat dan/atau memberhentikan Direksi dan/atau Komisaris yang sifatnya tetap.

Pada tahun 2019, Bank BKE menyelenggarakan RUPS (Tahunan maupun Luar Biasa) sebanyak 4 (empat) kali, sebagaimana yang diuraikan pada tabel di bawah ini.

Pelaksanaan RUPSTahun 2019

GMS Implementation in 2019

Keputusan RUPSGMS Resolution

4 April 2019(RUPS Tahunan)

April 4, 2019(Annual GMS)

1. Persetujuan Laporan Tahunan tahun buku 2018 (Laporan per 31 Desember 2018). Approval of the Annual Report for the 2018 fiscal year (as of December 31, 2018).

2. Persetujuan rencana perusahaan 1 (satu) tahun kedepan. Approval of the Company’s plan for the next 1 (one) year.

3. Persetujuan penggunaan laba perseroan untuk tahun buku 2018. Approval for the use of the Company’s profits for fiscal year 2018.

4. Penetapan remunerasi anggota Direksi dan honorarium anggota Dewan Komisaris Determination of remuneration for members of the Board of Directors and honorarium for members of

the Board of Commissioners.

5. Pemberian kuasa dan wewenang kepada Dewan Komisaris terkait penunjukan KAP perseroan untuk tahun buku yang berakhir tanggal 31 Desember 2019 dengan memperhatikan rekomendasi Komite Audit dan undang-undang yang berlaku

Granting power and authority to the Board of Commissioners regarding the appointment of the Company’s Public Accounting Firm for the fiscal year ending December 31, 2019 with due regard to the recommendations of the Audit Committee and applicable laws.

6. Penundaan perubahan Direksi Perseoran s.d. berakhirnya masa tugas. Postponement of changes to the Board of Directors of the Company until the end of the term of office.

7. Pemberhentian anggota Dewan Komisaris periode 2014-2019 dan pengangkatan anggota Dewan Komisaris periode 2019-2024.

Dismissal of members of the Board of Commissioners for the 2014-2019 period and appointment of the Board of Commissioners for the 2019-2024 period.

8. Pembahasan rencana pembentukan Unit Usaha Syariah. Discussion on plans to establish a Sharia Business Unit.

Governance Organizational Structure General Meeting Of Shareholders

As a limited liability company, the General Meeting of Shareholders (GMS) is the most important and highest organ in the corporate governance structure, whose rights and obligations are not possesed by either the Board of Directors or the Board of Commissioners.

The GMS plays a very important role because it determines the direction and objectives of the Company, as stated in the Company’s Articles of Association. The GMS has the authority to appoint and/ or permanently terminate Directors and / or Commissioners.

In 2019, Bank BKE held a General Meeting of Shareholders (both Annual and Extraordinary) 4 (four) times, as described in the table below.






Pelaksanaan RUPSTahun 2019

GMS Implementation in 2019

Keputusan RUPSGMS Resolution

12 Juli 2019(RUPS Luar Biasa)

July 12, 2019(Extra Ordinary GMS)

Pemberhentian dan pengangkatan kembali anggota Direksi dengan masa jabatan terhitung semenjak RUPSLB ini hingga RUPS Tahunan untuk Tahun Buku 2019

Dismissal and reappointment of members of the Board of Directors with a term of office commencing from this EGMS until the Annual GMS for Fiscal Year 2019.

29 November 2019(RUPS Luar Biasa)

November 29, 2019(Extra Ordinary GMS)

1. Menyetujui usulan untuk meningkatkan Modal Dasar Perseroan dari yang sebelumnya sebesar Rp800.000.000,- menjadi sebesar Rp1.112.000.000,- yang terbagi atas 111.200.000 lembar saham dengan nilai nominal Rp10.000,-

Approved the proposal to increase the Company’s authorized capital, from Rp800,000,000 to Rp1,112,000,000, divided into 111,200,000 shares with a nominal value of Rp10,000.

2. Menyetujui rencana setoran sepenuhnya oleh PT Danadipa Artha Indonesia sebesar Rp1.000.000.000.000,- dengan harga pembelian sebesar nilai nominal Rp10.000,- per saham seri B.

Approved the fully paid capital plan by PT Danadipa Artha Indonesia, in the amount of Rp1,000,000,000,000, - with a purchase price of Rp10,000 per share for series B shares.

18 Desember 2019(RUPS Luar Biasa)

Desember 18, 2019(Extra Ordinary GMS)

1. Menyetujui penjualan saham milik IKP-RI sebanyak 7.072.404 saham serie B dan 1 saham serie A yang mewakili 25,43% saham perseroan kepada PT Danadipa Artha Indonesia.

Approved the sale of shares owned by IKP-RI to PT Danadipa Artha Indonesia, as many as 7,072,404 series B shares and 1 series A shares, representing 25.43% of the Company’s shares.

2. Menyetujui penjualan saham milik PT Recapital Advisor sebanyak 5.473.006 saham serie B yang mewakili 19,68% saham perseroan kepada PT Danadipa Artha Indonesia.

Approved the sale of shares owned by PT Recapital Advisor to PT Danadipa Artha Indonesia, as many as 5,473,006 shares of Series B, representing 19.68% of the company’s shares.

3. Menyetujui penjualan sebagian saham milik PT Taspen sebanyak 1.980.327 saham yang terdiri 1.980.326 saham serie B dan 1 saham serie A, yang mewakili 7,12% saham kepada PT Mitra Lintas Persada, sedangkan sisanya sebanyak 780.707 saham serie B akan diputuskan dalam RUPS yang akan ditentukan kemudian.

Approved the sale of a portion of shares owned by PT Taspen to PT Mitra Lintas Persada, with a total of 1,980,327 shares consisting of 1,980,326 series B shares and 1 series A shares, representing 7.12% of the Company's shares, while the remaining 780,707 series B shares will be decided in the GMS which will be determined later.






Dewan Komisaris adalah organ perseroan yang memiliki tugas pokok memastikan kebijakan Direksi sesuai dengan Anggaran Dasar dan memberikan nasihat kepada Direksi terhadap jalannya kepengurusan perusahaan. Dewan Komisaris juga bertugas untuk memastikan penerapan tata kelola perusahaan dalam setiap kegiatan usaha Bank BKE, di seluruh jenjang organisasi. Tugas dan tanggung jawab Dewan Komisaris telah dilakukan secara independen tanpa ada pengaruh atau tekanan dari pihak manapun.

Susunan Dewan Komisaris

Anggota Dewan Komisaris pada tanggal 31 Desember 2019 adalah sebagai berikut:

NamaName

JabatanPosition

Tasripin Mastar*) Komisaris UtamaPresident Commissioner

Mahyuddin Ramli**) Komisaris IndependenIndependent Commissioner

I Nyoman Sidia Komisaris IndependenIndependent Commissioner

*) Berhenti menjabat sebagai Komisaris Utama berdasarkan hasil RUPS Tahunan tanggal 4 April 2019.

**) Berhenti menjabat sebagai Komisaris Independen berdasarkan hasil RUPS Tahunan tanggal 4 April 2019.

Per tanggal 31 Desember 2019, hanya ada 1 (satu) orang anggota Dewan Komisaris, yaitu I Nyoman Sidia, karena berdasarkan RUPS Tahunan tanggal 4 April 2019, masa jabatan 2 (dua) anggota Dewan Komisaris periode 2014-2019 telah berakhir dan hingga akhir Desember 2019 belum ada yang menggantikan karena masalah penguatan permodalan yang menjadi concern Otoritas Jasa Keuangan (OJK) belum selesai. Namun Bank telah memiliki komitmen untuk memperkuat permodalan pada tahun 2020.

Jumlah anggota Dewan Komisaris Bank BKE tidak melebihi jumlah Direksi. Dewan Komisaris dipilih atas dasar kompetensi yang memadai dan relevan dengan jabatannya. Dewan Komisaris menjalankan tugas dan tanggung jawabnya sesuai kompetensi yang dimilikinya.

Penggantian dan/atau pengangkatan anggota Dewan Komisaris telah memperhatikan rekomendasi Komite Remunerasi dan Nominasi dan memperoleh persetujuan dari RUPS.

Jumlah Komisaris Independen Bank BKE telah memenuhi ketentuan Peraturan Otoritas Jasa Keuangan Nomor 55/POJK.03/2016 dan

The Board of Commissioners is a corporate organ that has the main task of ensuring that the Board Directors' policies are in accordance with the Articles of Association and providing advice to the Board of Directors on the management of the company. The Board of Commissioners also has the duty to ensure the implementation of corporate governance in all BKE Bank business activities, at all levels of the organization. The duties and responsibilities of the Board of Commissioners have been carried out independently without any influence or pressure from any party.

Board of Commissioners Composition

The members of the Board of Commissioners as at December 31, 2019 are as follows:

*) Resign as President Commissioner based on the resolution of the Annual General Meeting of Shareholders on April 4, 2019.

**) Resign as an Independent Commissioner based on the resolution of the Annual General Meeting of Shareholders on April 4, 2019.

As of December 31, 2019, there was only 1 (one) member of the Board of Commissioners, namely I Nyoman Sidia, because based on the Annual General Meeting of Shareholders on April 4, 2019, the term of office of 2 (two) members of the Board of Commissioners for the 2014-2019 period ended and until the end of December 2019 has not yet been replaced because of the problem of strengthening capital, which is currently a concern of the Financial Services Authority (OJK). But the Bank has a commitment to strengthen capital in 2020.

The number of members of the Board of Commissioners of Bank BKE does not exceed the number of Directors. The Board of Commissioners is chosen on the basis of adequate competence and relevant to his position. The Board of Commissioners carries out its duties and responsibilities according to its competence.

Replacement and / or appointment of members of the Board of Commissioners has taken into account the recommendations of the Remuneration and Nomination Committee and obtained approval from the GMS.

The number of Independent Commissioners of Bank BKE has complied with the Financial Services Authority Regulation Number

DEWAN KOMISARIS Board of Commissioners






Surat Edaran Otoritas Jasa Keuangan Nomor 13/SEOJK.03/2017 tentang Penerapan Tata Kelola Bagi Bank Umum, yaitu kurang dari 50% dari jumlah total anggota Dewan Komisaris.

Penetapan Komisaris Independen Bank BKE telah dilakukan dengan memperhatikan dan berpedoman pada ketentuan tersebut. Komisaris Independen juga telah dipilih sesuai ketentuan dimana yang bersangkutan berasal dari pejabat eksekutif yang melakukan fungsi pengawasan. Dengan demikian tidak berlaku ketentuan masa tunggu (cooling off ).

Peraturan Otoritas Jasa Keuangan Nomor 27/POJK.03/2016 tentang Penilaian Kemampuan dan Kepatutan bagi Pihak Utama Lembaga Jasa Keuangan mengatur bahwa calon anggota Dewan Komisaris yang termasuk sebagai pihak utama, wajib memperoleh persetujuan dari Otoritas Jasa Keuangan sebelum menjalankan tindakan, tugas dan fungsinya. Seluruh anggota Dewan Komisaris Bank BKE telah lulus Fit and Proper Test dan telah memperoleh surat persetujuan dari Otoritas Jasa Keuangan.

Seluruh anggota Dewan Komisaris Bank BKE tidak memiliki rangkap jabatan sebagai Komisaris, Direksi atau Pejabat Eksekutif pada Bank, perusahaan, dan/atau lembaga lainnya yang tidak diperbolehkan berdasarkan Peraturan Perundang-undangan.

Seluruh anggota Dewan Komisaris tidak saling memiliki hubungan keuangan dan hubungan keluarga sampai dengan derajat kedua dengan sesama anggota Dewan Komisaris dan/atau Direksi.

Pedoman Tata Tertib Kerja Dewan Komisaris

Dalam menjalankan tugasnya, Dewan Komisaris telah memiliki pedoman dan tata tertib kerja termasuk pengaturan etika kerja, waktu kerja, dan rapat yang selalu dikaji ulang secara berkala dan terakhir telah disempurnakan dengan Surat Keputusan Dewan Komisaris No. 05/2017/SK DEKOM tanggal 24 Mei 2017 yang mengatur tentang pengaturan etika kerja, waktu kerja, dan rapat (Revisi 2017).

Tugas dan Tanggung Jawab Dewan Komisaris

Pelaksanaan tugas dan tanggung jawab Dewan Komisaris, antara lain:1) Memastikan penerapan Tata Kelola yang baik terselenggara

dalam setiap kegiatan usaha Bank pada seluruh tingkatan atau jenjang organisasi

2) Melaksanakan pengawasan terhadap pelaksanaan tugas dan tanggung jawab Direksi serta memberikan nasihat kepada Direksi.

55/POJK.03/2016 and the Financial Services Authority Circular Letter Number 13/SEOJK.03/2017 regarding Application of Governance for Commercial Banks, which is less than 50% of the total a member of the Board of Commissioners.

The appointment of the Independent Commissioner of Bank BKE has been carried out with due regard to and based on these provisions. Independent Commissioners have also been selected in accordance with the provisions, wherein those concerned come from executive officers who perform supervisory functions. Therefore the cooling off provisions do not apply.

Financial Services Authority Regulation Number 27/POJK.03/2016 concerning Capability and Compliance Assessment for Main Parties Financial Services Institutions regulate that prospective members of the Board of Commissioners as the key party, must obtain approval from the Financial Services Authority before carrying out their actions, duties and functions. All members of the BKE Bank’s Board of Commissioners have passed the Fit and Proper Test and have obtained an approval letter from the Financial Services Authority.

All members of the BKE Bank’s Board of Commissioners do not have concurrent positions as Commissioners, Directors or Executive Officers at any other Bank, company and / or institution that are not permitted based on statutory regulations.

All members of the Board of Commissioners do not have financial and family relations to the second degree with fellow members of the Board of Commissioners and / or Directors.

Guidelines for Board of Commissioners Work Rules

In carrying out its duties, the Board of Commissioners has work guidelines and rules including the regulation of work ethics, work time, and meetings which are regularly reviewed and reviewed in the latest by a Decree of the Board of Commissioners No. 05/2017/SK DEKOM dated May 24, 2017 which regulates work ethics, work time and meeting arrangements (Revised 2017).

Duties and Responsibilities of the Board of Commissioners

The implementation of the duties and responsibilities of the Board of Commissioners includes:1) Ensuring good implementation of Governance is carried out

in every business activity of the Bank at all levels or levels of the organization.

2) Overseeing the implementation of the duties and responsibilities of the Board of Directors and providing advice to the Directors.






3) Mengarahkan, memantau dan mengevaluasi pelaksanaan kebijakan strategis Bank.

4) Dalam melaksanakan pengawasan, Dewan Komisaris dilarang ikut serta dalam pengambilan keputusan kegiatan operasional Bank, kecuali :a) Penyediaan dana kepada pihak terkait sebagaimana diatur

dalam ketentuan mengenai batas maksimum pemberian kedit Bank Umum

b) Hal-hal lain yang ditetapkan dalam anggaran dasar Bank atau peraturan perundang-undangan.

5) Pengambilan keputusan kegiatan operasional Bank oleh Dewan Komisaris merupakan bagian dari tugas pengawasan oleh Dewan Komisaris sehingga tidak menjadikan tanggung jawab Direksi atas pelaksanaan kepengurusan Bank.

6) Memastikan bahwa Direksi telah menindaklanjuti temuan audit dan rekomendasi satuan kerja audit intern Bank, auditor ekstern, hasil pengawasan Otoritas Jasa Keuangan dan/atau hasil pengawasan otoritas lain.

7) Melaporkan kepada Otoritas Jasa Keuangan paling lambat 7 (tujuh) hari kerja sejak ditemukan :a) Pelanggaran peraturan perundang-undangan di bidang

keuangan dan perbankanb) Keadaan atau perkiraan keadaan yang dapat membahayakan

kelangsungan usaha Bank.

8) Dalam rangka mendukung efektivitas pelaksanaan tugas dan tanggung jawab, Dewan Komisaris wajib membentuk paling sedikit Komite Audit, Komite Pemantau Risiko, Komite Remunerasi dan Nominasi.

9) Pengangkatan anggota komite wajib dilakukan oleh Direksi berdasarkan keputusan rapat Dewan Komisaris.

10) Memastikan bahwa komite yang telah dibentuk menjalankan tugas secara efektif.

11) Memiliki pedoman dan tata tertib kerja yang bersifat mengikat bagi setiap anggota Dewan Komisaris

12) Dalam laporan pelaksanaan tata kelola anggota Dewan Komisaris wajib mengungkapkan :a) Kepemilikan saham yang mencapai 5% (lima persen) atau

lebih, baik pada Bank yang bersangkutan maupun pada bank dan perusahaan lain, yang berkedudukan di dalam dan di luar negeri.

b) Hubungan keuangan dan hubungan keluarga dengan anggota Dewan Komisaris lain, anggota Direksi dan/atau pemegang saham pengendali Bank

c) Remunerasi dan fasilitas lain yang ditetapkan RUPS.

3) Directing, monitoring and evaluating the implementation of the Bank’s strategic policies.

4) In carrying out supervision, the Board of Commissioners is prohibited from participating in making decisions on Bank operations, except:a) Provision of funds to related parties as stipulated in the

provisions concerning the maximum limit for the issuance of commercial bank credit.

b) Other matters stipulated in the Bank’s articles of association or statutory regulations.

5) Decision making of the Bank’s operational activities by the Board of Commissioners is part of the supervisory duties by the Board of Commissioners so that it does not make the Board of Directors responsibility for the implementation of the Bank’s management.

6) Ensuring that the Board of Directors has followed up on audit findings and recommendations of the Bank’s internal audit unit, external auditor, results of supervision of the Financial Services Authority and/or the results of supervision by other authorities.

7) Reporting to the Financial Services Authority no later than 7 (seven) working days since it was found:a) Violations of laws and regulations in the field of finance

and banking.b) Circumstances or estimates of circumstances that could

endanger the business continuity of the Bank.

8) In order to support the effectiveness of the implementation of duties and responsibilities, the Board of Commissioners must establish at least the Audit Committee, Risk Monitoring Committee, Remuneration and Nomination Committee.

9) Appointment of committee members must be carried out by the Board of Directors based on the decision of the Board of Commissioners meeting.

10) Ensuring that established committees carry out their duties effectively.

11) Having binding work guidelines and rules for each member of the Board of Commissioners.

12) In the report on the implementation of governance, members of the Board of Commissioners must disclose:a) Share ownership that reaches 5% (five percent) or more,

both at the Bank concerned and at banks and other companies, which are domiciled at home and abroad.

b) Financial relationships and family relationships with other members of the Board of Commissioners, members of the Board of Directors and/or the controlling shareholders of the Bank.

c) Remuneration and other facilities determined by the GMS.






Rapat Dewan Komisaris

Dewan Komisaris telah menyediakan waktu yang cukup untuk melaksanakan tugas dan tanggung jawabnya, dimana setiap bulannya selalu diadakan pertemuan/rapat dengan komite di bawahnya dan dengan Direksi. Rapat diadakan untuk mengevaluasi dan membahas kinerja perusahaan, pelaksanaan fungsi kepatuhan, pemantauan profil risiko dan laporan komite audit serta hal-hal lain yang membutuhkan perhatian dan penjelasan dari Direksi. Dewan Komisaris Bank BKE telah memenuhi ketentuan Otoritas Jasa Keuangan mengenai minimal rapat Dewan Komisaris yang wajib diselenggarakan paling sedikit 4 (empat) kali dalam setahun, serta dihadiri secara fisik paling sedikit 2 (dua) kali dalam setahun.

Frekuensi rapat Dewan Komisaris dan tingkat kehadiran angota Dewan Komisaris selama tahun 2019, sebagai berikut:

NamaName

Jumlah RapatNumber of Meeting

Jumlah KehadiranNumber of Attendance

%Kehadiran% of Attendance

Tasripin Mastar*) 3 3 100 %

Mahyuddin Ramli**) 3 3 100 %

I Nyoman Sidia 12 12 100 %



Catatan: Rapat Dewan Komisaris digabung dengan Rapat Dewan Komisaris & Komite semenjak Komisaris Utama dan salah satu Komisaris Independen berhenti menjabat.

Namun untuk meningkatkan pengawasan terhadap pelaksanaan tugas dan tanggung jawab Direksi maka dilakukan rapat Gabungan Dewan Komisaris dan Direksi sebanyak 12 (dua belas) kali, dengan tingkat kehadiran anggota Dewan Komisaris pada rapat gabungan selama tahun 2019, sebagai berikut:

NamaName


Jumlah KehadiranNumber of Attendance

%Kehadiran% of Attendance

Tasripin Mastar*) 3 3 100 %

Mahyuddin Ramli**) 3 3 100 %

I Nyoman Sidia 12 12 100 %



Catatan: Rapat Dewan Komisaris digabung dengan Rapat Dewan Komisaris & Komite semenjak Komisaris Utama dan salah satu Komisaris Independen berhenti menjabat.

Meeting the Board of Commissioners

The Board of Commissioners has provided sufficient time to carry out its duties and responsibilities, where every month meetings/meetings are held with committees below it and with the Directors. Meetings are held to evaluate and discuss company performance, implementation of compliance functions, monitoring risk profiles and audit committee reports and other matters that require attention and explanation from the Board of Directors. The Board of Commissioners of the Bank BKE has complied with the provisions of the Financial Services Authority regarding minimum Board of Commissioners meetings that must be held at least 4 (four) times a year, and physically attended at least 2 (two) times a year.

Frequency of Board of Commissioners meetings and attendance rates of Board of Commissioners members during 2019, as follows:



Note: Meetings of the Board of Commissioners are incorporated into the Meetings of the Board of Commissioners & Committees since the President Commissioner and one of the Independent Commissioners ceases to take office.

However, to increase supervision over the implementation of the duties and responsibilities of the Board of Directors, a Board of Commissioners and Directors Joint Meeting was held 12 (twelve) times, with the attendance of members of the Board of Commissioners at the joint meeting in 2019, as follows:



Note: Meetings of the Board of Commissioners are incorporated into the Meetings of the Board of Commissioners & Committees since the President Commissioner and one of the Independent Commissioners ceases to take office.

Decision making in Board of Commissioners meetings, as well as






Pengambilan keputusan dalam rapat Dewan Komisaris maupun rapat Gabungan Dewan Komisaris dengan Direksi dilakukan berdasarkan musyawarah mufakat, atau dalam hal tidak terjadi musyawarah mufakat maka dilakukan pemungutan suara.

Hasil rapat tersebut telah dituangkan dalam risalah rapat yang ditandatangani oleh seluruh Dewan Komisaris yang hadir dan didistribusikan kepada semua anggota Dewan Komisaris yang menghadiri rapat maupun yang tidak serta didokumentasikan dengan baik. Hasil rapat Dewan Komisaris maupun rapat Gabungan Dewan Komisaris dengan Direksi merupakan rekomendasi atau nasihat yang dapat diimplementasikan Direksi atau untuk bahan RUPS.

Rapat Gabungan Dewan Komisaris dengan Direksi pada tahun 2019 dijelaskan pada tabel di bawah ini:

No Tanggal RapatDate of Meeting Agenda Peserta

Participant

1 30 Januari 2019

January 30, 2019

· Limit Eksposure Kredit· Temuan OJK· Good Corporate Governance (GCG)· Sumber Daya Manusia (SDM)· Initial Public Offering (IPO)· Pengembangan Bisnis· Kredit Koperasi· KPRI Mart· Laporan Kepatuhan per Desember 2018

· Limit of Loan Exposure· OJK Findings· Good Corporate Governance (GCG)· Human Resource (HR)· Initial Public Offering (IPO)· Business Development· Cooperative Loan· KPRI Mart· Compliance Report as of December 2018

· Tasripin Mastar· Mahyuddin Ramli· I Nyoman Sidia· Sasmaya Tuhuleley· Zainal Riffandi· Dhini Laswita · Joice Rosandi

2 28 Februari 2019

February 28, 2019

· Kinerja Bank BKE· Pelaksanaan RUPS· Initial Public Offering (IPO)· Kredit KDS· Sumber Daya Manusia (SDM)· Laporan Kepatuhan per Januari 2019

· Performance of Bank BKE· Holding the GMS· Initial Public Offering (IPO)· KDS Loan· Human Resource (HR)· Compliance Report as of January 2019


3 28 Maret 2019

March 28, 2019

· Pergantian Pengurus Bank BKE· Pelaksanaan RUPS· Progress Tindak Lanjut Temuan OJK· Laporan Kepatuhan per Februari 2019

· Change in the Board of Management of BKE· Holding GMS · Progress of the Follow Up on OJK Findings· Compliance Report as of February 2019


Joint Board of Commissioners and Directors meetings, is carried out by deliberation and consensus. In the event that consensus does not occur, a vote will be held.

The results of the meeting are set forth in the minutes of the meeting to be signed by all the Board of Commissioners present and distributed to all members of the Board of Commissioners who attended the meeting or not, and properly documented. Resolutions of meetings of the Board of Commissioners and Joint Meeting of the Board of Commissioners with the Directors are recommendations or advice that can be implemented by the Board of Directors or for use in the GMS.

Joint Meetings of the Board of Commissioners and Directors in 2019 are explained in the table below.







Participant

4 08 April 2019

April 08, 2019

· Perkembangan Bisnis Bank· Permodalan· Tindak Lanjut RUPS Tahunan· Program Efisiensi Biaya· Acara pelepasan Komisaris yang telah berakhir masa tugas

· The Bank’s Business Development· Capital· Follow Up of Annual GMS · Cost-Efficiency Program · Farewell ceremony for Commissioners who end their

tenure

· I Nyoman Sidia· Sasmaya Tuhuleley· Zainal Riffandi· Dhini Laswita· Joice Rosandi

5 08 Mei 2019

May 08, 2019

· Permodalan· Kinerja Bank BKE· Kualitas Kredit· Sumber Daya Manusia (SDM)· Efisiensi· Kredit Koperasi· Dana Pihak Ketiga

· Capital· Bank BKE’s Performance· Loan Quality · Human Resource (HR)· Efficiency· Cooperative Credit· Third-party funds


6 28 Juni 2019June 28, 2019

· Berakhirnya masa tugas 3 (tiga) orang Anggota Direksi· Kinerja Bank BKE· Kualitas Kredit· Penyelesaian Kredit Bermasalah· Perkembangan Debitur Bank Garansi – PT Grabindo· Kredit KDS· Kredit Koperasi· Beban & Biaya

· End of term of service of 3 (three) Members of the Board of Directors

· Bank BKE Performance· Credit Quality· Non-Performing Loan Settlement· Development of Bank Guarantee Debtors - PT Grabindo· KDS Loan· Cooperative Credit· Costs and Expenses


7 16 Juli 2019July 16, 2019

· Kinerja Bank· Persiapan Rekrutmen Calon Direksi· Meningkatkan komunikasi stakeholder· Menjaga kerahasiaan informasi strategis dan

meningkatkan solidaritas kerja· Komitmen penambahan modal dari pemegang saham· Mutasi kepala cabang Banjarmasin· Asuransi jabatan untuk Direksi dan Komisaris








Participant

· Bank performance· Preparation for Recruitment of Director Candidates· Improve communication with stakeholders· Maintain confidentiality of strategic information and

increase work solidarity· Commitment to increase capital from shareholders· Movements of Banjarmasin branch offices· Insurance for Directors and Commissioners

8 29 Agustus 2019

August 29, 2019

· Pertemuan dengan OJK· Perkembangan hasil Due Diligent Danadipa· Kinerja Bank· Agunan yang diambil alih oleh Bank (AYDA)· Penanganan Kredit dalam Perhatian Khusus· Asuransi Kredit· Klaim Asuransi Kredit Relife· Sumber Daya Manusia (SDM)· Persiapan Calon Direksi· Laporan Kepatuhan per Juli 2019

· Meeting with OJK· Development of Danadipa’s Due Diligent· Bank performance· Collateral taken over by the Bank (AYDA)· Handling of Credit in Special Attention· Credit insurance· Insurance Claim of Relife Credit· Human Resources (HR)· Preparation for Candidates for Directors· Compliance Report as of July 2019


9 29 September 2019

September 29, 2019

· Rencana Setoran Modal· Pengajuan Calon Anggota Dewan Komisaris· Kinerja Bank· Penanganan Kredit Bermasalah Cabang Jakarta· Pembentukan Tim Penyehatan Kredit Komersil· Sumber Daya Manusia (SDM)· Penerapan Implementasi PSAK71· Laporan Kepatuhan per Agustus 2019

· Capital Deposit Plan· Submission of Candidates for Board of Commissioners· Bank performance· Handling Non-Performing Loans at the Jakarta Branch· Establishment of Commercial Credit Restructuring Team· Human Resources (HR)· Implementation of PSAK 71· Compliance Report as of August 2019


10 30 Oktober 2019October 30, 2019

· Rencana Setoran Modal· Penyusunan RBB Tahun 2020· Tim Penyehatan Kredit· Perkembangan Penanganan Debitur Bermasalah· Efektifitas Pelaksanaan tugas SAM· Rencana Resign Kepala Divisi Kredit Komersil· Hasil Pemeriksaan OJK di Kantor Cabang· Laporan Kepatuhan per September 2019

· I Nyoman Sidia· Sasmaya Tuhuleley· Zainal Riffandi· Dhini Laswita· Joice F. Rosandi







Participant

· Capital Deposit Plan· Preparation of the 2020 RBB· Credit Restructuring Team· Developments from Handling of Non-Performing Debtors· Effectiveness in Implementing SAM duties· Plans of Resign of the Head of Commercial Credit Division· OJK Finding at the Branch Office· Compliance Report as of September 2019

11 30 November 2019November 30, 2019

· Hasil Exit Meeting dengan OJK· Laporan Publikasi· Pertumbuhan Kredit· Rencana Bisnis Bank (RBB)· Pengisian Jabatan Kepala Divisi Kredit Komersil· Laporan Kepatuhan per Oktober 2019

· Exit Meeting Results with OJK· Publication Report· Credit Growth· Bank Business Plan (RBB)· Filling in the position of Head of the Commercial Credit

Division· Compliance Report as of October 2019

· I Nyoman Sidia· Sasmaya Tuhuleley· Zainal Riffandi· Dhini Laswita· Joice F Rosandi

12 20 Desember 2019December 20, 2019

Evaluasi Kerja· Pelaksanaan Rapat Kerja Tahunan 2020· Model Bisnis Kredit Kopnus· Laporan Kepatuhan per November 2019

Performance evaluation· 2020 Annual Work Meeting· Kopnus Credit Business Model· Compliance Report as of November 2019

· I Nyoman Sidia· Sasmaya Tuhuleley· Zainal Riffandi· Dhini Laswita· Joice F Rosandi

Penilaian Kerja Dewan Komisaris

Penilaian kinerja Dewan Komisaris dilakukan melalui berbagai macam prosedur atau mekanisme antara lain sebagai berikut:

1) Penilaian kinerja Dewan Komisaris oleh RUPS

a) Prosedur Pelaksanaan Penilaian Kinerja Dewan Komisaris Oleh RUPS

Prosedur penilaian kinerja Dewan Komisaris dilakukan oleh Pemegang Saham dalam RUPS Tahunan pada saat penyampaian laporan tugas pengawasan Dewan Komisaris tersebut kepada RUPS dalam laporan tahunan.

b) Kriteria Evaluasi Kinerja Dewan Komisaris Oleh RUPS

Kinerja Dewan Komisaris selama tahun 2019 tercermin dari pencapaian realisasi Program Kerja / Rencana Kerja Tahunan Dewan Komisaris tahun 2019 yang seluruhnya tercapai.

Board of Commissioners’ Assessment

Assessment on the performance of the Board of Commissioners is carried out through various procedures or mechanisms, including the following:1) Assessment of the performance of the Board of Commissioners

by the GMSa) Procedure for Implementing the Performance Evaluation

of the Board of Commissioners by the GMS The procedure for assessment of the performance of the

Board of Commissioners is carried out by the Shareholders at the Annual GMS, when the Board of Commissioners submits a supervisory report to the GMS.

b) Criteria for Evaluation of the Performance of the Board of Commissioners by the GMS

The performance of the Board of Commissioners in 2019 is reflected in the achievement of the realization of the Work Program / Annual Work Plan of the Board of Commissioners in 2019 which was entirely achieved.






c) Pihak Yang Melakukan Penilaian Penilaian kinerja Dewan Komisaris dilakukan oleh Pemegang

Saham dalam Rapat Umum Pemegang Saham.

2) Penilaian Kinerja Dewan Komisaris melalui Penilaian Sendiri Penerapan Tata Kelola.

Penilaian kinerja Dewan Komisaris juga dilakukan melalui Penilaian Sendiri Penerapan Tata Kelola yang disampaikan kepada Otoritas Jasa Keuangan berdasarkan Surat Edaran Otoritas Jasa Keuangan Nomor 13/SEOJK.03/2017 tanggal 17 Maret 2017 tentang Penerapan Tata Kelola Bagi Bank Umum.

a) Prosedur Pelaksanaan Penilaian Kinerja Dewan Komisaris Melalui Penilaian Sendiri Penerapan Tata Kelola

Pelaksanaan Penilaian Sendiri Penerapan Tata Kelola ini dilaksanakan secara periodik tiap semester yang dilaporkan kepada Otoritas Jasa Keuangan (OJK) untuk mendapatkan persetujuan.

b) Kriteria Evaluasi Kinerja Dewan Komisaris Melalui Penilaian Sendiri Penerapan Tata Kelola

Kriteria penilaian sendiri Dewan Komisaris terkait pelaksanaan Tata Kelola dibagi menjadi 3 (tiga) kelompok yaitu Governance Structure, Governance Process dan Governance Outcome. Governance structure terdiri dari 16 indikator, Governance Process terdiri dari 17 indikator sedangkan governance outcome terdiri dari 6 indikator.

c) Pihak yang Melakukan Penilaian Bank melalui Direksi melakukan Penilaian Sendiri Penerapan

Tata Kelola.

Struktur Remunerasi Dewan Komisaris

Berdasarkan Surat Keputusan Direksi Nomor 46/2019/SK-HUC tanggal 15 April 2019 tentang Pelaksanaan Keputusan RUPS mengenai Remunerasi Direksi & Dewan Komisaris adalah sebagai berikut:

1) Struktur Remunerasi Anggota Komisaris

No Jenis Remunerasi/TunjanganTypes of Remuneration / Benefits

KeteranganDescription

1 Honorarium a. Honorarium Komisaris Utama sebesar 50 % dari Gaji Pokok Direktur Utama. The President Commissioner's Honorarium is 50% of the Basic Salary of the President

Director.

b. Honorarium Komisaris sebesar 90 % dari Honorarium Komisaris Utama. Commissioner Honorarium of 90% of the Honorarium of the President Commissioner.

2 TunjanganAllowances

Tunjangan Hari RayaHoliday Allowance (THR)

Tunjangan Hari Raya Dewan Komisaris sebesar 2 (dua) kali honorarium.The Board of Commissioners Holiday Allowance is 2 (two) times the honorarium.

c) The Party Conducting the Assessment The assessment of the performance of the Board of

Commissioners is carried out by the Shareholders at the General Meeting of Shareholders.

2) Assessment of the Board of Commissioners’ Performance through GCG Self-Assessment

The assessment of the performance of the Board of Commissioners was also carried out through GCG Self-Assessment, which was submitted to the Financial Services Authority based on the Financial Services Authority Circular Letter Number 13 / SEOJK.03/ 2017 dated March 17, 2017 concerning the Implementation of Governance for Commercial Banks. a) Procedure for Implementing Board of Commissioners’

Performance Assessment through GCG Self-Assessment The GCG Self-Assessment is conducted periodically every

semester and reported to the Financial Services Authority (OJK) for approval.

b) Criteria for Evaluation of the Board of Commissioners’ Performance through GCG Self-Assessment

The Board of Commissioners self-assessment criteria related to the implementation of Governance are divided into 3 (three) groups, namely Governance Structure, Governance Process and Governance Outcome. Governance structure consists of 16 indicators, while the Governance Process consists of 17 indicators, and governance outcome consists of 6 indicators.

c) The Party Performing the Assessment The Bank through the Board of Directors conducts a Self-

Assessment of the Implementation of Governance.

Board of Commissioners’ Remuneration StructureBased on the Decree of the Board of Directors No. 46/2019/SK-HUC dated April 15, 2019 concerning the Implementation of the General Meeting of Shareholders’ Resolutions regarding the Remuneration of the Directors & Board of Commissioners, as follows:

1) Board of Commissioners’ Remuneration Structure






No Jenis Remunerasi/TunjanganTypes of Remuneration / Benefits


Tunjangan Pendidikan Education Allowance

Tunjangan Pendidikan Anggota Direksi sebesar 1 (satu) kali gaji pokokEducational Allowances for Members of the Board of Directors are 1 (one) time basic salary

Tunjangan KemahalanExpense Allowance

Tunjangan Kemahalan Anggota Direksi sebesar 1 (satu) kali gaji pokokExpense Allowance for Members of the Board of Directors is 1 (one) time basic salary

Asuransi Purna Jabatan (Tunjangan Hari Tua)Post Service Insurance (Old-age Allowance)

a. Premi asuransi dihitung sesuai masa jabatan dan ditanggung seluruhnya oleh Bank. Insurance premiums are calculated according to the term of office and borne entirely by

the Bank.

b. Pemilihan program untuk asuransi purna jabatan ditetapkan oleh Direksi dan Dewan Komisaris yang dikoordinasikan oleh Divisi Human Capital.

The selection of programs for Post-Service insurance is determined by the Board of Directors and the Board of Commissioners coordinated by the Human Capital Division.

c. Premi untuk Asuransi Purna Jabatan (THT) tersebut sudah termasuk di dalamnya premi untuk asuransi kecelakaan dan kematian.

The premium for Post-Service Insurance includes premiums for personal accident and life insurance.

Medical Check Up Tunjangan Kesehatan diberikan kepada Dewan Komisaris dalam bentuk tunjangan medical check up Health benefits are provided to the Board of Commissioners in the form of medical check-up benefits

2) Jumlah Nominal / Komponen Remunerasi Dewan Komisaris

Pengungkapan komponen remunerasi Dewan Komisaris dan Direksi mengacu pada Surat Edaran Otoritas Jasa Keuangan Nomor 40/SEOJK.03/2016 tentang Penerapan Tata Kelola dalam Pemberian Remunerasi Bank Umum

Berikut jumlah nominal / komponen remunerasi Dewan Komisaris

Jenis Remunerasi dan Fasilitas LainType of Remuneration and Other Facility

Jumlah diterima dalam 1 (satu) tahunTotal received within 1 (one) year

Dewan KomisarisBoard of Commissioners

OrangPerson

Jutaan RpMillion Rp

Remunerasi/ Remuneration

· Gaji/Salary 3*) 813,96

· Tunjangan Transportasi / Transportation Allowance 3*) 16,00

· Tunjangan Pendidikan / Education Allowance 3*) 132,83

· Tunjangan Kemahalan / Expense Allowance 1 44,83

· Tunjangan Hari Raya / Religious Holiday Allowance 1 89,66

· Tantiem (Tahun Buku 2018) / Tantiem (Fiscal Year 2018) - -

· Medical Check Up 1 7,50

· Asuransi Purna Jabatan (THT) / Post Service Insurance (THT) 3*) 490,46

*) Komisaris Utama dan 1 (satu) orang Komisaris Independen selesai masa bakti per April 2019 sesuai hasil RUPS.

2) Nominal /Component of Remuneration of the Board of Commissioners

Disclosure of the component of the Board of Commissioners and Directors remuneration refers to the Financial Services Authority Circular Letter Number 40/SEOJK.03/2016 concerning Implementation of Governance in Granting Remuneration for Commercial Banks.

The following is the nominal/component of the remuneration of the Board of Commissioners.

*) The President Commissioner and 1 (one) Independent Commissioner have ended their tenure as of April 2019 based on GMS Resolution.






Komposisi honorarium anggota Dewan Komisaris ditetapkan sebagai berikut :· Honorarium Komisaris Utama sebesar 50 % dari Gaji Pokok

Direktur Utama· Honorarium Komisaris sebesar 90 % dari Honorarium Komisaris

Utama

Remunerasi dalam 1 (satu) tahun di kelompokkan dalam kisaran tingkat penghasilan adalah sebagai berikut :

Kelompok Remunerasi:

Remunerasi Remuneration

OrangPerson

Jutaan RpMillion Rp

Diatas Rp2 MiliarAbove Rp2 Billion

- -

Diatas Rp1 Miliar – Rp2 MiliarBetween Rp1 Billion – Rp2 Billion

3 1.109,63

Diatas Rp500 juta – Rp1 MiliarBetween Rp500 Million – Rp1 Billion

- -

Rp500 juta ke bawahAbove to Rp500 Million

2*) 950,30

*) Komisaris Utama dan 1 (satu) orang Komisaris Independen selesai masa bakti per April 2019 sesuai hasil RUPS.

TantiemSesuai Hasil Rapat Umum Pemegang Saham (RUPS) Tahun Buku 2018, tidak ada Tantiem yang dibayarkan pada tahun 2019.

Rekomendasi Dewan Komisaris

Dewan Komisaris mengawasi secara aktif kebijakan dan jalannya pengurusan Perseroan sebagai bagian dari rangkaian upaya untuk memastikan pelaksanaan tata kelola perusahaan yang baik. Dewan Komisaris juga secara aktif memberikan rekomendasi kepada manajemen, dalam hal ini Direksi, mengenai hal-hal yang perlu diperhatikan untuk mencapai kinerja perusahaan yang lebih efektif dan efisien.

Pengawasan aktif Dewan Komisaris dilakukan melalui rapat Dewan Komisaris dan Direksi, rapat Dewan Komisaris, Direksi, dan kepala Divisi, serta melalui evaluasi dan rapat-rapat Komite-komite di bawah Dewan Komisaris. Rekomendasi dari Dewan Komisaris kepada manajemen Bank BKE tertuang pada hasil rapat-rapat tersebut.

Sepanjang tahun 2019 Dewan Komisaris telah melaksanakan tugas, kewajiban, dan tanggungjawabnya dalam melakukan pengawasan serta memberikan rekomendasi terhadap beberapa hal yang perlu mendapatkan perhatian dari manajemen Bank BKE sebagai upaya perbaikan dan peningkatan kinerja Bank BKE, antara lain sebagai berikut:

The composition of honorarium for members of the Board of Commissioners is determined as follows:• Honorarium of the President Commissioner is 50% of Basic

Salary to the President Director• Commissioner's Honorarium is 90% of the President

Commissioner's Honorarium

Remuneration in 1 (one) year is classified in the range of income levels as follows:

Remuneration Group:

*) T he President Commissioner and 1 (one) Independent Commissioner have ended their tenure as of April 2019 based on GMS Resolution.

TantiemIn accordance with the Results of the General Meeting of Shareholders (GMS) for Fiscal Year 2018, no tantiem was paid in 2019.

Recommendation from the Board of Commissioners

The Board of Commissioners actively oversees the Company's policies and management processes as part of a series of efforts to ensure the implementation of good corporate governance. The Board of Commissioners also actively provides recommendations to management, in this case the Board of Directors, regarding matters that need to be considered to achieve a more effective and efficient company performance.

Active supervision by the Board of Commissioners is carried out through meetings of the Board of Commissioners and Directors, meetings of the Board of Commissioners, Directors and Heads of Divisions, and through evaluations and meetings of Committees under the Board of Commissioners. The recommendation from the Board of Commissioners to the management of Bank BKE is stated in the minutes of the meetings.

Throughout 2019 the Board of Commissioners has carried out its duties, obligations and responsibilities in conducting supervision as well as providing recommendations on several issues that need to be addressed by BKE Bank management as an effort to improve and improve the Bank's performance, including the following:






1) Hasil pemeriksaan oleh Audit Internal perlu diperhatikan dan ditindaklanjuti oleh masing-masing Kantor Cabang dan Divisi terkait di Kantor Pusat.

2) Bank perlu meningkatkan efisiensi biaya dan membandingkan biaya dengan hasil yang diperoleh, untuk melakukan efisiensi biaya tanpa mengurangi kinerja keuangan bank dan meningkatkan pendapatan bank untuk menghindari potensi kerugian di masa depan.

3) Bank harus segera melakukan tindakan-tindakan strategis untuk dapat mencapai target kinerja sesuai dengan RBB. Bank juga harus memperkuat permodalan untuk mengantisipasi dampak tidak tercapainya kinerja keuangan terhadap tingkat kecukupan modal (KPMM), khususnya pertumbuhan modal secara organic melalui akumulasi laba ditahan.

4) Bank perlu memperbaiki proses perkreditan secara menyeluruh dengan mengikuti siklus perkreditan, meliputi sejak tahap perencanaan produk kredit (product design), strategi pemasaran dan penetapan sasaran pasar (target market), baik untuk segmen komersil maupun consumer, inisiasi kredit dan penilaian kelayakan kredit atau proses pengambilan keputusan pemberian kredit hingga akhirnya sampai pada tahap ketika hubungan kredit berakhir secara normal (lunas) ataupun secara tidak normal (macet). Bank perlu lebih ketat menyeleksi calon debitur yang berasal dari pengambil-alihan kredit dari bank lain.

5) BMPK kepada non pihak terkait yang sudah ditetapkan agar dapat dilaksanakan pemantauan kepatuhannya oleh unit kerja pemilik risiko dan unit kerja yang independen.

6) Perlunya penerapan prinsip kehati-hatian dalam melaksanakan pemberian fasilitas kredit off-balance sheet (bank garansi), walaupun bank telah memiliki SE Direksi tentang pemberian kredit.

7) Evaluasi dan revisi Pedoman AYDA, mengingat banyak hal di dalam pelaksanaannya belum tercakup dalam ketentuan / pedoman, termasuk penetapan nilai agunan yang dipersyaratkan dalam pemberian kredit.

8) Perlu sosialisasi budaya sadar risiko dan budaya kepatuhan kepada seluruh pegawai yang dilakukan secara berulang dan komprehensif. Perlu memberikan teguran dan sanksi yang tegas karena ada kecenderungan terjadinya pelanggaran ketentuan yang mendasar secara berulang-ulang.

9) Perlu meningkatkan proses GCG yang lebih baik dan memadai, dimulai oleh pimpinan tertinggi dan pemimpin di bawahnya dalam setiap jenjang organisasi, sehingga menghasilkan output GCG sesuai yang diharapkan oleh stakeholders terutama dalam bidang perkreditan dan operasional.

1) The results of examinations by Internal Audit need to be considered and followed up by each of the related Branch Offices and Divisions at the Head Office.

2) Banks need to improve cost efficiency and compare costs with the results obtained, to carry out cost efficiency without reducing bank financial performance and increasing bank revenue to avoid potential losses in the future.

3) The Bank must immediately take strategic actions to achieve performance targets in accordance with the RBB. Banks must also strengthen capital to anticipate the impact of not achieving financial performance, related to capital adequacy (KPMM), especially organic capital growth through the accumulation of retained earnings.

4) Banks need to improve the credit process as a whole by following the credit cycle, from the stage of credit product planning (product design), marketing strategies and targeting (target market), both for commercial and consumer segments, credit initiation and credit worthiness assessments or the process of taking credit decision of granting credit, until finally reaching the stage of the credit relationship ends, both normally (paid off ) or abnormally (bad). Banks need to be more stringent in selecting prospective borrowers who come from credit takeovers from other banks.

5) LLL to non-related parties that have been determined to be monitored for compliance by the risk owner's work unit and the independent work unit.

6) It is necessary to apply the precautionary principle in the provision of off-balance sheet credit facilities (bank guarantees), even though the bank already has a Circular Letter from the Board of Directors regarding the granting of credit.

7) Evaluation and revision of AYDA Guidelines, because there are many issues in their implementation that have not been covered by the provisions / guidelines, including the determination of the collateral value required in granting credit.

8) Need to socialize risk awareness culture and compliance culture to all employees, which is carried out repeatedly and comprehensively. Need to give strict warning and sanctions because there is a tendency of repeated violations of the basic provisions.

9) It is necessary to have a better and more adequate GCG process, starting from top management up to every level of the organization, so as to produce GCG output in accordance with stakeholder expectations, especially in the areas of credit and operations.






10) Komitmen untuk menindak lanjuti hasil temuan OJK tahun 2019 harus sesuai dengan rekomendasi OJK dan janji Bank, agar dapat menghindari berulangnya catatan OJK atas ketidak sungguhan bank dalam berkomitmen.

11) Melakukan pemantauan terhadap pelaksanaan POJK No. 32/POJK.03/2018 tentang Batas Maksimum Pemberian Kredit dan Penyediaan Dana Besar bagi Bank Umum.

12) Mempelajari ketentuan-ketentuan terbaru dari regulator (BI, OJK dan PPATK) dan menerapkannya ke dalam lingkungan internal. Bank perlu menyesuaikan kebijakan, sistem dan prosedur yang telah ada untuk pelaksanaan POJK di atas.

13) Melakukan pemantauan terhadap pelaksanaan Peraturan Presiden No. 13 tahun 2018 tentang Penerapan Prinsip Mengenali Pemilik Manfaat dari Korporasi Dalam Rangka Pencegahan dan Pemberantasan Tindak Pidana Pencucian Uang dan Tindak Pidana Pendanaan Terorisme.

14) Bank perlu memperkuat pengamanan teknologi informasi, antara lain melalui uji coba terhadap business continuity plan (BCP) dan disaster recovery plan (DRC) serta pelaksanaan pengujian penetrasi (penetration test) terhadap jaringan komputer bank.

15) Peningkatan program pendidikan dan pelatihan SDM secara terencana dan terprogram, yang diarahkan dan disesuaikan dengan perubahan bisnis dan era digital bank ke depan, guna pemenuhan SDM yang berintegritas, kompeten dan professional.

16) Sehubungan dengan rencana penambahan permodalan bank, yang akan berdampak kepada perubahan kategori bank dari BUKU 1 ke BUKU 2, maka perlu diantisipasi isu-isu yang berkaitan dengan regulasi OJK atau BI yang harus dipatuhi bank kategori BUKU 2, antara lain kewajiban sertifikasi manajemen risiko bagi para pejabat bank kategori BUKU 2.

17) Bank perlu meningkatkan kemampuannya dalam mengelola permodalan sejalan dengan rencana penambahan modal, sehingga penggunaan modal dapat dialokasikan secara efektif dan efisien untuk mendukung pertumbuhan usaha, namun tetap mematuhi regulasi yang berlaku mengenai Kecukupan Pemenuhan Modal Minimum (KPMM) atau CAR

10) Commitment to follow up OJK's findings in 2019 must be in accordance with OJK recommendations and the Bank's promise, in order to avoid the recurrence of OJK's records of the bank's lack of commitment.

11) Monitor the implementation of POJK No. 32 / POJK.03 / 2018 concerning the Legal Lending Limit and Provision of Large Funds for Commercial Banks.

12) Study the latest regulations from regulators (BI, OJK and PPATK) and apply them to the internal environment. Banks need to adjust existing policies, systems and procedures for the implementation of POJK above.

13) Monitor the implementation of Presidential Regulation No. 13 of 2018 concerning the Application of the Principle of Recognizing Beneficiaries from Corporations in the Context of Prevention and Eradication of Criminal Acts of Money Laundering and Criminal Funding of Terrorism.

14) Banks need to strengthen information technology security, among others through trials on business continuity plans (BCP) and disaster recovery plans (DRC) as well as conducting penetration testing on bank computer networks.

15) Enhancing HR education and training programs, in a planned and programmed manner, which is adapted to the changing business and the digital era of the bank in the future, in order to fulfill integrity, competent and professional human resources.

16) In connection with plans to increase bank capital, which will have an impact on changes in the bank category from BOOK 1 to BOOK 2, issues related to OJK or BI regulations that must be adhered to by BUKU 2 category banks include risk management certification obligations for bank officials in the BOOK 2 category.

17) The Bank need to improve its ability to manage capital in line with the plan to increase capital, so that the use of capital can be allocated effectively and efficiently to support business growth, but still comply with applicable regulations regarding the Minimum Capital Adequacy Ratio (CAR) or CAR.






Peningkatan Kompetensi Dewan Komisaris

Sepanjang tahun 2019, anggota Dewan Komisaris telah mengikuti berbagai pelatihan, workshop, seminar untuk peningkatan kompetensi, sebagaimana tabel berikut ini:

NamaName

Materi Pengembangan Kompetensi / Pelatihan

Competency Development / Training Materials

Waktu dan Tempat Pelaksanaan

Time and Place

Jenis Pelatihan dan Penyelenggara

Types of Training and Organizers

Tasripin Mastar*) --- --- ---

Mahyuddin Ramli**) --- --- ---

I Nyoman Sidia Leadership Conference Bogor, 8-9 Februari 2019 Human Capital Bank BKE



Competency Improvement for the Board of Commissioners

During 2019, members of the Board of Commissioners attended various training, workshops, seminars to improve competence, as the following table:


**) Resign as Independent Commissioner based on the resolution of the Annual General Meeting of Shareholders on April 4, 2019.






Direksi adalah organ perseroan yang berwenang dan bertanggung jawab penuh atas pengurusan perseroan untuk kepentingan perseroan sesuai dengan maksud dan tujuan perseroan serta mewakili perseroan, baik di dalam maupun di luar pengadilan sesuai dengan ketentuan Anggaran Dasar.

Susunan Direksi Anggota Direksi pada tanggal 31 Desember 2019 berjumlah 4 (empat) orang, dengan susunan sebagai berikut:

NamaName

JabatanPosition

Sasmaya Tuhuleley Direktur UtamaPresident Director

Dhini Laswita DirekturDirector

Zainal Riffandi DirekturDirector

Joice Farida Rosandi DirekturDirector

Masa jabatan anggota Direksi adalah 5 (lima) tahun. Adapun sesuai RUPS Luar Biasa tanggal 12 Juli 2019, periode kepengurusan 2014-2019 diperpanjang hingga RUPS Tahunan untuk Tahun Buku 2019.

Direksi dipilih atas dasar integritas, kompetensi, dan reputasi keuangan yang memadai sesuai dengan persyaratan penilaian kemampuan dan kepatutan yang telah ditetapkan oleh Otoritas Jasa Keuangan. Penggantian dan/atau pengangkatan anggota Direksi oleh Dewan Komisaris telah memperhatikan rekomendasi Komite Remunerasi dan Nominasi dan memperoleh persetujuan dari RUPS.

Seluruh anggota Direksi telah lulus Fit and Proper Test dan telah memperoleh surat persetujuan dari Otoritas Jasa Keuangan. Seluruh anggota Direksi berdomisili di Indonesia. Seluruh anggota Direksi tidak memiliki rangkap jabatan sebagai Komisaris, Direksi atau Pejabat Eksekutif pada Bank, perusahaan dan/atau lembaga lain. Seluruh anggota Direksi tidak saling memiliki hubungan keuangan dan hubungan keluarga sampai dengan derajat kedua dengan sesama anggota Direksi dan/atau dengan anggota Dewan Komisaris.

Direktur Utama berasal dari pihak yang independen terhadap Pemegang Saham Pengendali, yaitu tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham dan hubungan keluarga.

The Board of Directors is the organ of the company that has the authority and is fully responsible for the management of the Company, for the benefit of the Company, in accordance with the purpose and objectives of the Company, and represents the Company, both inside and outside the court, in accordance with the provisions of the Articles of Association.

Board of DirectorsAs of December 31, 2019, the Board of Directors consists of 4 (four) members, with the following composition:

The term of office of members of the Board of Directors is 5 (five) years. In accordance with the Extraordinary General Meeting of Shareholders on July 12, 2019, the 2014-2019 management period was extended to the Annual GMS for Fiscal Year 2019.

Directors are chosen based on integrity, competence and adequate financial reputation in accordance with the requirements of the fit and proper test set by the Financial Services Authority. The replacement and / or appointment of members of the Board of Directors by the Board of Commissioners has taken into account the recommendations of the Remuneration and Nomination Committee and obtained approval from the GMS.

All members of the Board of Directors have passed the Fit and Proper Test and have obtained an approval letter from the Financial Services Authority. All members of the Board of Directors reside in Indonesia. All members of the Board of Directors do not have concurrent positions as Commissioners, Directors or Executive Officers in other banks, companies and / or other institutions. All members of the Board of Directors do not have mutual financial and family relations to the second degree with fellow members of the Board of Directors and / or members of the Board of Commissioners.

The President Director comes from an independent party, which does not have a financial relationship, management, share ownership and family relations with the Controlling Shareholders.

DIREKSIBoard of Directors






Tugas dan Tanggung Jawab Direksi

Dalam menjalankan tugasnya, Direksi telah memiliki pedoman dan tata tertib kerja yang selalu dikaji ulang secara berkala yaitu SK Direksi Nomor 56/2016/SK tanggal 1 Agustus 2016 yang disempurnakan dengan SK Direksi Nomor 49/2017/SK tanggal 24 Mei 2017.

Pelaksanaan tugas dan tangggung jawab Direksi, antara lain :

1) Memimpin dan mengurus Bank BKE sesuai dengan visi dan misi Bank BKE.

2) Mengelola Bank sesuai kewenangan dan tanggung jawabnya sebagaimana diatur dalam Anggaran Dasar dan peraturan perundang-undangan yang berlaku.

3) Melaksanakan prinsip-prinsip GCG dalam setiap kegiatan usaha Bank pada seluruh tingkatan atau jenjang organisasi.

4) Menindaklanjuti temuan audit dan rekomendasi dari Divisi Audit, auditor eksternal, dan hasil pengawasan Otoritas Jasa Keuangan dan/atau hasil pengawasan otoritas lain.

5) Menyediakan data dan informasi yang lengkap, akurat, kini dan tepat waktu kepada Dewan Komisaris.

6) Mengungkapkan kebijakan-kebijakan yang bersifat strategis di bidang kepegawaian kepada pegawai dengan media yang mudah diakses pegawai.

7) Mengkomunikasikan kepada pegawai mengenai arah bisnis Bank BKE dalam rangka pencapaian visi dan misi Bank BKE.

8) Mempertanggungjawabkan pelaksanaan tugasnya kepada pemegang saham melalui RUPS.

Rapat Direksi

Direksi telah menetapkan kebijakan dan keputusan strategis melalui mekanisme rapat Direksi. Setiap keputusan rapat dapat diimplementasikan dan sesuai dengan kebijakan pedoman serta tata tertib kerja yang berlaku.

Rapat Direksi (termasuk rapat Gabungan Dewan Komisaris dengan Direksi) selama tahun 2019 telah dilakukan sebanyak 24 (dua puluh empat) kali rapat.

Frekuensi rapat Direksi dan tingkat kehadiran anggota Direksi selama tahun 2019, sebagai berikut:

Nama Name

RapatMeeting

KehadiranAttendance

% Kehadiran% Attendance

Sasmaya Tuhuleley 12 12 100%

Dhini Laswita 12 12 100%

Zainal Riffandi 12 12 100%

Joice Farida Rosandi 12 12 100%

Duties and Responsibilities of the Board of Directors

In carrying out its duties, the Board of Directors has a work guideline and code of conduct which is always reviewed periodically, namely the Board of Directors 'Decree Number 56/2016/SK dated August 1, 2016, which is enhanced by the Directors' Decree Number 49/2017/SK on May 24, 2017.

The implementation of the duties and responsibilities of the Directors, including:1) To lead and manage Bank BKE in accordance with the vision

and mission of Bank BKE.2) Manage the Bank in accordance with its authority and

responsibilities, as stipulated in the Articles of Association and applicable laws and regulations.

3) Implement the GCG principles in each of the Bank's business activities at all levels of the organization.

4) Following up on audit findings and recommendations from the Audit Division, external auditors, and the results of the supervision of the Financial Services Authority and / or the results of supervision of other authorities.

5) Providing data and information that is complete, accurate, current and timely to the Board of Commissioners.

6) Disclose to employees about policies that are strategic in the field of employment with media that is easily accessible to employees.

7) Communicate to employees regarding the business direction of Bank BKE in the context of achieving the vision and mission of Bank BKE.

8) Accountable for the implementation of its duties to shareholders through the GMS.

Board of Directors Meeting

The Board of Directors has established policies and strategic decisions through the mechanism of the Board of Directors' meetings. Each meeting's decision can be implemented and in accordance with the guidelines and work policies that apply.

During 2019, the Board of Directors Meetings (including Joint Meetings of the Board of Commissioners and Directors) were held 24 (twenty four) times.

The frequency of Directors' meetings and the attendance of Directors in 2019 are as follows:






Frekuensi rapat gabungan Dewan Komisaris dan Direksi dan tingkat kehadiran anggota Direksi selama tahun 2019, sebagai berikut:

Nama Name

RapatMeeting

KehadiranAttendance

% Kehadiran% Attendance

Sasmaya Tuhuleley 12 12 100%

Dhini Laswita 12 12 100%

Zainal Riffandi 12 12 100%

Joice Farida Rosandi 12 11 92%

Pengambilan keputusan rapat Direksi telah dilakukan berdasarkan musyawarah mufakat atau suara terbanyak dalam hal tidak terjadi musyawarah mufakat. Hasil rapat Direksi dituangkan dalam risalah rapat yang ditandatangani oleh seluruh anggota Direksi yang hadir serta didokumentasikan dengan baik.

Peningkatan Kompetensi Direksi

Nama Materi Pengembangan Kompetensi / Pelatihan Waktu dan Tempat Pelaksanaan


Sasmaya Tuhuleley

Uji Kompetensi Treasury Dealer Level Advance Jakarta, 6 April 2019 Lembaga Sertifikasi Profesi Perbankan (LSPP)

Leadership Conference Bogor, 8-9 Juli 2019 Human Capital Bank BKE

Undangan Focus Group Discussion Perkembangan Isu Strategis Perbankan Indonesia

Jakarta, 23 Juli 2019 Otoritas Jasa Keuangan (OJK)

Pelatihan Sertifikasi Treasury Dealer Hotel Ayana Mid Plaza (Jakarta),24 Agustus 2019

ACI FMA Indonesia

The 6th Indonesia Sharia Economic Festival Plenary Hall, Balai Sidang JCC (Jakarta), 13 November 2019

Bank Indonesia

Pertemuan Tahunan Bank Indonesia Tahun 2019 Dian Ballroom Raffles Hotel (Jakarta), 28 November 2019

Bank Indonesia

Refreshment BSMR Level III Hotel Ayana MidPlaza Jakarta, 17 Desember 2019

Lembaga Sertifikasi Profesi Perbankan (LSPP)

Dhini Laswita Evaluasi Moneter 2018, Strategi Operasi Moneter 2019 dan Kebijakan Bank Indonesia Terkini

Jakarta, 23 Januari 2019 Bank Indonesia

Grand Launching E-Learning APU PPT bagi Frontliner Bank Umum

Jakarta, 11 Februari 2019 PPATK

Risk Management & Compliance Refreshment Program Sosialisasi

Jakarta, 21 Februari 2019 Ikatan Bankir Indonesia (IBI)

Sosialisasi Peraturan Dewan Gubernur Nomor : 21/5/PADG/2019 Tanggal 29 Maret 2019 tentang Perubahan

Jakarta, 12 April 2019 Bank Indonesia

Workshop Penyusunan Prosedur Internal Perbankan dalam Implementasi Market Code of Conduct (MCoC)

Jakarta, 15 April 2019 Bank Indonesia

Rapat Umum Anggota (RUA) Tahun 2019 dan Seminar FKDKP

Jakarta, 27 Juni 2019 FKDKP

Sosialisasi Implementasi PP DHE SDA Gedung BI, Jakarta 30 Juli 2019 Bank Indonesia

Leadership Conference Bogor, 8-9 Agustus 2019 Human Capital Bank BKE

The frequency of joint meetings of the Board of Commissioners and Directors and the level of attendance of Directors in 2019 is as follows:

Decision-making meetings of the Board of Directors are carried out based on deliberation to reach consensus, or in the event of consensus agreement does not occur, then the decision is taken based on majority votes. The results of the Board of Directors' meeting are outlined in the minutes of the meeting signed by all members of the Board of Directors present and properly documented.

Increase in the Competency of the Board of Directors






Nama Materi Pengembangan Kompetensi / Pelatihan Waktu dan Tempat Pelaksanaan


Sosialisasi PBI Laporan Bank Umum Terintegrasi Gedung BI, Jakarta 17 September 2019

Bank Indonesia

Pemahaman atas implementasi PSAK 71 & 73 yang akan diterapkan pada tahun 2020 beserta dampaknya serta diskusi mengenai pendalaman dalam penyusunan POJK 51

Double Tree Hotel by Hilton, Jakarta 26 September 2019

FKDKP

Zainal Riffandi


Pertemuan dalam rangka ketahanan Siber Jakarta, 20 September 2019 Bank Indonesia

Pertemuan Cyber Security Sharing Platform – Sistem Pembayaran

Geudng BI, Jakarta 28 Oktober 2019

Bank Indonesia

In House Training “Refreshment BSMR Level I – Level IV” Jakarta, 25 November 2019 Lembaga Sertifikasi Profesi Perbankan (LSPP)

Joice Farida Rosandi

Diskusi Kepala Eksekutif Pengawas Perbankan (KEPP) dan Perbankan

Jakarta, 13 – 14 Februari 2019 Otoritas Jasa Keuangan (OJK)


The truth of economic turmail & Geopolitical uncertainties in 2020

Ballroom Hotel Le Meridien, Jakarta 27 November 2019

Bank Indonesia

Greening the future with green building finance in Indonesia

Hotel Ritz Carlton Jakarta, 6 Desember 2019

Perbanas

Sharing Session : Open Banking, The Future of Banking Industry

Hotel Pullman Jakarta, 13 Desember 2019

Otoritas Jasa Keuangan (OJK)

Refreshment BSMR Level III Hotel Ayana MidPlaza Jakarta, 17 Desember 2019

Lembaga Sertifikasi Profesi Perbankan (LSPP)

Penilaian Kinerja Direksi

Kinerja Direksi dan masing-masing anggota Direksi dievaluasi oleh Dewan Komisaris dan disampaikan kepada Pemegang Saham dalam RUPS. Otoritas Jasa Keuangan (OJK) secara khusus, mengatur penilaian kinerja Direksi berdasarkan parameter kriteria Penilaian Tugas dan Tanggung Jawab Direksi yang diatur dalam ketentuan penilaian sendiri dalam penerapan Tata Kelola sebagaimana diatur pada Surat Edaran Otoritas Jasa Keuangan Nomor 13/SEOJK.03/2017 tanggal 17 Maret 2017 tentang Penerapan Tata Kelola Bagi Bank Umum.

1) Prosedur Pelaksanaan Penilaian Sendiri dalam Penerapan Tata Kelola Perusahaan

Prosedur Pelaksanaan Penilaian Sendiri dalam penerapan Tata Kelola terkait Kinerja Direksi adalah, sebagai berikut:a) Direksi menugaskan Satuan Kerja Kepatuhan dalam

melaksanakan penilaian sendiri.b) Satuan Kerja Kepatuhan mengkoordinir seluruh unit kerja

terkait termasuk berkoordinasi dengan Dewan Komisaris serta Komite Remunerasi dan Nominasi dalam rangka melaksanakan Penilaian Sendiri.

c) Satuan Kerja Kepatuhan mengusulkan rekomendasi nilai komposit termasuk faktor positif dan negatif untuk disampaikan kepada Direksi dan kemudian dimintakan persetujuan Dewan Komisaris.

Board of Directors Performance Appraisal

The performance of the Board of Directors and each member of the Board of Directors is evaluated by the Board of Commissioners and submitted to the Shareholders at the GMS. The Financial Services Authority (OJK) specifically, regulates the performance evaluation of the Directors based on the parameters of the Board of Directors’ Duties and Responsibilities assessment criteria governed in the self-assessment provisions in the application of Governance as regulated in the Financial Services Authority Circular Letter Number 13/SEOJK.03/2017 dated March 17, 2017 concerning Implementation of Governance for Commercial Banks.

1) Self-Assessment Procedure in GCG Implementation

The Self-Assessment Procedure in implementing GCG, related to the Performance of the Directors, is as follows:a) The Board of Directors assigns the Compliance Unit to carry

out its own evaluation.b) The Compliance Work Unit coordinates all relevant work

units, including the Board of Commissioners and the Remuneration and Nomination Committee, in order to carry out the Self-Assessment.

c) The Compliance Unit proposes composite value recommendations, including positive and negative factors, to be submitted to the Board of Directors and then the Board of Commissioners’ approval is sought.






d) Direksi menetapkan nilai komposit, termasuk faktor positif dan negatif dalam pelaksanaan Tata Kelola.

e) Pelaksanaan Penilaian Sendiri dalam penerapan Tata Kelola ini dilaksanakan secara periodik setiap semester yang dilaporkan kepada Otoritas Jasa Keuangan (OJK) untuk mendapatkan persetujuan.

2) Kriteria Penilaian Sendiri Direksi terkait Pelaksanaan Tata Kelola Perusahaan

Kriteria Penilaian Sendiri Direksi terkait pelaksanaan Tata Kelola Perusahaan dibagi menjadi 3 (tiga) kelompok yaitu Governance Structure, Governance Process dan Governance Outcome. Governance structure terdiri dari 16 indikator, governance process terdiri dari 14 indikator sedangkan governance outcome terdiri dari 10 indikator.

3) Pihak yang Melakukan Penilaian Sendiri dalam Penerapan Tata Kelola Perusahaan

Pihak yang melakukan Penilaian Sendiri dalam Tata Kelola Perusahaan adalah Direksi dan Dewan Komisaris yang harus mendapatkan persetujuan dan pengawasan dari Otoritas Jasa Keuangan (OJK).

Struktur Remunerasi Direksi

Berdasarkan Surat Keputusan Direksi Nomor 32/2017/SK tanggal 31 Maret 2017 tentang Sistem Imbalan Jasa sebagai berikut :

1) Struktur Remunerasi Anggota Direksi

NoJenis Remunerasi/

TunjanganRemuneration / Benefits Type


1 Gaji Pokok & TunjanganBasic Salary & Benefits

a. Direktur Utama sebesar 100% President Director is 100%;

b. Direktur Operasi dan Direktur Bisnis sebesar 90% dari Direktur Utama Director of Operations and Business Director is 90% of the President Director;

c. Direktur Kepatuhan & Manajemen Risiko sebesar 80% dari Direktur Utama The Director of Compliance & Risk Management is 80% of the President Director 100%

2 Tunjangan Allowance

Tunjangan Hari RayaReligious Holiday Allowance (THR)

Tunjangan Hari Raya Anggota Direksi sebesar 2 (dua) kali gaji pokok & tunjangan.

Holidays allowance for members of the Board of Directors is 2 (two) times the basic salary & benefits.

Tunjangan CutiLeave Allowance

Tunjangan Cuti Anggota Direksi sebesar 1 (satu) kali gaji pokok & tunjangan

Leave Allowance for Members of the Board of Directors is 1 (one) time basic salary & benefits.

Tunjangan PendidikanEducational Allowance

Tunjangan Pendidikan Anggota Direksi sebesar 1 (satu) kali gaji pokok

Educational Allowances for Members of the Board of Directors are 1 (one) time basic salary

d) Directors determine the composite value, including positive and negative factors in the implementation of Governance.

e) Implementation of Self-Assessment in the implementation of this Governance is carried out periodically every semester which is reported to the Financial Services Authority (OJK) for approval.

2) The Board of Directors Self-Assessment Criteria related to the Implementation of Corporate Governance

Criteria for Self-Assessment of Directors related to the implementation of Corporate Governance are divided into 3 (three) groups, namely Governance Structure, Governance Process and Governance Outcome. Governance structure consists of 16 indicators, governance process consists of 14 indicators while governance outcome consists of 10 indicators.

3) Parties Conducting Self-Assessment in the Implementation of Corporate Governance

The parties who conduct Self-Assessment in Corporate Governance are the Board of Directors and the Board of Commissioners who must obtain approval and supervision from the Financial Services Authority (OJK).

Board of Directors’ Remuneration Structure

Based on the Decree of the Board of Directors Number 32/2017/ SK dated March 31, 2017 regarding the Service Rewards System as follows:

1) Remuneration Structure for Members of the Board of Directors






NoJenis Remunerasi/

TunjanganRemuneration / Benefits Type


Tunjangan Kemahalan/Expense Allowance

Tunjangan Kemahalan Anggota Direksi sebesar 1 (satu) kali gaji pokok

Expense Allowance for Members of the Board of Directors is 1 (one) time basic salary

Asuransi Purna Jabatan (Tunjangan Hari Tua)Post-service Insurance

a. Premi asuransi dihitung sesuai masa jabatan dan ditanggung seluruhnya oleh Bank. Insurance premiums are calculated according to tenure and are borne entirely by the

Bank.

b. Pemilihan program untuk asuransi purna jabatan ditetapkan oleh Direksi dan Dewan Komisaris yang dikoordinasikan oleh Divisi Human Capital.

The selection of programs for post-service insurance is determined by the Board of Directors and the Board of Commissioners, which is coordinated by the Human Capital Division.

c. Premi untuk Asuransi Purna Jabatan (THT) tersebut sudah termasuk di dalamnya premi untuk asuransi kecelakaan dan kematian.

Premiums for Post Service Insurance include premiums for personal accident and life insurance.

Medical Check Up Tunjangan Kesehatan diberikan kepada Anggota Direksi dalam bentuk tunjangan medical check up

Health benefits are given to members of the Board of Directors in the form of medical check-up benefits

2) Jumlah Nominal / Komponen Remunerasi Anggota Direksi

Pengungkapan komponen remunerasi Dewan Komisaris dan Direksi mengacu pada Surat Edaran Otoritas Jasa Keuangan Nomor 40/SEOJK.03/2016 tentang Penerapan Tata Kelola dalam Pemberian Remunerasi Bank Umum.

Berikut jumlah nominal / komponen remunerasi Anggota Direksi

Jenis Remunerasi dan Fasilitas LainTypes of Remuneration and Other Facilities

Jumlah diterima dalam 1 (satu) tahunThe amount received in 1 (one) year

Direksi Board of Directors

OrangPerson

Jutaan RpMillion Rp

RemunerasiRemuneration

GajiSalary

4 5.618,52

Tunjangan Perumahan Housing Allowances

4 236,25

Tunjangan PendidikanEducation Allowance

4 341,55

Tunjangan KemahalanExpense Allowance

4 358,63

Tunjangan LiburanHoliday allowance

4 831,11

2) Nominal / Component of Remuneration for Members of the Board of Directors

Disclosure of the remuneration component of the Board of Commissioners and Directors refers to the Financial Services Authority Circular Letter Number 40/SEOJK.03/2016 concerning Application of Governance in the Granting of Commercial Bank Remuneration.

The following is the nominal / component of the remuneration of the Members of the Directors






Jenis Remunerasi dan Fasilitas LainTypes of Remuneration and Other Facilities

Jumlah diterima dalam 1 (satu) tahunThe amount received in 1 (one) year

Direksi Board of Directors

OrangPerson

Jutaan RpMillion Rp

Tantiem (Tahun Buku 2018)Tantiem (Fiscal Year2018)

- 0

Medical Check Up 4 30,00

Asuransi Purna Jabatan (THT)Post-Service Insurance

4 738,10

Remunerasi dalam 1 (satu) tahun dikelompokkan dalam kisaran tingkat penghasilan adalah sebagai berikut:

Remuneration Group

Jumlah RemunerasiTotal Remunertion

OrangPerson

Jutaan RpMillion Rp

Diatas Rp2 MiliarAbove Rp2 Billion

4 12.363,80

Diatas Rp1 Miliar – Rp2 MiliarBetween Rp1 Billion – Rp2 Billion

- -

Diatas Rp500 juta – Rp1 MiliaBetween Rp500 Million – Rp1 Billion

- -

Rp500 juta ke bawahUp to Rp500 Million

- -

Tantiem

Tidak ada Tantiem yang dibayarkan pada tahun 2018 sesuai hasil keputusan RUPS atas laporan pertanggungjawaban Direksi Tahun 2019.

Remuneration in 1 (one) year, grouped in the range of income levels is as follows:

Tantiem

No tantiem were paid in 2018 according to the GMS resolutions, based on the 2019 Directors' accountability report.






Komite di bawah Dewan Komisaris

Komite Audit

Keanggotaan, Keahlian, dan Independensi Komite Audit

Komite Audit dibentuk oleh Dewan Komisaris untuk membantu Dewan Komisaris melakukan fungsi pengawasan terhadap pelaksanaan tugas dan tanggung jawab Direksi.

Susunan anggota Komite Audit per 31 Desember 2019 :

NamaName

JabatanPosition

Mahyuddin Ramli*) Ketua (merangkap selaku Komisaris Independen)/Chairman (concurrently as an Independent Commissioner)

Arif Hidayat Anggota (pihak independen)/Member (independent party)

Arizal Anas Anggota (pihak independen)/Member (independent party)

*) Berhenti menjabat sebagai Komisaris Independen berdasarkan hasil RUPS Tahunan tanggal 4 April 2019.

Komite Audit terdiri dari 1 (satu) orang Komisaris Independen dan 2 (dua) orang pihak independen yang memiliki keahlian di bidang keuangan atau akuntansi dan seorang dari pihak independen yang memiliki keahlian di bidang hukum atau perbankan. Komite Audit telah memenuhi ketentuan Otoritas Jasa Keuangan tentang penetapan Komite Audit.

Rangkap jabatan Pihak Independen pada Bank lain dan/atau perusahaan lain telah memperhatikan kompetensi, kriteria independensi, kerahasiaan, kode etik dan pelaksanaan tugas dan tanggung jawab.

Seluruh Pihak Independen anggota Komite Audit tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham dan/atau hubungan keluarga dengan Dewan Komisaris, Direksi dan/atau Pemegang Saham Pengendali atau hubungan dengan Bank, yang dapat mempengaruhi kemampuannya untuk bertindak independen. Seluruh Pihak Independen tidak berasal dari mantan anggota Direksi atau Pejabat Eksekutif Bank BKE.

Profil Komite Audit

· Arizal Anas Lahir tahun 1951, lulusan Fakultas Ekonomi Universitas Andalas

tahun 1977, Faculty of Business Colorado State University tahun 1986. Saat ini menjabat sebagai anggota komite audit Bank BKE.

Committees under the Board of Commissioners

Audit Committee

Membership, Expertise and Independence of the Audit Committee

The Audit Committee was formed by the Board of Commissioners to help the Board of Commissioners performing the oversight function on the implementation of the duties and responsibilities of the Board of Directors.

Composition of Audit Committee members as at December 31, 2019:


The Audit Committee consists of 1 (one) Independent Commissioner and 2 (two) independent parties who have expertise in finance or accounting, and one from an independent party who has expertise in the field of law or banking. The Audit Committee has complied with the provisions of the Financial Services Authority regarding the establishment of the Audit Committee.

Concurrent positions of Independent Parties at other Banks and / or other companies have taken into account the competence, independence criteria, confidentiality, code of ethics and the implementation of duties and responsibilities.

All Independent Parties who are members of the Audit Committee do not have financial, management, share ownership and / or family relations with the Board of Commissioners, Directors and / or Controlling Shareholders or relationship with the Bank, which can affect their ability to act independently. All Independent Parties are not from former members of the Board of Directors or Executive Officers of Bank BKE.

Profile of the Audit Committee

• Arizal Anas Born in 1951, graduated from the Andalas University Faculty

of Economics in 1977, Colorado State University Faculty of Business in 1986. Currently serves on the BKE Bank’s audit committee.

KOMITE Committee






Sebelumnya pernah bekerja di Bank BNI dari tahun 1979 – 2007 dengan jabatan terakhir sebagai Staff Khusus Direksi. Selain itu pada tahun 2010 – 2016 pernah menjadi anggota komite pemantau risiko di PT Bank DKI.

· Arif Hidayat Lahir tahun 1963, lulusan Akuntansi Universitas Diponegoro

tahun 1988. Saat ini menjabat sebagai anggota komite audit Bank BKE.

Sebelumnya pernah bekerja di Bank BKE dari tahun 1992 – 2014 dengan jabatan terakhir Direktur Kepatuhan. Selain itu pada tahun 2014 – 2017 bergabung di STMIK-Akademi Bina Insani, Bekasi dengan jabatan sebagai Wakil Direktur.

Tugas dan Tanggung Jawab Komite Audit

Dalam menjalankan tugasnya, Komite Audit telah memiliki pedoman dan tata tertib kerja sebagaimana diatur dalam Surat Keputusan Dewan Komisaris Nomor 52A/2017/SK tanggal 2 Juni 2017.

Pelaksanaan tugas dan tanggung jawab Komite Audit, antara lain:· Melakukan pemantauan dan evaluasi atas permcanaan dan

pelaksanaal audit serta pemantauan atas tindak lanjut hasil audit dalam rangka menilai kecukupan pengendalian intern, termasuk kecukupan proses pelaporan keuangan

· Melakukan pemantauan dan evaluasi paling sedikit terhadap:a) Pelaksanaan tugas Satuan Kerja Audit Internb) Kesesuaian pelaksanaan audit oleh kantor akuntan publik

dengan standar auditc) Kesesuaian laporan keuangan dengan standar akuntansi

keuangand) Pelaksanaan tindak lanjut oleh Direksi atas hasil temuan

satuan kerja audit intern, akuntan publik, dan hasil pengawasan Otoritas Jasa Keuangan, guna memberikan rekomendasi kepada Dewan Komisaris

· Memberikan rekomendasi mengenai penunjuk akuntan publik dan kantor akuntan publik kepada Dewan Komisaris untuk disampaikan kepada RUPS

Rapat Komite Audit

Rapat Komite Audit dilakukan sesuai dengan kebutuhan. Rapat Komite Audit selama tahun 2019 telah dilakukan sebanyak 12 (dua belas) kali rapat.

Frekuensi rapat Komite Audit dan tingkat kehadiran anggota Komite Audit selama tahun 2019, sebagai berikut:

Previously he worked at Bank BNI from 1979 - 2007 with his last position as Special Staff to the Board of Directors. In addition, in 2010 – 2016, he was a member of the risk monitoring committee at PT Bank DKI.

• Arif Hidayat Born in 1963, graduated from Diponegoro University in 1988.

Currently serves on the BKE Bank’s audit committee.

Previously he worked at Bank BKE from 1992 - 2014 with the last position as Compliance Director. Besides that, in 2014 - 2017 he joined STMIK-Akademi Bina Insani, Bekasi with his position as Deputy Director.

Duties and Responsibilities of the Audit Committee

In carrying out its duties, the Audit Committee has guidelines and work rules as regulated in the Decree of the Board of Commissioners No. 52A/2017/SK dated June 2, 2017.

The Audit Committee’s duties and responsibilities include:

• Monitor and evaluate audit planning and implementation as well as monitoring the follow up of audit results in order to assess the adequacy of internal control, including the adequacy of the financial reporting process

• Conduct monitoring and evaluation of at least:

a) Carry out the duties of the Internal Audit Work Unitb) Compliance with the audit implementation of public

accounting firms with audit standardsc) Compliance of financial statements with financial accounting

standardsd) Follow-up action by the Directors on the findings of the

internal audit work unit, public accountants, and the results of the supervision of the Financial Services Authority, in order to provide recommendations to the Board of Commissioners

• Provide recommendations regarding the appointment of public accountants and public accounting firms to the Board of Commissioners to be submitted to the GMS

Audit Committee Meetings

Audit Committee meetings are held as needed. In 2019 Audit Committee Meetings were held 12 (twelve) times.

The frequency of Audit Committee meetings and the attendance of Audit Committee members during 2019 are as follows:






Nama/Name Jumlah Rapat/ Number of Meeting

Kehadiran/Attendance

%Kehadiran% Attendance

Mahyuddin Ramli*) 3 3 100%

Arizal Anas 12 12 100%

Arif Hidayat 12 12 100%

*) Berhenti menjabat sebagai Komisaris Independen berdasarkan hasil RUPS Tahunan tanggal 4 April 2019.

Keputusan rapat Komite Audit diambil berdasarkan musyawarah mufakat atau suara terbanyak dalam hal tidak terjadi musyawarah mufakat. Hasil rapat Komite Audit merupakan rekomendasi yang dapat dimanfaatkan secara optimal oleh Dewan Komisaris. Hasil risalah rapat dibuat secara jelas dan didokumentasikan dengan baik.

Laporan Pelaksanaan Program Kerja Komite Audit

1) Secara berkala diadakan rapat Komite Audit.2) Secara berkala mengadakan pertemuan dengan Divisi Audit

dalam rangka melakukan pemantauan dan evaluasi perencanaan dan pelaksanaan audit serta memantau tindak lanjut hasil audit.

3) Membuat laporan yang berisikan hasil pemantauan dan rekomendasi dalam rangka perbaikan untuk disampakan kepada Dewan Komisaris.

Komite Pemantau Risiko

Keanggotaan, Keahlian, dan Independensi Komite Pemantau Risiko

Komite Pemantau Risiko dibentuk oleh Dewan Komisaris untuk mengevaluasi kebijakan dan pelaksanaan manajemen risiko di Bank BKE.

Susunan anggota Komite Pantau Risiko per 31 Desember 2019:

NamaName

JabatanPosition

I Nyoman Sidia Ketua (merangkap selaku Komisaris Independen)/Chairperson (concurrently as an Independent Commissioner)

Rahmat Prayoga Anggota (pihak independen)/Member (independent party)

M. Didiek Madinendar Anggota (pihak independen)/Member (independent party)


The decision of the Audit Committee meeting is based on deliberation to reach consensus or the majority of votes, if consensus does not occur. The results of the Audit Committee meeting are recommendations that can be used optimally by the Board of Commissioners. The results of the minutes of meetings are clearly made and are well documented.

Audit Committee Report

1) Audit Committee meetings are held regularly.2) Periodically meet with the Audit Division to monitor and evaluate

the audit planning and implementation and monitor the follow-up of the audit results.

3) Prepare report containing the results of monitoring and recommendations for improvement to be submitted to the Board of Commissioners.

Risk Monitoring Committee

Membership, Expertise and Independence of the Risk Monitoring Committee

The Risk Monitoring Committee is formed by the Board of Commissioners to evaluate the policies and implementation of risk management at BKE Bank.

Composition of Risk Monitoring Committee members as at December 31, 2019:






Komite Pemantau Risiko terdiri dari 1 (satu) orang Komisaris Independen dan 2 (dua) orang pihak independen yang memiliki keahlian di bidang keuangan dan seorang dari pihak independen yang memiliki keahlian di bidang manajemen risiko. Komite Pemantau Risiko telah memenuhi ketentuan Otoritas Jasa Keuangan tentang penetapan Komite Pemantau Risiko.

Rangkap jabatan Pihak Independen pada Bank lain dan/atau perusahaan lain telah memperhatikan kompetensi, kriteria independensi, kerahasiaan, kode etik dan pelaksanaan tugas dan tanggung jawab. Seluruh Pihak Independen yang menjadi anggota Komite Pemantau Risiko tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham dan/atau hubungan keluarga dengan Dewan Komisaris, Direksi dan/atau Pemegang Saham Pengendali atau hubungan dengan Bank, yang dapat mempengaruhi kemampuannya untuk bertindak independen.

Profil Komite Pemantau Risiko

• Rahmat Prayoga Lahir tahun 1963, lulusan Manajemen Universitas Diponegoro,

Magister Manajemen Universitas Gajah Mada dan Pendidikan Doktoral Perbankan dan Keuangan Universitas Indonesia. Saat ini menjabat sebagai anggota komite pemantau risiko Bank BKE.

Sebelumnya pernah bekerja di PT Uriel Strategi Investama sebagai salah satu pendiri dan direktur pelaksana perusahaan periode 2015-2017, menjadi anggota komite pemantau risiko dan komite audit di PT Rabobank International Indonesia 2016-2018, di tahun 2015 sebagai Chief Business Analyst di PT Ventura Cakrawala Investama dan juga pernah bekerja di PT Bank Agris sebagai Risk Management Division Head periode 2013 – 2015.

• M. Didiek Madinendar Lahir tahun 1957, lulusan Ekonomi Manajemen Universitas

Indonesia dan Magister Manajemen Internasional Universitas Indonesia. Saat ini menjabat sebagai anggota komite pemantau risiko Bank BKE dan anggota komite pemantau risiko di China Contruction Bank Indonesia.

Sebelumnya pernah bekerja sebagai staf pengajar Perbankan Syariah di UIN Syarief Hidayatullah periode 2010-2013 dan staf pengajar Hubungan Keuangan dan Investasi di jurusan komunikasi-FISIP Universitas Indonesia periode 2014-2017 serta berkarir selama 28 tahun di Bank Indonesia dengan jabatan terakhir sebagai Pengawas Bank Madya (Asisten Direktur), Direktorat Pengawasan Bank (DPB-2).

The Risk Monitoring Committee consists of 1 (one) Independent Commissioner and 2 (two) independent parties who have expertise in finance and one from an independent party who has expertise in risk management. The Risk Monitoring Committee has complied with the provisions of the Financial Services Authority regarding the establishment of a Risk Monitoring Committee.

Concurrent positions of Independent Parties at other Banks and / or other companies have taken into account the competence, independence criteria, confidentiality, code of ethics and the implementation of duties and responsibilities. All Independent Parties who are members of the Risk Monitoring Committee do not have financial, management, share ownership and / or family relations with the Board of Commissioners, Directors and / or Controlling Shareholders or relationship with the Bank, which can affect their ability to act independently.

Profile of the Risk Monitoring Committee

• Rahmat Prayoga Born in 1963, a graduate of Management at Diponegoro

University, Masters in Management at Gajah Mada University and Doctoral in Banking and Finance at the University of Indonesia. He currently serves as a member of the BKE Bank's risk monitoring committee.

Previously, he worked at PT Uriel Strategy Investama as one of the founders and managing directors, for the period of 2015-2017, a member of the risk monitoring committee and audit committee at PT Rabobank International Indonesia 2016-2018, as Chief Business Analyst at PT Ventura Cakrawala Investama in in 2015 and also worked at PT Bank Agris as Risk Management Division Head for the period 2013 - 2015.

• M. Didiek Madinendar Born in 1957, graduated from the University of Indonesia's

Management Economics and the Masters in International Management, University of Indonesia. Currently serves as a member of the Bank BKE risk monitoring committee and a member of the risk monitoring committee at Bank Indonesia China Construction.

Previously he worked as a lecturer in Islamic Banking at UIN Syarief Hidayatullah in the 2010-2013 period and as a lecturer in Financial and Investment Relations in the Department of Communication-FISIP Universitas Indonesia for the 2014-2017 period. He worked for 28 years at Bank Indonesia with his last position as Supervisory of Intermediary Bank (Assistant Director), Directorate of Bank Supervision (DPB-2).






Tugas dan Tanggung Jawab Komite Pemantau Risiko

Dalam menjalankan tugasnya, Komite Pemantau Risiko telah memiliki pedoman dan tata tertib kerja sebagaimana diatur dalam Surat Keputusan Dewan Komisaris Nomor 52B/2017/SK tanggal 2 Juni 2017 tentang Penunjukan Komite Pemantau Risiko.

Pelaksanaan tugas dan tanggung jawab Komite Pemantau Risiko, antara lain:· Evaluasi tentang kesesuaian antara kebijakan manajemen risiko

dengan pelaksanaan kebijakan tersebut.· Pemantauan dan evaluasi pelaksanaan tugas komite manajemen

risiko dan satuan keja manajemen risiko guna memberikan rekomendasi kepada Dewan Komisaris.

Rapat Komite Pemantau Risiko

Rapat Komite Pemantau Risiko dilakukan sesuai dengan kebutuhan. Rapat Komite Pemantau Risiko selama tahun 2019 telah dilakukan sebanyak 12 (dua belas) kali rapat.

Frekuensi rapat Komite Pemantau Risiko dan tingkat kehadiran anggota Komite Pemantau Risiko selama tahun 2019, sebagai berikut :

NamaName


KehadiranAttendance


I Nyoman Sidia 12 12 100%

Rahmat Prayoga 12 11 92%

M. Didiek Madinendar 12 12 100%

Keputusan rapat Komite Pemantau Risiko diambil berdasarkan musyawarah mufakat atau suara terbanyak dalam hal tidak terjadi musyawarah mufakat. Hasil rapat Komite Pemantau Risiko merupakan rekomendasi yang dapat dimanfaatkan secara optimal oleh Dewan Komisaris. Hasil risalah rapat telah dibuat, secara jelas dan didokumentasikan dengan baik.

Laporan Pelaksanaan Program Kerja Komite Pemantau Risiko

1) Secara berkala mengadakan rapat Komite Pemantau Risiko.2) Secara berkala mengadakan pertemuan dengan seluruh

pemimpin unit kerja dalam rangka melakukan pemantauan dan evaluasi pelaksanaan manajemen risiko dan pelaksanaan tugas Komite Manajemen Risiko.

3) Membuat laporan dalam bentuk memo yang berisikan hasil pemantauan dan rekomendasi dalam rangka perbaikan untuk disampaikan kepada Dewan Komisaris.

Duties and Responsibilities of the Risk Monitoring Committee

In carrying out its duties, the Risk Monitoring Committee has guidelines and work rules as regulated in the Decree of the Board of Commissioners No. 52B / 2017 / SK dated June 2, 2017 concerning the Appointment of the Risk Monitoring Committee.

The duties and responsibilities of the Risk Monitoring Committee include:• Evaluation of the suitability of risk management policies and

the implementation of these policies.• Monitoring and evaluating the implementation of the duties

of the risk management committee and the risk management working unit to provide recommendations to the Board of Commissioners.

Risk Monitoring Committee Meeting

Risk Monitoring Committee meetings are held as needed. During 2019, the Risk Monitoring Committee held 12 (twelve) meetings.

The frequency of the Risk Monitoring Committee meetings and the attendance rate of members of the Risk Monitoring Committee during 2019, are as follows:

The decision of the Risk Monitoring Committee meeting is based on deliberation to reach consensus, or the majority vote in the event that consensus agreement does not occur. The results of the Risk Monitoring Committee meeting are recommendations that can be used optimally by the Board of Commissioners. The results of the minutes of meetings have been made, clearly and well documented.

Report of the Risk Monitoring Committee

1) Periodically holding a Risk Monitoring Committee meeting.2) Periodically hold meetings with all work unit leaders in order

to monitor and evaluate the implementation of risk management and the implementation of the Risk Management Committee's duties.

3) Make a report in the form of a memo containing the results of monitoring and recommendations for improvement to be submitted to the Board of Commissioners.






Komite Remunerasi dan Nominasi

Keanggotaan, Keahlian, dan Independensi Komite Remunerasi dan Nominasi

Komite Remunerasi dan Nominasi dibentuk oleh Dewan Komisaris untuk mengevaluasi Kebijakan Remunerasi dan Nominasi di Bank BKE.

Komposisi anggota Komite Remunerasi dan Nominasi per 31 Desember 2019:

NamaName

JabatanPosition

Mahyuddin Ramli**) Ketua (merangkap selaku Komisaris Independen)/Chairperson (concurrently as an Independent Commissioner)

I Nyoman Sidia Anggota (merangkap selaku Komisaris Independen)/Member (concurrently as an Independent Commissioner)

Tasripin Mastar*) Anggota (merangkap selaku Komisaris Utama)/Member (concurrently as the Chief Commissioner)

Derry Djanaka Anggota (merangkap selaku Pemimpin Divisi Human Capital)/Member (concurrently as the Head of Human Capital Division)



Komite Remunerasi dan Nominasi terdiri dari 2 (dua) orang Komisaris Independen, 1 (satu) orang Komisaris, dan 1 (satu) orang Pejabat Eksekutif yang membawahi sumber daya manusia. Komite Remunerasi dan Nominasi telah memenuhi ketentuan Otoritas Jasa Keuangan tentang penetapan Komite Remunerasi dan Nominasi.

Pejabat Eksekutif anggota Komite Remunerasi dan Nominasi memiliki pengetahuan dan mengetahui ketentuan sistem remunerasi dan/atau nominasi serta succession plan Bank.

Seluruh anggota Komite Remunerasi dan Nominasi tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham dan/atau hubungan keluarga dengan Dewan Komisaris, Direksi dan/atau Pemegang Saham Pengendali atau hubungan dengan Bank, yang dapat mempengaruhi kemampuannya untuk bertindak independen.

Tugas dan Tanggung Jawab Komite Remunerasi dan Nominasi

Dalam menjalankan tugasnya, Komite Remunerasi dan Nominasi telah memiliki pedoman dan tata tertib kerja sebagaimana diatur dalam Surat Keputusan Dewan Komisaris Nomor 05/2018/SK tanggal 26 November 2018 tentang Penunjukan Komite Nominasi dan Remunerasi.

Remuneration and Nomination Committee

Membership, Expertise and Independence of the Remuneration and Nomination Committee

The Remuneration and Nomination Committee was formed by the Board of Commissioners to evaluate the Remuneration and Nomination Policy at BKE Bank.

Composition of Remuneration and Nomination Committee members as at December 31, 2019:

*) Stop serving as President Commissioner based on the results of the Annual General Meeting of Shareholders on April 4, 2019.

**) Stop serving as an Independent Commissioner based on the results of the Annual General Meeting of Shareholders on April 4, 2019.

The Remuneration and Nomination Committee consists of 2 (two) Independent Commissioners, 1 (one) Commissioner, and 1 (one) Executive Officer in charge of human resources. The Remuneration and Nomination Committee has complied with the provisions of the Financial Services Authority regarding the establishment of the Remuneration and Nomination Committee.

Executive Officers who are members of the Remuneration and Nomination Committee have knowledge and know the provisions of the remuneration and / or nomination system and the Bank’s succession plan.

All members of the Remuneration and Nomination Committee do not have financial, management, share ownership and / or family relations with the Board of Commissioners, Directors and / or Controlling Shareholders or relationship with the Bank, which can affect their ability to act independently.

Duties and Responsibilities of the Remuneration and Nomination Committee

In carrying out their duties, the Remuneration and Nomination Committee has established guidelines and work rules as regulated in the Decree of the Board of Commissioners No. 05/2018/SK dated November 26, 2018 concerning the Appointment of the Nomination and Remuneration Committee.






Tugas dan tanggung jawab Komite Nominasi dan Remunerasi, antara lain:· Terkait dengan kebijakan remunerasi:

1) Melakukan evaluasi terhadap kebijakan remunerasi yang didasarkan atas kinerja, risiko, kewajaran dengan peer group, sasaran, dan strategi jangka panjang Bank, pemenuhan, cadangan sebagaimana diatur dalam peraturan perundang-undangan dan potensi pendapatan Bank pada masa yang akan datang.

2) Menyampaikan hasil evaluasi dan rekomendasi kepada Dewan Komisaris mengenai:a) Kebijakan remunerasi bagi Direksi dan Dewan Komisaris

untuk disampaikan kepada RUPS.b) Kebijakan remunerasi bagi pegawai secara keseluruhan

untuk disampaikan kepada Direksi.3) Memastikan bahwa kebijakan remunerasi telah sesuai

dengan ketentuan.4) Melakukan evaluasi secara berkala terhadap penerapan

kebijakan remunerasi.

· Terkait dengan kebijakan nominasi:1) Menyusun dan memberikan rekomendasi mengenai sistem

serta prosedur pemilihan dan/atau penggantian anggota Direksi dan anggota Dewan Komisaris kepada Dewan Komisaris untuk disampaikan kepada RUPS.

2) Memberikan rekomendasi mengenai calon anggota Direksi dan/atau calon anggota Dewan Komisaris kepada Dewan Komisaris untuk disampaikan kepada RUPS.

3) Memberikan rekomendasi mengenai Pihak Independen yang akan menjadi anggota Komite Audit serta anggota Komite Pemantau Risiko.

Rapat Komite Remunerasi dan Nominasi

Rapat Komite Remunerasi dan Nominasi dilakukan sesuai dengan kebutuhan. Rapat Komite Remunerasi dan Nominasi selama tahun 2019 telah dilakukan sebanyak 3 (tiga) kali rapat.

Frekuensi rapat Komite Remunerasi dan Nominasi dan tingkat kehadiran anggota Komite Remunerasi dan Nominasi selama tahun 2019, sebagai berikut:

NamaName


KehadiranAttendance


Mahyuddin Ramli**) 2 2 100%

I Nyoman Sidia 3 3 100%

Tasripin Mastar*) 2 1 50%

Derry Djanaka 3 3 100%



The duties and responsibilities of the Nomination and Remuneration Committee include:• Related to remuneration policies:

1) Evaluate remuneration policies based on performance, risk, fairness with peer groups, targets, and the Bank’s long-term strategy, fulfillment, reserves as stipulated in the legislation and potential revenue of the Bank in the future.

2) Delivering the results of evaluations and recommendations to the Board of Commissioners regarding:a) Remuneration policy for Directors and Board of

Commissioners to be submitted to the GMS.b) Remuneration policy for employees as a whole to be

submitted to the Directors.3) Ensuring that the remuneration policy complies with the

provisions.4) Conduct periodic evaluations of the implementation of

remuneration policies.

• Regarding the nomination policy:1) Prepare and provide recommendations regarding the

system and procedure for selecting and / or replacing members of the Board of Directors and members of the Board of Commissioners to the Board of Commissioners to be submitted to the GMS.

2) Provide recommendations regarding prospective members of the Board of Directors and / or prospective members of the Board of Commissioners to the Board of Commissioners to be submitted to the GMS.

3) Provide recommendations regarding Independent Parties who will become members of the Audit Committee and members of the Risk Monitoring Committee.

Remuneration and Nomination Committee Meeting

Remuneration and Nomination Committee meetings are held as needed. During 2019, Remuneration and Nomination Committee meetings were held 3 (three) times.

The frequency of Remuneration and Nomination Committee meetings and the attendance of Remuneration and Nomination Committee members during 2019 are as follows:

*) Stop serving as President Commissioner based on the results of the Annual General Meeting of Shareholders on April 4, 2019.

**) Stop serving as an Independent Commissioner based on the results of the Annual General Meeting of Shareholders on April 4, 2019.






Keputusan rapat Komite Remunerasi dan Nominasi diambil berdasarkan musyawarah mufakat atau suara terbanyak dalam hal tidak terjadi musyawarah mufakat. Hasil rapat Komite Remunerasi dan Nominasi merupakan rekomendasi yang dapat dimanfaatkan secara optimal oleh Dewan Komisaris. Hasil risalah rapat telah dibuat secara jelas dan di dokumentasikan dengan baik.

Pelaksanaan Program Kerja Komite Remunerasi dan Nominasi

Dalam tahun 2019, Komite Remunerasi dan Nominasi telah telah menjalankan fungsi, tugas, dan tanggung jawab dengan baik yang terlihat dari terlaksananya seluruh program kerja komite yang telah ditetapkan pada awal tahun serta pelaksanaan rapat komite dengan tingkat kehadiran anggota komite yang baik.

Komite di Bawah Direksi

Dalam rangka meningkatkan efektivitas penetapan kebijakan, strategi dan pengelolaan risiko Bank, Direksi dibantu oleh komite-komite eksekutif. Rekomendasi dari masing-masing komite dijadikan acuan oleh Direksi dalam mengambil keputusan. Komite di bawah Direksi, antara lain:

ALCO

Struktur dan Keanggotaan Komite ALCO

KetuaChairman

Direktur UtamaPresident Director

SekretasisSecretary

Kepala Divisi Dana dan Treasuri (merangkap sebagai anggota)Head of Fund and Treasury Division (concurrently a member)

AnggotaMember

Direktur OperasiDirector of Operations

Direktur KonsumerConsumer Director

Direktur Kepatuhan dan Manajemen RisikoDirector of Compliance and Risk Management

Seluruh Kepala DivisiAll Division Heads

Kepala Satuan Kerja KepatuhanHead of Compliance Work Unit

Kepala Satuan Kerja Bisnis PensiunHead of the Pension Business Work Unit

Kepala Bidang TreasuriHead of Treasury Division

Staff Supporting Group (SSG) Staf dari Divisi terkait sesuai dengan kebutuhan dalam rangka mendukung pelaksanaan rapat ALCO terutama dalam hal supporting data.

Staff from the relevant divisions according to needs in order to support the implementation of the ALCO meeting, especially in terms of supporting data.

The decision of the Remuneration and Nomination Committee meeting is based on deliberation to reach consensus or the majority vote in the event that consensus agreement does not occur. The results of the Remuneration and Nomination Committee meetings are recommendations that can be used optimally by the Board of Commissioners. The results of the minutes of meetings have been clearly made and documented properly.

Report of the Remuneration and Nomination Committee

In 2019, the Remuneration and Nomination Committee has carried out its functions, duties and responsibilities, which can be seen from the implementation of all the committee's work programs established at the beginning of the year and the implementation of committee meetings with good attendance of committee members.

Committees Under the Board of Directors

In order to improve the effectiveness of the Bank's policy, strategy and risk management, the Board of Directors is assisted by executive committees. The recommendations from each committee are used as a reference by the Board of Directors in making decisions. Committees under the Board of Directors include:

ALCO

Structure and Membership of the ALCO Committee






Uraian Tugas dan Tanggung Jawab Komite ALCO

ALCO dibentuk berdasarkan SK (Surat Keputusan) Direksi Nomor 27/2019/SK tanggal 27 Maret 2019 tentang Komite Asset & Liability (ALCO) dan memiliki wewenang dan tanggung jawab antara lain :· Pengembangan, kaji ulang dan modifikasi strategi ALMA.· Evaluasi posisi risiko suku bunga dan strategi ALMA guna

memastikan bahwa taking position Bank telah sesuai dengan tujuan pengelolaan dan risiko suku bunga.

· Kaji ulang penetapan harga (pricing) aktiva dan pasiva untuk memastikan bahwa pricing tersebut dapat mengoptimalkan hasil penempatan dana, meminimumkan biaya dana, dan memelihara struktur neraca Bank sesuai dengan strategi ALMA.

· Kaji ulang deviasi antara realisasi dengan rencana bisnis Bank.

· Informasi atas setiap perkembangan dan kondisi pasar, serta ketentuan yang mempengaruhi dalam strategi, dan kebijakan ALMA.

Pelaksanaan Tugas dan Frekuensi Rapat

No Tanggal RapatDate of Meeting Agenda

1 31 Januari 2019January 31, 2019

· Evaluasi Bulan Lalu, Kondisi Makro Ekonomi, Asset and Liabilities, Likuiditas, Pricing Kredit Evaluation of Last Month, Macroeconomic Conditions, Assets and Liabilities, Liquidity, Credit Pricing

2 26 Februari 2019February 26, 2019

· Evaluasi Bulan Lalu, Kondisi Makro Ekonomi, Asset and Liabilities, Likuiditas, KPMM, Pricing Dana Evaluation of Last Month, Macroeconomic Conditions, Assets and Liabilities, CAR, Funding Pricing

3 20 Maret 2019March 20,2019

· Evaluasi Bulan Lalu, Kondisi Makro Ekonomi, Asset and Liabilities, Likuiditas Evaluation of Last Month, Macroeconomic Conditions, Assets and Liabilities, Liquidity

4 26 April 2019April 26, 2019

· Evaluasi Bulan Lalu, Kondisi Makro Ekonomi, Asset and Liabilities, Likuiditas, Pricing Kredit Evaluation of Last Month, Macroeconomic Conditions, Assets and Liabilities, Liquidity, Credit Pricing

5 24 Mei 2019May 24,2019


6 28 Juni 2019June 28,2019

· Evaluasi Bulan Lalu, Kondisi Makro Ekonomi, Asset and Liabilities, Likuiditas, Pricing Kredit, Pricing RAK

Evaluation of Last Month, Macroeconomic Conditions, Assets and Liabilities, Liquidity, Credit Kredit, RAK Pricing

7 24 Juli 2019July 24, 2019


8 26 Agustus 2019August 26,2019


9 30 September 2019September 30, 2019

· Evaluasi Bulan Lalu, Kondisi Makro Ekonomi, Asset and Liabilities, Likuiditas, Pricing Kredit Evaluation of Last Month, Macroeconomic Conditions, Assets and Liabilities, Liquidity, Credit

Pricing

10 24 Oktober 2019October 24,2019

· Evaluasi Bulan Lalu, Kondisi Makro Ekonomi, Asset and Liabilities, Likuiditas, KPMM Evaluation of Last Month, Macroeconomic Conditions, Assets and Liabilities, Liquidity, CAR

11 26 November 2019November 26, 2019


12 16 Desember 2019December 16,2019


Description of Duties and Responsibilities of the ALCO CommitteeALCO was formed based on the Decree of the Board of Directors No. 27/2019/SK dated March 27, 2019 concerning the Asset & Liability Committee (ALCO) and has the authority and responsibilities including:• Development, review and modification of the ALMA strategy.• Evaluate the interest rate risk position and ALMA strategy to

ensure that the Bank’s taking position is in accordance with management objectives and interest rate risk.

• Reviewing the pricing of assets and liabilities to ensure that pricing can optimize the results of the placement of funds, minimize the cost of funds, and maintain the Bank’s balance sheet structure in accordance with the ALMA strategy.

• Reviewing the deviations between the realization and the Bank’s business plan.

• Information on any market developments and conditions, as well as the provisions that affect the ALMA strategy and policy.

Implementation of Duties and Frequency of Meetings






Komite Manajemen Risiko

Struktur dan Keanggotaan Komite Manajemen Risiko

KetuaChairman


SekretarisSecretary

Kepala Divisi Manajemen RisikoHead of Risk Management Division

AnggotaMember

Direktur KonsumerDirector of Consumer

Direktur OperasiDirector of Operations

Kepala Divisi SDMHead of Human Capital Division

Kepala Divisi Perencanaan Strategis & Sekretaris PerusahaanHead of Strategic Planning Division & Corporate Secretary

Kepala Divisi Penagihan dan Recovery AssetHead of Asset Billing and Recovery Division

Kepala Divisi Kredit KomersialHead of Commercial Credit Division

Kepala Kredit KonsumerHead of Consumer Credit Division

Kepala Divisi Dana & TreasuriHead of Funds & Treasury Division

Kepala Divisi OperasiHead of Operations Division

Kepala Divisi AuditHead of Audit Division

Kepala Divisi Teknologi InformasiHead of Information Technology Division

Kepala Divisi Digital BankingHead of Digital Banking Division

Kepala Divisi Review Kredit & AdministraiHead of Credit Review & Administration Division

Kepala Divisi Jaringan & LayananHead of Network & Services Division

Satuan Kerja KepatuhanCompliance Work Unit

Satuan Kerja Bisnis PensiunPension Business Work Unit

Uraian Tugas dan Tanggung Jawab Komite Manajemen Risiko

Komite Manajemen Risiko dibentuk berdasarkan SK (Surat Keputusan) Direksi Nomor 106/2017/SK tanggal 23 November 2017 yang telah disempurnakan dengan Surat Keputusan Direksi Nomor 64C/2018/SK tanggal 1 November 2018 tentang Komite Manajemen Risiko. Komite Manajemen Risiko memiliki wewenang dan tanggung jawab antara lain:

Risk Management Committee

Structure and Membership of the Risk Management Committee

Description of Duties and Responsibilities of the Risk Management Committee

The Risk Management Committee was formed based on the Decree of the Board of Directors Number 106/2017/SK dated November 23, 2017 which has been refined by the Decree of the Board of Directors Number 64C/2018/SK dated November 1, 2018 concerning the Risk Management Committee. The Risk Management Committee has the authority and responsibility including:






· Penyusunan kebijakan Manajemen Risiko serta perubahannya termasuk strategi Manajemen Risiko, tingkat Risiko yang diambil dan toleransi Risiko, kerangka Manajemen Risiko serta rencana kontinjensi untuk mengantisipasi terjadinya kondisi tidak normal.

· Penyempumaan proses Manajemen Risiko secara berkala maupun bersifat insidentil sebagai akibat dari suatu perubahan kondisi eksternal dan internal Bank yang mempengaruhi kecukupan permodalan, profil Risiko Bank, dan tidak efektiftnya penerapan Manajemen Risiko berdasarkan hasil evaluasi.

· Penetapan kebijakan dan/atau keputusan bisnis yang menyimpang dari prosedur normal, seperti pelampauan ekspansi usaha yang signifikan dibandingkan dengan rencana bisnis Bank yang telah ditetapkan sebelumnya atau pengambilan posisi atau eksposur Risiko yang melampaui limit yang telah ditetapkan.

· Menetapkan dan menyesuaikan batasan terhadap masing-masing jenis risiko dan mengalokasikannya kepada unit-unit operasional yang mengelola risiko.

· Melakukan penilaian terhadap hasil pengukuran tingkat risiko yang dihadapi oleh Bank terrnasuk kajian terhadap usulan produk dan aktivitas baru yang akan diterbitkan oleh Bank.

· Mengevaluasi adanya pengecualian setiap jenis risiko yang dikelola termasuk unit yang bertanggungiawab dan kewenangannya.

· Memantau secara berkala dampak implementasi kebijakan dan strategi bisnis Bank dan besaran risiko yang mungkin terjadi.

· Melakukan penilaian terhadap tingkat risiko terhadap rencana penerbitan produk dan aktivitas baru.



1 14 February 2019February 14, 2019

Usulan Kredit PensiunPension Credit Proposal

2 22 Mei 2019May 22, 2019

Evaluasi dan Kajian tarif CKPN Kolektif Semester I Tahun 2019Evaluation and Assessment of Collective CKPN Tariff for Semester I of 2019

3 11 December 2019December 11, 2019

Evaluasi dan Kajian tarif CKPN Kolektif Semester II Tahun 2019Evaluation and Assessment of Collective CKPN tariff for Semester II 2019

4 25 December 2019December 25, 2019

Penetapan Kriteria Tarif Kolektif dan Individual Impairment PSAK 71Determination of PSAK Collective Criteria and Individual Impairment 71

• The preparation of Risk Management policies and their changes including the Risk Management strategy, the level of risk taken and risk tolerance, the Risk Management framework and contingency plans to anticipate abnormal conditions.

• Completion of the Risk Management process periodically or incidentally as a result of changes in external and internal conditions of the Bank that affect capital adequacy, the Bank’s risk profile, and the ineffectiveness of the application of Risk Management based on evaluation results.

• Determination of policies and / or business decisions that deviate from normal procedures, such as exceeding a significant business expansion compared to predetermined business plans of the Bank or taking positions or Risk exposures that exceed a predetermined limit.

• Establish and adjust limits on each type of risk and allocate it to operational units that manage risk.

• Conduct an assessment of the results of the measurement of the level of risk faced by the Bank, including a review of proposed new products and activities to be issued by the Bank.

• Evaluate exceptions for each type of risk managed including the unit responsible for and authority.

• Monitor periodically the impact of the implementation of the Bank’s business policies and strategies and the magnitude of the risks that may occur.

• Conduct an assessment of the level of risk for the planned issuance of new products and activities.







Komite Manajemen Kepegawaian

Struktur dan Keanggotaan Komite Manajemen Kepegawaian

KetuaChairman


SekretarisSecretary

Kepala Divisi SDMHead of Human Capital Division

AnggotaMember


Kepala Divisi Kredit KonsumerHead of Consumer Credit Division


Kepala Divisi Dana & TreasuriHead of Funds & Treasury Division


Kepala Divisi Penagihan & Recovery AssetHead of Asset Billing & Recovery Division



Kepala Divisi OperasiHead of Operations Division

Kepala Divisi Teknologi InfomasiHead of Information Technology Division


Kepala Divisi Review Kredit & AdministrasiHead of Credit Review & Administration Division


Kepala Satuan Kerja Bisnis PensiunHead of the Pension Business Work Unit

Uraian Tugas dan Tanggung Jawab Komite Manajemen Kepegawaian

Komite Manajemen Kepegawaian dibentuk berdasarkan SK (Surat Keputusan) Direksi yang terakhir kali disempurnakan dengan SK Direksi Nomor 15/2016/SK tanggal 25 Februari 2016. Komite Manajemen Kepegawaian memiliki wewenang dan tanggung jawab, antara lain:· Mengevaluasi dan mengkaji kedisiplinan, tata tertib dan

Peraturan Perusahaan (PP).· Melaksanakan implementasi budaya kerja perusahaan.· Mengkaji usulan promosi, mutasi / rotasi pegawai dibawah

Divisi / Satker / Unit Kerja di Kantor Pusat.· Mengusulkan hukuman/sanksi kepada pegawai yang melakukan

pelanggaran berat.

Personnel Management Committee

Structure and Membership of the Personnel Management Committee

Description of Duties and Responsibilities of the Personnel Management Committee

The Personnel Management Committee was formed based on the Directors’ Decree (SK), which was most recently refined with the Directors Decree Number 15/2016 / SK on February 25, 2016. The Personnel Management Committee has the authority and responsibility, including:• Evaluate and review discipline, discipline and Company

Regulations (PP).• Implementing the company’s work culture.• Reviewing proposed promotions, employee transfers / rotation

under Divisions / Working Units / Work Units at the Head Office.• Propose penalties / sanctions for employees who have committed

serious violations.







No Tanggal RapatDate of Meeting Agenda Rapat

1 14 Februari 2019February 14, 2019

· Mutasi & Promosi Pegawai Employee Movements & Promotions

· Perubahan Struktur Organisasi Change in Organizational Structure

· Jabatan yang masih kosong Vacant positions

· Jobdesc untuk bidang baru pada struktur organisasi Jobdesc for new fields in the organizational structure

· Usulan pemisahan bidang pada Divisi Review & Administrasi Kredit Proposed separation of the Credit Review and Administration Division

2 14 Juni 2019June 14, 2019

· Mutasi & Promosi Pegawai Employee Movements & Promotion

· Perubahan Struktur Organisasi Change in Organizational Structure

· Peraturan Perusahaan & Tata Tertib Company Regulations & Rules of Procedure

· Lain-lain Etc

3 15 Oktober 2019October 15, 2019

· Kepegawaian Personel

· Struktur Organisasi Organizational Structure

· Lain-lain Etc

Komite Pengarah Teknologi Informasi Information Technology Steering Committee

Struktur dan Keanggotaan Komite Pengarah Teknologi Informasi

KetuaChairman

Direktur yang membawahi Divisi TeknologiDirector in charge of the Technology Division

SekretarisSecretary

Kepala Divisi Teknologi InformasiHead of Information Technology Division

AnggotaTetapPermanent member




Komite Pengarah Teknologi Informasi Information Technology Steering Committee

Structure and Membership of the Information Technology Steering Committee








Head of Audit Division


Anggota Tidak TetapNon-permanent members

Seluruh pejabat tertinggi yang memimpin unit kerja pengguna Teknologi Informasi diluar Anggota Tetap KPTIAll the highest officials who lead work units of Information Technology users outside the Permanent Members of KPTI

Uraian Tugas dan Tanggung Jawab Komite Pengarah Teknologi Informasi

Komite Pengarah Teknologi Informasi dibentuk berdasarkan SK (Surat Keputusan) Direksi Nomor 26/2019/SK tanggal 27 Maret 2019 tentang Komite Pengarah Teknologi Informasi (KPTI). Komite Pengarah Teknologi Informasi memiliki wewenang dan tanggung jawab antara lain:

· Memberikan rekomendasi, evaluasi dan kajian kepada Direksi sekurangkurangnya mengenai :a) Rencana Strategis Teknologi lnfomasi (Information Technology

Strategic Plan) yang searah dengan rencana strategis kegiatan usaha Bank serta memperhatikan faktor efisiensi, efektivitas, dan hal-hal lain yaitu:i. Peta jalan untuk mencapai kebutuhan TI yang

mendukung strategi bisnis Bank. Peta jalan terdiri dari kondisi saat ini, kondisi yang ingin dicapai (future state), dan langkah - langkah yang akan dilakukan untuk mencapai kondisi yang ingin dicapai;

ii. Sumber daya yang dibutuhkan;iii. Manfaat yang akan diperoleh saat Rencana Strategis

TI diterapkan; daniv. Kendala yang mungkin timbul dalam penerapan Rencana

Strategis TI.

b) Kesesuaian antara proyek Teknologi Informasi yang disetujui dengan Rencana Strategis Teknologi Informasi dan juga menetapkan status prioritas proyek TI yang bersifat kritikal yang berdampak signifikan terhadap kegiatan operasional Bank, misalnya pergantian core banking application, switching/Payment gateway apllication, Sistem Server production, dan topologi Infrastruktur jaringan (Dacen dan / atau DRC).

c) Kesesuaian antara pelaksanaan proyek Teknologi Informasi dengan rencana proyek yang disepakati (Project Charter) dan melengkapi rekomendasi dengan hasil analisis dari proyek TI yang utama sehingga memungkinkan Direksi mengambil keputusan secara efisien.

Description of Duties and Responsibilities of the Information Technology Steering Committee

The Information Technology Steering Committee was formed based on the Decree of the Board of Directors Number 26/2019/SK dated March 27, 2019 concerning the Information Technology Steering Committee (KPTI). The Information Technology Steering Committee has the authority and responsibility including:

• Provide recommendations, evaluations and studies to the Board of Directors at least regarding:a) Information Technology Strategic Plan that is in line with

the strategic plan of the Bank’s business activities and takes into account efficiency, effectiveness, and other factors, namely:i. Road map to achieve IT needs that support the Bank’s

business strategy. A road map consists of the current state, the condition to be achieved (future state), and the steps that will be taken to achieve the condition to be achieved;

ii. Resources needed;iii. Benefits to be gained when IT Strategic Plan is

implemented; andiv. Constraints that may arise in the implementation of

the IT Strategic Plan.

b) Conformity between the approved Information Technology project and the Information Technology Strategic Plan and also determine the priority status of critical IT projects that have a significant impact on the Bank’s operational activities, such as the replacement of core banking applications, switching/Payment gateway application, Server Production system, and topology Network infrastructure (Dacen and/ or DRC).

c) Conformity between the implementation of the Information Technology project with the agreed project plan (Project Charter) and completing recommendations with the results of the analysis of the main IT project so as to enable the Directors to make decisions efficiently.






d) Kesesuaian antara Teknologi Informasi dengan kebutuhan Sistem Informasi Manajemen serta kebutuhan kegiatan usaha Bank.

e) Pemantauan atas kinerja Teknologi Informasi dan upaya peningkatannya

f) Upaya penyelesaian berbagai masalah terkait Teknologi lnformasi, yang tidak dapat diselesaikan oleh Unit Kerja pengguna dan penyelenggara Teknologi Informasi secara efektif, efisien dan tepat waktu.

g) Kecukupan dan alokasi sumber daya yang dimiliki Bank, keuntungan / manfaat yang akan diperoleh Bank saat rencana ditetapkan.

· Merumuskan kebijakan, standarisasi, dan prosedur Teknologi Informasi yang utama yang bersifat kritikal (berdampak signifikan bagi operasional, bisnis dan reputasi Bank), seperti : pengamanan data dan informasi, Manajemen Risiko IT, Core Banking System, Switching/Payment System, dan Infrastucture (Data Center, DRC, Network Communication, Hardware System).

· Melakukan evaluasi atas efektivitas langkah-langkah mitigasi risiko yang dilakukan untuk meningkatkan pengamanan Teknologi Informasi Bank. Serta wewenang mengambil langkah- langkah dalam meminimalisasi risiko atas investasi Bank pada sektor TI agar investasi Bank pada sektor TI memberikan kontribusi terhadap pencapaian tujuan bisnis

· Melakukan evaluasi atas efektivitas pelaksanaan implementasi Kebijakan Pengamanan Teknologi Informasi dan proyek Teknologi Informasi yang sedang dilakukan dan memberikan laporannya kepada Direksi.

· Melakukan pembahasan dan menetapkan solusi terhadap permasalahan yang akan dan telah muncul dalam kaitannya dengan Teknologi Informasi.

· Melakukan Rapat KPTI secara periodik, sebagaimana ketentuan berikut:a. Sekurang-kurangnya dilaksanakan 4 (empat) kali dalam 1

(satu) tahun.b. Rapat KPTI dapat dilaksanakan setelah penyelenggaraan

Rapat Koordinasi antar Unit Kerja ataupun Rapat Komite lainnya.

c. Memenuhi syarat kehadiran (kuorum), yaitu apabila dihadiri oleh sekurang-kurangnya 60% (enam puluh persen) dari seluruh anggota tetap KPTI (minimal 4 anggota tetap), ditambah dengan anggota tidak tetap yang memiliki kepentingan langsung dengan agenda pembahasan Rapat KPTI.

d) Conformity between Information Technology with the requirements of Management Information Systems and the needs of the Bank’s business activities.

e) Monitoring the performance of Information Technology and efforts to improve it

f ) Efforts to resolve various problems related to Information Technology, which cannot be solved by the user work unit and information technology provider in an effective, efficient and timely manner.

g) Adequacy and allocation of resources owned by the Bank, benefits to be obtained by the Bank when the plan is determined.

• Formulating critical Information Technology policies, standardization and procedures (having a significant impact on the Bank’s business, business and reputation), such as: data and information security, IT Risk Management, Core Banking System, Switching/Payment System, and Infrastructure (Data Center, DRC, Network Communication, Hardware System).

• Evaluate the effectiveness of risk mitigation measures taken to improve the security of the Bank’s Information Technology. As well as the authority to take steps in minimizing the risk of Bank investment in the IT sector so that Bank investment in the IT sector contributes to the achievement of business objectives.

• Evaluate the effectiveness of the implementation of the Information Technology Safeguard Policy and the Information Technology project that is being carried out and report to the Directors.

• Conduct discussions and determine solutions to problems that will and have arisen in relation to Information Technology.

• Conduct periodic KPTI meetings, according to the following provisions:a. At least 4 (four) times are carried out in 1 (one) year.

b. KPTI Meetings can be held after the Coordination Meeting between Work Units or other Committee Meetings.

c. Meet the requirements for attendance (quorum), i.e. if attended by at least 60% (sixty percent) of all permanent KPTI members (at least 4 permanent members), plus non-permanent members who have a direct interest in the KPTI Meeting discussion agenda.







No Tanggal Rapat/Date of Meeting Agenda

1 22 Maret 2019 · Pembahasan RSTI Tahun 2019 Triwulan ke -1 yaitu pengembangan aplikasi apu-ppt serta implementasi system PSAK 71, aplikasi SLIK, system pembukuan amortisasi, e-kop, aplikasi pengelolaan dana, aplikasi kredit, aplikasi pendukung kredit.

Discussion of the 2019 RSTI of the 1st Quarter, namely the development of apu-ppt applications and the implementation of the PSAK 71 system, SLIK applications, amortization accounting systems, e-kop, fund management applications, credit applications, credit support applications.

· Kebutuhan sistem Laporan “Konfirmasi Penempatan Deposito” dan Kebutuhan sistem Dukcapil System requirements for the "Deposit Placement Confirmation" Report and Dukcapil system

Requirements.

2 9 Juli 2019 · Realisasi pengembangan aplikasi APU-PPT, implementasi aplikasi laporan APOLO, pengembangan aplikasi LOS, pengembangan NOC, pengembangan aplikasi HRMS.

Realization of APU-PPT application development, APOLO report application implementation, LOS application development, NOC development, HRMS application development.

· Realisasi penggantian mesin IBM AS/400 Power 9, pengembangan aplikasi C2LS, pengembangan modal kredit (loan enhancement), implementasi PSAK 71, implementasi aplikasi APOLO, implementasi BI-antasena, implementasi GPN Debit, Realisasi CoBranding, kartu ATM/Debit Taspen, implementasi dukcapil, realisasi perpanjangan lisensi AntiVius Panda, Realisasi perubahan kebijakan permohonan user aplikasi.

Realization of IBM AS / 400 Power 9 engine replacement, C2LS application development, loan capital enhancement, PSAK 71 implementation, APOLO application implementation, BI-Antesena implementation, GPN Debit implementation, CoBranding Realization, Taspen ATM / Debit cards, implementation “dukcapil”, the realization of the license extension of Panda Anti Virus, the realization of the policy changes to the application user application.

3 24 Oktober 2019 · Realisasi pengembangan sistem pengelolaan dana, implementasi aplikasi Dashboard/BI untuk informasi analisis, pengembangan aplikasi HelpDesk, pengembangan jaringan kantor BKE, pengembangan aplikasi dokumen manajemen sistem, dan pengembangan aplikasi RCSA.

The realization of the development of a fund management system, the implementation of the Dashboard / BI application for analytical information, the development of the HelpDesk application, the development of the BKE office network, the development of a document management system application, and the development of the RCSA application.

· Penyampaian rencana strategis IT tahun 2020, rencana implementasi aplikasi laporan BI antasena yang akan dilakukan tahap Industrial Test.

Submission of an IT strategic plan for 2020, a plan for the implementation of BI Antasena report application which will be carried out at the Industrial Test stage.

4 31 Desember 2019 · Laporan Realisasi RSTI 2019 Triwulan ke-4 Realization Report of RSTI 2019 of 4th Quarter

· Laporan-laporan seperti Laporan kondisi terkini penggunaan TI tahun 2019, Laporan tindaklanjut penyampaian RSTI BKE tahun 2020, Laporan implementasi PSAK 71, BI Antasena & implementasi aplikasi C2LS.

Reports such as the latest conditions report on the use of IT in 2019, follow-up report on the submission of the BST RSTI 2020, PSAK 71 implementation report, BI Antasena & C2LS application implementation..







Komite Kebijakan Perkreditan

Struktur dan Keanggotaan Komite Kebijakan Perkreditan

KetuaChairman

Direktur UtamaPresident Director

SekretarisSecretary


AnggotaMember

Direktur KonsumerDirector of Consumer



Kepala Divisi Kredit KonsumerHead of Consumer Credit Division

Kepala Divisi Review Kredit & AdministrasiHead of Credit Review & Administration Division



Kepala Divisi Penagihan & Recovery AsetHead of Asset Billing & Recovery Division

Kepala Satuan Kerja KepatuhanHead of Compliance Unit *)

*) Pemimpin Satuan Kerja Kepatuhan tidak memiliki hak suara

Uraian Tugas dan Tanggung Jawab Komite Kebijakan Perkreditan

Komite Kebijakan Perkreditan yang dibentuk berdasarkan SK (Surat Keputusan) Direksi Nomor 98/2017/SK tanggal 30 Oktober 2017 tentang Komite Kebijakan Perkreditan (KKP). Komite Kebijakan Perkreditan memiliki wewenang dan tanggung jawab antara lain:• Memberikan masukan kepada Direksi dalam rangka penyusunan

Kebijakan Umum Perkreditan, terutama yang berkaitan dengan perumusan prinsip kehati-hatian dalam perkreditan.

• Mengawasi agar Kebijakan Umum Perkreditan dapat diterapkan dan dilaksanankan secara konsekuen dan konsisten serta merumuskan pemecahan apabila terdapat hambatan/kendala dalam penerapan Kebijakan Umum Perkreditan.

• Melakukan kajian berkala terhadap Kebijakan Umum Perkreditan dan memberikan saran kepada Direksi apabila diperlukan perubahan/perbaikan kebijakan.

Credit Policy Committee

Structure and Membership of the Credit Policy Committee

*) The Compliance Unit Leader has no voting rights

Description of Duties and Responsibilities of the Credit Policy Committee

The Credit Policy Committee was formed based on the Board of Directors’ Decree (SK) Number 98/2017/SK dated October 30, 2017 concerning the Credit Policy Committee (KKP). The Credit Policy Committee has the authority and responsibility including:

• Provide input to the Board of Directors for preparing the General Credit Policy, especially relating to the formulation of the precautionary principle in credit.

• Oversee that the Credit General Policy can be applied and carried out consistently and consistently and formulate a solution if there are obstacles in the application of the General Credit Policy.

• Conduct periodic reviews of the General Credit Policy and provide advice to the Directors if changes / improvements are needed.






• Divisi Kredit Komersil, Divisi Kredit Konsumer dan Divisi Review & Administrasi Kredit memantau dan mengevaluasi :

a) Perkembangan dan kualitas portofolio perkreditan secara keseluruhan

b) Kebenaran pelaksanaan kewenangan memutus kredit

c) Kebenaran proses pemberian, perkembangan dan kualitas kredit yang diberikan kepada pihak yang terkait dengan Bank dan debitur-debitur besar tertentu.

d) Kebenaran pelaksanaan ketentuan BMPKe) Ketaatan terhadap ketentuan perundang-undangan dan

peraturan lainnya dalam pelaksanaan pemberian kredit

• Divisi Penagihan & Recovery Asset memantau dan mengevaluasi:a) Penyelesaian kredit bermasalah sesuai dengan yang

ditetapkan dalam Kebijakan Umum Perkreditanb) Upaya Bank dalam memenuhi kecukupan jumalah Cadangan

Kerugian Penurunan Nilai

• Bertanggung jawab menyampaikan usulan bahan rapat dan/atau hasil pemantauan dan evaluasi di atas serta hal-hal lainnya terkait dengan aktivitas dan kebijakan perkreditan Bank, yang akan dibahas dalam rapat Pra-KKP dan/atau rapat KKP kepada sekretaris KKP.

• Menghadiri rapat Pra-KKP dan KKP sesuai jadwal yang ditetapkan oleh sekretaris KKP.

• Menindaklanjuti hasil keputusan rapat Pra-KKP dan KKP.



1 17 Januari 2019 • Pemindahan Unit Kerja yang melaksanakan pemeriksaan fisik dokumen kredit di Koperasi Simpan Pinjam (KSP) Nusantara.

The removal of the Work Unit that carries out a physical inspection of credit documents at the Nusantara Savings and Loan Cooperative (KSP).

2 28 Februari 2019 · Pembebanan Biaya Monitoring on site dalam rangka review / evaluasi kredit maupun perpanjangan kredit, khusus debitur non koperasi.

Imposing the Cost of Monitoring on site in the context of credit review / evaluation and credit extension, specifically for non-cooperative debtors.

• Pengajuan kredit dengan dengan nominal > Rp25 miliar (Plafond + Baki Debet), khusus pengajuan kredit non koperasi.

Credit applications with a nominal value of> Rp25 billion (Ceiling + Debit Tray), specifically for non-cooperative credit applications.

3 28 Maret 2019 • Kredit Executing Combo Executing Combo Credit.

• Commercial Credit Division, Consumer Credit Division and Credit Review & Administration Division monitor and evaluate:a) Development and overall quality of the loan portfolio

b) The compliance in exercising the authority to decide on credit

c) The compliance in granting, developing and in the quality of the credit given to parties related to the Bank and certain large debtors.

d) The compliance of the implementation of LLL e) Compliance with statutory provisions and other regulations

in the implementation of lending

• Asset Billing & Recovery Division monitors and evaluates:a) Settlement of non performing loans in accordance with

those stipulated in the General Credit Policyb) The Bank’s efforts to meet the adequacy of the allowance

for impairment losses.

• Responsible for submitting the proposed meeting material and/ or the results of monitoring and evaluation above as well as other matters related to the Bank’s credit activities and policies, which will be discussed in the Pre-KKP meeting and / or KKP meeting to the KKP secretary.

• Attending the Pre-KKP and KKP meetings according to the schedule set by the KKP secretary.

• Following up on the results of the Pre-KKP and KKP meetings.








4 23 Mei 2019 • Pembagian komposisi untuk kerjasama dengan KSP Nusantara per bulannya Distribution of compositions for cooperation with KSP Nusantara on a monthly basis.

• Ketentuan Bank Checking untuk pemohon kredit pensiun. Provisions of Bank Checking for pension credit applicants.

5 10 Juni 2019 · Penggunaan/peruntukan Kredit Modal Kerja Kontraktor. Use / designation of Working Capital Loans for Contractors.

· Minimal rasio nilai agunan terhadap plafond dan besarnya persentase agunan fixed asset terhadap rasio nilai agunan tersebut.

Minimum ratio of collateral to ceiling value and the percentage of fixed assets collateral to the ratio of collateral value.

• Take Over dari Bank Lain yang besarnya berdasarkan kebutuhan atau proyeksi pertumbuhan penjualan per tahun yang wajar

Take Over from Other Banks, the amount of which is based on needs or reasonable projected sales growth per year.

6 05 Agustus 2019 · Penetapan net realizable value dilakukan oleh penilai independen untuk seluruh AYDA dengan nilai berapapun.

Determination of net realizable value by independent evaluators for all AYDA with any value.

· Penggunaan nilai agunan dalam penetapan plafond kredit saat proses permohonan kredit adalah nilai likuidasi.

The use of collateral value in determining the credit ceiling during the loan application process is a liquidation value.

· Alur proses usulan permohonan AYDA. The flow of the proposed AYDA application process.

· Tugas dan tangggung jawab Kepala Cabang dan Bidang Penagihan. Duties and responsibilities of Branch Heads and Billing Division.

• Flowchart terkait Pengaturan AYDA. Flowcharts related to AYDA Settings.

7 25 November 2019 • Pengaturan Pelaksana Monitoring Kredit Arrangements on Implementing Credit Monitoring.

• Evaluasi Ketentuan On Desk dan On Site Monitoring Evaluation of Provisions of On Desk and On Site Monitoring.

• Evaluasi Pedoman Kredit Koperasi Simpan Pinjam (Pola Executing). Evaluation of Credit Savings and Loans Cooperative (Executing Pattern).






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