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Rabobank Corporate Policy Manual, 1.0

Version, date

Project

1.0, June 30th, 2018 Corporate Policy Manual

CORPORATE POLICY MANUAL

000-001. Corporate Policy Manual

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Daftar Isi/Table of Contents

BAB/ CHAPTER ISI CONTENT HALAMAN/

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I PENDAHULUAN INTRODUCTION 9

1.1 Visi, Misi dan Nilai-Nilai Perseroan Vision, Mission, and Corporate Values 9

1.1.1 Visi dan Misi Vision and Mission 9

1.1.2 Nilai-Nilai Perseroan Corporate Values 9

1.2 Informasi Perseroan Company Information 9

1.2.1 Latar Belakang Hukum Legal Background 9

1.2.2 Tujuan dan Kegiatan Usaha Business Objectives and Activities 10

1.3 Struktur dan Manajemen Pedoman Kebijakan Bank

Structure and Management of the Cor-porate Policy Manual 12

1.3.1 Pemutakhiran dan Keabsahan Updating and Validity 12

1.3.2 Penanggung Jawab Pedoman Kebijakan Perusahaan

Responsibility Over the Corporate Policy Manual 13

1.3.3 Operasionalisasi Pedoman Kebijakan Pe-rusahaan Operating the Corporate Policy Manual 13

1.3.4 Implementasi dan Kepatuhan Implementation and Compliance 14

2 STRATEGI DAN ORGANISASI STRATEGY AND ORGANIZATION 15

2.1 Ketentuan Umum General Provision 15

2.2 Penyusunan Stategi Strategy Formulation 16

2.2.1 Strategi Perseroan Corporate Strategy 16

2.2.2 Anggaran dan Proyeksi Budget and Projection 17

3 POLA ORGANISASI ORGANIZATION PATTERN 18


3.2 Pemegang Saham Shareholders 18

3.2.1 Rapat Umum Pemegang Saham General Meeting of Shareholders 18

3.3 Dewan Komisaris Board of Commissioners 18

3.4 Komite yang Dibentuk Dewan Komisaris Committees Established by the Board of Commissioners 19

3.5 Direksi Board of Directors 19

3.6 Komite yang Dibentuk Direksi Committees Established by the Board of Directors 20

3.7 Anak Perusahaan dan Perusahaan Afiliasi Subsidiaries and Afiliated Companies 21

4 STANDAR PERILAKU CODE OF CONDUCT 22

4.1 Etika dan Standar Perilaku Ethics and Code of Conduct 22

4.2 Benturan Kepentingan Conflict of Interest 22

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4.3 Kerahasiaan Informasi Confidentiality 22

4.3.1 Pengungkapan Informasi Disclosure of Information 22

4.3.2 Publikasi, Ceramah, dan Penampilan di Muka Umum

Publication, Lectures, and Public Ap-pearance 23

4.4 Penerimaan Hadiah Accepting Gifts 23

5 HUBUNGAN EKSTERNAL EXTERNAL RELATIONS 24


5.2 Merek Dagang Trade Mark 24

5.3 Periklanan Advertising 25

5.4 Hubungan Masyarakat Public Relations 25

5.4.1 Ketentuan Umum General Provision 25

5.4.2 Komunikasi dengan Masyarakat General Public Communications 26

5.4.3 Hubungan dengan Media Media Relations 26

5.4.4 Hubungan dengan Nasabah Customer Relations 27

5.4.5 Komunikasi dengan Institusi dan Asosiasi Industri

Institution and Industry Associations Communications 27

5.5 Wawancara, Penampilan di Media Cetak, Media Sosial dan Media Elektronik

Interviews, Print, Social, and Electronic Media Exposure 27

5.6 Manajemen Krisis Crisis Management 28

5.7 Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility 28

6 SUMBER DAYA MANUSIA HUMAN RESOURCES 29

6.1 Filosofi Sumber Daya Manusia Philosophy of Human Resources 29

6.2 Lingkungan Kerja yang Positif Positive Work Environment 30

6.3 Pelatihan dan Pengembangan SDM Human Resources Training and Development 31

6.4 Pengembangan Talenta dan Karir Talent and Career Development 32

6.5 Komunikasi Bank - Karyawan Bank – Employee Communications 33

6.6 Perencanaan SDM HR Planning 35

6.6.1 Pengelolaan Strategi SDM HR Strategy Management 35

6.6.2 Pengembangan Organisasi Organizational Development 35

6.6.3 Perencanaan SDM HR Planning 36

6.7 Akuisisi dan Terminasi SDM HR Acquisition and Termination 37

6.7.1 Perekrutan dan Penempatan Recruitment and Placement 37

6.7.2 Pemutusan Hubungan Kerja dan Pengunduran Diri

Termination of Employment and Resignation 38

6.8 Personalia Personnel 38

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6.9 Penilaian Kinerja Performance Assessment 39

6.10 Penanganan Keluhan dan Perselisihan Complaint and Dispute Handling 40

6.11 Whistle Blowing dan Penanganan Masa-lah Disiplin

Whistle Blowing and Handling of Disci-plinary Matters 41

7 PENGAWASAN, PENGENDALIAN DAN AUDIT INTERNAL

SUPERVISION, CONTROL AND INTERNAL AUDIT 44


7.2 Organisasi Pengawasan dan Pengen-dalian Supervision and Control Organization 44

7.2.1 Dewan Komisaris Board of Commissioners 44

7.2.2 Komite Remunerasi dan Nominasi Remuneration and Nomination Commit-tee 45

7.2.3 Komite Audit Audit Committee 46

7.2.4 Komite Tatakelola Perusahaan Corporate Governance Committee 46

7.2.5 Komite Pengawasan Risiko Risk Monitoring Committee 47

7.2.6 Komite Pengawasan Kepatuhan Compliance Oversight Committee 48

7.2.7 Direksi Board of Directors 48

7.2.8 Komite Manajemen Risiko Risk Management Committee 49

7.2.9 Fungsi Manajemen Risiko Risk Management Function 50

7.2.10 Fungsi Audit Internal Internal Audit Function 50

7.2.11 Fungsi Kepatuhan Compliance Function 51

7.2.12 Proses dan Interaksi Audit Internal Internal Audit Process and Interaction 52

7.2.13 Proses dan Interaksi Kepatuhan Compliance Process and Interaction 52

7.3 Perencanaan Kesinambungan Usaha Business Continuity Planning 53

7.4 Jenis-jenis Risiko Types of Risk 54

7.4.1 Risiko Kredit Credit Risk 54

7.4.2 Risiko Pasar Market Risk 54

7.4.3 Risiko Likuiditas Liquidity Risk 55

7.4.4 Risiko Operasional Operational Risk 56

7.4.5 Risiko Reputasi Reputational Risk 56

7.4.6 Risiko Strategis Strategic Risk 57

7.4.7 Risiko Hukum Legal Risk 57

7.4.8 Risiko Kepatuhan Compliance Risk 58

8 KEUANGAN DAN AKUNTANSI FINANCE AND ACCOUNTING 59


8.2 Process Pencatatan Keuangan dan Akuntansi

Financial and Accounting Recording Process 60

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8.3 Proses Penyusunan Laporan Keuangan Financial Reporting Process 61

8.4 Proses Pengelolaan Akun Laporan Keu-angan

Financial Statement Account Manage-ment Process 62

8.5 Proses Perpajakan Taxation Process 63

8.5.1 Ruang Lingkup Pajak Tax Scope 64

8.5.2 Metoda Penghitungan Pajak Penghasi-lan Income Tax Calculation Method 65

8.5.3 Ketentuan Umum Pembayaran Pajak Tax Payment General Provision 65

8.5.4 Wewenang dan Tanggung Jawab dalam Perpajakan

Authority and Responsibilities in Taxa-tion 65

8.5.5 Penggunaan Konsultan Pajak Use of Tax Consultants 66

8.5.6 Pemeliharaan Data Perpajakan Tax Data Maintenance 66

8.6 Laba Ditahan Retained Earnings 66

8.7 Kebijakan Tresuri Treasury Policy 67

9 TEKNOLOGI INFORMASI INFORMATION TECHNOLOGY 69


9.2 Peran dan Tanggungjawab Roles and Responsibilities 70

9.3 Pengelolaan Teknologi Informasi IT Management 70

9.3.1 Strategi dan Perencanaan Teknologi Informasi IT Strategy and Planning 70

9.3.2 Penganggaran Sistem dan Teknologi Informasi IT and System Budgeting 72

9.3.3 Manajemen Proyek Teknologi Informasi IT Project Management 72

9.3.4 Pengelolaan Operasional Teknologi Informasi IT Operations Management 73

9.3.5 Pelayanan Teknologi Informasi oleh Pihak Penyedia Jasa IT Services by Service Providers 74

9.3.6 Sistem Kontrol dan Audit Internal Teknologi Informasi IT Control and Internal Audit System 75

9.3.7 Pengelolaan Keamanan Sistem Teknologi Informasi IT System Security Management 75

9.3.8 Keamanan Informasi Information Security 77

9.3.9 Pengelolaan Back-Up dan Penanggulangan Bencana

Back-Up and Disaster Recovery Manage-ment 77

10 MANAJEMEN PENGADAAN PROCUREMENT MANAGEMENT 79


10.2 Proses Pengelolaan Pengadaan Procurement Management Process 80

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10.2.1 Perencanaan Pengadaan dan Alih Daya Strategis

Strategic Procurement and Outsourcing Planning 80

10.2.2 Permintaan Pengadaan Procurement Requests 81

10.2.3 Pelaksanaan Pengadaan Procurement Execution 82

10.2.4 Pengelolaan Pemasok Supplier Management 85

11 HUKUM LEGAL 87


11.2 Peran dan Tanggung Jawab Roles and Responsibilities 88

11.3 Proses Pengelolaan Fungsi Hukum Legal Function Management Process 89

11.3.1 Pengelolaan Operasional Fungsi Hukum Legal Function Operational Manage-ment 89

11.3.2 Litigasi Litigation 90

11.3.3 Hubungan dengan Pengacara/Konsul-tan Hukum External

Relationship with External Lawyers/Le-gal Consultants 90

12 LAYANAN UMUM DAN ADMINISTRASI GENERAL SERVICES AND ADMINISTRATION 92


12.2 Proses Pengelolaan Layanan Umum dan Administrasi

General Services and Administration Management Process 93

12.2.1 Pengelolaan Perkantoran Office Building Management 93

12.2.1.1 Fasilitas Gedung Kantor Office Building Facililties 93

12.2.1.2 Keamanan dan Keselamatan Safety and Security 94

12.2.1.3 Asuransi Aset Fisik Physical Assets Insurance 95

12.2.2 Pengelolaan Aset Assets Management 96

12.2.3 Pengelolaan Arsip Archive Management 98

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1

PENDAHULUAN

INTRODUCTION

1.1 Visi, Misi dan Nilai-Nilai Perseroan

1.1.1 Visi dan Misi

Visi

Menjadi salah satu bank pangan dan agribisnis terdepan di Indonesia yang memberikan kontribusi kepada peningkatan ketahanan dan swasembada pangan di Indonesia.

Misi

Mendukung pengembangan sektor pangan dan agribisnis dengan memberikan akses dana, akses pengetahuan, serta akses jaringan global Rabobank bagi pengusaha yang bergerak dalam sektor pangan dan agribisnis serta rantai pasoknya.

1.1.2 Nilai-Nilai Perseroan Nilai-nilai dasar Rabobank Indonesia yang diterapkan dalam praktek bisnisnya sehari-hari adalah sebagai berikut: 1. Focus kepada nasabah 2. Koperasi yang bermanfaat 3. Bank yang kokoh kuat 4. Staf yang diberdayakan

1.2 Informasi Perseroan

1.2.1 Latar Belakang Hukum

PT Bank Rabobank International

1.1 Vision, Mission and Corporate

Values

1.1.1 Vision and Mission

Vision

To become a leading food and agribusiness bank in Indonesia that contributes to the enhancement of Indonesia’s food security and self-reliance.

Mission

To support the development of the food and agribusiness sector by providing access to finance, access to knowledge, and access to Rabobank’s global network to entrepreneurs in the food and agribusiness sector and their supply chains.

1.1.2 Corporate Values

The corporate values adopted by the Bank in its business practices comprise of: 1. Excellent customer focus 2. Meaningful cooperative 3. Rock-solid bank 4. Empowered employees

1.2 Company Information 1.2.1 Legal Background

PT Bank Rabobank International

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Indonesia atau Rabobank Indonesia merupakan badan hukum berbentuk Perseroan Terbatas yang didirikan pada tanggal 24 September 1990.

1.2.2 Tujuan dan Kegiatan Usaha 1. Bank didirikan dengan maksud dan

tujuan untuk menjalankan usaha di bidang Bank Umum.

2. Untuk mencapai maksud dan tujuan tersebut di atas maka Bank dapat melakukan kegiatan usaha sebagai berikut: a. Menghimpun dana dari ma-

syarakat; b. Memberikan kredit; c. Menerbitkan surat pengakuan

hutang; d. Membeli, menjual atau menja-

min atas risiko sendiri maupun untuk kepentingan dan atas perintah nasabahnya: i. Surat-surat wesel. Termasuk

wesel-wesel yang diakseptasi oleh Bank yang masa berla-kunya tidak lebih lama da-ripada kebiasaan dalam perdagangan surat-surat di-maksud;

ii. Surat pengakuan hutang dan kertas-kertas dagang lainnya, surat berharga lainnya yang masa berlakunya tidak lebih lama daripada kebiasaan da-lam perdagangan surat-surat dimaksud;

iii. Kertas perbendaharaan negara dan surat jaminan pemerintah;

iv. Sertifikat Bank Indonesia; v. Obligasi; vi. Surat dagang berjangka

waktu; vii. Instrumen surat berharga

lain

Indonesia or Rabobank Indonesia is a Limited Liability legal entity established on September 24, 1990.

1.2.2 Business Objectives and Activities 1. The Bank was established with the

aim and objective to conduct busi-ness in Commercial Banking.

2. To achieve the aforementioned aim and objective the Bank can conduct the following businesses: a. Mobilize public funds; b. Provide credit; c. Issue debt instruments; d. Purchase, sell or guarantee at its

own risks and in the interest and upon the request of its custom-ers, the following:

i. Drafts including those which are accepted by the Bank with effective periods of not more than the conventional trading of similar papers;

ii. Promissory notes and other commercial papers with ef-fective periods of not more than the periods in conven-tional trading of similar pa-pers;

iii. Government Notes and Government Obligations/ Bonds;

iv. Certificate of Bank Indonesia (SBI);

v. Corporate Bonds; vi. Commercial Term Notes; vii. Other commercial papers

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e. Memindahkan (mentransfer) uang baik untuk kepentingan sendiri maupun kepentingan nasabahnya;

f. Menempatkan dana pada, meminjamkan dana dari atau meminjamkan dana kepada bank lain, baik secara tertulis, menggunakan sarana tele-komunikasi maupun dengan wesel untuk cek atau sarana lainnya;

g. Menerima pembayaran dari tagihan-tagihan atas surat ber-harga dan melakukan perhi-tungan dengan atau antara pihak ketiga;

h. Menyediakan fasilitas untuk menyimpan barang dan surat berharga;

i. Melakukan kegiatan penitipan untuk kepentingan pihak lain berdasarkan suatu kontrak;

j. Melakukan penempatan dana dari nasabah kepada nasabah lainnya dalam bentuk surat ber-harga yang tidak tercatat di bursa efek;

k. Membeli agunan baik se-luruhnya maupun sebagian, da-lam hal debitur tidak memenuhi kewajibannya kewajibannya kepada Perseroan dengan ke-tentuan agunan yang dibeli wajib dicairkan;

l. Melakukan kegiatan anjak piutang, usaha kartu kredit dan kegiatan wali amanat;

m. Melakukan kegiatan bisnis valuta asing dengan mengacu kepada ketentuan yang ditetapkan oleh Otoritas Jasa Keuangan dan Bank Indonesia;

n. Melakukan kegiatan sebagai penyelenggara dana pensiun, sesuai dengan ketentuan dan peraturan yang berlaku, baik

e. To transfer money for its own in-terest and for the customers’ in-terest;

f. To place funds at other banks, lend to other banks, or borrow funds from other banks, per-formed in writing, using tele-communication facilities, bank drafts, cheques or other facilities;

g. To receive payments on the in-voices of commercial papers and to perform calculations with or between third parties.

h. To provide facilities to store goods and commercial papers;

i. To act as a custodian in the in-terest of another party bound by a contract;

j. To conduct fund placement from one customer to another customer using commercial pa-pers that are not listed in the stock exchange;

k. To purchase the entire collateral or part of it if the borrower fails to meet his/her obligation to the Bank on the condition that the purchased collateral must be liquidated ;

l. To engage in the factoring, credit card businesses and Trus-tee activities;

m. To engage in the foreign ex-change business by adhering to Otoritas Jasa Keuangan and Bank Indonesia regulations;

n. To perform the activities of a pension fund manager by ad-hering to the prevailing laws

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sebagai pelaku, pendiri dana pensiun, pemberi kerja maupun sebagai peserta dana pensiun lembaga keuangan;

o. Menerbitkan dokumen kredit dalam berbagai bentuk dan menerbitkan bank garansi;

p. Melakukan kegiatan penyertaan modal pada bank atau lembaga keuangan lain dengan memenuhi ketentuan yang ditetapkan oleh Otoritas Jasa Keuangan;

q. Melakukan kegiatan penyertaan modal sementara untuk mengatasi kredit macet, dengan syarat penyertaan tersebut bersifat sementara, dengan memenuhi ketentuan yang ditetapkan oleh Bank Indonesia;

r. Melakukan kegiatan lainnya yang lazim dilakukan oleh bank sepanjang tidak bertentangan dengan peraturan perundang-undangan yang berlaku.

1.3 Struktur dan Manajemen Pedoman

Kebijakan Bank

1.3.1 Pemutakhiran dan Keabsahan

1. Pemutakhiran Pedoman Kebijakan

Bank (PKP) hanya sah apabila mendapat persetujuan dari Dewan Komisaris berdasarkan rekomendasi dari Corporate Governance Committee. Perubahan semacam ini, umumnya menyangkut ketentuan-ketentuan lainnya yang lebih mendasar lagi, seperti perundang-undangan, regulasi, keputusan Rapat Umum Pemegang Saham, keputusan Komisaris dan pengaturan lainnya yang setingkat.

and regulations as a manager, founder, employer or participant of a financial institution pension fund;

o. To issue credit documents in various forms and issue bank guaranties;

p. To perform capital investments in banks or other financial insti-tutions by adhering to Otoritas Jasa Keuangan regulations;

q. To perform temporary capital investments to address non-per-forming loans on the condition that the investment is tempo-rary and in line with Bank Indo-nesia regulations;

r. To perform other activities that are commonly carried-out by banks as long as the activities are not conflicting with the pre-vailing laws and regulations.

1.3 Structure and Management of

the Corporate Policy Manual

1.3.1 Updating and Validity

1. The updating of the Corporate

Policy Manual is valid only upon approval by the Board of Commissioners based on the recommendations of the Corporate Governance Committee. These amendments usually relate to other fundamental provisions such as laws, regulations, resolution of the General Meeting of Shareholders, resolution of the Board of Commissioners and other rules of the same hierarchy.

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1.3.2 Penanggung Jawab Pedoman

Kebijakan Persahaan 1. Pedoman Kebijakan Perusahaan dikaji

ulang oleh Direksi sekurangnya sekali setahun atau bila diperlukan. Sekretaris Persahaan bertanggung jawab atas pengumpulan saran dan permintaan perubahan, pemutakhiran pedoman-pedoman tertulis yang ada.

2. Direktorat Sumber Manusia bertanggung jawab atas penyebaran Pedoman Kebijakan Bank kepada seluruh karyawan. Setiap karyawan harus menandatangani surat pernyataan bahwa ia mengerti dan menerapkan Pedoman Kebijakan Bank atau mengirimkan bukti elektronis jika penyebaran Pedoman Kebijakan Bank dilakukan secara elektronis.

3. Prosedur Kegiatan, Instruksi Penerapan dan Petunjuk Pelaksanaan yang dijabarkan sebagai operasionalisasi Pedoman Kebijakan Perusahaan disusun oleh unit kerja yang ditunjuk dan disahkan oleh pejabat yang berwenang.

4. Direktorat Kepatuhan dan Divisi Hukum bertanggung jawab atas kepatuhan Pedoman Kebijakan Bank terhadap perundangan dan regulasi yang berlaku.

1.3.3 Operasionalisasi Pedoman Kebijakan

Perusahaan

1. Bank akan menyusun pedoman pelaksanaan untuk operasionalisasi Pedoman Kebijakan Perusahaan agar terdapat standar pelaksanaan yang

1.3.2 Responsibility over the Corporate

Policy Manual

1. The Corporate Policy Manual must be reviewed by the Board of Directors at least once a year or when deemed necessary. The Corporate Secretary is responsible for compiling recommendations and requests to update the existing written manuals.

2. The Human Resources Directorate is

responsible for disseminating the Corporate Policy Manual to all employees. Each employee must sign a letter of undertaking to the effect that he/she understands and adopts the Corporate Policy Manual, or must send electronic proof if the distribution of the Corporate Policy Manual is done electronically.

3. The Operating Procedures, Implementation Instruction and Implementation Guidelines set forth as operating the Corporate Policy Manual are prepared by the appointed working units and ratified by authorized officers.

4. The Compliance Directorate and

Legal division is responsible for the compliance of the Corporate Policy Manual with the prevailing law and regulations.

1.3.3 Operating the Corporate Policy

Manual

1. The Bank will prepare an implementation manual for the operations of the Corporate Policy Manual to ensure uniform impementation standards throughout the Bank.

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baku di seluruh Bank.

2. Semua kebijakan, sistem, prosedur, instruksi operasional dan petunjuk pelaksanaan harus beracuan kepada Pedoman Kebijakan Perusahaan.

3. Jika karena alasan tertentu, operasional Bank harus dilaksanakan dengan cara yang berbeda dari ketentuan dalam Pedoman Kebijakan Bank, maka harus dilakukan pengkajian dan analisa terlebih dahulu sebelum mendapatkan persetujuan dari Dewan Komisaris dan Direksi.

1.3.4 Implementasi dan Kepatuhan

1. Dalam sosialisasi dan implementasinya, Pedoman Kebijakan Bank akan didistribusikan kepada semua karyawan Bank.

2. Setiap karyawan wajib membaca Pedoman Kebijakan Perusahaan dan menandatangani surat pernyataan yang menyatakan bahwa yang bersangkutan telah membaca dan memahami isi dari Pedoman Kebijakan Bank. Jika Pedoman Kebijakan Perusahaan didistribusi secara elektronis maka karyawan wajib mengirimkan bukti elektronis.

3. Dalam kedudukannya sebagai anak perusahaan dari Cooperatieve Rabobank U.A yang berpusat di Belanda, Rabobank Indonesia merupakan bagian dari sebuah organisasi global dimana kebijakan dan prosedur global berlaku. Namun, jika terjadi benturan antara kebijakan atau peraturan yang berlaku secara

2. All policies, system, procedures,

operating instructions and implementation guidelines must adhere to the Corporate Policy Manual.

3. If, due to certain reasons, the Bank’s operations must be performed in a way that is different from what is stated in the Corporate Policy Manual, an evaluation and analysis must be performed prior to obtaining the approval of the Board of Commissioners and the Board of Directors.

1.3.4 Implementation and Compliance

1. In the communications and imple-mentation process, the Corporate Policy Manual will be distributed to all employees of the Bank.

2. It is mandatory for all staff to read

the Corporate Policy Manual and sign a statement that he/she has read and understood the contents of the Corporate Policy Manual. If the Corporate Policy Manual is dis-tributed electronically, staff must send an electronic receipt.

3. As subsidiary of the Netherlands

based Cooperatieve Rabobank U.A, Rabobank Indonesia is part of a global organization where global policies and procedures apply. However, in the case of conflict be-tween global policies or regulations with local regulations, the local reg-ulations will prevail.

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global dengan regulasi lokal, maka regulasi lokal akan diutamakan.

2

STRATEGI DAN ORGANISASI

STRATEGY AND ORGANIZATION

2.1 Ketentuan Umum

1. Sebagai Lembaga Perbankan, Bank men-

jadi tumpuan kepercayaan masyarakat dan menjalankan fungsi sebagai lem-baga intermediasi keuangan yang men-dukung pengembangan usaha. Kare-nanya, Bank harus dikelola dengan baik dan profesional agar selalu mampu mendukung usaha tersebut dengan baik. Tujuannya adalah agar Bank selalu mencapai kinerja yang maksimal dalam batas-batas ketentuan yang berlaku.

2. Rencana strategi dan bisnis Bank yang dikenal sebagai Rencana Bisnis Bank (RBB) memiliki kurun waktu 3 tiga (tahun) dan diperbarui setiap tahun. RBB diserahkan kepada Otoritas Jasa Keuangan pada kuartal ke-empat setiap tahun.

3. Direktorat Keuangan berkewajiban mengkoordinasikan penyusunan RBB ini dengan seluruh direktorat di Rabobank Indonesia. Direktorat Kepatuhan berkewajiban untuk memastikan bahwa konten RBB memenuhi persyaratan yang ditetapkan oleh Otoritas Jasa Keuangan.

4. Struktur organisasi Bank disusun untuk mendukung kegiatan Bank di tingkat Kantor Pusat yang berkedudukan di Jakarta dan kegiatan yang dilakukan oleh kantor-kantor cabang di Jakarta dan di luar Jakarta.

5. Para Komisaris wajib mengetahui

2.1 General Provisions

1. As a Banking Institution, the Bank is a foundation of public trust and per-forms its function as a financial inter-mediary institution that supports busi-ness development. Therefore, the Bank must be professionally and well man-aged to continue with these initiatives in the best way possible. The goal is to maximize corporate performance within the corridors of applicable pro-visions.

2. The Bank’s strategic and business plan, locally known as Rencana Bisnis Bank (RBB) covers a three-year plan which is updated annually. The RBB is submit-ted to the Otoritas Jasa Keuangan (Fi-nancial Services Authority) in the fourth quarter every year.

3. The Finance directorate is responsible in coordinating all directorates at Ra-bobank Indonesia to formulate the RBB. The Compliance directorate is responsi-ble to ensure that the RBB contents meet the requirements of Otoritas Jasa Keuangan.

4. The Bank’s organization structure is po-

sitioned to support the Bank’s activities at the Head Office in Jakarta and at the branches in Jakarta and outside Jakarta.

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kegiatan-kegiatan Bank dan memantaunya melalui laporan berkala yang dilaporkan oleh Direksi kepada Komisaris dalam rapat komite-komite dari Dewan Komisaris dan rapat-rapat Dewan Komisaris.

6. Setiap unit kerja Bank memiliki tugas dan tanggung jawab di bawah pengawasan atasannya. Direksi mempunyai tanggung jawab operasional atas hal di atas dan di bawah pengawasan Komisaris.

7. Dalam pelaksanaan tugas sehari-hari, atas pertimbangan kepentingan Bank, Direksi dapat mengganti staf/pejabat yang bertanggung jawab atas tugas dan unit tertentu, untuk membuka kesempatan kepada staf lain yang berprestasi dan telah menunjukkan kemampuan untuk diserahi tanggung jawab lebih besar.

8. Struktur organisasi dinyatakan dalam bentuk bagan yang meliputi jabatan serta nama pejabat, mulai dari Komisaris, Direksi, sampai kepada pimpinan unit-unit kerja terkecil. Struktur ini dapat berubah sewaktu-waktu sesuai dengan keperluan dan kegiatan Perseroan. a. Struktur organisasi dari Direksi harus

mendapat persetujuan dari Dewan Komisaris. Struktur organisasi dari Komisaris harus disetujui oleh pemegang saham.

b. Detail struktur organisasi dari setiap unit di bawah Direktur sampai ke pimpinan unit-unit kerja terkecil harus mendapat persetujuan dari ditektur terkait dan Direktur/Kepala Sumber Daya Manusia.

2.2. Penyusunan Strategi

2.2.1 Strategi Perseroan

5. Commissioners must be aware of the Bank’s activities and monitor them through the periodical reports submit-ted by the Board of Directors to the Board of Commissioners during the Board of Commissioners committee meetings and Board of Commissioners meetings.

6. Each working unit of the Bank has Duties and responsibilities monitored by their respective supervisors. The Board of Directors has operational responsibilities for the above matters and is supervised by the Board of Commissioners. 7. In performing its daily tasks, and in the interest of the Bank, the Board of Directors may replace a staff/official responsible for a certain duty and unit, to provide opportunities to other performing and competent staff to assume greater responsibilities. 8. The organizational structure is shown in a chart which includes the positions and the names of officials, ranging from the Commissioners, Directors down to the heads of the smallest working units. The structure is subject to change depending on the Bank's needs and activities. a. The organization structure of the Directors must be approved by the Board of Commissioners. The organization structure of the Board of Commissioners must be approved by the shareholders. b. The organization structure of each unit under a Director down to the heads of the smallest working units must be approved by the respective director and the Director/Head of Human Resources.

2.2. Strategy Formulation

17

1. Penyusunan Strategi Perseroan adalah tanggung jawab dari Direksi dan harus mendapat persetujuan dari Dewan Komisaris. Strategi perusahaan terdapat dalam Rencana Bisnis Bank.

2. Strategi Perseroan tersebut dikaji ulang secara berkala untuk memastikan agar relevan dengan dinamika sektor Perbankan Indonesia.

3. Penyusunan rencana strategis Bank dilakukan dengan mempertimbangkan berbagai unsur: a. Visi, misi dan sasaran Bank. b. Tren pasar perbankan Indonesia. c. Kondisi perekonomian

Indonesia d. Kemampuan dan kapasitas unit

bisnis. e. Gambaran pesaing-pesaing

Bank.

2.2.2 Anggaran dan Proyeksi

1. Rencana strategis Bank harus men-

cakup KPI (Key Performance Indica-

tors atau Indikator Kinerja Utama) dan sasaran-sasaran lainnya yang diukur secara jelas.

2. Asumsi yang digunakan dalam ang-garan wajib dibuat secara jelas dan dapat diukur sehingga kemudian dapat diuji secara teratur.

3. Hasil pencapaian kinerja harus dibandingkan dengan anggaran maupun target. Manajemen Bank bertanggung jawab atas pengen-dalian anggaran dan pencapaian target-target.

4. Dalam hal terjadi suatu perubahan atau penyimpangan yang signifikan terhadap anggaran dan rencana kerja yang telah ditetapkan, mana-jemen berkewajiban untuk menginformasikan kepada Dewan

2.2.1 Corporate Strategy 1. The formulation of the Corporate

Strategy is the responsibility of the Board of Directors. It is to be ap-proved by the Board of Commission-ers. The Corporate Strategy is ex-plained in the Bank’s Business Plan.

2. The Corporate Strategy is to be re-viewed periodically to ensure the relevance with the dynamics of the Indonesian Banking sector.

3. The Bank’s strategic plans are formu-lated by considering various factors, including: a. The Bank's vision, mission and

goals. b. The market trends of Indonesian

banking. c. The conditions of the Indone-

sian economy. d. The capabilities and capacity of

the business units. e. The landscape of the Bank’s

competitors.

2.2.2 Budget and Projection

1. The Bank's strategic plan must in-clude KPIs (Key Performance Indica-tors) and other targets that are clearly measured.

2. Assumptions in the budget must be clear and measurable to facilitate regular verification.

3. The performance achieved must be compared against the budget and targets. The Management of the Bank is responsible for the control of the budget and achieving the tar-gets.

4. In the event of any significant changes or deviation to the stipu-lated budget and work plan, the Management must inform the Board of Commissioners for review and ap-proval within 15 days after month-end.

18

Komisaris untuk dikaji ulang dan di-setujui dalam waktu 15 hari setelah akhir bulan.

3

POLA ORGANISASI

ORGANIZATION PATTERN

3.1 Ketentuan Umum

1. Sebagai entitas usaha yang beroperasi dikantor pusat dengan sejumlah cabang, struktur organisasi Bank mencerminkan pelimpahan wewenang, tanggung jawab dan pertanggungjawaban kepada unit-unit kerja dalam secara struktur hirarkis mau dalam bentuk tim kerja.

3.2 Pemegang Saham

3.2.1 Rapat Umum Pemegang Saham

1. Rapat Umum Pemegang Saham (RUPS) adalah badan tertinggi di Ra-bobank Indonesia. RUPS Tahunan dilakukan satu kali dalam setahun. Selain RUPS Tahunan, dapat juga di-lakukan Rapat Umum Pemegang Sa-ham Luar Biasa jika diperlukan.

3.3 Dewan Komisaris

1. Dewan Komisaris Rabobank Indone-sia terdiri dari para profesional dengan keahlian, pengetahuan dan pengalaman yang sesuai.

2. Semua anggota Dewan Komisaris te-lah lulus tes uji kemampuan dan kepatutan dari Bank Indonesia/OJK.

3.1 General Provision

1. As a business entity which operates at the head office across a network of branches, the Bank's organiza-tional structure reflects delegation of authority, responsibility and account-ability to the working units, both in the form of hierarchical structure and working teams.

3.2 Shareholders 3.2.1 General Meeting of Shareholders

1. The Annual General Meeting of Shareholders (AGM) represents the highest body within Rabobank Indo-nesia. The AGM is held once a year. In addition to the AGM, an Extraordi-nary General Meeting can be con-ducted if necessary.

3.3 Board of Commissioners

1. The Board of Commissioners of Ra-bobank Indonesia is composed of pro-fessionals with relevant skills, knowledge and experience.

19

3. Dewan Komisaris melaksanakan fungsi pengawasan di Rabobank In-donesia. Dewan Komisaris mem-berikan arahan strategis dan mengawasi Direksi dalam penentuan target dan tujuan, mengawasi pelaksanaannya dan memastikan bahwa pengendalian internal serta laporan berkala diimplementasikan.

4. Dengan mempertimbangkan hal ini, susunan Dewan Komisaris menjadi penting karena hal ini menentukan kemampuan Dewan Komisaris untuk secara kolektif menunjukkan kepe- mimpinannya serta memberikan arahannya kepada pihak manajemen Bank.

5. Tugas dan tanggung jawab Komisaris dirinci secara tertulis dalam Piagam Dewan Komisaris

3.4 Komite yang Dibentuk Dewan Komisaris

1. Komite yang dibentuk oleh Dewan Komisaris terdiri dari: a. Komite Audit b. Komite Tata Kelola Perseroan

(Corporate Governance Com-

mittee) c. Komite Remunerasi & Nominasi d. Komite Pengawasan Risiko e. Komite Pengawasan Kepatuhan

2. Piagam dari komite-komite yang

disebutkan dalam butir (1) terdapat dalam lampiran dari Pedoman Kebijakan Perusahaan ini.

3. Manajemen senior dari Bank dapat diundang untuk mengikuti rapat-rapat komite Dewan Komisaris.

3.5 Direksi

2. All members of the Board of Commis-sioners have passed the Bank Indone-sia/OJK Fit and Proper Test.

3. The Board of Commissioners (BOC) per-

forms a supervisory role at Rabobank In-donesia, providing strategic direction and supervision of the Board of Directors in setting targets and objectives, over-seeing implementation and ensuring that internal controls and periodic re-ports are implemented.

4. With this in mind, the composition of the

Board of Commissioners is important as it affects their ability to collectively pro-vide leadership and guidance to the Bank’s management.

5. The duties and responsibilities of the Board of Commissioners are stipulated in the Board of Commissioners Charter

3.4 Committees Established by the

Board of Commissioners

1. The committees established by the Board of Commissioners comprises of the following: a. Audit Committee b. Corporate Governance Commit-

tee c. Remuneration & Nomination

Committee d. Risk Monitoring Committee e. Compliance Oversight Commit-

tee

2. The charters of the committees noted in point (1) are contained in the Appendix mu of this Corporate Policy Manual.

3. The Bank's senior management may be invited to attend the Board of Commissioners' committee meet-ings.

3.5 Board of Directors

20

1. Direksi, yang dipimpin oleh seorang Presiden Direktur memegang wewenang dan pertanggungjawaban tertinggi atas pengelolaan Bank.

2. Direksi terdiri dari Presiden Direktur serta direktur-direktur lainnya yang berasal dari pihak independen terhadap pemegang saham.

3. Presiden Direktur dapat mendelegasikan wewenang tertentu kepada satu anggota Direksi lainnya sebagaimana tercantum dalam Anggaran Dasar Perseroan.

4. Anggota Direksi dipilih sesuai dengan kemampuan, pengetahuan, integritas, pengalaman yang dimilikinya sebagaimana dinyatakan dalam peraturan Bank Indonesia.

5. Anggota Direksi diangkat dan diberhentikan oleh Rapat Umum Pemegang Saham berdasarkan usulan dari Komite Remunerasi dan Nominasi yang disetujui oleh Dewan Komisaris.

6. Direksi bertanggung jawab atas pelaksanaan manajemen sehari-hari sesuai dengan ketentuan yang ditetapkan. Hal ini termasuk pencapaian rencana bisnis dan memastikan kepatuhan pada peraturan dan perundang-undangan yang berlaku.

7. Direksi bertanggungjawab menindaklanjuti temuan hasil audit secara tepat waktu dan dengan cara yang efektif dengan memastikan bahwa tindakan perbaikan yang diperlukan telah diambil oleh pihak-pihak bertanggungjawab.

1. The Board of Directors is led by a President Director who has the highest authority and accountability in the management of the Bank.

2. The Board of Directors consists of the President Director and other directors from independent parties of the shareholders.

3. The President Director can delegate certain authority to one other member of the Board of Directors as stipulated in the Article of Association.

4. Members of the Board of Directors are appointed in accordance with their ability, knowledge, integrity, and experience, as stipulated in Bank Indonesia regulations.

5. Members of the Board of Directors are appointed and terminated by the General Meeting of Shareholders based on the recommendation of the Remuneration and Nomination Committee and the approval of the Board of Commissioners.

6. The Board of Directors is responsible for the day-to-day management of the Bank in accordance with the prevailing provisions. This includes the achievement of the business plan and compliance with the laws and regulations.

7. The Board of Directors is responsible to follow up on audit findings in a timely and effective manner, ensuring that necessary corrective actions have been taken by responsible parties.

3.6 Committees Established by the Board

of Directors

21

3.6 Komite yang Dibentuk oleh Direksi

Komite yang dibentuk oleh Direksi adalah: a. Komite Kredit b. Komite Aset dan Liabilitas (Assets &

Liabilities Committee)/ALCO c. Komite Manajemen Risiko d. Komite Nasabah e. Komite Produk dan Layanan f. Komite Pengarah Teknologi

Informasi

3.7 Anak Perusahaan dan Perusahaan Afiliasi

1. Bank dapat terlibat sebagai investor

dalam berbagai bisnis yang memiliki keterkaitan dengan bisnis intinya dengan mematuhi undang-undang dan peraturan perbankan yang berlaku.

2. Investasi tersebut harus menjadi bagian dari portofolio Bank dan diperhatikan secara khusus.

3. Bank dapat menempatkan karyawan Bank di anak perusahaan atau perusahaan afiliasi sesuai dengan kesepakatan dengan para mitra dan porsi kepemilikan saham.

The following committees are established by the Board of Directors:

a. Credit Committee b. Assets & Liabilities Committee

(ALCO) c. Risk Management Committee d. Client Committee e. Products and Services Committee f. IT Steering Committee

3.7 Subsidiaries and Affiliated Companies

1. The Bank may engage in various businesses related to its core business as an investor by adhering to the applicable laws and banking regulations.

2. The aforementioned investment must become part of the Bank's portfolio and carefully monitored.

3. The Bank can assign the Bank’s staff to the subsidiary or affiliated company according to the agreement with its business partners and share ownership.

22

4

STANDAR PERILAKU

CODE OF CONDUCT

4.1 Etika dan Standar Perilaku

1. Dalam menjalankan usahanya, Bank

menjunjung tinggi etika sebagai da-sar dalam menjalankan bisnis dan mencapai targetnya.

2. Bank memiliki Standar Perilaku (“Code of Conduct”) yang harus dipatuhi seluruh karyawan.

3. Direksi memimpin upaya penegakan etika dan perilaku sesuai dengan Standar Perilaku yang dimiliki oleh Bank.

4. Direksi serta seluruh karyawan harus menandatangani surat pernyataan untuk mematuhi Standar Perilaku.

4.2 Benturan Kepentingan

1. Dalam hubungan kerja antar-karya-wan maupun dalam kaitan dengan pihak di luar Bank, setiap pengambi-lan keputusan harus bebas dari pengaruh benturan kepentingan pribadi Komisaris, Direksi dan karya-wan. Kebijakan mengenai benturan kepentingan harus dipatuhi tanpa pengecualian.

4.1 Ethics and Code of Conduct

1. In running its business, the Bank considers ethics as the basis for con-ducting the Bank's business to achieve its targets.

2. The Bank has a Code of Conduct that must be adhered to by all em-ployees.

3. The Board of Directors must lead and uphold ethics and behavior based on the Bank’s Code of Con-duct.

4. The Board of Directors and all em-ployees must sign a Letter of Under-taking to comply with the Code of Conduct.

4.2 Conflict of Interests

1. With regard to the working relation-ship among employees and be-tween employees and parties out-side the Bank, all decisions must be independent from the influence of personal interests of Commissioners, Directors, and employees. There are no exceptions on the compliance of the conflict of interest policy.

23

4.3 Kerahasiaan Informasi

4.3.1 Pengungkapan Informasi

1. Undang-Undang Nomor. 10 Tahun 1998 tentang Perubahan Undang-Undang Nomor 7 tahun 1992 mengenai Perbankan, mengatur ke-tentuan rahasia Bank.

2. Setiap karyawan wajib me-rahasiakan kepada pihak di luar Bank, informasi yang bersifat rahasia mengenai Bank, karyawan, maupun nasabah Bank.

4.3.2 Publikasi, Ceramah dan Penampilan

di Muka Umum

1. Kegiatan publikasi, wawancara dan berbicara di muka umum mengenai pribadi atau bidang yang menjadi minat karyawan hanya dapat dilakukan dengan izin tertulis dari Direktur Kepatuhan dan Sekretaris Perusahaan.

2. Publikasi informasi internal Bank harus berdasarkan persetujuan Sekretaris Perusahaan. Tidak seorang karyawan pun diperkenankan untuk merepresentasikan Bank tanpa izin anggota Direksi atau Sekretaris Bank.

4.4 Penerimaan Hadiah

1. Untuk menjaga reputasi Bank dan mencegah benturan kepentingan, karyawan tidak diperkenankan menerima hadiah atau imbalan dalam bentuk apapun dari pihak eksternal, dalam hal ini termasuk nasabah, calon nasabah, pemasok, distributor, kontraktor atau konsultan.

2. Jika suatu hadiah tidak dapat ditolak karena akan mengganggu hubungan dengan nasabah atau

4.3 Confidentiality

4.3.1 Disclosure of Information

1. Law No. 10 Year1998 regarding Amendment of Law Number 7 Year 1992 about Banking stipulates Bank Secrecy.

2. All employees must keep confiden-tial information of the Bank, employ-ees and customers of the Bank confi-dential to external parties.

4.3.2 Publication, Lectures and Public Appearance

1. Activities related to publication, in-terviews, and public speaking on personal matters or areas of interest can only be done with the permis-sion of the Director Compliance and Corporate Secretary.

2. Publication of the Bank's internal in-formation must obtain the approval of the Board of Directors. No em-ployee is allowed to represent the Bank without the permission of members of Board of Directors or the Corporate Secretary.

4.4 Accepting Gifts

1. To protect the Bank's reputation

and avoid conflict of interest, employees are not permitted to receive gifts or compensation in any form from external parties, which include customers, prospective customers, suppliers, distributors, contractors or consultants.

2. If a gift cannot be declined since it

will harm the relationship with a customer or a third party, the gift can be accepted by adhering to

24

pihak ke tiga, hadiah dapat diterima dengan mematuhi Kebijakan Benturan Kepentingan dan Penerimaan Hadiah. Semua hadiah yang diterima harus dilaporkan da-lam sistem pelaporan internal Bank.

the Conflict of Interest and Gift Policy. All gifts must be reported in the Bank’s internal reporting system.

5

HUBUNGAN EKSTERNAL

EXTERNAL RELATIONS

5.1 Ketentuan Umum

1. Untuk memastikan konsistensi dalam

penyampaian informasi, Bank menga-nut prinsip Kebijakan Satu Pintu (One Door Policy) dimana Sekretaris Perus-ahaaan bertanggungjawab mengkoordinasi dan mengelola infor-masi yang diberikan ke pihak luar.

2. Komunikasi dengan pihak luar wajib dijalankan dengan prinsip kehati-hatian, terutama dalam hal informasi yang bersifat rahasia.

3. Yang dimaksud dengan informasi ra-hasia termasuk dan tidak terbatas kepada hal-hal yang: a. Jika diungkapkan akan

mempengaruhi daya saing Bank b. Menyangkut informasi mengenai

nasabah c. Informasi yang menjangkut

rencana bisnis, pengembangan usaha, dan strategi Bank.

5.2 Merek Dagang

1. Merek dagang Bank diwujudkan dalam bentuk nama dan logo Bank serta dimaksudkan untuk


1. To ensure consistency in disclosing

information, the Bank adheres to the One Door Policy where the Corpo-rate Secretary is responsible in coor-dinating and managing information disclosure to external parties.

2. External communications is con-ducted on the principle of prudence, especially with regards to confiden-tial information.

3. Confidential information includes but is not limited to the following: a. The disclosed information will

affect the Bank’s competitiveness

b. Customer information c. Information related to business

plans, business development and strategy

5.2 Trade Mark

1. The Bank’s trade mark is captured in

the Bank’s name and logo which is

25

memberikan identitas yang jelas di mayarakat dan mengkomunikasikan keberadaan, kualitas, serta produk dan jasa yang diberikannya.

2. Sebagai anak perusahaan Cooperatieve Rabobank U.A yang berpusat di Belanda, PT Bank Rabobank International Indonesia menggunakan logo serta identitas korporasi standar yang digunakan oleh kantor-kantor Rabobank di seluruh dunia.

3. Dalam menjalankan semua kegiatan usahanya, Bank harus menggunakan nama dan logo Rabobank dengan jelas dan benar, baik dalam segi warna, ukuran, ejaan, jenis huruf dan hal-hal lainnya.

4. Pencantuman nama dan logo Bank dengan nama dan logo Bank lain untuk diiklankan secara bersama pada media masa dan pada alat-alat tulis wajib disetujui oleh Sekretaris Perusahaan.

5.3 Periklanan

1. Setiap informasi kepada masyarakat mengenai produk atau jasa yang diberikan oleh Bank termasuk dalam bentuk iklan, harus akurat dan informatif.

2. Informasi tersebut harus berfokus pada kegunaan produk atau jasa termaksud, yang pada waktunya akan dapat memberikan kepuasan, keamanan dan kepercayaan tersendiri bagi para penggunanya.

3. Untuk itu, semua materi iklan haruslah mengacu kepada kebijakan Bank dan peraturan perundangan lainnya yang berlaku di bawah koordinasi dan tanggung-jawab Sekrertaris Perusahaan. Semua iklan harus mendapatkan persetujuan dari pejabat yang ditunjuk oleh Direktur Kepatuhan.

also the Bank’s identity that com-municates its footprint, quality, and products and services that it pro-vides.

2. As a subsidiary or the Netherlands

based Cooperatieve Rabobank U.A, Rabobank Indonesia uses the logo and corporate identity standards used by Rabobank offices around the world.

3. In performing all its business activi-ties, the Bank must use the Ra-bobank name and logo clearly and accurately, in terms of color, size, spelling, font type and other specifi-cations.

4. The use of Bank name and logo with

other Bank names and logo for joint advertising in mass media and sta-tionary must be approved by the Corporate Secretary.

5.3 Advertising

1. Any information disclosed to the public regarding the products or ser-vices provided by the Bank, including advertisement, must be accurate and informative.

2. The information must focus on the benefit of the products or services concerned, which will provide satis-faction, security and confidence to the users.

3. All advertisement materials must be in line with the Bank’s policy and other applicable laws and regulations, under the coordination and responsi-bility of the Corporate Secretary. Ad-vertisement must be approved by an officer appointed by the Director of Compliance.

26

5.4 Hubungan Masyarakat

5.4.1 Ketentuan Umum

1. Dalam menjaga dan meningkatkan hubungan dengan masyarakat, Bank akan selalu menerapkan kaidah-kaidah dan prinsip kehati-hatian dalam pemaparan informasi.

2. Kaidah-kaidah dan prinsip ini harus direfleksikan dalam semua pernyataan langsung maupun tidak langsung baik dalam bentuk jurnal, majalah, brosur, iklan, publikasi dan pengumuman korporat lainnya kepada masyarakat.

5.4.2 Komunikasi dengan Masyarakat Umum

1. Setiap pertanyaan dari masyarakat mengenai Bank baik yang disampaikan melalui surat elektronik, telepon, surat harus dijawab dengan melibatkan Sekretaris Perusahaan.

2. Pertanyaan yang memerlukan jawaban dari unit-kerja lain akan dikoordinasikan dengan bagian lainnya secara terpadu.

5.4.3 Hubungan dengan Media

1. Bank menerapkan kebijakan satu pintu melalui pejabat yang ditunjuk oleh Direksi untuk pengungkapan data dan informasi keluar dan permintaan wawancara. Dalam hal ini, pejabat yang ditunjuk adalah Sekretaris Perusahaan.

2. Prosedur untuk hubungan ke luar dikoordinasikan dengan Sekretaris Perusahaan. Termasuk di dalamnya adalah rekomendasi untuk seleksi media yang akan digunakan dan koordinasi yang diperlukan untuk mempertahankan integritas Bank

5.4 Public Relations

5.4.1 General Provisions

1. In protecting and building a stronger relationship with the public, the Bank will always apply the rules and principle of prudence in disclo-sure of information.

2. These rules and principles must be reflected in all direct and indirect statements including journals, mag-azines, brochures, advertisement, publication and other corporate an-nouncements to public.

5.4.2 Communications with the General Public

1. Any inquires about from the general public about the Bank coming from emails, telephone, letters or in verbal, must be responded by involving the Corporate Secretary.

2. If the inquiry requires responses from other business/working units, close coordination with related divisions needs to be established.

5.4.3 Media Relations

1. The Bank must apply a one-door policy through the Board of Direc-tors’ appointed officer for data and information exposure and interview requests. The appointed officer is the Corporate Secretary.

2. Procedures on external relations will be coordinated with the Corporate Secretary. This will include recom-mendation for the selection of me-dia to be used and the coordination

27

dalam pemaparan informasi kepada masyarakat.

3. Mengingat dampaknya kepada citra di masyarakat, hubungan ini harus dilakukan secara berhati-hati untuk mencerminkan kredibilitas dan profesionalisme Bank melalui kerjasama yang baik dengan media.

5.4.4 Hubungan dengan Nasabah

1. Bank menjunjung tinggi prinsip

perlindungan Konsumen dan menyediakan saluran komunikasi 24-jam untuk seluruh nasabahnya.

2. Bank memiliki sistem penindak lanjutan keluhan yang disampaikan nasabah untuk memantau penyelesaian masalah dan mengukur kinerja pelayanan Bank dalam penyelesaian masalah.

3. Masukan, keluhan nasabah dan penyelesaiannya didokumentasikan dengan teratur dan sistematis.

4. Bank melakukan survei kepuasan nasabah secara berkala untuk mengukur tingkat kepuasan nasabah.

5.4.5 Komunikasi dengan Institusi dan Asosiasi Industri

1. Bank membangun dan membina hubungan baik dan berkesinambungan dengan institusi dan asosiasi industri dengan tetap mempertimbangkan kepentingan Bank.

2. Sekretaris Perusahaan mengkoordinasi dan mengelola hubungan dan komunikasi yang terkait dengan pihak luar.

5.5 Wawancara, Penampilan di Media Cetak, Media Sosial dan Media

required to maintain the Bank’s in-tegrity in releasing information to the public.

3. Considering its impact on public im-age, this relationship must be main-tained carefully to reflect the Bank’s credibility and professionalism through good cooperation with the news media.

5.4.4 Customer Relations

1. The Bank strongly upholds Con-

sumer protection principles and provides a 24-hour communications channel for all of the Bank’s custom-ers.

2. The Bank maintains a system that monitors customer complaint reso-lution and measures the Bank’s per-formance in complaint resolution.

3. Customer feedback, complaints and

complaint resolution are systemati-cally documented on a regular basis.

4. The Bank conducts a customer satis-faction survey to measure customer satisfaction levels on a regular basis.

5.4.5 Institution and Industry Association Communications

1. The Bank forms and maintains sus-

tainable relationships with industry associations and institutions while taking into account the Bank’s in-terests.

2. The Corporate Secretary coordinates and manages relationships and communications related to external parties.

28

Elektronik

1. Jika dibutuhkan oleh Bank, dapat diatur wawancara, penampilan di media cetak, elektronik dan media sosial untuk menyebarkan informasi me-ngenai aktifitas, kinerja, dan rencana Bank.

2. Kegiatan yang disebutkan dalam butir (1) di atas hanya dapat dilakukan oleh Komisaris, Direksi, Sekretaris Perusahaan, dan karyawan yang ditunjuk oleh direksi atau Sekretaris Perusahaan yang pernah mengikuti pelatihan media. Seluruh kegiatan ini hanya dapat dilakukan dengan persetujuan Sekretaris Perusahaan.

5.6 Manajemen Krisis

1. Jika terjadi krisis, manajemen krisis

mengikuti prosedur yang terdapat dalam Rencana Keberlanjutan Bisnis (Business Continuity Plan) dari Bank.

2. Agar tanggapan terhadap krisis dapat dilaksanakan secara tepat-guna dan tepat-waktu. Penanganannya dilakukan di bawah koordinasi Presiden Direktur.

5.7 Tanggung Jawab Sosial Perusahaan

1. Sejalan dengan visi Banking for Food, dalam menjalankan Tanggung Jawab Sosial Perusahaan, Bank ingin berperan aktif dalam upaya mening-katkan kesejahteraan masyarakat da-lam rantai pasok pangan dan agri-bisnis.

2. Upaya membantu meningkatkan kesejahteraan dilakukan dengan memberikan akses pengetahuan dan bantuan teknis melalui kegiatan-kegiatan sosial yang di-

5.5 Interviews, Print, Social and Electronic Media Exposure

1. If required by the Bank, interviews and exposure through print, elec-tronic and social media can be ar-ranged to disseminate information on the Bank’s activities, performance and plan.

2. Activities mentioned in point (1) above can only be done by Com-missioners, Board of Directors, Cor-porate Secretary and staff who have been appointed by the Board of Di-rectors or Corporate Secretary and have participated in media training. These activities must be approved by the Corporate Secretary.

5.6 Crisis Management

1. In the event of a crisis, crisis man-agement will follow the procedures of the Bank’s Business Continuity Plan.

2. To ensure timely and appropriate response to the crisis, handling and implementation of the response will be performed under the coordina-tion of the President Director.

5.7 Corporate Social Responsibility

1. In line with the Banking for Food vi-

sion, the Bank aims to play an active role in improving the welfare of communities in the food and agri-business supply chain through its Corporate Social Responsibility ac-tivities.

2. Initiatives to help improve welfare

are carried out by providing access

29

lakukan dalam lingkungan masyara-kat rantai pasok pangan dan agri-bisnis.

to knowledge and technical assis-tance in social activities conducted in the food and agribusiness supply chain communities.

30

6

SUMBER DAYA MANUSIA

HUMAN RESOURCES

6.1 Filosofi Sumber Daya Manusia

1. Karyawan adalah sumber daya Bank

yang paling berharga. Pembinaan dan pengembangannya menjadi prioritas dalam Rencana Bisnis Bank

2. Bank bertujuan untuk mengem-bangkan Sumber Daya Manusia (SDM) yang berkualitas tinggi secara sistematis dan berkala.

3. Kebijakan SDM dijabarkan dari strategi dan rencana bisnis Bank dan wajib tetap berpedoman pada kebijakan yang diatur oleh Bank.

4. Bank wajib memastikan adanya program pengembangan talenta yang terukur, teratur, dan sistematis untuk karyawan yang menduduki posisi pimpinan untuk memastikan keberlanjutan Bank. Program harus dibuat secara spesifik, terukur, realistis dan mendukung pencapaian visi dan misi Bank secara keseluruhan.

5. Iklim kerja yang positif perlu dibentuk untuk mendukung terciptanya kerjasama yang baik bagi kesuksesan organisasi dan

6.1 Philosophy of Human Resources

1. Employees are the Bank's most valua-ble resources. Coaching and develop-ment is a priority in the Bank's Busi-ness Plan.

2. The Bank’s Human Resources (HR) Policy aims to develop high quality human resources in a systematic and ongoing manner.

3. The HR policy is derived from the

Bank's business strategy and plan and is must governed by the Bank’s poli-cies.

4. The Bank must ensure the availability

of a measurable, regular, and system-atic talent development program for employees at the management level to ensure the Bank's sustainability. The program must be specific, measura-ble, realistic and supportive of the Bank's overall vision and mission

5. A positive working environment must be established to nurture good cooperation for the success of the or-ganization and improvements in the competence, career and welfare of employees

6. The Bank must establish a two-way communications channel between

31

peningkatan kemampuan, karir dan kesejahteraan karyawan.

6. Bank wajib mengadakan jalur komunikasi dua arah antara Direksi dan karyawan Bank untuk mendukung terciptanya lingkungan kerja yang positif, peningkatan transparansi serta motivasi karyawan secara kontinu.

7. Semua Direktur dan karyawan wajib menyelesaikan proses penilaian kinerja Bank sebagai bagian dari pembinaan dan pe-ngembangannya.

8. Penilaian kinerja mengacu kepada prinsip meritocracy yang menggunakan sistem penilaian di mana karyawan dihargai secara adil dan transparan sesuai dengan tingkat kinerja yang dicapai.

9. Pelaksanaan proses SDM didukung oleh sistem informasi SDM yang terintegrasi dan handal.

6.2 Lingkungan Kerja yang Positif

1. Bank dan karyawannya harus men-ciptakan iklim kerja yang produktif, disiplin, kreatif, teliti, terbuka, tanggap yang mendukung terciptanya ker-jasama yang baik demi kesuksesan organisasi dan peningkatan kompe-tensi, karir serta kesejahteraan karya-wan.

2. Bank dan seluruh karyawan berkomit-

men untuk menciptakan lingkungan kerja yang mendorong tegaknya nilai-nilai etika dan nilai-nilai Bank agar

the Board of Directors and employees to create a positive work environ-ment, and continuously improve transparency and staff motivation.

7. It is mandatory for all Directors and employees to complete the Bank's performance appraisal process as part of its coaching and development pro-gram

8. Performance appraisal is based on the meritocracy principle that uses an ap-praisal scoring system where employ-ees are rewarded fairly and transpar-ently according to their performance level.

9. Implementation of the HR process is supported by an integrated and relia-ble HR information system.

6.2 Positive Work Environment

1. The Bank and its employees must cre-ate a productive, , disciplined, creative, meticulous, open, and responsive work environment that promotes good cooperation for the success of the organization and improvements in employee capabilities, career and welfare.

2. The Bank and all employees are com-

mitted to continuously create a work-ing environment that encourages en-actment of ethical and corporate val-ues to optimize both the individual performance and the overall perfor-mance of the Bank.

3. To promote optimum and sustainable

performance, the Bank establishes

32

dapat mengoptimalkan kinerja indi-vidual maupun kinerja Bank secara keseluruhan.

3. Untuk mendukung terciptanya kinerja

yang optimal dan berkesinambungan, Bank menetapkan kebijakan yang mengatur pengukuran kinerja, insentif dan penghargaan

4. Bank menuntut sikap saling

menghormati dalam hubungan profesional antara sesama karyawan.

5. Seluruh karyawan bertanggung jawab untuk mematuhi peraturan dan ketentuan yang ditetapkan oleh Bank.

6. Seorang karyawan tidak boleh bekerja

sebagai karyawan atau konsultan bagi entitas bisnis lainnya, kecuali jika ditugaskan oleh fungsi dengan kewenangan terkait dan mendapatkan persetujuan Bank.

7. Setelah usai masa penugasan,

karyawan tersebut akan tetap menjadi karyawan Bank dan seluruh kinerja selama penugasan akan dijadikan dasar untuk penilaian kinerjanya.

6.3 Pelatihan dan Pengembangan SDM

1. Setiap karyawan diberi kesempatan

yang sama oleh Bank untuk berkem-bang sesuai dengan potensi, kemam-puan, dan ketrampilan yang diper-syaratkan Bank. Karena itu, setiap karya-wan wajib memanfaatkan kesem-patan untuk berkembang yang diberi-kan Bank dengan sebaik-baiknya.

2. Bank wajib memiliki dan menjalankan proses pelatihan dan pengembangan yang sistematis, terintegrasi, dan berkelanjutan bagi karyawannya sesuai dengan visi dan misi Bank.

policies that govern performance measurement, incentives and rewards

4. The Bank comands mutual respect in

the working relationship among employees.

5. All employees are responsible in

complying with the rules and provisions set by the Bank.

6. An employee must is prohibited from

working as an employee or consultant for any other business entity, except if the employee is assigned by a function of a related authority with the consent of the Bank

7. After the end of his/her assignment

period, the employee remains as an employee of the Bank and his/her performance during the assignment will must be the basis of the employee’s performance appraisal.

6.3 Human Resources Training and Development

1. Each employee is given equal op-

portunity by the Bank to develop his/her potential, capability and skills required by the Bank. Therefore, every employee must utilize the de-velopment opportunities provided by the Bank in the best way possible.

2. The Bank is required to prepare and implement a systematic, integrated, and sustainable training and devel-opment process for employees in alignment with the vision and mis-sion of the Bank.

3. All employees must develop their technical, interpersonal and deci-sion-making skills through continu-ous education and training

33

3. Seluruh karyawan harus mengembangkan kemampuan teknis, interpersonal dan pengambilan keputusan melalui pendidikan dan pelatihan yang berkelanjutan.

4. Sebagai bagian dari pengembangan SDM, Bank wajib menciptakan mekanisme transfer dan mutasi karyawan yang dapat mendukung pengembangan karisr dan kompetensi yang diperlukan.

5. Setiap karyawan baru wajib mengikuti kegiatan induksi pengenalan lingkungan dan pelatihan kemampuan dasar.

6.4 Pengembangan Talenta dan Karir

1. Bank berkewajiban untuk

merencanakan pengembangan karir, melaksanakan proses manajemen karir berdasarkan prinsip keterbukaan dan objektivitas.

2. Bank tidak memperbolehkan

pengambilan keputusan yang dipengaruhi kepentingan pribadi karyawan, pimpinan, maupun fungsi SDM yang bertanggung jawab terhadap manajemen karir.

3. Dengan dibantu oleh atasannya

masing-masing yang juga berperan sebagai pembina, karyawan berkewajiban untuk merencanakan dan mengelola karirnya sesuai dengan kompetensi dan prestasi individu dengan memperhatikan kebutuhan Bank

4. As part of HR development, the Bank

and must create transfer and se-condment mechanisms for employ-ees that can promote career dcvel-opment and the development of re-quired competencies.

5. All new employees are required to

participate in induction and basic training.

6.4 Talent and Career Development

1. It is the obligation of the Bank to plan for career development and im-plement the career management process on the principle of open-ness and objectiveness.

2. The Bank prohibits decision-making

which is influenced by the personal interest of employees, management, or the Human Resources function which is responsible for career man-agement

3. With the support of their respective

supervisor who also act as mentors, employees must plan and manage their careers in accordance to their competence and individual achievement with the needs of the Bank in mind,

4. To maintain the availability of talent

and Human Resources performance to perform the Bank's business activities, Succession Planning is conducted to ensure effective and timely regeneration of talent.

34

4. Untuk menjaga ketersediaan talenta

dan kinerja SDM untuk melaksanakan kegiatan usaha Bank, dilakukan Perencanaan Suksesi untuk memastikan regenerasi talenta secara efektif dan tepat waktu.

6.5 Komunikasi Bank- Karyawan

1. Bank menilai bahwa perlakuan setara para karyawan adalah cara terbaik untuk menciptakan lingkungan yang mendukung peningkatan kinerja.

2. Selarasnya hubungan kerja, baik

antara atasan dan bawahan, maupun antar rekan kerja penting untuk mencapai tujuan Bank. Kewajiban karyawan terhadap Bank dinyatakan dalam uraian tugas dan sasaran kerja tahunan masing-masing.

3. Para atasan harus bertindak jujur dan

konsisten terhadap bawahan. Karena itu Bank memastikan bahwa setiap unit kerja harus memiliki pola komunikasi antar karyawan yang menjamin bahwa setia kebijakan tentang arah Bank serta masalah yang dapat mempengaruhi lingkup kerja dapat diterima, dipahami dan dilaksanakan oleh setiap karyawan yang berkepentingan.

4. Untuk menjaga hubungan kerja yang baik dan semangat kerja yang tinggi, Bank perlu menjamin lancarnya arus informasi dua-arah yang berkesinambungan dengan para Karyawan.

5. Setiap atasan bertanggung jawab

atas tersedianya sarana dan jalur

6.5 Company – Employee

Communications

1. The Bank considers that equal treat-

ment of employees is the best way to create a nurturing environment for performance improvement.

2. Harmonious working relationships between superiors and subordi-nates, and among peers, is important to achieve the Bank's objectives. Employee obligations to the Bank are stipulated in their job descrip-tion and respective annual tar-get/objectives.

3. Superiors must maintain honesty and consistence to subordinates. Therefore the Bank ensures that all work units have an employeee com-munications mechanism to ensure that all polices concerning the Bank's direction and issues that may affect the scope of work is accepted, understood and implemented by the employees concerned.

4. To maintain good working relation-ships and high morale, the Bank must ensure a smooth and continu-ous flow of two-way information with employees.

5. Each supervisor is responsible to fa-cilitate the two-way communication channels that can be utilized by em-ployees.

6. Communications between the Bank

and its staff is conducted through the appropriate communications media depending on the situation and target employees, with the fol-lowing objectives in mind:

35

komunikasi dua arah yang dapat dimanfaatkan oleh para karyawan.

6. Komunikasi antara Bank dan

karyawan diterapkan melalui media komunikasi yang paling sesuai dengan situasi dan kelompok karyawan yang dituju, dengan sasaran:

a. Para karyawan memahami iden-

titas, tujuan bisnis, serta lingkup bisnis Bank.

b. Perhatian Bank dapat terfokus pada kesejahteraan dan kinerja karyawan

c. Karyawan mengetahui kebijakan Bank dan perubahan-perubahan kebijakan yang dapat mempengaruhi karyawan.

d. Bank mendapat masukan berupa gagasan-gagasan dari Karyawan dan mengetahui masalah-masalah yang dihadapi karyawan.

e. Karyawan mengetahui peran mereka dalam pencapaian sasaran Bank dan termotivasi untuk berprestasi

7. Penerapan komunikasi dua arah ini

dilakukan melalui kegiatan-kegiatan berikut:

a. Pemberian akses atas informasi yang lengkap dan akurat mengenai kebijakan Bank yang berlaku

b. Kebijakan pintu terbuka yang mendukung terciptanya keterbukaan antara atasan dengan bawahan

c. Pertemuan berkala antar karyawan untuk memastikan penyebaran informasi yang

a. Employees understand the iden-tity, business objectives, and scope of the Bank's business

b. The Bank’s attention can focus on the welfare and performance of employees

c. Employees are aware of The Bank’s policy and policy changes that may affect employees

d. The Bank gets input in the form of ideas from the Employees and identify problems faced by the Employee

e. Employees understand their role in achieving the Bank’s goals and are motivated to perform

7. Implementation of this two-way communications is conducted through the following: a. Giving access to complete and

accurate information regarding applicable policies of the Bank

b. Open door policy that promotes the openness between superiors and subordinates

c. Periodic meetings among staff to ensure equitable dissemina-tion of information and avoid misunderstandings

8. Each leader must understand the

needs of the employees under his/her management and try to fulfill those needs by taking into account, among other, the num-ber of staff, costs, local conditions and other matters.

9. The Board of Directors and direct

reports of the President Director must communicate and dissemi-

36

setara dan menghindari kesalahpahaman

8. Setiap pimpinan wajib mempelajari kebutuhan para Karyawan yang dibawahinya, dan sedapat mungkin memenuhinya dengan memperhatikan faktor-faktor seperti jumlah karyawan, biaya, ketentuan setempat yang berlaku, dan sebagainya

9. Direksi dan staf yang bertanggungjawab langsung kepada Presiden Direktur wajib mengkomunikasikan dan mensosialisasikan kebijakan dan prosedur yang menyangkut karyawan yang dipimpinnya berdasarkan prinsip transparansi dan objektivitas, termasuk:

a. Hal-hal yang menyangkut pen-erapan GCG di Bank.

b. Dasar penghitungan remuner-asi, termasuk kriteria penilaiannya. Penerapannya ha-ruslah konsisten di semua unit kerja dan di semua lokasi geo-grafis di mana Bank beroperasi.

c. Penentuan sasaran kerja individ-ual serta prosedur kajian kinerja berkala, termasuk kaitannya dengan remunerasi karyawan.

d. Kebijakan lainnya yang menyangkut karir, kesejahteraan dan pengembangan pengetahuan dan ketrampilan Karyawan.

6.6 Perencanaan SDM

6.6.1 Pengelolaan Strategi SDM

nate policies and procedures re-lated to their respective staff un-der the principles of transparency and objectivity. This includes: a. Matters related to the imple-

mentation of GCG in the Bank.

b. The basis of remuneration

calculation, including the as-sessment criteria. The imple-mentation should be con-sistent across all work units and all geographic locations where the Bank operates.

c. Individual objective setting

and procedures, including the impact to employee re-muneration

d. Other policies concerning

employee career develop-ment, welfare, knowledge and skills.

6.6 HR Planning 6.6.1 Human Resources Strategy

Management

1. The HR Strategy needs to be struc-tured for the entire HR cycle to help achieve the Bank's vision and mis-sion.

2. The Bank’s image that will be communicated in the job market is defined in the HR strategy.

3. The Bank’s image in the labor market must be aligned to the identity of the Bank as a whole.

6.6.2 Organizational Development

1. Organizational design is based on business needs and the HR strategy

37

1. Strategi SDM perlu disusun untuk se-luruh siklus SDM guna mendukung tercapainya visi dan misi Bank.

2. Dalam strategi SDM, ditentukan citra

Bank yang akan dikomunikasikan ke pasar lapangan kerja (job market).

3. Citra Bank di pasar lapangan kerja ha-

rus sejalan dengan jati diri Bank secara keseluruhan.

6.6.2 Pengembangan Organisasi

1. Perancangan organisasi dilakukan ber-

dasarkan kebutuhan bisnis dan strategi SDM demi menciptakan proses mana-jemen yang terintegrasi dan efisien serta memungkinkan koordinasi antar-fungsi.

2. Perancangan organisasi Bank wajib memperhatika implementasi dan tran-sisi yang diperlukan serta dampaknya pada operasional dan kegiatan bisnis Bank.

6.6.3 Perencanaan Sumber Daya Manusia

1. Bank wajib merencanakan kebutuhan jumlah dan kapabilitas Sumber Daya Manusia (SDM) Karyawan beserta biayanya dengan mengikuti kebutuhan bisnis Bank saat ini dan di masa yang akan datang.

2. Perencanaan SDM harus memastikan adanya SDM dengan jumlah yang cukup dan kualifikasi yang tepat secara tepat waktu

3. Perencanaan dilakukan untuk seluruh

staf karyawan Bank yang terdiri dari:

a. Karyawan tetap, yaitu Karyawan yang direkrut langsung oleh Bank dan pengelolaannya ditangani langsung oleh Bank, serta

to create an integrated and efficient management process and enable in-ter-functional coordination

2. The organization design of the Bank

must consider the required imple-mentation, transition and impact on the Bank's operations and business activities

6.6.3 Human Resources Planning

1. The Bank must plan the number of Human Resources required, capabilities and costs according to the current and future business needs.

2. Human resources planning must

ensure sufficient number and qualifications of human resources in a timely manner.

3. Planning is done for all the Bank’s

employees consisting of:

a. Permanent employees, namely staff who are recruited directly by the Bank and managed by the Bank directly, and employed by the Bank without any time limit

b. Contract staff, namely staff who work for the Bank for a prede-fined time limit

c. Outsourced staff, namely staff of human resources services com-panies who are assigned to per-form duties at the Bank.

4. The plans for short and long-term human resources requirements which will be the reference of hu-man resources acquisition and devel-opment.

38

dipekerjakan oleh Bank tanpa adanya batasan waktu tertentu

b. Karyawan kontrak, yaitu Karyawan yang bekerja untuk Bank dalam batas waktu tertentu

c. Karyawan alihdaya, yaitu staf perusahaan penyedia tenaga kerja yang ditugaskan untuk melakukan pekerjaan di Bank.

4. Bank merencanakan kebutuhan kapabilitas karyawan untuk jangka pendek dan jangka panjang yang akan menjadi acuan akuisisi dan pengembangan SDM

6.7 Akuisisi dan Terminasi SDM

6.7.1 Perekrutan dan Penempatan

1. Proses perekrutan karyawan harus mempertimbangkan kebutuhan SDM sesuai dengan Rencana Tenaga Kerja (Manpower Plan) serta strategi SDM yang telah ditentukan.

2. Perekrutan adalah suatu proses pen-ting yang menentukan kesuksesan pencapaian tujuan strategis Bank.

3. Jika terdapat kebutuhan Karyawan sesuai dengan rencana tenaga kerja ,

maka dilakukan proses perekrutan karyawan yang meliputi kegiatan seleksi, pengangkatan dan penem-patan

4. Prosedur aplikasi dan seleksi calon karyawan perlu diketahui secara ter-buka oleh semua karyawan. Referensi, pendidikan dan pelatihan, pengalaman kerja, kesehatan adalah hal-hal yang dipertimbangkan dalam merekrut karyawan baru. Bank dapat menggunakan perusahaan pencari tenaga kerja pihak ketiga jika diperlukan.

6.7 Human Resources Acquisition and Termination.

6.7.1 Recruitment and Placement

1. The recruitment process of employees must consider the needs in accord-ance with the Manpower Plan and HR strategy that has been decided.

2. Recruitment is an important process that impacts the success of the Bank in achieving its strategic objectives.

3. If there is an employee requirement in accordance with the Manpower Plan, the Bank will start the process of staff recruitment which includes, selection, appointment and placement.

4. Procedures on the applications and

selection of prospective employees should be known to all employees. References, education and training, work experience, health, and psycho-logical balance are considered in re-cruiting employees. The Bank may use third party recruitment agencies if necessary.

5. Employee placement is based on the

needs of the Bank and the qualifica-tion of employees/prospective em-ployee as observed from, at leas,t the background, education, experience, technical skills, and the cultural fit to the Bank.

6. The Bank also considers existing em-

ployees who may be suitable for the vacant positions

7. If necessary, the Bank may recruit con-

tract staff by taking into account the prevailing regulations and internal policies of the Bank

39

5. Penempatan karyawan dilakukan berdasarkan kebutuhan Bank dan kualifikasi karyawan/calon karyawan yang dilihat sekurang-kurangnya dari latar belakang, pendidikan, pengalaman kerja, kompetensi teknis, kinerja dan kesesuaian calon Karyawan terhadap budaya Bank

6. Bank juga memperhitungkan karyawan internal yang mungkin cocok untuk menempati posisi yang tersedia

7. Apabila diperlukan, Bank dapat merekrut SDM kontrak sesuai kebutuhan bisnis dengan memperhatikan peraturan-peraturan yang berlaku dan kebijakan internal Bank

6.7.2 Pemutusan Hubungan Kerja dan

Pengunduran Diri

1. Pemutusan hubungan kerja wajib dilaksanakan dengan mengindahkan kepentingan Bank dan peraturan yang berlaku

2. Bank bertanggung jawab untuk menangani masalah pemutusan hubungan kerja dan pengunduran diri dengan sebaik-baiknya, sesuai dengan peraturan Bank dan peraturan lainnya yang terkait serta memperhatikan hak dan kewajiban karyawan.

3. Karyawan yang mengundurkan diri atau pensiun wajib menyelesaikan wawancara akhir jabatan.

6.8 Personalia

1. Bank menghargai karyawan berdasarkan kinerja dan kompetensinya dengan mempertimbangkan kemampuan dan keberlangsungan Bank.

6.7.2 Termination of Employment and

Resignation

1. The termination of employment must be executed by taking into account the Bank’s interests and prevailing regulations.

2. The Bank is responsible for handling

employment termination and employee resignation matters in the best way possible, in accordance with the Bank’s regulations and other related regulations and consider the rights and obligations of the employee.

3. Resigning and retiring employees

must complete exit interviews.

6.8 Personnel

1. The Bank rewards employees ac-cording to their performance and competence and the Bank’s capacity and sustainability.

2. Remuneration is provided by the Bank to the employee in accordance with his/her performance. Remu-neration includes, salary, allowances, facilities, incentives, bonuses, bene-fits and awards in recognition of achievements required by prevailing laws and regulations.

3. The Bank formulates provisions re-lated to working hours, leave and unpaid leave which must be ad-hered to by employees to maintain productivity and ensure coordina-tion and integrity.

40

2. Remunerasi diberikan oleh Bank kepada karyawan sesuai dengan kinerjanya. Remunerasi mencakup gaji, tunjangan, fasilitas, insentif, bonus, manfaat dan penghargaan atas suatu pencapaian yang disyaratkan oleh peraturan dan undang-undang yang berlaku.

3. Bank menyusun peraturan terkait jam kerja, cuti, serta cuti di luar tanggungan yang wajib dipatuhi karyawan untuk menjaga produktivitas karyawan serta memastikan koordinasi dan integritas

4. Bank memiliki sarana pencatatan absensi dan cuti karyawan untuk menjaga koordinasi dan integritas

5. Bank memiliki peraturan mengenai jam kerja, waktu dan jatah cuti yang ditentukan berdasarkan peraturan yang berlaku, jenis pekerjaan, serta jabatan staf.

6.9 Penilaian Kinerja

1. Direktur/Kepala/Pimpinan Sumber Daya Manusia wajib menyusun dan menerapkan suatu kebijakan mana-jemen kinerja karyawan yang objektif dan tercatat, yang memuat KPI (Key Performance Indicator atau Indikator Kinerja Utama) dan Penilaian Kinerja yang hasilnya akan digunakan dalam menentukan promosi dan mutasi kar-yawan.

2. Setiap karyawan wajib menyusun sasaran dan rencana kerja tahunan melalui mekanisme indikator penilaian kinerja yang dikaji secara for-mal dan sistematis sekurangnya se-tahun sekali sesuai dengan arahan dan persetujuan atasan masing-mas-ing

4. The Bank has an employee absenteeism and leave recording tool to help maintain coordination and integrity

5. The Bank has regulations on

working hours, leave timing and allowance, which is based on existing regulations, type of work, and staff position.

6.9 Performance Assessment

1. The Human Resources Director/Head/Chief must formulate and implement an objective and recorded employee performance management policy, which comprises of the KPI (Key Performance Indicators), and the Performance Assessment which results will be used in determining the promotion and transfer of employees.

2. Each employee must prepare an

annual target and work plan through a performance appraisal indicator mechanism that is systematically and formally reviewed at least once a year in accordance to the direction and approval of their respective superiors

3. Performance appraisal indicators

must adhere to the SMART principle and are must be disseminated to the employee clearly and approved by the employee and his/her supervisor. The SMART principle is described as follows:

a. Specific: easily explained and

understood. b. Measurable: level of success can

be measured with clear bench-marks.

c. Achievable, Realistic: something logical that can be achieved

41

3. Indikator penilaian kinerja wajib men-ganut prinsip SMART dan wajib diso-sialisasikan kepada karyawan secara jelas dan disetujui oleh karyawan dan atasannya. Prinsip SMART dijabarkan sebagai berikut:

a. Specific: mudah diuraikan dan dipahami.

b. Measurable: tingkat keberhasi-lannya dapat diukur dengan to-lok ukur yang jelas.

c. Achievable, Realistic: sesuatu yang logis dan dapat dicapai dengan memperhatikan kemampuan dan kondisi yang ada

d. Time frame: ditetapkan dalam jangka waktu tertentu dan di-sertai mekanisme kajian periodik yang dilakukan bersama atasan masing-masing

4. Kajian-kinerja dilakukan secara formal antara karyawan dengan atasannya sekurangnya satu kali setahun secara serentak di seluruh jajaran Bank dengan memperhatikan:

a. Kriteria pengkajian yang berlaku untuk kurun-waktu termaksud. Kriteria ini dijabarkan oleh Direksi dari sasaran-kerja Bank menjadi sasaran unit-unit kerja

b. Uraian karyawan atas keberhasilan dan hambatan yang dialami da-lam pelaksanaan tugas masing-masing

c. Umpan-balik dan arahan atasan atas uraian dalam butir (b) dengan mengacu pada kriteria pengkajian yang berlaku

5. Hasil kajian kinerja menjadi salah satu dasar untuk menentukan kebutuhan

taking into account the current capabilities and conditions

d. Time frame: set in a certain time period with a periodic review mechanism conducted with the respective superior

4. Formal performance assessment is formally conducted between the employee and the supervisor at least once a year simultaneously throughout the Bank with respect to:

a. Assessment criteria applicable

for the respective time frame. The criteria is defined by the Board of Directors from the Bank’s objectives which are translated into the work unit’s objectives

b. Employee explanation on the success and difficulties experi-enced in performing the respec-tive duties

c. Supervisor reedback and direc-tions with regards to the expla-nation in point (b) with refer-ence to the prevailing assess-ment criteria

5. The results of the performance re-

view is one of the references in de-ciding training needs, promotion, renumeration and decision making in employee development

6. The Bank ensures that all assess-ments are performed in accordance with the Bank’s regulations and that employees are rewarded according to their performance

6.10 Complaint and Dispute Handling

1. If something is deemed to have an adverse effect on the performance of the employee or the Bank, employees have the right to report

42

pelatihan, promosi, penghitungan im-balan dan pengambilan keputusan dalam pengembangan karyawan

6. Bank memastikan setiap penilaian berjalan sesuai dengan ketentuan yang terdapat dalam semua peraturan yang berlaku di Bank dan penghar-gaan diberikan kepada karyawan sesuai dengan kinerja yang dicapai.

6.10 Penanganan Keluhan dan

Perselisihan

1. Jika terdapat hal yang dirasa dapat memberikan pengaruh buruk ter-hadap kinerja dirinya maupun Bank, karyawan berhak untuk menyam-paikan keluhan kepada atasan lang-sung atau kepada unit kerja yang menjalankan fungsi SDM

2. Permasalahan, keluhan dan perse-lisihan yang disampaikan diselesaikan secara musyawarah

3. Masalah keluarga atau kepentingan pribadi dengan pihak lain yang tidak terkait dengan hubungan industrial akan diselesaikan dengan pembinaan dan konseling

4. Setiap karyawan memiliki hak untuk mendapatkan perlindungan hukum terhadap ketidakadilan atau tindakan subjektif dari atasan, bawahan atau rekan kerja. Hak tersebut disertai kewajiban untuk mengungkapkan masalah terkait secara objektif dan proporsional

5. Bila suatu perselisihan tidak dapat diselesaikan, maka hal tersebut wajib diteruskan kepada fungsi yang membidangi SDM untuk ditindaklanjuti. Bila permasalahannya tetap tidak dapat diselesaikan, maka kedua belah pihak dapat meminta bantuan dari lembaga yang berwenang. Bank wajib menetapkan dan melaksanakan mekanisme untuk

it to his/her direct supervisor or to a working unit performing the HR function.

2. Problems, complaints and disputes are resolved by deliberation

3. Family or personal matters that are unrelated to industrial relations will be solved by coaching and counseling

4. Every employee has the right to obtain legal protection against injustice or subjective action of a superior, subordinate or co-worker. The right is accompanied by an obligation to disclose related issues objectively and proportionately

5. If a dispute cannot be resolved, then it must be escalated to the function in charge of human resources to be resolved. If the problem remains unsettled, then both parties may request assistance from an authorized institution. The Bank must establish and implement mechanisms to deal with the settlement of such disputes

6.11 Whistle Blowing and Handling of Disciplinary Matters

1. The handling of disciplinary matters

must be performed consistently with regard to the interests of the Bank, rules governing conduct and existing norms

2. To support the enforcement of rules

and discipline, the Bank implements the Whistle Blowing system as a means for employees to report

43

menangani penyelesaian perselisihan yang dimaksud

6.11 Whistle Blowing dan Penanganan Masalah Disiplin

1. Penanganan masalah disiplin wajib

dilaksanakan secara konsisten dengan mengindahkan kepentingan Bank dan peraturan tata tertib serta norma yang berlaku

2. Untuk mendukung penegakan aturan dan disiplin, Bank menerapkan sistem Whistle Blowing sebagai sarana bagi karyawan untuk menyampaian pelanggaran di Bank. Hal ini membantu Bank dalam mendeteksi tindakan pelanggaran aturan dan disiplin.

3. Sistem Whistle Blowing yang diterap-kan harus memiliki akses sampai pe-jabat tertinggi Bank dan dapat men-jaga kerahasiaan pelapor.

4. Fungsi yang ditunjuk Bank dalam mengelola sistem Whistle blowing ha-rus memiliki proses memilah pelaporan, verifikasi kebenaran atas pelaporan, serta melaporkan pihak terkait sesuai dengan kebijakan yang berlaku.

5. Bank wajib merumuskan Pedoman Sanksi Internal Bank sebagai pe-doman disiplin karyawan agar ter-dapat konsistensi sanksi terhadap pelanggaran serta lingkungan kerja yang adil bagi karyawan

violations at the Bank. This helps the Bank to detect breaches of rules and discipline.

3. The applied Whistle Blowing system

must have access to the highest officials of the Bank and maintain the confidentiality of the whistle blower.

4. The function appointed by the Bank

to manage the Whistle Blowing system must have a process of sorting reports, verifying the credibility of the report, and reporting related parties in accordance to the prevailing policies.

5. The Bank is required to formulate

the Internal Sanctions Guidelines which serves as a guideline to ensure consistency of sanctions against violations and create fair work environment for employees.

6. Violations of disciplinary action are resolved through the Employee Tribunal which allows the Bank to determine appropriate follow-up for violations, ensuring that the rights of the employee are not neglegted, and resolve problems within the Bank. The Employee Tribunal mechanism is further described in the Appendix.

7. The Bank’s objectives in using the

Employee Tribunal mechanism are as follows:

a. Ensure that the same discipline

problems are not repeated b. Recover the losses incurred c. Punish employees deemed as

guilty

44

6. Pelanggaran tindakan disiplin diselesaikan melalui Tribunal Karya-wan yang memberi ruang bagi Bank untuk menentukan tindak lanjut yang sesuai untuk suatu pelanggaran, me-mastikan tidak ada hak karyawan yang diabaikan dan menyelesaikan masalah dalam Bank. Mekanisme Tribunal Kar-yawan dijelaskan lebih lanjut dalam Lampiran.

7. Tujuan Bank untuk menggunakan mekanisme Tribunal Karyawan adalah sebagai berikut:

a. Menjamin tidak terulang kembali masalah disiplin yang sama

b. Bank mendapatkan kembali kerugian yang ditimbulkan

c. Menghukum karyawan yang dinilai bersalah

d. Mencegah munculnya berita mengenai pelanggaran di media massa

8. Jenis tindakan disiplin yang dikenakan terhadap staf yang melakukan pelanggaran berdasarkan kepada beratnya pelanggaran yang dilakukan dengan mempertimbangkan Peraturan Bank, Pedoman Sanksi Internal Bank, dan Kode Etik

d. Prevent the news of the violations from appearing in the mass media

8. The type of disciplinary action imposed on staff who have committed a violation is must based on the gravity of the violation taking into account the Bank’s regulations, Internal Sanctions Guidelines, and Code of Conduct

45

7

PENGAWASAN, PENGENDALIAN DAN AUDIT INTERNAL

SUPERVISION, CONTROL, AND INTERNAL AUDIT

7.1 Ketentuan Umum

1. Cakupan pengawasan dan pengendalian adalah seluruh kegiatan Bank

2. Seluruh fungsi terkait pengawasan dan pengendalian Bank wajib menjalankan tugas dan tanggung jawabnya secara independen dan objektif

3. Dalam menjalankan fungsi pengawasan dan pengendalian yang berdasarkan risiko, Bank wajib memiliki fungsi Manajemen Risiko, Kepatuhan dan Audit Internal dengan tugas dan tanggung jawab yang jelas

4. Dalam menjalankan tugas dan tanggung jawabnya, masing-masing fungsi tersentralisasi di kantor pusat Bank.

7.2 Organisasi Pengawasan dan Pengen dalian

7.2.1 Dewan Komisaris

1. Dalam fungsi pengawasan dan pengendalian, Dewan Komisaris bertanggung jawab untuk memberikan evaluasi pelaksanaan kebijakan, strategi dan kerangka pengawasan dan pengendalian internal di Bank

2. Tugas dan wewenang Dewan Komisaris mengenai pengawasan dan pengendalian bisnis dan risiko Bank


1. The scope of supervision and con-trol is the entire activities of the Bank

2. All functions related to the supervi-

sion and control of the Bank must perform their duties and responsi-bilities independently and objec-tively

3. In performing risk-based supervi-

sion and control functions, the Bank must must have Risk Management, Compliance and Internal Audit functions with clear duties and re-sponsibilities

4. In performing the duties and re-

sponsibilities, all functions are cen-tralized at the head office of the Bank.

7.2 Supervision and Control Organization

7.2.1 Board of Commissioners

1. In the supervisory and control func-tions, the Board of Commissioners is responsible for evaluating the im-plementation of internal control policies, strategies and frameworks within the Bank

2. The duties and authorities of the

Board of Commissioners concern-ing the supervision and control of

46

tertera secara detail dalam Piagam Dewan Komisaris

3. Dalam melaksanakan tugasnya, Dewan Komisaris dibantu oleh 5 (lima) Komite, yaitu: Komite Remunerasi dan Nominasi , Komite Audit, Komite Tatakelola Perusahaan (Corporate Governance Committee), Komite Pemantauan Risiko, dan Komite Pengawasan Kepatuhan (Compliance Oversight Committee)

7.2.2 Komite Remunerasi dan Nominasi

1. Komite Remunerasi dan Nominasi bertugas membantu Dewan Komisaris dalam menetapkan kriteria pemilihan anggota Dewan Komisaris, Direksi, dan anggota Komite dari Pihak External serta sistem remunerasinya;

2. Dewan Komisaris dapat mengajukan calon untuk posisi-posisi di atas serta remunerasinya untuk memperoleh keputusan RUPS dengan cara sesuai ketentuan Anggaran Dasar Bank;

3. Keberadaan Komite Remunerasi dan Nominasi serta tata kerjanya dilaporkan dalam RUPS.

4. Komite Nominasi dan Remunerasi melaporkan hasil kegiatannya kepada Dewan Komisaris secara objektif dan independen

5. Anggota Komite Remunerasi dan Nominasi wajib memiliki keahlian di bidang nominasi dan remunerasi.

the business and the risks of the Bank are stipulated in the the Board of Commissioners Charter.

3. In performing its duties, the Board

of Commissioners is assisted by 5 (five) Committees, namely the Re-muneration and Nomination Com-mittee, Audit Committee, Corporate Governance Committee, Risk Moni-toring Committee and Compliance Oversight Committee.

7.2.2 Nomination and Remuneration

Committee

1. The Remuneration and Nomination Committee is in charge of assisting the Board of Commissioners in de-termining the selection criteria for members of the Board of Commis-sioners, Board of Directors, External Committee members and their re-muneration system;

2. The Board of Commissioners may

nominate such candidates and re-muneration for the resolution of the GMS in accordance with the provisions in the Bank’s Articles of Association;

3. The existence of the Remuneration

and Nomination Committee and its working procedures are reported in the GMS.

4. The Remuneration and Nomination

Committee reports the results of its activities to the Board of Commis-sioners objectively and inde-pendently

5. The members of the Remuneration

and Committee are required to mu-have the expertise in nomination and remuneration.

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7.2.3 Komite Audit

1. Komite Audit adalah komite yang memiliki tugas dan tanggung jawab dalam pemantauan dan evaluasi perencanaan dan pelaksanaan audit oleh Audit Internal serta pemantauan tindak lanjut hasil temuan audit internal dan eksternal

2. Dalam kerangka kerja pengawasan

dan pengendalian, Komite Audit berfungsi sebagai pihak yang independen dan objektif yang membantu mengevaluasi kepatuhan dan meningkatkan pengendalian internal melalui pendekatan sistematik dan metodologi yang berdasarkan risiko

3. Tugas dan wewenang Komite Audit

mengenai proses pengawasan dan konsultasi audit internal dan eksternal Bank secara rinci terdapat pada Piagam Komite Audit

4. Komite Audit wajib memiliki anggota

dengan keahlian di bidang audit dan keuangan agar pemantauan dan konsultasi pelaksanaan audit berjalan secara efektif dan efisien.

7.2.4 Komite Tatakelola Perusahaan

1. Komite Tatakelola Perusahaan atau

Corporate Governance Committee adalah komite yang didirikan dengan tujuan:

a. Memastikan bahwa Bank terus meningkatkan dan menjalankan tatakelola perusahaan yang baik sejalan dengan undang-undang dan peraturan yang berlaku di In-donesia maupun yang ditetapkan

7.2.3 Audit Committee

1. The Audit Committee is a commit-tee whose duties and responsibili-ties are to monitor and evaluate the planning and implementation of audit by Internal Audit and the actions taken with regards to the findings of internal and external au-dit

2. Within the supervisory and control

framework, the Audit Committee serves as an independent and ob-jective party that helps evaluate compliance and improves internal control through systematic risk-based approaches and methodolo-gies


Audit Committee concerning the process of monitoring and consult-ing the Bank's internal and external audits are stipulated in the Audit Committee Charter

4. The Audit Committee members

must have members with expertise in audit and finance which enables effective and efficient monitoring and consultation of audit opera-tions.

7.2.4 Corporate Governance Committee

1. The Corporate Governance Committee is a committee established with the following purpose:

a. To ensure that the Bank

continues to improve and maintain good corporate governance adhering to the laws and regulations in Indonesia and those formulated by the shareholders.

48

pemegang saham.

b. Melaksanakan persidangan dan mengambil keputusan atas dugaan pelanggaran yang dil-akukan oleh komisaris atau direktur.

c. Menyusun dan mengajukan Cor-porate Policy Manual atau Pe-doman Kebijakan Perusahaan kepada Dewan Komisaris dan mengawasi kepatuhan dalam im-plementasinya.

2. Dalam kerangka kerja pengawasan dan pengendalian, Komite Corporate Gov-

ernance berfungsi sebagai pihak yang independen dan objektif yang mem-bantu mengevaluasi kepatuhan dan meningkatkan efektivitas pelaksanaan Corporate Governance

7.2.5 Komite Pengawasan Risiko

1. Komite Pengawasan Risiko (Risk Moni-toring Committee atau RMoC) didiri-kan untuk memenuhi ketentuan dari POJK No. 55/POJK.03/2017 mengenai implementasi GCG (Good Corporate Governance atau Tata Kelola Perus-ahaan Yang Baik), yang menyebutkan perlunya Dewan Komisaris untuk membentuk komite yang mengawasi risiko.

2. Komite Pengawasan Risiko ber-tanggungjawab untuk memberikan rekomendasi kepada Dewan Komisaris dalam menjalankan perannya untuk mengawasi pengelolaan risiko di Bank.

3. Ruang lingkup dari pengawasan Komite Pengawasan Risiko mencakup risiko kredit, risiko likuiditas, risiko pasar, risiko operasional, risiko kepatuhan, risiko hukum, risiko strategis, risiko rep-utasi dan risiko yang berhubungan

b. To conduct hearings and make

decisions on reported allegations of a commissioner’s or director’s misconduct.

c. Develop and recommend the

Bank’s Corporate Policy Manual to the Board of Commissioners and oversee compliance in the implementation.

2. Within the framework of supervision and control, the Corporate Governance Committee serves as an independent and objective party that helps evaluate compliance and enhances the effectiveness of the implementation of Corporate Governance

7.2.5 Risk Monitoring Committee

1. The Risk Monitoring Committee (RMoC) was established to comply with OJK (Otoritas Jasa Keuangan, or Financial Services Authority) Regulation No. 55/POJK.03/2017 on implementing GGC (Good Corporate Governance) which requires the Board of Commissioners to form a committee that monitors risk.

2. The RMoC is responsible in

providing recommendations to the Board of Commissioners to perform its role in the risk management oversight of the Bank.

3. The scope of the RMoC includes

credit risk, liquidity risk, market risk, operational risk, legal risk, strategic risk, reputation risk and risks related to Financial Economic Crime.

49

dengan Financial Economic Crime (FEC atau Kejahatan Ekonomi Finansial)

4. Ketua dan Anggota Komite Pengawasan Risiko wajib memiliki keahlian di bidang manajemen risiko yang memungkinkan pemantauan dan konsultasi pelaksanaan manajemen risiko secara efektif dan efisien.

7.2.6 Komite Pengawasan Kepatuhan

1. Komite Pengawasan Kepatuhan (COC atau Compliance Oversight Commit-tee) didirikan sebagai fungsi pengawasan Bank dalam implementasi hal-hal yang berkaitan dengan regulasi pemerintah.

2. Selain mengawasi Bank dalam men-jalankan peraturan pemerintah, Komite Pengawasan Kepatuhan juga ber-tujuan untuk mengawasi kepatuhan Bank dalam hal-hal yang berkaitan dengan implementasi CDD (Customer Due Diligence) dan AML (Anti Money Laundering).

3. Komposisi Komite Pengawasan Kepatuhan tercantum dalam Piagam Komite Pengawasan Kepatuhan.

4. Ketua dan Anggota Komite Pengawasan Kepatuhan wajib memiliki keahlian dalam bidang kepatuhan dan regulasi pemerintah yang berkaitan dengan Bank dan jasa keuangan yang memungkinkan pemantauan dan kon-sultasi pelaksanaan kepatuhan secara efektif dan efisien.

7.2.7 Direksi

1. Direksi bertanggung jawab dalam penyusunan, pelaksanaan dan evaluasi kebijakan, prosedur, dan kerangka manajemen risiko, audit internal dan kepatuhan. Selain itu Direksi juga

4. The Chairman and Members of the

RMoC must have the expertise in risk management which allows effective and efficient monitoring and consultation of risk management.

7.2.6 Compliance Oversight Committee

1. The Compliance Oversight Committee (COC) was established as an oversight function at the Bank in implementing government regulation related matters.

2. Besides supervising the Bank in

complying with government regulations, the COC also supervises the Bank in the implementation of CDD (Customer Due Diligence) and AML (Anti Money Laundering).

3. The composition of the COC is stated in the Compliance Oversight Committee Charter.

4. The Chairman and Members of the

COC must have the expertise in compliance and government regulations governing Banks and financial services which will allow effective and efficient monitoring and consultation of compliance matters.

7.2.7 Board of Directors

1. The Board of Directors is responsi-ble in preparing, executing, and evaluating the policies, procedures and framework of risk manage-ment, internal audit and compli-ance. The Board of Directors also holds the ultimate responsibility in

50

adalah penanggung jawab tertinggi dari operasional kebijakan, prosedur, dan kerangka manajemen risiko audit internal serta kepatuhan.

2. Direksi wajib memastikan bahwa tingkat risiko Bank berada pada batas-batas yang telah ditentukan oleh Bank.

3. Tugas dan wewenang Direksi mengenai pengawasan bisnis dan risiko Bank tertera secara rinci dalam Piagam Direksi

4. Dalam melaksanakan tugasnya, Direksi dibantu oleh 6 (enam) komite, yaitu Komite Manajemen Risiko, ALCO (Assets and Liabilities Committee), Komite Kredit, Komite Produk & Layanan, Komite Pengarah Teknologi Informasi dan Komite Nasabah. Direksi dapat membentuk komite lainnya sesuai dengan kebutuhan untuk memastikan pengawasan dan pengendalian yang efektif

7.2.8 Komite Manajemen Risiko

1. Komite Manajemen Risiko ber-tanggung jawab untuk mengawasi pelaksanaan manajemen risiko di Ra-bobank Indonesia, memastikan bahwa kegiatan operasional di Rabobank In-donesia berada dalam batas toleransi risiko yang telah ditentukan. Komite juga bertanggungjawab menyetujui langkah-langkah taktis dalam melaksanakan mitigasi risiko yang dihadapi Bank

2. Tugas dan wewenang Komite Manajemen Risiko mengenai proses pengelolaan risiko Bank secara rinci terdapat dalam Piagam Komite Manajemen Risiko

the operations of the policies, pro-cedures and framework of risk management, internal audit and compliance.

2. The Board of Directors must ensure that the Bank's risk level is within the limits established by the Bank.


Board of Directors concerning supervision of the Bank's business and risks are stipulated in the Board of Directors Charter

4. In performing its duties, the Board

of Directors is assisted by 6 (six) committees, namely the Risk Man-agement Committee, ALCO (Assets and Liabilities Committee), Product & Services Committee, Client Com-mittee, IT Steering Committee and Credit Committee. The Board of Di-rectors may establish other com-mittees if necessary to ensure ef-fective supervision and control

7.2.8 Risk Management Committee

1. The Risk Management Committee

is responsible for overseeing the implementation of risk manage-ment at Rabobank Indonesia to en-sure that operational activities at the Bank are carried out within the defined risk tolerance limits. The committee is also responsible for approving tactical measures in mit-igating the risks faced by the Bank

2. The duties and responsibilities of

the Risk Management Committee concerning the Bank's risk manage-ment process are detailed in the Charter of the Risk Management Committee

3. The composition of the Risk Man-

agement Committee consists of at

51

3. Komposisi Komite Manajemen Risiko terdiri dari setidak-tidaknya Direktur yang ditunjuk oleh Bank, Kepala Divisi yang membawahi fungsi Manajamen Risiko, Kepala Divisi yang membawahi fungsi Audit Internal dan Kepala Divisi yang membawahi fungsi Kepatuhan

7.2.9 Fungsi Manajemen Risiko

1. Fungsi Manajemen Risiko adalah fungsi yang bertugas melakukan iden-tifikasi risiko-risiko yang dihadapi Bank, mengkuantifikasi serta mengukur risiko tersebut, sehingga dapat menentukan Entreprise Wide Risk, mengusulkan tingkat selera risiko (risk appetite) dan toleransi risiko, serta membuat, menilai dan melaporkan pengendalian internal yang telah dilakukan. Fungsi Mana-jemen Risiko harus dapat menentukan risiko terbesar yang dihadapi Ra-bobank Indonesia secara keseluruhan.

2. Fungsi Manajemen Risiko berperan un-tuk merumuskan kebijakan mana-jemen risiko serta mengusulkan langkah taktis kepada Direksi untuk penerapan dari Kebijakan Manajemen Risiko untuk disetujui oleh Direksi.

3. Tugas dan wewenang fungsi Mana-jemen Risiko mengenai proses pengel-olaan risiko Bank secara rinci terdapat pada deskripsi pekerjaan (job descrip-

tion) fungsi Manajemen Risiko.

4. Dalam pelaksanaannya, fungsi Mana-jemen Risiko didukung oleh sistem, prosedur dan mekanisme yang sistematis dan handal sehingga dapat tercipta proses manajemen risiko yang berdasarkan analisis.

7.2.10 Fungsi Audit Internal

1. Audit Internal memiliki tugas untuk menentukan dan mengevaluasi titik

least the Director designated by the Bank, the Head of the Division that oversees the Risk Management function, the Division Head who oversees the Internal Audit function and the Head of the Division that oversees the Compliance function

7.2.9 Risk Management Function

1. The Risk Management function’s

duty is to identify, quantify and measure the risks faced by the Bank to determine the Entreprise Wide Risk, propose risk appetite and risk tolerance levels, and create, assess and report internal controls that have been done. The Risk Manage-ment function should be able to determine the greatest risk to Ra-bobank Indonesia as a whole.

2. The Risk Management function’s

role is to formulate risk manage-ment policies and propose tactical steps to the Board of Directors to implement the Risk Management Policy for the approval of the Board of Directors.


Risk Management function on the Bank's risk management process are explained in the job description of the Risk Management function.

4. In practice, the Risk Management

function is supported by reliable and systematic procedures and mechanisms that enables an analy-sis-based risk management process.

7.2.10 Internal Audit Function

1. Internal Audit is rerponsible to de-termine and evaluate internal con-trol points, evaluate compliance

52

pengendalian internal, mengevaluasi kepatuhan terhadap kebijakan Bank serta meningkatkan efektivitas mana-jemen risiko di Bank melalui pendeka-tan sistematis, objektif dan berdasar-kan risiko (risk-based).

2. Audit Internal bertanggungjawab untuk merumuskan kebijakan audit internal dan mengakomodasi masukan yang diajukan oleh auditee (pihak yang diaudit) untuk menerapkan kebijakan audit internal.

3. Tugas dan wewenang Audit Internal mengenai proses evaluasi efektivitas pengendalian internal Bank secara rinci terdapat pada deskripsi pekerjaan dari Audit Internal.

4. Pelaksanaan audit internal Bank harus didukung oleh mekanisme dan prosedur yang handal dan terintegrasi oleh sistem Manajemen Risiko Bank guna menjalankan audit yang berdasarkan risiko (risk-based)

5. Seluruh temuan/laporan audit harus dilaporkan kepada Presiden Direktur dan kepada komite Audit setelah disetujui oleh Direktur Utama

7.2.11 Fungsi Kepatuhan

1. Fungsi Kepatuhan bertanggung jawab untuk memastikan bahwa integritas seluruh kebijakan, peraturan dan prosedur Bank tidak saling berten-tangan. Fungsi Kepatuhan juga me-mastikan kepatuhan Bank terhadap semua ketentuan, hukum, perundang-undangan, Anggaran Dasar, dan ke-tentuan lainnya yang berlaku.

2. Penyusunan dan pembaruan seluruh kebijakan, peraturan, prosedur Bank, dan ketentuan lainnya harus diuji

with the Bank’s policies and im-prove risk management effective-ness at the Bank through a system-atic, objective and risk-based ap-proach.

2. Internal Audit is responsible to for-

mulate the internal audit policy and accommodate inputs submitted by the auditee to implement the inter-nal audit policy.

3. Duties and authorities of the Inter-

nal Audit function on the evalua-tion process of the effectiveness of the Bank's internal control is ex-plained in detail in the Internal Au-dit job description.

4. The internal audit of the Bank must

must be supported by mecha-nisms and procedures that are relia-ble and integrated by the Bank's Risk Management system to per-form risk-based audit

5. All audit findings/reports are must

reported to the President Director and to the Audit Committee upon approval by the President Director

7.2.11 Compliance Function

1. The Compliance function is respon-sible to ensure that the integrity of all policies, rules and procedures of the Bank do not contradict each other. The Compliance function also ensures the Bank’s compliance to prevailing laws, regulations, articles of associations, and other provi-sions.

2. All updates and formulation of the

Bank’s policies, regulations, proce-dures and other provisions must be tested for compliance with the Bank's provisions and prevailing ex-ternal provisions

53

kepatuhannya terhadap ketentuan yang ada di Bank dan ketentuan ek-sternal yang berlaku

3. Semua unit di Bank yang bertanggung jawab atas kebijakan, peraturan dan prosedur Bank dan dapat men-gusulkan pembaruan dan ketentuan baru yang harus melalui uji kepatuhan oleh fungsi Kepatuhan.

7.2.12 Proses dan Interaksi Audit Internal

1. Fungsi Audit Internal menyusun pro-gram audit internal dengan masukan Komite Audit untuk disetujui oleh Dewan Komisaris.

2. Audit Internal dilaksanakan berdasarkan jadwal yang jelas secara independen dan sistematis

3. Pelaksanaan audit dijalankan denganprinsip kerja sama dan keterbukaan dengan pihak yang diaudit (auditee)

4. Laporan Hasil Pemeriksaan Audit Internal wajib disetujui bersama oleh pihak yang diaudit dan disampaikan kepada Direksi dan Komite Audit

5. Pelaksanaan dari Laporan Hasil Pemeriksaaan Audit Internal harus dikaji secara berkala untuk mengetahui status penyelesaiannya dan memastikan temuan tidak terulang

7.2.13 Proses dan Interaksi Kepatuhan

1. Secara periodik, fungsi Kepatuhan wajib melakukan Uji Kepatuhan terhadap seluruh kebijakan dan peraturan Bank untuk mengetahui kesesuaian dengan peraturan dan ketentuan eksternal

3. All units in the Bank that are re-

sponsible for the policies, regula-tions and procedures of the Bank and may propose updates and new provisions that must pass compliance tests performed by the Compliance function.

7.2.12 Process and Interaction of

Internal Audit 1. The Internal Audit Function must

prepare an audit program with in-puts from the Audit Committee to be approved by the Board of Com-missioners.

2. Internal Audit is perfomed inde-

pendently and systematically on a clear schedule.

3. Audit is carried out with the princi-

ple of cooperation and openness with the auditee

4. The Internal Audit Report must be

approved by the auditee and sub-mitted to the Board of Directors and Audit Committee.

5. Implementation of the Internal Au-

dit Review Report must be re-viewed periodically to determine the status of the resolution and en-sure that the findings are not re-peated

7.2.13 Compliance Process and Interaction

1. Periodically, the Compliance func-

tion is required to perform a Com-pliance Test on all of the Bank’s pol-icies and regulations to assess compliance with external rules and regulations

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2. Fungsi Kepatuhan juga wajib melakukan Uji Kepatuhan terhadap kebijakan dan peraturan Bank yang relevan apabila terdapat peraturan atau ketentuan internal maupun eksternal yang baru ataupun diperbarui.

3. Fungsi Kepatuhan secara berkala melaporkan perubahan, pembaruan ataupun peraturan-peraturan baru, baik internal maupun eksternal, kepada Dewan Komisaris dan Direksi

4. Fungsi Kepatuhan memberikan masukan mengenai risiko terkait kepatuhan sebagai bagian dari pelaksanaan pengelolaan risiko Bank secara berkala.

7.3 Perencanaan Kesinambungan Usaha

1. Bank wajib memastikan berkelanjutan operasionalnya. Karena itu Bank me-nyusun Perencanaan Kesinambungan Usaha (Business Continuity Manage-ment), yang di dalamnya mencakup Rencana Penanggulangan Bencana (Disaster Recovery Plan) dan juga Ma-najemen Krisis (Crisis Management) secara terintegrasi.

2. Kebijakan Kesinambungan Usaha dikelola dan diperbarui secara berkala oleh fungsi Manajemen Risiko dan di-setujui oleh Direksi dan Dewan Komi-saris.

3. Kriteria Kondisi Krisis harus dijabarkan dan didokumentasikan dengan jelas, dan diperbarui sesuai kondisi Bank.

4. Presiden Direktur bersama Direksi bertanggungjawab untuk menetapkan apakah Bank berada dalam kondisi krisis.

5. Jika Bank berada dalam kondisi krisis sehingga berlaku kebijakan Kesinambungan Usaha maka semua

2. The Compliance function is also obliged to conduct a Compliance Test against the relevant policies and regulations of the Bank in the event of new or updated internal and external rules and regulations

3. The Compliance function periodi-

cally reports changes, updates or new regulations, both internal and external, to the Board of Commis-sioners and Board of Directors

4. The Compliance function provides

feedback on compliance-related risks as part of the Bank's periodic risk management implementation

7.3 Business Continuity Planning

1. The Bank must ensure that its oper-ations are sustainable. Therefore, a Business Continuity Management mechanism, including a Disaster Re-covery Plan and Crisis Management is developedand integrated.

2. The Business Continuity Policy is

regularly reviewed and updated by the Risk Management function and approved by the Board of Directors and Board of Commissioners.

3. The criteria of a Crisis Situation

must be clearly defined, and docu-mented and updated according to the conditions of the Bank.

4. Together with t Board of Directors,

the President Director is responsible to declare that the Bank is in a crisis. Situation.

5. If the Bank is in a crisis situation

where the Business Continuity Policy applies, all decisions on crisis handling must be approved by the President Director.

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keputusan penanganan krisis wajib disetujui oleh Presiden Direktur .

6. Dalam kondisi krisis, Presiden Direktur dapat membentuk tim khusus untuk menangani krisis

7.4 Jenis Risiko

7.4.1 Risiko Kredit

1. Risiko kredit adalah risiko gagal bayar

oleh nasabah. Risiko kredit adalah risiko yang secara inheren terdapat dalam perusahaan nasabah, bisnis, manajemen atau industrinya yang, jika menjadi kenyataan, akan menyebabkan nasabah tidak dapat memenuhi kewajibannya kepada bank.

2. Untuk melakukan mitigasinya,

Rabobank Indonesia melakukan analisa yang komprehensif terhadap semua aplikasi kredit baru dan meninjau ulang portofolio kredit yang sudah ada secara berkala minimum sekali dalam setahun.

3. Dalam melakukan analisis kredit,

perhatian tidak hanya diberikan pada satu proyek atau debitur perorangan tetap juga dihubungkan dengan fasilitas-fasilitas yang ada, perusahaan-perusahaan dalam grup yang sama dan usaha yang terkait dengan calon debitur.

7.4.2 Risiko Pasar

1. Risiko pasar adalah risiko kerugian yang

timbul dari pergerakan variabel pasar pada posisi yang dipegang oleh bank yang dapat menimbulkan kerugian bagi bank dalam aktivitas fungsionalnya seperti kegiatan tresuri, sekuritas dan investasi dalam bentuk surat berharga dan pasar uang, kegiatan

6. During a crisis situation, the President Director may establish a dedicated team to handle the crisis.

7.4 Types of Risk 7.4.1 Credit Risk

1. Credit risk is the risk of customers not being able to pay. Credit risk is inherently attached to the customer’s company, business, management or industry, and if materializes, will result in the failure of the customer in meeting obligations to the Bank.

2. To mitigate the risk, Rabobank

Indonesia performs a comprehensive analysis on all new credit applications and reviews the exisiting credit portfolio periodically at least once a year.

3. In performing the credit analysis,

the area of focus is not only a certain project or individual debtor but expands to the facilities and companies within the group and businesses related to the prospective debtor.

7.4.2 Market Risk

1. Market risk is the risk of loss arising from the movement of market variables on the position held by the Bank that can cause losses in its functional activities, such as treasury, securities and investment in commercial papers and money markets, funding, financing and issuance of debt.

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penyediaan dana, pendanaan dan penerbitan surat hutang.

2. Bank menggunakan prinsip

segregation of duties (pemisahan tanggungjawab dan fungsi) yang memisahkan fungsi dan tanggung jawab atas transaksi perdagangan tresuri dengan membaginya ke dalam unit Front Office, Middle Office dan Back Office.

3. Pemantauan eksposur risiko dan

kepatuhannya terhadap limit-limit risiko dilakukan oleh sebuah unit yang independen, yaitu Unit Kerja Manajemen Risiko, yang berfungsi sebagai Middle Office.

4. Dalam mengelola risiko pasar Bank

menggunakan Pendekatan Standar untuk menghitung modal risiko pasar sesuai dengan ketentuan Otoritas Jasa Keuangan mengenai Kewajiban Penyediaan Modal Minimum (KPMM).

7.4.3 Risiko Likuiditas 1. Risiko likuiditas berkaitan dengan

adanya kemungkinan Bank tidak mampu untuk memenuhi kewajiban terhadap deposan, investor dan kreditur, yang di antaranya disebabkan keterbatasan akses pendanaan atau ketidakmampuan untuk melikuidasi aset yang dimiliki.

2. Pengelolaan risiko likuiditas bertujuan

untuk meminimalkan kemungkinan ketidakmampuan Bank dalam memperoleh sumber pendanaan.

3. Pemantauan likuiditas Bank dilakukan

secara teratur dan mencakup pemantauan rasio-rasio likuiditas Bank yang diwajibkan regulator seperti GWM (Giro Wajib Minimum) maupun rasio yang sesuai arahan regulator seperti rasio Aset Likuid terhadap Non-Core Deposit (ALNCD).

2. The Bank adheres to the principle

of segregation of duties which separates the function and responsibility in treasury trade transactions by separating it into the Front Office, Middle Office and Back Office units.

3. The monitoring of risk exposure

and compliance to the risk limits is conducted by an independent unit, namely the Risk Management Unit which functions as a Middle Office.

4. In managing market risk the Bank

uses the Standard Approach to calculate the market risk capital in accordance with the Otoritas Jasa Keuangan (Financial Services Authority) provision on Capital Adequacy Ratio.

7.4.3 Liquidity Risk

1. Liquidity risk is related to the

possibility of the Bank not being able to fulfill its obligations to depositors, investors and creditors, which, among others, is caused by limited funding access or the inability to liquidate assets.

2. Liquidity risk management aims to

minimize the possibility of the Bank’s failure to obtain funding sources.

3. Liquidity monitoring of the Bank is

done regularly and includes monitoring the Bank’s liquidity ratios as required by the regulator, such as the Reserve Requirement or ratios that are in line with the directions of the regulator namely the Liquid Assets to Non-Core Deposit ratio.

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7.4.4 Risiko Operasional

1. Risiko operasional adalah risiko

kerugian yang terjadi karena kegagalan ataupun tidak layaknya proses internal, manusia, sistem, ataupun kejadian eksternal.

2. Kerangka kerja risiko operasional

Rabobank Indonesia diatur dalam kebijakan risiko operasional perusahaan dan menerapkan konsep Tiga Lini Pertahanan yang terdiri dari: a. Lini Pertahanan Pertama: Unit bisnis

dan pendukung yang berinteraksi secara langsung dan mengelola eksposur risiko dalam pekerjaan sehari-hari.

b. Lini Pertahanan Kedua: Fungsi pembuat kebijakan, termasuk metodologi untuk mengelola risiko operasional

c. Lini Pertahanan Ketiga: Pengkajian ulang secara independen dan berkala untuk memastikan efektifitas Lini Pertahanan Pertama dan Kedua. Direktorat Audit Internal termasuk dalam kelompok ini.

7.4.5 Risiko Reputasi

1. Risiko reputasi didefinisikan sebagai potensi kerugian atau perubahan dalam nilai reputasi Bank sebagai akibat dari turunnya kepercayaan dari pemangku kepentingan karena adanya persepsi negatif terhadap Bank.

2. Reputasi dari Bank dapat berubah

nilainya sebagai akibat dari kejadian-kejadian yang menyangkut risiko kredit, pasar, operasional atau bisnis yang berdampak terhadap ekspektasi pemangku kepentingan Bank dan dapat mempengaruhi perolehan

7.4.4 Operational Risk

1. Operational risk is the risk of losses that occur because of failure or inadequate internal processes, people, systems or external events.

2. The operational risk framework of

Rabobank Indonesia is governed in the operational risk policy and applies the Three Lines of Defense concept which comprises of: a. First Line of Defense: The

business units and support units that interact directly and manage risk exposure in their daily duties.

b. Second Line of Defense: The policy maker function which includes the methodology to manage operational risk.

c. Third Line of Defense:

Independen evaluation conducted periodically to ensure the effectiveness of the First and Second Line of Defense. The Internal Audit directorate is in this category.

7.4.5 Reputation Risk

1. Reputation risk is defined as potential losses or changes in the value of the Bank’s reputation as a result of a decline in stakeholder trust caused by negative perceptions of the Bank.

2. The Bank’s reputation can change

as a result of events related to credit, market, operational risk or business which impacts the expectation of the Bank’s stakeholders and affect future earnings.

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pendapatan di kemudian hari.

. 7.4.6 Risiko Strategis

1. Risiko strategis adalah dampak saat ini dan dampak potensial terhadap pendapatan atau modal yang terjadi akibat keputusan bisnis yang tidak menguntungkan, pelaksanaan keputusan yang tidak tepat, dan sikap kurang tanggap terhadap perubahan-perubahan yang terjadi dalam industri, termasuk pencapaian rencana bisnis yang telah ditetapkan.

2. Risiko ini terkait dengan kesesuaian

tujuan strategis organisasi, strategi bisnis yang disusun untuk mencapai tujuan tersebut, sumber daya yang digunakan untuk tujuan tersebut, dan kualitas implementasinya.

3. Risiko strategis dinilai dari pencapaian

indikator keuangan inti dan membandingkan indikator keuangan tiga bulanan dari rencana bisnis yang dikirimkan ke Otoritas Jasa Keuangan dengan hasil aktual yang dipublikasi di media massa.

7.4.7 Risiko Hukum

1. Risiko hukum adalah risiko kerugian

finansial atau lainnya yang terjadi karena kelemahan aspek yuridis atau karena kasus hukum yang menimbulkan tuntutan/litigasi.

2. Departemen Hukum bekerja sebagai

mitra bisnis dengan departemen lainnya untuk memastikan bahwa semua risiko hukum potensial yang berkaitan dengan transaksi dan kesepakatan antara Bank dengan pihak ke tiga dimitigasi dengan baik.

7.4.6 Strategic Risk

1. Strategic risk is the current impact and potential impact on earnings or capital arising from adverse business decisions, improper implementation of decisions, and lack of responsiveness to changes in the industry, as well as achievement of the defined business plan.

2. This risk is related to the suitability of the strategic objectives of the organization, the business strategy formulated to achieve those objectives, the resources used and the implementation quality.

3. Strategic risk is measured from the

key financial indicators and comparing the quarterly financial indicators of the business plan sent to Otoritas Jasa Keuangan with the actual results published in the mass media.

7.4.7 Legal Risk

1. Legal risk is the risk of financial or other losses arising from deficiencies in the juridicial aspect of legal cases which leads to litigation.

2. The Legal Department works as a

business partner to other departments to ensure that all potential legal risk related to transactions and agreements made between the Bank and third parties are adequately mitigated.

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3. Seluruh konsel hukum dari Rabobank

Indonesia menerapkan prinsip kehati-hatian, bertindak secara independen, dan secara kontinu mempelajari perubahan undang-undang dan regulasi untuk memberikan nasehat hukum yang berdasarkan regulasi terkini.

7.4.8 Risiko Kepatuhan

Risiko kepatuhan adalah risiko yang timbul akibat Bank tidak mematuhi dan/atau tidak melaksanakan peraturan dan perundang-undangan yang berlaku Penyebab dari terjadinya ketidakpatuhan ataupun pelanggaran antara lain adalah: a. Kurangnya pengetahuan akan regulasi

dan peraturan; b. Tidak efektifnya atau tidak memadainya

kontrol untuk melaksanakan peraturan; c. Kurangnya budaya kepatuhan dari staf

yang melaksanakan; d. Kurangnya upaya dari manajemen un-

tuk menekankan pentingnya kepatu-han dan budaya kepatuhan;

e. Tidak berjalannya sistem dan proses pemantauan atas kepatuhan.

3. All legal counsels of Rabobank Indonesia apply the principle of prudence, act independently, and continuously monitor changing laws and regulations to provide legal advice that is based on the most current regulations.

7.4.8 Compliance Risk

Compliance risk is risk that arises from the Bank’s non-compliance and failure to implement prevailing laws and regulations. The reasons for non-compliance or violations are: a. Lack of knowledge about

regulations and rules b. Ineffective or insufficient controls to

implement the regulations c. Absence of compliance culture d. Lack of management’s effort to

highlight the importance of compliance and compliance culture

e. The compliance monitoring system and process are not working.

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8

KEUANGAN DAN AKUNTANSI

FINANCE AND ACCOUNTING

8.1 Ketentuan Umum

1. Pengelolaan Keuangan dan

Akuntansi wajib mengacu kepada strategi dan Rencana Bisnis Bank serta perundang-undangan, pera-turan dan standar yang berlaku

2. Kebijakan Keuangan dan Akuntansi dianut Bank secara seragam dan konsisten untuk diterapkan di seluruh unit kerja Bank

3. Bank telah membentuk fungsi Keuangan dan Akuntansi yang memiliki tugas dan tanggung jawab yang jelas sesuai dengan kebutuhan operasional Bank.

4. Bank wajib memiliki mekanisme dan wewenang yang terpisah untuk setiap fungsi akuntansi (pencatatan, pemeriksaan/verifikasi dan persetujuan)

5. Tingkat sentralisasi serta tugas dan tanggung jawab fungsi Keuangan dan Akuntansi di Bank ditentukan dengan memperhatikan biaya, efektivitas dan manfaat yang dihasilkan

6. Secara umum, fungsi Keuangan dan Akuntansi Bank memiliki tugas dan tanggung jawab untuk mengelola catatan keuangan dan akun, menyusun laporan keuangan dan mengelola perpajakan Bank serta menerbitkan kebijakan, mekanisme dan standar keuangan dan akuntansi di Bank.

7. Untuk mewujudkan proses keuangan dan akuntansi yang


1. The management of Finance and Ac-

counting must refer to the Bank's busi-ness strategy and plan as well as pre-vailing laws, regulations and standards

2. The Financial and Accounting policy is

adopted by the Bank in a uniform and consistent manner and implemented across all units of the Bank.

3. The Bank has established a Finance

and Accounting function with clear duties and responsibilities in accordance with the operational needs of the Bank.

4. The Bank must have a separate mechanism and authority for all accounting functions (recording, checking /verification and approval).

5. The level of centralization, duties and responsibilities of the Finance and Accounting function at the Bank is decided by taking into account the costs, effectivity, and benefits

6. In general, the Bank's Finance and

Accounting function’s duty and responsibility is to manage the Bank's financial records and accounts, prepare financial reports, manage the Bank's taxes, issue policies, financial and accounting mechanisms and standards at the Bank.

7. To create an efficient, accurate and

standardized financial and accounting process, the Bank seeks to provide

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efisien, akurat dan terstandarisasi, Bank mengusahakan adanya sistem keuangan dan akuntansi yang dapat menjamin tersedianya informasi akuntansi dan keuangan yang akurat, dapat diandalkan dan tepat waktu

8.2 Proses Pencatatan Keuangan dan Akuntansi 1. Bank harus memiliki buku pedoman

kebijakan akuntansi dan pedoman pembukuan yang tidak berten-tangan dengan prinsip dan praktik akuntansi yang berlaku umum

2. Buku Pedoman Kebijakan Akuntansi dan pedoman pembukuan harus memuat ketentuan dan mekanisme penggunaan dokumen dan formulir akuntansi dan keuangan Bank yang digunakan

3. Perubahan atas prinsip akuntansi yang diterapkan harus mendapat persetujuan dari Direksi, diketahui oleh Komisaris dan dilaporkan dalam laporan keuangan Bank. Perubahan kebijakan akuntansi yang berpengaruh material pada periode berjalan atau dapat berpengaruh material pada periode yang akan datang harus diungkapkan beserta alasan perubahannya, sesuai dengan prinsip akuntansi dan pelaporan yang berlaku umum

4. Catatan keuangan dan akuntansi Bank wajib dibuat secara akurat, tepat waktu dan lengkap, serta dipelihara dan disimpan untuk periode tertentu sesuai dengan

financial and accounting systems that ensures the availability of accurate, reliable and timely financial and accounting information

8.2 Financial and Accounting Recording Process

1. The Bank must have an accounting pol-icy manual and accounting guideline that does not conflict with general ac-counting principles and practices

2. The Accounting Policy Manual and ac-counting guidelines must include the terms and mechanisms for the use of the Bank’s accounting documents and forms

3. Changes in the applied accounting principles used must be approved by the Board of Directors, acknowledged by the Board of Commissioners and re-ported in the Bank's financial state-ments. Changes in accounting policies that have material effect in the current period or may have material effect over the coming period must be disclosed along with the reasons for the change, in accordance with general account-ing and reporting principles

4. The Bank's financial and accounting

records mustmust be accurate, timely, complete, maintained and retained for a certain period in accordance with the prevailing local laws and regulations

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ketentuan dan perundang-undangan lokal yang berlaku

5. Catatan keuangan dan akuntansi wajib menunjukkan kinerja Bank secara keseluruhan, serta kinerja masing-masing unit atau pusat per-tanggungjawaban pengeluaran (cost center)

6. Data yang telah tercatat dalam sis-tem keuangan dan akuntansi Bank tidak dapat dihapus atau dibatalkan. Pembatalan wajib dilakukan dengan mencatat jurnal balik (re-

versing entries) setelah mendapat persetujuan dari pejabat yang ber-wenang

8.3 Proses Penyusunan Laporan Keu-angan

1. Bank wajib memiliki mekanisme un-

tuk memastikan pelaporan keu-angan Bank dilakukan secara berkala dan tepat waktu untuk menjamin proses pelaporan Bank yang ter-konsolidasi secara keseluruhan

2. Semua akun neraca termasuk akun sementara wajib direkonsiliasi secara berkala sehingga laporan keuangan mencerminkan kinerja pada periode pelaporarn. Dalam rangka menerap-kan GCG atau Tata Kelola Perus-ahaan yang Baik, Audit Internal ber-tanggung jawab memeriksa doku-men rekonsiliasi yang disiapkan oleh fungsi Keuangan dan Akuntansi. Ini diperlukan untuk memastikan bahwa rekonsiliasi sudah dilakukan dengan benar dan lengkap sesuai prosedur secara tepat waktu

5. Financial and accounting records must demonstrate the performance of the Bank as a whole, and the performance of individual units or responsibility cen-ters (cost centers)

6. Data that has been recorded in the

Bank's financial and accounting system cannot be deleted or canceled. Cancel-lation must be done by recording re-verse entries with the approval of au-thorized officials.

8.3 Financial Reporting Process

1. The Bank must have a mechanism to

ensure that the Bank’s financial re-porting is conducted periodically and timely to guarantee the Bank's con-solidated reporting process as a whole

2. All balance sheet accounts including temporary accounts must be recon-ciled periodically so that the financial statements reflect the performance of the reporting period. In order to im-plement GCG, Internal Audit is respon-sible for inspecting reconciliation doc-uments prepared by the Financial and Accounting functions. This is required to ensure that reconciliation is done correctly and comprehensively in ac-cordance with procedures in a otimely manner

3. The whole process of reconciliation and results must be completed in good order within 1 (one) month after the end of accounting period. In order

63

3. Seluruh proses rekonsiliasi dan hasil-nya wajib selesai dengan baik selambatnya 1 (satu) bulan setelah akhir periode tutup buku. Agar rekonsiliasi berlangsung dengan se-mestinya, fungsi Audit Internal yang menangani hal ini harus lebih ber-pengalaman dalam masalah akuntansi dan keuangan dibanding-kan fungsi yang menangani dan menyiapkan dokumen rekonsiliasi.

4. Chart of accounts wajib dijaga agar memadai untuk pembuatan laporan. Penomoran akun-akunnya wajib efektif digunakan di Bank dan pemberian nama akun wajib mem-pertimbangkan aspek perpajakan.

5. Akses terhadap data dan laporan harus dibatasi dengan cermat melalui penggunaan kata sandi. Perubahan kata sandi di bagian sistem informasi dan teknologi serta seluruh pengguna (user) dilakukan secara berkala dan teratur sesuai kebijakan

6. Dalam berhubungan dengan pihak ketiga, baik yang menyangkut penyelesaian pembayaran maupun tagihan, Bank mengikuti mekanisme akuntansi yang menjamin bahwa dokumen-dokumen akuntansi dan keuangan adalah sah dan akurat

7. Laporan Keuangan wajib mengikuti peraturan-peraturan yang telah digariskan dan penerbitannya dikoordinasikan dengan Sekretaris Persuahaan

8.4 Proses Pengelolaan Akun Laporan Keuangan

1. Dalam mengelola akun-akunnya,

Bank menganut kebijakan akuntansi sesuai dengan Pernyataan Standar Akuntansi Keuangan (PSAK) dan

for reconciliation to take place properly. To ensure proper reconcilia-tion the Internal Audit function han-dling this matter must be more expe-rienced in accounting and finance is-sues than the functions that handle and prepare reconciliation docu-ments.

4. Chart of accounts must be adequate

for reporting. The numbering of the accounts must be effectively used at the Bank and the account name must consider taxation matters.

5. Access to data and reports must be re-

stricted carefully by the use of pass-words. Changes in passwords in the information and technology division and all users are performed regularly according to the policy

6. In liaising with third parties on pay-ment or invoice settlement, the Bank follows an accounting mechanism which ensures that accounting and fi-nancial documents are valid and accu-rate

7. Financial Statements must follow guidelines and the release of the Fi-nancial Statement must be coordi-nated with the Corporate Secretary

8.4 Financial Statement Account Man-agement Process

1. In managing its accounts, the Bank

adopts an accounting policy in ac-cordance with the Statement of Finan-cial Accounting Standards (PSAK) and general accounting principles

64

prinsip-prinsip akuntansi yang ber-laku umum.

2. Kebijakan Akuntansi berisikan kebijakan-kebijakan yang dianut Bank yang diterapkan secara seragam dan konsisten di seluruh Bank.

3. Kebijakan Keuangan dan Akuntasi yang diterapkan Bank wajib diungkapkan dan merupakan satu kesatuan yang tidak terpisah dari laporan keuangan Bank

4. Bank wajib memiliki pengelolaan akun dalam laporan posisi keuangan, laporan laba rugi, laporan perubahan ekuitas dan laporan arus kas

5. Berbagai proses keuangan dan

akuntansi khusus, seperti laba ditahan, lindung nilai, pembiayaan, pembayaran, akuntansi investasi, dan pengendalian keuangan diatur secara khusus dalam Kebijakan Keuangan dan Akuntansi

8.5 Proses Perpajakan

1. Dalam beroperasi Bank wajib me-

matuhi dan melaksanakan semua peraturan pajak yang telah ditetap-kan oleh pemerintah sebagaimana tertuang dalam undang-undang perpajakan yang berlaku

2. Bank wajib memiliki buku pedoman perpajakan yang dikomunikasikan ke semua unit Bank untuk menja-min adanya mekanisme pengawasan yang efektif atas pelaksanaan perpajakan

2. The Accounting Policy contains the Bank's policies which are imple-mented uniformly and consistently throughout the Bank.

3. The Bank's Financial and Accounting Policies must be disclosed and consti-tuted as an integral part of the Bank's financial statements

4. The Bank is required to have account management in the financial position statement, income statement, change in equity statement and cash flow statement

5. Extraordinary financial and accounting processes, such as retained earnings, hedging, financing, payments, ac-counting for investments, and financial control are exclusively governed in the Financial and Accounting Policy

8.5 Taxation Process

1. In its operations the Bank must com-ply with and implement all tax regula-tions established by the government as set forth in the prevailing taxation law

2. The Bank must have a taxation manual that is communicated to all of the Bank's units to ensure an effective oversight mechanism on taxation ac-tivities

3. The Bank's taxation manual must be in compliance mustcomply with prevail-ing tax laws in Indonesia and updated regularly

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3. Buku pedoman perpajakan yang di-miliki Bank wajib mematuhi pera-turan perpajakan yang berlaku di Indonesia dan diperbarui secara ru-tin

4. Pajak penghasilan karyawan di-tanggung oleh karyawan dan dibayarkan langsung oleh Bank kepada Direktorat Jenderal Pajak.

5. Dalam hal terjadi restitusi dan pengembalian (reimbursement)

atas pajak-pajak yang telah dibayar, Bank memiliki mekanisme untuk meyakinkan bahwa jumlah restitusi atau pengembalian tersebut telah sesuai dengan jumlah yang seha-rusnya masuk ke akun bank milik Bank serta diselesaikan secara tepat waktu. Restitusi dan pengembalian

harus disertai oleh kelengkapan bukti setor dan bukti pungut atau faktur pajak

6. Catatan dalam pembukuan Bank harus memisahkan biaya yang dapat dikurangkan dan tidak dapat dikurangkan untuk tujuan perpa-jakan

8.5.1 Ruang Lingkup Pajak

1. Jenis pajak yang berhubungan dengan kegiatan usaha Bank se-bagaimana yang diatur dalam ke-tentuan perpajakan adalah Pajak Penghasilan Badan (PPh Pasal 25), Pajak Penghasilan Karyawan (PPh. Pasal 21), Pajak Pertambahan Nilai serta kewajiban atau pungutan pa-jak lainnya sesuai undang-undang perpajakan yang berlaku

2. Lingkup perpajakan dalam hal ini menyangkut yang berhubungan dengan penghasilan Bank maupun yang berkaitan dengan posisi Bank

4. All employee income taxes are borne by employees and paid to the Direc-torate General of Taxes by the Bank

5. In the event of restitution and reim-bursement of taxes that have been paid, the Bank has a mechanism to en-sure that the amount of restitution or reimbursement is in accordance with the amount that should be entered into the Bank's bank account and set-tled in a timely manner. Restitution and reimbursement must be sup-ported by the receipt of the deposit, proof of collection or tax invoice

6. The records in the books of the Bank

must differenciate the deductible and non-deductible expenses for tax pur-poses

8.5.1 Tax Scope

1. Types of taxes related to the Bank's business activities as stipulated in the taxation provisions are the Corporate Income Tax (Article 25 Income Tax), Em-ployee Income Tax (Article 21 Income Tax), Value Added Tax and other levies or tax levies in accordance with the prevailing tax law

2. The scope of taxation in this regard

concerns those related to the income of the Bank and those related to the position of the Bank which is required to collect on the income of other par-ties conducting transactions with the Bank

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sebagai wajib pungut atas pengha-silan pihak lain yang melakukan transaksi dengan Bank

8.5.2 Metode Penghitungan Pajak

Penghasilan

1. Bank melaksanakan penghitungan

Pajak Penghasilan berdasarkan laba kena pajak untuk periode laporan dan mengusahakan tidak terjadi pe-nangguhan pajak dan kelebihan pembayaran pajak

2. Catatan dalam pembukuan Bank wajib memisahkan biaya yang dapat dikurangkan dan tidak dapat diku-rangkan untuk tujuan perpajakan

3. Bank akan mengupayakan agar jumlah Pajak yang dibayarkan sesuai dengan ketentuan, sehingga tidak terdapat kelebihan pembayaran pajak

8.5.3 Ketentuan Umum Pembayaran Pajak

1. Pembayaran pajak wajib diselesaikan penghitungannya dan tdisetorkan ke Kas Negara tidak lebih dari tanggal 15 (lima belas) bulan berikutnya, kecuali untuk kekurangan pembayaran SPT Pajak Akhir Tahun (PPh. Pasal 29) yang di atur secara tersendiri berdasarkan peraturan perpajakan

2. Surat Pemberitahuan Tahunan (SPT) Pajak Final wajib diselesaikan dan di-setorkan ke Kas Negara sesuai dengan peraturan perpajakan yang berlaku dan telah atau akan ditetapkan oleh Direktorat Jendral Pajak. Penundaan atas penyerahan SPT Final harus didukung oleh alasan dan bukti yang kuat

8.5.2 Income Tax Calculation Method

1. The Bank calculates Income Tax based on the taxable income during the reporting period and aims for no tax holds and tax overpayments

2. The records in the Bank's book sepa-

rate deductible expenses from non-deductible expenses for tax purposes

3. The Bank seeks to ensure that the

amount of taxes paid is in accordance with the provisions to avoid excess in tax payments.

8.5.3 Tax Payment General Provision

1. The payment of the required taxes must be settled and deposited to the State Treasurer no later than the fif-teenth of the ensuing month, except for the underpayment of the Year End Annual Income Tax (Income Tax Article 29)

2. Final Income Tax Form (SPT) mustmust

be completed and submitted to the State Treasur in accordance with pre-vailing tax laws and has or will be de-termined by the Directorate General of Taxes. A delays in submitting the Fi-nal SPT must be supported by solid ground and evidence

8.5.4 Authority and Responsibility in

Taxation

1. The amount of penalty paid for late pay-ment of taxes mustmust be approved by the authorized Officer

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8.5.4 Wewenang dan Tanggung Jawab

dalam Perpajakan

1. Besarnya denda yang dibayarkan atas

keterlambatan pembayaran pajak harus disetujui oleh Pejabat yang berwenang

2. Jika terdapat kelebihan pembayaran pajak (restitusi), maka tanggung-jawab atas ketepatan dan waktu dari persiapan pengembalian pajak berada pada unit-kerja yang menangani perpajakan

8.5.5 Penggunaan Konsultan Pajak

Penunjukan Konsultan Pajak yang independen harus mendapatkan persetujuan dari Direksi.

8.5.6 Pemeliharaan Data Perpajakan

1. Bank wajib memelihara data perpajakan minimal 10 (sepuluh) tahun terakhir

2. Data perpajakan wajib disimpan secara sistematis sesuai dengan ke-tentuan yang berlaku

3. Bukti setoran pajak wajib disimpan untuk penghitungan Pajak Akhir Ta-hun (SPT Pajak)

4. Kebijakan Akuntansi dan Chart of Ac-

counts harus menyajikan informasi yang berhubungan antara tujuan akuntansi dan perpajakan

5. Laporan perpajakan wajib mengikuti peraturan-peraturan yang telah ditentukan

8.6 Laba Ditahan

2. If the event of an overpayment of taxes (restitution), the responsibility for the timeliness and timing in preparing the tax returns lies with the work unit than handles taxation

8.5.5 Use of Tax Consultants

The appointment of an independent Tax Consultant must be approved bymust the Board of Directors.

8.5.6 Maintenance of Tax Data

1. The Bank is required to maintain tax data of at least the last 10 (ten) years

2. Taxation data mustmust be stored sys-

tematically in accordance with appli-cable provisions

3. Proof of payment of tax payment must

be kept to calculate of Year-End Tax (SPT Pajak)

4. The Accounting Policies and the the

Chart of Accounts must provide infor-mation related to the accounting and taxation purposes

5. The taxation report must comply with

the rules that have been set

8.6 Retained Earnings

1. In accordance with the provisions in

the Articles of Association of the Bank, and through the approval of the Gen-eral Meeting of Shareholders, the amount of the Retained Earnings is

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1. Sesuai dengan ketentuan dalam Anggaran Dasar Bank, dan melalui persetujuan Rapat Umum Pemegang Saham, besarnya Laba Ditahan ditetapkan dan diputuskan sesuai hasil pengesahan Laporan Keuangan Tahunan Bank

2. Kebijakan Bank dalam pembayaran dividen sepenuhnya diputuskan da-lam RUPS sesuai dengan peraturan perundang-undangan yang berlaku.

3. Kebijakan Bank berkenaan bagian dari laba yang disediakan untuk dana cadangan ditentukan oleh RUPS dengan mengindahkan peraturan perundang-undangan yang berlaku.

4. Direksi berkewajiban untuk me-ngel-ola dana cadangan dengan tujuan menghasilkan laba. Persetujuan pengelolaan dana cadangan dil-akukan oleh Dewan Komisaris dengan memperhatikan peraturan perundangan-undangan yang ber-laku.

8.7 Tresuri

1. Bank memelihara hubungan yang baik dengan otoritas keuangan, kreditur, dan institusi keuangan lainnya dengan tetap menempatkan kepentingan Bank di atas kepent-ingan pribadi atau golongan.

2. Bank harus memiliki mekanisme un-tuk menentukan strategi keuangan yang paling tepat bagi Bank secara keseluruhan, termasuk metode

determined and decided upon the re-sults of the ratification of the Bank's Annual Financial Statement

2. The Bank’s policy on dividend pay-

ment is decided in the GMS in accord-ance with prevailing laws and regula-tions.

3. The Bank's policy on the proportion

of profits allocated as reserves is de-cided by the GMS in observance of prevailing laws and regulations.

4. The Board of Directors have the obli-gation to manage the reserve funds with the objective of recording a profit. The Board of Commissioners approve the reserve fund manage-ment in observance of prevailing laws and regulations.

8.7 Treasury

1. The Bank maintains good relations with financial authorities, creditors, and other financial institutions while placing the Bank's interests beyond personal or group interests.


decide on the most appropriate fi-nancial strategy for the Bank as a whole, including methods to monitor implementation.

3. In selecting external funding sources,

the Bank must perform a compre-hensive analysis of the risks resulting from various sources of funding. The Bank must have sufficient financial re-sources in the long term and short

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pengawasan (monitoring) atas pelaksanaannya.

3. Dalam memilih sumber-sumber pen-danaan eksternal, Bank wajib melakukan analisa menyeluruh mengenai risiko kerugian dari berbagai sumber pendanaan. Bank harus memiliki sumber keuangan yang memadai untuk jangka panjang dan pendek, serta mekanisme untuk mengawasi penggunaan dana Bank untuk keperluan operasional mau-pun investasi dengan selalu mem-pertimbangkan keamanan dan ting-kat pengembalian (rate of return)

4. Bank harus memiliki mekanisme un-tuk melakukan identifikasi, penguku-ran dan pelaporan risiko keuangan yang muncul akibat aktivitas Bank. In-formasi mengenai risiko keuangan (risiko akuntansi dan risiko anggaran atau budget) dan metode akuntansi yang diterapkan disampaikan kepada Direktur atau pejabat terkait secara tepat waktu untuk memasti-kan Bank mengambil tindakan yang diperlukan dengan tingkat risiko yang dapat diterima dan disetujui Bank.

5. Bank harus memiliki suatu mekanisme untuk melakukan admin-istrasi seluruh aktiva lancar yang di-miliki oleh Bank untuk memastikan bahwa Bank secara memadai telah melakukan identifikasi atas aktiva ter-sebut dan memperhitungkan tingkat pemulihan atas kehilangan (recovery) yang wajar.

6. Sistem Informasi Akuntansi dan Manajemen diperlukan untuk menjamin tersedianya informasi akuntansi dan keuangan yang akurat, dapat diandalkan dan tepat waktu.

term, including a mechanism to su-pervise the use of the Bank's funds for operational and investment pur-poses by continuously considering security and the rate of return


identify, measure and report financial risks arising from the Bank's activities. Information on financial risks (ac-counting risks and budget risks) and applied accounting methods are communicated to the Director or rel-evant officials in a timely manner to ensure that the Bank takes the neces-sary action in accordance with the acceptable and approved level of risk.

5. The Bank is required to have a

mechanism to administer all current assets of the Bank to ensure that the Bank has adequately identified the assets and considered the reasonable level of recovery.

6. The Accounting and Management

Information System is required to ensure the availability of accurate, reliable and timely financial and accounting information.

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9

TEKNOLOGI INFORMASI

INFORMATION TECHNOLOGY

9.1 Ketentuan Umum

1. Tujuan dari pengembangan dan pengelolaan Teknologi Informasi Bank adalah untuk mendukung kegiatan operasional dan pencapaian Visi dan Misi Bank.

2. Kebijakan Teknologi Informasi mengatur pengelolaan sistem informasi dan teknologi informasi milik Bank, yang mencakup seluruh data dan informasi serta perangkat pendukung proses sistem informasi di seluruh unit kerja Bank baik yang berada di kantor pusat dan kantor-kantor cabang.

3. Teknologi Informasi adalah semua sumberdaya yang digunakan untuk mendukung kegiatan operasional Bank yang meliputi seluruh data, informasi, sistem aplikasi, perangkat lunak, perangkat keras serta jaringan komunikasi.

4. Tujuan dari pengelolaan sistem

informasi dan Teknologi Tnformasi di Bank adalah untuk menghasilkan pelayanan yang aman, bermutu, dan dapat diandalkan bagi pengguna aplikasi internal maupun eksternal dengan mempertimbangkan keseimbangan antara kerahasiaan (confidentiality), ketersediaan (availability), keandalan (reliability), efektivitas, kepatuhan (compliance), efisiensi, dan integritas.


1. The objective of Information Technology development and management is to support the Bank’s operations activities and realize the Bank’s Vision and Mission.

2. The Information Technology policy governs the management of information systems and technology of the Bank. This includes data, information, and the system that supports the information process covering all units of the Bank located at the head office and branch offices.

3. Information Technology comprises of all resources used to support the Bank’s operational activities which includes all data, information, application systems, software, hardware, and communications network.

4. The objective of managing Information Technology at the Bank is to provide safe, quality, and reliable services to internal and external application users by taking into account the balance between confidentiality, availability, reliability, effectiveness, compliance, efficiency and integrity.

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5. Pengembangan Teknologi Informasi harus sejalan dengan tujuan bisnis Bank, dengan mempertimbangkan azas manfaat yang disetujui oleh Komite Pengarah Teknologi Informasi dan/atau Direksi.

6. Pencapaian kinerja dan fungsi Teknologi Informasi Bank, berserta kebijakan-kebijakan yang menaunginya harus dievaluasi secara berkala untuk menjadi masukan untuk pembaruan kebijakan periode berikutnya.

9.2 Peran dan Tanggung Jawab

1. Direksi dan Komite Pengarah Informasi

Teknologi bertanggung jawab untuk mengarahkan dan meninjau ulang seluruh kerangka strategi Teknologi Informasi, rencana utama tindakan, kebijakan dan prosedur managemen risiko, anggaran tahunan dan penetapan tujuan kinerja.

2. Direksi dan Komite Pengarah Teknologi Informasi harus memastikan pelaksanaan, pengendalian dan pemantauan semua komponen kerangka kerja Teknologi Informasi yang tercantum di atas secara efektif.

3. Direksi dan Komite Pengarah Teknologi Informasi harus memastikan bahwa semua rencana dan pengembangan Teknologi Informasi sesuai dengan tujuan bisnis Bank.

5. The development of Information Technology must be in line with the Bank's business objectives, considering the principle of benefits that has been approved by the Information Technology Steering Commititee and/or the Board of Directors.

6. The performance and function of the Bank's Information Technology, and the underlying policies must be evaluated periodically and used as an input in next policy update.

9.2 Roles and Responsibilities

1. The Board of Directors and the In-formation Technology Steering Committee are responsible in di-recting and reviewing the overall Information Technology strategy framework, main action plans, risk management policies and proce-dures, annual budgets and per-formance objective setting.

2. The Board of Directors and the

Information Technology Steering Committee must ensure effective implementation, control and monitoring of the aforementioned Information Technology framework components.

3. The Board of Directors and the

Information Technology Steering Committee must ensure that the planning and development of Information Technology is in line with the Bank’s business objectives.

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9.3 Pengelolaan Teknologi Informasi

9.3.1 Strategi dan Perencanaan Teknologi Informasi

1. Perencanaan Teknologi Informasi harus merupakan bagian integral dari proses perencanaan usaha Bank dan disertakan dalam Rencana Bisnis Bank.

2. Strategi Teknologi Informasi perlu disusun sebagai bagian integral dari Strategi Bank dengan memperhatikan:

a. Sistem dan Teknologi Informasi

harus mendukung kegiatan-kegiatan back-office, perencanaan dan pengambilan keputusan eksekutif, kegiatan-kegiatan front-

office, pemasaran, penjualan dan layanan nasabah. Integrasi layanan untuk mengelola hubungan yang komprehensif antara pemangku kepentingan harus menjadi tujuan dari strategi Teknologi Informasi.

b. Teknologi Informasi yang digunakan oleh Bank harus mendukung pengembangan bisnis, pencapaian tujuan Bank dan keberlanjutan layanan Bank kepada nasabahnya.

c. Strategi tersebut harus disusun sedemikian rupa sehingga tetap relevan selama sekurangnya masa amortisasi investasi pengadaan peralatannya.

9.3 Information Technology Management 9.3.1 Information Technology Strategy and Planning

1. Information Technology planning must be an integral part of the Bank’s business planning process and included in the Bank’s Business Plan.

2. The Information Technology strategy must be formulated as an integral part of the Bank’s Strategy by considering the fol-lowing:

a. Information system and tech-nology must support back-office activities, executive planning and decision mak-ing a, front-office activities, marketing, sales and cus-tomer service. Service inte-gration for comprehensive relationship management among stakeholders must be the objective of the infor-mation system and technol-ogy strategy.

b. The Information Technology used by the Bank must sup-port business development, achievement of the Bank’s objectives and continued services for the Bank’s cus-tomers.

c. The strategy must be formu-lated in such a way to remain relevant for at least the mini-mum amortization period of investment in equipment.

d. Its scope must be consistent with the Architectural Design of Information Technology stipulated and used by the

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d. Cakupannya harus mengikuti rancangan Arsitektur Sistem dan Teknologi Informasi yang telah ditentukan dan digunakan Bank, serta mengikuti rancangan pokok masing-masing komponen arsitektur dan jadwal pengembangannya.

e. Pengembangan bisnis, produk dan layanan yang dimungkinkan oleh penerapan Teknologi Informasi yang baik harus diupayakan semaksimal mungkin.

f. Setiap perubahan dalam strategi usaha Bank harus dikaji dampaknya terhadap strategi Teknologi Informasi.

3. Pengembangan Teknologi Informasi

harus selaras dengan tujuan bisnis Bank, dengan mempertimbangkan azas manfaat yang disetujui oleh Komite Pengarah Teknologi Informasi dan/atau Direksi.

9.3.2 Penganggaran Sistem dan Teknologi Informasi

1. Anggaran Teknologi Informasi diatur

dan dikonsolidasikan sejalan dengan rencana strategis Teknologi Informasi yang disusun untuk disetujui Direksi.

2. Proses Penganggaran Teknologi Informasi dilandasi analisis biaya dan manfaat dan pemantauan yang konsisten atas manfaat penerapannya.

9.3.3 Manajemen Proyek Teknologi Informasi

Bank as well as the main de-sign of the respective archi-tectural components and de-velopment schedules.

e. Business, product and service development allowed by proper implementation of In-formation Technology must be optimized.

f. The impact of changes in the Bank’s business strategy must be reviewed against the IT strategy.

3. Information Technology develop-

ment must be in line with the Bank's business objectives, taking into account the principle of bene-fits agreed by the IT Steering Com-mittee and/or the Board of Direc-tors

9.3.2 Information Technology and System Budgeting

1. The Information Technology budget is structured and consoli-dated in alignment with the strate-gic Information Technology plan for the approval of the Board of Di-rectors.

2. The Information Technology budgeting process is based on a cost and benefit analysis and consistent monitoring of the implementation benefits.

9.3.3 Information Technology Project Management

1. In Information Technology project management, the Information Technology function is responsible to ensure that all activities are

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1. Dalam manajemen proyek Teknologi Informasi, fungsi Teknologi Informasi bertanggung jawab untuk memastikan bahwa seluruh aktivitas yang dijalankan selesai secara tepat waktu dengan kualitas yang sesuai dengan standar yang telah disetujui.

2. Semua sistem Teknologi Informasi yang baru, baik perangkat keras, perangkat lunak, maupun perangkat jaringan, wajib diuji coba sebelum diimplementasikan untuk memastikan bahwa semuanya dapat beroperasi secara efektif dan efisien dan memenuhikebutuhan Bank. Proses uji coba sekurangnya wajib mencakup:

a. System Test untuk memastikan

bahwa tujuan pengembangan tercapai sesuai rencana.

b. User Acceptance Test untuk menguji manfaat dan kemudahan pemakaian.

3. Fungsi Teknologi Informasi bertanggung jawab untuk memastikan adanya pelaporan yang jelas, teratur dan sistematis dalam manajemen proyek Teknologi Informasi. Fungsi ini wajib mengidentifikasi masalah dalam proyek sedini mungkin. Ini diperlukan agar masalah dapat diatasi dengan cepat dan dampak terhadap proyek dapat diminimalkan.

9.3.4 Pengelolaan Operasional Teknologi Informasi

1. Fungsi Teknologi Informasi harus memastikan bahwa seluruh sistem Teknologi Informasi yang digunakan diperbarui dengan baik agar tidak terjadi gangguan operasional.

2. Fungsi Teknologi Informasi harus memberikan dukungan teknis kepada

completed on time with the quality that meets the approved standards.

2. All new Information Technology systems, hardware, software, or networking devices, must be tested before implementation to ensure that they operate effectively and efficiently meeting the Bank’s requirement.. At the minimum, the testing process must include:

a. System Test to ensure that the development goals are achieved as planned.

b. User Acceptance Test to test the benefits and user friendli-ness.

3. The Information Technology function unit is responsible to ensure clear, regular, and systematic reporting in the Information Technology project Management. The function must be able to identify problems as early as possible.. This is required to enable timely problem resolution and minimum impact on the project.

9.3.4 Information Technology Operations Management

1. The Information Technology func-

tion must must ensure that all In-formation Technology systems are properly updated to avoid any dis-ruption in operational activities.

2. The Information Technology func-

tion must must provide technical support to all users at the Bank in managing and the maintaining hardware, software and network devices of the Bank.

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seluruh pengguna di Bank dalam mengelola dan memelihara perangkat keras, lunak, dan perangkat jaringan di seluruh Bank.

3. Dalam menjalankan fungsinya sebagai pendukung teknis bagi seluruh pengguna, fungsi Teknologi Informasi di Bank dapat berkerja sama dengan pihak ketiga atau penyedia jasa Teknologi Informasi. Cakupan dari Ser-vice Level Agreement (Kesepakatan Tingkat Layanan) harus jelas dan mem-pertimbangkan kapabilitas Bank.

4. System Teknologi Informasi penting yang dimiliki Bank harus memiliki pen-cadangan (back-up) yang memadai yang dapat menjamin operasional Bank jika terjadi gangguan terhadap system utama.

9.3.5 Pelayanan Teknologi Informasi oleh Pihak Penyedia Jasa

1. Penyediaan Jasa Teknologi Informasi kepada Bank oleh Penyedia Jasa Teknologi Informasi dilandasi oleh Peraturan Otoritas Jasa Keuangan No. 38/POJK.03/2016 tentang Penerapan Managemen Risiko dalam Penggunaan Teknologi Informasi oleh Bank Umum.

2. Jika implementasi Teknologi Informasi Bank dilakukan oleh Penyedia Jasa Teknologi Informasi, maka Bank wajib untuk menjalankan praktik yang adil dan tranparan dalam proses nominasi penyedia jasa Teknologi Informasi. Bank tetap bertanggung jawab atas pelaksanaan manajemen risiko, evaluasi kinerja dan ketersediaan layanan.

3. Jika implementasi Teknologi Informasi

Bank dilakukan oleh Penyedia Jasa Teknologi Informasi, maka Penyedia Jasa wajib melaksanakan pengendalian, memberikan akses terhadap data untuk

3. In performing its technical support function for all users, the function Information Technology of the Bank can work with third parties or Information Technology service providers. The scope of the Service Level Agreement must be well-de-fined and consider the Bank's capa-bilities.

4. The Bank’s critical Information Technology systems must have adequate back-up that can guarantee the Banks operations in the events of disruption of the main systems.

9.3.5 Information Technology Services by Service Providers

1. The Information Technology ser-vices by Information Technology Service Providers is based on Fi-nancial Services Authority Regu-lation No. 38/POJK.03/2016 on the Implementation of Risk Man-agement in Commercial Bank Use of Information Technology.

2. If the Bank’s Information Tech-nology implementation is per-formed by an Information Tech-nology Service Provider, the Bank is required to apply fair and trans-parent practices in nominating service providers.The Bank re-mains responsible in risk man-agement, performance evalua-tion and availability of service.

3. If the Bank Information Technology

implementation is performed by an Information Technology Service Provider, the Service Provider is re-quired to implement sufficient control, provide access to the re-quired data for internal or external

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kepentingan audit internal maupun external, menjamin keamanan semua informasi, dan menyediakan Rencana Penanggulangan Bencana yang telah diuji dengan baik. .

4. Jika Penyedia Jasa Teknologi Informasi

adalah pihak yang terkait dengan Bank, maka Bank harus tetap menjalankan proses seleksi dan transaksi secara berhati-hati sesuai dengan prinsip manajemen risiko dan prinsip ’arm's length’ (pihak-pihak yang dimaksud independen satu sama lain).

9.3.6 Sistem Kontrol dan Audit Internal Teknologi Informasi

1. Fungsi Teknologi Informasi wajib menerapkan pedoman dan pengendalian audit internal yang efektif terhadap semua aspek penggunaan Teknologi Informasi yang dilakukan oleh unit kerja operasional, unit kerja audit internal, atau pihak lain minimum sekali dalam setahun.

2. Hasil audit internal terhadap penggunaan Teknologi Informasi harus disampaikan sebagai bagian dari laporan kegiatan dan hasil temuan utama audit internal sebagaimana ditentukan dalam peraturan mengenai fungsi audit internal standar.

3. Bank harus meninjau fungsi audit internal pada penggunaan Teknologi Informasi minimum 1 (satu) kali dalam setiap 3 (tiga) tahun.

9.3.7 Pengelolaan Keamanan Sistem Teknologi Informasi

1. Untuk menjaga keamanan terhadap informasi di Bank, fungsi Teknologi Informasi bertanggung jawab untuk mengatur akses seluruh pengguna terhadap informasi tersebut melalui

auditors, guarantee security of in-formation and provide a properly tested Disaster Recovery Plan.

4. If the Information Technology Service Providers is a party related to the Bank, the Bank must continue to exercise prudence in the selection and transaction process abiding to the principles of risk management and arm’s length.

9.3.6 Information Technology Control and Audit System

1. The Information Technology func-tion mustmust implement effec-tive internal audit and control guidelines on all the aspects of Information Technology usage conducted by operational, inter-nal audit function or other par-ties at least once a year.

2. The results of internal audit on the use of Information Technology must be submitted as part of the activity report and the main inter-nal audit findings as defined in the rules on the function of standard internal audit.

3. The Bank must review the internal audit function on the use of Information Technology at least every 3 (three) years.

9.3.7 Information Technology System Security Management

1. To maintain information security

within the Bank, the Information Technology function is responsible to manage the access of all users to such information through the provi-sion of passwords for access and ac-cess leveling methods based on the level of positions at the Bank.

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pemberian password untuk akses dan metode pemberian akses sesuai tingkat jabatan di Bank.

2. Fungsi Teknologi Informasi bertanggung jawab untuk menyusun dan memastikan bahwa kebijakan keamanan Teknologi Informasi sejalan dengan kondisi operasional Bank.

3. Sistem akses Teknologi Informasi yang

digunakan Bank wajib dijaga agar aman dari akses fisik dan logis yang tidak semestinya. Pengamanan akses wajib dikaji dan diuji coba secara periodik, terutama yang menyangkut hal-hal berikut: a. Sistem firewall dan teknik

pengamanan lainnya dalam mengamankan akses dari luar.

b. Pembagian tugas dan wewenang karyawan wajib direfleksikan dengan tepat dalam peringkat akses.

c. Akses wajib diproteksi dengan password masing-masing karyawan. Para pemakai wajib mengganti password secara rutin.

d. Untuk mengelola Keamanan Teknologi Informasi Bank wajib memiliki sistem kontrol dan pengawasan untuk administrasi password.

e. Untuk mendeteksi dan mencegah akses tanpa otorisasi, wajib disusun prosedur dan cara pengawasannya.

f. Mengevaluasi kemungkinan risiko yang berasal dari jaringan komunikasi Bank secara periodik.

g. Akses ke server, hub dan fasilitas

lainnya dibatasi hanya untuk karyawan yang berwenang.

4. Seluruh akses terhadap sistem Teknologi Informasi harus direkam dan didokumentasikan secara sistematis dimana identitas pengguna dan aktivitasnya dapat diketahui dengan mudah.

2. The Information Technology func-tion is responsible in preparing and ensuring that the Information Tech-nology security policy is in line with the operational conditions of the Bank.

3. The Information Technology access

system used by the Bank must be kept safe from unauthorized physi-cal and logical access. Access secu-rity must be reviewed and tested periodically, especially with regard to the following aspects: a. Firewall system and other secu-

rity techniques to secure exter-nal access.

b. The duties and authority of em-ployees must be accurately re-flected in access ratings.

c. Access must be protected with the password of each em-ployee. Users are required to change their passwords regu-larly.

d. To manage IT Security, the Bank must have a control and moni-toring system for password ad-ministration.

e. To detect and prevent unau-thorized access, compulsory procedures and means of con-trol must be established.

f. Evaluate the possible risks aris-ing from the Bank's communi-cation network periodically.

g. Access to servers, hubs and other facilities is restricted to authorised employees.

4. All access to the Information Technology system must be systematically recorded and documented in a way that the user and the user’s activities can be easily identified

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9.3.8 Keamanan Informasi

1. Secara umum semua informasi Bank adalah rahasia dan tidak diungkapkan kepada pihak eksternal tanpa otorisasi yang benar.

2. Tujuan kebijakan keamanan informasi adalah untuk melindungi data, informasi beserta perangkat pendukung proses informasi yang berada di seluruh Bank dari ancaman yang berasal dalam dan luar Bank, melalui konsep ‘AIC’, yaitu:

Availability – Memastikan bahwa data dan informasi serta perangkat pendukung proses informasi tersedia dan berfungsi saat diperlukan.

Integrity – Menjaga kelengkapan dan integritas data, sehingga hanya orang yang berwenang yang boleh meng- ubahnya.

Confidentiality – Kerahasiaan informasi harus dijaga. Hanya orang-orang dan sistem aplikasi tertentu yang dapat mengaksesnya.

9.3.9 Pengelolaan Back-up dan Penanggulangan Bencana

1. Fungsi Teknologi Informasi harus memastikan adanya sistem back-up Teknologi Informasi untuk menjamin kelangsungan usaha dan meminimalkan gangguan terhadap sistem operasional.

2. Back-up terhadap seluruh sistem Teknologi Informasi harus dijalankan

9.3.8 Information Security

1. As a rule, all information of the Bank is confidential and is not disclosed to external parties without proper authorization.

2. The objective of the information security policy is to protect data, information, and the equipment that supports the information process of the Bank from internal and external threats using the ‘AIC’ concept:

Availability – Ensuring that the data, information, and the equip-ment that supports the information process are available and functioning when needed.

Integrity – Maintaining the completeness and integrity of the data and therefore only authorized persons can make changes.

Confidentiality – The confidentiality of information must be protected. Only authorized persons and application systems may have access to it.

9.3.9 Back-up and Disaster Recovery

Management

1. The Information Technology function must ensure t proper Information Technology back-up system to guarantee business continuity and minimize disruption to the operational system. 2. Back-up of all Information Technology systems is performed periodically depending on the operational needs of the Bank.

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secara berkala sesuai dengan kebutuhan operasional Bank.

3. Sistem back-up Teknologi Informasi Bank yang juga menjadi sistem Penanggulangan Bencana harus berada di lokasi yang berbeda dari sistem Teknologi Informasi Bank.

4. Bank wajib memiliki dan mengimplemtasikan Rencana Penanggulangan Bencana yang diuji coba secara periodik.

5. Pada saat Sistem Penanggulangan Bencana diaktivasi, fungsi Teknologi Informasi harus meminimalisir dampak terhadap kegiatan operasional Bank.

3. The back-up system of the Bank’s Information Technology that is also a Disaster Recovery system must be housed in a different location from the Bank's Information Technology system. 4. The Bank is required to prepare and implement a Disaster Recovery Plan that is tested periodically. 5. When the Disaster Recovery System is activated, the Information Technology function must minimize the impact on the Bank's operational activities.

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10

MANAJEMEN PENGADAAN

PROCUREMENT MANAGEMENT

10.1 Ketentuan Umum

1. Seluruh proses pengadaan Bank wajib dijalankan dengan prinsip tepat jumlah, tepat kualitas, tepat harga, tepat prosedur dan tepat waktu serta mengacu kepada kebutuhan Bank secara keseluruhan.

2. Kebijakan pengelolaan Pengadaan meliputi pengadaan produk, barang dan jasa di Bank yang dilakukan melalui pembelian maupun sewa.

3. Pengadaan produk, barang dan jasa hanya dapat diadakan bila sudah tertera dalam RKAP dan merupakan bagian dari rencana bisnis Bank.

4. Proses pengadaan Bank wajib tunduk pada peraturan perundang-undangan pemerintah dan di dokumentasikan dengan baik agar dapat diketahui dan dimengerti oleh pelaksananya.

5. Bank telah membentuk fungsi Pengadaan dengan tugas dan tanggung jawab yang jelas.

6. Tugas serta tanggung jawab fungsi Pengadaan di Bank dijalankan dengan memperhatikan biaya dan manfaat yang dihasilkan. Secara umum, fungsi Pengadaan Bank memiliki tugas dan tanggung untuk mengkoordinasikan


1. The entire procurement process of the Bank must be executed on the principle of the right quantity, quality, price, timeliness according to the overall needs of the Bank.

2. The Procurement management pol-icy covers the procurement of prod-ucts, goods and services for the Bank, which is conducted through purchases or leasing.

3. The procurement of products, goods and services can only be provided when it is stated in the RKAP and is part of the Bank’s business plan.

4. The Bank's procurement process must abide to the laws and regula-tions of the government and must be properly documented in order to be known and understood by exec-utors.

5. The Bank has established a Procurement function with clear duties and responsibilities.

6. The tasks and responsibilities of the Procurement function at the Bank are performed by taking into account the costs and resulting benefits. As a rule, the Procurement function of the Bank’s duty and responsibility is to strategically coordinate purchasing at the Bank, issue Purchasing policies and

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Pengadaan secara strategis di Bank, menerbitkan kebijakan dan mekanisme Pengadaan yang berlaku di Bank serta membuat standar, prinsip dan ketentuan lainnya untuk proses Pengadaan.

7. Fungsi Pengadaan mengusahakan pengadaan dan pembaruan Sistem Informasi Pengelolaan dan Pengadaan yang terintegrasi sesuai dengan perkembangan teknologi terkini dan kebutuhan bisnis.

8. Pencapaian kinerja fungsi Pengadaan Bank serta kebijakan-kebijakan yang menaunginya harus dievaluasi secara berkala untuk dijadikan pertimbangan dalam menyusun kebijakan selanjutnya.

10.2 Proses Pengelolaan Pengadaan

10.2.1 Perencanaan Pengadaan dan Alih Daya Strategis 1. Agar dapat menjalankan proses pengadaan yang mendukung kegiatan operasional Bank secara efektif dan efisien, Bank wajib mengembangkan mekanisme yang dapat mengidentifikasi pola pengadaan, dampak/resiko terhadap kegiatan operasional serta biaya barang dan/atau jasa yang diadakan. 2. Perencanaan pengadaan dalam Bank harus mengacu kepada RKAP (Rencana Kegiatan Anggaran Perusahaan) Bank yang telah disetujui dan mencakup seluruh unit kerja dan usaha di Bank. 3. Melalui perencanaan pengadaan yang baik, Bank senantiasa berusaha

mechanisms, and prepare standards, principles and other provisions of the Purchasing process.

7. The Procurement function seeks to provide and update an integrated Procurement Management Information System according to the latest developments in technology and business needs.

8. The performance of the Procurement function and the underlying policies must be evaluated periodically and considered in the next policy updates.

10.2 Procurement Management Process 10.2.1 Procurement Planning and Strategic Outsourcing

1. To allow implemention of a procurement process that supports the Bank’s operations effectively and efficiently, the Bank must develop a mechanism that can identify procurement patterns, the impact/risk on operational activies and the costs of good/services rendered.

2. Procurement planning within the Bank must refer to the Bank's approved RKAP (Corporate Activity Budget Plan) which incorporates all units and businesses of the Bank.

3. By having appropriate procurement planning, the Bank seeks to obtain

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untuk mendapatkan potongan harga (diskon) bagi Bank. 4. Anggaran pengadaan wajib dibuat dan dikonsolidasikan terlebih dulu dengan melakukan analisis untuk mengetahui prioritas dan dampak bisnisnya. Anggaran pengadaan harus mendapatkan persetujuan dari pejabat yang berwenang sesuai dengan batas wewenang yang disetujui Direksi. 5. Perencanaan pengadaan diupayakan dapat mencegah terjadinya fraud

(kecurangan) dan ketergantungan terhadap pihak tertentu.

6. Realisasi dari rencana pengadaan wajib dikaji secara berkala agar dapat dikaji efektifitasnya.

10.2.2 Permintaan Pengadaan

1. Permintaan pengadaan barang dan/atau jasa dilakukan dengan mengajukan permohonan tertulis yang disertai alasan pengadaannya dan wajib disetujui oleh pejabat tertinggi yang bertanggung jawab terhadap fungsi Pengadaan.

2. Bank wajib menentukan tingkat kewenangan dalam persetujuan pengadaan dengan mempertimbangkan efisiensi dan resiko dari pengadaan tersebut terhadap Bank.

3. Seluruh permintaan pengadaan harus dapat dibebankan kepada pos anggaran yang telah disetujui di RKAP dan Rencana Pengadaan Bank.

4. Pemecahan suatu pengadaan ke dalam pengadaan-pengadaan yang berjumlah lebih kecil dengan

discounted price deals for the Bank.

4. The procurement budget must be prepared and consolidated by performing an analysis to understand priority levels and the impact on the business. The procurement budget must be approved by the authorised persons according to the authority limits approved by the Board of Directors.

5. Procurement planning must aim to prevent fraud and dependence on certain parties.

6. The fulfillment of the procurement plan must be reviewed periodically to evaluate effectiveness.

10.2.2 Procurement Requests

1. The procurement request of goods and/or services must be done in writing and must explain the reason for the purchase. The request must be approved by the highest-ranking official responsible for the Procurement function.

2. The Bank must set the level of authority in approving procurement by taking into account the efficiency and risks of the purchases to the Bank.

3. All procurement requests must be chargeable to the respective posts which have been approved in the RKAP and the Bank’s Procurement Plan.

4. Dividing a purchase into a number of smaller accounts in an attempt to avoid exceeding the approval limit must be avoided.

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tujuan menghindari batas wewenang persetujuan harus dihindari.

5. Bank wajib menyusun mekanisme dan kebijakan yang jelas dan terkendali untuk pengadaan barang dan/atau jasa yang diperlukan di luar anggaran dan rencana pengadaan yang telah ditentukan.

6. Pengadaan di luar anggaran dan/atau rencana pengadaan wajib disetujui oleh Direksi.

7. Setiap relokasi anggaran investasi ke dalam biaya atau sebaliknya wajib mendapat persetujuan terlebih dahulu dari Direksi.

8. Investasi atau pengeluaran biaya di atas jumlahtertentut, harus didahului studi kelayakan dengan memperhatikan analisa biaya dan manfaat.

10.2.3 Pelaksanaan Pengadaan

1. Pelaksanaan pengadaan barang dan/atau jasa di Bank menganut prinsip transparansi, independensi dan keadilan serta akuntabilitas yang jelas.

2. Metode sourcing (penentuan sumber asal) barang dan/atau jasa di Bank harus mengoptimalkan manfaat yang diperoleh dengan biaya yang dikeluarkan di Bank

3. Pengadaan di atas jumlah tertentu yang bukan merupakan pengadaan rutin wajib dilaksanakan melalui proses seleksi produk dan pemasoknya.

4. Bank wajib memiliki pedoman untuk melakukan proses seleksi

5. The Bank is required to establish clear and controlable policies and mechanisms for procurement of goods and/services required that have not been budgeted or mentioned in the procurement plan.

6. Procurement that has not been included in the procurement plan must be approved by the Board of Directors prior to order placement.

7. Any relocation of the investment budget into the cost or otherwise requires the approval of the Board of Directors.

8. Investments or expenses that exceed a certain amount must be preceded by a feasibility study that takes into account the cost and benefit analysis.

10.2.3 Procurement Execution

1. Procurement of goods and/or services at the Bank adheres to the principle of transparency, independence, fairness and clear accountability.

2. The method of sourcing the goods and/or services for the Bank must optimize the resulting benefits and costs.

3. Procurements that exceed a certain amount and are regular procurements must follow a product and supplier selection process.

4. The Bank is required to have a guideline on the products and supplier selection process to be able

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produk dan pemasoknya agar mendapatkan produk danjasa dengan kualitas terbaik dan harga yang paling menguntungkan Bank.

5. Bank menerapkan 6 (enam) kriteria dasar berikut dalam setiap keputusan yang menyangkut pengadaan:

a. Harga: Barang dan/atau jasa diperoleh dengan harga yang wajar dan pantas.

b. Volume: Pengadaan dalam jumlah yang tepat dan sesuai dengan kebutuhan

c. Kualitas: Barang dan/atau jasa sesuai dengan standar kualitas yang ditetapkan

d. Kepatuhan: Barang dan/atau jasa telah sesuai dengan kebutuhan operasional dan peraturan keselamatan yang berlaku

e. Waktu: pengadaan terealisasi secara efisien dan tepat waktu sehingga tidak menganggu kegiatan operasional

f. Sourcing: Mendapatkan sum-ber penyedia barang dan/atau jasa yang tepat.

6. Wewenang dan tanggung jawab seluruh proses Pengadaan bagi sebuah unit kerja ada pada Pejabat tertinggi dalam unit kerja tersebut yang pelaksanaannya dikoordinasi oleh yang menjalankan fungsi Pengadaan. Sehubungan dengan hal tersebut, Bank harus memiliki mekanisme koordinasi antara user (pengguna) dan Unit Pengadaan yang diterapkan secara konsisten

7. Proses pengadaan Bank harus diarahkan untuk mencegah terjadinya KKN (Korupsi, Kolusi dan Nepotisme) dan ketergantungan pada pihak-pihak tertentu. Proses ini harus didokumentasikan

to acquire the best quality products and services at a price that is most beneficial to the Bank.

5. The Bank applies 6 (six) basic criteria in all decisions related to procurement:

a. Price: Goods and/or services are

acquired at a fair and appropri-ate price

b. Volume: Procurement is done in the right quantity according to needs

c. Quality: Goods and/or services rendered are in accordance with the required quality stand-ards

d. Compliance: Goods and/or ser-vices meet operational require-ments and safety regulations

e. Time: Goods and / services are delivered in an efficient and timely manner so as not to dis-turb the Bank’s operational ac-tivities.

f. Sourcing: Obtaining goods and/or services from appropri-ate source.

6. The authority and responsibility of the entire Procurement process is in the highest-ranking officer of the respective work unit of which the execution is coordinated by the unit performing the Procurement function. In relation thereto, the Bank must have a coordination mechanism between the user and Procurement unit which is applied consistently.

7. The Bank’s procurement process must be aimed to prevent corruption, collusion, nepotism and dependence on certain parties. The process must be well documented so that it is known and understood by the executors.

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dengan baik agar dapat diketahui dan dimengerti oleh para pelaksananya.

8. Sedapat mungkin seluruh pemesanan barang dan/atau jasa di Bank menggunakan dokumen dan/atau kontrak yang telah dibakukan.

9. Seluruh pemesanan atau perikatan janji Bank dalam proses pengadaan harus didokumentasikan secara jelas, teratur dan sistematis. Ini diperlukan agar proses pengadaan atas barang dan/atau jasa dapat ditelusuri mulai dari perencanaan hingga realisasi.

10. Barang dan/atau jasa yang telah diterima harus dikaji kesesuaiannya terhadap jumlah, standar kualitas dan spesifikasi yang telah ditentukan di dalam kontrak dan/atau dokumen perikatan perjanjian lainnya.

11. Hasil dari proses pengadaan dan kinerja dari Fungsi Pengadaan harus dikaji dan dilaporkan secara berkala.

12. Untuk menghindari adanya benturan kepentingan dalam proses pengadaan, maka praktek-praktek berikut diimplementasikan di Rabobank Indonesia:

a. Dalam proses bergabung dengan Bank, semua staf menandatangani Code of Conduct yang antara lain mencakup Pernyataan Bebas Benturan Kepentingan dan mematuhinya.

b. Staf tidak diperkenankan menerima hadiah dan hiburan dalam bentuk apapun. Jika karena sesuatu hal

8. As much as possible, all purchase requests of goods and/or services of the Bank must use standardized documents and/or contracts.

9. All purchase requests or commitments in the procurement process must be clearly, regularly and systematically documented. This is necessary to allow traceability of the procurement process of goods and/or services from planning to fulfillment.

10. Goods and/or services received must be assessed in accordance with the amount, quality standards and specifications specified in the contract and/or other contracting documents.

11. The results of the procurement and performance process in the Procurement function must be reviewed and reported on a regular basis.

12. To avoid conflict of interest in the procurement process, the following practices apply at Rabobank Indonesia:

a. In the onboarding process, all staff have signed the Code of Conduct which includes a Conflict of Interest Statement of which they adhere to.

b. Staff are prohibited from receiving any type of gift and entertainment. If for some reason the gift or entertainment

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penerimaan hadiah atau hiburan tidak dapat dihindari maka penerima harus mematuhi Kebijakan Pemerimaan Hadiah dan Hiburan dan melaporkannya dalam sistem pelaporan internal Bank.

c. Melaporkan kepada atasan masing-masing segala upaya pendekatan yang dilakukan oleh pemasok sehubungan dengan penyediaan barang dan jasa.

13. Penyedia barang dan/atau jasa wajib menandatangani kontrak yang antara lain berisi pernyataan yang menyatakan bahwa mereka tidak melakukan kolusi dengan staf Pengadaan, karyawan lainnya dalam Bank, atau sesama calon pemasok.

14. Pengadaan wajib mempunyai suatu mekanisme kontrol yang independen terhadap proses Pengadaan, untuk memastikan:

a. Barang dan jasa yang dipesan telah mendapat persetujuan dari orang yang berwenang, sesuai dengan batas wewenang yang telah disetujui Direksi.

b. Barang dan jasa yang dipesan mendukung rencana bisnis Bank.

10.2.4 Pengelolaan Pemasok

1. Seleksi pemasok, termasuk wewenang dan pendelegasiannya, dimaksudkan untuk mendapatkan produk atau jasa dengan kualitas terbaik dan harga yang paling menguntungkan Bank. Secara

is unavoidable, the receiver of the gift/entertainment must abide to the Bank’s Gift and Entertainment Policy and report the gift/entertainment in the Bank’s internal reporting system.

c. Report any attempt by suppliers to approach staff with regards to the procurement of products and/or services to the respective supervisor.

13. Goods and/or service providers must sign a statement which, among others, declare that they will not collude with Procurement staff, any other Bank employee or other prospective suppliers.

14. Procurement must have an independent control mechanism in the Procurement process, to ensure that:

a. Goods and services ordered

have been approved by author-ized persons according to the authorized limits approved by the Board of Directors.

b. Goods and services rendered support the Bank's business plan.

10.2.4 Supplier Management

1. Supplier selection, including author-ity and delegation, aims to obtain products or services of the highest quality and the most favorable price for the Bank. The Bank periodically reviews the performance of its sup-

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periodik Bank melakukan kajian kinerja para pemasoknya berdasarkan kemampuan teknis, harga, kualitas, ketepatan waktu penyerahan dan layanan bagi permintaan mendadak. Proses kajian kinerja ini didokumentasikan dan diterapkan dengan konsisten.

2. Bank memiliki Daftar Pemasok Mampu (Approved Vendor List dan Preferred Vendor List) bagi para pemasok yang terbukti layak dan juga Daftar Pemasok Tidak Mampu bagi para pemasok yang gagal memenuhi kualitas yang ditetapkan oleh Bank.

pliers based on technical compe-tence, price, quality, delivery timeli-ness, and on-demand services. This performance review process is doc-umented and implemented consist-ently.

2. The Bank maintains an Approved Vendor List and Preferred Vendor List for adequate suppliers as well as an Inadequate Supplier List for suppli-ers who have failed to meet the Bank’s quality standards.

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11

HUKUM

LEGAL

11.1 Ketentuan Umum

1. Pengelolaan proses hukum ber-tujuan untuk mendukung Bank da-lam mencapai visi dan misinya dengan memastikan bahwa kegiatan usaha/aktivitas Bank secara hukum sesuai dengan peraturan un-dang-undang, dan peraturan lainnya dan terlindungi dari risiko hukum yang mungkin terjadi.

2. Kebijakan hukum mengatur pengel-olaan semua proses hukum dan kegiatan usaha Bank, termasuk kepatuhan terhadap undang-un-dang, peraturan perundang-un-dangan, peraturan lainnya dan semua aspek unit kerja legal.

3. Ketentuan hukum yang menjadi pe-doman dalam pelaksanaan usaha Bank meliputi seluruh peraturan yang berkaitan dengan usaha Bank antara lain peraturan di bidang Perdata, Pidana, Hukum Dagang, Ke-pailitan, Perlindungan Konsumen, dan sebagainya, serta peraturan yang bersifat khusus yang berlaku bagi Bank atau kegiatan Bank, antara lain Undang-Undang Perseroan Terbatas, Undang-undang Per-bankan, Hukum tentang Jaminan, Peraturan Bank Indonesia, Peraturan Otoritas jasa Keuangan, Peraturan Pasar Modal, serta ketentuan-ke-tentuan lain dari instansi berwenang yang berkaitan dengan kegiatan usaha Bank.


1. The management of the legal pro-cesses aims to support the Bank in achieving its vision and mission by ensuring that the operations/busi-ness activities of the Bank are le-gally compliant with relevant law, statutory regulations, other regula-tions, and is protected from any possible legal risk.

2. The legal policy governs the man-agement of all legal processes and business activities of the Bank. This includes compliance with the law, statutory regulations, other regula-tion and all aspects of the legal working units.

3. The legal provisions that serve as guideline for the Bank’s business conduct, take into account any regulations related to Bank’s busi-ness, which include Civil Law, Criminal Law, Commercial Law, Bankruptcy Law, Consumer Protection Law and special regula-tions applicable to the Bank or the Bank’s activities, such as, Limited Li-ability Law, Banking Law, regulations on security, Bank Indo-nesia Regulations, Financial Ser-vices Authority Regulations, Capital Market Regulations as well as other provisions issued by the au-thorities

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4. Proses hukum Bank harus selaras dengan tujuan dan strategi bisnis Bank secara keseluruhan.

5. Bank menetapkan fungsi hukum un-tuk bertindak sebagai penasehat hukum internal bank. Fungsi hukum harus bertindak sebagai unit yang independen, dan tidak terpengaruh oleh siapapun.

11.2 Peran dan Tanggung Jawab

1. Dewan Komisaris dan Direksi ber-tanggung jawab untuk mengawasi, membimbing dan mengkaji rencana utama tindakan dan nasehat, ke-bijakan dan prosedur manajemen risiko, anggaran tahunan dan penetapan tujuan kinerja unit kerja legal.

2. Direksi harus memastikan bahwa semua upaya dan tindakan hukum Bank diambil sesuai peraturan pe-rundang-undangan. Tindakan hukum harus dilakukan sesuai dengan proses dan prosedur yang ditetapkan untuk meminimalkan risiko hukum. Dalam hal perselisihan hukum melibatkan Bank, perlu untuk memastikan bahwa proses pem-belaan dan proses hukum lainnya dilakukan dengan benar untuk melindungi kepentingan Bank.

3. Untuk menangani risiko hukum dan

penerapan undang-undang dan peraturan, dibentuk unit kerja hukum untuk memberikan pen-dapat hokum, pandangan hukum dan/atau saran hukum kepada Bank, kantor cabang, manajemen dan kar-yawan serta memberikan rekomen-dasi lain yang diperlukan.

4. Pejabat dan/atau unit kerja Bank harus memperhatikan aspek hukum

4. The Bank’s legal processes must be in alignment with the Bank’s over-all business objectives and strat-egy.

5. The Bank’s legal function is estab-lished to act as an in-house counsel for the Bank. The legal function must act as an independ-ent unit, and is not affected by an-yone.

11.2 Roles and Responsibilities

1. The Board of Commissioners and Board of Directors are responsible for overseeing, guiding and reviewing the major plans of actions and advice, risk management policies and procedures, annual budgets and performances of the legal working unit.

2. The Board of Directors must ensure that all legal efforts and actions of the Bank are taken pursuant to and in compliance with laws and regulations. The legal actions must be undertaken in line with stipulated processes and procedures in order to minimize legal risk. In the event the legal dispute involves the Bank, it is necessary to ensure that defense and other legal processes are taken properly in order to protect the interest of the Bank.

3. To handle the legal risks and the application of the laws and regulations, a legal working unit is established to provide legal opinion, view and/or advice to the Bank, branch offices, management and employees as well as to give other necessary recommendations.

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dalam menjalankan setiap kegiatan usaha. Mereka harus mematuhi undang-undang dan peraturan yang berlaku, meminimalkan risiko hukum yang mungkin terjadi serta memastikan bahwa kepentingan Bank, tindakan hukum atau perselisihan hukum dilindungi dengan baik.

11.3 Proses Pengelolaan Fungsi Hukum

11.3.1 Pengeloaan Operasional Fungsi Hukum

1. Pendapat formal yang dikeluarkan oleh Bank mengenai masalah hukum hanya dapat diberikan oleh fungsi legal Bank.

2. Divisi hukum internal bertindak se-bagai penasehat hukum internal Bank. Penasehat hukum internal diperbolehkan memberikan pen-dapat hukum kepada manajemen dan unit kerja terkait, meliputi produk perbankan, investasi, merger atau akuisisi, pembelian atau penjualan asset, dan transaksi atau kontrak lain yang dilakukan dengan pihak lain.

3. Fungsi hukum adalah untuk meneliti peraturan-peraturan yang relevan untuk dijadikan dasar hukum dan diterapkan dalam bertransaksi dan dalam penanganan dan pemecahan masalah antara Bank dengan pihak lain.

4. Fungsi hukum wajib menyusun

dokumentasi standard untuk digunakan dalam kegiatan opera-tional Bank.

5. Fungsi hukum wajib melakukan penelaahan dan memberikan pen-dapat hukum, pandangan hukum

4. The Bank’s officials and/or working units must observe legal aspects in conducting all business activities. It is mandatory to comply with the prevailing laws and regulations, minimize legal risks, and ensure that the interest of the Bank, legal actions or legal disputes are well protected.

11.3 Legal Function Management Process 11.3.1 Legal Function Operational Management

1. Formal opinions issued by the Bank on legal matters may only be given by the Bank's legal func-tions.

2. Internal legal division acts as an in-house counsel of the Bank. The in-house counsel is allowed to pro-vide legal opinion to the manage-ment and related working units, covering banking products, invest-ment, merger or acquisition, sale or purchase of asset, and other trans-actions or contracts with third par-ties.

3. In support of the Bank’s activities and working units, the legal func-tion must examine relevant regu-lations to be used as a legal basis in conducting transactions and handling legal problems between the Bank and the third parties.

4. The legal function must design standard documentations to be used in the Bank’s operational ac-tivities.

5. The legal function must actively

review and give legal opinion,

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dan/atau saran hukum atas suatu ka-sus atau masalah sengketa hukum yang melibatkan Bank.

6. Fungsi hukum wajib memastikan dokumentasi aset tetap milik Bank memenuhi ketentuan hukum.

7. Fungsi hukum wajib mewakili Bank baik secara sendiri maupun dengan unit kerja lain dalam penyelesaian sengketa atau keluhan pihak lain.

8. Membantu penyediaan peraturan

hukum dan data tentang Kontrak yang dibuat Bank (Contract Registry) dan menyimpan perjanjian yang rel-evan.

11.3.2 Litigasi

1. Fungsi hukum Bank wajib membela kepentingan Bank baik secara lang-sung maupun melalui pengacara yang ditunjuk, dalam mengajukan dan menghadapi gugatan atau tuntutan hukum dari pihak lain, baik sebelum proses litigasi berlangsung maupun selama proses litigasi sejak tingkat pemeriksaan di kepolisian dan selama proses acara di Pengadi-lan.

2. Fugsi hukum Bank wajib men-

dampingi dan memberikan bantuan hukum terhadap karyawan Bank da-lam suatu perkara hukum yang meli-batkan Bank, di segala tingkatan.

11.3.3 Hubungan dengan Pengacara/Konsultan Hukum External

1. Fungsi hukum Bank wajib mewakili Bank untuk mendapatkan bantuan

view and/or advice on a particular case or legal dispute involving the Bank.

6. The legal function must ensure that the documentation of fixed assets owned by the Bank is in compliance with legal provisions.

7. The legal function must represent the Bank either individually or jointly with other work units in set-tling disputes or complaints lodged by other parties.

8. The legal function must assist in the provision of legal regulations and data regarding contracts en-tered into by the Bank (Contract Registry) and keeping the relevant contracts.

11.3.2 Litigation

1. The legal function must protect the interest of the Bank both di-rectly and indirectly through the engagement of external lawyer in filing and facing a lawsuit or legal claim from other parties, prior to the litigation process or during the litigation process, during the initial examination process by the police and during the hearing process at the Court.

2. The legal function must chaper-one and provide legal assistance to all Bank employees that are in-volved in a legal case that involves the Bank at all levels.

11.3.3 Relationship with External Lawyers/Legal Consultants

1. The legal function must represent the Bank in seeking legal assis-tance fromexternal lawyer in order

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hukum dari Pengacara/Konsultan Hukum External guna memperoleh pendapat yang independen atas suatu kasus atau opini atas suatu peraturan, dan atau guna mendapat-kan dukungan pendapat atas pen-dapat yang telah dikeluarkan oleh fungsi hukum.

2. Fungsi hukum Bank wajib menunjuk dan bekerjasama dengan Pengacara/Konsultan Hukum External dalam penanganan litigasi yang melibatkan Bank.

to obtain independent opinion on a certain case on a regulation and or in order to obtain support of the views given by legal function.

2. The legal function must engage and cooperate with external lawyer in handling any litigation involving the Bank.

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12

LAYANAN UMUM DAN ADMINISTRASI

GENERAL SERVICES AND ADMINISTRATION

12.1 Ketentuan Umum

1. Layanan Umum dan Administrasi

mencakup pengelolaan perkantoran, aset, kearsipan dan pengadaan Bank. Khusus untuk fungsi Pengadaan dibahas tersendiri di Bab 10 mengenai Pengadaan.

2. Fungsi Layanan Umum dan

Administrasi di tingkat Bank wajib memiliki tugas dan tanggung jawab yang jelas demi efisiensi dan kemudahan koordinasi.

3. Pengaturan dan tugas serta tanggung jawab fungsi Layanan Umum dan Administrasi di Bank memperhatikan biaya dan manfaat yang dihasilkan. Secara umum, fungsi Layanan Umum dan Administrasi Bank memiliki tugas dan tanggung jawab strategis untuk menerbitkan kebijakan dan mekanisme Layanan Umum dan Administrasi serta bertanggung jawab sebagai pelaksana.

4. Bank mengusahakan pengadaan dan pembaruan sistem informasi Layanan Umum dan Administrasi sesuai dengan perkembangan teknologi terkini dan kebutuhan bisnis.


1. General Services and Administra-tive covers the management of of-fices, assets, archives and procure-ment of the Bank. The Procure-ment function is explained sepa-rately in Chapter 10 on Procure-ment

2. The General and Administrative

functions of the Bank must have clearly defined duties and respon-sibilities to ensure efficiency and coordination.

3. The duties and responsibilities of the General Services and Adminis-trative functions takes into ac-count the costs and resulting ben-efits. In general, the General Ser-vices and Administration function of the Bank issues policies and mechanisms of the General Ser-vices and Administration function and is also responsible the imple-mention.

4. The Bank undertakes the procure-ment and updating of General and Administrative information sys-tems with certain specifications in accordance with the latest techno-logical developments and busi-ness needs.

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5. Pencapaian Organisasi fungsi Layanan Umum dan Administrasi Bank serta kebijakan-kebijakan yang menaunginya perlu dievaluasi secara berkala untuk menjadi masukan untuk pembaruan kebijakan selanjutnya.

12.2 Proses Pengelolaan Layanan Umum dan Administrasi 12.2.1 Pengelolaan Perkantoran

12.2.1.1 Fasilitas Gedung Kantor

1. Renovasi dan pemeliharaan kantor pusat maupun kantor cabang wajib dikoordinasikan dengan Direktur yang berwenang. Pelaksanaannya, yang mencakup perancangan, perizinan yang diperlukan, pengerjaan konstruksi dan finishing, pengerjaan interior dan pengadaan perlengkapan perkantoran dilakukan menurut undang-undang, regulasi, kebijakan dan prosedur yang berlaku. Penanganannya dilakukan oleh tim khusus yang dapat ditugaskan untuk itu. Bank dapat menggunakan konsultan dan/atau kontraktor eksternal jika diperlukan.

2. Dalam memilih lokasi kantor pusat dan kantor cabang baru, perlu dipertimbangkan bagaimana potensi daerah dan lingkungannya dapat mendukung bisnis Bank.

3. Dalam setiap pembangunan

gedung, renovasi gedung yang ada, dan penyewaan lokasi kerja yang baru, wajib dikoordinasikan

5. The achievements of the General Services and Administration func-tion of the Bank must be periodi-cally evaluated along with the un-derlying policies and used as ini-put in the next policy update.

12.2 General Services and

Administration Management Process

12.2.1 Office Management 12.2.1.1 Office Building Facilities

1. Renovation and maintenance of the head office and branches must be coordi-nated with the respective Di-rector. Implementation, which includes design, permits, con-struction and finishing, interior and procurement of office equipment is done in accord-ance with prevailing laws, reg-ulations, policies and proce-dures. Implementation is done by an appointed team. If necessary the Bank can as-sign an external consultant and/or contractor.

2. In choosing the location of a new head office or branch office it is necessary to take into account how the potential of the region and its environment will support the Bank's business.

3. The construction of all buildings, renovation of existing premises, and lease of new premises, must be coordinated with the respective Director and take

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dengan Direktur yang berwenang dan memperhatikan hal-hal sebagai berikut:

a. Perkembangan pola usaha dan pelayanan Bank

b. Keserasian dan tata ruang kerja agar tercapai efisiensi, keamanan dan kenyamanan kerja, baik bagi karyawan maupun bagi Nasabah

c. Kegiatan Bank dan jumlah karyawan di masa depan.

d. Rencana penggunaan teknologi informasi dan dampaknya terhadap rancangan dan infrastruktur gedung

e. Perlindungan yang me-madai terhadap aset Bank

f. Penyediaan pintu dan jalan keluar darurat

4. Bank wajib berusaha menyediakan fasilitas-fasilitas pendukung gedung untuk memberikan kenyamanan bagi karyawan dalam menjalankan kegiatan bisnis dan operasional Bank

12.2.1.2 Keamanan dan Keselamatan

1. Keamanan dan Keselamatan yang dimaksud meliputi semua usaha preventif terhadap bahaya yang ditimbulkan oleh manusia maupun oleh alam.

2. Untuk menjaga keamanan, keselamatan dan ketertiban umum, Bank terus meningkatkan kompetensi yang relevan.

3. Kebijakan yang terkait hal ini mencakup pengelolaan pengamanan atas SDM, aset,

the following matters into consideration: a. The development of busi-

ness patterns and services of the Bank

b. Harmony and interior de-sign for efficiency, security and the comfort of em-ployees and customers

c. Future development of the Bank’s activities and number of employees.

d. Plans for the use of infor-mation technology and its impact on building design and infrastructure

e. Adequate protection of the Bank’s assets

f. Provision of emergency exits

4. The Bank seeks to provide facilities in the premises to provide staff with the comfort in conducting the Bank’s business and operational activities.

12.2.1.2 Safety and Security

1. Safety and Security referred to in this policy includes all preventive measures against danger caused by people or by nature.

2. To maintain security, safety and order, the Bank continues to develop relevant competencies

3. The policy related to this matter covers security management of the Bank’s human resources, assets, documents, software, hardware and inventory items.

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dokumen, perangkat lunak, perangkat keras, dan seluruh barang-barang inventaris Bank.

4. Pengamanan kantor Bank dapat dilakukan petugas keamanan Bank, fungsi Keamanan setempat di mana gedung tersebut berlokasi atau oleh entitas lain dengan persetujuan Direksi atau pejabat yang ditunjuk oleh Direksi.

5. Bank wajib menunjuk seorang Koordinator Keamanan yang bertanggungjawab untuk menumbuhkan kesadaran mengenai keamanan dan keselamatan di dalam diri setiap karyawan Bank.

6. Tugas Koordinator Keamanan antara lain mengatur kegiatan yang berkaitan dengan keamanan dan keselamatan, serta menjadi penghubung Bank dengan Dinas Keamanan setempat. Koordinator Keamanan juga menjadi koordinator penyelamatan dalam keadaan darurat seperti kebakaran, gempa, banjir dan bencana lainnya.

12.2.1.3 Asuransi Aset Fisik

1. Nilai penggantian aset dinilai ulang secara berkala untuk memastikan besarnya pertanggungan risiko yang memadai. Pengaturan asuransi Bank dilaporkan kepada Dewan Komisaris setiap tahun.

2. Nilai pertanggungan dari berbagai asuransi wajib dikaji ulang secara pe-riodik dengan mempertimbangkan klaim-klaim yang pernah terjadi.

4. The security of he Bank’s offices can be handled by the Bank’s security officers, local Security function where the Bank is located, or by another entity with the approval of the Board of Directors or officer appointed by the Board of Directors.

5. The Bank must appoint a Security Coordinator who is responsible in creating safety and security awareness of all employees.

6. The duty of the Security Coordinator includes organizing activities related to security and safety, acting as a liaison between the Bank and the local Security Office. The Security Coordinator also serveis as a rescue coordinator in emergency situations, which include fires, earthquakes, floods and other disasters.

12.2.1.3 Physical Assets Insurance

1. Asset replacement value is re-assessed periodically to ensure adequate risk coverage. The Bank's insurance arrangements must be reported to the Board of Commissioners annually.

2. The coverage amount of vari-ous insurances must be re-viewed periodically consider-ing previous claims.

3. If the claims are deemed to

harm the Bank, one of the

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3. Bila klaim dianggap membahayakan

Bank, maka salah satu Komisaris perlu segera diberi laporan. Bila jumlahnya cukup besar tetapi tidak membahayakan Bank, Dewan Komi-saris perlu diberitahu dalam rapat Dewan Komisaris berikutnya. Dewan Komisaris wajib menyetujui berapa besarnya klaim yang perlu dilaporkan.

12.2.2 Pengelolaan Aset

1. Aset-aset produktif Bank wajib dikelola sedemikian sehingga dapat dimanfaatkan secara efisien dan memberi keuntungan bagi Bank

2. Aset yang tidak dimanfaatkan secara efektif diupayakan agar dapat dijual. Otorisasi penjualan aset harus sesuai dengan ketentuan hukum yang ber-laku serta peraturan internal.

3. Agar penggunaan aset tetap dapat selalu dipertanggungjawabkan dengan baik, maka biayanya dibe-bankan kepada unit kerja yang me-manfaatkan aset tersebut

4. Setiap aset yang dimiliki Bank wajib memiliki dokumen hukum yang me-madai, yang menunjukkan kepemilikan yang sah oleh Bank atas aset tersebut. Fungsi Layanan Umum dan Administrasi bertanggung ja-wab dalam mengelola dan menyim-pan dokumen-dokumen tersebut dengan bekerja sama dengan fungsi Legal yang bertanggung jawab un-tuk memastikan tingkat keabsahan dan validitas dari dokumen kepemilikan atas aset Bank tersebut

Commissioners must be imme-diately informed and provided with a report. If the amount is large but not harmful to the Bank, the Board of Commis-sioners must be notified in the next Board of Commissioners meeting. The Board of Com-missioners is required to ap-prove the claim amount that needs to be reported.

12.2.2 Assets Management

1. The Bank’s productive assets must be managed in such a way that they can be utilized efficiently and benefit the Bank.

2. Unutilized assets are sought to be sold. The authorization of the sale of assets must be in accordance with applicable law and internal regulations.

3. In order for the use of fixed assets to be accounted for properly, the costs will be charged to the work unit utilizing the assets.

4. 5. 4. All assets owned by the Bank must 6. have adequate documents that 7. confirm the Bank’s ownership of 8. the asset. The General Services 9. and Administration function is 10. responsible in managing and 11. safe keeping the documents 12. together with the Legal function 13. which is responsible to ensure the 14. validity of the documents 15. concerned.

16. . 5. The Bank can pledge its assets as collateral if necessary. It is mandatory to have the approval of the Board of Commissioners on all mortgages in writing.

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5. Bank dapat mengagunkan aset yang dimilikinya bila diperlukan. Setiap pengagunan atas aset wajib memperoleh persetujuan tertulis dari Dewan Komisaris.

6. Bank wajib menunjuk seorang staf atau sebuah tim sebagai orang/tim yang bertanggungjawab untuk mengawasi pengelolaan aset-aset penting dari Bank. Orang/tim bersebut memiliki tanggungjawab berikut:

a. Penilaian ulang serta inventarisasi fisik atas aset tetap secara periodik

b. Rencana pemeliharaan yang dilaksanakan dan didokumentasikan secara baik.

c. Pengkajian formal kerusakan dan kecelakaan yang signifikan agar rencana pemeliharaan termaksud tetap relevan.

7. Dalam konteks keberlanjutan bisnis, investasi minimum untuk penggantian asset (asset

replacement) wajib sama dengan besarnya depresiasi. Bila bisnis berkembang besarnya investasi minimum ini umumnya lebih besar. Pola ini perlu diterapkan untuk mengantisipasi investasi yang perlu dilakukan di kemudian hari.

8. Akses kepada aset berharga seperti uang tunai, surat berharga, dan lain sebagainya wajib dilakukan dengan dua tandatangan yang di otorisasi. Peringkat pejabat yang menandatangani diatur sesuai dengan besarnya transaksi. Pendelegasian ini ditetapkan dengan keputusan Direksi dengan penunjukan staf-staf secara resmi yang dikaji ulang secara periodik.

6. The Bank must appoint an employee or team as the person/team responsible for overseeing the management of the Bank’s key assets. The same oficer/team is responsible for:

a. Periodic reassessment and physical inventory of fixed as-sets.

b. A properly implemented and documented maintenance plan.

c. Conduct formal assessment of major damages and accidents in order for such maintenance plans to remain relevant.

7. In the context of business continuity, the minimum investment for asset replace ment must be equal to the amount of de- preciation. As the business grows, the minimum investment tends to be larger to anticipate future investment needs. 8. Access to valuable assets such as cash, securities, and other items must be con trolled by having two authorized signatures. The rank of the signing officials is set according to the size of the transact- tion. The Board of Directors officially appoint the authorized staff through a decree and review the appointment periodically.

9. The Counterparty must be notified of this delegation in writing with the authorized signatures included.

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9. Counterparty wajib diberitahu secara tertulis mengenai pendelegasian ini, lengkap dengan contoh tandatangan yang di otorisasi.

10. Akses ke lokasi dan lokasi operasional Bank harus selalu diawasi dan dikendalikan.

11. Catatan yang bersifat rahasia seperti data nasabah, staf, gaji dan hal-hal lainnya wajib dijaga terhadap akses oleh pihak-pihak yang tidak berwenang, baik secara fisik maupun elektronik.

12.2.3 Pengelolaan Arsip

1. Bank wajib menentukan media pen-catatan arsip Bank beserta prosedur pengawasannya dengan tujuan agar arsip selalu terpelihara dengan baik dan aman, terhindar dari segala kemungkinan yang merugikan sep-erti hilang, terbakar, serta kerusakan yang timbul sebagai akibat dari pengaruh biologis, kimia, fisik, mau-pun faktor lain

2. Media pencatatan yang diatur dalam kebijakan ini meliputi, namun tidak terbatas pada: a. Instrumen pencatatan transaksi

seperti tiket, ledger, dan se-bagainya

b. Media berkas digital seperti USB, pita komputer, cartridge, CD-ROM, servers and other media.

c. Dokumen kertas, baik yang berupa korespondensi dinas, hasil cetak komputer, maupun cetakan.

d. Dokumen dan instrumen pencatatan lainnya.

3. Pengawasan proses pencatatan ber-basis komputer dilakukan melewati prosedur sebagai berikut:

10. Access to the Bank’s location and operations must be monitored and con- trolled at all times.

11. Confidential records such as customer, staff, salary and other data must be secured against unauthorized physical and electronic access.

.

12.2.3 Archive Management

1. The Bank must specify the media used to record the Bank’s archives and the monitoring procedures in order for the archive to be main-tained properly and safely, to avoid any adverse consequences such as loss, burning, as well as damage arising from biological, chemical, physical or other factors.

2. The recording media set forth in this policy includes, but is not lim-ited to: a. Instruments used to record

transactions, such as tickets, ledgers, and so forth

b. Digital media files such as USB, computer tapes, cartridges, CD-ROMs, servers and other media

c. Paper documents, whether in the form of official correspond-ence, computer printouts, or prints.

d. Documents and other record-ing instruments.

3. Supervision of computer-based

recording process is conducted through the following proce-dures:

a. Inspection of records must be marked with a signature or initials by the examiner concerned, and

b. Approval by another Of-ficer.

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a. Pemeriksaan oleh pemeriksa catatan yang ditandai dengan tanda-tangan atau paraf yang bersangkutan, dan

b. Persetujuan oleh seorang Pe-jabat yang lain.

4. Pengawasan proses pencatatan

manual dilakukan melewati prosedur sebagai berikut : a. Pembuatan oleh pembuat cata-

tan yang dibubuhi paraf yang bersangkutan.

b. Pemeriksaan oleh pembuat catatan yang dibubuhi tanda-tangan atau paraf yang ber-sangkutan.

c. Persetujuan diberikan oleh seorang Pejabat yang lain.

d. Pembuat tidak boleh melakukan pemeriksaan dan sekaligus juga menjadi orang yang memberi persetujuan. .

5. Penyimpanan media pencatatan dilakukan sesuai dengan jangka waktu yang ditetapkan oleh Kitab Undang Undang Hukum Perdata (KUHPer) mengenai jangka waktu sahnya suatu dokumen untuk digunakan sebagai alat pembuktian.

6. Data yang terdapat dalam media pencatatan dapat dialihkan ke media lainnya dengan tetap mempertimbangkan kegunaan naskah asli dokumen yang perlu tetap di simpan. Setiap pengalihan data Bank wajib dilegalisir oleh Pejabat yang berwenang dengan dibuatkan berita acara legalisasi sesuai ketentuan perundang-undangan yang berlaku.

7. Media pencatatan wajib disimpan di tempat yang aman sedemikian rupa sehingga mudah dicari.

8. Media pencatatan harus dapat dipinjam sewaktu-waktu oleh orang

4. The supervision of the manual re-cording process is carried out through the following procedure: a. Creation by the note makers

affixed with their initials b. Inspection by the record-

taker affixed with the signa-ture or initials.

c. Approval is given by another Officer.

d. It is prohibited to have the notemaker perform the inpection and also become the approver

e. f. .

5. The custody of recording media must be conducted in accordance with the period stipulated by the Civil Code regarding the validity of a document to be used as a means of verification.

6. The data contained in the record-

ing media may be transferred to other media while still considering the use of the original document manuscripts that need to be kept in the store. Any transfer of the Bank’s data must be legalized by the Authorized Officer with a le-galized report in accordance with applicable laws and regulations.

7. Recording media must be stored in a secured place and in such a way as to facilitate retrieval.

8. The recording media must be available on lent to authorized persons who are allowed the infor-mation by complying with the ap-plicable lending rules and provi-sions.

9. The Bank must have a mechanism for destroying archives, namely the sorting of archives to separate

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yang berhak atas informasi tersebut dengan mematuhi aturan dan ketentuan peminjaman yang berlaku.

9. Bank wajib memiliki suatu mekanisme untuk pemusnahan arsip yaitu kegiatan pemilahan arsip untuk memisahkan arsip tidak aktif dari arsip statis, dan memusnahkan arsip yang habis masa nilai gunanya dengan berpedoman pada jadwal retensi.

10. Mekanisme pemusnahan arsip wajib

: a. Mengatasi problem

penumpukan arsip baik di unit pengolah maupun di unit kearsi-pan.

b. Meningkatkan daya guna arsip. c. Meningkatkan efisiensi sarana,

biaya dan tenaga.

the inactive archives from the static archives, and destroy the ar-chives that are depleted of useful value in accordance with the re-tention schedule.

10. The Bank is required to have a file destroying mechanism that: a. Addresses the problem of ar-

chive build-up in both the processing unit and the ar-chive unit.

b. Improves the usage of the ar-chive

c. Improves the efficiency of fa-cilities, cost and labor.

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Daftar Lampiran/List of Appendixes 1. Corporate Policy Manual Architecture 2. Articles of Association 3. Organizaton Functional and Hirarchical Structure 4. Organization Structure of Committees 5. Charters

Piagam Charter 1 Dewan Komisaris Board of Commissioners 2 Direksi Board of Directors 3 Komite Audit Audit Committee 4 Komite Remunerasi dan Nominasi Remuneration and Nomination Committee 5 Komite Pemantau Risiko Risk Monitoring Committee 6 Komite Tata Kelola Perusahaan Corporate Governance Committee 7 Komite Pengawas Kepatuhan Compliance Oversight Committee 8 Komite Aset dan Liabilitas Assets and Liabilities Committee (ALCO) 9 Komite Kredit Credit Committee 10 Komite Manajemen Risiko Risk Management Committee 11 Komite Pengarah Teknologi Informasi IT Steering Committee 12 Komite Produk dan Layanan Product and Services Committee 13 Komite Nasabah Client Committee

6. Policies and Procedures

Corporate Policy Manual Architecture

Draft Version 0.1

Corporate document framework consists of hierarchy of documents that serve different purpose, from principles to operational level

Sitting on top, as guiding principles of corporate governance and root of the entire operating model policy and procedures. Once established and approved, CPM will have to be reflected down to operational level through policy, procedures and manuals.

Policy level is the statement of compliance to corporate manual, standard and regulations. Policy is articulated in the form of principles and supported by policy statements, roles, and responsibilities.

Procedures written in support of a policy and is intended to establish accountability in adhering to the policy.

Manual is detailed step-by-step instruction that should be executed. It can be in the form of system or operations manual.

Corporate Policy Manual

Policy

Procedure

Manuals

Forms & Other Operational Documents

BOC (approver)GCG Committee, BoD (reviewer)

BOD (approver)Legal, Compliance, Risk, Audit, Finance (reviewer)

Related Director (approver)Impacted Director, Legal, Compliance, Risk,

Audit, Finance (reviewer)

Other supporting documents can be in the form of Forms, circulars, memos, and notifications.

Director (approver)Related Working Group (reviewer)

Approver & Reviewer Description

Director (approver)Related Working Group

(reviewer)

2

Content of each documents reflected the purpose and its target audience


Policy

Procedure

Manual

Forms & Other Operational Documents

Document Types

High level outline of the key components or conceptual statementsrequired for the concept to be operationalized

Statements of compliance to standards specified by the regulators/ best practices, articulated in the form of principles and supported by policy statements, roles and responsibilities

Procedures written in support of a policy and is intended to establish accountability in adhering to the policy.

Manual is detailed step-by-step instruction that should be executed. It can be in the form of system or operations manual.

Other supporting documents can be in the form of Forms, circulars, memos, and notifications.

� A basic structure and foundation for overall approach, objectives and strategy� Sets the tone to formulate supporting policies and procedures

� Principles and Policy Statements (provides rationale to comply with principles) � Consistency of purpose and philosophy� Clear description of roles and responsibilities (Should not be changed frequently)� Only contains items that requires Board oversight / decision

� State accountabilities of roles (as stated in Policy document)� High level statement of “who”, “what”, “where”, “when” and “why” necessary for

implementation of policy

� Detailed step-by-step instructions that should be executed. � Can be in the form of a system or operations manual

� Form template� Instructions to fill form

Definition Content

3

Process architecture framework shows derivation of operational level documents from the Corporate Policy Manual

1. Introduction

2. Strategy and Organization

3. Organization Pattern

4. Code of conduct

5. External relations

6. Human Resources

7. Supervision and Control

8. Finance and Accounting

9. Information Technology

10. Procurement

11. Legal

12. General and Administrative

Committee’s Charters

External: Laws Regulations Group Policy Industry Standards

CPM

Corporate Strategy Policy

Policy

Corporate Secretary Policy

Legal Policy

Compliance Policy

Internal Audit Policy

Risk Management Policy

IT Policy

Finance & Accounting Policy

Corporate Service Policy

BCM Policy

Draft – Non exhaustive Information Security Policy

Human Resource Policy

Business Related Policies

Procedures Manuals

Recruitment & Selection Procedures

… Procedures

Performance Management Procedures

Employment Termination Procedures

ManualsSystem Manuals –Termination Manual

4

Development and review lifecycle of a document comprises aspects of establishment, review, approval, publication, control and periodic review.

A high level overview of the lifecycle is depicted as below:

1. Establishment

2. Review

3. Approval4. Publication

5. Control and Periodic Review

1. EstablishmentChanges may be due to new product/services, legislations, business/operation requirements, strategic direction and/or outcomes of findings.

2. Review� Review/consultation with owner(s), relevant parties and stakeholders to improve

contents and relevance.� Provide sufficient time for feedback to be considered and incorporated. Length of time

and level of consultation should be determined by the document type and scope of its application.

� Provide sufficient time for the review process so that concerns raised by review parties can be adequately addressed and incorporated into the document. On best effort basis, the required length of time for the review process should follow the agreed Service Level Agreements (SLAs). Where extension of time is required, request must be made in writing.

3. ApprovalDocuments shall be submitted to the designated authority levels for confirmation, agreement and approval.

4. PublicationAll staff shall be informed of the issuance of approved documents. Where necessary,document owner in collaboration with the relevant parties to provide the appropriatetraining.

5. Control and Periodic ReviewDocuments shall be reviewed and evaluated by the owner to ensure they remain relevant and effective.

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Document standardPolicy

Principle-based policy is based on a high-level view on what needs to be achieved and provides the flexibility on the action plans to be compliant.

Approach

� High-level, broadly stated rules to set the standards by which RII must conduct its business

� Outcomes – oriented, provide flexibility to achieve the outcomes by the ways that deems most adequate

� Developed with reference to its framework and regulatory standards / industry best practices.

� further illustrated / supported by policy statements that give direction on how to comply with the principle

Characteristic

A well written policy is the one that its readers find it easy to understand.This can be achieved by:� Using language that reflects the policy‟s intent – e.g.

“should” / “may” implies a choice; “must” is an obligation� Using as few words as possible, keeping it simple – break

information into smaller, easier to process units� Reducing unnecessary / redundant words� Using common words – e.g. „use‟ instead of „utilize‟� Avoiding jargon, unnecessary technical expression and

fancy vocabulary

1. Introduction:i. Backgroundii. Objective(s)iii. Scopeiv. Applicationv. Approval And Exception

a. Approval authority and stated parametersb. Reporting/escalation requirements and monitoring of

occurrencesvi. Regulatory Requirements

2. Principles3. Reference Documents4. Policy Statements5. Roles And Responsibilities

i. Board of Directorsii. Senior Managementiii. Business Units and other relevant functions

Minimum Content

Requirement

Policy document have to cite section/chapter in CPM, related local regulations and/or global policy related

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Document standardProcedure – Process Definition

Level 1: End-to-End ProcessDescribes an end-to-end process that forms a particular business cycle to generate output / added value.

Level 0: Enterprise ProcessDescribe the main objectives of the Business Process in an organizational unit (key business processes and support)

Level 2: Sub-ProcessDescribe the steps performed by each function in a process.

Level 3: ActivitiesDescribe the interrelated and sequential activities performed by each function.

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SIPOC approach utilized to to clarify the information flow and interconnection between functions

Parties that provide input / input to the

process

The material, resources, and data needed to execute the process

Product, service, or data output of a

process

Recipient and user output, both internal

and external

The main activity that uses one or more inputs to

produce output / output that provide value to the

customer

S I P O C

Multi-dimensional elements considered during process mapping:

� Focus on the daily process or activities of business operations

� Identify relevant information systems and tools used in conducting or documenting business activities.

� Consider the organizational structure and personnel involved in the process.� Focuses on clear division of tasks and responsibilities within the framework of accountability (RASCI)

Process

People and Organization

Technology

Suppliers Inputs Processes Outputs Customers

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Corporate Document Management Framework is proposed to govern the alignment of CPM – Policy – Procedure – Manual – Forms and Other Operational Documents

Need to establish:

1. Document governance and development lifecycleHigh level overview of stages in document lifecycle

2. Roles and responsibilities of Approving authorities, Document Owner, Reviewer, document custodianKey roles in developing, revising, reviewing, publishing and controlling corporate documents

3. Review and approval processScenario and approval matrix for each type of document

4. Document definition, component and standardDefinition, component, standard and format for development of each document.

5. Document development guidanceGuidance for each step of document development.

6. Document reference standard (Nomenclature)Assignment of standard numbering and identification of each type of documents.

7. Document and records managementResponsibility in managing and monitoring of central document repository

8. Service Level AgreementCommitted timeline for each stage of document development

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June 29, 2018

Organization Structure of Committees

Organization Structure of Committees

2

Under the Board of Commissioners Under the Board of Directors

ComplianceOversight

Committee

Remuneration and Nomination

Committee

Board of Commissioners

CorporateGovernance Committee

Audit Committee

Risk Monitoring Committee

Board of Directors

ALCO

Credit Committee

IT Steering Committee

Client Committee

Risk Management Committee

Products & Services Committee

Appendix - Hierarchical and Functional Reporting Lines

June 29, 2018

Role Reporting Lines

Hierarchical Functional

President Director Head of Global Rural and Retail Clients

Legal & Corporate Secretary

Head of Legal & Corporate Secretary President Director Regional Legal Counsel, Asia (Hong Kong)

Corporate Secretary Division Head Head of Legal & Corporate Secretary Regional Head of Communications (Hong Kong)

Corporate Communications Specialist Corporate Secretary Division Head N/A

Creative Advertising Corporate Secretary Division Head N/A

Legal Division Head Head of Legal & Corporate Secretary N/A

Legal Counsel Retail Dept. Head Legal Division Head N/A

Legal Litigation Legal Counsel Retail Dept. Head N/A

Legal Counsel Retail Officer Legal Counsel Retail Dept. Head N/A

Legal Counsel Wholesale Dept. Head Legal Division Head N/A

Legal Counsel Wholesale Legal Counsel Wholesale Dept. Head N/A

Risk Management

Risk Management Director President Director Chief Risk Officer, Asia (Hong Kong)

Operational Risk Control Division Head Risk Management Director N/A Operational Risk Governance, Portfolio & Reporting Dept. Head Operational Risk Control Division Head N/A

Operational Risk Specialist Operational Risk Governance, Portfolio & Reporting Dept. Head N/A

Technology Risk Specialist Operational Risk Control Division Head N/A

Market & Liquidity Division Head Risk Management Director N/A

Market & Liquidity Risk Manager Market & Liquidity Division Head N/A

Credit Risk & Portfolio Division Head Risk Management Director N/A

Credit Policy & Regulation Senior Specialist Credit Risk & Portfolio Division Head N/A

Credit Control Senior Specialist Credit Risk & Portfolio Division Head N/A

Credit

Head of Credit President Director N/A

Credit Administration Division Head Head of Credit N/A

Collateral Management Dept. Head Credit Administration Division Head N/A

Appraisal Specialist Collateral Management Dept. Head N/A

Collateral Management Officer Collateral Management Dept. Head N/A

Credit Monitoring Dept. Head Credit Administration Division Head N/A

Credit Monitoring Officer Credit Monitoring Dept. Head N/A

Credit Reporting Dept. Head Credit Administration Division Head N/A

Credit Reporting Officer Credit Reporting Dept Head N/A

Wholesale Credit Reviewer Division Head Head of Credit N/A

Wholesale Credit Reviewer Wholesale Credit Reviewer Division Head N/A

Business Banking Credit Reviewer Division Head Head of Credit N/A

Business Banking Credit Reviewer Business Banking Credit Reviewer Division Head N/A

Special Assets Management Division Head Risk Management Director N/A

Special Asset Recovery Senior Specialist Special Assets Management Division Head N/A

Restructuring & Recovery Senior Specialist Special Assets Management Division Head N/A

SAM Reporting Special Assets Management Division Head N/A

Business Banking

Business Banking Director President Director N/A

Region Head Business Banking Director N/A

FX Sales Team Leader Region Head N/A

FX Sales FX Sales Team Leader N/A

Commercial Team Leader Region Head N/A

Commercial Relationship Manager Commercial Team Leader N/A

Branch Manager Region Head N/A

SME Relationship Manager Branch Manager N/A

Sub Branch Manager Region Head N/A

Branch Operation Head Region Head/Branch Manager N/A

Customer Service Branch Operation Head N/A

Head Teller Branch Operation Head N/A

Teller Head Teller N/A

Business & Product Development Division Head Business Banking Director N/A

Service Quality Specialist Business & Product Development Division Head N/A

Product Development Dept. Head Business & Product Development Division Head N/A

Individual Funding Specialist Product Development Dept. Head N/A

SME Product Specialist Product Development Dept. Head N/A

E-Channel Specialist Product Development Dept. Head N/A

Marketing Communication Senior Specialist Business & Product Development Division Head N/A

Rabo Access Center Unit Head Business & Product Development Division Head N/A

Rabo Access Center Staff Rabo Access Center Unit Head

Branch Network Management Specialist Business & Product Development Division Head N/A

Business Credit Analyst Division Head Retail Banking Director N/A

Region Business Credit Team Leader Business Credit Analyst Division Head N/A

SME Business Analyst Region Business Credit Team Leader N/A

Commercial Business Analyst Region Business Credit Team Leader N/A

Sector Management Senior Specialist Business Credit Analyst Division Head N/A

Corporate & Investment Banking

Corporate & Investment Banking Director President Director Head of GCC, Asia (Singapore)

Corporate Banking Relationship Manager Corporate & Investment Banking Director N/A

Corporate Banking Assistant Relationship Manager Corporate & Investment Banking Director N/A

Rabobank Foundation & Sustainability Project Manager Corporate & Investment Banking Director Head of Rabobank Foundation International (Utrecht)

Rabobank Foundation Assistant Project Manager Sustainability Specialist

Rabobank Foundation & Sustainability Project Manager Rabobank Foundation & Sustainability Project Manager

N/A Head of Sustainability, Asia

International Desk Manager Corporate & Investment Banking Director Head International Business Advisory (Utrecht)

International Desk Relationship Manager International Desk Manager N/A

International Desk Ass. Relationship Manager International Desk Manager N/A

Human Resources

Human Resources Director President Director Regional Head of HR, Asia (Hong Kong)

HR Governance & Industrial Relations Division Head Human Resources Director N/A

Industrial & Employee Relations Specialist HR Governance & Industrial Relations Div. Head N/A

Learning & Talent Development Division Head Human Resources Director N/A

Learning & Talent Development Specialist Learning & Talent Development Div. Head N/A

Org. Development & HRIS Division Head Human Resources Director N/A

Organizational Development Dept. Head Org. Development & HRIS Div. Head N/A

Organizational Development Specialist Organizational Development Dept. Head N/A

HRIS Specialist Org. Development & HRIS Div. Head N/A

HRBP & Talent Acquisition Division Head Human Resources Director N/A

HR Business Partner HRBP & Talent Acquisition Div. Head N/A

Talent Acquisition Specialist HRBP & Talent Acquisition Div. Head N/A

Rewards Division Head Human Resources Director N/A

Payroll Officer Rewards Div. Head N/A

Compliance

Compliance Director President Director Head of Compliance, Asia (Hong Kong)

Financial Economic Crime Division Head Compliance Director N/A

AML Transaction Monitoring Specialist Financial Economic Crime Division Head N/A

CDD & Sanction Specialist Financial Economic Crime Division Head N/A

Central & Regulatory Compliance Division Head Compliance Director N/A

Central Compliance Specialist Central & Regulatory Compliance Div. Head N/A

Regulatory Compliance Specialist Central & Regulatory Compliance Div. Head N/A

Fraud Management Division Head Compliance Director N/A

Fraud Management Specialist Fraud Management Div. Head N/A

Compliance Project Support Compliance Director N/A

MIS/Analytic Division Head Compliance Director N/A

Finance

Finance Director / Vice President Director President Director Chief Financial Officer, Asia (Hong Kong)

Tax Management Division Head Finance Director N/A

Tax Advisory Senior Specialist Tax Management Division Head N/A

Finance & Control Division Head Finance Director N/A

Regulatory Reporting Dept. Head Finance & Control Division Head N/A

Regulatory Reporting Specialist Regulatory Reporting Dept. Head N/A

Accounting Dept Head Finance & Control Division Head N/A

Accounting Operation Officer Accounting Dept Head N/A

Accounting Reconciliation Officer Accounting Dept Head N/A

HO Reporting Dept Head Finance & Control Division Head N/A

HO Reporting Officer HO Reporting Dept Head N/A

Financial Planning & Performance Division Head Finance Director N/A

Business Performance & Reporting Department Head Financial Planning & Performance Division Head N/A

Financial Planning Department Head Financial Planning & Performance Division Head N/A

Business Performance & Reporting Specialist Business Performance & Reporting Department Head N/A

Financial Planning Specialist Financial Planning Department Head N/A

Treasury Division Head Finance Director Head of Treasury, Asia Pacific (Hong Kong)

Short-term Funding & Liquidity Management Treasury Division Head N/A

Operations & Information Technology

Head of Operations & IT President Director Chief Operating Officer, Asia (Hong Kong)

Central Operations Division Head Head of Operations & IT N/A

Loan Operations Dept. Head Central Operations Division Head N/A

Retail Loan Operations Staff Loan Operations Dept. Head N/A

Wholesale Loan Operations Staff Loan Operations Dept. Head N/A

Loan Data Entry Staff Loan Operations Dept. Head N/A

Ops. Quality & Control Dept. Head Head of Operations & IT N/A

Client On Boarding Unit Head Ops. Quality & Control Dept. Head N/A

Client On Boarding Staff Client On Boarding Unit Head N/A

Client On Boarding Support Client On Boarding Unit Head N/A

MIS Operations Officer Ops. Quality & Control Dept. Head N/A

Business Process Improvement Officer Ops. Quality & Control Dept. Head N/A

System & Procedure Officer Ops. Quality & Control Dept. Head N/A

IT Security Division Head Head of Operations & IT N/A

Head of Security Risk Management Head of IT Security N/A

Security Risk Management Officer Head of Security Risk Management N/A

Head of Security Control & Monitoring Head of IT Security N/A

Security Control & Monitoring Officer Head of Security Control & Monitoring N/A

Security Operations Officer Head of IT Security N/A

Physical Security Officer Head of IT Security N/A

Business Continuity Management Division Head Head of Operations & IT N/A

Business Continuity Management Officer Business Continuity Management Division Head N/A

IT Division Head Head of Operations & IT N/A

Technology Support Service Department Head IT Division Head N/A

Technology Support Service Specialist Technology Support Service Department Head N/A

Technology Shared Service Department Head IT Division Head N/A

Technology Shared Service Specialist Technology Shared Service Department Head N/A

Application Shared Service Department Head IT Division Head N/A

Application Shared Service Specialist Application Shared Service Department Head N/A

Reconciliation & Reporting Dept Head Central Operations Division Head N/A

Reconciliation Unit Head Reconciliation & Reporting Dept Head N/A

Reconciliation Staff Reconciliation Unit Head N/A

Operation Regulatory Reporting & KP DHN Unit Head Reconciliation & Reporting Dept Head N/A

Operation Regulatory Reporting & KP DHN Staff Operation Regulatory Reporting & KP DHN Unit Head N/A

Account Service Dept. Head Central Operations Division Head N/A

Account Data Maintenance & Correspondent Banking Unit Head Account Service Dept. Head N/A

Account Data Maintenance & Correspondent Banking Staff Account Data Maintenance & Correspondent Banking Unit Head N/A

Individual Customer Data Maintenance Unit Head Account Service Dept. Head N/A

Individual Customer Data Maintenance Staff Individual Customer Data Maintenance Unit Head N/A

Corporate Customer Data Maintenance Unit Head Account Service Dept. Head N/A

Corporate Customer Data Maintenance Staff Corporate Customer Data Maintenance Unit Head N/A

Account Facility Service Unit Head Account Service Dept. Head N/A

Account Facility Service Staff Account Facility Service Unit Head N/A

Electronic Banking & Utilities Dept. Head Central Operations Division Head N/A

Cash Monitoring Unit Head Electronic Banking & Utilities Dept. Head N/A

Cash Monitoring Staff Cash Monitoring Unit Head N/A

Multi Payment Unit Head Electronic Banking & Utilities Dept. Head N/A

Multi Payment Staff Multi Payment Unit Head N/A

E-channel Unit Head Electronic Banking & Utilities Dept. Head N/A

E-channel Staff E-channel Unit Head N/A

Transaction Banking Services Dept. Head Head of Operations & IT N/A

Domestic Payment Unit Head Transaction Banking Services Dept. Head N/A

Domestic Payment Staff Domestic Payment Unit Head N/A

International Payment Unit Head Transaction Banking Services Dept. Head N/A

International Payment Staff International Payment Unit Head N/A

International Trade Unit Head Transaction Banking Services Dept. Head N/A

International Trade Staff International Trade Unit Head N/A

Financial Market Unit Head Transaction Banking Services Dept. Head N/A

Financial Market Staff Financial Market Unit Head N/A

Loan Operations Dept Head Transaction Banking Services Dept. Head N/A

Wholesale Loan Operations Unit Head Loan Operations Dept Head N/A

Wholesale Loan Operations Officer Wholesale Loan Operations Unit Head N/A

Retail Loan Operations Unit Head Loan Operations Dept Head N/A

Retail Loan Operations Officer Retail Loan Operations Unit Head N/A

Loan Data Entry Unit Head Loan Operations Dept Head N/A

Loan Data Entry Officer Loan Data Entry Unit Head N/A

Corporate Services Division Head Head of Operations & IT N/A Real Estate Transaction & Project Management Senior Specialist Corporate Services Division Head N/A

Vendor Management & Governance Senior Specialist Corporate Services Division Head N/A

Facility Management & Healthy Safety Senior Specialist Corporate Services Division Head N/A

Procurement & Cost Control Dept Head Corporate Services Division Head N/A

Procurement & Cost Control Officer Procurement & Cost Control Dept Head

Transaction Banking

Head of Transaction Banking President Director N/A

TB Product Development & Implementation Division Head Head of Transaction Banking N/A

Trade Product Senior Specialist TB Product Development & Implementation Div. Head N/A

Liability Management Senior Specialist TB Product Development & Implementation Div. Head

N/A

Cash Product Senior Specialist TB Product Development & Implementation Div. Head

N/A

Trade Client Service Senior Specialist TB Product Development & Implementation Div. Head

N/A

Cash Implementation Senior Specialist TB Product Development & Implementation Div. Head

N/A

Transaction Banking Sales Division Head Head of Transaction Banking N/A

Region Transaction Banking RM Transaction Banking Sales Division Head N/A

Trade Sales RM Transaction Banking Sales Division Head N/A

Cash Management RM Transaction Banking Sales Division Head N/A

Corporate Funding RM Transaction Banking Sales Division Head N/A

Financial Institution RM Head of Transaction Banking N/A

Internal Audit

Head of Internal Audit President Director Regional Head of Audit Asia (Singapore)

IT Audit Division Head Head of Internal Audit N/A

IT Auditor IT Audit Division Head N/A

Head of Business Banking Audit Head of Internal Audit N/A

Retail Banking Auditor Head of Business Banking Audit N/A

Internal Audit Support Staff Head of Internal Audit N/A

Head of Wholesale & Head Office Audit Head of Internal Audit N/A

Wholesale & Head Office Auditor Head of Wholesale & Head Office Audit N/A

Transformation Office

Head of Transformation Office President Director N/A

Innovation Center & Creative Lab Division Head Head of Transformation Office N/A

Innovation Center & Creative Lab Senior Specialist Innovation Center & Creative Lab Division Head N/A

Process Excellence & Re-Engineering Division Head Head of Transformation Office N/A

Process Excellence & Re-Engineering Senior Specialist Process Excellence & Re-Engineering Division Head N/A

Digital & Process Automation Division Head Head of Transformation Office N/A

Digital & Process Automation Senior Specialist Digital & Process Automation Division Head N/A

Data & Analytics Division Head Head of Transformation Office N/A

Data & Analytics Senior Specialist Data & Analytics Division Head N/A