2015 FLASHBACK PERFORMANCE MANAJEMEN MANAGEMENT · PDF fileTata Kelola Perusahaan ......

Laporan Tahunan 2015 | PT. BANK SINARMAS Tbk.322

KILAS KINERJA 2015Flashback PerFormance

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PROFIL PERUSAHAAN

comPany ProFile

ANALISIS DAN PEMBAHASAN MANAJEMEN

management Discussion anD analysis

LAPORAN MANAJEMEN

management rePort

Annual Report 2015 | PT. BANK SINARMAS Tbk. 323

Tinjauan uniT-uniT Bisnis

Overview Of Business units

TaTa KELOLa PERusaHaan

GOOd COrpOrate GOvernanCe

LaPORan KEuangan KOnsOLidasi

COnsOlidated finanCial statement

Tanggung jawaB sOsiaL PERusaHaan

COrpOrate sOCial respOnsiBility

Tata Kelola PerusahaanGood Corporate Governance



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Bank Sinarmas berkomitmen untuk senantiasa memberikan nilai tambah bagi para pemangku

kepentingan. Salah satu kunci utama yang mendukung komitmen tersebut adalah

penerapan prinsip tata kelola perusahaan yang baik secara konsisten dan konsekuen serta menjadikannya sebagai budaya kerja yang

berlaku di dalam Perusahaan.

Bank Sinarmas is committed to

continuously providing added value to all

Stakeholders. one of the keys to supporting

this commitment is by consistently and

responsible implementing good corporate

governance principles and developing it as a

working culture in the Company.











Tata Kelola Perusahaan

Good Corporate Governance

DASAR PENERAPAN TATA KELOLA PERUSAHAANPemahaman atas pentingnya penerapan prinsip-prinsip

tata kelola perusahaan yang baik atau Good Corporate

Governance (gCg) mendasari Bank Sinarmas untuk

melaksanakan praktik gCg terbaik guna mencapai tujuan

bisnis jangka panjang yang berkesinambungan. Bank Sinarmas

berkomitmen untuk menjadikan prinsip-prinsip gCg sebagai

acuan di seluruh tingkatan dan jenjang organisasi. Bank

Sinarmas juga menyadari bahwa terlaksananya prinsip-prinsip

gCg secara konsisten akan memperkuat posisi daya saing,

meningkatkan kinerja serta meningkatkan kepercayaan para

pemegang saham dan Stakeholders lainnya.

Dasar implementasi gCg Bank Sinarmas berpedoman pada

ketentuan-ketentuan sebagai berikut:

1. Undang-Undang Republik Indonesia

• Undang-undangRepublikIndonesiaNo.10Tahun

1998 tentang perubahan atas Undang-undang No. 7

tahun 1992 tentang Perbankan

• Undang-undangRepublikIndonesiaNo.40Tahun

2007 tentang Perseroan Terbatas

2. Peraturan Bank Indonesia

• PeraturanBankIndonesiaNo.8/4/PBI/2006tanggal30

Januari 2006 Tentang Pelaksanaan good Corporate

governance bagi Bank Umum jo. Peraturan Bank

Indonesia No.8/14/PBI/2006 Tanggal 05 Oktober 2006

Tentang Pelaksanaan Good Corporate Governance

Bagi Bank Umum

• PeraturanbankIndonesiaNo.11/33/PBI/2009Tanggal

7 Desember 2009 Tentang Pelaksanaan Good

Corporate Governance bagi Bank Umum Syariah dan

Unit Usaha Syariah

• SuratEdaranBankIndonesiaNo.15/15/DPNPTanggal

29 April 2013 perihal Pelaksanaan Good Corporate

Governance bagi Bank Umum

• SuratEdaranBankIndonesiaNo.12/13/DPbSTanggal

30 April 2010 perihal Pelaksanaan Good Corporate

Governance bagi Bank Umum Syariah dan Unit Usaha

Syariah

BASIS OF cORPORATE gOVERNANcE IMPLEMENTATIONBank Sinarmas’ implementation of gCg best practices to

achieve a sustainable and long-term business goals is rooted

from the Bank’s understanding on the importance of good

corporate governance (gCg) principles. Bank Sinarmas is

committed to enforcing gCg principles as a benchmark in all

levels of the organization. Bank Sinarmas also realizes that

consistent implementation of gCg principles will enhance the

Company’s competitive edge, increase its performance, as well

as trusts from the shareholders and Stakeholders.

The basis of gCg implementation at Bank Sinarmas is in line

with the following regulations:

1. Laws of the Republic of Indonesia

• LawoftheRepublicofIndonesiaNo.10Year1998on

amendment to Law No.7 year 1992 on Banking.

• LawoftheRepublicofIndonesiaNo.40Year2007on

Limited Liability Company.

2. Bank Indonesia Regulation

• BankIndonesiaRegulationNo.8/4/PBI/2006dated

January 30, 2006 on good Corporate governance

By Commercial Banks as amended by Bank Indonesia

Regulation No.8/14/PBI/2006 dated October 05, 2006

on Implementation of good Corporate governance for

Commercial Banks

• BankIndonesiaRegulationNo.11/33/PBI/2009dated

December 7, 2009 on The Implementation of good

Corporate governance by Islamic Commercial Banks

and Islamic Business Units

• BankIndonesiaCircularLetterNo.15/15/DPNPdated

April 29, 2013 concerning The Implementation of

good Corporate governance for Commercial Banks

• BankIndonesiaCircularLetterNo.12/13/DPbSdated

April 30, 2010 concerning The Implementation of

good Corporate governance for Islamic Commercial

Banks and Islamic Business Units



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3. Peraturan Otoritas Jasa Keuangan

• PeraturanOtoritasJasaKeuanganNo.18/POJK.03/2014

Tanggal 18 November 2014 Tentang Penerapan Tata

Kelola Terintegrasi bagi Konglomerasi Keuangan

• PeraturanOtoritasJasaKeuanganNo.21/POJK.04/2015

Tanggal 16 November 2015 Tentang Penerapan

Pedoman Tata Kelola Perusahaan terbuka

4. Pedoman gCg Komite Nasional Kebijakan Governance

• PedomanGCGIndonesiayangdikembangkanoleh

Komite Nasional Kebijakan Governance

• PedomanGCGPerbankanIndonesiayang

dikembangkan oleh Komite Nasional Kebijakan

Governance

Bank Sinarmas telah melaksanakan sistem tata kelola

perusahaan yang baik sehingga Manajemen dapat

mempertanggungjawabkan akuntabilitas keuangan,

transparansi dan perilaku yang sesuai dengan kode etik

kepada para pemangku kepentingan melalui penentuan

strategi bisnis dan keputusan-keputusan penting yang

diawasinya. Organ tertinggi tata kelola perusahaan adalah

RUPS, yang dapat menunjuk Dewan Komisaris untuk

memantau pelaksanaan tugas Direksi dalam mengawasi

pengelolaan perusahaan.

PRINSIP-PRINSIP TATA KELOLASebagai lembaga intermediasi dan lembaga kepercayaan,

dalam melaksanakan kegiatan usaha Bank Sinarmas

menganut prinsip keterbukaan (transparency); memiliki

indikator kinerja berdasarkan ukuran-ukuran yang konsisten

dengan corporate values; sasaran usaha dan strategi sebagai

pencerminan akuntabilitas Bank Sinarmas (accountability);

berpegang pada prudential banking practices dan menjamin

dilaksanakannya ketentuan yang berlaku sebagai wujud

tanggung jawab Bank Sinarmas (responsibility); objektif dan

bebas dari tekanan pihak manapun dalam pengambilan

keputusan (independency); serta senantiasa memperhatikan

kepentingan seluruh Stakeholders berdasarkan asas

kesetaraan dan kewajaran (fairness).

3. Financial Services Authority Regulation

• FinancialServiceAuthorityRegulationNo.18/

POJK.03/2014 dated November 18, 2014 on The

Implementation of Integrated governance for Financial

Conglomerate

• FinancialServicesAuthorityRegulationNo.21/

POJK.04/2015 dated November 16, 2015 on The

Implementation of Public Corporate governance

4. gCg guideline from National Committee on governance

Policy

• IndonesiaGCGGuidelinedevelopedbyNational

Committee on governance Policy

• GCGGuidelineforIndonesianBankingdevelopedby

National Committee on governance Policy

Bank Sinarmas has conducted good corporate governance

system that enables the Management to hold responsible

to its financial accountability, transparency, and attitude

that reflects code of conduct toward the Stakeholders

through their determination on business strategies and

strategic decisions that they will monitor. The highest organ

of corporate governance is gMS, which has the power to

appoint Board of Commissioners to monitor the Board of

Directors’ duty implementation on company management.

cORPORATE gOVERNANcE PRINcIPLESAs an intermediary and trusted institution, and in running its

business activities, Bank Sinarmas adheres to the transparency

principles; has performance indicators in place that are

based on parameters which are in line with the Bank’s

corporate values; has business targets and strategies as a

form of accountability of Bank Sinarmas; upholds prudential

banking practices and ensures the Bank’s enforcement of the

applicable regulations as part of its responsibility; strives to

be objective and free from the pressure from any parties in

making decision (independency); and continues to take into

account the interest of all Stakeholders based on fairness

principle.










Prinsip GCG

Pinciple GCG

KeTeRBuKAANTRAnSPARenCy

AKuNTABILITASACCounTABiLiTy

PeRTANgguNg-JAwABAN

ReSPonSiBiLiTy

KewAJARANfAiRneSS

INDePeNDeNSIinDePenDenCy

Prinsip-prinsip gCg menjadi perangkat standar yang bertujuan

untuk memperbaiki citra, efisiensi, efektivitas, dan tanggung

jawab sosial Bank Sinarmas. Secara umum, prinsip-prinsip

gCg yang diterapkan oleh Bank Sinarmas tercermin dalam

aspek-aspek berikut:

• Keterbukaan

Bank Sinarmas berkomitmen untuk memberikan informasi

secara jelas, terbuka, dan akurat demi kepentingan

pemegang saham dan Stakeholders. Proses keterbukaan

tersebut tetap memperhatikan ketentuan terkait rahasia

Bank, rahasia jabatan, dan hak-hak pribadi sesuai dengan

peraturan yang berlaku. Prinsip ini diterapkan oleh Bank

Sinarmas dengan menyediakan informasi secara tepat

waktu, memadai, jelas, akurat dan dapat diperbandingkan

serta mudah diakses oleh Stakeholders sesuai dengan

haknya. Selain itu, informasi yang diberikan meliputi

namun tidak terbatas pada hal-hal yang bertalian dengan

visi, misi, sasaran usaha dan strategi perusahaan, kondisi

keuangan, susunan dan kompensasi pengurus, pemegang

saham pengendali, cross shareholding, pejabat eksekutif,

gCg principles are a basic standard to improve image,

efficiency, effectiveness, and social responsibility of Bank

Sinarmas. generally, gCg pirnciples implemented by Bank

Sinarmas are reflected on the following aspects:

• Transparency

Bank Sinarmas is committed to providing information

clearly, transparently, and accurately for its Stakeholders

and shareholders. The Bank’s transparency practices

maintain confidentiality aspects, such as the bank’s

confidential information, confidential position, and

personal rights, according to the existing rules. This

principle is carried out by Bank Sinarmas by providing

information in a timely, proper, clear, accurate, and

comparable manner, which is also accessible to the

Stakeholders, for the sake of fulfilling their rights. In

addition, the given information includes but not limited to

matters relating with the vision, mission, business targets

and corporate strategies, financial condition, composition

and compensation of the boards, the controlling



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pengelolaan risiko (risk management), sistem pengawasan

dan pengendalian intern, status kepatuhan, sistem dan

pelaksanaan gCg serta kejadian penting yang dapat

mempengaruhi kondisi Bank.

• Akuntabilitas

Dengan menerapkan prinsip akuntabilitas maka fungsi,

tugas, wewenang dan pertanggungjawaban di setiap

masing-masing organ Bank akan semakin jelas. Bank

Sinarmas menerapkan prinsip ini dengan memastikan

terdapatnya check and balance system dalam pengelolaan

Bank serta memiliki ukuran kinerja berdasarkan ukuran-

ukuran yang disepakati konsisten dengan nilai perusahaan

(corporate values).

• Pertanggungjawaban

Perusahaan mematuhi peraturan perundang-undangan

serta melaksanakan tanggung jawab terhadap

masyarakat dan lingkungan sehingga dapat memelihara

kesinambungan usaha dalam jangka panjang dan

mendapat pengakuan sebagai good corporate citizen.

Bank Sinarmas juga menerapkan prinsip ini dengan

berpegang pada prinsip kehati-hatian (prudential banking

practices) dan menjamin dilaksanakannya ketentuan yang

berlaku.

• Independensi

Untuk melancarkan pelaksanaan asas gCg, Perusahaan

dikelola secara independen sehingga masing-masing

organ perusahaan selalu berusaha untuk objektif dalam

setiap pengambilan keputusan serta mengedepankan

profesionalisme, kemandirian, dan objektivitas agar

tidak saling mendominasi dan tidak dapat diintervensi

oleh pihak lain. Bank Sinarmas senantiasa menghindari

terjadinya dominasi yang tidak wajar oleh Stakeholders

manapun dan tidak terpengaruh oleh kepentingan

sepihak serta bebas dari benturan kepentingan (conflict of

interest).

• Kesetaraan

Dalam melaksanakan kegiatan usaha, Perusahaan

senantiasa memperhatikan kepentingan pemegang saham

dan pemangku kepentingan lainnya berdasarkan asas

kewajaran dan kesetaraan. Bank Sinarmas memberikan

kesempatan kepada seluruh Stakeholders untuk

memberikan masukan dan menyampaikan pendapat

bagi kepentingan Bank serta mempunyai akses terhadap

informasi sesuai dengan prinsip keterbukaan.

shareholders, cross shareholding, executive officials, risk

management, supervisory and internal control system,

compliance status, gCg system and implementation, and

significant events that may affect the Bank’s condition.

• Accountability

By implementing accountability principle, the functions,

duties and responsibilities of each organ of the Bank

will be a lot clearer. Bank Sinarmas applies this principle

by ensuring that the check and balance system is in

place in the Bank’s management, and that the Bank has

performance indicators that are based on the agreed

parameters which are in line with the corporate values.

• Responsibility

The Company complies with the prevailing rules and

regulations and conducts its responsibilities to the

community and environment, so that it can maintain

its business continuity for the long term and obtain

acknowledgement as a good corporate citizen. Bank

Sinarmas also implements this principle by taking into

account prudential banking principles while ensuring its

compliance with the prevailing regulations.

• Independency

In order to improve the implementation of gCg principles,

the Company is managed independently; thus each organ

of the Company strives to be objective in making any

decisions, upholds professionalism, independency and

objectivity in order not to dominate each other and be

intervened by another party. Bank Sinarmas continues to

prevent the occurrence of unfair domination from any

Stakeholders, strive to not to be influenced by one-sided

interest, and free from conflict of interest.

• Fairness

In conducting business activities, the Company

continuously prioritizes the interest of shareholders

and other Stakeholders based on fairness and equality

principles. Bank Sinarmas provides the opportunity to all

Stakeholders to give their input and opinion for the Bank’s

interest and to have access to information, as suggested

by the transparency principle.










IMPLEMENTASI TATA KELOLABank Sinarmas selalu berusaha menerapkan prinsip-prinsip

gCg di setiap aspek bisnis dan semua lini Perseroan.

Penerapan prinsip ini dilakukan untuk menciptakan tata kelola

yang efektif, efisien dan berkesinambungan.

Prinsip / Principles Implementasi / Implementation

Transparansi / Transparency Principle

• Menyampaikanpengumumanlaporankeuanganpublikasitriwulandantahunanmelaluisuratkabar harian berbahasa Indonesia paling sedikit 1 (satu) surat kabar yang beredar secara nasional / Announcing the publication of quarterly and annual financial statements through Indonesian daily newspaper, in at least 1 (one) newspaper with national circulation.

• MenyampaikanlaporantahunanBankkepadaRegulator,YayasanLembagaKonsumenIndonesia,Lembaga Pemeringkat di Indonesia, Asosiasi Perbankan di Indonesia, Lembaga Pengembangan Perbankan Indonesia, 2 (dua) Lembaga Penelitian Ekonomi dan Keuangan, dan 2 (dua) Majalah Ekonomi dan Keuangan / Submitting the Bank’s annual report to Regulator, Indonesian Consumers Foundation, Indonesia Rating Agencies, Indonesian Banking Association, Indonesia Banking Development Institute, 2 (two) Research Institutes on Economy and Finance, and 2 (two) Economic and Finance Magazines.

Akuntabilitas /Accountability

• Menetapkantanggungjawabyangjelasdarimasing-masingorganBankyangselarasdenganvisi,misi, sasaran usaha, dan strategi Bank Sinarmas / Specifying clear responsibility for each organ of the Bank in accordance with the vision, mission, business targets and strategies of Bank Sinarmas.

• Menerapkancheck and balance system / Implementing check and balance system.• Memilikiukurankinerjadarisemuajajaranberdasarkanukuranyangdisepakati,konsistendengan

nilai-nilai perusahaan (corporate values), sasaran usaha, dan strategi Bank, serta memiliki sistem reward dan punishment / Having performance indicators of all levels of the organization that are based on the agreed benchmark which is in line with the corporate values, business targets, and strategies of the Bank, and having reward and punishment system in place.

• MeyakinibahwasemuaorganpadastrukturorganisasiBankmempunyaikompetensiyangsesuaidengan tanggung jawab dan memahami perannya dalam implementasi gCg / Having faith that all organs in the organizational structure of the Bank have the competency that meets their responsibility and understand their contribution in the implementation of gCg.

Tanggung jawab / Responsibility

• Berpegangpadaprinsipkehati-hatian(prudential banking practices) dan menjamin kepatuhan terhadap peraturan yang berlaku / Upholding prudential banking practices and ensuring compliance with the applicalbe regulations.

• Peduliterhadaplingkungandantidakmelupakantanggungjawabsosialnyaterhadapmasyarakat/ Caring about the environment and not putting aside its responsibility to the community.

Kewajaran /Fairness

Senantiasa memenuhi segala hak-hak seluruh pemegang saham maupun Stakeholders lainnya secara wajar dan setara, sehingga tidak terjadi dominasi yang tidak wajar dari pihak manapun. Bank Sinarmas juga memberikan kesempatan kepada seluruh Stakeholders untuk menyampaikan pendapat dan masukan untuk kepentingan Perseroan / Continuously fulfilling all rights of the shareholders and Stakeholders in a fair and equal manner to avoid unfair domination from any other party. Bank Sinarmas also provides the opportunity to all Stakeholders to give their opinion and feedback for the Company’s advantage.

Independensi /Independency

• SenantiasamenghindariterjadinyadominasiyangtidakwajarolehStakeholders manapun / Continuously avoiding unfair domination from any Stakeholders.

• Berusahauntuktidakterpengaruholehkepentingansepihak/Doing the best effort as possible to not to be influenced by a one-sided interest.

• Membebaskandiridaribenturankepentingan(conflict of interest) / Freeing itself from any conflict of interest.

• Berusahamengambilkeputusansecaraobjektifdanbebasdarisegalatekanan/Trying to always make objective decision and free from any pressures.

Manfaat besar dari implementasi gCg di lingkungan kerja

Bank Sinarmas sangat terasa. Dampak positif dari pelaksanaan

gCg dijabarkan menjadi 3 (tiga) garis besar, meliputi:

cORPORATE gOVERNANcE IMPLEMENTATIONBank Sinarmas continuously attempts to apply gCg principles

in every aspect of business and in all lines of the Company.

The implementation of this principle aims to create an

The implementation of gCg at work environment of Bank

Sinarmas has a huge impact on the Company. Positive impacts

from the implementation of gCg are categorized into 3

(three) aspects, namely:



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• People-menghasilkan SDM yang memiliki kompetensi

dan mampu mengadaptasi nilai-nilai gCg serta menjalin

interaksi yang harmonis dengan nasabah dan pemangku

kepentingan lainnya.

• Planet- berkontribusi nyata terhadap lingkungan dan

pemberdayaan masyarakat.

• Profit-mengoptimalkan peraihan laba dan mencapai

pertumbuhan yang tinggi.

Perseroan juga melaksanakan sosialisasi dan internalisasi

gCg kepada seluruh jajaran manajemen dan pegawai untuk

memastikan ketaatan terhadap praktik gCg. Perseroan

yakin bahwa penerapan gCg dilakukan tidak hanya sekedar

mematuhi ketentuan yang berlaku, melainkan juga harus

ditunjukkan dalam praktik keseharian. Dengan melaksanakan

gCg, Perseroan optimis dapat terus menjaga kepercayaan

yang diberikan oleh seluruh pemangku kepentingan.

Perseroan juga bertekad untuk menuju Good Corporate

Citizen pada masa mendatang.

TAHAPAN IMPLEMENTASI TATA KELOLA Tahapan implementasi Tata kelola Bank Sinarmas yaitu (1)

Komitmen Tata Kelola Perusahaan, (2) Struktur Tata Kelola

Perusahaan, (3) Mekanisme Tata Kelola Perusahaan, (4)

Sosialisasi dan Evaluasi, dan (5) Implementasi Tata Kelola

Perusahaan.

01

02

03 05

04

TAHAPAN IMPLEMENTASI TATA KELOLA PERUSAHAAN / PHASE

OF cORPORATE gOVERNANcE IMPLEMENTATION

1. Komitmen Tata Kelola Perusahaan / corporate governance commitment

Visi - Misi dan Strategi Bank Sinarmas / Vision -Mission and Strategy of Bank Sinarmas

2. Struktur Tata Kelola Perusahaan / corporate governance Structure

Pemenuhan struktur dan infrastruktur sehingga selaras dengan Prinsip-prinsip gCg / The fulfillment of structure and infrastructure, thus in line with gCg Principles

3. Mekanisme Tata Kelola Perusahaan / corporate governance Mechanism

Memastikan efektivitas proses implementasi gCg / Ensuring the effectiveness of process of gCg implementation

4. Sosialisasi dan Evaluasi / Dissemination and Evaluation

Pendukung dalam penerapan prinsip-prinsip gCg / Supporter in implementation of gCg principles

5. Implementasi Tata Kelola Perusahaan / corporate governance Implementation

Impementasi prinsip-prinsip gCg oleh seluruh jajaran Bank Sinarmas / Implementation of gCg principles by all ranks in Bank Sinarmas

• People-creatingcompetenthumanresourcesthat

are able to adopt gCg values and build harmonious

interaction wiht the customers and the other Stakeholders.

• Planet-givingrealcontributiontotheenvironmentand

community empowerment.

• Profit-optimizingrevenuesandreachinghighgrowth.

The Company also internalizes and socializes gCg to all its

management and employees to ensure their compliance

with gCg practices. The Company believes that gCg must

be implemented not only to comply with the applicable

regulation. It must be internailzed in the Bank’s daily practices.

With the implementation of gCg, the Company is optimistic

that it can always maintain the trust of all Stakeholders. The

Company is determined to become good corporate citizen in

the future.

PHASE OF gOVERNANcE IMPLEMENTATIONPhase of implementation of Bank Sinarmas governance,

namely (1) Corporate governance Commitment, (2) Corporate

governance Structure, (3) Corporate governance Mechanism,

(4) Dissemination and Evaluation, and (5) Corporate

governance Implementation.










Tahapan implementasi Tata Kelola Bank Sinarmas

dilaksanakan dengan berlandaskan prinsip-prinsip gCg, yaitu:

Komitmen Tata Kelola

Perusahaan

- Visi - Misi dan Strategi Bank Sinarmas

- Anggaran Dasar Bank- Nilai-nilai Perusahaan- Pedoman Tata Kelola

Terintegrasi

Struktur Tata Kelola

Perusahaan

- Pemenuhan jumlah dan komposisi, Dewan Komisaris, Direksi, serta Komite-komite di bawah Dewan Komisaris dan Direksi

- Penguatan Risk Management, Compliance, Fungsi Kepatuhan dan Audit Internal Control

- Penyempurnaan struktur organisasi Bank Sinarmas agar terlaksananya check & balance

Mekanisme Tata Kelola

Perusahaan

- Menuangkan prinsip-prinsip gCg dalam kebijakan, pedoman & peraturan kerja dan SOP

- Efektifitas costumer care- Transparansi produk- Sistem Anti Fraud- Sistem Whistle Blowing

Sosialisasi dan Evaluasi

- Sosialisasi nilai-nilai perusahaan

- Program Corporate Culture Campaign (visi & misi perusahaan, etos kerja, objektif perusahaan, tagline Bank Sinarmas “we always care”)

- Pelaporan pelaksanaan gCg

- Sosialisasi Compliance Culture

- Deklarasi Anti Fraud- Self Assessment

pelaksanaan gCg

Implementasi Tata Kelola

Perusahaan

- Implementasi prinsip gCg pada setiap aspek kegiatan operasional Bank

- Rapat Umum Pemegang Saham (RUPS)

- Rapat Dewan Komisaris- Rapat Direksi- Rapat gabungan Dewan

Komisaris dan Direksi.- Service Excellent- Public Expose

PENILAIAN TATA KELOLA Prosedur Pelaksanaan Assessment

Penerapan gCg Bank Sinarmas senantiasa dipantau dan dikaji

efektivitasnya. Sebagai bagian dari proses penerapan gCg

yang berkelanjutan, Perseroan melaksanakan assessment

penerapan gCg dari tahun ke tahun. Assessment tersebut

dilakukan dalam rangka memperoleh gambaran mengenai

kondisi penerapan gCg terhadap praktik terbaik di

lingkungan Perseroan serta mengidentifikasi bidang-bidang

yang memerlukan perbaikan lebih lanjut.

Sebagai bentuk upaya peningkatan dan perbaikan kualitas

dalam melaksanakan gCg, Bank Sinarmas secara berkala

melakukan self assessment secara komprehensif. Di samping

bertujuan untuk memantau dan mengevaluasi pelaksanaan

gCg yang sudah berjalan, penilaian ini juga berfungsi sebagai

upaya pengembangan dan perbaikan tata kelola perusahaan

yang berkelanjutan, termasuk di dalamnya pengambilan

tindak korektif (corrective action) apabila diperlukan guna

mendapatkan hasil yang lebih sempurna.

Indikator dan Kriteria Penilaian gcg

Indikator dan kriteria penilaian gCg didasarkan pada 11

(sebelas) aspek yang membangun penguatan gCg antara lain:

1. Pelaksanaan Tugas dan Tanggung Jawab Dewan

Komisaris;

2. Pelaksanaan Tugas dan Tanggung Jawab Direksi;

Phase of implementation of Banks Sinarmas governance is

implemented based on gCg principles, namely:

cORPORATE gOVERNANcE ASSESSMENTProcedure of Assessment Implementation

The effectiveness of Bank Sinarmas’ gCg implementation

is continuously monitored and reviewed. As part of

its sustainable process, the Company conducts gCg

implementation assessment every year. The assessment aims

to know the progress of the implementation of gCg best

practices at the Company and to identify areas that need

further improvement.

As part of quality improvement programs for gCg

implementation, Bank Sinarmas periodically carries out a

comprehensive self-assessment. In addition to monitoring

and evaluating the current implementation of gCg, this

assessment also functions as and effort to sustainably develop

and improve corporate governance, including taking corrective

action, if necessary, to obtain a much better result.

Indicators and criteria of gcg Assessment

Indicators and critera of gCg assessment are based on 11 (eleven)

aspects that contribute to the development of gCg, namely:

1. The implementation of duties and responsibilities of Board

of Commissioners;

2. The implementation of duties and responsibilities of Board

of Directors;



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3. Kelengkapan dan Pelaksanaan Tugas Komite;

4. Penanganan Benturan Kepentingan;

5. Penerapan Fungsi Kepatuhan Bank;

6. Penerapan Fungsi Audit Internal;

7. Penerapan Fungsi Audit Eksternal;

8. Penerapan Fungsi Manajemen Risiko termasuk Sistem

Pengendalian Internal;

9. Penyediaan Dana Kepada Pihak Terkait (Related Party) dan

Penyediaan Dana Besar (Large Exposures);

10. Transparansi Kondisi Keuangan dan Non-Keuangan Bank,

Laporan Pelaksanaan gCg dan Pelaporan Internal;

11. Rencana Strategis Bank.

Kesimpulan Umum Hasil Self Assessment Pelaksanaan

ggc

Tabel self assessment 2015

Hasil Penilaian Sendiri Pelaksanaan gcg / Results of Self-Assessment of gCg Implementation

Peringkat / Rating Definisi Peringkat / Rating Definition

Individual 2

Secara umum, mencerminkan Manajemen Bank telah melakukan penerapan gCg yang baik. Hal ini tercermin dari pemenuhan yang memadai atas prinsip-prinsip gCg. Apabila terdapat kelemahan dalam penerapan prinsip gCg, maka secara umum kelemahan tersebut kurang signifikan dan dapat diselesaikan dengan tindakan normal oleh manajemen Bank / In general, The Bank’s management has implemented corporate governance well. This is shown by its proper fulfillment of gCg principles. If there is found some weaknesses in the implementation of gCg principles, such weaknesses are generally immaterial, and the Bank’s management will improve it by taking common corrective action.

PENgHARgAAN gcg BANK SINARMASPenghargaan terkait penerapan gCg Bank Sinarmas sebagai

berikut:

Peringkat I “good corporate

governance“ Buku II Aset Rp10

triliun hingga Rp25 triliun.

1st rank “good corporate

governance” Buku II Assets of

Rp10 trillion to Rp25 trillion.

Acara : Anugerah Perbankan Indonesia IV 2015

Penyelenggara : Economic Review

Tanggal : 5 November 2015

3. Completeness and task implementation of committees;

4. Confict of interest management;

5. The implementation of the Bank’s compliance function;

6. The implementation of Internal Audit function;

7. The implementation of External Audit function;

8. The implementation of Risk Management and Internal

Control System function;

9. Fund Provision to Related Party and Major Debtors (Large

Exposures);

10. The Transparency of Financial and Non Financial

Condition of the Bank, gCg Implementation Report and

Internal Report;

11. The Bank’s strategic plan.

Overall conclusion of gcg Self-Assessment

Table of self-assessment in 2015

BANK SINARMAS gcg AwARDAward concerning implementation of gCg of Bank Sinarmas

is as follows:

Event : Anugerah Perbankan Indonesia IV 2015

Organizer : Economic Review

Date : November 5, 2015










STRUKTUR DAN MEKANISME TATA KELOLA

Struktur Tata Kelola

Struktur tata kelola perusahaan memiliki peranan penting

dalam keberhasilan pelaksanaan gCg. Fungsi dari organ-

organ Bank dijalankan sesuai dengan peraturan perundang-

undangan yang berlaku, Anggaran Dasar Bank, dan ketentuan

lainnya yang didasari prinsip independensi bagi setiap organ

untuk melaksanakan tugas, fungsi, dan tanggung jawab.

Komite Audit / Audit Committee

Sekretaris Perusahaan /

Corporate Secretary

Asset & Liability Management commitee (ALcO)

Komite Pemantau Risiko / Risk Monitoring Committee

Satuan Kerja Audit Intern / Internal Audit

Work Unit

Komite Kredit / Credit Committee

Komite Remunerasi & Nominasi / Remuneration and Nomination

Committee

Komite Tata Kelola Terintegrasi / Integrated Corporate governance

Committee

Satuan Kerja Kepatuhan /

Compliance Work Unit

Komite Teknologi Informasi / Information Technology Committee

Satuan Kerja Manajemen Risiko / Risk Management

Work Unit

Komite Manajemen Risiko /Risk Management Committee

Komite Human capital Management (HcM) / Human Capital Management Committee

DEwAN KOMISARIS

BOARD OF COMMISSIONER

DIREKSI

BOARD OF DIRECTOR

RAPAT UMUM PEMEgANg SAHAM

gENERAL MEETINg OF SHAREHOLDER

STRUcTURE AND MEcHANISM OF cORPORATE gOVERNANcE corporate governance Structure

Corporate governance structure has an important role in

succeeding the implementation of gCg practice. The function

of the Bank’s organs is conducted according to the prevailing

regulations, the Bank’s Article of Association, and other rules,

in which every organ should perform its duties, functions, and

responsibilities by adhering to the independency principles.



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Dalam membangun struktur tata kelola, Perseroan

memperhatikan pemetaan fungsi atau kegiatan usaha dengan

standar etika bisnis serta memastikan mekanisme check and

balance dapat bekerja secara efektif. Struktur tata kelola di

lingkungan Perseroan meliputi struktur organ dan kebijakan

Perseroan, yaitu RUPS, Dewan Komisaris, Direksi, serta organ-

organ pendukung lainnya seperti Sekretaris Perusahaan,

pengendalian internal, manajemen risiko, serta ketaatan

terhadap ketentuan yang berlaku.

Mekanisme Tata Kelola

Mekasnisme tata kelola atau governance mechanism

merupakan mekanisme implementasi gCg yang tercermin

dalam sistem yang kuat. Implementasi gCg tidak cukup

hanya dengan berlandaskan pada pilar governance structure,

melainkan dibutuhkan adanya aturan main yang jelas dalam

bentuk mekanisme. Governance mechanism dapat diartikan

sebagai aturan main, prosedur dan hubungan yang jelas

antara pihak yang mengambil keputusan dengan pihak

yang melakukan kontrol (pengawasan) terhadap keputusan

tersebut.

PENERAPAN TATA KELOLA DAN MANAJEMEN RISIKO TERINTEgRASIMengacu kepada Peraturan Otoritas Jasa Keuangan No.14/

POJK.03/2014 tentang Penerapan Manajemen Risiko

Terintegrasi Bagi Konglomerasi Keuangan dan Peraturan

Otoritas Jasa Keuangan No.18/POJK.03/2014 tentang

Penerapan Tata Kelola Terintegrasi bagi Konglomerasi

Keuangan maka Bank Sinarmas sebagai Entitas Utama

pada Konglomerasi Keuangan Sinar Mas Financial Services

telah melakukan penerapan untuk Tata Kelola Terintegrasi

dan Manajemen Risiko Terintegrasi. Adapun penerapan

tersebut antara lain dengan melakukan pembentukan

Satuan Kerja Kepatuhan Terintegrasi dan Satuan Kerja

Manajemen Risiko Terintegrasi, pembentukan Komite

Tata Kelola Terintegrasi dan Komite Manajemen Risiko

Terintegrasi yang beranggotakan Komisaris serta Direksi dari

9 (sembilan) Lembaga Jasa Keuangan dalam Konglomerasi

Keuangan Sinarmas Financial Services, serta penyusunan

Pedoman Penerapan Tata Kelola Terintegrasi dan Pedoman

Penerapan Manajemen Risiko Terintegrasi. Untuk posisi

31 Desember 2015, Bank juga telah melaporkan Laporan

Tata Kelola Terintegrasi, Laporan Profil Risiko Terintegrasi,

serta Laporan Kecukupan Penyediaan Modal Minimum

Terintegrasi. Disamping itu pula, sebagai bagian dari upaya

peningkatan kualitas dan sharing knowledge, Bank telah

melakukan sosialisasi serta melaksanakan Diskusi Interaktif

In establishing corporate governance structure, the Company

carefully maps the function and business activities based on

the applicable business ethics and ensures that check and

balance mechanism runs effectively. Corporate governance

structure in the Company’s environment includes organ

structure and policy of the Company, namely general Meeting

of Shareholders, Board of Commissioners, Board of Directors,

and other supporting organs such as Corporate Secretary,

internal control, risk management, and compliance with the

prevailing rules.

governance Mechanism

governance mechanims is a mechanism of gCg

implementation that is reflected on a robust system. The

implementation of gCg cannot be relied only on the

governance structure pillars. It requires a clear rule in the

form of a mechanism. governance mechanism then means

a rule and procedure which specifies relationship between

the decision maker and the controller of the decision

implementation.

IMPLEMENTATION OF gOVERNANcE AND INTEgRATED RISK MANAgEMENTPursuant to POJK No.14/POJK.03/2014 on Implementation of

Integrated Risk Management For Financial Conglomerates and

POJK No.18/POJK.03/2014 on Implementation of Integrated

governance For Financial Conglomerates, Bank Sinarmas

as a main entity in Financial Conglomerates of Sinar Mas

Financial Services has implemented an Integrated governance

and Implemented Risk Management. The implementation

includes the establishment of Work Unit of Integrated

Compliance and Work Unit of Integrated Risk Management,

establishment of Integrated governance Committee and

Integrated Risk Management Committee that consist of

Commissioners and Directors from 9 (nine) Financial Services

Institutions in Financial Conglomerates of Sinar Mas Financial

Services, and formulation of guideline on Implementation

of Integrated governance and guideline on Implementation

of Integrated Risk Management. For December 31, 2015,

Bank has reported the Report on Integrated governance,

Report on Integrated Risk Profile, and Report on Adequacy

of Integrated Minimum Capital Provision. In addition, as an

effort of quality improvement and sharing knowledge, Bank

has disseminated and conducted Interactive Discussion on

Integrated governance and Integrated Risk Management

to Financial Service Institutions that are incorporated in

financial conglomerates, with speaker from Financial Services










Tata Kelola Terintegrasi dan Manajemen Risiko Terintegrasi

kepada Lembaga Jasa Keuangan yang tergabung di dalam

konglomerasi keuangan, dengan nara sumber yang berasal

dari Otoritas Jasa Keuangan. Pelaksanaan sosialisasi serta

diskusi interaktif tersebut direncanakan akan dilaksanakan

secara berkala & berkesinambungan sehingga diharapkan

dapat menciptakan konglomerasi keuangan yang sehat, stabil

serta memiliki daya saing tinggi.

RAPAT UMUM PEMEgANg SAHAM (RUPS)RUPS merupakan organ tertinggi dalam Perseroan. RUPS

memiliki kewenangan yang tidak diberikan kepada Direksi

ataupun Dewan Komisaris dalam batas yang ditentukan dalam

Undang-Undang Perseroan Terbatas dan/atau Anggaran

Dasar Perseroan. Melalui RUPS, para pemegang saham dapat

mengemukakan pendapat dan ikut andil dalam pengambilan

keputusan-keputusan penting. RUPS juga menjadi forum

evaluasi kinerja Direksi dan Dewan Komisaris dengan

memperhatikan seluruh aspek operasional perusahaan, baik

dari kinerja ekonomi, sosial, maupun lingkungan.

Sebagaimana diatur dalam Undang-Undang No. 40 tahun

2007 tentang Perseroan Terbatas dan Anggaran Dasar

Perseroan, RUPS dibagi menjadi 2 (dua), yaitu RUPS Tahunan

dan RUPS Luar Biasa.

RUPS Tahunan (RUPST)

RUPST wajib dilaksanakan selambat-lambatnya 6 (enam) bulan

setelah tahun buku berakhir. Dalam rapat tersebut, Direksi

wajib menyampaikan hal-hal sebagai berikut:

1. Laporan Tahunan.

2. Mengemukakan pendapat mengenai penggunaan laba

Perseroan, apabila Perseroan memiliki laba positif.

3. Mengemukakan pendapat mengenai penetapan akuntan

publik untuk mengaudit tahun buku Perseroan yang

sedang berjalan berdasarkan usulan dari Dewan Komisaris

atau memberikan kuasa kepada Dewan Komisaris untuk

menetapkan akuntan publik.

4. Hal-hal lain yang memerlukan persetujuan RUPS untuk

kepentingan Perseroan dengan tetap memperhatikan

ketentuan dalam Anggaran Dasar.

RUPS Luar Biasa (RUPSLB)

Ketetapan untuk mengadakan RUPSLB tidak terikat. RUPS Luar

Biasa dapat diadakan setiap waktu sesuai dengan kebutuhan

Perseroan. Berdasarkan Akta No. 82 tanggal 24 Maret

2012, Direksi dapat menyelenggarakan RUPST dan RUPSLB

dengan terlebih dahulu menyampaikan Pengumuman dan

Pemanggilan Rapat melalui media cetak.

Authority. The dissemination and interactive discussion are

planned to be organized periodically and sustainably, and are

expected to create healthy, stable and competitive financial

conglomerates.

gENERAL MEETINg OF SHAREHOLDERSgMS is the highest organ in the Company. gMS has the

authority not given to the Board of Directors or Board of

Commissioners within limitation that is determined in the

Law of Limited Liability Company and/or Company Articles

of Association. Through gMS, the shareholders are able

to express their opinion and take part in the making of

strategic decisions. gMS also serves as a forum to evaluate

the performance of Board of Directors and Board of

Commissioners by taking into account the whole aspects of

the Company’s operations, in terms of economy, social, and

environment.

As regulated in the Law No. 40 of 2007 concerning Limited

Liability Company and Company Articles of Association, gMS

is divided into 2 (two), namely Annual gMS and Extraordinary

gMS.

Annual gMS (AgMS)

AgMS must be held no later than six months after the end of

the fiscal year, in which the Board of Directors are obliged to

do the following:

1. Submit Annual Report

2. Deliver opinion on the appropriation of the Company’s

profit, if any.

3. Deliver opinion on the appointment of public accountant

to audit the current fiscal year based on proposal from

the Board of Commissioners or authorize the Board of

Commissioners to appoint the public accountant.

4. Other matters which need approval from the gMS for

the Company’s interest while taking into account the

provisions of the Articles of Association.

Extraordinary gMS (EgMS)

There is no strict rule to convene an EgMS. Extraordinary

gMS can be held at any time if necessary for the Company’s

interest. Based on Deed No. 82 dated March 24, 2012, the

Board of Directors is entitled to hold AgMS and EgMS by

making prior notice and call of the meeting at any printed

media.



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Tata cara Penyelenggaraan RUPS

Tata cara penyelenggaraan RUPS adalah sebagai berikut:

1. Perseroan terlebih dahulu menyampaikan pemberitahuan

mata acara RUPST secara jelas dan rinci kepada Otoritas

Jasa Keuangan (dahulu Badan Pengawas Pasar Modal

dan Lembaga Keuangan), paling lambat 5 (lima) hari kerja

sebelum pengumuman melalui iklan dilakukan. Hal ini

dilakukan sebagaimana yang telah diatur dalam Peraturan

Otoritas Jasa Keuangan Nomor 32 /POJK.04/2014 tentang

Rencana dan Penyelenggaraan Rapat Umum Pemegang

Saham Perusahaan Terbuka.

2. Pengumuman RUPS dilakukan melalui surat tercatat, iklan

surat kabar, situs website Bursa dan website Perseroan

paling lambat 14 (empat belas) hari sebelum pemanggilan

RUPS, dengan tidak memperhitungkan tanggal

pengumuman dan tanggal pemanggilan. Kemudian

pemanggilan RUPS dilaksanakan paling lambat 21 (dua

puluh satu) hari sebelum pelaksanaan RUPS, dengan tidak

memperhitungkan tanggal pemanggilan dan tanggal

RUPS.

3. Selanjutnya setelah pelaksanaan RUPS, Perseroan wajib

Mengumumkan ringkasan risalah RUPS kepada Otoritas

Jasa Keuangan dan Bursa Efek Indonesia paling lambat

2 (dua) hari kerja setelah Rapat diselenggarakan serta

mengumumkannya kepada publik sekurang-kurangnya

dalam 2 (dua) surat kabar berbahasa Indonesia, situs

website Bursa dan website Perseroan.

4. Setiap saham yang dikeluarkan memiliki 1 (satu) hak suara,

kecuali jika Anggaran Dasar menentukan lain.

Penyelenggaran RUPSLB dan RUPST Bank Sinarmas pada 2015

dilakukan melalui proses dan tahapan sebagai berikut:

1. Pemberitahuan kepada Otoritas Jasa Keuangan dan Bursa

Efek Indonesia mengenai mata acara RUPSLB dan RUPST

Bank Sinarmas 2015.

2. Pengumuman melalui surat tercatat, iklan surat kabar,

situs website Bursa dan website Perseroan.

3. Pemanggilan melalui surat tercatat, iklan surat kabar, situs

website Bursa dan website Perseroan.

4. Pengumuman ringkasan risalah RUPS kepada Otoritas Jasa

Keuangan, Bursa Efek Indonesia dan publik melalui surat

tercatat, iklan surat kabar, situs website Bursa dan website

Perseroan.

Procedures to convene gMS

The procedures to convene gMS are described as follows:

1. The Company shall give prior notice concerning the

agenda of 2015 AgM clearly and in detail to the Financial

Services Authority (formerly Capital Market Supervisory

Board and Financial Institution) no later than 5 (five)

business days before it is published as an advertisement.

This procedure is conducted to comply with the Financial

Services Authority Regulation No. 32/POJK.04/2014

concerning the Plan and Convening of general Meeting of

Shareholders.

2. The announcement of gMS is done through a written

letter, websites of Stock Exchange and the Company no

later than 14 (fourteen) days prior to the date of the gMS

invitation, by excluding the date of the announcement

and the date of gMS implementation. The call for gMS

is conducted no later than 21 (twenty one) days prior to

the implementation of gMS by excluding the dates of the

notice and gMS.

3. Subsequently after the implementation of the gMS, the

Company must report the gMS minutes of meeting to the

Financial Services Authority and Indonesia Stock Exchange

no later than two (2) business days after the meeting

is convened, and announced it to the public in at least

2 (two) Indonesian newspapers, websites of the Stock

Exchange and the Company.

4. Each share issued is eligible to 1 (one) voting rights, unless

the Articles of Association determine otherwise.

The convening of 2015 EgMS and AgMS of Bank Sinarmas

was conducted through the following process and stages:

1. Notification to the Financial Services Authority and

Indonesia Stock Exchange regarding the 2015 agenda of

EgMS and AgMS of Bank Sinarmas.

2. Announcement through a written letter, ads in newspaper,

websites of the Stock Exchange and the Company.

3. Call of meeting through a written letter, ads in newspaper,


4. Announcement of gMS minutes of meeting summary to

the Financial Services Authority, Indonesia Stock Exchange

and the public through a written letter, ads in newspaper,











Tabel tahapan penyelenggaraan RUPS

RUPS / gMSPemberitahuan /

NotificationPengumuman / Announcement

Pemanggilan / Call

Pelaksanaan / Implementation

Hasil dan Keputusan RUPS / gMS Results and

Decision

Luar Biasa /Extraordinary

5 Februari 2015 / February 5, 2015


2 Maret 2015 / March 2, 2015

24 Maret 2015 / March 24, 2015

26 Maret 2015 / March 26, 2015

Tahunan /Annual

27 April 2015 / April 26, 2015

6 Mei 2015 / May 6, 2015

21 Mei 2015 / May 21, 2015

12 Juni 2015 / June 12, 2015

16 Juni 2015 / June 16, 2015

Pemberitahuan mata acara

RUPS kepada Regulator /

gMS Agenda notification to

Regulator

Pemberitahuan kepada pemegang

saham melalui media surat kabar, situs

bursa dan website Perseroan / Notification

to shareholders via newspapers and the Company’s website

Pemanggilan pemegang saham dengan surat

tercatat dan surat kabar, situs bursa dan website Perseroan / Calling of

Shareholders via registered letters and newspapers and

the Company’s website

Pelaksanaan RUPS / gMS

Implementation

Pengumuman hasil RUPS

/ gMS Resolutions

Announcement

Pelaksanaan RUPS secara umum mengacu pada ketentuan

dalam Anggaran Dasar yaitu:

RUPS dipimpin oleh anggota Dewan Komisaris yang di tunjuk

oleh Dewan Komisaris dengan terlebih dahulu membacakan

tata tertib RUPS pada saat RUPS berlangsung yang menjadi

bagian dalam Berita Acara RUPS. Pimpinan RUPS memberikan

kesempatan kepada pemegang saham atau kuasanya untuk

mengajukan pertanyaan pada setiap mata acara rapat melalui

Surat Suara RUPS. Kemudian, Pimpinan Rapat menanggapi

pertanyaan pemegang saham yang hadir.

Setelah semua pertanyaan ditanggapi, selanjutnya

pemungutan suara dilakukan secara lisan dan hanya

pemegang saham atau kuasanya yang sah yang berhak untuk

mengeluarkan suara. Setiap satu saham memberikan hak

kepada pemegangnya untuk mengeluarkan satu suara.

Bank Sinarmas telah menunjuk Notaris Aryanti Artisari dalam

melakukan penghitungan dan/atau memvalidasi suara.

Pelaksanaan dan Keputusan RUPS 2015

Pada 2015, Perseroan telah mengadakan RUPS sebanyak 2

(dua) kali yaitu RUPS Luar Biasa dan RUPS tahunan untuk

tahun buku 2014 yang masing-masing dilakukan pada hari

Table of phase of gMS implementation

Implementation of gMS is generally refers to provisions in the

Articles of Association, namely:

gMS is chaired by a member of the Board of Commissioners

appointed by the Board of Commissioners by firstly reading

the meeting disciplinary when the gMS takes place which is

a part of gMS Minutes of Meeting. The chairman of gMS

provides opportunity for shareholders or their proxies to ask

questions in every meeting agenda through gMS ballot form,

afterward the Chairman of the Meeting responds to the

questions.

After all questions are responded, voting is conducted orally,

and only shareholders or legitimate proxies are entitled

to vote. One share gives only one voting right for the

shareholder.

Bank Sinarmas has appointed Notary Aryanti Artisari to count

and/or to validate the votes.

2015 gMS Implementation and Decision

In 2015, the Company has convened 2 (two) gMS, namely

Extraordinary gMS and Annual gMS for the fiscal year of

2014 which was held on Tuesday, March 24, 2015, located



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Selasa, 24 Maret 2015 dan Jumat, 12 Juni 2015 bertempat

di Ruang Paseo, Sinar Mas Land Plaza Tower II Lantai 39

Jalan MH. Thamrin No. 51 Jakarta Pusat. Informasi kehadiran

Dewan Komisaris dan Direksi, undangan, serta pemegang

saham sebagai berikut:

Dewan Komisaris

Tjendrawati Widjaja Komisaris Utama

Sammy Kristamuljana Komisaris Independen

Rusmin Komisaris Independen

Direksi

Freenyan Liwang Direktur Utama

Heru Agus Wuryanto Direktur

Loa Johnny Mailoa Direktur

Halim Direktur

Salis Teguh Hartono Direktur Independen

Hanafi Himawan Direktur Independen

Undangan

Soejanto Soetjijo dan Frenky Tirtowijoyo Susilo*

*) Telah menjabat sebagai Direktur Bank Sinarmas pada RUPST

Pemegang Saham

13.402.734.770 saham (95,38%) dari total 14.052.267.049

saham.

Jumlah saham dengan hak suara yang hadir atau diwakili telah

memenuhi kuorum dalam RUPS.

Mata acara RUPSLB dan RUPST Bank Sinarmas 2015 adalah

sebagai berikut:

Mata acara RUPSLB dan RUPST / EgMS and AgMS Agenda

No. Luar Biasa / Extraordinary No. Tahunan / Annual

1.Laporan tahunan Direksi untuk tahun buku 2014 / 2014 Board of Directors Annual Report

1.Perubahan Anggaran Dasar Perseroan / Changes in Articles of Association

2.Pengesahan perhitungan tahunan (neraca dan perhitungan laba/rugi) / Annual calculation ratification (balance sheet and income calculation)

2Perubahan Susunan Direksi Perseroan / Changes in Articles of Association

3.Penegasan penggunaan laba perseroan untuk tahun buku 2014 / Restatement of 2014 net profit appropriation of the Company

3

Laporan Perubahan Realisasi Penggunaan Dana Penawaran Umum Terbatas I (PUT I) / Report of Changes in the Use of Proceeds from Limited Public Offering I (PUT I)

4.Penunjukan Kantor Akuntan Publik untuk melakukan pemeriksaan pembukuan 2015 / Appointment of Public Accounting Firm to audit 2015 financial statements

5.

Penetapan gaji para anggota Direksi dan honorarium Dewan Komisaris Perseroan / Determination of salary for members of the Board of Directors and honorarium of the Board of Commissioners of the Company

at Paseo Room, Sinar Mas Land Plaza Towre II, 39th Floor,

on Jalan MH. Thamrin No. 51, Central Jakarta. The following

is the attendance record of the Board of Commissioners and

Board of Directors, guests, and shareholders:

Board of commissioners

Tjendrawati Widjaja President Commissioner

Sammy Kristamuljana Independent Commissioner

Rusmin Independent Commissioner

Board of Directors

Freenyan Liwang President Director

Heru Agus Wuryanto Director

Loa Johnny Mailoa Director

Halim Director

Salis Teguh Hartono Independent Director

Hanafi Himawan Independent Director

guests

Soejanto Soetjijo and Frenky Tirtowijoyo Susilo*

*) Served as Director of Bank Sinarmas at AgMS.

Shareholders

13,402,734,770 shares (95.38%) of the total 14,052,267,049

shares.

The number of shareholders holding shares with voting rights

that are present or represented at the meeting has met the

quorum at the gMS.

2015 EgMS and AgMS Agenda of Bank Sinarmas are as

follows:










Hasil RUPS Luar Biasa 2015 dan Realisasi:

Mata acara / Agenda

Keputusan / DecisionRealisasi / Realization

Pertama /First

1. Menyetujui pengangkatan Saudara Soejanto Soetjijo dan Saudara Frenky Tirtowijoyo Susilo masing-masing sebagai Direktur Perseroan terhitung efektif sejak ditutupnya rapat ini sampai dengan berakhirnya masa jabatan Direksi Perseroan yang saat ini menjabat yaitu tanggal 15 Juni 2017.

Dengan demikian sejak ditutupnya rapat, susunan anggota Direksi, Dewan Komisaris, dan Dewan Pengawas Syariah Perseroan adalah sebagai berikut:

DIREKSI:Direktur Utama : Freenyan Liwang Direktur : Heru Agus WuryantoDirektur : Loa Johnny MailoaDirektur : HalimDirektur : Soejanto SoetjijoDirektur : Frenky Tirtowijoyo SusiloDirektur Independen : Salis Teguh HartonoDirektur Independen : Hanafi Himawan

DEWAN KOMISARIS:Komisaris Utama : Tjendrawati WidjajaKomisaris Independen : Sammy KristamuljanaKomisaris Independen : Rusmin

DEWAN PENgAWAS SyARIAH:Ketua : Ali Mustafa yaqubAnggota : Ahmadi Bin Sukarno

2. Menunjuk dan memberi kuasa kepada Direksi dan/atau Corporate Secretary Perseroan untuk melaksanakan keputusan tersebut di atas termasuk tetapi tidak terbatas untuk menandatangani akta pernyataan keputusan rapat di hadapan Notaris dan memberitahukan perubahan tersebut kepada pihak yang berwenang.

Terealisasi / Realized

1. Approved the appointment of Mr. Soejanto Soetjijo and Mr. Frenky Tirtowijoyo Susilo as Directors, effective since the closing of this meeting until the end of tenure of the Company’s Board of Directors that is currently serving, namely on June 15, 2017.

Therefore, since the closing of this Meeting, compositions of the Board of Directors, Board of Commissioners and Sharia Supervisory Unit are as follows:

BOARD OF DIRECTORS President Director : Freenyan Liwang Director : Heru Agus Wuryanto Director : Loa Johnny Mailoa Director : Halim Director : Soejanto Soetjijo Director : Frenky Tirtowijoyo Independent Director : Salis Teguh Hartono Independent Director : Hanafi Himawan

BOARD OF COMMISSIONERS President Commissioner : Tjendrawati Widjaja Independent Commissioner : Sammy Kristamuljana Independent Commissioner : Rusmin

SHARIA SUPERVISORy BOARD Chairman : Ali Mustafa yaqub Member : Ahmadi Bin Sukarno

2. Appointed and authorized the Board of Directors and/or Corporate Secretary of the Company to implement the decision but not limited to signing the deed of meeting decision before a Notary and notify the change to the authorities.

Results of 2015 Extraordinary gMS and Its Realization



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management rePort

Mata acara / Agenda


Hasil Perhitungan Kartu Suara

/ Voting Result

Keputusan Hasil Pemungutan Suara / Voting Decision Tidak Menentukan

Pilihan(No Vote) (d)

Tidak Setuju / Abstain (a) Abstain / Abstain (b) Setuju / Agree (c)

Nihil

Nihil 13.402.734.770

NihilTotal suara setuju : 13.402.734.770 saham atau 100% / Total agree votes: 13,402,734,770 shares or 100%

Mata acara / Agenda


Kedua /Second

1. Menyetujui perubahan Anggaran Dasar Perseroan sehubungan dengan diberlakukannya Peraturan Otoritas Jasa Keuangan dan menyusun kembali seluruh Anggaran Dasar Perseroan sehingga dengan demikian detil susunan kalimat masing-masing pasal perubahannya sebagaimana tertuang dalam materi rapat yang telah dibagikan kepada pemegang saham sebelum rapat ini / Approved the change in the Company’s Articles of Association in line with the implementation of Financial Services Authority Regulation and redrafted the entire Articles of Association, thus the detail of sentence composition of each articles as stated in meeting materials that have been distributed to shareholders prior to the meeting is clear.

2. Menunjuk dan memberi kuasa kepada Direksi dan/atau Corporate Secretary Perseroan untuk melaksanakan keputusan tersebut di atas termasuk tetapi tidak terbatas untuk menandatangani akta pernyataan keputusan rapat di hadapan Notaris dan memberitahukan perubahan tersebut kepada pihak yang berwenang / Appointed and authorized the Board of Directors and/or Corporate Secretary of the Company to implement the aforementioned decisions, including but not limited to signing the deed of meeting decision before a Notary and notify the change to the authorities.



/ Voting Result




Nihil

Nihil 13.402.734.770

NihilTotal suara setuju : 13.402.734.770 saham atau 100% / Total agree votes: 13,402,734,770 shares or 100%

Mata acara / Agenda


Ketiga / Third

Pada bulan Juni 2012, PT. Bank Sinarmas Tbk., melakukan Penawaran Umum Terbatas I (PUT I) kepada para pemegang saham dengan Hak Memesan Efek Terlebih dahulu (HMETD). Dana yang diperoleh dari PUT I adalah sebesar Rp300.796.534.500. (tiga ratus miliar tujuh ratus sembilan puluh enam juta lima ratus tiga puluh empat ribu lima ratus Rupiah). Keseluruhan dana tersebut digunakan untuk pembelanjaan teknologi informasi sebesar 60% dan pengembangan jaringan kantor sebesar 40% dengan uraian sebagai berikut / In June 2012, PT. Bank Sinarmas Tbk. conducted Limited Public Offering I (PUT I) to shareholders with Preemptive Rights. Funds from the PUT I amounted to Rp300,796,534,500 (three hundred billion seven hundred and ninety six million five hundred and thirty four thousand five hundred Rupiahs). The overall funds was used for information technology procurement amounted to 60% and office network development amounted to 40% with the following details:











Mata acara / Agenda


- Total penggunaan dana periode Oktober hingga Desember 2012 adalah sebesar Rp36.351.786.504,7 (tiga puluh enam miliar tiga ratus lima puluh satu juta tujuh ratus delapan puluh enam ribu lima ratus empat koma tujuh Rupiah), dengan Rp24.086.621.170,2 (dua puluh empat miliar delapan puluh enam juta enam ratus dua puluh satu ribu seratus tujuh puluh koma dua Rupiah) untuk pembelanjaan teknologi informasi dan Rp12.265.165.334,5 (dua belas miliar dua ratus enam puluh lima juta seratus enam puluh lima ribu tiga ratus tiga puluh empat koma lima Rupiah) untuk pengembangan jaringan kantor / Total use of funds for the period of October to December 2012 amounted to Rp36,351,786,504.7 (thirty six billion three hundred and fifty one million seven hundred and eighty six thousand five hundred four point seven Rupiahs), with Rp24,086,621,170.2 (twenty four billion eighty six million six hundred and twenty one thousand one hundred and seventy point two Rupiahs) for information and technology procurement and Rp12,265,165,334.5 (twelve billion two hundred and sixty five million one hundred and sixty five thousand three hundred and thirty four point five Rupiahs) for office network development.

- Total penggunaan dana periode Januari hingga Maret 2013 adalah sebesar Rp24.257.379.241,28 (dua puluh empat miliar dua ratus lima puluh tujuh juta tiga ratus tujuh puluh sembilan ribu dua ratus empat puluh satu koma dua delapan Rupiah) dengan 9.158.062.469,65 (sembilan miliar seratus lima puluh delapan juta enam puluh dua ribu empat ratus enam puluh sembilan koma enam lima Rupiah) untuk pembelanjaan teknologi informasi dan Rp 15.099.316.771,63 (lima belas miliar sembilan puluh sembilan juta tiga ratus enam belas ribu tujuh ratus tujuh puluh satu koma enam tiga Rupiah) / Total use of funds for the period of January to March 2013 amounted to Rp24,257,379,241.28 (twenty four billion two hundred and fifty seven million three hundred and seventy nine thousand two hundred and forty one point twenty eight Rupiahs) with Rp9,158,062,469.65 (nine billion one hundred and fifty eight million sixty two thousand four hundred and sixty nine point sixty five Rupiahs) for information technology procurement and Rp15,099,316,771.63 (fifteen billion ninety nine million three hundred and sixteen thousand seven hundred and seventy one point sixty three Rupiahs).

- Total penggunaan dana periode April hingga Juni 2013 adalah sebesar Rp33.218.107.267,32 (tiga puluh tiga miliar dua ratus delapan belas juta seratus tujuh ribu dua ratus enam puluh tujuh koma tiga dua Rupiah), dengan Rp8.903.666.711,17 (delapan miliar sembilan ratus tiga juta enam ratus enam puluh enam ribu tujuh ratus sebelas koma satu tujuh Rupiah) untuk pembelanjaan teknologi informasi dan Rp24.314.440.556,15 (dua puluh empat miliar tiga ratus empat belas juta empat ratus empat puluh ribu lima ratus lima puluh enam koma satu lima Rupiah) untuk pengembangan jaringan kantor / Total use of funds for the period of April to June 2013 amounted to Rp33,218,107,267.32 (thirty three billion two hundred and eighteen million one hundred seven thousand two hundred and sixty seven point thirty two Rupiahs) and Rp8,903,666,711.17 (eight billion nine hundred three million six hundred and sixty six thousand seven hundred and eleven point seventeen Rupiahs) for information technology procurement and Rp24,314,440,556.15 (twenty four billion three hundred and fourteen million four hundred and forty thousand five hundred and fifty six point fifteen Rupiahs) for office network development.



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Mata acara / Agenda


- Total penggunaan dana periode Juli hingga September 2013 adalah sebesar Rp90.697.650.439,17 (sembilan puluh miliar enam ratus sembilan puluh tujuh juta enam ratus lima puluh ribu empat ratus tiga puluh sembilan koma satu tujuh Rupiah), dengan Rp57.855.842.162,67 (lima puluh tujuh miliar delapan ratus lima puluh lima juta delapan ratus empat puluh dua ribu seratus enam puluh dua koma enam tujuh Rupiah) untuk pembelanjaan teknologi informasi dan Rp32.841.808.276,5 (tiga puluh dua miliar delapan ratus empat puluh satu juta delapan ratus delapan ribu dua ratus tujuh puluh enam koma lima Rupiah) untuk pengembangan jaringan kantor / Total use of funds for the period of July to September 2013 amounted to Rp90,697,650,439.17 (ninety billion six hundred and ninety seven million six hundred and fifty thousand four hundred and thirty nine point seventeen Rupiahs), with Rp57,855,842,162.67 (fifty seven billion eight hundred and fifty five million eight hundred and forty two one hundred and sixty two point sixty seven) for information and technology procurement and Rp32,841,808,276.5 (thirty two billion eight hundred and forty one million eight hundred eight thousand two hundred and seventy six point five Rupiahs) for office network development.

- Total penggunaan dana periode Oktober hingga Desember 2013 adalah sebesar Rp41.563.555.567 (empat puluh satu miliar lima ratus enam puluh tiga juta lima ratus lima puluh lima ribu lima ratus enam puluh tujuh Rupiah), dengan Rp27.362.274.290 (dua puluh tujuh miliar tiga ratus enam puluh dua juta dua ratus tujuh puluh empat ribu dua ratus sembilan puluh Rupiah) untuk pembelanjaan teknologi informasi dan Rp14.201.281.277 (empat belas miliar dua ratus satu juta dua ratus delapan puluh satu ribu dua ratus tujuh puluh tujuh Rupiah) untuk pengembangan jaringan kantor / Total use of funds for the period of October to December 2013 amounted to Rp41,563,555,567 (forty one billion five hundred and sixty three million five hundred and fifty five thousand five hundred and sixty seven Rupiahs), with Rp27,362,274,290 (twenty seven billion three hundred and sixty two million two hundred and seventy four thousand two hundred and ninety Rupiahs) for information technology procurement and Rp14,201,281,277 (fourteen billion two hundred one million two hundred and eighty one thousand two hundred and seventy seven Rupiahs) for office network development..

- Total penggunaan dana periode Januari hingga Maret 2014 adalah sebesar Rp36.524.702.479 (tiga puluh enam miliar lima ratus dua puluh empat juta tujuh ratus dua ribu empat ratus tujuh puluh sembilan Rupiah), dengan Rp24.146.230.452 (dua puluh empat miliar seratus empat puluh enam juta dua ratus tiga puluh ribu empat ratus lima puluh dua) untuk pembelanjaan teknologi informasi dan Rp12.378.472.027 (dua belas miliar tiga ratus tujuh puluh delapan juta empat ratus tujuh puluh dua ribu dua puluh tujuh Rupiah) untuk pengembangan jaringan kantor / Total use of funds for the period of January to March 2014 amounted to Rp36,524,702,479 (thirty six billion five hundred and twenty four million seven hundred two thousand four hundred and seventy nine Rupiahs), with Rp24,146,230,452 (twenty four billion one hundred and forty six million two hundred and thirty thousand four hundred and fifty two Rupiahs) for information and technology procurement and Rp12,378,472,027 (twelve billion three hundred and seventy eight million four hundred and seventy two thousand twenty seven Rupiahs) for office network development.

- Total penggunaan dana periode April hingga Juni 2014 adalah sebesar Rp34.408.155.086,34 (tiga puluh empat miliar empat ratus delapan juta seratus lima puluh lima ribu delapan puluh enam koma tiga empat), dengan Rp26.288.551.814,64 (dua puluh enam miliar dua ratus delapan puluh delapan juta lima ratus lima puluh satu ribu delapan ratus empat belas koma enam empat Rupiah) untuk pembelanjaan teknologi informasi dan Rp8.119.603.271,7 (delapan miliar seratus sembilan belas juta enam ratus tiga ribu dua ratus tujuh puluh satu koma tujuh Rupiah) untuk pengembangan jaringan kantor / Total use of funds for the period of April to June 2014 amounted to Rp34,408,155,086.34 (thirty four billion four hundred eight million one hundred and fifty five thousand eighty six point thirty four Rupiahs), with Rp26,288,551,814.64 (twenty six billion two hundred and eighty eight million five hundred and fifty one thousand eight hundred and fourteen point sixty four) for information technology procurement and Rp8,119,603,271.7 (eight billion one hundred and nineteen million six hundred three thousand two hundred and seventy one point seven Rupiahs) for office network development..










Mata acara / Agenda


Sehingga Penggunaan Dana Hasil Penawaran Umum Terbatas I keseluruhannya digunakan untuk Pembelanjaan Teknologi Informasi sebesar Rp177.801.249.070,33 (seratus tujuh puluh tujuh miliar delapan ratus satu juta dua ratus empat puluh sembilan ribu tujuh puluh koma tiga tiga Rupiah) dan untuk Pengembangan Jaringan Kantor sebesar Rp119.220.087.514,48 (seratus sembilan belas miliar dua ratus dua puluh juta delapan puluh tujuh ribu lima ratus empat belas koma empat delapan Rupiah) / Therefore, the Use of Proceeds from Limited Public Offering I amounted to Rp177,801,249,070.33 (one hundred and seventy seven billion eight hundred one million two hundred and forty nine thousand seventy point thirty three Rupiahs) was used for Information Technology Procurement and Rp119,220,087,514.48 (one hundred and nineteen billion two hundred and twenty million eighty seven thousand five hundred and fourteen point forty eight Rupiahs) used for Office Network Development.


/ Voting Result




Bersifat pelaporan dan tidak diadakan proses pengambilan keputusan / This matter is report in nature and there was no decision-making process

Hasil RUPS Tahunan dan realisasi:

Mata acara / Agenda


Pertama /First

Menerima dan menyetujui Laporan Tahunan Direksi untuk tahun buku yang berakhir 31 Desember 2014 / Accepting and approving Board of Directors Annual Report for the fiscal year ended on December 31, 2014.



/ Voting Result




99.937 saham atau 0,0008% / 99,937 shares or

0.0008%

Nihil13.181.076.112 saham atau 99,9992% / 13,181,076,112

shares or 99,9992% Nihil

Total suara setuju : 13.181.076.112 saham atau 99,9992% / Total agree votes: 13,181,076,112 shares or 99,9992%

Results of Annual gMS Decision and Its Realization



oF 2015

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Mata acara / Agenda


Kedua /Second

Mengesahkan Perhitungan Tahunan (Neraca dan Perhitungan Rugi/Laba) untuk tahun buku yang berakhir pada 31 Desember 2014 serta memberikan pembebasan tanggung jawab kepada para anggota Direksi dan Dewan Komisaris atas pengurusan dan pengawasan (acquit et de charge) yang telah dijalankan untuk tahun buku yang berakhir pada 31 Desember 2014 / Ratifying the Annual Calculation (Balance Sheet and Income Calculation) for the fiscal year ended on December 31, 2014 and granting full release and discharge to the members of the Board of Directors and Board of Commissioners for the management and supervision (acquit et de charge) that have been implemented during the fiscal year ended on December 31, 2014.



/ Voting Result





0.0008%

Nihil13.181.076.112 saham atau 99,9992% / 13,181,076,112



Mata acara / Agenda


Ketiga / Third

Menyetujui penggunaan laba Perseroan untuk tahun buku yang berakhir pada 31 Desember 2014 sebesar Rp154,932 miliar (seratus lima puluh empat koma sembilan tiga dua miliar) / Approving the use of profit of the Company for fiscal year ended on December 31,2014 amounted to Rp154.932 billion (one hundred and fifty four point nine hundred and thirty two billion Rupiahs).

Bahwa dari laba tersebut akan digunakan sebagai berikut / That the profit was used as follows:a. Sebesar Rp500.000.000 (lima ratus juta Rupiah) untuk dana cadangan sesuai dengan

ketentuan pasal 70 ayat 1 Undang-Undang Nomor 40 tahun 2007 dan pasal 23 Anggaran Dasar Perseroan / Amounted to Rp500,000,000 (five hundred million Rupiahs) used for reserve funds in accordance with article 70 paragraph 1 Law No.40 year 2007 and article 23 articles of association of the Company.

b. Sisa laba bersih Perseroan sejumlah Rp154,432 miliar (seratus lima puluh empat koma empat tiga dua miliar) akan dipergunakan untuk membiayai operasional Perseroan dan memperkuat Permodalan Perseroan dan dicatat sebagai Laba yang Ditahan, sesuai dengan pasal 23 ayat 3 akan dikelola oleh Direksi dengan cara yang tepat menurut pertimbangan Direksi, setelah memperoleh persetujuan Dewan Komisaris / The remaining net profit amounted to Rp154.432 billion (one hundred and fifty four point four hundred and thirty two billion Rupiahs) will be used to finance the Company’s operations and strengthen the capital, and recorded as Retained Earnings, in accordance with article 23 paragraph 3, it will be properly managed by the Board of Directors according to its consideration after obtaining approval from the Board of Commissioners.

Memberikan wewenang kepada Direksi Perseroan untuk mengatur, melaksanakan, dan menjalankan tindakan-tindakan yang diperlukan sehubungan dengan penggunaan laba bersih Perseroan tersebut diatas sesuai dengan ketentuan hukum dan peraturan yang berlaku / Authorizing the Board of Directors to manage, implement, and conducting required activities related to the use of the aforementioned net profit of the Company in accordance with legal provisions and the prevailing regulations.












/ Voting Result





0.0008%

Nihil13.181.076.112 saham atau 99,9992% / 13,181,076,112



Mata acara / Agenda


Keempat /Fourth

1. Menyetujui penunjukan Kantor Akuntan Mulyamin Sensi Suryanto dan Lianny untuk melakukan pemeriksaan (audit) Laporan Keuangan Perseroan untuk tahun buku yang akan berakhir pada tanggal 31 Desember 2015.

2. Memberikan kuasa kepada Direksi perseroan untuk menetapkan honorarium bagi Kantor Akuntan Publik tersebut, serta persyaratan-persyaratan lain sehubungan dengan penunjukan Kantor Akuntan Publik tersebut.



/ Voting Result




NihilNihil

13.181.176.049 saham atau 100% Nihil

Total suara setuju : 13.181.176.049 saham atau 100%

Mata acara / Agenda


Kelima /Fifth

Menyetujui pelimpahan wewenang sepenuhnya kepada Dewan Komisaris, dengan memperhatikan usul yang diajukan oleh Komite Remunerasi dan Nominasi Perseroan, untuk menetapkan gaji para anggota Direksi dan honorarium Dewan Komisaris Perseroan.



/ Voting Result





0.0008%

Nihil13.181.076.112 saham atau 99,9992% / 13,181,076,112



Tabel Tingkat Kehadiran Pemegang Saham (%)

Tingkat kehadiran pemegang saham dalam RUPST Bank

Sinarmas selama 5 (lima) tahun terakhir berkisar pada

angka lebih dari 90%. Hal tersebut menunjukkan perhatian

pemegang saham tertuju pada perkembangan bisnis

Perseroan. Pengumuman dan panggilan RUPS Bank Sinarmas

teralisasi dengan efektif.

Table of Attendance Rate of Shareholders (%)

Attendance rate of shareholders in AgM of Bank Sinarmas

for the last 5 (five) years is around 90%. This shows that

the shareholders are interested to the Company’s business

development. Announcement and call for gMS of Bank

Sinarmas are realized effectively.



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Tahun / year 2011 2012 2013 2014 2015

Kehadiran / Attendance (%)

98,11% 93,44% 95,98% 94,63% 93,61%

201320132013

80

60

40

20

100

2014 2015

94,6

3%

93,6

1%

95,9

8%

93,4

4%

98,1

1%

Pelaksanaan dan Keputusan RUPS Tahun Sebelumnya

Hasil Keputusan RUPS Tahunan 2014 dan Realisasi

Mata acara Keputusan / DecisionRealisasi / Realization

Pertama /First

Menerima dan menyetujui Laporan Tahunan Direksi untuk tahun buku yang berakhir 31 Desember 2013 / Accepted and approved the Board of Directors Annual Report for the year ended on December 31, 2013.



/ Voting Result




Nihil

Nihil11.902.656.491 saham atau

100% / / 11,902,656,491 shares or 100% Nihil

Total suara setuju : 11.902.656.491 saham atau 100%/ Total agree votes: 11,902,656,491 shares or 100%


Kedua /Second

Mengesahkan Perhitungan Tahunan (Neraca dan Perhitungan Rugi/Laba) untuk tahun buku yang berakhir pada 31 Desember 2013 serta memberikan pembebasan tanggung jawab kepada para anggota Direksi dan Dewan Komisaris atas pengurusan dan pengawasan (acquit et de charge) yang telah dijalankan untuk tahun buku yang berakhir pada 31 Desember 2013 / Ratified the Annual Calculation (Blance Sheet and Income Calculation) for the fiscal year ended on December 31, 2013, and granted full release and discharge to the members of the Board of Directors and Board of Commissioners from the management and supervision (acquit et de charge) that have been implemented for the fiscal year ended on December 31, 2013.



/ Voting Result




Nihil


100% / / 11,902,656,491 shares or 100% Nihil

Total suara setuju : 11.902.656.491 saham atau 100%/ Total agree votes: 11,902,656,491 shares or 100%

Implementaiton and Decision of the Previous year’s gMS

Results of 2014 Annual gMS Decision and Its Realization











Ketiga / Third

Menyetujui penggunaan laba Perseroan untuk tahun buku yang berakhir pada 31 Desember 2013 sebesar Rp221.099.313.298 (dua ratus dua puluh satu miliar sembilan puluh sembilan juta tiga ratus tiga belas ribu dua ratus sembilan puluh delapan Rupiah) sebagai berikut: a. Sebesar Rp500.000.000 (lima ratus juta Rupiah) untuk dana cadangan sesuai dengan

ketentuan pasal 70 ayat 1 Undang-undang Nomor 40 Tahun 2007 dan pasal 23 anggaran dasar Perseroan.

b. Sisa laba bersih Perseroan sejumlah Rp220.599.313.298 (dua ratus dua puluh miliar lima ratus sembilan puluh sembilan juta tiga ratus tiga belas ribu dua ratus sembilan puluh delapan Rupiah) akan dipergunakan untuk membiayai operasional Perseroan dan memperkuat Permodalan Perseroan dan dicatat sebagai Laba yang Ditahan, sesuai dengan pasal 23 ayat 3 akan dikelola oleh Direksi dengan cara yang tepat menurut pertimbangan Direksi, setelah memeroleh persetujuan Dewan Komisaris.

c. Memberikan wewenang kepada Direksi Perseroan untuk mengatur, melaksanakan, dan menjalankan tindakan-tindakan yang diperlukan sehubungan dengan penggunaan laba bersih Perseroan tersebut diatas sesuai dengan ketentuan hukum dan peraturan yang berlaku.

Approved the use of the Company’s profit for the fiscal year ended on December 31, 2013 at the amount of Rp221,099,313,298 (two hundred twenty one billion ninety nine million three hundred thirteen thousand two hundred ninety eight Rupiah) for the following purposes:a. The amount of Rp500,000,000 is declared reserve funds according to the provision of

article 70 paragraph 1 of the Law Number 40 of 2007 and article 23 of the Company’s articles of association.

b. The remaining net profit of Rp220,559,313,298 (two hundred twenty billion five hundred fifty nine million three hundred thirteen thousand two hundred ninety eight Rupiah) will be used to finance the Company’s operations and strengthen the Company’s capital and recorded as Retained Earnings, according to article 23 paragraph 3, which will be managed properly by the Board of Directors according to the discretion of the Board of Directors after obtaining approval from the Board of Commissioners.

c. Authorized the Board of Directors to manage, conduct, and take necessary actions in relation with the appropriation of the Company’s net profit, according to the prevailing rules and regulations.

a. Penyisihan Dana cadangan untuk tahun buku 2013 telah dibukukan / Allowance for reserve fund for 2013 fiscal year has been recorded.

b. Sisa laba bersih telah dicatat sebagai Laba yang Ditahan dan telah dibukukan / The remaining net profit was declared Retained Earnings and have been recorded.


/ Voting Result




240.437 saham atau 0,002%/ 240,437 shares or

0.002%


100% / 11,902,656,491 shares or 100% Nihil

Total suara setuju : 11.902.656.491 saham atau 100% / Total agree votes: 11,902,656,491 shares or 100%



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LAPORAN MANAJEMEN

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Keempat /Fourth

a. Menyetujui penunjukkan Kantor Akuntan Publik Mulyamin Sensi Suryanto dan Lianny untuk melakukan pemeriksaan (audit) Laporan Keuangan Perseroan untuk tahun buku yang akan berakhir pada 31 Desember 2014 / Approved the appointment of Public Accountant Mulyamin Sensi Suryanto and Lianny to conduct audit on the Company’s Financial Statement for the year ended on December 31, 2014.

b. Memberikan kuasa kepada Direksi Perseroan untuk menetapkan honorarium bagi Kantor Akuntan Publik tersebut, serta persyaratan-persyaratan lain sehubungan dengan penujukan Kantor Akuntan Publik tersebut / Authorized the Company’s Board of Directors to determine the honorarium of the Public Accountant and other requirements in relaiton wiht the appointment of the Public Accountant.



/ Voting Result




Nihil


100% / 11,902,656,491 shares or 100% Nihil



Kelima /Fifth

Menyetujui pelimpahan wewenang sepenuhnya kepada Dewan Komisaris, dengan memperhatikan usul yang diajukan oleh Komite Remunerasi dan Nominasi Perseroan, untuk menetapkan gaji para anggota Direksi dan honorarium Dewan Komisaris Perseroan / Approved full delegation of power to the Board of Commissioners, by considering the recommendation given by the Remuneration and Nomination Committee to decide the salary of the members of the Board of Directors and the honorarium of the Board of Commissioners.



/ Voting Result

Keputusan Hasil Pemungutan Suara Tidak Menentukan


Tidak Setuju (a) Abstain (b) Setuju (c)

Nihil


100% / 11,902,656,491 shares or 100% Nihil











Hasil RUPS Luar Biasa 2014 dan Realisasi


Pertama /First

a. Menyetujui pengangkatan saudara Rusmin sebagai Komisaris Independen Perseroan terhitung sejak ditutupnya RUPSLB sampai dengan 15 Juni 2017. Masa jabatan ini berlaku efektif setelah mendapatkan persetujuan dari Otoritas Jasa Keuangan.

b. Memberhentikan dengan hormat saudara Wimpie Rianto selaku Komisaris Independen Perseroan dengan penghargaan dan ucapan terima kasih serta memberikan pembebasan dan pelunasan (acquit et de charge) kepada yang bersangkutan beserta tanggung jawab yang timbul dan tindakan-tindakan pengurusan yang telah diambil selama jangka waktu sejak Januari 2008 sampai dengan 13 Juni 2014 sejauh tindakan yang diambil selama melakukan pengurusan tersebut tidak bertentangan atau melanggar peraturan perundang-undangan yang berlaku.

c. Menyetujui pengangkatan Saudara Hanafi Himawan dan Saudara Salis Teguh Hartono sebagai Direktur Independen Perseroan.

d. Menyetujui pemberhentian dengan hormat seluruh anggota Direksi dan Dewan Komisaris Perseroan serta memberikan pelunasan dan pembebasan (acquit et de charge) tanggung jawab sepenuhnya selama menjalankan jabatannya sepanjang tindakan-tindakan tersebut tercermin dalam buku-buku Perseroan dan tidak bertentangan atau melanggar peraturan perundang-undangan yang berlaku serta mengucapkan terima kasih atas sumbangsih dan jasa-jasa yang telah diberikan.

e. Menyetujui pengangkatan kembali seluruh anggota Direksi dan Dewan Komisaris Perseroan untuk masa jabatan terhitung sejak ditutupnya rapat sampai dengan 15 Juni 2017.

Dengan demikian sejak ditutupnya rapat, susunan anggota Direksi, Dewan Komisaris dan Dewan Pengawas Syariah Perseroan adalah sebagai berikut:

Dewan KomisarisKomisaris Utama : Tjendrawati WidjajaKomisaris Independen : Sammy KristamuljanaKomisaris Independen : Rusmin

DireksiDirektur Utama : Freenyan LiwangDirektur : Heru Agus WuryantoDirektur Independen : Salis Teguh HartonoDirektur : Loa Johnny MailoaDirektur : HalimDirektur Independen : Hanafi Himawan

Dewan Pengawas SyariahKetua : Ali Mustafa yaqubAnggota : Ahmadi Bin Sukarno

f. Menunjuk dan memberi kuasa kepada Direksi dan/atau Corporate Secretary Perseroan untuk melaksankan keputusan tersebut di atas termasuk tetapi tidak terbatas untuk menandatangani akta pernyataan keputusan rapat di hadapan Notaris dan memberitahukan perubahan tersebut kepada pihak yang berwenang.

Rusmin efektif menjabat

sebagai komisaris independen

setelah mendapatkan

persetujuan dari OJK Pada tanggal

19 Juni 2014

Results of 2014 Extraordinary gMS and Its Realization



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LAPORAN MANAJEMEN

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First

a. Approved the appointment of Mr. Rusmin as the Company’s Independent Commissioner effective since the closing of the Extraordinary gMS until June 15, 2017. This term of office is effective upon approval of the Financial Services Authority.

b. Respectively dismissed Mr. Wimpie Rinato as the Company’s Independent Commissioner by extending appreciaiton and thank and gave him full release and discharge (acquit et de charge) from the responsibilities that arised and management actions that have been taken from the period of January 2008 to june 13, 2014, so long as such management actions do not contravene with or violate the applicable laws and regulations.

c. Approved the appointment of Mr. Hanafi Himawan and Mr. Salis Teguh Hartono as the Company’s Independent Directors.

d. Respectively approved and dismissed all members of the Company’s Board of Directors and Board of Commissioners and granted them full full release and discharge (acquit et de charge) from the responsibilities that have been fulfilled during their service, provided that such actions are reflected on the Company’s reports and not against or violate the prevailing laws and regulations, and thanked them for the contributions and services that have been given.

e. Approved the reappointment of all members of the Board of Directors and Board of Commissioners of the Company for the term of office effective from the closing of the meeting until June 15, 2007.

Hence, since the closing of the meeting, the composition of the Board of Directors, Board of Commissioners, and Sharia Supervisory Board is as follows:

Board of Commissioners President Commissioner : Tjendrawati Widjaja Independent Commissioner : Sammy Kristamuljana Independent Commissioner : Rusmin

Board of Directors President Director : Freenyan Liwang Director : Heru Agus Wuryanto Independent Director : Salis Teguh Hartono Director : Loa Johnny Mailoa Director : Halim Independent Director : Hanafi Himawan

Sharia Supervisory Board Head : Ali Mustafa yaqub Member : Ahmadi Bin Sukarno

f. Appointed and authorized the Board of Directors and/or Corporate Secretary of the Company to implement the decision, including but not limited to, sign the deed of the meeting decision in the presence of a Notary and notify such changes to the authorities.

Rusmin serves

as independent

commissioner

effective since the

approval of the OJK

on June 19, 2014.


/ Voting Result




Nihil


100% / 11,902,656,491 shares or 100% Nihil












Kedua /Second

a. Menyetujui perubahan Anggaran Dasar Perseroan Pasal 4 ayat 2 tentang modal / Approved the amendment of the Company’s Articles of Association, Article 4 paragraph 2 on capital

b. Menyetujui perubahan Anggaran Dasar Perseroan Pasal 14 ayat 2, ayat 3, dan ayat 5 tentang Direksi / Approved the change in the Company’s Articles of Association, Article 14 paragraph 2, paragraph 3, and paragraph 5 about the Board of Directors.

c. Menyetujui perubahan Anggaran Dasar Perseroan Pasal 17 ayat 2 tentang Dewan Komisaris / Approved the amendment of the Company’s Articles of Association, Article 17 paragraph 2 concerning the Board of Commissioners.

d. Memberikan kewenangan kepada Direksi Perseroan untuk menyatakan keputusan-keputusan yang telah diambil tersebut di atas ke dalam akta Notaris dan untuk maksud tersebut menghadap ke hadapan Notaris, selanjutnya membuat atau menyuruh membuat, dan menandatangani akta, dokumen, formulir dan/atau surat-surat lainnya yang diperlukan, mengajukan permohonan, mengadakan segala perubahan dan/atau tambahan dalam memintakan dan karenanya mengambil atau memperoleh persetujuan atau pemberitahuan kepada pihak yang berwenang, termasuk dari Menteri Hukum dan Hak Asasi Manusia Republik Indonesia dan mendaftarkan dalam Daftar Perusahaan, serta pada umumnya melakukan tindakan apapun juga yang diperlukan untuk melaksanakan kuasa dan wewenang tersebut diatas sesuai ketentuan hukum dan peraturan perundang-undangan yang berlaku, tanpa ada yang dikecualikan termasuk melakukan perubahan dalam hal perubahan tersebut diisyaratkan oleh instansi yang berwenang / Authorized the Company’s Board of Directors to state the decisions that have been made in the Notarial deed, and for that purpose, presented it in the presence of the Notary, then drew up or had somebody make and sign the deed, document, form, and/or other letters needed, submit a proposal, make any changes and/or additions in the request, and thereby earn or acquire the approval or notification to the authorities, including from the Minister of Law and Human Rights of the Republic of Indonesia and list it on the Company Register, and generally conducted any actions wherever necessary to carry out the power and authorities according to the applicable laws and regulations without execption, including making adjutment in the event that such adjustment is required by the authorities.



/ Voting Result




Nihil


100% / 11,902,656,491 shares or 100% Nihil




oF 2015

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LAPORAN MANAJEMEN

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Ketiga / Third

a. Menyetujui Penambahan Modal Tanpa Hak Memesan Efek Terlebih Dahulu (PMTHMETD) dengan mengeluarkan saham baru sebanyak 1.312.411.310 (satu miliar tiga ratus dua belas juta empat ratus sebelas ribu tuga ratus sepuluh) dengan nilai nominal Rp100 (seratus Rupiah) setiap saham atau sebanyak-banyaknya 10% (sepuluh persen) dari jumlah keseluruhan saham dari modal yang disetor dan ditempatkan penuh oleh Perseroan / Approved Capital Increase Without Preemptive Rights (PMTHMETD) by issuing new shares amounting to 1,312,411,310 (one billion three hundred and twelve million four hundred eleven thousand three hundred and ten) with a nominal value of Rp100,- (one hundred Rupiah) per share or maximum of 10% (ten percent) of the total number of shares issued and fully paid in the Company;

b. Memberikan wewenang dan kuasa kepada Direksi Perseroan dengan persetujuan Dewan Komisaris untuk melakukan segala tindakan yang diperlukan sehubungan dengan Penambahan Modal Tanpa Hak Memesan Efek Terlebih Dahulu, tetapi tidak terbatas dalam menentukan harga pelaksanaan Penambahan Modal Tanpa Hak Memesan Efek Terlebih Dahulu yang dianggap baik oleh Direksi, membuat dan/atau minta dibuatkan segala dokumen berkaitan dengan peningkatan modal tersebut serta meminta persetujuan dan/atau melaporkan serta melakukan pendaftaran yang diperlukan kepada pihak yang berwenang berkaitan dengan Peningkatan Modal Tanpa Hak Memesan Efek Terlebih Dahulu, satu dan lain hal tanpa ada pengecualian dengan mengingat ketentuan peraturan perundang-undangan yang berlaku termasuk peraturan di bidang Pasar Modal / granted the authority and power to the Board of Directors of the Company upon the approval of the Board of Commissioners to perform all necessary actions in connection with the Capital Increase Without Pre-emption Rights, but not limited to determining the reasonable exercise price of the Capital Increase Without Preemptive Rights according to the Board of Directors, preparing and/or asking to prepare any documents relating with the capital increase and seeking approval and/or reporting it as well as registering any required documents to the authorities, in relation with the Capital Increase without Preemptive Rights, without exception, in one way or another, by considering the applicable laws and regulations, and the capital market regulation.

Sudah dilakukannya Penambahan

Modal Tanpa Hak Memesan Efek Terlebih Dahulu

(PMTHMETD) pada bulan Oktober dan November 2014 / Capital

Increase Without Preemptive Rights (PMTHMETD) was done in October and November

2014


/ Voting Result





0.002%

Nihil12.418.972.296 saham atau 99,998% / 12,418,972,296

shares or 99.998% Nihil

Total suara setuju : 12.418.972.296 saham atau 99,998% / Total agree votes: 12,418,972,296 shares or 99.998%


Keempat /Fourth

Menyetujui Laporan Realisasi Penggunaan Dana Penawaran Umum Terbatas I (right issue) sebagaimana tersebut di atas untuk periode April 2013 (dua ribu tiga belas) sampai dengan Maret 2014 (dua ribu empat belas) / Approved the Report of the Realization of the Use of Proceeds from Limited Public Offering I (right issue) as mentioned above for the period of April 2013 (two thousand thirteen) until March 2014 (two thousand fourteen).



/ Voting Result




Nihil


100% / 12,419,212,733 shares or 100% Nihil

Total suara setuju : 12.419.212.733 saham atau 100% Total agree votes: 12,419,212,733 shares or 100%










DEwAN KOMISARISDewan Komisaris merupakan organ dalam Bank yang

bertugas melakukan pengawasan, baik secara umum maupun

secara khusus sesuai dengan Anggaran Dasar.

Sepanjang tahun 2015, Dewan Komisaris telah melakukan

tugas pengawasan terhadap kebijakan manajemen,

mekanisme kepengurusan dan operasional Bank yang

dijalankan oleh Direksi serta memberikan masukan dan arahan

Direksi mengenai kinerja yang dijalankan.

Dewan Komisaris melaksanakan tugas dan tanggung jawab

secara independen dan selalu memastikan terselenggaranya

pelaksanaan Good Corporate Governance dalam setiap

kegiatan usaha Bank pada seluruh jenjang organisasi.

Dalam melaksanakan tugas dan tanggung jawab dan guna

mendukung efektivitas pelaksanaan tugas dan tanggung

jawab, Dewan Komisaris PT. Bank Sinarmas Tbk. dibantu oleh

ketiga komite antara lain Komite Audit, Komite Pemantau

Risiko, serta Komite Remunerasi & Nominasi.

Jumlah, Komposisi dan Kriteria Dewan Komisaris

Berdasarkan perubahan terakhir Anggaran Dasar Perseroan

sebagaimana tertuang dalam Akta No. 82, bahwa sampai

saat ini jumlah anggota Dewan Komisaris berjumlah 3 (tiga)

orang yang terdiri dari 1 (satu) Komisaris Utama dan 2 (dua)

Komisaris Independen. Berikut adalah komposisi Dewan

Komisaris PT. Bank Sinarmas Tbk. hingga 31 Desember 2015:

Tabel komposisi Dewan Komisaris

No Nama / Name Jabatan / Position

Persetujuan / Approval Periode Masa Jabatan / Term

of Office

Domisili / DomicileRUPS / gMS

OJK (d/h) Bank Indonesia

1Tjendrawati Widjaja

Komisaris Utama / President Commissioner

21 Desember 2009 (RUPSLB) / December 21, 2009 (EgM)

20 April 2010 / April 20, 2010

15 Juni 2017 (RUPSLB) / June 15, 2014 (EgM)

Indonesia

2Sammy Kristamuljana

Komisaris Independen / Independent Commissioner

15 Juni 2012(RUPSLB) / June 15, 2014 (EgM)

3 Juli 2012 / July 3, 2012


Indonesia

3 Rusmin

Komisaris Independen / Independent Commissioner

13 Juni 2014(RUPSLB) / June 13, 2014 (EgM)

19 Juni 2014 / June 19, 2014


Indonesia

BOARD OF cOMMISSIONERSBoard of Commissioners is an instrument in the Bank that is

assigned to conduct supervision, both in general and special in

accordance with the Articles in Association.

Throughout 2015, Board of Commissioners has carried out

supervisory duties to management policy, mechanism of Bank

management and operational by the Board of Directors as well

as to provide inputs and direction to the Board of Directors on

the performance.

Board of Commissioners carried out its duties and

responsibilities independently and always ensure the

implementation of good Corporate governance in every

business activity of the Bank in all organizational levels.

In carrying out the duties and responsibilities, and to

support the effectiveness of implementation of duties and

responsibilities, the Board of Commissioners of PT. Bank

Sinarmas Tbk. is assisted by three committees, namely Audit

Committee, Risk Monitoring Committee, and Remuneration &

Nomination Committee.

Total, composition, and criteria of the Board of

commissioners

Pursuant to the latest change in the Articles of Association,

as stated in Deed No.82, that up to date, total members of

the Board of Commissioners is 3 (three) persons, consisting

1 (one) President Commissioner and 2 (two) Independent

Commissioners. The following is the composition of the Board

of Commissioners of PT. Bank Sinarmas Tbk. until December

31, 2015:

Table of Board of Commissioners’ composition



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Berdasarkan jumlah, komposisi dan kriteria Dewan Komisaris

telah memenuhi ketentuan dalam Peraturan Bank Indonesia

Nomor 8/14/PBI/2006 tentang Perubahan Atas Peraturan Bank

Indonesia Nomor 8/4/PBI/2006 tentang Pelaksanaan Good

Corporate Governance bagi Bank Umum, disebutkan bahwa:

1. Jumlah anggota Dewan Komisaris paling kurang 3 (tiga)

orang dan paling banyak sama dengan jumlah anggota

Direksi.

2. Paling kurang 1 (satu) orang anggota Dewan Komisaris

wajib berdomisili di Indonesia

3. Dewan Komisaris dipimpin oleh Presiden Komisaris atau

Komisaris Utama

4. Dewan Komisaris terdiri dari Komisaris dan Komisaris

Independen

5. Pengangkatan anggota Dewan Komisaris dilakukan

oleh RUPS berdasarkan usulan Komite Remunerasi dan

Nominasi

6. Seluruh anggota Dewan Komisaris telah lulus fit and

proper test oleh Bank Indonesia dan Otoritas Jasa

Keuangan.

Hak, wewenang, dan Kewajiban Dewan Komisaris

Hak dan wewenang

1. Dewan Komisaris berwenang memberikan persetujuan

tertulis atas keputusan Direksi;

2. Anggota Dewan Komisaris baik sendiri maupun bersama-

sama berhak setiap waktu memasuki bangunan dan

halaman atau tempat lain yang dipergunakan dan dikuasai

serta dimiliki Bank dan berhak memeriksa buku-buku,

surat-surat bukti, persediaan barang-barang, memeriksa

dan mencocokan keadaan uang kas untuk keperluan

verifikasi dan lain-lain termasuk surat berharga serta

mengetahui segala tindakan yang telah dijalankan oleh

Direksi;

3. Tindakan dalam hal sebagaimana tersebut di atas, harus

dijalankan dalam kapasitas sebagai anggota Dewan

Komisaris dan wajib dilaporkan pada rapat Dewan

Komisaris tentang tindakan tersebut;

4. Jika dianggap perlu Dewan Komisaris berhak untuk

meminta bantuan tenaga ahli dalam melaksanakan

tugasnya untuk jangka waktu terbatas dengan beban

Bank;

5. Setiap anggota Dewan Komisaris berhak meminta

penjelasan tentang segala hal dari Direksi maupun

seluruh jajaran dibawahnya dan Direksi berkewajiban

memenuhinya; dan

The total, composition, and criteria of the Board of

Commissioners have fulfilled the provision in Bank Indonesia

Regulation No.8/14/PBI/2006 on Amendment to Bank

Indonesia Regulation No.8/4/PBI/2006 on The Implementation

of good Corporate governance For Commercial Banks, stated

that:

1. Total member of the Board of Commissioners is at least 3

(three) persons and at most equal to the total members of

the Board of Directors.

2. At least 1 (one) member of the Board of Commissioners

shall resides in Indonesia.

3. The Board of Commissioners is lead by a President

Commissioners

4. The Board of Commissioners consists of Commissioners

and Independent Commissioners.

5. The appointment of member of the Board of

Commissioners is carried out by gMS based on suggestion

from Remuneration and Nomination Committee.

6. All members of the Board of Commissioners have passed

the fit and proper test by Bank Indonesia and Financial

Services Authority.

Rights, Authority, and Responsibilities of Board of

commissioners

Rights and Authority

1. Board of Commissioners is authorized to give approval in

writing for the Board of Directors’ decision;

2. Members of the Board of Commissioners, both individually

and collectively, are entitled to enter the building and

premises or other places that are used, owned, and under

the authority of the Bank, at any time, and are authorized

to examine books, documentary evidences, and good

inventory, and cross-checking the cash flow and so on,

including securities, for verification purposes. They also

have the right to be informed on any actions performed by

the Board of Directors;

3. The actions as mentioned above shall only be conducted in

the capacity of a member of the Board of Commissioners

and are obliged to be reported at the Board of

Commissioners’ meeting;

4. If deemed necessary, the Board of Commissioners is

entitled to ask for expert assistance in performing its duties

for a specified period of time at the expense of the Bank;

5. Each member of the Board of Commissioners has the right

to obtain explanation on any matters from the Board of

Directors and all the managements under it, and the Board

of Directors must fulfill it; and










6. Setiap anggota Dewan Komisaris berhak menghadiri

rapat-rapat yang diselenggarakan oleh Direksi atau unit

kerja dibawahnya tanpa ikut memberikan keputusan.

Kewajiban

1. Memberikan pengesahan dan mengawasi implementasi

Rencana Bisnis Bank (RBB);

2. Menindaklanjuti hasil pengawasan dan rekomendasi

yang diberikan dalam hal terjadi penyimpangan terhadap

ketentuan perundang-undangan yang berlaku, Anggaran

Dasar dan prinsip prudential dalam praktek bisnis

(prudential banking practise);

3. Mengikuti perkembangan kegiatan bisnis Bank, dan

dalam hal Bank menunjukkan gejala kemunduran, segera

mengusulkan untuk mengadakan RUPS dan melaporkan

kepada Pemegang Saham dengan disertai saran tentang

langkah perbaikan yang diperlukan;

4. Memberikan pendapat dan saran untuk disampaikan pada

RUPS mengenai setiap persoalan yang dianggap penting

bagi kepengurusan Bank;

5. Melakukan tugas-tugas pengawasan lainnya yang

ditentukan oleh RUPS dan peraturan perundang-

undangan;

6. Memberikan arahan dan konsultasi kredit serta review atas

persetujuan kredit yang melebihi jumlah tertentu yang

ditentukan dalam RUPS dan/atau Anggaran Dasar; dan

7. Memastikan terselenggaranya pelaksanaan Good

Corporate Governance dalam setiap kegiatan usaha Bank

pada seluruh tingkatan atau jenjang organisasi.

Tugas dan Tanggung Jawab

Berdasarkan Surat Keputusan No. SK.002/2015/PRESKOM-

CorSec&CorComm tertanggal 26 Mei 2015, secara umum

Dewan Komisaris memiliki tugas dan tanggung jawab sebagai

berikut:

1. Melaksanakan sebaik-baiknya kewajiban Dewan Komisaris

sebagaimana diamanatkan dalam peraturan perundang-

undangan, Anggaran Dasar Perseroan berikut perubahan-

perubahannya, Board Manual, Surat Keputusan ini beserta

perubahannya, dan Pedoman Tata Tertib Kerja Dewan

Komisaris;

2. Dalam menjalankan tugasnya, Dewan komisaris berhak

memperoleh penjelasan dari Direksi atau setiap anggota

Direksi tentang segala hal yang diperlukan oleh Dewan

Komisaris;

3. Dewan Komisaris menerapkan prinsip-prinsip Good

Corporate Governance sebagaimana diatur dalam

Peraturan Bank Indonesia 8/4/PBI/2006 tentang

6. Each member of Board of Commissioners is entitled to

attend meetings held by the Board of Directors or the

working units it supervises without the right to make

decision.

Responsibilities

1. Ratifying and supervising the implementation of the Bank’s

Business Plan (RBB);

2. Following-up the result of the supervision and

recommendation given in the event of violation to the

provisions of the applicalbe laws, Articles of Associations,

and prudential principles in its business practices;

3. Keeping up with the development of the Bank’s business

activities, and in the event that the Bank shows signs

of decline, the Board shall immediately propose the

convening of gMS and report it to the Shareholders along

with the correction actions that are necessary;

4. Providing opinion and advices at the gMS on any matter

considered important for the Bank’s management;

5. Conducting other supervisory tasks that are determined by

the gMS and the laws and regulations;

6. Providing guidance and credit consultation and review on

credit approval that exceeds the amount set by the gMS

and/or the Articles of Association; and

7. Ensuring the implementation of good corporate

governance in each business activity of the Bank at all

levels of the organization.

Duties and Responsibilities

Based on the Decree No. SK.002/2015/PRESKOM-

CorSec&CorComm Dated May 26, 2015, the Board of

Commissioners has the following duties and responsibilities:

1. Carrying out the Board of Commissioners’ obligations in

a well manner as mandated in the Laws and Regulations,

the Company’s Articles of Association and its amendments,

Board Manual, this Decree and its amendment, and Board

Manual;

2. In performing its duties, the Board of Commissioners is

entitled to obtain explanation from the Board of Directors

or any member of the Board of Directors on all matters

required by the Board of Commissioners;

3. The Board of Commissioners implements the gCg

principles as stipulated in Bank Indonesia Regulation

No.8/4/PBI/2006 on the implementation of good



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Pelaksanaan Good Corporate Governance tertanggal 30

Januari 2006 jo. Peraturan Bank Indonesia 8/14/PBI/2006

tertanggal 5 Oktober 2006, dalam setiap kegiatan usaha

Bank pada seluruh tingkatan atau jenjang organisasi;

4. Melakukan pengawasan atas kebijakan pengurusan

pada umumnya, baik mengenai Bank sebagai Perseroan

maupun usaha Bank, dan memberi nasihat kepada Direksi;

5. Dalam melakukan pengawasan, Dewan komisaris wajib

mengarahkan, memantau, dan mengevaluasi pelaksanaan

kebijakan strategis Perseroan serta melaporkannya secara

tertulis ke Otoritas Jasa Keuangan secara semesteran;

6. Dalam melakukan pengawasan, Dewan Komisaris

dilarang terlibat dalam pengambilan keputusan kegiatan

operasional Bank (kredit, treasury, penghimpunan dana,

dan kegiatan operasional lainnya), kecuali :

a. Penyediaan dana kepada pihak terkait sebagaimana

diatur dalam ketentuan Regulator tentang Batas

Maksimum Pemberian Kredit bank Umum; dan

b. Hal-hal lain yang ditetapkan dalam Anggaran dasar

Bank atau peraturan perundangan yang berlaku.

7. Memastikan bahwa Direksi telah menindaklanjuti temuan

audit dan rekomendasi dari satuan kerja audit intern

Bank, auditor eksternal, hasil pengawasan Otoritas

Jasa Keuangan dan/atau hasil pengawasan otoritas

lain termasuk namun tidak terbatas pada Otoritas Jasa

Keuangan dan/atau Bursa Efek Indonesia;

8. Memberitahukan kepada Otoritas Jasa Keuangan paling

lambat 7 (tujuh) hari kerja sejak ditemukannya :

a. Pelanggaran peraturan perundang-undangan dibidang

keuangan dan perbankan; dan

b. Keadaan atau perkiraan keadaan yang dapat

membahayakan kelangsungan usaha Bank.

9. Berkewajiban membentuk paling kurang :

a. Komite Audit;

b. Komite Pemantau Risiko;

c. Komite Remunerasi dan Nominasi.

10. Dewan Komisaris wajib menyelenggarakan RUPS Tahunan

dan RUPSLB sesuai kewenangannya dalam peraturan

perundang-undangan dan Anggaran Dasar;

11. Dewan Komisaris wajib melakukan evaluasi terhadap

kinerja komite yang membantu pelaksanaan tugas dan

tanggung jawabnya setiap akhir tahun buku.

Corporate governance dated January 30, 2006 which was

amended with Bank Indonesia Regulation No. 08/14/2006

dated October 5, 2006, in each business activity of the

Bank at all levels of the organization;

4. To supervise the monitoring policy in general, regarding

the Bank as the Company and the Bank as a business, and

to provide advice to the Board of Directors;

5. In conducting the supervision, the Board of Commissioners

must direct, monitor, and evaluate the implementation of

the Company’s strategic policy and report it in writing to

Bank Indonesia every semester.

6. In conducting supervision, the Board of Commissioners

must not be involved in making decision about the Bank’s

operations (credit, treasury, fund collection, and other

operational activities), except:

a. Provision of funds to related parties as stipulated in the

Bank Indonesia regulations concerning Lending Limit

for Commercial Banks; and

b. Other matters specified in the Articles of Association of

the Bank or the applicable laws and regulations.

7. Ensuring that the Board of Directors has followed up the

audit findings and recommendations of the Bank’s internal

audit unit, the external auditors, the results of supervision

by Bank Indonesia and/or by the other authorities,

including but not limited to Bapepam-LK and/or the

Indonesia Stock Exchange.

8. To inform Bank Indonesia within 7 (seven) working days

after the discovery of:

a. Violation to laws and regulations in the field of finance

and banking.

b. The condition or forecasts on matters that can harm

the Bank’s sustainability.

9. To have the obligation to establish at least:

a. Audit Committee

b. Risk Monitoring Committee, and

c. Remuneration and Nomination Committee

10. The Board of Commissioners must conduct Annual and

EgMS in accordance with its authority in legislations and

the Articles of Association;

11. The Board of Commissioners must evaluate the

performance of committees that helped the

implementation of its duties and responsibilities every end

of fiscal year.










Pembagian Ruang Lingkup Tugas dan Tanggung Jawab

Masing-Masing Anggota Dewan Komisaris

Secara khusus pembagian tugas dan tanggung jawab Dewan

Komisaris adalah sebagai berikut:

Tabel pembagian tugas dan tanggung jawab masing-masing

Dewan Komisaris

Komisaris Utama / President Commissioner - Tjendrawati widjaja

1.

Melakukan koordinasi seluruh kegiatan Anggota Dewan Komisaris dan bersama-sama Anggota Dewan Komisaris lainnya melakukan peningkatkan fungsi pengawasan terhadap pengelolaan dan kinerja Perseroan / To coordinate all activities of the members of the Board of Commissioners in order to improve the supervisory function toward the management and performance of the Company.

2

Melakukan pengawasan terkait Credit, Liabilities Product Development, Sharia, Treasury, Global Trade Services/FI, Electronic Channel Operations, Retail Business, Micro Small Business Group, Corporate Retail Acquisition, Main Branch Thamrin, dan Sales & Distribution yang secara garis besar adalah / To perform monitoring on credit, liabilities product development, sharia, treasury, global Trade Services, and Electronic Channel Operations, which generally covers the following:a. Pengawasan terhadap kegiatan pemberian dan komposisi kredit berdasarkan penerapan prinsip kehati-hatian

(prudential principle) termasuk tindaklanjut atas temuan Otoritas Jasa Keuangan di bidang kredit / Supervision on loan approval and composition based on prudential principle, including the follow up of the findings of Bank Indonesia in the field of credit.

b. Pengawasan terhadap pengembangan dan peluncuran produk/jasa baru yang dikeluarkan / Supervision on the development and launching of products/services, among others, funding, business partner development, credit card, investment product, as well as electronic channels.

c. Pengawasan terhadap kegiatan Unit Usaha Syariah / Supervision over the Sharia Business Line.d. Pengawasan atas likuiditas, kegiatan terkait pasar uang, surat berharga dan kegiatan jual beli valuta asing /

Supervision on liquidity, activities related to money market, securities, and activities of foreign exchange trade.e. Pengawasan terhadap kegiatan Global Trade Services/FI / Supervision on global Trade Services/FI.f. Pengawasan terhadap kegiatan Electronic Channel Operations seperti card issuance, rekonsiliasi, settlement, system

development, system procedure, monitoring & deployment, dan product development / Supervision over Electronic Operations activities such as card issuance, reconciliation, settlement, system development, system procedures, monitoring and deployment, and product development.

g. Pengawasan terhadap bisnis retail Perseroan khususnya pemberian fasilitas kredit retail dan pemantauan kelancaran kredit retail sesuai dengan ketentuan standar kredit yang sehat / Supervision on the Company’s retail business, especially retail credit and supervision on the smoothness of retail credit in accordance with the provisions of sound credit standards.

h. Pengawasan terhadap kegiatan unit mikro bisnis agar memenuhi standar yang ditetapkan khususnya permohonan pembiayaan nasabah / Supervision on the micro business unit to meet the determined standards, especially customer financing requests.

i. Pengawasan terhadap kegiatan pemasaran dalam hal deepening dan cross sell atas seluruh jasa perbankan terutama retail products seperti payroll, KTA payroll, Bancassurance, reksadana, credit card, digital banking / Supervision over marketing activities in deepening and cross sell on all bank services especially retail products such as payroll, KTA payroll, Bancassurance, mutual funds, credit card, and digital banking.

j. Pengawasan terhadap seluruh aktivitas di KCU Thamrin yang berhubungan dengan kredit, funding, operasional dan kegiatan lainnya dengan pihak internal maupun eksternal / Supervision on all activities in KCU Thamrin related to credit, funding, operations and other activities with both internal and external parties.

k. Pengawasan terhadap jalannya penerapan strategi bisnis di masing-masing Kantor Wilayah dan Kantor Cabang / Supervision on implementation of business strategies in each regional and branch office.

Komisaris Independen / Independent Commissioner - Sammy Kristamuljana

1.Bersama-sama dengan anggota Dewan Komisaris lainnya dalam meningkatkan fungsi pengawasan terhadap pengelolaan dan kinerja Perseroan / Together with members of the Board of Commissioners, to improve the oversight function of the Company’s management and performance.

Distribution of Scope of Duties and Responsibilities of

Each Member of the Board of commissioners

generally, the duties and responsibilities of the Board of

Commissioners are as follows:

Table of distribution of duties and responsibilities of each

member of the Board of Commissioners



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Komisaris Independen / Independent Commissioner - Sammy Kristamuljana

2

Melakukan pengawasan terkait Loan Recovery, Business Continuity Management, SKMR, Information Technology, Financial Planning & Controlling & Performance Management, Compliance, Capital Market, Card Center, Digital Banking, BND, dan Bancassurance & Agency secara garis besar adalah / Together with members of the Board of Commissioners, to improve the oversight function of the Company’s management and performance:a. Pengawas atas debitur dengan kredit bermasalah / Supervision on the debtors with non-performing loans.b. Pengawasan atas kebijakan dan pelaksanaan Business Continuity Plan / Supervision on the policy and

implementation of Business Continuity Plan.c. Pengawasan terhadap perumusan, penetapan, dan evaluasi kebijakan manajemen risiko / Supervision on the

formulation, determination, and evaluation of risk management policies.d. Pengawasan terhadap perumusan dan evaluasi pengembang jaringan teknologi informasi guna mendukung

kegiatan Perseroan (Blueprint teknologi Informasi) / Supervision on the formulation and evaluation of information technology development network to support the activities of the Company (Information Technology Blueprint).

e. Pengawasan terhadap perumusan dan evaluasi strategi Perseroan yang tertuang dalam rencana bisnis dan corporate plan dikaitkan dengan visi dan misi Perseroan / Supervision on the formulation and evaluation of the Company’s strategy set out in the business plan and corporate plan, which is associated with the Company’s vision and mission.

f. Pengawasan atas kepatuhan terhadap peraturan internal maupun peraturan eksternal (Regulator perbankan dan pasar modal) / Supervision on compliance on both internal and external regulations (banking and capital market regulators).

g. Pengawasan terhadap pengembangan dan pemasaran produk pasar modal / Supervision on development and marketing of capital market products.

h. Pengawasan terhadap ketentuan dan prosedur kerja kartu kredit khususnya otorisasi kenaikan limit sementara / Supervision on work provisions and procedures of credit card, especially authorization on temporary limit increase.

i. Pengawasan terhadap proses pengembangan produk-produk online banking dan perkembangan tren online banking agar tercipta competitive advantage dalam persaingan pasar / Supervision on development process of online banking products and trend developments of online banking to establish competitive advantage in market competition.

j. Pengawasan terhadap rencana pengembangan jaringan kantor baru, analisis dan segmentasi pasar / Supervision on planning of development of new office network, market analysis and segmentation.

k. Pengembangan terhadap aktivitas transaksi bancassurance dan keagenan yang memberikan konstribusi penjualan / Development on bancassurance and agency transaction activities that contribute on sales.

Komisaris Independen / Independent Commissioner - Rusmin

1.Bersama-sama dengan anggota Dewan Komisaris lainnya dalam meningkatkan fungsi pengawasan terhadap pengelolaan dan kinerja Perseroan / Together with member of the Board of Commissioners, to improve the supervisory function on the Company’s management and performance.

2

Melakukan pengawasan terkait SKAI, Human Capital Recuritment & Admin Support, Human Capital System & Strategic, Accounting, Credit Administration & Control, Operations, Corporate Secretary & Legal, General Affairs, Anti Fraud, Procurement, dan Wealth Management yang secara garis besar adalah / To perform supervision related to Internal Audit, Human Capital Management, Accounting, Credit Administration & Control, Operations, Corporate Secretary & Communication, and general Affairs, which is generally described below:a. Pengawasan terhadap pengendalian internal yang dilaksanakan oleh audit internal dan audit eksternal / Supervision

on the internal control that is implemented by internal and external audit.b. Pengawasan atas kegiatan perekrutan dan pengembangan sumber daya manusia. / Supervision on the recruitment

and human resources developmentc. Pengawasan atas pelaksanaan corporate action dan pemenuhan terhadap ketentuan peraturan eksternal (Regulator

perbankan dan pasar modal) / Supervision on the implementation of corporate action and the fulfillment of external regulations (banking and capital market Regulators).

d. Pengawasan terhadap perlakuan akuntansi dan laporan keuangan Perseroan serta pendapatan, biaya dan pajak Perseroan / Supervision on accounting and financial statements of the Company.

e. Pengawasan terhadap pelaksanaan fungsi administratif kredit / Supervision on loan administrative function implementation.

g. Pengawasan terhadap setiap perbuatan hukum yang diambil Bank dan pengendalian terhadap risiko hukum / Supervision on every legal action taken by the Bank and management towards legal risks.

h. Pengawasan atas kegiatan pemeliharaan aset perusahaan dan ketepatan atas pemenuhan kebutuhan administrasi perseroan dengan memperhatikan efisiensi Perseroan / Supervision on maintenance of the Company’s assets and the accuracy of fulfillment of the Company’s administrative needs by paying attention to the Company’s efficiency.










Komisaris Independen / Independent Commissioner - Rusmin

i. Pengawasan terhadap strategi bank dalam pencegahan dan pengendalian fraud / Supervision on the Bank’s strategy in fraud prevention and controlling.

j. Pengawasan terhadap segala kebutuhan Perseroan akan barang-barang IT sesuai standar minimal yang ditentukan / Supervision on all of the Company’s needs on IT goods in accordance with the set minimal standards.

k. Pengawasan terhadap proses pengembangan produk investasi baik untuk existing product maupun new product dalam rangka meningkatkan fee based income bagi Bank / Supervision on development process of investment products both existing and new products in order to improve fee based income for the Bank.

Independensi, Kepemilikan Saham, dan Hubungan

Afiliasi

Berdasarkan Peraturan Bank Indonesia Nomor 8/14/PBI/2006

tentang Perubahan Atas Peraturan Bank Indonesia Nomor 8/4/

PBI/2006 tentang Pelaksanaan Good Corporate Governance

bagi Bank Umum, Anggota Dewan Komisaris wajib

mengungkapkan:

1. Kepemilikan saham yang mencapai 5% (lima persen) atau

lebih baik pada Bank yang bersangkutan maupun pada

Bank dan Perusahaan lain yang berkedudukan di dalam

dan di luar negeri

2. Hubungan keuangan dan hubungan keluarga dengan

anggota Dewan Komisaris lain, anggota Direksi dan/atau

pemegang saham pengendali Bank.

Seluruh anggota Dewan Komisaris tidak memiliki kepemilikan

dan/atau hubungan keuangan, serta hubungan keluarga

(sampai dengan derajat kedua) dengan anggota Dewan

komisaris lainnya, anggota Direksi, dan/atau pemegang saham

pengendali. Selain itu, anggota Dewan Komisaris tidak ada

yang merangkap jabatan sebagai anggota Dewan komisaris,

Direksi, atau Pejabat Eksekutif pada suatu lembaga keuangan

lain, atau anggota Dewan Komisaris, Direksi, atau Pejabat

Eksekutif yang melaksanakan fungsi pengawasan pada

satu anak perusahaan bukan Bank yang dikendalikan oleh

perusahaan.

Hubungan Afiliasi Dewan Komisaris

Nama / Name

Hubungan Keuangan denganFinancial Relationship with

Hubungan Keluarga denganFamily relationship with

Dewan Komisaris /

Board ofCommissioners

Direksi / Board of Directors

Pemegang Saham /

Shareholders

Dewan Komisaris/



Pemegang Saham /

Shareholders

yes No yes No yes No yes No yes No yes No

Tjendrawati Widjaja

x x x x x x

Sammy Kristamuljana

x x x x x x

Rusmin x x x x x x

Independence, Share Ownership, and Affiliation

Relationship

Based on Bank Indonesia Regulation No. 8/4/PBI/2006 on

Amendment on the Bank Indonesia Regulation about gCg

Implementation for Commercial Banks, the members of the

Board of Commissioners must disclose:

1. Share ownership of up to 5% (five percent) or more both

for the concerned Bank and other Banks and Companies

located in and out of the country.

2. Financial and family relationship with other members of

the Board of Commissioners, Board of Directors, and/or

controlling shareholders of the Bank.

All members of the Board of Commissioners have no

financial relationships and/or family relationships (to the

second degree) with other members of the Board of

Commissioners, the Board of Directors, and/or controlling

shareholders. In addition, none of the members of the Board

of Commissioners hold concurrent positions as members of

the Board of Commissioners, Board of Directors, or Executive

Officer in other financial institutions, or a member of the

Board of Commissioners, Board of Directors, or the Executive

Officer that carries out supervision on a non-bank subsidiary

controlled by the Company.

Affiliation of Board of commissioners



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Informasi kepemilikan saham Dewan Komisaris sebagai

berikut:

Tabel kepemilikan saham Dewan Komisaris

Nama / Name31 Desember 2014 / December 31, 2014

31 Desember 2015 / December 31, 2015

Tjendrawati Widjaja (Komisaris Utama / President Commissioner) -1.258.300 saham

(0,0089%) / 1,258,300 shares (0,0089%)

Sammy Kristamuljana (Komisaris Independen / Independent Commissioner)

- -

Rusmin (Komisaris Independen / Independent) - -

Rangkap Jabatan Dewan Komisaris

Berdasarkan Peraturan Bank Indonesia No. 8/4/PBI/2006

tentang Pelaksanaan Good Corporate Governance bagi Bank

Umum, anggota Dewan Komisaris diperkenankan untuk

merangkap jabatan, namun dengan ketentuan sebagai

berikut:

a. Hanya dapat menjadi anggota Dewan Komisaris, Direksi,

atau Pejabat Eksekutif pada 1 (satu) lembaga/perusahaan

bukan lembaga keuangan, atau

b. Anggota Dewan Komisaris, Direksi, atau Pejabat Eksekutif

yang melaksanakan fungsi pengawasan pada 1 (satu)

perusahaan anak bukan Bank yang dikendalikan oleh

Bank.

Informasi mengenai rangkap jabatan anggota Dewan

Komisaris sebagai berikut:

Tabel informasi rangkap jabatan anggota Dewan Komisaris

Nama / NameJabatan di Bank Sinarmas /

Position in Bank SinarmasJabatan di Bank Lain / Position in other bank

Jabatan di Perusahaan/Lembaga Lain / Position in

other instutitions

Tjendrawati Widjaja x x x

Sammy Kristamuljana x x x

Rusmin x x x

Pedoman dan Tata Tertib Kerja Dewan Komisaris

Pedoman dan tata tertib kerja Dewan Komisaris ditetapkan

melalui Surat Keputusan nomor SK.001/2015/PRESKOM-

CorSec&CorComm tertanggal 17 April 2015. Adapun isi

dari pedoman dan tata tertib Dewan Komisaris antara lain

mengatur:

1. Ketentuan umum

2. Syarat anggota Dewan Komisaris

3. Susunan Dewan Komisaris

Information on share ownership of the Board of

Commissioners are as follows:

Tabel of share ownership of the Board of Commissioners

concurrent Position of the Board of commissioners

Based on Bank Indonesia Regulation No. 8/4/PBI/2006 on

good Corporate governance Implementation, members of

the Board of Commissioners are allowed to hold concurrent

positions with the following conditions:

a. They can only become a member of the Board of

Commissioners, Board of Directors, or the Executive Officer

in 1 (one) non-financial institution/company, or

b. Members of the Board of Commissioners, Board

of Directors, or the Executive Officer that carry out

supervisory function in one (1) non-bank subsidiaries

controlled by the Bank.

Information on concurrent position of members of Board of

Commissioners.

Table of information on concurrent position of members of

Board of Commissioners

guidelines and work Rules of Board of commissioners

guidelines and work rules of Board of Commissioners

are determined through Decree number SK.001/2015/

PRESKOMCorSec&CorComm dated April 17, 2015. The

guidelines and work rules of the Board of Commissioners

consist of the following:

1. general provisions

2. Condition of membership of the Board of Commissioners

3. Composition of the Board of Commissioners










4. Hari, jam kerja dan cuti Dewan Komisaris

5. Tugas dan tanggung jawab Dewan Komisaris

6. Masa Jabatan

7. Keikutsertaan saham

8. Rapat

9. Perjalanan dinas Dewan Komisaris

10. Hubungan Keuangan, Hubungan Kepengurusan,

hubungan kepemilikan saham dan/atau Hubungan

Keluarga

11. Pakaian

12. Kepatuhan Terhadap Ketentuan

13. Kode Etik

14. Peningkatan Kompetensi Dewan Komisaris

15. Pengunduran Diri/Pemberhentian Anggota Dewan

Komisaris

16. Larangan

Frekuensi, Tingkat Kehadiran, dan Rekap Absensi Rapat

Dewan Komisaris

Dewan Komisaris menyelenggarakan rapat Dewan Komisaris

yang efektif dan menghadiri rapat tersebut sesuai dengan

ketentuan Surat Keputusan No.SK.001/2015/PRESKOM-

CorSec&CorComm tanggal 17 April 2015 tentang Pedoman

dan Tata Tertib Kerja Dewan Komisaris PT. Bank Sinarmas Tbk.

dalam point VII tentang Rapat.

Rapat Rutin Dewan Komisaris wajib diselenggarakan secara

berkala minimal 1 (satu ) kali dalam 2 (dua) bulan. Rapat

tersebut dihadiri secara fisik oleh anggota Dewan Komisaris

dan dipimpin oleh Komisaris Utama. Seluruh hasil rapat

diputuskan berdasarkan musyawarah mufakat dan dituangkan

secara tertulis dalam risalah rapat serta di dokumentasikan

dengan baik. Adapun Rapat Dewan Komisaris yang telah

diselenggarakan selama tahun 2015 adalah sebagai berikut:

Tabel frekuensi dan tingkat kehadiran anggota Dewan

Komisaris dalam rapat

No Nama / Name Jabatan / PositionFrekuensi Kehadiran / Attendance Frequency

1 Tjendrawati Widjaja Komisaris Utama / President Commissioner 7/7

2 Sammy Kristamuljana Komisaris Independen / Independent Commissioner 7/7

3 Rusmin Komisaris Independen / Independent Commissioner 7/7

4. Working days, hours, and day-offs of the Board of

Commissioners

5. Duties and Responsibilities of the Board of Commissioners

6. Term of office

7. Share participation

8. Meetings

9. Business trip of the Board of Commissioners

10. Financial affair, management affair, share ownership affair,

and/or family relationship

11. Outfit

12. Compliance to provisions

13. Code of Ethics

14. Competence improvement for the Board of Commissioners

15. Resignation/Dismissal of Members of the Board of

Commissioners

16. Illegal

Frequency, Attendance Rate and Absence Record of

Board of commissioners

The Board of Commissioners holds Board of Commissioners

meetings effectively and attends those meetings in accordance

with the provisions of the Decree number SK.001/2015/

PRESKOMCorSec&CorComm dated 17 April 2015 about

guidelines and Working Rules of the Board of Commissioners

of PT Bank Sinarmas Tbk in point VII about Meetings.

Regular Meeting of the Board of Commissioners must be

held routinely at least once in 2 (two) months. The meetings

are physically attended by members of the Board of

Commissioners and chaired by the President Commissioner.

All meeting results are decided after consensus and set

forth in writing in the minutes of the meeting as well as

documented properly. The Board of Commissioners’ meetings

that have been implemented in 2015 are as follows:

Table of meeting frequency and attendance rate of the Board

of Commissioners



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Tabel rekap absensi rapat Dewan Komisaris

Tanggal / Date Tjendrawati widjaja Sammy Kristamuljana Rusmin

27 Februari 2015 / February 27, 2015 √ √ √

17 April 2015 / April 17, 2015 √ √ √

26 Juni 2015 / June 26, 2015 √ √ √

14 Agustus 2015 / August 14, 2015 √ √ √

18 September 2015 / September 18, 2015 √ √ √

28 Oktober 2015 / October 28, 2015 √ √ √

3 Desember 2015 / December 3, 2015 √ √ √

Tabel agenda rapat Dewan Komisaris

Tanggal / DateNomor Risalah Rapat /

Minutes of Meeting NumberAgenda Rapat / Meeting Agenda

27 Februari 2015 /February 27, 2015 RR.001/2015/DEKOM

1. Penyesuaian pedoman dan tata tertib Dewan Komisaris berdasarkan Peraturan Bank Indonesia dan Peraturan Otoritas Jasa Keuangan

2. Evaluasi Piagam Komite Remunerasi & Nominasi

3. Update hasil Pemeriksaan KAP

1. Adjustment of guidelines and procedures of the Board of Commissioners based on Bank Indonesia Regulation and the Financial Services Authority Regulation.

2. Evaluation on the Remuneration & Nomination Committee Charter

3. Update on KAP Audit Result

17 April 2015/ April 17, 2015

RR.002/2015/DEKOM

1. Evaluasi piagam komite-komite di bawah Dewan Komisaris

2. Pembagian Tugas dan Tanggung Jawab Dewan Komisaris

3. Kinerja Bank Sinarmas Triwulan i-2015

1. Evaluation on charters of committees below the Board of Commissioners

2. Distribution of duties and responsibilities of the Board of Commissioners

3. Performance of Bank Sinarmas in the 1st quarter of 2015

26 Juni 2015 / June 26, 2015

RR.003/2015/DEKOM

1. Evaluasi Piagam Komite Pemantau Risiko dan Piagam Komite Audit

2. Membahas Kinerja Bank Sinarmas triwulan I-2015 (sesuai surat OJK No.S-71/PB.331/2015 tanggal 9 Juni 2015)

3. Membahas Laporan Keuangan Tahunan Tahun 2014 Bank Sinarmas (sesuai surat OJK No.S-79/PB.331/2015 tanggal 23 Juni 2015)

1. Evaluation of Risk Monitoring Committee Charter and Audit Committee Charter

2. Discussing the performance of Bank Sinarmas in the 1st quarter of 2015 (in accordance with the letter of the FSA No. S-71/PB.331/2015 dated June 9, 2015)

3. Discussing the Annual Financial Statement of Bank Sinarmas in 2014 (in accordance with the letter of the FSA No. S-71/PB.331/2015 dated June 23, 2015)

Table of Absence Recapitulation at the Board of

Commissioners’ Meeting

Table of meeting agenda of Board of Commissioners










Tanggal / DateNomor Risalah Rapat /

Minutes of Meeting NumberAgenda Rapat / Meeting Agenda

14 Agustus 2015 / August 14, 2015

RR.004/2015/DEKOM

1. Pengunduran diri pihak independen

2. Evaluasi Komite Good Corporate Governance

3. Kinerja Bank Sinarmas Triwulan II-2015

18 September 2015 / September 18, 2015

RR.005/2015/DEKOM 1. Pihak independen

28 Oktober 2015 / October 28, 2015

RR.006/2015/DEKOM1. Kinerja Bank Sinarmas

triwulan III-2015


RR.007/2015/DEKOM

1. Laporan Kinerja Dewan Komisaris PT. Bank Sinarmas Tbk. tahun 2015

2. Program Kerja Dewan Komisaris tahun 2016

3. Pembubaran Komite Tata Kelola Perusahaan

Kunjungan Kerja Dewan Komisaris

Sepanjang tahun 2015, Dewan Komisaris melakukan

beberapa kunjungan ke beberapa kantor cabang. Dalam

kunjungan tersebut, Dewan Komisaris memberikan briefing

atau membahas hal-hal tertentu terkait aktivitas bisnis kantor

cabang. Dewan Komisaris juga melakukan sharing session

yang berisikan pembekalan, pengarahan, dan wejangan baik

kepada karyawan yang baru bergabung maupun karyawan

yang sudah lama bergabung di Bank Sinarmas.

Informasi mengenai kunjungan kerja Dewan Komisaris pada

2015 sebagai berikut:

No Tanggal / Dated Kota / City Topik Kunjungan / Visit Topic

1 24 - 27 Agustus 2015 / August 24 - 27, 2015 Denpasar Performance Review

2 13 Juli 2015 / July 13, 2015 Banjarmasin Performance Review

3 23 - 25 November 2015 / November 23 - 25, 2015 Makassar Performance Review

Orientasi Bagi Dewan Komisaris Baru

Orientasi diberikan kepada Dewan Komisaris yang baru

pertama menjabat di Bank Sinarmas. Apabila Dewan Komisaris

yang diganti hanya sebagian, maka penanggung-jawab

orientasi tersebut adalah Dewan Komisaris lainya dan atau

Sekretaris Perusahaan.

Materi yang diberikan pada program orientasi meliputi hal-hal

sebagai berikut:

1. gambaran mengenai Bank Sinarmas berkaitan dengan

tujuan, sifat, lingkup kegiatan, kinerja keuangan dan

operasi, strategi, rencana usaha jangka pendek dan jangka

work Visit of Board of commissioners

Throughout 2015, the Board of Commissioners made a

visit to several branch offices. During their visit, the Board

of Commissioners gave some briefing or discussed certain

matters on business activities of the branches. The Board of

Commissioners also conducts sharing session where they

share their knowledge, insight, and provide advices to the

employees, both newly-joined or working at the Company for

a long time in Bank Sinarmas.

Information on work visit of the Board of Commissioners in

2015 is as follows:

Policy for New Board of commissioners

Orientation is given to the new Board of Commissioners

who has just served at Bank Sinarmas. If there is only a half

of the Board of Commissioners who gets replaced, then the

person in charge of the orientation is the other Board of

Commissioners and/or Corporate Secretary.

The materials given in the orientation program covers the

following:

1. Description on Bank Sinarmas which relates to the

objective, nature, scope of activities, financial and

operational performances, strategies, short-term and long-



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panjang, posisi kompetitif, risiko dan berbagai masalah

strategis lainnya.

2. Pelaksanaan prinsip-prinsip gCg oleh Bank Sinarmas.

3. Pemahaman terhadap tugas dan tanggung jawab Dewan

Komisaris.

4. Penjelasan yang berkaitan dengan kewenangan yang

didelegasikan, audit internal dan eksternal, sistem dan

kebijakan pengendalian internal serta tugas dan peran

Komite Audit dan Komite-komite lain yang dibentuk oleh

Komisaris.

5. Penjelasan mengenai kebijakan-kebijakan yang menunjang

pelaksanaan tugas dan tanggung jawab Dewan Komisaris.

Program Pelatihan Dewan Komisaris

Berdasarkan Surat Keputusan No.SK.001/2015/PRESKOM-

CorSec&CorComm tanggal 17 April 2015 tentang Pedoman

dan Tata Tertib Kerja Dewan Komisaris Bank Sinarmas

point XIV tentang Peningkatan Kompetensi Dewan

Komisaris disebutkan bahwa Anggota Dewan Komisaris

wajib melaksanakan/mengikuti pelatihan setiap tahunnya.

Merujuk Surat Keputusan Dewan Komisaris, maka dalam

rangka meningkatkan kompetensi yang sejalan dengan

perkembangan bisnis perbankan, adapun di tahun 2015,

Dewan Komisaris telah mengikuti beberapa seminar/pelatihan/

workshop, antara lain :

No Tanggal / Dated Training Penyelenggara / Organizer Tempat / Location

TJENDRAwATI wIDJAJA


Training 10 Elemen Transformasi

McKinsey Sinarmas Land Plaza, Jakarta

224 Maret 2015 / March 24, 2015

Training LMS & Performance Dashboard


317 April 2015 / April 17, 2015

Overview of Indonesian capital Market

Sinarmas Sekuritas Sinarmas Land Plaza, Jakarta

term business plan, competitive positions, risks, and other

various strategic matters.

2. Implementation of gCg principles by Bank Sinarmas.

3. Understanding on duties and responsibilities of Board of

Commissioners.

4. Explanation related to the authority that has been

delegated, internal and external audit, system and policy

of internal control, as well as duties and roles of Audit

Committee and other Committees established by the

Commissioner.

5. Explanation on policies supporting the implementation of

the Board of Commissioners and Board of Directors.

Training Program of Board of commissioners

The Decree No. SK.001/2015/PRESKOMCorSec&CorComm

dated April 17, 2015 about guidelines and Working Rules for

the Board of Commissioners of Bank Sinarmas point XIV about

Competence Improvement of the Board of Commissioners

states that members of the Board of Commissioners must

attend training programs every year. Referring to the

Decree of the Board of Commissioners, in order to improve

competence in line with the development of the banking

business, in 2015, the Board of Commissioners has attended

some seminars/trainings/workshops, inter alia:











411 November 2015 / November 11, 2015

KOMISARIS PROFESSIONAL PT. Intipesan Pariwara JW Marriot Hotel, Jakarta.


governance of RiskIndonesian Institute For Corporate Directorship

Sinarmas Land Plaza, Jakarta

SAMMy KRISTAMULJANA

117 April 2015 / April 17, 2015






RUSMIN

117 April 2015 / April 17, 2015






KOMISARIS INDEPENDENKriteria Penentuan Komisaris Independen

Anggota Dewan Komisaris Bank Sinarmas telah memenuhi

jumlah, komposisi, kriteria dan independensi sesuai Peraturan

Bank Indonesia No.8/4/PBI/2006 jo. PBI No.8/14/PBI/2006

Tentang Perubahan atas Peraturan Bank Indonesia No.8/4/

PBI/2006 Tentang Pelaksanaan gCg bagi Bank Umum serta

Surat Edaran Bank Indonesia No.15/15/DPNP/2013 tanggal 29

April 2013 perihal Pelaksanaan Good Corporate Governance

bagi Bank Umum. Jumlah anggota Dewan Komisaris Bank

Sinarmas saat ini adalah 3 (tiga) orang, sebanyak 2 (dua)

orang atau sebanyak 67% diantaranya merupakan Komisaris

Independen. Komposisi tersebut juga telah memenuhi

peraturan yang ditetapkan oleh Regulator mengenai Komisaris

Independen.

Saat ini, Bank Sinarmas memiliki 2 (dua) anggota Komisaris

Independen. Komisaris Independen merupakan anggota

Komisaris yang berasal dari luar Bank (tidak memiliki

hubungan afiliasi dengan perusahaan) yang dipilih secara

transparan dan independen, memiliki integritas dan

kompetensi yang memadai, bebas dari pengaruh yang

berhubungan dengan kepentingan pribadi atau pihak lain,

serta dapat bertindak secara objektif dan independen dengan

berpedoman pada prinsip-prinsip gCg.

INDEPENDENT cOMMISSIONERcriteria to Appoint Independent commissioner

The number of members of Bank Sinarmas’ Board of

Commissioners is in line with the number, composition,

criteria, and independency as regulated in Bank Indonesia

Regulation No.8/4/PBI/2006 and PBI No.8/14/PBI/2006 on

Changes in the Bank Indonesia Regulation No.8/4/PBI/2006

concerning gCg Implementation for Commercial Banks

and Circular Letter of Bank Indonesia No.15/15/DPNP/2013

dated April 29, 2014 regarding the Implementation of good

Corporate governance for Commercial Banks. The number

of members of Bank Sinarmas’ Board of Commissioners is

currently 3 (three) people, 2 (two) of them or 67% of them

are Independent Commissioners. The composition has met

the regulation enforced by the Regulator on Independent

Commissioners.

Currently, Bank Sinarmas has 2 (two) members of

Independent Commissioner. Independent Commissioner is a

member of Board of Commissioners who are not a member

of the Bank (does not have affiliation with the company) and

are appointed transparently and independently, have the

integrity and proper competency, free from influence that

relates to personal or other parties’ interests, and able to work

objectively and independently by complying with the gCg

principles.



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Adapun kriteria penentuan Komisaris Independen adalah

sebagai berikut:

a. Tidak memiliki hubungan keuangan, kepengurusan,

kepemilikan saham dan/atau hubungan keluarga dengan

anggota Dewan Komisaris lainnya, Direksi dan/atau

pemegang saham pengendali atau hubungan dengan

Bank Sinarmas yang dapat mempengaruhi kemampuannya

untuk bertindak independen.

b. Tidak bekerja rangkap sebagai Direktur di perusahaan

lainnya yang terafiliasi dengan Bank Sinarmas.

c. Tidak bekerja di Bank Sinarmas atau afiliasinya dalam

kurun waktu 3 (tiga) tahun terakhir.

d. Tidak menjadi pemasok dan pelanggan signifikan atau

menduduki Direktur, Komisaris dan jabatan eksekutif

perusahaan pemasok dan pelanggan signifikan dari Bank

Sinarmas atau perusahaan afiliasinya.

e. Bukan merupakan penasehat profesional Bank Sinarmas

atau perusahaan lainnya yang satu kelompok industri

dengan Bank Sinarmas.

f. Tidak mempunyai keterkaitan (ketergantungan/

keterikatan) finansial, baik langsung maupun tidak

langsung dengan Bank Sinarmas atau perusahaan yang

menyediakan jasa dan produk kepada Bank Sinarmas dan

afiliasinya.

g. Tidak memiliki hubungan kontraktual dengan Bank

Sinarmas atau perusahaan lainnya yang satu kelompok

selain sebagai Komisaris perusahaan tersebut.

h. Bebas dari kepentingan dan aktivitas bisnis atau hubungan

lain yang dapat menghalangi atau mengganggu

kemampuannya untuk berpikir dan/atau bertindak secara

independen.

i. Mantan anggota Direksi atau pejabat eksekutif Bank

Sinarmas atau pihak-pihak yang mempunyai hubungan

dengan Bank Sinarmas, yang telah melewati masa

tunggu atau cooling off selama satu tahun sejak yang

bersangkutan berhenti menjabat, kecuali mantan

Direksi atau pejabat eksekutif yang melakukan fungsi

pengawasan.

Pernyataan tentang Independensi Masing-Masing

Komisaris Independen

Sesuai dengan kriteria PBI No.8/14/2006, Komisaris

Independen tidak memiliki hubungan keuangan,

kepengurusan, kepemilikan saham dan/atau hubungan

keluarga sampai dengan derajat kedua dengan anggota

Dewan Komisaris lainnya, Direksi dan/atau pemegang

saham pengendali atau hubungan dengan Bank yang dapat

mempengaruhi kemampuannya untuk bertindak independen.

The criteria to determine the Independent Commissioner are

as follows:

a. Not having financial, management, share ownership and/

or family relationship with the other members of the Board

of Commissioners, Board of Directors and/or controlling

shareholders or relationship with Bank sinarmas that can

affect its ability to act independently.

b. Not concurrently serving as Director at other companies

affiliated with Bank Sinarmas.

c. Not working at Bank Sinarmas or its affiliates within the

past 3 (three) years.

d. Not a major supplier and customer or serving as Director,

Commissioner, and executive offier at the supplier

company and major customer of Bank Sinarmas and its

affiliates.

e. Not a professional advisor of Bank Sinarmas or other

companies in the similar industry of Bank Sinarmas.

f. Not having financial independency, both directly and

indirectly, with Bank Sinarmas or companies providing

products and services to Bank Sinarmas and its affiliates.

g. Not having contractual relationship with Bank Sinarmas or

other companies in a similar industry as the Commissioner

in the company.

h. Free from the interest and business activities or other

relationships that may hamper or disrupt their ability to

think and/or act independently.

i. Ex-member of the Board of Directors or executive officer of

Bank Sinarmas or other parties that have relationship with

Bank Sinarmas, who have passed the cooling off period

for a year since they stop serving, except ex-Director or

executive officer who conducts supervisory function.

Statement on Independency of Each Independent

commissioner

Pursuant to the criteria of PBI No.8/14/2006, Independent

Commissioner must not have financial, management, share

ownership relationships and/or family relationship until the

second degree with their fellow members of the Board

of Commissioners, Board of Directors, and/or controlling

shareholders or relationshp with the Bank, which can affect

their ability to act independently.










Tabel independensi masing-masing Komisaris Independen

Nama / Name



Dewan Komisaris /



Pemegang Saham /

Shareholders

Dewan Komisaris/



Pemegang Saham /

Shareholders


Sammy Kristamuljana

x x x x x x

Rusmin x x x x x x

DIREKSIDireksi merupakan organ tata kelola yang berwenang dan

bertanggung jawab penuh atas pengurusan Perseroan untuk

kepentingan Perseroan, sesuai dengan maksud dan tujuan

Perseroan serta mewakili Perseroan, baik di dalam maupun

di luar pengadilan sesuai dengan Anggaran Dasar. Dalam

melaksanakan tugasnya, Direksi bertanggung jawab kepada

RUPS. Pertanggungjawaban Direksi kepada RUPS merupakan

perwujudan akuntabilitas pengelolaan perusahaan sesuai

dengan prinsip-prinsip gCg.

Jumlah, Komposisi, dan Kriteria Direksi

Berdasarkan hasil RUPSLB yang diselenggarakan pada 24

Maret 2015, diputuskan menyetujui pengangkatan Soejanto

Soetjijo dan Frenky Tirtowijoyo Susilo sebagai Direktur

Perseroan. Dengan demikian, jumlah anggota Direksi

Perseroan per 31 Desember 2015 berjumlah 8 (delapan) orang

yang terdiri dari 1 (satu) Direktur Utama, 5 (lima) Direktur,

serta 2 (dua) Direktur Independen.

Tabel susunan Direksi



of Office



1 Freenyan LiwangDirektur Utama / President Director




Indonesia

2Heru Agus Wuryanto

Direktur / Director13 Juni 2014 (RUPSLB) / June 13, 2014 (EgM)



Indonesia

3Salis Teguh Hartono

Direktur Independen / Independent Director




Indonesia

Table of independency of each Independent Commissioner

BOARD OF DIREcTORSBoard of Directors is the corporate governance organ that is

fully authorized and responsible for managing the Company

based on the Company’s interest and in line with the purposes

and objectives of the Company, and represents the Company,

inside and outside the court according to the Articles of

Association. In performing its duties, the Board of Directors

is reponsible to the gMS. The accountability of the Board

of Directors to the gMS is the evidence of a responsible

management of the Company according to the gCg

principles.

The Number, composition, and criteria of Board of

Directors

Based on EgM results held on March 24, 2015, Mr. Soejanto

Soetjijo and Mr. Frenky Tirtowijoyo Susilo were appointed

as the Company’s Director. Hence, the members of the

Company’s Board of Directors per December 31, 2015

consisted of 8 (eight) people, which was 1 (one) President

Director, 5 (five) Directors, and 2 (two) Independent Directors.

Table of composition of Board of Directors



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of Office



4Loa Johnny Mailoa

Direktur / Director13 Juni 2014 (RUPSLB) / June 13, 2014 (EgM)

14 April 2010 / April 14, 2010


Indonesia

5 Halim Direktur / Director13 Juni 2014 (RUPSLB) / June 13, 2014 (EgM)

12 Maret 2012 / March 12, 2012


Indonesia

6 Hanafi Himawan

Direktur Independen / Independent Director


6 Mei 2013 / May 6, 2013


Indonesia

7 Soejanto Soetjijo Direktur / Director24 Maret 2015 (RUPSLB) / March 24, 2015 (EgM)



Indonesia

8Frenky Tirtowijoyo Susilo

Direktur / Director24 Maret 2015 (RUPSLB) / March 24, 2015 (EgM)

27 Januari 2015 / January 27, 2015


Indonesia

Dengan demikian jumlah, komposisi, dan kriteria Direksi

Perseroan telah sesuai dengan aturan internal maupun

eksternal, antara lain sebagai berikut:

• DireksidiketuaiolehDirekturUtama.

• SeluruhanggotaDireksiberdomisilidiIndonesia.

• AnggotaDireksiberjumlah8(delapan)orang,melebihi

dari jumlah Dewan Komisaris.

• PengangkatanDireksidilakukanatasusulKomite

Remunerasi dan Nominasi sebelum dilakukan persetujuan

dalam RUPS.

• SeluruhanggotaDireksitelahlulusFit and Proper Test

yang dilakukan oleh Bank Indonesia dan Otoritas Jasa

Keuangan.

Tugas dan Tanggung jawab

Berdasarkan ketentuan dalam Anggaran Dasar, keputusan

RUPS, dan hukum yang berlaku di Indonesia khususnya dalam

bidang perbankan, tugas dan tanggung jawab Direksi secara

umum adalah sebagai berikut:

1. Melaksanakan sebaik-baiknya tugas dan tanggung jawab

Direksi sebagaimana diamanatkan dalam peraturan

perundang-undangan;

2. Melaksanakan sebaik-baiknya kewajibannya sebagaimana

diatur dalam Board Manual beserta perubahannya dan

Surat Keputusan Direksi ini beserta perubahannya;

Therefore, the number, composition, and criteria of the

Company’s Board of Directors has met the internal and

external regulations, among others:

• BoardofDirectorsischairedbythePresidentDirector

• AllmembersoftheBoardofDirectorsdomicilein

Indonesia.

• BoardofDirectorsconsistsof8(eight)people,exceeding

the number of the Board of Commissioners.

• AppointmentofBoardofDirectorsisconductedby

considering the recommendation from the Remuneration

and Nomination Committee prior to the approval from the

gMS.

• AllmembersoftheBoardofDirectorshavepassedfit

and proper test conducted by the Bank of Indonesia and

Financial Services Authority.


Referring to the provisions of Articles of Association, gMS

decisions and prevailing laws in Indonesia, particularly in the

areas of banking, duties and responsibilities of the Board of

Directors in general are as follows:

1. Carrying out duties and responsibilities as mandated by

the laws and regulations;

2. Carrying out the obligations as set out in the Board

Manual and its amendments and the Decree of the Board

of Directors and its amendments;










3. Merumuskan, menyusun, mensosialisasikan, dan

mengevaluasi visi, misi, etos kerja, dan nilai perusahaan;

4. Seluruh kebijakan tertulis Perusahaan baik dalam bentuk

surat keputusan (“SK”) maupun surat edaran (“SE”)

wajib disetujui dan ditandatangani oleh anggota Direksi

sesuai dengan ketentuan internal perseroan beserta

perubahannya;

5. Pengalihan tugas sementara anggota Direksi dapat

dilakukan dengan ketentuan :

a) Apabila Direktur Utama cuti atau berhalangan hadir

maka tugas-tugas Direktur Utama dilaksanakan

secara bersama-sama oleh 2 (dua) orang Direktur

lainnya sebagaimana diatur dalam Anggaran Dasar

Perusahaan;

b) Direktur lainnya sebagaimana dijelaskan dalam huruf

(a) merupakan Direktur Alternate adalah Direktur

yang menerima pengalihan tugas sementara Direktur

dikarenakan cuti/berhalangan hadir oleh sebab apapun

yang tidak perlu dibuktikan kepada pihak ketiga yang

tertuang dalam Surat Keputusan tentang Pedoman

Tata Tertib Direksi;

c) Selain Direktur Alternate juga terdapat piket

harian Direksi yang mana masing-masing Direktur

tertentu harus selalu berada di kantor pada hari-hari

tertentu sesuai dengan jadwal yang telah disepakati

sebagaimana tertuang dalam Surat Keputusan

No.SK.005/2015/PRESDIR-CorSec tentang Pedoman

Tata Tertib Direksi tertanggal 1 April 2015.

6. Direksi wajib menerapkan prinsip-prinsip Good Corporate

Governance sebagaimana diatur dalam Peraturan Bank

Indonesia No. 8/4/PBI/2006 tertanggal 30 Januari 2006

tentang Pelaksanaan Good Corporate Governance jo.

Peraturan Bank Indonesia No. 8/14/PBI/2006 tertanggal

5 Oktober 2006, dalam setiap kegiatan usaha Bank pada

seluruh tingkatan atau jenjang organisasi;

7. Mengoptimalkan pemanfaatan seluruh sumber daya yang

dimiliki secara efektif dan efisien untuk pengembangan

Perusahaan;

8. Membina dan menjaga hubungan baik dengan seluruh

pihak yang terkait dengan Bank (Stakeholders) diantaranya

pemegang saham, Regulator bidang perbankan, Regulator

pasar modal, instansi pemerintah, nasabah, mitra usaha,

masyarakat, dll;

9. Memiliki dan mematuhi pedoman tata tertib kerja dan

pedoman Key Performance Indicator (KPI) sehingga

pelaksanaan tugasnya dapat terarah dan efektif serta

dapat digunakan sebagai salah satu alat penilaian kinerja;

3. Formulating, organizing, disseminating, and evaluating the

vision, mission, work ethos, and the value of the company.

4. The whole written policy of the Company both in the form

of a Decree or Circular Letter shall be approved and signed

by the members of the Board of Directors in accordance

with the internal regulations of the Company and its

amendment.

5. Temporary duty shift for the Board of Directors may be

carried out with the following provisions:

a) If the President Director is on leave or unable to attend,

the duties of the President Director are jointly carried

out by 2 (two) other directors as stipulated in the

Company’s Articles of Association.

b) The other Director, as explained in point (a), is an

alternate director, who accepts the temporary duty

shift due to leave/inability to attend for any causes that

do not have to be proved to third parties contained in

the Decree about Codes of Conduct for the Board of

Directors;

c) In addition to alternate director, there is also a daily

picket for the Board of Directors in which each

particular director should be in office on certain days

according to the agreed schedule as stated in the

Decree No.SK.005/2015/PRESDIR-CorSec on Codes

of Conduct for The Board of Directors dated April 1,

2015.

6. Implementing gCg principles as set out in Bank Indonesia

Regulation No. 8/4/PBI/2006 dated January 30, 2006

regarding gCg Implementation which has been amended

to Bank Indonesia Regulation No. 8/14/PBI/2006 dated

October 5, 2006 in each banking activity at all levels of the

organization;

7. Making the most of the available resources effectively and

efficiently for the development of the Company;

8. Building and maintaining good relations with all parties

related to the Bank (stakeholders), such as shareholders,

banking regulators, capital market regulators,

governmental instances, business partners, the society, etc;

9. Having and complying with the work rules and Key

Performance Indicator (KPI) guidelines to enable a focused

and effective task performance, and to function as a

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10. Melaksanakan setiap hasil keputusan rapat dengan

mengacu kepada anggaran dasar dan pedoman tata tertib

kerja Direksi antara lain:

a) Rapat dipimpin oleh Direktur Utama (primus inter

pares), dalam hal Direktur Utama berhalangan hadir

maka dipilih oleh dan dari salah satu anggota Direksi

yang hadir untuk memimpin rapat;

b) Rapat adalah sah dan berhak mengambil keputusan

yang mengikat apabila dihadiri lebih dari ½ (satu per

dua) bagian dari jumlah anggota Direksi hadir atau

diwakili dalam rapat;

c) Dalam hal tidak tercapai musyawarah mufakat,

pengambilan keputusan dilakukan berdasarkan suara

terbanyak, dengan ketentuan jumlah suara paling

sedikit lebih dari ½ (satu per dua) bagian dari jumlah

suara yang dikeluarkan dalam rapat;

d) Apabila pada saat pemungutan suara terbanyak

diperoleh hasil perbandingan yang sama maka hak

suara yang dimiliki pimpinan rapat akan menentukan

hasil keputusan tersebut.

11. Mengatur dan menetapkan struktur organisasi,

pendelegasian wewenang dan uraian tugas yang jelas

bagi setiap pejabat maupun pegawai, baik di kantor pusat

maupun di kantor-kantor cabang;

12. Menyusun dan melaksanakan sistem manajemen risiko

mencakup seluruh aspek kegiatan Perusahaan.

Pembagian Ruang Lingkup Tugas dan Tanggung Jawab

Masing-Masing Anggota Direksi

Berdasarkan Surat Keputusan SK.007a/2015/PRESDIR-CorSec

tertanggal 1 April 2015, ruang lingkup tugas dan tanggung

jawab masing-masing anggota Direksi adalah sebagai berikut:

Freenyan Liwang - Direktur Utama / President Director

1. Koordinator kegiatan Direksi yang secara garis besar

adalah :

a. Mengkoordinasikan seluruh kegiatan Anggota

Direksi guna meningkatkan efisiensi kerja dengan

memperhatikan span of control;

b. Mengkoordinasikan perumusan dan penyusunan

strategi perusahaan baik jangka panjang (Corporate

Plan) maupun jangka menengah/pendek (Rencana

Bisnis Bank (RBB)) serta mengusulkannya guna

mendapatkan persetujuan dari Dewan Komisaris;

10. Carrying out every meeting decision by referring to the

Company’s Articles of Association and Board Charter of

the Board of Directors, inter alia:

a) The meetings are chaired by the President Director

(primus inter pares), in case the President Director

is unable to attend, one member of the Board of

Directors present to lead the meeting.

b) The meetings are legal and have rights to take a

bounding decision if attended by more than ½ (one

half) part of the number of members of the Board of

Directors present or represented in the meeting;

c) In the case of no consensus is reached, decision-

making is done by a majority vote, provided that the

least number of votes more than ½ (one half) of the

total votes cast at the meeting;

d) If the majority vote results the same comparison, the

voting rights owned by the chairman will determine

the outcome of the decision.

11. Managing and establishing the organizational structure,

delegation of authority and clear job descriptions for each

officer or employee, both at the head office and branches.

12. Preparing and implementing a risk management system

covering all aspects of the Company’s activities.

Scope of Duties and Responsibilities of Each Member of

Board of Directors

Based on Decree SK.007a/2015/PRESDIR-CorSec dated 1 April

2015, the scope of duties and responsibilities of each member

of the Board of Directors is as follows:

1. Coordinator of the Board of Directors’ activities, which

generally cover the following:

a. Coordinating all of the Board of Directors members’

activities to improve the working efficiency by paying

attention to the span of control;

b. Coordinating the formulation and preparation of the

Company’s strategis, both long-term (Corporate Plan)

and medium-term/short-term (Business Plan (RBB)) and

proposing it to obtain the approval of the Board of

Commissioners;










c. Melaksanakan, mengawasi, dan mengevaluasi jalannya

Corporate Plan & RBB agar sesuai dengan visi, misi,

dan objektif Perusahaan yang telah ditetapkan;

d. Mengkoordinasikan perumusan dan pelaksanaan

strategi program Corporate Social Responsibility yang

menunjang kegiatan bisnis perusahaan;

e. Memiliki kewenangan untuk memutuskan besarnya

gaji atau remunerasi kepada karyawan dan/atau

pejabat eksekutif unit kerja dibawahnya dengan

memperhatikan rekomendasi Direktur Human Capital

(HC).

2. Membawahi langsung unit kerja Audit Intern Work Unit

(Satuan Kerja Audit Intern (SKAI)), global Trade Services/

Financial Institution, Financial Planning & Performance

Management, Corporate Secretary & Legal serta Divisi Anti

Fraud yang secara garis besar adalah:

a. Melaksanakan fungsi pengendalian internal melalui

SKAI;

b. Menetapkan, mengawasi dan mengevaluasi realisasi

rencana audit internal.

c. Melakukan pengembangan terhadap Global Trade

Services/Financial Institution.

d. Menetapkan, mengawasi dan mereview penerapan

kebijakan anti fraud (LED, FDS dan Mantis

Complaint Handling) dalam memitigasi risiko melalui

whistleblower sistem baik serta implementasi Strategi

Anti Fraud;

e. Mengkaji dan mengevaluasi (memastikan) secara

berkala semua kebijakan dan peraturan internal

Bank, selanjutnya memberikan usulan dalam rangka

perbaikan, penyesuaian dan penyempurnaannya;

f. Mengarahkan, mengawasi dan mengelola kegiatan

yang berkaitan dengan fungsi sekretaris perusahaan;

g. Melakukan koordinasi untuk memastikan bahwa

seluruh kewajiban pelaporan perusahaan telah

disampaikan kepada otoritas dan/atau pihak-pihak

yang berkepentingan seperti Bank Indonesia, Otoritas

Jasa Keuangan, Bursa Efek Indonesia, Dewan

Komisaris, Pemegang Saham, dll;

h. Melaporkan pelaksanaan tugas dan tanggung

jawabnya kepada Regulator dengan tembusan kepada

Dewan Komisaris;

i. Mengikuti dan memastikan seluruh ketentuan/

peraturan perundang-undangan yang berlaku,

peraturan yang dikeluarkan oleh Bank Indonesia serta

perjanjian-perjanjian yang pernah dibuat telah dipatuhi

dan dijalankan dengan baik dan benar;

c. Implementing, supervising, and evaluating the

implementation of Corporate Plan & RBB in accordance

with the vision, mission, and objectives of the

Company that have been set;

d. Coordinating the formulation and implementation of

Corporate Social Responsibility strategies that support

the company’s business activities;

e. Having the authority to determine the amount of

salary or remuneration to the employees and/or

executive officers under it by paying attention to

recommendations from the Director of Human Capital.

2. Directly supervising the work units, such as Internal

Audit Unit, global Trade Services, Financial Planning &

Controlling, Strategic & Performance Management, as well

as the Regional Manager and Thamrin Branch Manager,

the activities of which are generally as follows:

a. a. Carrying out internal control functions through the

Internal Audit Unit;

b. Establishing, monitoring and evaluating the realization

of the internal audit plan;

c. Conducting the development of global Trade Services/

Financial Institution;

d. Establishing, supervising and reviewing the

implementation of anti-fraud policies (LED, FDS,

and Mantis Complaint Handling) in mitigating risks

through whistleblower system and anti-fraud strategy

implementation;

e. Routinely assessing and evaluating (ensuring) all

internal policies and rules of the Bank, subsequently

providing proposals for its improvement, adjustment,

and perfecting;

f. Directing, supervising, and managing activities related

to the functions of a Corporate Secretary;

g. Carrying out coordination to ensure that the

Company’s reporting obligation has been submitted to

the authorities and/or interested parties such as Bank

Indonesia, the Financial Services Authority, Indonesia

Stock Exchange, the Board of Commissioners,

Shareholders, etc;

h. Reporting its implementation of duties and

responsibilities to regulators with a copy to the Board

of Commissioners;

i. Following and ensuring all prevailing provisions/

legislations, regulations issued by Bank Indonesia, and

other agreements that have been made are complied

and practiced properly;



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j. Melakukan pengawasan atas bidang hukum

yang meliputi pendapat hukum yang dikeluarkan,

permasalahan hukum perusahaan, dokumen-dokumen

tertulis atau perjanjian yang terkait dengan Perseroan;

k. Melakukan pengawasan dan evaluasi terhadap kinerja

unit kerja dibawahnya.

Heru Agus wuryanto - Direktur Syariah / Sharia Director

1. Ruang lingkup tugas dan tanggung jawabnya meliputi:

a. Bersama-sama anggota Direksi lainnya meningkatkan

efisiensi kerja dengan memperhatikan span of control.

b. Bersama-sama anggota Direksi lainnya dan

penyusunan strategi perusahaan baik jangka panjang

(Corporate Plan) maupun jangka menengah/pendek

(Rencana Bisnis Bank (RBB)) serta mengusulkannya

guna mendapatkan persetujuan dari Dewan Komisaris.



dan objektif Perusahaan yang telah ditetapkan.

d. Bersama-sama anggota Direksi lainnya perumusan

dan pelaksanaan strategi program Corporate Social

Responsibility yang menunjang kegiatan bisnis

perusahaan.

e. Memiliki hak untuk merekomendasikan besarnya gaji

atau remunerasi kepada karyawan dan/atau pejabat

eksekutif unit kerja dibawahnya dengan persetujuan

Direktur Human Capital (HC) dan Direktur Utama.

2. Membawahi langsung Unit Usaha Syariah yang secara

garis besar adalah:

a. Mengatur dan mengawasi seluruh kegiatan Kantor

Cabang (KC) syariah.

b. Mengawasi dan memastikan pelaksanaan fungsi

Treasury dalam rangka pengeloalaan dan penempatan

dana yang bersumber dari KC Syariah.

c. Mengawasi dan memastikan penyusunan Laporan

Keuangan Konsolidasi dari KC Syariah.

d. Menetapkan, mengawasi, dan mengevaluasi secara

berkala terhadap mekanisme penghimpunan dan

penyaluran dana serta pelayanan jasa Bank sesuai

dengan Prinsip Syariah.

e. Bertanggung jawab terhadap pemenuhan Prinsip

Syariah dalam hal operasional dan produk yang

dikeluarkan;

j. Conducting legal supervision that covers legal opinions

issued, legal problems of the Company, written

documents or agreements related to the Company;

k. Conducting supervision and evaluation on the

performance of working units below it.

.

1. The scope of its duties and responsibilities includes:

a. Along with the other members of the Board of

Directors, improving work efficiency by paying

attention to the span of control.

b. Along with the other members of the Board of

Directors, preparing the Company’s strategies, both

long-term (Corporate Plan) and medium-term/short-

term (Business Plan (RBB)) and proposing it to obtain

the approval of the Board of Commissioners;

c. Implementing, monitoring, and evaluating the




d. Along with the other members of the Board of

Directors, formulating and implementing the



e. Having the authority to determine the amount of salary

or remuneration to the employees and/or executive

officers under it by approval of the Director of Human

Capital and the President Director.

2. Directly supervising Sharia Business Unit, the activities of

which are generally as follows:

a. Coordinating and monitoring all activities of sharia

branch offices.

b. Supervising and ensuring the implementation of

Treasury function in the management and fund

placement derived from Sharia branch offices.

c. Supervising and ensuring the preparation of the

Consolidated Financial Statements of Sharia branch

offices.

d. Establishing, supervising, and evaluating periodically

the mechanism of collection and distribution of funds

and bank services in accordance with Sharia principles.

e. Responsible for compliance with Sharia principles in its

operations and products issued.










f. Mengawasi penerbitan Surat Edaran nisbah bagi hasil

setiap bulannya.

g. Mengikuti rapat koordinasi dengan Asset & Liabilities

Committee (ALCO) Syariah setiap bulan.

h. Melakukan pengawasan dan evaluasi terhadap kinerja

unit kerja di bawahnya.

Salis Teguh Hartono - Direktur compliance / Compliance Director







(RBB) serta mengusulkannya guna mendapatkan

persetujuan dari Dewan Komisaris.







perusahaan;





2. Membawahi langsung unit kerja Compliance dan unit

kerja UKPN yang secara garis besar adalah:

a. Merumuskan strategi guna mendorong terciptanya

budaya kepatuhan Bank;

b. Mengusulkan kebijakan kepatuhan atau prinsip-prinsip

kepatuhan yang akan ditetapkan oleh Direksi;

c. Menetapkan sistem dan prosedur kepatuhan yang

akan digunakan untuk menyusun ketentuan dan

pedoman internal Bank;

d. Memastikan bahwa seluruh kebijakan, ketentuan

sistem dan prosedur serta kegiatan usaha yang

dilakukan Bank telah sesuai dengan ketentuan

regulator dan perundang-undangan yang berlaku

termasuk prinsip syariah bagi Unit Usaha Syariah;

f. Supervising the issuance of Circular Letter on profit

sharing every month.

g. Attending a coordination meeting with the Sharia

Assets & Liabilities Committee (ALCO) every month;

h. Monitoring and evaluating the performance of work

units under it.








term (RBB) and proposing it to obtain the approval of

the Board of Commissioners;













2. Directly supervising the Compliance and UKPN work units


a. Formulating strategies to encourage compliance with

the Bank’s culture;

b. Proposing compliance policy or principles that will be

determined by the Board of Directors;

c. Determining compliance system and procedure that

will be used to develop provisions and guidelines of the

Bank’s internal guidelines;

d. Ensuring that all policies, provisions of system and

procedure as well as business activities conducted by

the Bank has been in line with the provision of the

regulator and laws and regulations in force, including

sharia principles for Sharia Business Unit;



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e. Meminimalkan risiko kepatuhan Bank;

f. Melakukan tindakan pencegahan agar kebijakan

dan/atau keputusan yang diambil Direksi Bank tidak

menyimpang dari ketentuan regulator dan peraturan

perundang-undangan yang berlaku;

g. Melakukan pengawasan dan evaluasi terhadap kinerja

unit kerja di bawahnya.

Loa Johnny Mailoa - Direktur Enterprise Banking / Enterprise Banking Director







RBB) serta mengusulkannya guna mendapatkan





d. Bersama-sama Anggota Direksi lainnya perumusan



perusahaan;





2. Membawahi langsung unit kerja Treasury, Corporate Retail

Acquisition, dan Credit Analyst yang secara garis besar

adalah:

a. Bertanggung jawab atas budget dan target profit

Treasury;

b. Mengawasi Fixed Income Trading Desk (Bond Trading);

c. Mengawasi Derivative dan Struktur Product Desk

(Investment Portfolio);

d. Bertanggung jawab atas pengawasan pelaksanaan

settlement di Treasury dan laporan-laporannya;

e. Menetapkan, mengawasi, dan mengevaluasi strategi

peningkatan volume transaksi jual beli valuta asing;

e. Minimizing Bank’s compliance risk;

f. Performing prevention action so that the policy and/

or decision taken by the Bank’s Board of Directors does

not deviate from the provision of the regulator and the

applicable laws and regulations;

g. Supervising and evaluating the performance of the

work unit under it.








term (RBB) and proposing it to obtain the approval of












officers under it with approval of the Director of

Human Capital and the President Director.

2. Directly supervising work units such as Treasury, Corporate

Retail Acquisition, and Credit Analyst, the activities of


a. Responsible for budget and profit targets of Treasury;

b. Supervising Fixed Income Trading Desk (Bond Trading);

c. Supervising Derivatives and Product Desk Structure

(Investment Portfolio);

d. Responsible for supervising the implementation of

settlement in the Treasury and its reports;

e. Establishing, supervising, and evaluating the strategy

of increasing the volume of buying and selling foreign

currencies;










f. Bertanggung jawab terhadap pengelolaan perkreditan

Bank secara keseluruhan yang meliputi penetapan

kebijakan, strategi dan pengelolaan administrasi dan

pengawasan kredit;

g. Menyetujui penyediaan fasilitas kredit dan fasilitas non

kredit sebagaimana diatur dalam Surat Keputusan

Direksi tentang Batas dan Wewenang Memutus Kredit;

h. Merencanakan, mengembangkan, mengendalikan

dan melakukan langkah-langkah perbaikan atas

berbagai kelemahan maupun penyimpangan kegiatan

perkreditan;

i. Menetapkan strategi, mengawasi, dan mengevaluasi

pengendalian Non Performing Loan (NPL);

j. Melakukan pengawasan dan evaluasi terhadap kinerja


Halim - Direktur Operasional / Director of Operations


a. Bersama-sama Anggota Direksi lainnya meningkatkan

efisiensi kerja dengan memperhatikan span of control;




RBB serta mengusulkannya guna mendapatkan

persetujuan dari Dewan Komisaris;







perusahaan;





2. Membawahi langsung unit kerja Liabilities Product

Development, Wealth Management, Bancassurance

& Agency, Loan Recovery dan Capital Market Service

Department yang secara garis besar adalah:

a. Melakukan pengawasan atau memastikan bahwa

koordinasi antara pihak internal maupun eksternal

terkait pengembangan produk;

f. Responsible for the overall management of the Bank’s

credit that includes the establishment of policies,

strategies and administrative management and credit

control;

g. Approving the provision of credit facilities and non-

credit facilities as stipulated in the Decree of the Board

of Directors on Limit and Authority to Cancel Credit;

h. Planning, developing, controlling and conducting

corrective actions to improve various weaknesses and

violation in lending activities;

i. Establishing strategies, supervising, and evaluating the

control of non-performing loan (NPL);

j. Supervising and evaluating the performance of the

work unit under it.








term RBB and proposing it to obtain the approval of














2. Directly supervising work units such as Liabilities Product

Development, Wealth Management, Bancassurance

& Agency, Loan Recovery, and Capital Market Service

Department which are generally as follows:

a. Supervising or ensuring coordination between internal

and external parties regarding product development;



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b. Memberikan arahan strategis dalam bidang pemasaran

dan pengembangan produk;

c. Bertanggung jawab dalam pengembangan produk

perbankan yang kompetitif dan inovatif dengan

mencapai sasaran profit yang ditetapkan perseroan;

d. Bertanggung jawab atas pendapatan fee based

income;

e. Melakukan pengawasan dan evaluasi terhadap kinerja

unit kerja dibawahnya;

f. Bertanggung jawab atas penerimaan dan penyerahan

efek, penyimpanan dan pengamanan efek,

penerimaan hak nasabah yang melekat pada efek,

serta penadministrasian yang berkaitan dengan

kepemilikan efek;

g. Bertanggung jawab terhadap surat hutang serta

memantau pelaksanaan kewajiban emiten sesuai

perjanjian;

h. bertanggung jawab terhadap penanganan kredit

bermasalah.

Hanafi Himawan - Direktur Risk Management & Human capital / Risk Management & Human Capital Director















perusahaan.





b. Providing strategic directives in marketing and product

development;

c. Being responsible in competitive and innovative

development of banking products by achieving profit

target determined by the Company;

d. Being responsible on fee based income;

e. Supervising and evaluating the performance of

working units under it;

f. Being responsible on receipt and submission

of securities, storage and security of securities,

acceptance of customers’ right attached to securities,

and administration related to securities ownership;

g. Being responsible on payables’ securities and

monitoring the implementation of issuers’ obligations

in accordance with the agreement;

h. Being responsible for handling problem loans.




















officers under it by the approval of the Director of











2. Membawahi langsung unit kerja Risk Management,

Human Capital Recruitment & Administration Support,

Human Capital System & Strategic dan General Affairs

yang secara garis besar adalah:

a. Menetapkan, mengawasi, dan mengevaluasi kebijakan

manajemen risiko dan implikasinya bagi perseroan;

b. Menerapkan manajemen risiko dengan baik

melalui Komite Manajemen Risiko dan Satuan Kerja

Manajemen Risiko (SKMR);

c. Memastikan bahwa fungsi Manajemen Risiko telah

diterapkan secara independen;

d. Menetapkan, mengawasi, dan memastikan

terlaksananya hubungan industrial secara tepat,

benar dan akurat sesuai ketentuan ketenagakerjaan,

peraturan & kebijakan perusahaan, serta best practice

yang berlaku;

e. Mengarahkan, menetapkan, dan mengawasi kegiatan

pengembangan sumber daya manusia (Human

Capital);

f. Mengawasi dan memastikan seluruh aset tetap dan

bergerak sebagaimana telah diadministrasikan oleh

unit kerja terkait;

g. Mengawasi dan memastikan persiapan gedung/

ruangan dan perlengkapan lainnya bagi cabang/unit

kerja KPNO termasuk pemeliharaan dan perbaikan

gedung;

h. Mengawasi kegiatan koordinasi dalam pengurusan

perijinan pada kantor pemerintah daerah, kecamatan,

kelurahan, kabupaten dan/atau instansi atau pihak

ketiga lainnya.

i. Melakukan pengawasan dan evaluasi terhadap kinerja


Soejanto Soetjijo - Direktur Retail Banking / Retail Banking Director









2. Directly supervising work units such as Risk Management,

Human Capital Recruitment & Administration Support,

Human Capital System & Strategic and general Affairs, the

activities of which are generally as follows:

a. Establishing, supervising, and evaluating the risk

management policy and its implications for the

company;

b. Implementing risk management through the Risk

Management Committee and Risk Management Unit;

c. Ensuring that the risk management function has been

implemented independently;

d Establishing, supervising and ensuring the appropriate,

proper, and accurate implementation of industrial

relations in accordance with the prevailing manpower

regulations, corporate rules and polices, and the

prevailing best practices;

e. Directing, establishing, and supervising the activities of

Human Capital development;

f. Supervising and ensuring good condition of all fixed

and mobile assets, as administered by the related work

units;

g. Ensuring the good condition of buildings/rooms and

other supplies for the branch offices/KPNO work unit,

including building maintenance and renovation.

h. Supervising the coordination activities of permit

application to the local government, local agency at

the district, sub-district, regency, and/or other agencies

or third parties;

i. Supervising and evaluating the performance of work

units under it.












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perusahaan.





2. Membawahi langsung unit kerja Retail Business, Sales &

Distribution, Micro Small Business, Card Center, Digital

Banking serta Branch Network Development yang secara

garis besar adalah:

a. Bertanggung jawab terhadap pelaksanaan Sales &

Distribution pada Kantor-Kantor Cabang;

b. Merancang strategi Sales & Distribution guna

meningkatkan performance dan pencapaian target

pada Kantor-Kantor cabang;

c. Melakukan perekrutan, pembinaan, dan pengadaan

Credit Card & Merchant Business;

d. Melakukan pengawasan dan mengarahkan kegiatan

operasional kartu kredit;

e. Mengawasi dan mengarahkan akuisisi kartu kredit

melalui marketing channel;

f. Menetapkan dan mengawasi strategi pendeteksian dini

untuk meminimalisir penipuan kartu kredit;

g. Melakukan perekrutan, pembinaan, dan pengadaan

Credit Card & Merchant Business;

h. Bertanggung jawab atas pendapatan fee based

income;

i. Bertanggung jawab dalam pelaksanaan dan pengajuan

izin pembukaan jaringan kantor berdasarkan dengan

rencana kerja manajemen maupun dengan Peraturan

Otoritas Jasa Keuangan;

j. Melakukan pengawasan dan evaluasi terhadap kinerja














2. Directly supervising work units such as Retail Business,

Sales & Distribution, Micro Small Business, Card Center,

Digital Banking and Branch Network Development which

are generally as follows:

a. Being responsible to sales and distribution in branch

offices;

b. Designing sales and distribution strategy to improve

performance and target achievement of branch offices;

c. Recruiting, training, and provision of credit card and

merchant business;

d. Supervising and directing operational activities of credit

cards;

e. Supervising and directing acquisition of credit card

through marketing channel;

f. Determining and supervising early detection strategy to

minimize credit card frauds;

g. Recruiting, training, and provision of credit card and

merchant business;

h. Being responsible on fee based income;

i. Being responsible for the implementation and filing

of the license for opening a network of offices in

accordance with the management’s work plan and

Regulation of Financial Services Authority;

j. Supervising and evaluating the performance of work

units under it.










Frenky Tirtowijoyo Susilo - Direktur Operasional dan Teknologi Informasi / Operational & Information Technology Director







(Rencana Bisnis Bank (RBB)) serta mengusulkannya

guna mendapatkan persetujuan dari Dewan Komisaris.




d. Bersama-sama Anggota Direksi lainnya perumusan



perusahaan.





2. Membawahi langsung unit kerja Information Technology,

Operations, Accounting, Electronic Channel Operations,

Credit Administration & Control, Business Continuity

Management serta Procurement yang secara garis besar

adalah :

a. Menetapkan, mengawasi dan mengevaluasi realisasi

rencana pengembangan jaringan teknologi informasi;

b. Menetapkan kebijakan dan prosedur terkait

penyelenggaraan teknologi informasi yang memadai

dan mensosialisasikannya secara efektif, baik pada

satuan kerja penyelenggara maupun pengguna

teknologi informasi yang bersangkutan;

c. Merencanakan, mengarahkan dan mengkoordinasikan

kegiatan Service Quality serta mendukung terciptanya

efisiensi dan efektivitas Service Quality;

d. Menetapkan dan mengawasi penerapan kebijakan

yang terkait dengan efisiensi;

e. Memberikan tanggapan dan tindak lanjut hasil

pemeriksaan intern (SKAI) dan ekstern (Otoritas Jasa

Keuangan dan Akuntan Publik) terhadap sistem

informasi keuangan;








term (Business Plan (RBB)) and proposing it to obtain

the approval of the Board of Commissioners;













2. Directly supervising work units such as Information

Technology, Operations, Accounting, Electronic Channel

Operations, Credit Administration & Control, Business

Continuity Management and Procurement which are

generally as follows:

a. Establishing, monitoring and evaluating the realization

of development plan of information technology

networks;

b. Establishing policies and procedures related to the

implementation of adequate information technology

and disseminating effectively, both in providers’

working unit and users of information technology

concerned;

c. Planning, directing and coordinating the Service

Quality activities and support the establishment of

efficiency and effectiveness of Service Quality;

d. Establishing and supervising the implementation of

policies related to efficiency;

e. Providing opinion and follow-ups on internal (SKAI)

and external (Financial Services Authority and Public

Accountant) examination on the financial information

system;



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f. Bertanggung jawab terhadap kegiatan operasional

Bank, baik di Kantor Pusat maupun di Kantor Cabang

yang telah berjalan dengan baik dan lancar, taat azas,

akurat, sesuai kebijakan dan ketentuan yang telah

ditetapkan serta peraturan perundang-undangan yang

berlaku di Indonesia;

g. Bertanggung jawab terhadap pelaksanaan pembayaran

pajak kendaraan bermotor, reklame, tanah dan

bangunan secara tepat waktu;

h. Melakukan pembinaan dan mengawasi seluruh

kegiatan Loan Administration di Kantor Cabang,

guna memastikan telah dikelolanya administrasi kredit

cabang sesuai dengan prosedur/ketentuan Bank;

i. Melakukan pembinaan terhadap Loan Administration

Kantor Cabang dalam melakukan pengawasan

dokumen perpanjangan kredit, jaminan dan asuransi

yang akan jatuh tempo;

j. Memastikan pelayanan nasabah berjalan sesuai

ketentuan dan prosedur yang berlaku;

k. Melakukan pengawasan dan evaluasi terhadap kinerja


l. Bertanggung jawab terhadap proses perencanaan

pengadaan dan pemilihan supplier yang terkait IT

Independensi dan Hubungan Afiliasi Direksi

Independensi dan transparansi Direksi Bank Sinarmas atas

hubungan afiliasi merupakan salah satu faktor penting

yang senatiasa dijaga untuk kepentingan Bank Sinarmas

agar terhindar dari konflik kepentingan. Untuk menjaga

independensi tersebut, seluruh anggota Direksi yang menjabat

di Bank Sinarmas diharuskan untuk tidak memiliki hubungan

keuangan, keluarga (sampai derajat ke dua vertikal maupun

horizontal) dengan anggota Dewan Komisaris, anggota Direksi

lainnya, dan/atau pemegang saham pengendali.

Tabel hubungan afiliasi Direksi

Nama / Name



Dewan Komisaris /



Pemegang Saham /

Shareholders

Dewan Komisaris/



Pemegang Saham /

Shareholders


Freenyan Liwang

x x x x x x

Heru Agus Wuryanto

x x x x x x

f. Being responsible to the Bank’s operational activities,

both in the Headquarter or branch offices that have

run well and smoothly, obeying principles, accurate,

and in accordance with the determined policies

and provisions as well as applicable legislations in

Indonesia;

g. Being responsible to payment of motor vehicles,

billboards, lands and buildings in a timely manner;

h. Providing guidance and supervising all Loan

Administration activities in Branch Offices in order

to ensure that branch credit administration has been

conducted in accordance with procedures/provisions of

the Bank;

i. Providing guidance on Branch Office Loan

Administration in supervising credit extension

documents, guarantees and insurance that will be due;

j. Ensuring the customer service to run in accordance

with prevailing provisions and procedures;

k. Conducting supervision and evaluation on the

performance of working units under it.

l. Being responsible to the process of procurement

planning and selection of IT-related suppliers.

Affiliation of Board of Directors

Independency and transparency of Bank Sinarmas’ Board of

Directors is one of the key factors that must be maintained

for the benefit of the Company in order to prevent conflict of

interest. To maintain the independency, all members of the

Board of Directors of Bank Sinarmas must not have a financial,

family (to the second degree, both vertically and horizontally)

relationship with the members of the Board of Commissioners,

Board of Directors, and/or controlling shareholders.

Table of affiliation of Board of Directors










Nama / Name



Dewan Komisaris /



Pemegang Saham /

Shareholders

Dewan Komisaris/



Pemegang Saham /

Shareholders


Salis Teguh Hartono

x x x x x x

Loa Johnny Mailoa

x x x x x x

Halim x x x x x x

Hanafi Himawan

x x x x x x

Soejanto Soetjijo

x x x x x x

Frenky Tirtowijoyo Susilo

x x x x x x

Per tanggal 31 Desember 2015, jumlah total kepemilikan

saham oleh anggota Direksi 4.461.875 atau 0,0315% dari

seluruh jumlah saham di Bank Sinarmas.

Tabel informasi kepemilikan saham Direksi

Nama / Name Jabatan / Position

Kepemilikan Saham / Share Ownership

Jumlah Saham / Number of Shares

Presentase Kepemilikan / Ownership Percentage

Freenyan Liwang Direktur utama / President Director 4.021.875 0,0284%

Halim Direktur / Director 440.000 0,0031%

Pedoman dan Tata Tertib Kerja Direksi

Pedoman dan Tata Tertib Kerja Direksi ditetapkan melalui

Surat Keputusan No. SK.005/2015/PRESDIR-CorSec

tertanggal 1 April 2015 yang secara garis besar mengatur

tentang hari, jam kerja, cuti dan izin Direksi serta ketentuan

penyelenggaraan dan pengambilan keputusan rapat, kode

etik, dan peningkatan kompetensi Direksi.

Frekuensi, Tingkat Kehadiran, dan Rekap Absensi Rapat

Direksi

Sepanjang 2015, Direksi telah menyelenggarakan rapat

sebanyak 32 kali yang dipimpin oleh Direktur Utama atau

anggota Direksi lainnya dalam hal Direktur Utama berhalangan

As of December 31, 2015, share ownership of members of

the Board of Directors totaled 0.0315% or equal to 4,461,875

shares of all total shares at Bank Sinarmas.

Table of information on share ownership of the Board of

Directors

guidelines and work Rules of Board of Directors

Employment guidelines and Rules of Conduct of The Board

of Directors is established by Decree No. SK.005 / 2015 /

PRESDIR-CorSec dated April 1, 2015 that generally regulates

about working days, working hours, leave and permit of the

Board of Directors as well as the provisions of organizing

and decision-making in meetings, codes of conduct, and

competence improvement of the Board of Directors.

Meeting Frequency, Attendance Rate and Absence

Record of the Board of Directors

In 2015, the Board of Directors conducted 32 meetings, which

was led by the President Director or the other members of the

Board of Directors in case that the President Director is unable



oF 2015

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management rePort

hadir. Hasil rapat diputuskan dengan mengedepankan

musyawarah mufakat dan dituangkan secara tertulis ke dalam

risalah rapat serta didokumentasikan dengan baik.

Dengan demikian, Bank Sinarmas telah memenuhi ketentuan

Bank Indonesia tentang pelaksanaan gCg dan ketentuan

internal Perseroan yaitu Board Manual serta Pedoman Tata

Tertib Kerja Direksi.

Tabel frekuensi dan tingkat kehadiran Direksi dalam Rapat


1 Freenyan Liwang Direktur Utama / President Director 32/27

2 Heru Agus Wuryanto Direktur / Director 32/30

3 Salis Teguh Hartono Direktur Independen / Independent Director 32/30

4 Loa Johnny Mailoa Direktur / Director 32/32

5 Halim Direktur / Director 32/28

6 Hanafi Himawan Direktur Independen / Independent Director 32/30

7 Soejanto Soetjijo* Direktur / Director 24/22

8 Frenky Tirtowijoyo Susilo* Direktur / Director 24/22

Keterangan *) Soejanto Soetjijo dan Frenky Tirtowijoyo Susilo baru menjabat sebagai Direktur sejak RUPSLB 24 Maret 2015

Tabel rekap absensi rapat Direksi

Tanggal / Date NotulenDireksi / Board of Directors

FL HA STH JM HH HL SS * FTS *


002/2015/DIR √ - √ √ √ √ - -


003/2015/DIR √ √ √ √ √ √ - -


004/2015/DIR √ √ √ √ √ √ - -


006/2015/DIR √ √ √ √ √ √ - -


007/2015/DIR √ √ √ √ √ √ - -


008/2015/DIR - √ √ √ √ √ - -

13 Maret 2015 / March 13, 2015

010/2015/DIR √ - - √ √ √ - -

20 Maret 2015 / March 20, 2015

011/2015/DIR √ √ √ √ √ √ - -

27 Maret 2015 / March 27, 2015

012/2015/DIR √ √ √ √ - √ √ √

to attend it. The entire result of the meeting was decided by

consensus agreement and set forth in writing in the minutes

of meetings and was well documented.

Therefore, Bank Sinarmas has complied with the regulations

of Bank Indonesia on the gCg implementation and the

Company’s internal regulation, namely Board Manual and the

guidelines of Work Rules of Board of Directors.

Table of meeting frequency and attendance rate of the Board

of Directors

Note *) Mr. Soejanto Soetjijo and Mr. Frenky Tirtowijoyo Susilo have just served as Director since EgM on March 24, 2015

Table of absence recap of the Board of Directors












17 April 2015 / April 13, 2015

014/2015/DIR √ √ √ √ √ - √ √

24 April 2015 / April 24, 2015

015/2015/DIR √ √ √ √ √ - √ √

15 Mei 2015 / May 15, 2015

017/2015/DIR √ √ √ √ √ √ √ √

22 Mei 2015 / May 22, 2015

018/2015/DIR √ √ √ √ √ √ √ √

28 Mei 2015 / May 28, 2015

019/2015/DIR - √ √ √ √ √ - √

12 Juni 2015 / June 12, 2015

021/2015/DIR √ √ √ √ √ √ √ √

19 Juni 2015 / June 19, 2015

022/2015/DIR √ √ √ √ - √ √ √

26 Juni 2015 / June 26, 2015

023/2015/DIR √ √ √ √ - √ √ -

10 Juli 2015 / July 10, 2015

025/2015/DIR √ √ √ √ √ √ √ √

31 Juli 2015 / July 31, 2015

026/2015/DIR √ √ √ √ √ √ √ √

14 Agustus 2015 / August 14, 2015

028/2015/DIR √ √ √ √ √ √ √ √

21 Agustus 2015 / August 21, 2015

029/2015/DIR √ √ √ √ √ √ √ √

28 Agustus 2015 / August 28, 2015

030/2015/DIR √ √ √ √ √ √ √ √


032/2015/DIR - √ √ √ √ √ - √


033/2015/DIR - √ √ √ √ √ √ √


034/2015/DIR √ √ √ √ √ √ √ √


036/2015/DIR √ √ - √ √ √ √ √


037/2015/DIR √ √ √ √ √ √ √ √


038/2015/DIR √ √ √ √ √ √ √ √


039/2015/DIR √ √ √ √ √ √ √ √

13 Nopember 2015 / November 13, 2015

041/2015/DIR √ √ √ √ √ √ √ √


042/2015/DIR - √ √ √ √ √ √ -



oF 2015

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comPany ProFile



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management rePort




044/2016/DIR √ √ √ √ - √ √ √

TOTAL 27 30 30 32 28 30 22 22

Keterangan *) Soejanto Soetjijo dan Frenky Tirtowijoyo Susilo baru menjabat sebagai Direktur sejak RUPSLB 24 Maret 2015

Tabel agenda rapat Direksi

Tanggal / Date Notulen Agenda Rapat / Meeting Agenda


002/2015/DIRPenjualan AyDA melalui Balai Lelang / Selling of AyDA through Auction House

ATM Switching

Kartu Kredit / Credit Card

Kartu ATM Lion Air / Lion Air ATM Card

Kerjasama dengan L Avenue / Cooperation with L Avenue

Kerjasama dengan EzzeLink / Cooperation with EzzeLink

Kalender Event / Event Calendar

Operation System (OS) Mesin ATM / ATM Machine Operation System

Kantor di Apartement Capitol / Office in Capitol Apartment

Penanganan Kredit Bermasalah (Kolek 3,4,5) / Handling of Problem Credits (Kolek 3, 4, 5)

Tindakan Fraud / Fraud Actions

Iklan Orange TV / Orange TV Advertisement

Digital Banking

Mastercard

KTA Payroll

Virtual Account

Penjualan Forex / Forex Selling

Transasksi Melalui EDC / Transaction via EDC

Klaim Asuransi KTA Mikro / KTA Micro Insurance Claim

Relokasi Kantor Cabang / Branch Office Relocation


003/2015/DIRPenjualan AyDA melalui Balai Lelang / Selling of AyDA through Auction House

Penanganan Kredit Bermasalah / Handling of Problem Credits

Komite Penanganan Kredit Bermasalah (KPKB) / Problem Credit Handling Committee

Sertfikasi UKMR / UKMR Certification

Tunjangan Jabatan AO Syariah / Position Allowance for AO Syariah

Kenyamanan Transaksi Nasabah / Comfort of Customers’ Transaction

Cakupan Wilayah Kerja OJK / Scope of the FSA’s Work Areas

Note *) Mr. Soejanto Soetjijo and Mr. Frenky Tirtowijoyo Susilo have just served as Director since EgM on March 24, 2015

Table of meeting agenda of the Board of Directors











Revisi Ketentuan Pemberian Fasilitas Kredit / Revision of Requirements for Credit Facility Provision

Perubahan Fitur Produk MSME Secure menjadi Simas Mirco Secure Loan / Product Feature Changing from MSME Secure to Simas Micro Secure Loan

Susunan Wewenang Memutus untuk Komite Kredit Micro, Small dan Retail Banking / Composition of Authority to Dismiss for Micro Credit, Small, and Retail Banking Committee

27 Januari 2015 004/2015/DIR Debitur Menunggak / Debtors in Arrears

Penanganan Kredit Bermasalah / Handling of Problem Credits

Komite Penanganan Kredit Bermasalah (KPKB) / Problem Credit Handling Committee


Card Centre

Tunjangan Jabatan AO Syariah / Position Allowance for AO Syariah

Training ulang kepada AO Mikro Secure / Re-training for AO Mikro Secure

Training Investigasi / Investigation Training

Program Bantu Surat Peringatan Nasabah / Auxiliary Program of Memorandum for Customers

Memo Biaya Incoming (Valas) / Incoming Fee Memo (Forex)

Keputusan Usulan Sanksi (rekomendasi SKAI) / Decision of Sanction Proposal (SKAI’s recommendation)

Branchless Banking

Progress tindakan Fraud / Fraud action progress

Jadwal Meeting Rutin Direksi / Schedule for Board of Directors’ Regular Meeting


006/2015/DIRDigital Product

Kerjasama dengan Shakinah dan ORORI / Cooperation with Shakinah and ORORI

Master Card

Digital Banking

gelar Perkara Pajak / Tax Case Preliminary Hearing


007/2015/DIRProduk PPOB (Digital Produk) / PPOB (Digital Product)

Kerjasama dengan AMI / Cooperation with AMI

Peraturan Bukti Potong dari Ditjen Pajak / Regulation of Withholding Slip from the Directorate general of Taxation

Corporate Profile

Sosialisasi Pencegahan Fraud / Socialization of Fraud Prevention


008/2015/DIR

Payment Point Online Banking (PPOB)

Laku Pandai / Branchless Banking

Kepala Divisi Trade Finance / Head of Trade Finance Division

13 Maret 2015 / March 13, 2015

010/2015/DIRPengkinian Data Nasabah / Updating of Customer Data

Document Management



oF 2015

PROFIL PERUSAHAAN

comPany ProFile



LAPORAN MANAJEMEN

management rePort


Mobil dan Motor Kas Keliling / Car and Motorcycle for Mobile Cash

Special Asset Management

Merchandise Department

Personal Accident

Tata Laksana Bank Notes Carrying / Bank Notes Carrying governance

group Head Card Centre

Penjualan Asuransi On Line / Selling of Online Insurance

Perkembangan produk - produk / Product Development

20 Maret 2015 / March 20, 2015

011/2015/DIREvent Creativepreneur Corner 2015

Produk - Produk Bank / Bank Products

Promo Iphone LTE / Promotion of iPhone LTE

Digital Campaign

Transaksi melalui Mobile / Internet Banking / Transaction via Mobile/Internet Banking

Pengkinian Data Nasabah / Updating of Customer Data

Simas Community (SimComm)


Mobile Banking

Perkembangan produk - produk / Product Development

Basic Development

27 Maret 2015 / March 27, 2015

012/2015/DIRSosialisasi Simobi Plus / Socialization of Simobi Plus

Promo Iphone LTE Smart / Promotion of iPhone LTE Smart


Pengkinian Data Nasabah / Updating of Customers Data



Pay Master

Design Kartu Kredit Union Pay / Union Pay Credit Card Design

Meeting Update Bisnis dan Produk Bank / Meeting about Update on the Bank’s Business and Products

PIC Digital Banking

17 April 2015 / April 17, 2015

014/2015/DIRAturan Underlying Investasi US$ / Underlying Regulation on US$ Investment

Team Cheetah

Produktivitas Marketing / Marketing Productivity

Sistem Pemberian Kredit Mikro / Micro Credit Provision System

Mutual Fund

Wealth Management











Simobi Plus

Design Seragam Front Liner Bank Sinarmas / Bank Sinarmas Front Liner Uniform Design

Konsultan Digital Banking / Digital Banking Consultant

Team Sinergi / Synergy Team

Kerjasama dengan SeveLink dan Isha / Cooperation with SeveLink and Isha

Promo Digital Banking / Digital Banking Promotion

Treasury System

Fund Tranfer Pricing

24 April 2015 / April 24, 2015

015/2015/DIRKonsultan Digital Banking / Digital Banking Consultant

Card Centre

Peningkatan Penjualan Produk Bank / Improvement on Sales of the Bank’s Products

Customer Acquisition

Kredit Macet / Bad credit

AyDA

Rapat Koordinasi Product antara Kanwil dan Product Owner / Meeting about Product Coordination with Regional Office and Product Owner

Treasury

Performance Review

Kantor Kas Kendal / Kendal Cash Office

Laporan Hasil Kunjungan Mentor / Report of Mentor’s Visit Results

Piagam Mentoring Wilayah / Regional Mentoring Charter

15 Mei 2015 / May 15, 2015

017/2015/DIRFilm Edukasi / Educational Film

Revisi RBB Juni 2015 / June 2015 RBB Revision

Exit Meeting dengan Regulator / Exit Meeting with the Regulator

Pembagian Tugas antar Direktorat / Division of Duties between Directorates

MPP Sales & Distribution 2015

Re-Design Website Bank Sinarmas

Quick Respon (QR)

Monitoring Expenses Cabang / Branch Monitoring Expenses

Account Officer Bank

Sales & Distribution

Kantor Fungsional Unit Usaha Syariah (UUS) / Functional Office of Sharia Business Unit

22 Mei 2015 / May 22, 2015

018/2015/DIRSimas Pay

Re- Design Website Bank Sinarmas




oF 2015

PROFIL PERUSAHAAN

comPany ProFile



LAPORAN MANAJEMEN

management rePort


Promosi Internet & Mobile Banking / Promosi Internet & Mobile Banking / Internet & Mobile Banking Promotion

Supply Chain Financing

Program Bantu Pengkinian Data / Program to Support Data Updating

Progress Pembuatan SOP / Progress of the Drafting of SOP

Unit Kerja Loan Recovery / Loan Recovery Work Unit

28 Mei 2015 / May 28, 2015

019/2015/DIR

Pengelolaan Deposito nasabah korporasi / Deposit Management for corporate customers

Unit Usaha Syariah / Sharia Business Unit


Pengkinian Data / Data Updating


Micro Secure

Pelayanan Nasabah / Customer Service

12 Juni 2015 / June 12, 2015

021/2015/DIRSkema Insentif / Incentive Scheme

Revisi RBB / Revision of Bank’s Business Plan (RBB)

Rekomendasi Komisaris kepada Direksi / Board of Commissioners’ Recommendations to the Board of Directors

Pemekaran Wilayah Kanwil / Expansion of Regional Office Work Area

Laporan Kinerja Keuangan per Mei 2015 / Statements of Financial Performance per May 2015


19 Juni 2015 / June 19, 2015

022/2015/DIRKonsentrasi Bisnis Bank / Bank’s Business Concentration

Rangkap Jabatan / Concurrent Position

Sales & Distribution

Switching Project

Sales Clinic

Skema Insentif / Incentive Scheme

Revisi RBB / Revision of Bank’s Business Plan (RBB)

Corporate Card

Corporate Internet Banking

SIMAS UMK

NPL Mikro

Aturan Penyampaian Punishment Karyawan / Procedure to Impose Punishment on the Employees

Efisiensi dan Efektivitas Biaya / Cost Efficiency and Effectiveness

Tindak Lanjut Penyelesaian PT. TET / Follow-up on the Settlement of PT. TET











26 Juni 2015 / June 26, 2015

023/2015/DIRLaku Pandai

Fraud Management

Perijinan Produk Bank / Bank’s Product Licensing

Product Bundling dan RDN (Rekening Dana Nasabah) / Product Bundling and Customer Funds Account (Rekening Dana Nasabah - RDN)

Update Project IT

10 Juli 2015 / July 10, 2015

025/2015/DIRArahan Regulator / Regulator’s Directives

Presentasi Direktorat Retail Banking / Retail Banking Directorate Presentation

Rasio Perusahaan / Ratios of the Company

Commision Insurance Collateral

Rapat Koordinator Kanwil / Regional Office Coordination Meeting

Aturan Penggunaan Transaksi Rupiah / Regulation in the Use of Rupiah in Transactions

KPI Account Officer

Digital Banking

Aplikasi Manajemen di Ipad Direksi / Management Application on Board of Directors’ iPad

Peraturan Kredit terkait SBDK / SBDK-Related Loan Regulation

Lead Management System

Pelaporan RMR / RMR Reporting

Paperless

Sentralisasi Pinjaman Karyawan / Centralization of Employee’s Loan

Fasilitas Kredit Direksi / Board of Directors’ Loan Facility

Resolusi Kredit / Credit Resolution

31 Juli 2015 / July 31, 2015

026/2015/DIR

Laporan Performance Direktur Utama Q2 / Report on the Performance of President Director in Q2

Kartu Indigo / Indigo Card

Cabang Rugi / Loss in Branch Office

Penjualan EDC / EDC Sales

Kartu Kredit Korporate / Corporate Credit Card

Marketing Cabang / Branch Office’s Marketing

Promosi Bank Sinarmas / Promotion of Bank Sinarmas

Mobil Kas Bank Sinarmas / Mobile Cash of Bank Sinarmas

Internal Call Centre

Analisa Beban Cabang Analysis on Branch Office’s Expenses

Pemetaan Produk Bank / Bank’s Product Mapping

Usulan Direktorat Mentor / Recommendation on Directorate for Mentor

Simas Superbonus gadget



oF 2015

PROFIL PERUSAHAAN

comPany ProFile



LAPORAN MANAJEMEN

management rePort


14 Agustus 2015 / August 14, 2015

028/2015/DIRDesign Kartu Debit Chip Bank / Design of Bank’s Chip Debit Card

Pemeriksaan Regulator untuk Laku Pandai / Regulator’s Evaluation on Laku Pandai

Merchant Acquiring dan Kartu Kredit / Merchant Acquiring and Credit Card

Kartu Kredit Indigo / Indigo Credit Card

Program gadget gadget Program

Simobi Plus

Update Perkembangan Bisnis / Update on Business Development

Simulasi Penyerapan Biaya Cabang / Simulation of Branch Office’s Expense Absorption

RBB


21 Agustus 2015 / August 21, 2015

029/2015/DIRProduct Bundling Handphone

Simobi Plus

Digital Banking

Digit Nomor CIF / CIF’s Digit Number


KPI Digital Banking

Inovatif Product Baru / Innovation of New Product

Inovatife Project Bank Inovatif Project Bank / Bank’s Project Innovation

Redesign Website

Petunjuk Asetsi Simobi Plus / Directions to Activate Simobi Plus

Cabang Rugi / Loss in Branch Office

Rencana Bisnis Bank 2016 / Bank’s Business Plan for 2016

28 Agustus 2015 / August 28, 2015

030/2015/DIRPresentasi Card Centre / Presentation of Card Centre



Product Bank

Developer Default

Struktur Card Centre / Structure of Card Centre

Account Manager

Lead Management System

Sales Clinic

Peluang Bisnis / Business Opportunity












11 September 2015 / September 11,

2015032/2015/DIR

Presentasi E Learning / E-Learning Presentation


Presentasi dari Unit Kerja Credit Analyst / Presentation from Credit Analyst Work Unit

Fungsi dan Mekanisme Direktur Mentor / Function and Mechanism of Director of Mentor

Peluang Bisnis Sektor Kredit Sawit / Business Opportunity in Palm Oil Loan Sector


2015033/2015/DIR

Presentasi dari Direktorat Liabilities / Presentation from Liabilities Directorate

Training Marketing Bank


Strategi Bank / Bank’s Strategy

Pelayanan Nasabah via Contact Centre / Customer Service via Contact Centre


2015034/2015/DIR

Presentasi Rencana Reorganisasi Direktorat Retail / Presentation of Reorganization Plan of Retail Directorate

Service Quality

KPI Cabang / Branch Office’s KPI

Akusisi Nasabah Baru / Acquisition of New Customers


Progress Tindak Lanjut PT. TET / Progress on the Follow-up Actions to PT. TET

Laporan Debitur Menunggak / Report on Debtors in Arrears

People Life Cycle

Aturan Penitipan Dana / Regulations in Fund Deposit


036/2015/DIRPengguna Kartu Kredit Bank / Users of Bank’s Credit Card

One on One Service

Dampak Kenaikan UMR 2016 / Impact of the Rising UMR in 2016

Presentasi Direktorat Unit Usaha Syariah / Presentation of Directorate of Sharia Business Unit

Cash Pickup

Monitoring Jaminan / Monitoring on guarantee

Pembagian Tugas & Tanggung Jawab / Distribution of Duties and Responsibilities

Aturan Ekskalasi / Regulations in Escalation

Entitas Utama / Main Entity

Informasi Right Issue / Information on Rights Issue


037/2015/DIRProgram Cash Back Kartu Kredit / Cash Back Program for Credit Card

Penggunaan EDC di Merchant / Use of EDC in Merchants

Simobi Plus

Database nasabah Kredit / Database of Credit Customers

Time Motion Study



oF 2015

PROFIL PERUSAHAAN

comPany ProFile



LAPORAN MANAJEMEN

management rePort


E money

Ezze Link


Tabungan Diamond / Diamond Savings Account


038/2015/DIRLaku Pandai / Branchless Banking

Entitas Utama / Main Entity

Cross Selling

Card Center



039/2015/DIRLaku Pandai / Branchless Banking

Presentasi Performance Q3 / Presentation of Performance in Q3

Persiapan Bank SInarmas sebagai Entitas Utama / Preparation for Bank Sinarmas as the Main Entity

Action Plan Cabang Rugi / Loss in Branch Office’s Action Plans

Product Bundling Iphone 6S

13 Nopember 2015 / November 13,

2015041/2015/DIR

Perijinan Product / Product Licensing

Laku Pandai

Posisi Pimpinan Cabang / Position of Branch Office Manager

Simas Junior

Restuktur Kredit / Credit Restructuring

Rotasi Pejabat Bank / Rotation of Bank’s Officers

Kepala Divisi CAC / Head of CAC Division


2015042/2015/DIR



11 Desember 2015 / December 11,

2015044/2015/DIR

Bussines Partner Development

Perijinan E-Money dan Corporate Internet Banking / E-Money Licensing and Corporate Internet Banking

Persiapan Launching Layanan Keuangan / Preparation to Launch Financial Services

Business Continuity Management

Orientasi Anggota Direksi Baru

Orientasi diberikan kepada anggota Direksi yang baru pertama

menjabat di Bank Sinarmas. Apabila anggota Direksi yang

diganti hanya sebagian, maka penanggung-jawab orientasi

tersebut adalah Direksi lainya dan atau Sekretaris Perusahaan.

Orientation for New Members of the Board of Directors

Orientation is given to the new members of the Board of

Directors who has just served at Bank Sinarmas. If there is only

a half of the Board of Directors who gets replaced, then the

person in charge of the orientation is the other members of

the Board of Directors and/or Corporate Secretary.










Materi yang diberikan pada program orientasi meliputi hal-hal

sebagai berikut:

1. gambaran mengenai Bank Sinarmas berkaitan dengan

tujuan, sifat, lingkup kegiatan, kinerja keuangan dan

operasi, strategi, rencana usaha jangka pendek dan jangka

panjang, posisi kompetitif, risiko dan berbagai masalah

strategis lainnya.

2. Pelaksanaan prinsip-prinsip gCg oleh Bank Sinarmas.

3. Pemahaman terhadap tugas dan tanggung jawab anggota

Direksi.

4. Penjelasan yang berkaitan dengan kewenangan yang

didelegasikan, audit internal dan eksternal, sistem dan

kebijakan pengendalian internal serta tugas dan peran

Komite Audit dan Komite-komite lain yang dibentuk oleh

Komisaris.

5. Penjelasan mengenai kebijakan-kebijakan yang menunjang

pelaksanaan tugas dan tanggung jawab Direksi.

Suksesi Direksi

Pengangkatan dan pemberhentian Direksi Perseroan dilakukan

berdasarkan prinsip-prinsip profesionalisme dan tata kelola

perusahaan yang baik (Good Corporate Governance).

Program Pelatihan

Pada tahun 2015, Direksi telah mengikuti berbagai seminar/

training/workshop guna meningkatkan kompetensinya, antara

lain:

Tabel informasi porgram pelatihan Direksi


FREENyAN LIwANg


Training 10 Elemen Transformasi / Training 10 Elements of Transformation


224 Maret 2015 / March

24, 2015Training LMS & Performance Dashboard


37 April 2015 / April 7,

2015

Workshop Penilaian Tingkat Kesehatan bank / Workshop of the Assessment of Bank’s Soundness

BSMR Hotel Atlet Century, Jakarta

411 April 2015 / April 11,

2015 Self lead workshop Mckinsey Roxy Square , Jakarta

517 April 2015 / April 17,

2015

Overview of Indonesian Capital Market - Securitas Sinarmas


The materials given in the orientation program covers the

following:

1. Description on Bank Sinarmas which relates to the

objective, nature, scope of activities, financial and

operational performances, strategies, short-term and long-

term business plan, competitive positions, risks, and other

various strategic matters.

2. Implementation of gCg principles by Bank Sinarmas.

3. Understanding on duties and responsibilities of Board of

Directors.

4. Explanation related to the authority that has been

delegated, internal and external audit, system and policy

of internal control, as well as duties and roles of Audit

Committee and other Committees established by the

Commissioner.

5. Explanation on policies supporting implementation of

duties and responsibilities.

Director Succession

The appointment and dismissal of the Company’s Board of

Directors are conducted based on the professionalism and

good corporate governance principles.

Training Program

In 2015, the Board of Directors attended various seminar/

training/workshop to improve its competency, among others:

Table of information of training program of the Board of

Directors



oF 2015

PROFIL PERUSAHAAN

comPany ProFile



LAPORAN MANAJEMEN

management rePort


615 Mei 2015 / May 15,

2015

"Spirit of Formosa" dan "Spirit of Huawei" / ”Spirit of Formosa” and ”Spirit of Huawei”

Formosa Sinarmas Land Plaza, Jakarta

725 Juli 2015 / July 25,

2015E-Commerce with Magento The University of Sydney Sydney, Australia

812 Agustus 2015 / August 12, 2015

Training Corporate governance

OJK Menara Merdeka, Jakarta

925 Agustus 2015 / August 25, 2015

Banking Improvement Workshop

Wincor Nixdorf Indonesia Sinarmas Land Plaza, Jakarta

1023 Oktober 2015 / October 23, 2015



HERU AgUS wURyANTO




22 Maret 2015 / March 2,

2015PDPS & Leadership In Action


Roxy Square , Jakarta





413-14 April 2015 / April

13-14, 2015Coaching & Concelling Basic Accounting


Function Room. Quest Hotel, Surabaya

517 April 2015 / April 17,

2015Overview of Indonesian capital Market


69 Agustus 2015 / August

9, 2015Leadership


PT. Asuransi Sinarmas Plaza Simas

722 Agustus 2015 / August 22, 2015

LeadershipUnit Usaha Syariah / Sharia Business Unit

yogyakarta


Basic Perbankan Umum, Refreshment Basic Laporan Keuangan kepada Lulusan MT-iB


gedung LPPI, Kemang, Jakarta Selatan


Training governance of RiskIndonesian Institute For Corporate Directorship


109-10 November 2015 / November 9-10, 2015


Kantor Cabang Syariah Malang



Hotel Bumi Bandhawa

SALIS TEgUH HARTONO

121 Januari 2015 / January

21, 2015Integrated governance and Risk Management

IBI Plaza bapindo Lt.9, Jakarta

















412 April 2015 / April 12,

2015Self lead workshop McKinsey Roxy Square Lt.9, Jakarta

517 April 2015 / April 17,



6 1 Juli 2015 / July 1, 2015Program Sosialisasi Compliance

Compliance Bank Sinarmas KC Malang

7 6 Juli 2015 / July 6, 2015Seminar Risk Management (Resfreshment)

BSMR Hotel Atlet Century, Jakarta

811 Agustus 2015 / August 11, 2015

Program Sosialisasi Compliance

Compliance Bank Sinarmas KC Semarang

927 Agustus 2015 / August 27, 2015

Program Sosialisasi Compliance

ComplianceBank Sinarmas KC Palembang


Leadership Sharing Session bersama Bpk. Arwin Rasyid

President Office Sinarmas Sinarmas Land Plaza, Jakarta


Seminar Nasional dan Kongres ISEI XIX

ISEI Hotel Bumi Surabaya

1221 Oktober 2015 / October 21, 2015

Sosialisasi Laku Pandai Compliance Bank Sinarmas KC Magelang

1323 Oktober 2015 / October 23, 2015

Training governance of Risk IICD Sinarmas Land Plaza, Jakarta


Risk & governance Summit 2015

OJK Museum Nasional Indonesia

LOA JOHNNy MAILOA

129 Januari 2015 / January

29, 2015Table Manner KCU Thamrin gaia Restaurant, The Plaza


Table Manner KCU Thamrin gaia Restaurant, The Plaza





Seminar Nasional "Prospek pembiayaan Properti 2015" / National Seminar ”Outlook on Property Financing 2015”

Info bank Hotel Le Meridien, Jakarta


14, 2015Bedah Buku AO

Corporate Banking and Credit Analyst

Roxy Square Lt.9, Jakarta



Mckinsey Sinarmas Land Plaza, Jakarta


11-12, 2015Self lead workshop McKinsey Roxy Square Lt.9, Jakarta

817 April 2015 / April 17,




Leadership Sharing Session bersama Bpk. Arwin Rasyid

President Office Sinarmas Sinarmas Land Plaza, Jakarta

1023 Oktober 2015 / October 23, 2015

Training governance of Risk IICD Sinarmas Land Plaza, Jakarta



oF 2015

PROFIL PERUSAHAAN

comPany ProFile



LAPORAN MANAJEMEN

management rePort


HALIM








11-12, 2015

Preparing the Future, to work together to deliver (Self Lead Workshop)

McKinsey Roxy Square , Jakarta

417 April 2015 / April 17,



525 Agustus 2015 / August 25, 2015

Banking Improvement Workshop

Wincor Nixdorf Indonesia Sinarmas Land Plaza, Jakarta




HANAFI HIMAwAN





Refreshment Training (LSPP) - Operational Risk Management

LSPP (Hotel Akmani, Jakarta)





11-12, 2015Seft Lead Workshop - Mckinsey

Mckinsey Roxy Square , Jakarta

517 April 2015 / April 17,

2015




Training governance of Risk - Indonesian Institute for Corporate Directorship

Indonesian Institute For Corporate Directorship


710-11 Desember 2015 / December 10-11, 2015

ERMA Bali International Seminar on ERM 2015

ERMA Denpasar, Bali

SOEJANTO SOETJIJO



McKinseySinar Mas Land Plaza, Tower 1 Lantai 8, Jakarta


Training LMS dan Performance Dashboard

SPMSinar Mas Land Plaza, Tower 1 Lantai 8, Jakarta


11-12, 2015

Preparing the Future, to work together to deliver (Self Lead)

McKinseyRoxy Square, Ruang Bali, Jakarta

417 April 2015 / April 17,


Sinarmas SekuritasSinar Mas Land Plaza, Tower 1 Lantai 8, Jakarta











53 Juni 2015 / June 1,

2015Forum Dialog Tentang Proxy War dan Korporasi

President OfficeSinarmas Land Plaza, Tower 2, Lantai 39, Jakarta


Asia SME Banking Leadership Forum

McKinsey & Company Bangkok


Seminar "Bijak Ber-eBanking"

OJK Hotel Borobudur, Jakarta


Presentation by Dr. Lee Sang Chul"New Era of ICT World"

SmartfrenBallroom grandhyatt Hotel, Jakarta


In-house Training dengan Tema “governance of Risk"


Sinar Mas Land Plaza, Tower 1 Lantai 8, Jakarta

FRENKy TIRTOwIJOyO SUSILO



McKinseySinar Mas Land Plaza, Tower 1 Lantai 8, Jakarta


Penerapan Tata Kelola dan Manajemen Risiko Terintegrasi bagi Konglomerasi Keuangan

FKDKP Hotel Pullman, Jakarta


Training LMS dan Performance Dashboard

SPMSinar Mas Land Plaza, Tower 1 Lantai 8, Jakarta


10, 2015Southeast Asia ATMs 2015 Conference

FIS Shangri-la Hotel, Jakarta


11-12, 2015

Preparing the Future, to work together to deliver (Self Lead)

McKinseyRoxy Square, Ruang Bali, Jakarta

617 April 2015 / April 17,


Sinarmas SekuritasSinar Mas Land Plaza, Tower 1 Lantai 8, Jakarta

73 Juni 2015 / June 1,

2015Forum Dialog Tentang Proxy War dan Korporasi

President OfficeSinarmas Land Plaza, Tower 2, Lantai 39, Jakarta


Seminar "Bijak Ber-eBanking"

OJK Hotel Borobudur, Jakarta


Presentation by Dr. Lee Sang Chul"New Era of ICT World"

SmartfrenBallroom grandhyatt Hotel, Jakarta

1023 Oktober 2015 / October 23, 2015

In-house Training dengan Tema “governance of Risk"


Sinar Mas Land Plaza, Tower 1 Lantai 8


Seminar International "Sustainable Finance to Support Sustainable Development goals

OJKBallroom grandhyatt Hotel, Jakarta


BARA Risk Forum BARa Bali


The Transformation of Digital Payment: the new way to pay

ASPI Bali



oF 2015

PROFIL PERUSAHAAN

comPany ProFile



LAPORAN MANAJEMEN

management rePort

RAPAT gABUNgAN DEwAN KOMISARIS DENgAN DIREKSISepanjang 2015, Dewan Komisaris dan Direksi telah

menyelenggarakan rapat gabungan sebanyak 12 kali. Seluruh

hasil rapat gabungan diputuskan berdasarkan musyawarah

mufakat dan dituangkan secara tertulis ke dalam risalah rapat

serta didokumentasikan oleh Corporate Secretary dengan

baik. Dengan demikian, Bank Sinarmas telah memenuhi

ketentuan regulator tentang pelaksanaan gCg dan ketentuan

internal Perseroan yaitu Board Manual serta Pedoman Tata

Tertib Kerja Direksi dan Pedoman Tata Tertib Kerja Dewan

Komisaris.

Tabel frekuensi dan tingkat kehadiran rapat gabungan Dewan

Komisaris dengan Direksi

No Nama / Name Jabatan / PositionJumlah Kehadiran /

Attendance Rate

1 Tjendrawati Widjaja Komisaris Utama / President Commissioner 12/11

2 Sammy Kristamuljana Komisaris Independen / Independent Commissioner 12/11

3 Rusmin Komisaris Independen / Independent Commissioner 12/12

4 Freenyan Liwang Direktur Utama / President Director 12/10

5 Heru Agus Wuryanto Direktur / Director 12/11

6 Salis Teguh Hartono Direktur Independen / Independent Director 12/12

7 Loa Johnny Mailoa Direktur / Director 12/12

8 Halim Direktur / Director 12/12

9 Hanafi Himawan Direktur Independen / Independent Director 12/11

10 Soejanto Soetjijo* Direktur / Director 12/8

11 Frenky Tirtowijoyo Susilo* Direktur / Director 12/9

Keterangan *) Efektif menjabat sebagai Direktur sejak 24 Maret 2015

Tabel rincian pelaksanaan Rapat gabungan Dewan Komisaris

dan Direksi

Tanggal / Date Notulen / MinutesDireksi / Board of Direcors

FL HA STH JM HH HL SS * FTS * Tw SK RM


001/2015/DIRKOM √ √ √ √ √ √

Belum bergabung / have not

joined

Belum bergabung / have not

joined

√ √ √


005/2015/DIRKOM √ √ √ √ √ √ √ √ √

6 Maret 2015 / March 6, 2015

009/2015/DIRKOM - √ √ √ √ - √ √ √

10 April 2015 / April 10, 2015

013/2015/DIRKOM √ √ √ √ √ √ √ √ √ √ √

8 Mei 2015 / May 8, 2015

016/2015/DIRKOM √ √ √ √ √ √ √ √ - - √

JOINT MEETINg OF BOARD OF cOMMISSIONERS AND BOARD OF DIREcTORSThroughout 2015, the Board of Commissioners and Board

of Directors have held 12 joint meetings. All joint meeting

decisions are made based on consensus and written down

in the minutes of meetings and is well-documented, as

well as documented well by the Corporate Secretary.

Thus,Bank Sinarmas has fulfilled regulator’s provisions on

the implementation of gCg and from the Company, namely

through Board Manual as well as Board Charter of Board of

Directors and Board Charter of Board of Commissioners.

Table of joint meeting frequency and attendance rate of Board

of Commissioners and Board of Directors

Note *) Serving as Director effective from March 24, 2015

Table of Joint Meeting Implementation of Board of

Commissioners and Board of Directors










Tanggal / Date Notulen / MinutesDireksi / Board of Direcors

FL HA STH JM HH HL SS * FTS * Tw SK RM

5 Juni 2015 / June 5, 2015

020/2015/DIRKOM √ √ √ √ √ √ - √ √ √ √

3 Juli 2015 / July 3, 2015

024/2015/DIRKOM - √ √ √ √ √ √ √ √ √ √

7 Agustus 2015 / August 7, 2015

027/2015/DIRKOM √ √ √ √ √ √ √ √ √ √ √


2015031/2015/DIRKOM √ √ √ √ √ √ √ √ √ √ √


035/2015/DIRKOM √ √ √ √ √ √ √ √ √ √ √


2015040/2015/DIRKOM √ - √ √ √ √ √ √ √ √ √

4 Desember 2015 / December 4,

2015043/2016/DIRKOM √ √ √ √ √ √ √ √ √ √ √

TOTAL 10 11 12 12 12 11 8 9 11 11 12

Keterangan / Note :

• TW(TjendrawatiWidjaja)

• SK(SammyKristamuljana)

• RM(Rusmin)

• FL(FreenyanLiwang)

• HA(HeruAgusWuryanto)

• STH(SalisTeguhHartono)

Tabel agenda rapat gabungan Dewan Komisaris dan Direksi

Tanggal / Date Notulen / Minutes Agenda Rapat / Meeting Agenda

6 Januari 2015 / Januari 6, 2015

001/2015/DIRKOMPenjualan AyDA melalui Balai Lelang / Sales of AyDA through Auction

Supply Chain Financing& Cash Management

Alokasi Tanggung Jawab dan Tugas Transformasi / Allocation of Responsibilities and Duties on Transformation


Rolling Direktur Mentor / Director of Mentor’s Rolling

Penggantian Mobil Dinas / Replacement of Office Vehicle

Merchant Business

ATM Switching

Operation System (OS) Mesin ATM / Operation System (OS) of ATM Machine

3D Secure

Penataan Ruangan Kerja / Administration of Workplace

• JM(LoaJohnnyMailoa)

• HL(Halim)

• HH(HanafiHimawan)

• SS(SoejantoSoetjijo)*

• FTS(FrenkyTirtowijoyoSusilo)*

*) Efektif menjabat sebagai Direktur sejak 24 Maret 2015 /

Serving as Director effective from March 24, 2015

Table of joint meeting agenda of Board of Commissioners and

Board of Directors



oF 2015

PROFIL PERUSAHAAN

comPany ProFile



LAPORAN MANAJEMEN

management rePort


Peraturan OJK Terbaru / The Newest OJK Regulation

Struktur Stategic & Performance Management / Structure of Strategic and Performance Management


005/2015/DIRKOMDigital Product

Branch Management Program

Surat Denda dari Kantor Pajak Setempat / Fines from Local Tax Office

Tindak Lanjut Kasus Fraud / Follow-up of Fraud Cases

Rapat Umum Pemegang Saham Luar Biasa / Extraordinary general Meeting of Shareholders

Tata kelola Perjalanan Dinas Direksi / governance of Board of Directors’ Official Visit

Keseragaman Protokoler Direksi / Conformity in Board of Directors’ Protocols

Struktur Organisasi / Organization Structure

Photo Annual Report

Corporate Profile

Insentif dan Target / Incentive and Target

6 Maret 2015 / March 6, 2015

009/2015/DIRKOMKeamanan Transaksi Nasabah / Customers’ Transaction Security


Simobi Plus

Marketing Acquisition

Tata Letak Unit Kerja Bank Sinarmas / Placement of Bank Sinarmas’ Work Units

10 April 2015 / April 10, 2015

013/2015/DIRKOM

Laporan Performance Direksi Quartal 1 2015 kepada Dewan Komisaris / Report on the Board of Directors’ Performance in Q1 to the Board of Commissioners


Orange TV


E Learning

Rekomendasi Komisaris kepada Direksi / Recommendations of the Board of Commissioners to the Board of Directors

Sinkronisasi Data / Data Synchronization

Monitoring tingkat NPL / Monitoring of NPL Rate

Pembaharuan Kebijakan Kredit / Loan Policy Updating

8 Mei 2015 / May 8, 2015

016/2015/DIRKOMMPP 2015 Unit Sales & Distribution

Website Bank Sinarmas

UangKu

Quick Respon (QR)

Peluang Bisnis Payment gateway / Business Opportunity in Payment gateway

Pembagian Tugas antar Direktorat / Distribution of Duties among the Directorates











Presentasi Laporan Keuangan April 2015 / Presentation of Financial Statements of April 2015

Expense Cabang dan Divisi / Expenses of Branch Offices and Divisions

Test UKMR

Jumlah karyawan Cabang / Total Employees at Branch Office

5 Juni 2015 / June 5, 2015

020/2015/DIRKOM

Penataan Ulang Wilayah Kanwil / Re-Administration of Regional Offices’ Service Area

Skema Insentif / Incentive Scheme

Sales Clinic

Tata Kelola Suku Bunga / governance of Interest Rate

Tata Kelola reward dari Business Partner / governance of Rewards from Business Partners

Tim Task Force TET / Task Force Team for TET

Action Plan Kolektibilitas Kredit / Action Plan from Loan Collectability

Rapat Umum Pemegang Saham Tahunan / Annual general Meeting of Shareholders

Update Project IT

3 Juli 2015 / July 3, 2015

024/2015/DIRKOM

Rekening Dana Nasabah (RDN) / Customer Funds Account (Rekening Dana Nasabah - RDN)

Program gadget (Handphone)

Fraud Management

Pembagian Kerja Unit Kerja Sales & Distribution dan Unit Kerja Liabilities Product / Distribution of Duties for Sales & Distribution Work Unit and Product Liabilities Work Unit

Rapat Koordinasi Kanwil / Regional Office Coordination Meeting


027/2015/DIRKOM

Presentasi Kinerja Unit Usaha Syariah / Presentation of the Performance of Sharia Business Unit


Quality Assurance (QA)


Team Cheetah

Simulasi Penyerapan Biaya Cabang / Simulation of Branch Office’s Expense Absorption

Struktur Loan Recovery / Loan Recovery Structure

Tindak Lanjut PT. TET / Follow-up Actions to PT. TET


2015031/2015/DIRKOM

Rencana Mikro 2016 / Micro Plan for 2016

Sosialisasi Rencana Penyerapan Biaya Cabang / Socialization of Branch Office’s Expense Absorption Plan

CAC

Peluang Bisnis Sekuritas / Opportunity in Securities Business



oF 2015

PROFIL PERUSAHAAN

comPany ProFile



LAPORAN MANAJEMEN

management rePort



Bhinneka.com

Time Motion Study

Account Manager


Call Centre

Notifikasi Nasabah / Customer’s Notifications


Service Quality

Tata Kelola Sertijab Direksi / governance of Hand Over of Board of Directors’ Membership

Training gCg untuk Direksi / gCg Training for the Board of Directors

System IT Bank

Salse Clinic

List Product Bank

Review Kebijakan Direktorat / Reviews of Directorate’s Policy


035/2015/DIRKOMPresentasi dari Air Bank / Presentation from Air Bank



Kerjasama dengan Alfamart dan OkeShop / Cooperation with Alfamart and OkeShop

Presentasi To Do List Direksi / Presentation of Board of Directors’ To-Do List

Struktur Organisasi / Organization Structure


040/2015/DIRKOMLaku Pandai


Presentasi Kantor Cabang Rugi Unit Usaha Syariah / Presentation of Sharia Business Units in Branch Offices Suffering from Loss

XT Cross Selling

Update PPOB dan MPN / Update on PPOB and MPN


043/2015/DIRKOM

Update To Do List Direktorat Dirut / Update of To-Do List of the President Director’s Directorate

Rencana Bisnis Bank / Bank’s Business Plan

Lion Air

Sistem Tracking Project / Tracking Project System

Standarisasi Kantor Cabang / Standardizations of Branch Offices

Design Simobi Plus

Unit Usaha Syariah / Sharia Business Units

Rekening Dana Nasabah (RDN) / Customer Funds Account (Rekening Dana Nasabah - RDN)










HUBUNgAN KERJA DEwAN KOMISARIS DAN DIREKSIDewan Komisaris dan Direksi berkomitmen untuk bersama-

sama menegakan sistem perbankan yang sehat dan kuat

untuk menerapkan prinsip-prinsip gCg dalam pengelolaan

bisnis perbankan Bank Sinarmas. Keselarasan tugas dan

tanggung jawab dari Dewan Komisaris dan Direksi dalam

menjalankan aktivitas operasional harian, akan berpengaruh

secara signifikan terhadap kemajuan dan kesehatan Perseroan.

Berdasarkan Anggaran Dasar Perusahaan, ada beberapa

keputusan Direksi yang harus mendapat persetujuan dari

Dewan Komisaris, yaitu:

• Melepaskanhakataumengagunkanbarangtidak

bergerak, termasuk hak atas tanah atau perusahaan-

perusahaan dengan cara apapun untuk jumlah kurang dari

½ (satu per dua) dari modal yang tercatat dalam neraca

dan perhitungan laba rugi yang telah disetujui dan/atau

disahkan oleh RUPS Tahunan.

• Memperolehdengancaraapapunbarangtidakbergerak,

termasuk hak atas tanah atau perusahaan.

• Menerimapinjamanuangdarisiapapun,apabilajumlah

pinjaman tersebut melebihi jumlah yang ditetapkan oleh

rapat Dewan Komisaris.

• Memberipinjamanuangkepadapihakterkait.

• Menghapusbukuterhadappokokpinjamankepadapihak

terkait maupun tidak terkait sesuai dengan ketentuan

yang berlaku di Bank.

• Menggadaikanataumengagunkanhartakekayaanbank

untuk jumlah lebih dari ½ (satu per dua) dari modal yang

tercatat dalam neraca dan perhitungan laba rugi yang

telah disetujui dan/atau disahkan oleh RUPS Tahunan.

Bank Sinarmas selalu mengedepankan independensi dari

anggota Dewan Komisaris dan Direksi sehingga tidak

terdapat benturan kepentingan dalam pelaksanaan tugas dan

tangungjawabnya secara mandiri dan kritis. Dalam Perseroan

tidak terdapat Dewan Komisaris dan anggota Direksi yang

merangkap jabatan sebagai Komisaris, Direksi maupun Pejabat

Eksekutif pada Bank/lembaga lain, serta tidak pula memiliki

hubungan keuangan dan hubungan keluarga dengan sesama

anggota Direksi dan/atau anggota Dewan Komisaris hingga

derajat kedua.

wORK RELATIONS OF BOARD OF cOMMISSIONERS AND BOARD OF DIREcTORSBoard of Commissioners and Board of Directors are committed

to upholding a healthy and strong banking system together

to implement the principles of gCg in the management of

Bank Sinarmas’ banking business. The balance of duties and

responsibilities between the Board of Commissioners and

Board of Directors in running its daily operational activity will

significantly affect the progress and health of the Company.

Based on the Company’s Articles of Association, there

are several Board of Directors’ decisions which have to be

approved by the Board of Commissioners, namely:

• Inanywaysreleasingrightsorcollateralizingrealestate,

including the rights on land and companies valued less

than ½ (half) of the capital recorded in balance sheet and

income statement approved and/or ratified by Annual

gMS.

• Inanywaysobtainingrealestateincludingtherightson

land or companies.

• Receivingloansfromanypartyiftheamountexceeds

the amount determined at the Board of Commissioners

meeting.

• Givingloanstorelatedparties.

• Towriteoffprincipalloanstorelatedorunrelatedparties

according to the prevailing regulation in the bank.

• Topawnorcollateralizethebank’sassetsfortheamount

of more than 1/2 (one half) of the capital recorded at the

balance sheet and income statement approved and/or

ratifed by the Annual gMS.

Bank Sinarmas always prioritizes the independency of

members of the Board of Commissioners and Board of

Directors to avoid conflict of interest in the implementation

of their duties and responsibilities in independent and critical

way. There is no member of the Board of Commissioners and

Board of Directors who concurrently serve as a Commissioner,

Director, or Executive Officer at other Bank/institutions. They

also do not have financial and family relationship up to the

second degree with their fellow members of the Board of

Directors and/or Board of Commissioners.



oF 2015

PROFIL PERUSAHAAN

comPany ProFile



LAPORAN MANAJEMEN

management rePort

Tabel hubungan keluarga dan keuangan Anggota Dewan

Komisaris dan Direksi

Nama / Name

Hubungan Keuangan denganFinancial Relationship

Hubungan Keluarga denganFamily relationship

Dewan Komisaris /



Pemegang Saham /

Shareholders

Dewan Komisaris/



Pemegang Saham /

Shareholders


Dewan Komisaris / Board of Commissioners

Tjendrawati Widjaja

x x x x x x

Sammy Kristamuljana

x x x x x x

Rusmin x x x x x x


Freenyan Liwang

x x x x x x

Heru Agus Wuryanto

x x x x x x

Loa Johnny Mailoa

x x x x x x

Halim x x x x x x

Salis Teguh Hartono x x x x x x

Hanafi Himawan x x x x x x

Soejanto Soetjijo* x x x x x x

Frenky Tirtowijoyo Susilo*

x x x x x x

Keterangan *) Efektif menjabat sebagai Direktur sejak 24 Maret 2015

ASSESSMENT DEwAN KOMISARIS DAN DIREKSIDalam setiap tahunnya, Dewan Komisaris dan Direksi

memberikan laporan pertanggungjawaban terhadap kinerja

yang dilakukan sepnajang tahun buku pada RUPS. RUPS

memiliki kewenangan untuk memberikan persetujuan atau

menolak laporan pertanggungjawaban Dewan Komisaris

dan Direksi. RUPS juga memberikan pembebasan tanggung

jawab kepada para anggota Direksi dan Dewan Komisaris atas

pengurusan dan pengawasan (acquit et de charge) yang telah

dijalankan untuk tahun buku yang berakhir.

Table of family and financial relationship of Members of Board

of Commissioners and Board of Directors

Note:*) Serving as Board of Commissioners effective from March 24, 2015

ASSESSMENT OF BOARD OF cOMMISSIONERS AND BOARD OF DIREcTORSEvery year, the Board of Commissioners and Directors provide

an accountability report on the performance conducted

throughout the fiscal year to the gMS. The gMS has an

authority to grant approval or denial to to the Board of

Commissioners and Directors’ accountability report. The gMS

also provides disclaimer to members of the Board of Directors

and Commissioners on the management and supervision

(acquit de charge) that have been carried out for the last fiscal

year.










KEBIJAKAN DAN PROSEDUR PENETAPAN REMUNERASI DEwAN KOMISARIS DAN DIREKSIProsedur Penetapan Remunerasi Dewan Komisaris dan

Direksi

Berdasarkan keputusan RUPS sebagaimana dituangkan dalam

Akta No. 37 tanggal 12 Juni 2015 tentang Berita Acara

Rapat Umum Pemegang Saham Tahunan Bank Sinarmas,

penetapan remunerasi anggota Direksi dan anggota Dewan

Komisaris diserahkan kembali ke Dewan Komisaris dengan

memperhatikan usulan/masukan Komite Remunerasi dan

Nominasi.

Prosedur Penetapan Remunerasi Dewan Komisaris dan

Direksi Bank Sinarmas mempertimbangkan kinerja Perseroan,

business size, dan hasil remunerasi peer bank. Secara garis

besar penerapan remunerasi dilakukan melalui tahapan

berikut:

KOMITE REMUNERASI

DAN NOMINASI / COMMITTEE OF

REMUNERAION ANDNOMINATION

DEwAN KOMISARIS / BOARD OF

COMMISSIONERS

RUPS / gMS

POLIcIES AND PROcEDURES TO DETERMINE REMUNERATION FOR BOARD OF cOMMISSIONERS AND BOARD OF DIREcTORSProcedure to Determine Remuneration of the Board of

commissioners and Board of Directors

Pursuant to gMS decision as stated in the Deed No. 37

dated June 12, 2015 concerning Annual general Meeting

of Shareholders Agenda of Bank Sinarmas, the authority

to decide the remuneration for members of the Board of

Directors and Board of Directors is redelegated to the Board of

Commissioners where they are required to do it by considering

the recommendation from the Remuneration and Nomination

Committee.

Procedure to determine the remuneration for the Board of

Commissioners and Board of Directors of Bnak Sinarmas

considers the performance of the Company, business size,

and remuneration result of the bank’s peers. generally, the

remuneration is determined through the following stages:

Bank Sinarmas telah melaksanakan

sistem tata kelola perusahaan

yang baik sehingga Manajemen

dapat mempertanggungjawabkan

akuntabilitas keuangan, transparansi

dan perilaku yang sesuai dengan

kode etik kepada para pemangku

kepentingan.

Bank Sinarmas has implemented

good corporate governance

system, thus the management

can be accounted for financial

accountability, transparency and

behavior that is in accordance

with the code of conduct to the

shareholders.



oF 2015

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LAPORAN MANAJEMEN

management rePort

Indikator Kinerja

Remunerasi Dewan Komisaris dan Direksi mengacu pada

indikator-indikator sebagai berikut:

• RemunerasidiberikandalamhalBankmemperoleh

keuntungan dalam tahun buku.

• Remunerasidiberikandenganmengacupada

perkembangan pasar industri perbankan.

• Remunerasidiberikanmelaluihasilpengukurankinerja

Dewan Komisaris dan Direksi yang sesuai dengan tugas

dan tanggung jawab.

• pencapaianKey Performance Indicator (KPI).

• Prestasikerjaindividu.

• PertimbangansasarandanstrategijangkapanjangBank.

Struktur Remunerasi yang Menunjukkan Komponen

Remunerasi dan Jumlah Nominal per Komponen untuk

Setiap Anggota Dewan Komisaris dan Direksi

Tabel jenis remunerasi dan Fasilitas Lain

Jenis Remunerasi dan Fasilitas Lain / Type of Remuneration and Other

Facilities

2015 2014 2013

Dewan Komisaris/ Board of

Commissioners



Commissioners



Commissioners


Orang / Person

Jutaan Rupiah / Million Rupiah

Orang / Person


Orang / Person


Orang / Person


Orang / Person


Orang / Person


Remunerasi (gaji, bonus, tunjangan rutin, tantiem, dan fasilitas lainnya) / Remuneration (salary, bonus, regular allowance, tantiem, and other facilities)

3 2.329 8 12.376 3 2.246 6 7.857 3 2.172 6 6.763

Fasilitas lain dalam bentuk natura (perumahan, transportasi, asuransi kesehatan dan sebagainya/ Other facilities in the form of benefits-in-kind (house, transportation, health insurance, etc*):

a. Dapat dimiliki / Can be owned

3 31 8 31 3 59 6 245 3 33 6 237

b. Tidak dapat dimiliki / Cannot be owned

- - - - - - - - - - - -

Total 3 2.360 8 12.557 3 2.305 6 8.102 3 2.205 6 7.000

*) Dinilai dalam ekuivalen Rupiah / Estimated in Rupiah

Performance Indicators

Remuneration of the Board of Commissioners and Board of

Directors refers to the following indicators:

• Remuneration is given when the Bank obtains profit in the

fiscal year.

• Remuneration is given by referring to the development of

banking market industry.

• Remuneration is given based on the performance

assessment result of the Board of Commissioners

and Board of Directors regarding their duties and

responsibilities.

• Achievement of Key Performance Indicators (KPI).

• Individual achievements.

• Consideration of long-term targets and strategies of the

Bank.

Remuneration Structure that Shows Remuneration

component and Nominal Value per component for Each

Member of the Board of commissioners and Board of

Directors

Table of remuneration type and other facilities










Jumlah anggota Dewan Komisaris dan Direksi yang menerima

paket remunerasi dalam satu tahun yang dikelompokan dalam

kisaran tingkat penghasilan adalah sebagai berikut:

Tabel rasio gaji tertinggi dan terendah

No Uraian / Description2015 2014 2013

Rasio / Ratio Rasio / Ratio Rasio / Ratio

1Rasio gaji pegawai yang tertinggi dan terendah / The ratio between the highest and lowest employee salary

1 : 44,55 1 :44.55 1 : 31,90

2Rasio gaji Direksi yang tertinggi dan terendah / The ratio between the highest and lowest Director salary

1 : 3,67 1 :3.67 1 : 4,00

3Rasio gaji Komisaris yang tertinggi dan terendah / The ratio between the highest and lowest Commissioner salary

1 : 2,38 1 :2.38 1 : 1,63

4Rasio gaji Direksi tertinggi dan pegawai tertinggi / The ratio between highest Director salary and the highest employee salary

1 : 5,18 1 :5.18 1 : 5,00

KEBIJAKAN KEBERAgAMAN DEwAN KOMISARIS DAN DIREKSIPertumbuhan ekonomi yang cenderung mengalami perbaikan

baik global maupun domestik memberikan harapan bagi

investor dan seluruh pemangku kepentingan lainnya agar

kinerja Bank Sinarmas lebih dioptimalkan. Hal ini turut

berimplikasi pada tuntutan adanya keahlian dan kompetensi

bagi jajaran kepemimpinan manajemen, dalam hal ini Dewan

Komisaris dan Direksi. guna memenuhi harapan tersebut,

Manajemen sepuhnya mendukung adanya keberagaman

komposisi Dewan Komisaris dan Direksi dengan berbagai

keahlian dan kompetensi yang dapat mendukung kemajuan

usaha Perseroan. Informasi mengenai keberagaman komposisi

Dewan Komisaris dan Direksi antara lain meliputi kualifikasi

akademik atau pendidikan, usia, serta keahlian adalah sebagai

berikut:

Tabel kebijakan keberagaman Dewan Komisaris dan Direksi

Nama / Name Jabatan / Position Keahlian / Expertise Usia / AgeJenis Kelamin /

gender


Tjendrawati WidjajaKomisaris Utama /

President CommissionerEkonomi 53 tahun / years old Perempuan / Female

Sammy KristamuljanaKomisaris Independen

/ Independent Commissioner

Strategi dan Bisnis Internasional

61 tahun / years old Laki-laki / Male

RusminKomisaris Independen

/ Independent Commissioner

Bisnis 56 tahun / years old Laki-laki / Male

The following table shows the number of Commissioners and

Directors who receive remuneration package in a year based

on the estimated amount of income:

Table of the highest and lowest salary ratio

DIVERSITy POLIcy OF BOARD OF cOMMISSIONERS AND BOARD OF DIREcTORSglobal and domestic economic growth that is getting

better from time to time has boosted the confidence of the

investors and Stakeholders that Bank Sinarmas’ performance

will continue to improve. This condition will encourage

the demand for high expertise and competency from the

management leaders, in this case, the Board of Commissioners

and Board of Directors. In order to fulfill such expectation,

the management fully supports the diversity in the Board

of Commissioners and Board of Directors where they have

various expertises and competencies that can develop the

Company’s advancement in business. Information on the

diversity in the Board of Commissioners and Board of Directors

includes the following academic or educational qualification,

age, and expertises:

Table of diversity policy of the Board of Commissioners and

Board of Directors



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Nama / Name Jabatan / Position Keahlian / Expertise Usia / AgeJenis Kelamin /

gender


Freenyan LiwangDirektur Utama / President Director

Perdagangan Internasional

55 tahun / years old Laki-laki / Male

Heru Agus Wuryanto Direktur / DirectorEkonomi dan

Keuangan50 tahun / years old Laki-laki / Male

Halim Direktur / Director Ekonomi Akuntansi 54 tahun / years old Laki-laki / Male

Loa Johnny Mailoa Direktur / Director Bisnis 44 tahun / years old Laki-laki / Male

Salis Teguh HartonoDirektur Independen / Independent Director

Manajemen 47 tahun / years old Laki-laki / Male

Hanafi HimawanDirektur Independen / Independent Director

Ekonomi 56 tahun / years old Laki-laki / Male

Soejanto Soetjijo Direktur / Director Akuntansi 51 tahun / years old Laki-laki / Male

Frenky Tirtowijoyo Susilo Direktur / Director Administrasi Bisnis 40 tahun / years old Laki-laki / Male

KOMITE-KOMITE DI BAwAH DEwAN KOMISARISDalam melaksanakan fungsi pengawasan, Dewan Komisaris

dibantu oleh beberapa jajaran Komite di bawah Dewan

Komisaris yaitu Komite Audit, Komite Pemantau Risiko,

Komite Remunerasi dan Nominasi dan Komite Tata Kelola

Terintegrasi. Komite di bawah Dewan Komisaris tersebut,

diuraikan sebagai berikut:

Komite-Komite Di Bawah Dewan Komisaris

Committees Under The Board of Commissioners

KOMITE AUDIT /AUDIT COMMITTEE

KOMITE TATA KELOLA TERINTEgRASI

KOMITE REMUNERASI & NOMINASI /

REMUNERATION & NOMINATION COMMITTEE

KOMITE PEMANTAURISIKO / RISK

MONITORINg COMMITTEE

cOMMITTEES UNDER THE BOARD OF cOMMISSIONERSIn conducting their supervisory function, the Board of

Commissioners is assisted by several Committees under the

Board of Commissioners, namely Audit Committee, Risk

Monitoring Committee, Remuneration and Nomination

Committee, and gCg Committee. The following chart

depicts the composition of Committees under the Board of

Commissioners:










KOMITE AUDITDasar Hukum Pembentukan Komite Audit

Komite Audit dibentuk oleh Dewan Komisaris dan

menjalankan tugas dan tanggung jawab sesuai dengan

peraturan-peraturan yang berlaku. Komite Audit dibentuk

berdasarkan peraturan peraturan/perundangan diantaranya

sebagai berikut:

1. Undang Undang Republik Indonesia No. 40 tahun 2007

tentang Perseroan Terbatas.

2. Peraturan Bank Indonesia No. 8/4/PBI/2006 tentang

Pelaksanaan good Corporate governance Bagi Bank

Umum jo Peraturan Bank Indonesia No. 8/14/PBI/2006

tentang Perubahan atas PBI No. 8/4/PBI/2006 Pelaksanaan

Good Corporate Governance bagi Bank Umum.

3. Surat Edaran Bank Indonesia No.15/15/DPNP Tanggal

29 April 2013 Perihal Pelaksanaan good Corporate

governance Bagi Bank Umum.

4. Peraturan Bapepam Nomor IX.I.5 Tanggal 24 September

2004 Nomor: Kep-29/PM/2004 Perihal Pembentukan dan

Pedoman Pelaksanaan Kerja Komite Audit.

5. Peraturan Bapepam Nomor IX.I.5 Tanggal 24 September

2004 Nomor: Kep-29/PM/2004 Perihal Pembentukan dan


6. Peraturan Bapepam Nomor IX.I.15 Tanggal 7 Desember

2012 Nomor: Kep-643/BL/2012 Pembentukan dan


7. Peraturan Otoritas Jasa keuangan (OJK) Nomor : KEP-643/

BL/2012 Perihal Pembentukan dan Pedoman Pelaksanaan

Kerja Komite Audit.

8. Peraturan Bursa Efek Indonesia (BEI) Nomor I-A Tentang

Pencatatan Saham dan Efek bersifat Ekuitas selain Saham

yang Diterbitkan oleh Perusahaan tercatat.

Struktur dan Susunan Anggota Komite Audit

Anggota Komite Audit Bank terdiri dari seorang Komisaris

Independen, seorang dari Pihak Independen yang memiliki

keahlian di bidang keuangan atau akuntansi dan seorang

dari Pihak Independen yang memiliki keahlian di bidang

hukum atau perbankan. Keanggotaan Komite Audit telah

disahkan pada Surat Keputusan SK.002/2015/PRESDIR-CorSec

tertanggal 28 September 2015 tentang Perubahan Susunan

Anggota Komite Audit.

AUDIT cOMMITTEELegal Basis of Audit committee Establishment

The Company’s Audit Committee is established by the

Board of Commissioners and implements its duties and

responsibilities based on the applicable rules. The Audit

Committee is established based on the following laws/

regulations:

1. Law of the Republic Indonesia No. 40 of 2007 regarding

Limited Liability Company.

2. Bank Indonesia Regulation No. 8/4/PBI/2006 on the

implementation of good Corporate governance for

Commercial Banks jo Bank Indonesia Regulation No.

8/14/PBI/2006 on Changes on PBI No. 8/4/PBI/2006 on

the Implementation of good Corporate governance for

Commercial Banks.

3. Circular Letter of Bank Indonesia No.15/15/DPNP/dated

April 29, 2013 concerning the Implementation of good

Corporate governance for Commercial Banks.

4. Bapepam Regulation No. IX.I.5 dated September 24, 2004,

No. Kep-29/PM/2004 concerning the Establishment and

Work guidelines of Audit Committee.

5. Bapepam Regulation No. IX.I.5 dated September 24, 2004,

No. Kep-29/PM/2004 concerning the Establishment and


6. Bapepam Regulation No. IX.I.5 dated December 7, 2012,

No. Kep-643/BL/2012 concerning the Establishment and


7. Regulation of Financial Services Authority (OJK) No. KEP-

643/BL/2012 concerning the Establishment and Work

guidelines of Audit Committee.

8. Regulation of Indonesia Stock Exchange (IDX) No. I-A

concerning the Listing of Shares and Equity Securities

Other Than Shares Issued by Listed Companies.

Structure and composition of Members of Audit

committee

The Bank’s Audit Committee is composed of one Independent

Commissioner, one independent party with expertise in

finance and accounting fields and one independent party with

expertise in legal and banking fields. Membership of Audit

Committee of the Bank has been validated by virtue of Decree

No. SK.002/2015/PRESDIR-CorSec dated September 28,

2015, concerning the Changes in the Composition of Audit

Committee.



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Tabel susunan keanggotaan Komite Audit

Nama / Name Jabatan / Position Masa Jabatan / Term of Office Keahlian / Expertise

Rusmin Ketua / HeadJuli 2014 - sekarang / July 2014

- nowPerbankan, ekonomi / Banking

and economics

Ketut Sanjaya Anggota / MemberJuli 2014 - sekarang / July 2014

- nowPerbankan / Banking

Rusli Prakarsa Anggota / Member28 September 2015 - Sekarang

/ September 28, 2015 - nowPerbankan, ekonomi / Banking

and economics

Anggota Komite Audit dapat diberhentikan apabila yang

bersangkutan berakhir masa jabatan keanggotaannya dan

berdasarkan keputusan Dewan Komisaris, serta diberhentikan

karena tidak memenuhi kinerja yang telah ditetapkan dan/

atau tidak kompeten dalam menjalankan tugasnya.

Profil Komite Audit

Rusmin - Ketua

Profil Ketua Komite Audit sudah disajikan dalam profil Dewan

Komisaris.

Ketut Sanjaya - Anggota

Warga Negara Indonesia, 65 tahun. Bergabung dengan Bank

Sinarmas sejak 2011. Sebelumnya menjabat sebagai Komisaris

PT Bank Barclays Indonesia dan merupakan Pejabat Karier di

Bank Indonesia dengan posisi: Peneliti Senior Perbankan pada

2008-2009, Direktur Pengawasan Bank pada 2007-2008,

Pemimpin Bank Indonesia cabang Denpasar pada 2004-2007,

Pengawas Bank pada 1994-2004, Pemeriksa Bank pada 1985-

1994 dan Analis Kredit pada 1979-1983. Beliau lulus dari

Universitas Padjajaran, Bandung pada 1977 jurusan Teknik

dan Master of Management di ADL Management Education

Institute, Boston, USA pada tahun 1984.

Rusli Prakarsa - Anggota

Warga Negara Indonesia, 74 tahun. Bergabung dengan Bank

Sinarmas sejak 28 September 2015. Sebelumnya menjabat

sebagai Wakil Presiden Komisaris PT Bank Panin pada 1975 -

2000, Presiden Komisaris dan Ketua Tim Pengelola PT Bank

International Indonesia pada 2000 - 2002, Anggota Komite

Audit PT SMART Tbk pada 2002 - 2010, Anggota Komite

Audit PT Indah Kiat Pulp & Paper Tbk pada 2002 - 2013,

Anggota Komite Audit PT Lontar Papyrus Pulp and Paper

Industry pada 2013 - Agustus 2015, Anggota Komite Audit PT

Duta Pertiwi Tbk pada 01 Sept. 2015 - Sekarang dan anggota

Komite Audit PT Bumi Serpong Damai Tbk pada 1 September

2015 - Sekarang. Beliau meraih gelar Sarjana Ekonomi dari

Universitas Sumatera Utara pada tahun 1969.

Table of composition of Audit Committee

Members of the Audit Committee can be dismissed when the

member’s term of office expires and based on the decision

of the Board of Commissioners, when they are unable to

fulfill the performance standard that has been set and/or

incompetent in doing their duties.

Profile of Audit committee

Rusmin - Head

Profile of Head of Audit Committee has been presented in the

profile of Board of Commissioners.

Ketut Sanjaya - Member

Indonesian Citizen, 65 years old. Joining Bank Sinarmas

since 2011. Previously served as a Commissioner for PT Bank

Barclays Indonesia and is a Career Officer in Bank Indonesia

with the positions: Senior Banking Researcher in 2008 - 2009,

Bank Supervision Director in 2007 - 2008, Chairman of Bank

Indonesia, Denpasar Branch in 2004 - 2007, Bank Supervisor

in 1994 - 2004, Bank Examiner in 1985 - 1994 and Credit

Analyst in 1979 - 1983. He graduated from Padjajaran

University, Bandung, in 1977 majoring in Engineering and

Master of Management in ADL Management Education

Institute, Boston, USA in 1984.

Rusli Prakarsa - Member

Indonesian Citizen, 74 years old. Joining Bank Sinarmas

since September28, 2015. Previously served as Vice President

Commissioner for PT Bank Panin in 1975 - 2000, President

Commissioner and Head of Management Team in PT Bank

International Indonesia in 2000 - 2002, Audit Committee

Member for PT SMART Tbk in 2002 - 2010, Audit Committee

Member for PT Indah Kiat Pulp & Paper in 2002 - 2013, Audit

Committee Member for PT Lontar Papyrus Pulp and Paper

Industry in 2013 - August 2015, audit Committee Member

for PT DUta Pertiwi Tbk on September 1, 2015 present and

Audit Committee Member for PT Bumi Serpong Damai Tbk

on September 01, 2015 - present. He obtained his Bachelor’s

degree in Economics in the University of North Sumatra in

1969.










Keanggotaan Komite Audit telah sesuai dengan yang

disyaratkan oleh ketentuan Bank Indonesia tentang

pelaksanaan gCg dan Piagam Komite Audit.

Independensi Komite Audit

Dalam menjalankan Tugas dan Tanggung Jawabnya, Komite

Audit bertindak secara independen, serta tidak menerima/

melakukan intervensi dari/kepada Pihak lainnya. Anggota

Komite Audit tidak terkait dengan Pemegang Saham, Dewan

Komisaris, dan Direksi. Anggota Komite Audit yang berasal

dari luar Bank tidak memiliki kepentingan serta keterkaitan

yang bersifat pribadi sehingga dapat menimbulkan benturan

kepentingan (conflict of interest) dengan Bank.

Tabel independensi Komite Audit

Aspek Independensi RusminKetut

SanjayaRusli

Prakarsa

Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi / Not having financial relationship with members of the Board of Commissioners and Board of Directors

Tidak ada / Nil

Tidak ada / Nil

Tidak ada / Nil

Tidak memiliki hubungan kepemilikan saham di perusahaan / Not having share ownership within the Bank

Tidak ada / Nil

Tidak ada / Nil

Tidak ada / Nil

Tidak memiliki hubungan kepengurusan di perusahaan, anak perusahaan serta perusahaan afiliasi / Not having any managerial relationship in the Bank, subsidiaries and affiliations

Tidak ada / Nil

Tidak ada / Nil

Tidak ada / Nil

Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/atau anggota Komite Audit / Not having any familial relationship with the Board of Commissioners, Board of Directors and/or other members of Audit Committee

Tidak ada / Nil

Tidak ada / Nil

Tidak ada / Nil

Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah / Not serving as the management of a political party and government officials

Tidak ada / Nil

Tidak ada / Nil

Tidak ada / Nil

Piagam Komite Audit

Dalam melaksanakan tugas dan tanggung jawab untuk

melakukan kontrol dan pengkajian terhadap organisasi

internal Bank, maka dalam melaksanakan kewajibannya,

Komite Audit telah dilengkapi dengan pedoman kerja yang

ditetapkan dalam Piagam Komite Audit. Piagam Komite

Audit berisi antara lain mengenai tugas dan tanggung jawab

komite, uraian prosedur kerja dan kewenangan dari Komite

Audit. Piagam Komite Audit tersebut disusun berdasarkan

peraturan dan undang-undang yang berlaku dan senantiasa

ditinjau ulang secara berkala pada tahun 2012 dan mengalami

perubahan terakhir yaitu Piagam Audit Rev.01/2015 yang

telah disahkan tertanggal 31 Desember 2015. Piagam Komite

Audit berisi :

1. Pembentukan

2. Dasar Hukum

3. Susunan dan Syarat Anggota

The membership of Audit Committee is in accordance with

what is required by the provision of Bank Indonesia on the

implementation of gCg and Audit Committee Charter.

Independency of Audit committee

In conducting their duties and responsibilities, Audit

Committee acts independently and does not accept

intervention from or intervene with other Parties. Members

of Audit Committee does not have any relationship with the

Shareholders, members of Board of Commissioners, and

members of Board of Directors. Audit Committee members

who come from external parties of the Bank do not have any

personal interest or relation that can rouse conflict of interest

with the Bank.

Table of Audit Committee’s independency

Audit committee charter

In carrying out the duties and responsibilities for controlling

and reviewing the internal organization of the Bank, the Audit

Committee has established a work guideline that is set in the

Audit Committee Charter. The Charter consists of, among

others, duties and responsibilities of the committee and the

description on the work procedure and authority of the Audit

Committee. The Audit Committee Charter is drafted based

on the prevailing laws and regulations, and was reviewed

periodically in 2012. The last amendment to the Charter was

stipulated in the Audit Charter Rev.01/2015 that had been

approved on December 31, 2015. The Audit Committee

Charter consists of:

1. Establishment

2. Legal Basis

3. Composition and Requirements for Members



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4. Pengangkatan atau Pemberhentian

5. Tugas dan Tanggung Jawab

6. Wewenang

7. Masa Tugas

8. Kode Etik

9. Tata Cara dan Prosedur Kerja

10. Ketentuan Rapat

11. Pelaporan

12. Masa Berlaku Piagam

13. Penanganan dan Pengaduan pada Pelaporan Keuangan


Komite Audit bertanggung jawab kepada Dewan Komisaris

terkait melakukan kontrol dan pengkajian terhadap organisasi

internal bank meliputi akuntansi dan pelaporan keuangan

serta proses audit internal dan eksternal, mengidentifikasi

hal-hal yang memerlukan perhatian Dewan Komisaris, dan

memberikan rekomendasi kepada Dewan Komisaris. Tugas

dan Tanggung Jawab Komite Audit antara lain meliputi

namun tidak terbatas pada:

1. Melakukan penelaahan atas informasi keuangan yang

akan dikeluarkan Perseroan kepada publik dan/atau

pihak otoritas antara lain laporan keuangan, proyeksi,

dan laporan lainnya terkait dengan informasi keuangan

Perseroan.

2. Melakukan penelaahan atas ketaatan terhadap peraturan

perundang-undangan yang berhubungan dengan kegiatan

Perseroan;

3. Memberikan pendapat independen dalam hal terjadi

perbedaan pendapat antara manajemen dan Akuntan atas

jasa yang diberikannya;

4. Memberikan rekomendasi kepada Dewan Komisaris

mengenai penunjukan Akuntan yang didasarkan kepada

independensi, ruang lingkup penugasan, dan fee;

5. Melakukan penelaahan atas pelaksanaan pemeriksaan

oleh auditor internal dan mengawasi pelaksanaan tindak

lanjut oleh Direksi atas temuan auditor internal;

6. Melakukan penelaahan terhadap aktivitas pelaksanaan

manajemen risiko yang dilakukan oleh Direksi, jika

Perseroan tidak memiliki fungsi pemantau risiko di bawah

Dewan Komisaris;

7. Menelaah pengaduan yang berkaitan dengan proses

akuntansi dan pelaporan keuangan Perseroan;

4. Appointment and Dismissal

5. Duties and Responsibilities

6. Authority

7. Tenure

8. Code of Conduct

9. Work guideline and Procedure

10. Meeting’s Regulations

11. Reporting

12. Validity of the Charter

13. Management of and Complaint in the Financial Reporting

Procedure


Audit Committee is responsible to the Board of Commissioners

in relation to the controlling and reviewing functions on

the internal organization of the Bank, encompassing the

accounting and financial reporting procedure, as well as

the internal and external audit processes. Furthermore, the

Audit Committee also functions to identify matters that

require Board of Commissioners’ attention and to provide

recommendations to the Board of Commissioners. Duties and

Responsibilities of Audit Committee cover, but not limited to,

the following points:

1. Reviewing financial information to be disclosed by the

Bank to the public and/or authorities. The financial

information to be disclosed covers the financial

statements, projections, and other reports related to the

Bank’s financial information;

2. Reviewing the compliance of the Bank with the laws and

regulations related to the Bank’s business activities;

3. giving independent opinions in the event of dissenting

opinion existing between the management and the

Accountants regarding their rendered services;

4. Providing recommendations to the Board of

Commissioners regarding the appointment of

Accountants. The recommendations are based on the

independency, scope of assignment, and fee;

5. Reviewing the audit results of internal auditors and

supervising the follow-ups of the internal audit results

carried out by the Board of Directors;

6. Reviewing the implementation of risk management

activities conducted by the Board of Directors, in the event

of the Bank does not have risk oversight function under


7. Reviewing the complaints related to the accounting

process and financial reporting of the Bank;










8. Menelaah dan memberikan saran kepada Dewan

Komisaris terkait dengan adanya potensi benturan

kepentingan Perseroan;

9. Menjaga kerahasiaan dokumen, data dan informasi

Perseroan

wewenang Komite Audit

Dalam melaksanakan tugasnya, Komite Audit memiliki

wewenang sebagai berikut :

• Memperolehdokumen,data,daninformasitentang

Perseroan yang berkaitan dengan pengendalian intern.

• MelakukankoordinasidenganSatuanKerjaAuditInternal

atau unit kerja lainnya apabila diperlukan.

Laporan Singkat Pelaksanaan Tugas Tahun Berjalan

Selama periode 2015, Komite Audit telah melakukan

tindakan-tindakan antara lain:

1. Menerima laporan audit Mulyamin, Sensi, Suryanto, dan

Lianny atas Laporan Keuangan Bank Sinarmas tahun 2014.

2. Mengkaji dan memantau proses tindak lanjut atas laporan-

laporan hasil audit internal.

3. Membahas dan merekomendasikan usulan pemilihan

Kantor Akuntan Publik Mulyamin, Sensi, Suryanto & Lianny

kepada Dewan Komisaris untuk melakukan audit laporan

keuangan Bank untuk periode 2015.

4. Melakukan pertemuan dengan Kantor Akuntan Publik

Mulyamin, Sensi, Suryanto, dan Lianny untuk membahas

cakupan audit atas Laporan Keuangan Bank Sinarmas

tahun buku 2015.

5. Menerima dan menindaklanjuti hasil audit Otoritas Jasa

Keuangan (d/h) Bank Indonesia.

6. Menyampaikan hasil pemantauan dan rekomendasi

Komite Audit dalam bentuk Memorandum kepada Dewan

Komisaris.

7. Menerima rangkuman rencana kerja SKAI tahun 2016.

Frekuensi dan Tingkat Kehadiran Rapat Komite Audit

Berdasarkan ketentuan rapat dalam Piagam Audit

Rev.01/2015 yang telah disahkan tertanggal 31 Desember

2015, rapat komite diselenggarakan sekurang-kurangnya 1

(satu) kali dalam 3 (tiga) bulan. Selama tahun 2015, Komite

Audit telah mengadakan rapat sebanyak 6 (enam) kali dengan

rekap absensi rapat sebagai berikut:

8. Reviewing the potential of conflict of interest faced by

the Bank and providing recommendations to the Board of

Commissioners related to such matters;

9. Keeping the confidentiality of documents, data and

information of the Bank.

Authority of Audit committee

In conducting their duties, the Audit Committee has authority

as follows:

• Obtaindocuments,dataandinformationregardingthe

Bank that are related to the internal control.

• CoordinatewiththeInternalAuditWorkUnitorother

work units if deemed necessary.

Brief Report of the Implementation of Duties in the

current year

During 2015, the Audit Committee has performed the

following actions:

1 Received audit report Mulyamin, Sensi, Suryanto, and

Lianny on the Financial Statement of Bank Sinarmas in

2014.

2. Reviewed and monitored the follow-up process on the

results of internal audit reports.

3. Discussed and provided recommendation on the selection

of Public Accountant Mulyamin, Sensi, Suryanto & Lianny

to the Board of Commissioners to carry out audit on the

Bank’s financial statements for the 2015 period.

4. Organized meetings with the Public Accountant Mulyamin,

Sensi, Suryanto, and Lianny to discuss scope of audit on

the Financial Statement of Bank Sinarmas in 2015 fiscal

year.

5. Received and followed-up the audit result of Financial

Services Authority (d/h) Bank Indonesia.

6. Submitted the result of monitoring and recommendation

of Audit Committee in the form of Memorandum to the

Board of Commissioners.

7. Received the summary of SKAI work plan for 2016

Frequency and Attendance Rate of Audit committee

Meeting

Pursuant to the meeting stipulation in the Audit Committee

Charter Rev.01/2015, validated on December 31, 2015,

meeting of the committee is held, at the very least, once in 3

(three) months. During 2015, the Audit Committee held 6 (six)

meetings with the attendance and frequency as follows:



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Tabel kehadiran rapat Komite Audit


1 Rusmin Ketua / Head 6/6

2 Edwin Hidayat Abdullah* Anggota / Member 3/3

3 Agustinus Antonius** Anggota / Member 4/4

4 Ketut Sanjaya Anggota / Member 6/6

5 Rusli Prakarsa*** Anggota / Member 2/2

*mengundurkan diri efektif sejak 27 Juli 2015**mengundurkan diri efektif sejak 7 Agustus 2015***efektif menjabat sebagai anggota Komite Audit sejak 28 September 2015

Tabel rekap absensi rapat Komite Audit

Tanggal / Date


Rusmin Ketut SanjayaEdwin Hidayat

Abdullah*Agustinus

Antonius**Rusli

Prakarsa***


√ √ √ √Belum menjabat sebagai anggota Komite Audit / Have not been

serving as a member of Audit

Committee


√ √ √ √

16 April 2015 / April 16, 2015

√ √ √ √


√ √

Mengundurkan diri / Resign

√


√ √Mengundurkan

diri / Resign

√


√ √ √

*mengundurkan diri efektif sejak 27 Juli 2015**mengundurkan diri efektif sejak 7 Agustus 2015***efektif menjabat sebagai anggota Komite Audit sejak 28 September 2015

Agenda Rapat Komite Audit

Agenda rapat Komite audit di tahun 2015, diantaranya

membahas sebagai berikut :



RR No.001/2015/KATindaklanjut Rekomendasi atas hasil rapat tanggal 10 Oktober 2014 / Follow-up on the Recommendations of meeting’s decision on October 10, 2014

Informasi Fraud di KC Denpasar / Information on Fraud in Denpasar Branch Office

Pokok-pokok Hasil Pemeriksaan SKAI - Triwulan IV/2014

Pembahasan terkait surat OJK No.S-77/PB.331/2014 perihal Laporan Hasil Kaji Ulang Pihak Ekstern Atas Kinerja SKAI PT. Bank Sinarmas Tbk. Discussion on OJK letter No. S-77/PB.331/2014 concerning Report on the Results of External Party’s Review on the Performance of SKAI PT. Bank Sinarmas Tbk.

Table of meeting attendance of Audit Committee

* resign from his position effective since July 27, 2015** resign from his position effective since August 7, 2015*** effectively serving as the member of Audit Committee since September 28, 2015

Table of absence list of Audit Committee

* resign from his position effective since July 27, 2015** resign from his position effective since August 7, 2015*** effectively serving as the member of Audit Committee since September 28, 2015

Meeting Agenda of Audit committee

Meeting of Audit Committee during 2015 discussed the

following agenda:











Pembahasan terkait surat OJK No.S-73/PB.33/2014 perihal Laporan Hasil Pemeriksaan Umum PT. Bank Sinarmas Tbk. posisi 31 Januari 2014 / Discussion on OJK letter No. S-73/PB.33/2014 concerning Report on the Results of general Assessment of PT. Bank Sinarmas Tbk. on January 31, 2014

Pembahasan terkait surat OJK No.S-96/PB.331/2014 perihal Laporan Final Audit dan Management Letter dari KAP posisi 31 Desember 2013 / Discussion on OJK letter No. S-96/PB.331/2014 concerning Final Report on Audit and Management Letter from KAP on December 31, 2013

Penunjukan KAP / Appointment of Public Accounting Firm


RR No.002/2015/KAHasil Temuan KAP Atas Audit Laporan Keuangan Tahun 2014 / Findings of Public Accounting Firm in the Audit of 2014 Financial Statements

16 April 2015 / April 16, 2015

RR No.003/2015/KA

Tindaklanjut Memo Rekomendasi Dewan Komisaris terkait hasil rapat Komite Audit tanggal 16 Januari 2015 / Follow-up on the Memo of the Recommendations of the Board of Commissioners related to the meeting decisions of Audit Committee on January 16, 2015

Tindaklanjut surat OJK perihal Laporan Hasil Kaji Ulang Pihak Ekstern atas Kinerja SKAI / Follow-up on the Letter from OJK concerning the Report of External Party’s Review on the Performance of SKAI

Tindaklanjut surat OJK perihal Laporan Final Audit dan Management Letter dari KAP posisi 31 Desember 2013 / Follow-up on the Letter from OJK concerning the Final Report of Audit and Management Letter from Public Accounting Firm on December 31, 2013

Hasil Pemeriksaan SKAI Triwulan I-2015 / Audit Results of SKAI for Q1 of 2015


RR No.004/2015/KA

Tindaklanjut Memo Rekomendasi Dewan Komisaris terkait hasil rapat Komite Audit tanggal 17 April 2015 / Follow-up on the Memo of the Recommendations of the Board of Commissioners related to the meeting decisions of Audit Committee on April 17, 2015

Tindaklanjut surat OJK perihal Laporan Hasil Kaji Ulang Pihak Ekstern atas Kinerja SKAI / Follow-up on the Letter from OJK concerning the Report of External Party’s Review on the Performance of SKAI

Tindaklanjut surat OJK perihal Final Audit dan Management Letter dari KAP posisi 31 Desember 2013 / Follow-up on the Letter from OJK concerning the Final Report of Audit and Management Letter from Public Accounting Firm on December 31, 2013

Hasil Pemeriksaan OJK pada Bank Sinarmas / Result of OJK Assessment on Bank Sinarmas

Hasil Pemeriksaan SKAI / Audit Results of SKAI


RR No.005/2015/KA

Tindaklanjut Memo Rekomendasi Dewan Komisaris terkait hasil rapat Komite Audit 6 Agustus 2015 / Follow-up on the Memo of the Recommendations of the Board of Commissioners related to the meeting decisions of Audit Committee on August 6, 2015

Tindaklanjut Penyelesaian Temuan OJK (target date s.d September 2015) / Follow-up on the Settlement of OJK’s Findings (target date: up to September 2015)

Tindaklanjut Pemeriksaan SKAI Triwulan I/2015



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Hasil Pemeriksaan SKAI Triwulan III/2015/ Audit Results of SKAI for Q3 of 2015

Usulan Format Pre-Audit Checklist / Recommendations for the Format of Pre-Audit Checklist


RR No.006/2015/KAAudit Laporan Keuangan PT. Bank Sinarmas Tbk. Tahun 2015 oleh Kantor Akuntan Publik

Rekomendasi Komite Audit Kepada Dewan Komisaris

Sesuai dengan Piagam Audit Rev.01/2015 yang telah disahkan

tertanggal 31 Desember 2015, salah satu tugas Komite Audit

adalah memberikan rekomendasi kepada Dewan komisaris

terkait dengan kontrol terhadap organisasi internal Bank.

Tabel rekomendasi Komite Audit terhadap Dewan Komisaris

Tanggal / Dated No. Memo Perihal / Topic


M.002/2015/PRESKOM-KALaporan Hasil Rapat Komite Audit Tanggal 16 Januari 2015 / Report on the meeting decision of Audit Committee on January 16, 2015

2 Maret 2015 / March 2, 2015

M.010/2015/PRESKOM-KALaporan Hasil Rapat Komite Audit dan KAP Tanggal 27 Februari 2015 / Report on the meeting decision of Audit Committee and Public Accounting Firm on February 27, 2015

5 Mei 2015 / May 5, 2015 M.015A/2015/PRESKOM-KALaporan Hasil Rapat Komite Audit Tanggal 17 April 2015 / Report on the meeting decision of Audit Committee on April 17, 2015

19 Agustus 2015 / August 19, 2015

M.024A/2015/PRESKOM-KALaporan Hasil Rapat Komite Audit Tanggal 6 Agustus 2015 / Report on the meeting decision of Audit Committee on August 6, 2015


M.028/2015/PRESKOM-KALaporan Hasil Rapat Komite Audit Tanggal 22 Oktober 2015 / Report on the meeting decision of Audit Committee on October 22, 2015


M.030A/2015/PRESKOM-KALaporan Hasil Rapat Komite Audit dan KAP Tanggal 29 Oktober 2015 / Report on the meeting decision of Audit Committee and Public Accounting Firm on October 29, 2015

KOMITE PEMANTAU RISIKOKomite Pemantau Risiko dibentuk oleh Dewan Komisaris dan

menjalankan tugasnya sesuai peraturan, di antaranya adalah

sebagai berikut:

1. Undang-undang No. 40 tahun 2007 tentang Perseroan

Terbatas.

2. Peraturan Bank Indonesia Nomor: 8/4/2006 Tentang

Pelaksanaan Good Corporate Governance.

3. Peraturan Bank Indonesia Nomor: 8/14/2006 Tentang

Perubahan Atas Peraturan Bank Indonesia Nomor:

8/4/2006 Tentang Pelaksanaan Good Corporate

Governance.

Audit committee Recommendations to the Board of

commissioners

In line with the Audit Committee Charter Rev.01/2015 that

had been validated on December 31, 2015, one of the duties

of Audit Committee is to provide recommendations to the

Board of Commissioners related to the control of the Bank’s

internal organizations.

Table of recommendations of Audit Committee to the Board

of Commissioners

RISK MONITORINg cOMMITTEERisk Monitoring Committee is established by the Board of

Commissioners and performs its duties in accordance with the

regulations, as follows:

1. Law No. 40 of 2007 concerning Limited Liability Company.

2. Regulation of Bank Indonesia No. 8/4/2006 concerning the

Implementation of good Corporate governance.

3. Regulation of Bank Indonesia No. 8/14/2006 concerning

the Amendment to the Regulation of Bank Indonesia

No. 8/4/2006 concerning the Implementation of good

Corporate governance.










4. Surat Edaran Bank Indonesia No. 15/15/DPNP Tanggal

29 April 2013 Perihal Surat Edaran kepada Semua Bank

Umum Konvensional di Indonesia.

Komite Pemantau Risiko dibentuk untuk mendukung

pelaksanaan fungsi Dewan Komisaris dalam mengawasi

efektivitas proses manajemen risiko meliputi proses

identifikasi, pengukuran, pemantauan, dan pengendalian

risiko pada Bank. Komite Pemantau Risiko berkoordinasi

dengan Komite Manajemen Risiko dan Satuan Kerja

Manajemen Risiko.

Struktur dan Susunan Komite Pemantau Risiko

Anggota Komite Pemantau Risiko Bank terdiri dari seorang

Komisaris Independen, seorang dari Pihak Independen yang

memiliki keahlian di bidang keuangan atau akuntansi dan

seorang dari Pihak Independen yang memiliki keahlian di

bidang manajemen risiko. Keanggotaan Komite Pemantau

Risiko telah disahkan pada Surat Keputusan SK.023/2015/

PRESDIR-CorSec tentang Perubahan Susunan Anggota Komite

Pemantau Risiko tertanggal 28 September 2015.

4. Circular Letter of Bank Indonesia No. 15/15/DPNP dated

April 29, 2013 concerning the Circular Letter to All

Conventional Public Banks in Indonesia.

The Risk Monitoring Committee functions to assist the duties

of the Board of Commissioners in supervising the effectiveness

of risk management process, which covers the identification,

measurement, supervision and control of risks in the Bank.

The Risk Monitoring Committee coordinates with the Risk

Management Committee and Risk Management Work Unit.

Structure and composition of Risk Monitoring

committee

The Bank’s Risk Monitoring Committee is composed of

one Independent Commissioner, one independent party

with expertise in finance and accounting fields, and one

independent party with expertise in risk management field.

Membership of Risk Monitoring Committee of the Bank has

been validated by virtue of Decree No. SK.023/2015/PRESDIR-

CorSec dated September 28, 2015, concerning the Changes

in the Composition of Risk Monitoring Committee.

Melalui slogan “Solusi

Perbankan Anda”, Serve and

Respect, dan We Always Care,

kami senantiasa melayani dan

memenuhi kebutuhan nasabah

dengan senang hati.

Through the slogan “Solusi

Perbankan Anda” (“your Banking

Solution), Serve and Respect, and

We Always Care”, we are pleased

to continuously serve and fulfill our

customers’ needs.



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Tabel struktur dan susunan Komite Pemantau Risiko

Nama / Name Posisi / Position Periode Jabatan / Period of Service Keahlian / Expertise

Sammy Kristamuljana Ketua / Head Juli 2014 - Sekarang / July 2014 - now

• Ekonomi/Economy• Akuntansi/Accounting• Manajemen&StrategiBisnis

/ Management & Business Strategy

Tjendrawati WidjajaAnggota / Member

Juli 2014 - Sekarang / July 2014 - now• Ekonomi/Economy• Keuangan/Finance• Perbankan/Banking

Ketut SanjayaAnggota / Member

2014 - Sekarang / 2014 - now• Manajemen/Management• Perbankan/Banking

Rusli PrakarsaAnggota / Member

2015 - Sekarang / 2015 - now• Ekonomi/Economy• Perbankan/Banking

Profil Komite Pemantau Risiko

Sammy Kristamuljana - Ketua

Profil Ketua Komite sudah disajikan dalam profil Dewan

Komisaris.

Tjendrawati widjaja - Anggota

Profil anggota Komite sudah disajikan dalam profil Dewan

Komisaris.

Ketut Sanjaya - Anggota

Profil anggota Komite sudah disajikan dalam profil anggota

Komite Audit.

Rusli Prakarsa - Anggota

Profil anggota Komite sudah disajikan dalam profil anggota

Komite Audit.

Keanggotaan Komite Pemantau Risiko telah sesuai dengan

yang disyaratkan oleh ketentuan Bank Indonesia tentang

pelaksanaan gCg dan Piagam Komite Pemantau Risiko.

Independensi Komite Pemantau Risiko


Pemantau Risiko bertindak secara independen, serta tidak

menerima/melakukan intervensi dari/kepada Pihak lainnya.

Anggota Komite Pemantau Risiko tidak terkait dengan

Pemegang Saham, Dewan Komisaris, dan Direksi. Anggota

Komite Pemantau Risiko yang berasal dari luar Bank tidak

memiliki kepentingan serta keterkaitan yang bersifat pribadi

sehingga dapat menimbulkan benturan kepentingan (conflict

of interest) dengan Bank.

Table of structure and composition of Risk Monitoring

Committee

Profile of Risk Monitoring committee

Sammy Kristamuljana - Head

Profile of Head of Committee has been presented in the Board

of Commissioners’ profile.

Tjendrawati widjaja - Member

Profile of the Committee member has been presented in the

Profile of the Board of Commissioners

Ketut Sanjaya - Member



Rusli Prakarsa - Member



Membership of the Risk Monitoring Committee is in

accordance with the requirements of Bank Indonesia

Provision on the implementation of gCg and Risk Monitoring

Committee Charter.

Independency of Risk Monitoring committee

In carrying out its duties and responsibilities, Risk Monitoring

Committee acts independently, and does not intervene /

intervened to/from other parties. Members of Risk Monitoring

Committee do not related to Shareholders, Board of

Commissioners, and Board of Directors. Members who are

originated from outside the Bank do not have personal

interest and relation that may cause conflict of interest with

the Bank.










Independensi Komite Audit telah memenuhi ketentuan Bank

Indonesia tentang pelaksanaan gCg antara lain:

Aspek Independensi / Aspect of IndependencySammy

KristamuljanaTjendrawati

widjajaKetut Sanjaya Rusli Prakarsa

Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi / No financial relations with the Board of Commissioners and Board of Directors

Tidak ada / Nill Tidak ada / Nill Tidak ada / Nill Tidak ada / Nill

Tidak memiliki hubungan kepemilikan saham di perusahaan / No share ownership relations in the Company


Tidak memiliki hubungan kepengurusan di perusahaan, anak perusahaan serta perusahaan afiliasi / No management relations in the Company, subsidiaries, and affiliated companies.


Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/atau anggota Komite Audit / No family relations with the Board of Commissioners, Board of Directors, and/or Audit Committee members.


Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah / Does not serve as management of political parties, officials and governments


Piagam Komite Pemantau Risiko


melakukan kontrol dan pengkajian terhadap atas profil

risiko bank secara komprehensif, maka dalam melaksanakan

kewajibannya, Komite Pemantau Risiko telah dilengkapi

dengan pedoman kerja yang ditetapkan dalam Piagam Komite

Pemantau Risiko. Piagam Komite Pemantau Risiko berisi

antara lain mengenai tugas dan tanggung jawab komite,

uraian mengenai prosedur kerja dan kewenangan dari Komite

Pemantau Risiko. Piagam Komite Pemantau Risiko tersebut

disusun berdasarkan peraturan dan undang-undang yang

berlaku dan ditinjau ulang secara berkala pada tahun 2012

dan mengalami perubahan terakhir yaitu Piagam Pemantau

Risiko Rev.01/2015 yang telah disahkan tertanggal 31

Desember 2015. Piagam Komite Pemantau Risiko berisi:

1. Pembentukan dan Dasar Hukum

2. Susunan dan Syarat Keanggotaan

3. Pengangkatan dan Pemberhentian


5. Wewenang dan Masa Tugas

6. Kode Etik

7. Tata cara dan Prosedur Kerja

8. Ketentuan Rapat

9. Pelaporan

10. Masa Berlaku Piagam

Independency of Audit Committee has met the provision of

Bank Indonesia on the implementation of gCg among others:

Risk Monitoring committee charter

In carrying out its duties and responsibilities to control

and review the bank risk profile comprehensively, the Risk

Monitoring Committee is equipped with working guideline

that is set in Risk Monitoring Committee Charter. The Charter

contains duties and responsibilities, and description of working

procedures and authorities of Risk Monitoring Committee.

This Charter is composed based on the prevailing laws and

regulations and has been periodically reviewed in 2012. The

latest change was Risk Monitoring Charter Rev.01/2015 that

has been validated on December 31, 2015. Risk Monitoring


1. Establishment and Legal Basis

2. Composition and Membership Requirements



5. Authorities and Term of Office

6. Code of Conduct

7. Working Procedures

8. Meeting Provisions

9. Reporting

10. Period of Charter



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Komite Pemantau Risiko bertanggung jawab kepada Dewan

Komisaris terkait melakukan kontrol dan pengkajian atas profil

risiko bank secara komprehensif, mengidentifikasi hal-hal yang

memerlukan perhatian Dewan Komisaris, dan memberikan

rekomendasi kepada Dewan Komisaris, Tugas dan Tanggung

Jawab Komite Pemantau Risiko antara lain meliputi namun

tidak terbatas pada :

• MemberikanRekomendasikepadaDewanKomisaris

dalam rangka meningkatkan efektivitas Bank, terkait:

evaluasi tentang kesesuaian antara kebijakan manajemen

risiko dengan pelaksanaan kebijakan tersebut.

• pemantauandanevaluasipelaksanaantugasKomite

Manajemen Risiko dan Satuan Kerja Manajemen Risiko

(SKMR).

wewenang Komite Pemantau Risiko

Dalam melaksanakan tugasnya, Komite Pemantau Risiko

memiliki wewenang sebagai berikut :

1. Memperoleh dokumen, data, dan informasi tentang

Perseroan yang berkaitan dengan pengendalian intern.

2. Melakukan koordinasi dengan SKMR atau unit kerja

lainnya apabila diperlukan.

Laporan Singkat Pelaksanaan Tugas Komite Pemantau

Risiko

Program kerja Komite Pemantau Risiko difokuskan untuk

mengevaluasi konsistensi dan kecukupan antara kebijakan

manajemen risiko serta implementasi dari kebijakan tersebut.

Hasil dari evaluasi dan pemantauan yang dilakukan akan

disampaikan dalam bentuk rekomendasi kepada Dewan

Komisaris.

Selama 2015, Komite Pemantau Risiko telah melaksanakan

program sebagai berikut:

1. Melakukan evaluasi terhadap :

a. Laporan Keuangan 2014

b. Laporan Keuangan Kwartalan 2014

c. Laporan Kepatuhan 2014

d. Peraturan-peraturan internal yang terkait dengan

pelaksanaan manajemen risiko

2. Melakukan pemantauan terhadap strategi dan

implementasi dalam meningkatkan peringkat Tingkat

Kesehatan Bank serta memberikan rekomendasi terhadap

parameter-parameter (Profil Risiko, gCg, Rentabilitas,

Permodalan) yang perlu menjadi perhatian.


Risk Monitoring Committee is responsible to the Board of

Commissioners concerning control and review of bank risk

profile comprehensively, identification of matters that require

attention from the Board of Commissioners, and provides

recommendation to the Board of Commissioners. Duties

and Responsibilities of Risk Monitoring Committee cover the

following but not limited to:

• ProvidingrecommendationtotheBoardofCommissioners

to improve the Bank effectiveness related to: evaluation

of conformity between risk management policy and the

implementation of the policy.

• Monitoringandevaluatingtheimplementationofduties

of Risk Management Committee and Risk Management

Working Unit (SKMR).

Authorities of Risk Monitoring committee

Authorities of Risk Monitoring Committee are as follows:

1. Obtaining documents, data, and information on the

Company relating to internal control.

2. Performing coordination with SKMR or other working

units if necessary.

Brief Report of the Duty Implementation of Risk

Monitoring committee

Risk Monitoring Committee’s work program focuses on

evaluating the consistency and adequacy between risk

management policy and the implementation of such policy.

Results of evaluation and monitoring that have been carried

out will be submitted in the form of recommendation to the


During 2015, the Risk Monitoring Committee has

implemented the following programs:

1. Evaluation on :

a. 2014 Financial Statement

b. 2014 Quarterly Financial Statement

c. 2014 Compliance Report

d. Internal rules which are related to the implementation

of risk management

2. Carry out monitoring on strategy and implementation

in improving the rank of Bank’s Health Index as well as

to provide recommendation on parameters (Risk Profile,

gCg, Profitability, and Capital) which needs to be focused.










3. Mempelajari dan memahami regulasi yang mengatur

pelaksanaan manajemen risiko serta memastikan bahwa

Bank telah mengimplementasikan regulasi tersebut.

4. Memahami risiko-risiko yang dihadapi Bank dan

memberikan arahan yang jelas, melakukan pengawasan

dan mitigasi secara aktif serta mengembangkan budaya

manajemen risiko pada seluruh unit kerja.

5. Membahas antisipasi pengendalian risiko dalam hal-hal

yang bersifat khusus, antara lain rencana pengembangan

jaringan kantor dan pengembangan Teknologi Sistem

Informasi (TSI).

6. Mengintensifkan komunikasi dengan unit-unit dalam Bank

maupun pihak luar yang relevan dalam rangka mencari

bentuk pelaksanaan tugas yang lebih baik dan efektif.

7. Melakukan pengawasan terhadap seluruh eksposur

risiko, dengan prioritas pada eksposur risiko kredit,

risiko operasional, yang dilakukan antara lain dengan

melakukan pemantauan secara ketat atas perkembangan

kredit dan usaha untuk memperbaiki kualitas kredit serta

pemantauan terhadap tindak lanjut temuan berulang oleh

SKAI atau Audit Eksternal. Pengawasan dilakukan pula

terhadap seluruh aktivitas dan portofolio Treasury yang

dimiliki Bank.

8. Melakukan pengawasan terhadap realisasi rencana Bisnis

Bank, khususnya dalam menghadapi lingkungan bisnis

yang dihadapkan pada perekonomian global.

9. Melakukan evaluasi dan memberikan masukan kepada

Dewan Komisaris terhadap transaksi atau kegiatan

usaha yang berpotensi menimbulkan risiko, untuk dapat

digunakan oleh Dewan Komisaris sebagai dasar untuk

pengambilan keputusan.

10. Memberikan masukan terhadap implementasi BASEL

II, BASEL III, dan implementasi PSAK 50 dan 55 serta

mengantisipasi dampaknya terhadap aktivitas usaha Bank,

kecukupan modal dan kesiapan infrastruktur.

Adapun rekomendasi yang diberikan kepada Dewan Komisaris

sehubungan dengan telah dilaksanakannya program kerja

tersebut antara lain:

1. Perlunya ditingkatkan mekanisme sistem pengawasan dan

sistem monitoring kredit, khususnya kredit dengan skema

channeling dan consumer loan.

2. Perlunya peningkatan pelaksanaan pemantauan aktivitas

transaksi fasilitas ekspor impor kepada nasabah.

3. Memaksimalkan monitoring dan meminimalkan potensi

kerugian dengan cara meningkatkan efektivitas Sistem

Informasi Manajemen Risiko untuk risiko pasar dan

likuditas.

3. Study and understand the regulation that regulates the

implementation of risk management as well as to ensure

that the Bank has implemented such regulation.

4. Understand that risks faced by the bank and provide clear

guidance, actively perform supervision and mitigation as

well as develop risk management culture in the entire

work unit.

5. Discuss the anticipation of risk control for special matters,

among others, the development plan of office network

and the development of Information Technology (TSI).

6. Intensify the communication with units in the Bank or

relevant external parties in order to seek better and more

effective duty implementation.

7. Perform supervision on the entire risk exposure, with

priority to the credit risk exposure, operational risk, which

is conducted among others by performing tight monitoring

on credit and business development to improve credit

quality as well as monitoring on the follow-up of findings

by SKAI or External Audit. Supervision is conducted to the

entire activities and Treasury portfolio owned by the Bank.

8. Perform supervision on the realization of the Bank’s

Business plan, especially in facing the business

environment against global economy

9. Perform evaluation and provide inputs to the Board of

Commissioners on transaction or business activity which

potentially cause risks to occur, in order to be used by the

Board of Commissioners as basis for decision-making.

10. Provide input on the implementation of BASEL II, BASEL

III, and implementation of PSAK 50 and 55 as well as

anticipate its impact on the Bank’s business activity, capital

adequacy and infrastructure readiness.

The following are the recommendations provided to the Board

of Commissioners in connection with the implementation of

such work programs:

1. The need for improved mechanism of supervision system

and credit monitoring system, especially credit with

channeling and consumer loan scheme.

2. The need for improvement on the implementation of

supervision on activity of export import transaction to the

customer.

3. Maximize the monitoring and minimize the potential of

loss by improving the effectiveness of Risk Management

Information System for market and liquidity risks.



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4. Minimalisasi potensi risiko operasional akibat kesalahan

yang dilakukan oleh petugas pelaporan (human error).

5. Untuk perbaikan kualitas kerja yang berkesinambungan,

maka perlunya diskusi yang intensif dengan pihak

Regulator terkait penilaian tingkat kesehatan Bank.

6. Bank harus melakukan perbaikan total dalam mewujudkan

Tingkat Kesehatan Bank yang ideal.

7. Pelaksanaan budaya Sadar Risiko harus lebih ditingkatkan

sebagai salah satu bentuk mitigasi risiko, dari level

tertinggi hingga terendah.

8. SKMR harus menjadi partner bagi unit kerja lain untuk

mencapai tujuan bersama sesuai dengan arahan pihak

Manajemen.

9. Perlunya perbaikan aspek Kualitas Penerapan Manajemen

Risiko, khususnya untuk nilai parameter yang peringkatnya

masih perlu ditingkatkan.

10. Perlunya kajian terhadap tiap temuan Bank Indonesia serta

pemantauan atas tindak lanjut temuan Bank Indonesia.

Frekuensi dan Tingkat Kehadiran Rapat Komite

Pemantau Risiko

Komite Pemantau Risiko telah menyelenggarakan rapat

sebanyak 4 kali yang dipimpin oleh ketua yang seluruh hasil

rapatnya diputuskan berdasarkan musyawarah mufakat

dan dituangkan secara tertulis ke dalam risalah rapat

serta didokumentasikan dengan baik guna memberikan

rekomendasi kepada Dewan Komisaris.

Tabel kehadiran rapat Komite Pemantau Risiko


1 Sammy Kristamuljana Ketua / Head 4/4

2 Tjendrawati Widjaja Anggota / Member 4/4

3 Edwin Hidayat Abdullah* Anggota / Member 3/3

4 Agustinus Antonius** Anggota / Member 3/3

5 Ketut Sanjaya*** Anggota / Member 1/1

6 Rusli Prakarsa*** Anggota / Member 1/1

* mengundurkan diri efektif sejak 27 Juli 2015** mengundurkan diri efektif sejak 7 Agustus 2015*** menjabat sebagai anggota Komite Pemantau Risiko sejak 28 September

2015

4. Minimize operational risk potential due to mistakes

conducted by officer at whistleblowing division (human

error).

5. For the improvement of sustainable work quality, intensive

discussion with the Regulators regarding the assessment of

the Bank’s health index is needed.

6. The Bank has to perform total improvement in realizing

the ideal Bank’s Health Index.

7. Implementation of Risk Awareness culture shall be

improved as one of the risk mitigation form, from the

highest to lowest level.

8. SKMR must be the partner for other working unit to reach

mutual target in accordance with the guidance of the

Management.

9. The need for improvement of Risk Management

Implementation Quality aspect, especially for the

parameter value whose rank needs to be improved.

10. The needs for study on each finding by Bank Indonesia as

well as monitoring on the follow-up on findings by Bank

Indonesia.

Frequency and Attendance Rate of Risk Monitoring

committee Meeting

Risk Monitoring Committee has organized 4 meetings that is

led by the head of the committee, and the meeting decision is

made based on concensus and stated in writing in the minutes

of meetings which is properly documented in order to provide

recommendation to the Board of Commissioners.

Table of meeting attendance of the Risk Monitoring

Committee

*resigned on July 27, 2015**resigned on August 7, 2015***effective as member of Risk Monitoring Committee since September 28, 2015










Tabel rekap rapat Komite Pemantau Risiko

Tanggal / Date

Komite Pemantau Risiko

Rusmin RusminKetut

Sanjaya

Edwin Hidayat

Abdullah*

Agustinus Antonius**

Rusli Prakarsa***


√ √ √ √

Belum menjabat sebagai anggota / Not a member yet

Belum menjabat sebagai anggota / Not a member yet

20 April 2015 / April 20, 2015

√ √ √ √

15 Juli 2015 / July 15, 2015

√ √ √ √


√ √ Mengundurkan diri / Resigned

Mengundurkan diri / Resigned √ √

* mengundurkan diri efektif sejak 27 Juli 2015** mengundurkan diri efektif sejak 7 Agustus 2015*** menjabat sebagai anggota Komite Pemantau Risiko sejak 28 September

2015

Agenda Rapat Komite Pemantau Risiko

Tabel agenda rapat Komite Pemantau Risiko

Tanggal / DateNomor Risalah

RapatAgenda Rapat / Meeting Agenda


RR No.001/2015/KPR

Penilaian Tingkat Kesehatan Bank Semester II/2014 dan Profil Risiko Unit Usaha Syariah (UUS) Triwulan IV/2014 / Assessment of Bank Health Level of Semester II/2014 and Risk Profile of Sharia Business Unit (UUS) of Quarter IV/2014

April 2015 / April, 2015

RR No.002/2015/KPR

Tindak Lanjut Rekomendasi Rapat Komite Pemantau Risiko / Follow-Up of Recommendation from Risk Monitoring Committee Meeting

Hasil Self Assesment Profil Risiko Triwulan I/2015 / Self Assessment Result of Risk Profile Quarter I/2015

Hasil Self Assesment Profil Risiko Syariah Triwulan I/2015 / Self Assessment Result of Risk Profile Quarter I/2015

Simulasi Hasil Self Assesment Tingkat Kesehatan Bank Triwulan I/2015 / Simulation of Self Assessment Result of Bank Health Level Quarter I/2015

Usulan Perubahan Bobot Tingkat Kesehatan Bank dan Bobot/Parameter Profil Risiko / Proposal of Change in Bank Health Level Value and Value/Parameter of Risk Profile

Juli 2015 / July, 2015

RR No.003/2015/KPR

Tindak Lanjut Rekomendasi Rapat Komite Manajemen Risiko / Follow-Up of Recommendation from Risk Management Committee Meeting

Hasil Self Assesment Profil Risiko Triwulan II/2015 / Self Assessment Result of Risk Profile Quarter II/2015

Hasil Self Assesment Tingkat Kesehatan Bank Semester I/2015 / Self Assessment Result of Bank Health Level Semester I/2015

Hasil Self Assesment Profil Risiko Syariah Triwulan II/2015 / Self Assessment Result of Sharia Risk Profile Quarter II/2015

Oktober 2015 / October, 2015

RR No.004/2015/KPR

Tindak Lanjut Rekomendasi Rapat Komite Manajemen Risiko dan Komite Pemantau Risiko Triwulan II/2015 / Follow-Up of Recommendation from Risk Monitoring Committee and Risk Management Committee Meeting Quarter II/2015

Hasil Self Assesment Profil Risiko Triwulan III/2015 / Self Assessment Result of Risk Profile Quarter III/2015

Table of meeting recap of the Risk Monitoring Committee

*resigned on July 27, 2015**resigned on August 7, 2015***effective as member of Risk Monitoring Committee since September 28, 2015

Risk Monitoring committee Meeting Agenda

Table of meeting agenda of the Risk Monitoring Committee



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Tanggal / DateNomor Risalah

RapatAgenda Rapat / Meeting Agenda

Hasil Self Assesment Profil Risiko Syariah Triwulan III/2015 / Self Assessment Result of Sharia Risk Profile Quarter III/2015

Simulasi Hasil Self Assesment Tingkat Kesehatan Bank Triwulan III/2015 / Simulation of Self Assessment Result of Bank Health Level Quarter III/2015

Pokok-Pokok Perubahan atas Hasil Kaji Ulang Penerapan Kebijakan Manajemen Risiko Bank Sinarmas (SK No.006/2013/DIR5-SKMR tanggal 2 Juli 2013) / Principals of Changes in Review of Implementation of Bank Sinarmas Risk Management Policy (SK No.006/2013/DIR5-SKMR dated July 2, 2013)

Rekomendasi Komite Pemantau Risiko Kepada Dewan

Komisaris

Sesuai dengan Piagam Pemantau Risiko Rev.01/2015 yang

telah disahkan tertanggal 31 Desember 2015, salah satu tugas

Komite Pemantau Risiko adalah memberikan rekomendasi

kepada Dewan komisaris terkait dengan kontrol terhadap

organisasi internal Bank.

Tabel rekomendasi Komite Pemantau Risiko kepada Dewan

Komisaris



M.001/2015/PRESKOM-KPRRekomendasi hasil rapat Komite Pemantau Risiko tanggal 21 Januari 2015 / Recommendation of Risk Monitoring Committee meeting dated January 21, 2015

28 April 2015 / April 28, 2015

M.013/2015/PRESKOM-KPRRekomendasi hasil rapat Komite Pemantau Risiko tanggal 20 April 2015 / Recommendation of Risk Monitoring Committee meeting dated April 20, 2015

29 Juli 2015 / July 29, 2015

M.021A/2015/PRESKOM-KPRRekomendasi hasil rapat Komite Pemantau Risiko tanggal 15 Juli 2015 / Recommendation of Risk Monitoring Committee meeting dated July 15, 2015


M.028A/2015/PRESKOM-KPRRekomendasi hasil rapat Komite Pemantau Risiko Triwulan III/2015 / Recommendation of Risk Monitoring Committee meeting dated July 15, 2015

KOMITE REMUNERASI DAN NOMINASI

Komite Remunerasi dan Nominasi Bank Sinarmas dibentuk

oleh Dewan Komisaris dengan tujuan untuk mendukung

pelaksanaan fungsi pengawasan Dewan Komisaris terkait

kebijakan remunerasi dan nominasi.

Struktur dan Susunan Komite Remunerasi dan Nominasi

Anggota Komite Remunerasi Dan Nominasi terdiri dari

seorang Komisaris Independen, seorang dari Anggota Dewan

Komisaris, Pihak Independen atau Pihak yang menduduki

jabatan manajerial di bawah Direksi yang membidangi

Sumber Daya Manusia. Keanggotaan Komite Remunerasi Dan

Recommendation from Risk Monitoring committee to

the Board of commissioners

In accordance with Risk Monitoring Charter Rev.01/2015 that

has been validated on December 31, 2015, one of duties of

Risk Monitoring Committee is providing recommendation to

the Board of Commissioners concerning control over Bank’s

internal organization.

Table of recommendation from Risk Monitoring Committee to

the Board of Commissioners

NOMINATION AND REMUNERATION cOMMITEERemuneration and Nomination Committee of Bank

Sinarmas is established with the purpose of supporting

the implementation of supervisory function of Board of

Commissioners on remuneration and nomination policies.

Structure and composition of Nomination and

Remuneration committee

Members of Nomination and Remuneration Committee

consist of an Independent Commissioner, a member from

Board of Commissioners, Independent Party or Party that

occupies managerial position under the Board of Directors

who is in charge of Human Resources. Membership of










Nominasi telah disahkan pada Surat Keputusan SK.017/2014/

PRESDIR-CorSec&CorComm tentang Perubahan Susunan

Anggota Komite Remunerasi Dan Nominasi tertanggal 3 Juli

2014.

Tabel komposisi Komite Remunerasi dan Nominasi

Nama / Name Posisi / Position Periode Jabatan / Period of Service Keahlian / Expertise

Rusmin Ketua / Head Juli 2014 - Sekarang / July 2014 - now• Perbankan/Banking• Ekonomi/Economics

Tjendrawati WidjajaAnggota / Member

Juli 2014 - Sekarang / July 2014 - now• Ekonomi/Economics• Keuangan/Finance• Perbankan/Banking

Wahyu ZaenieAnggota / Member

Juli 2014 - Sekarang / July 2014 - now• Human Capital Management/

Personalia• Hukum/Law

Profil Komite Remunerasi dan Nominasi

Rusmin - Ketua

Profil Ketua Komite Remunerasi dan Nominasi sudah disajikan

dalam profil Dewan Komisaris.

Tjendrawati widjaja - Anggota

Profil anggota Komite Remunerasi dan Nominasi ini sudah

disajikan dalam profil Dewan Komisaris.

wahyu Zaenie - Anggota

Warga Negara Indonesia, 56 tahun. Bergabung dengan

Bank Sinarmas sejak 2006 Dan menjabat sebagai anggota

Komite Remunerasi dan Nominasi sejak Juli 2012. Saat ini

menjabat sebagai Division Head Human Capital Recruitment

& Administration Support. Beliau meraih gelar Sarjana Hukum

dari Universitas Katolik Parahyangan.

Keanggotaan Komite Pemantau Risiko telah sesuai dengan

yang disyaratkan oleh ketentuan Bank Indonesia tentang

pelaksanaan gCg dan Piagam Komite Remunerasi dan

Nominasi.

Independensi Komite Remunerasi dan Nominasi


Remunerasi Dan Nominasi bertindak secara independen,

serta tidak menerima/melakukan intervensi dari/kepada Pihak

lainnya. Anggota Komite Remunerasi Dan Nominasi tidak

terkait dengan Pemegang Saham, Dewan Komisaris, dan

Direksi.

Nomination and Remuneration Committee has been validated

through Decree SK.017/2014/PRESDIR-CorSec&CorComm

on Change in Composition of Members of Nomination and

Remuneration Committee dated July 3, 2014.

Table of composition of Nomination and Remuneration

Committee

Profile of Remuneration and Nomination committee

Rusmin-Head

Profile of Head of Remuneration and Nomination Committee

has been presented in profile of Board of Commissioners.

Tjendrawati widjaja - Member

Profile of Remuneration and Nomination Committee Member

has been presented in profile of Board of Commissioners.

wayu Zaenie - Member

Indonesian Citizen, 56 years old. Working in Bank Sinarmas

since 2006 and serving as member of the Remuneration and

Nomination Committee since July 2012. Currently he serves as

Division Head of Human Capital Recruitment & Administration

Support. He achieved his bachelor of laws from Parahyangan

Catholic University.

Composition of Risk Monitoring Committee conforms to Bank

Indonesia regulation regarding the implementation of gCg

and Remuneration and Nomination Committee Charter.

Independency of Remuneration and Nomination

committee

Composition of Remuneration and Nomination Committee

has been in line with Bank Indonesia regulation regarding the

implementation of gCg and Remuneration and Nomination

Committee Charter, which generally are as follows:



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Aspek Independensi / Aspect of Independency RusminTjendrawati

widjajawahyu Zaenie

Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi / No financial relations with the Board of Commissioners and Board of Directors

Tidak ada / Nill Tidak ada / Nill Tidak ada / Nill

Tidak memiliki hubungan kepemilikan saham di perusahaan / No share ownership relations in the Company


Tidak memiliki hubungan kepengurusan di perusahaan, anak perusahaan serta perusahaan afiliasi / No management relations in the Company, subsidiaries, and affiliated companies.


Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/atau anggota Komite Audit / No family relations with the Board of Commissioners, Board of Directors, and/or Audit Committee members.


Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah / Does not serve as management of political parties, officials and governments


Piagam Komite Remunerasi dan Nominasi


melakukan kontrol dan pengkajian terhadap proses

transparansi remunerasi dan nominasi terhadap anggota

Direksi dan anggota Dewan Komisaris, maka dalam

melaksanakan kewajibannya, Komite Remunerasi dan

Nominasi telah dilengkapi dengan pedoman kerja yang

ditetapkan dalam Piagam Komite Remunerasi dan Nominasi.

Piagam Komite Remunerasi dan Nominasi berisi antara

lain mengenai tugas dan tanggung jawab komite, uraian

mengenai prosedur kerja dan kewenangan dari Komite

Remunerasi dan Nominasi. Piagam Komite Remunerasi

dan Nominasi tersebut disusun berdasarkan peraturan dan

undang-undang yang berlaku dan ditinjau ulang secara

berkala serta mengalami perubahan terakhir tertanggal 7 Mei

2015. Piagam Komite Remunerasi dan Nominasi berisi:

1. Pembentukan dan Susunan Keanggotaan

2. Ketentuan

3. Pengangkatan dan Pemberhentian


5. Kewenangan

6. Masa Tugas

7. Kode Etik

8. Kewajiban

9. Tata Cara dan Prosedur Kerja

10. Ketentuan Rapat

11. Masa Berlaku


Komite Remunerasi dan Nominasi bertanggung jawab

kepada Dewan Komisaris terkait melakukan kontrol dan

pengkajian proses transparansi remunerasi dan nominasi

Nomination and Remuneration committee charter

In implementing the duties and responsibilities to control and

review the transparency of nomination and remuneration

process to members of the Board of Directors and Board

of Commissioners. In carrying out the responsibilities,

Nomination and Remuneration Committee is equipped with

working guideline that is set in Nomination and Remuneration

Committee Charter. The Charter contains duties and

responsibilities, and description of working procedures and

authorities of Nomination and Remuneration Committee.

This Charter is composed based on the prevailing laws and

regulations and is reviewed periodically. The latest change was

on May 7, 2015. Nomination and Remuneration Committee


1. Establishment and Membership Composition

2. Provisions



5. Authorities

6. Term of Office

7. Code of Conduct

8. Obligations

9. Working Procedures

10. Meeting Provisions

11. Period of the Charter


Nomination and Remuneration Committee is responsible

to the Board of Commissioners concerning control and

review of transparency of nomination and remuneration










terhadap anggota Direksi dan anggota Dewan Komisaris,

mengidentifikasi hal-hal yang memerlukan perhatian Dewan

Komisaris, dan memberikan rekomendasi kepada Dewan

Komisaris, Tugas dan Tanggung Jawab Komite Remunerasi

dan Nominasi antara lain meliputi namun tidak terbatas pada:

• Terkaitkebijakanremunerasi:

1) Melakukan evaluasi terhadap kebijakan remunerasi,

yaitu:

i. Kinerja keuangan perusahaan dan pemenuhan

cadangan sebagaimana diatur dalam peraturan

perundang-undangan yang berlaku;

ii. Prestasi kerja individual;

iii. Kewajaran dengan peer group; dan

iv. Pertimbangan sasaran dan strategi jangka panjang

bank.

2) Memberikan rekomendasi kepada Dewan Komisaris

mengenai :

i. Kebijakan, Struktur dan Besaran atas remunerasi

untuk disampaikan kepada Rapat Umum

Pemegang Saham (“RUPS”);

ii. Penilaian kinerja dengan kesesuaian Remunerasi

yang diterima masing-masing anggota Direksi dan/

atau anggota Dewan Komisaris

3) Menyusun struktur, kebijakan dan besaran remunerasi

dan wajib memperhatikan:

i. Remunerasi yang berlaku pada industri sesuai

dengan kegiatan usaha Perseroan sejenis dan skala

usaha dalam industrinya

ii. Tugas, tanggung jawab dan wewenang anggota

Direksi dan/atau anggota Dewan Komisaris

dikaitkan dengan pencapaian tujuan dan kinerja

perseroan.

iii. Target kinerja masing-masing anggota Direksi dan/

atau anggota komisaris

iv. Keseimbangan tunjangan antara tetap dan variabel

v. Struktur, kebijakan dan besaran Remunerasi

sebagaimana dimaksud harus dievaluasi oleh

Komite Remunerasi dan Nominasi paling kurang 1

(satu) kali dalam 1 (satu tahun)

• Terkaitdengankebijakannominasi:

1) Memberikan rekomendasi kepada Dewan Komisaris

mengenai kebijakan evaluasi kinerja anggota Direksi

dan/atau anggota Dewan Komisaris.

process to the members of the Board of Directors and

Board of Commissioners, identification matters that require

attention from the Board of Commissioners, and provides

recommendation to the Board of Commissioners. Duties and

responsibilities of Nomination and Remuneration Committee

are, but not limited to:

• Concerningremunerationpolicies:

1) Evaluating the remuneration policies, namely:

i. The Company’s financial performance and

fulfillment of reserves as regulated in the prevailing

laws and regulations;

ii. Individual performance;

iii. Fairness in peer group; and

iv. Consideration of bank’s long-term strategies and

goals.

2) Providing recommendation to the Board of

Commissioners on:

i. Policies, structure, and amount of remuneration to

be submitted to general Meeting of Shareholders

(“gMS”);

ii. Performance assessment in conformity with

remuneration received by each member of the

Board of Directors and/or Board of Commissioners

3) Composing structure, policies, and amount of

remuneration and shall concern:

i. Remuneration that prevails in industry in

accordance with similar business activities and

business scales in the industry

ii. Duties, responsibilities, and authorities of members

of the Board of Commissioners are associated with

achievement of objective and performance of the

Company.

iii. Target of performance of each member of the

Board of Directors and/or Board of Commissioners

iv. The balance of allowances between permanent and

variable

v. The concerned structure, policies, and amount of

remuneration shall be evaluated by Nomination

and Remuneration Committee at least 1 (one) time

in a year.

• Concerningnominationpolicies:


Commissioners on policy of evaluation of performance

of members of the Board of Directors and/or Board of

Commissioners.



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2) Membantu Dewan Komisaris melakukan penilaian

kinerja anggota Direksi dan/atau anggota Dewan

Komisaris.

3) Memberikan rekomendasi kepada Dewan komisaris

mengenai program pengembangan kemampuan

anggota Direksi dan/atau anggota Dewan Komisaris

4) Dalam mengidentifikasi, mengkaji dan

merekomendasikan calon anggota Dewan Komisaris

dan/atau Direksi, Komite Remunerasi dan Nominasi

memiliki kewenangan untuk memilih sesuai dengan

kriteria dan prosedur yang telah ditetapkan dalam

peraturan yang berlaku dan kebijakan internal

Perseroan.

5) Memberikan rekomendasi kepada Dewan Direksi

mengenai kebijakan dan kriteria yang dibutuhkan

dalam proses nominasi.

6) Mengidentifikasi, mengkaji dan memberikan

rekomendasi mengenai calon anggota Dewan

Komisaris dan/atau Direksi kepada Dewan Komisaris

untuk disampaikan kepada Rapat Umum Pemegang

Saham untuk mendapatkan persetujuan dari

Pemegang Saham;

Memberikan rekomendasi mengenai Pihak Independen

yang akan menjadi anggota Komite sebagaimana dimaksud

dalam Peraturan Bank Indonesia mengenai Good Corporate

Governance.

wewenang Komite Remuenerasi dan Nominasi

Dalam melaksanakan tugasnya, Komite Remunerasi Dan

Nominasi memiliki wewenang sebagai berikut:

1. Memperoleh dokumen, data, dan informasi tentang

Perseroan yang diperlukan;

2. Melakukan koordinasi dengan Human Capital

Management atau unit kerja lainnya apabila diperlukan;

3. Melakukan kewenangan lain yang diberikan Dewan

Komisaris terkait remunerasi dan nominasi.

Laporan Singkat Pelaksanaan Tugas Komite Remunerasi

dan Nominasi

Selama 2015, Komite Remunerasi dan Nominasi telah

melakukan kegiatan serta memberikan rekomendasi-

rekomendasi kepada Dewan Komisaris, antara lain:

1. Action plan Human Capital Recruitment & Admin Support

di tahun 2016

2) Assisting the Board of Commissioners in assessing the

performance of members of the Board of Directors

and/or Board of Commissioners.


Commissioners on capability development program

for members of the Board of Directors and/or Board of

Commissioners.

4) In identifying, reviewing, and recommending

the candidates for members of the Board of

Commissioners, and/or Board of Directors, Nomination

and Remuneration Committee is authorized to select in

accordance with criteria and standards that has been

determined in the prevailing regulations and internal

policies.

5) Providing recommendation to the Board of Directors

on policies and criteria that are required in nomination

process.

6) Identifying, reviewing, and providing recommendation

on candidates of members of the Board of

Commissioners and/or Board of Directors to the Board

of Commissioners to be submitted to the general

Meeting of Shareholders to obtain approval from

Shareholders.

Providing recommendation on Independent Party who will

be a Committee member as regulated in Bank Indonesia

Regulations on good Corporate governance.

Authorities of Nomination and Remuneration

committee

Authorities of Nomination and Remuneration Committee are

as follows:

1. Obtaining required documents, data, and information on

the Company;

2. Performing coordination with Human Capital Management

or other work units if necessary;

3. Conducting other authorities that have been delegated by

the Board of Commissioners concerning nomination and

remuneration.

Brief Report of Duties Implementation of Remuneration

and Nomination committee

Throughout 2015, the Remuneration and Nomination

Committe had conducted several activties and gave

recommendations to the Board of Commissioners, among

others:

1. Action plan of Human Capital Recruitment & Admin

Support in 2016.










2. Pengimplementasian Program BPJS Kesehatan untuk

seluruh karyawan Bank Sinarmas.

3. Perubahan Anggota Komite Remunerasi dan Nominasi.

4. Perekrutan karyawan dilakukan sesuai dengan Man Power

Planing dalam RBB tahun 2015.

5. Kajian terhadap struktur organisasi unit kerja yang dirasa

belum memenuhi kriteria ideal.

6. Pencalonan calon Anggota Direksi Bank Sinarmas.

Aktivitas Komite Remunerasi dan Nominasi

Sepanjang 2015, Komite Remunerasi dan Nominasi telah

menyelenggarakan pertemuan sebanyak 5 kali yang dilakukan

setiap triwulan. Dalam pertemuan tersebut dilakukan

pembahasan mengenai hal-hal berikut:

a. Fungsi Remunerasi

1. Mengkaji dan mengevaluasi remunerasi BOC dan BOD

tahun 2015.

2. Penerapan Upah Minimum Provinsi.

3. Melakukan kajian terhadap Kenaikan Berkala tahun

2015 dan Pemberian Bonus Tahunan.

4. Melakukan kajian terhadap Perubahan Struktur

golongan Karyawan.

5. Melakukan kajian terhadap Perubahan Komponen

Upah Karyawan Outsourcing, yang sebelumnya terdiri

dari gaji Pokok, dibagi menjadi 2 komponen, yaitu gaji

Pokok dan Tunjangan Khusus golongan A.

b. Fungsi Nominasi

1. Mengkaji penunjukan kembali keanggotaan Dewan

Komisaris dan Direksi serta perubahan anggota

Komite.

2. Mengkaji rencana penunjukkan Direksi yang akan

datang.

3. Mengkaji penunjukan anggota Komisaris Independen

yang baru.

4. Mengkaji komposisi Dewan Komisaris dan Direksi.

5. Melakukan kajian terhadapstruktur organisasi unit

kerja yang dipandang masih belum ideal.

6. Mengkaji rencana pemenuhan SDM 2015 sesuai

dengan Man Power Planning (MPP) dalam RBB 2015.

2. Implementation of BJPJS Kesehatan program for all Bank

Sinarmas’ employees.

3. The changes of Remuneration and Nomination

membership.

4. Employee recruitment had been conducted in accordance

with Man Power Planning in 2015 RBB.

5. Review of organizational structure of working unit that

has not fulfilled ideal criteria.

6. Nomination of Members of Bank Sinarmas’ Board of

Directors.

Activities of Remuneration and Nomination committee

Throughout 2015, the Remuneration and Nomination

Committee has held meetings for 5 times every quarter. The

discussions in the meeting are as follows:

a. Remuneration Function

1. Reviewing and evaluating remuneration of Board of

Commissioners and Board of Directors in 2015

2. Implementing Provincial Minimum Wage

3. Reviewing Periodic Increase of salary in 2015 and

Annual Bonuses

4. Reviewing the Change of Employee group structure

5. Reviewing the change of outsourcing employee wage

components, which previously consists of basic salary,

now divided into two components, which are Basic

Salary and Special Allowance for group A.

b. Nomination Fuction

1. Reviewing re-appointment of members of the Board

of Commissioners and Board of Directors as well as

changes in the Committee.

2. Reviewing the plan of future appointment of Board of

Directors.

3. Reviewing the appointment of the new Independent

Commissioners.

4. Reviewing the composition of the Board of

Commissioners and Board of Directors.

5. Reviewing the organizational structure of working

units that is considered not ideal.

6. Reviewing the plan of fulfilling the number of HR in

2015 according to the Man Power Planning in 2015

RBB.



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Frekuensi dan Tingkat Kehadiran Rapat Komite

Remunerasi dan Nominasi

Komite Remunerasi dan Nominasi telah menyelenggarakan

rapat sebanyak 5 kali yang dipimpin oleh ketua yang seluruh

hasil rapatnya diputuskan berdasarkan musyawarah mufakat

dan dituangkan secara tertulis ke dalam risalah rapat

serta didokumentasikan dengan baik guna memberikan

rekomendasi kepada Dewan Komisaris.

Tabel kehadiran rapat Komite Remunerasi dan Nominasi


1 Rusmin Ketua / Head 5/5

2 Tjendrawati Widjaja Anggota / Member 5/5

3 Wahyu Zaenie Anggota / Member 5/5

Tabel agenda rapat Komite Remunerasi dan Nominasi

Tanggal / Date

Komite Remunerasi & Nominasi / Nomination and Remuneration Committee

RusminTjendrawati

widjajawahyu R Zaenie

15 Januari 2015 / January 15, 2015 √ √ √

16 April 2015 / April 16, 2015 √ √ √

2 Juli 2015 / July 2, 2015 √ √ √

10 Agustus 2015 / August 10, 2015 √ √ √

22 Oktober 2015 / October 22, 2015 √ √ √

Agenda Rapat Komite Remunerasi dan Nominasi

Tabel agenda rapat Komite Remunerasi dan Nominasi



RR No.001/2015/KRN

Struktur organisasi jumlah karyawan di cabang dan unit kerja KPNO periode bulan Juli 2014 - Desember 2014 / Organization structure of total employees in branch office and KPNO work unit for the period of July 2014 to December 2014

Tindaklanjut atas rekomendasi Komite Remunerasi dan Nominasi Triwulan III-2014 yang masih pending dan kendalanya / Follow-up of recommendation of Nomination and Remuneration Committee for Quarter III-2014 that still pending.

Mempresentasikan Laporan HCM terkait Personnel Service, Benefit & Admin, Industrial Relation, dan Recruitment / Presenting the HCM Report related to Personnel Benefit & Admin, Industrial Relation, and Recruitment

Update POJK No.34-POJK.04-2014 perihal Komite Remunerasi dan Nominasi untuk memperbaharui Piagam KRN / Update of POJK No.34-POJK.04-2014 on Nomination and Remuneration Committee to update the Nomination and Remuneration Committee Charter

Meeting Frequency and Attendance Rate of the

Remuneration and Nomination committee

The Remuneration and Nomination Committee has conducted

meetings for 5 times, which is led by its head, and all of its

meeting decisions are made based on consensus and stated

in writing in the minutes of meeting, which is properly

documented in order to provide recommendations to the


Table of meeting attendance of the Remuneration and

Nomination Committee

Table of meeting agenda of Nomination and Remuneration

Committee

Meeting Agenda of Nomination and Remuneration

committee

Table of meeting agenda of Nomination and Remuneration

Committee











April 2015 / April, 2015

RR No.002/2015/KRN

Aktivitas kerja Department Recruitment Triwulan I - 2015 / Recruitment Department Activities of Quarter I - 2015

Aktivitas kerja Department People Development Triwulan I - 2015 / People Development Department Activities of Quarter I - 2015

Aktivitas kerja Department HR-Operations Triwulan I - 2015 / HR-Operations Department Activities of Quarter I - 2015

Aktivitas kerja Department Organizational Development Triwulan I - 2015 / Organizational Development Department Activities of Quarter I - 2015

Pemberian jasa produksi Dewan Komisaris dan Dewan Direksi tahun 2014 / Production service provision for the Board of Commissioners and Board of Directors year 2014

Pemberian jasa produksi karyawan PT. Bank Sinarmas Tbk. tahun 2014 / Production service provision for employees of PT. Bank Sinarmas Tbk. year 2014

Juli 2015 / July, 2015

RR No.003/2015/KRN

Pencalonan saudara Rusmin sebagai Komisaris Independen PT. Bank Sinarmas Tbk. / Nomination of Mr. Rusmin as Independent Commissioner of PT. Bank Sinarmas Tbk.

Tindaklanjut meeting KRN triwulan I/2015 / Follow-up of Nomination and Remuneration Committee meeting of quarter I/2015

Pembahasan kenaikan upah/gaji karyawan PT. Bank Sinarmas Tbk. tahun 2015 / Discussion on salary increase of PT Banks Sinarmas Tbk. employees year 2015

Program kerja KRN mengenai peran Dewan Komisaris dalam melakukan penilaian kinerja anggota Direksi dan/atau anggota Dewan Komisaris / Nomination and Remuneration Committee work program concerning roles of the Board of Commissioners in evaluating the performance of members of the Board of Directors and/or Board of Commissioners

Evaluasi Komposisi karyawan PT. Bank Sinarmas Tbk. / Evaluation of employee composition of PT. Bank Sinarmas Tbk.

10 Agustus 2015 / August 10, 2015

RR No.004/2015/KRN

Pihak Independen / Independent Party


RR No.005/2015/KRN

Tindaklanjut meeting KRN triwulan II/2015 / Follow-up of Nomination and Remuneration Committee meeting of quarter II/2015

Upah Sundulan / Wage

Man Power Planning (MPP) Tahun 2016 / Man Power Planning (MPP) year 2016

Proyeksi Biaya Tenaga Kerja Tahun 2016/ Projection for Employee Costs year 2016

Talent Management / Talent Management

Rekomendasi Komite Remunerasi dan Nominasi Kepada

Dewan Komisaris

Sesuai dengan Piagam Komite Remunerasi Dan Nominasi

tertanggal 7 Mei 2015, salah satu tugas Komite Pemantau

Risiko adalah memberikan rekomendasi kepada Dewan

komisaris terkait dengan kontrol dan pengkajian terhadap

proses transparansi remunerasi dan nominasi terhadap

anggota Direksi dan anggota Dewan Komisaris.

Recommendation from Nomination and Remuneration

committee to the Board of commissioners

Pursuant to Nomination and Remuneration Committee

Charter dated May 7, 2015, one of duties of Nomination

and Remuneration Committee is to provide recommendation

to the Board of Commissioners concerning control and

review of transparency of nomination and remuneration

process to members of the Board of Directors and Board of

Commissioners.



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Tabel rekomendasi Komite Remunerasi dan Nominasi kepada

Dewan Komisaris



M.001/2015/PRESKOM-KRN

Memo rekomendasi hasil pertemuan Komite Remunerasi dan Nominasi Triwulan IV/2014 pada tanggal 15 Januari 2015 / Memo of recommendation from the meeting of Nomination and Remuneration Committee of Quarter IV/2014 on January 15, 2015

4 Mei 2015 / May 4, 2015 M.015/2015/PRESKOM-KRN

Memo rekomendasi hasil pertemuan Komite Remunerasi dan Nominasi Triwulan I/2015 pada tanggal 16 April 2015 / Memo of recommendation from the meeting of Nomination and Remuneration Committee of Quarter I/2014 on April 16, 2015

22 Juli 2015 / July 22, 2015


Memo rekomendasi hasil pertemuan Komite Remunerasi dan Nominasi Triwulan II/2015 pada tanggal 2 Juli 2015 / Memo of recommendation from the meeting of Nomination and Remuneration Committee of Quarter II/2014 on July 2, 2015

12 Agustus 2015 / August 12, 2015

M.023A/2015/PRESKOM-KRN

Memo rekomendasi hasil pertemuan Komite Remunerasi dan Nominasi tanggal 10 Agustus 2015 / Memo of recommendation from the meeting of Nomination and Remuneration Committee on August 10, 2015



Memo rekomendasi hasil pertemuan Komite Remunerasi dan Nominasi Triwulan III/2015 pada tanggal 22 Oktober 2015 / Memo of recommendation from the meeting of Nomination and Remuneration Committee of Quarter III/2015 on October 22, 2015

KOMITE TATA KELOLA TERINTEgRASI

Dasar Hukum

Pembentukan Komite Tata Kelola Terintegrasi di Bank

Sinarmas mengacu pada beberapa peraturan sebagai berikut:

1. Peraturan Otoritas Jasa Keuangan No. 18/POJK.03/2014

tentang Penerapan Tata Kelola Terintegrasi bagi

Konglomerasi Keuangan

2. Peraturan Otoritas Jasa Keuangan No. 17/POJK.03/2014

tentang Penerapan Manajemen Risiko Terintegrasi bagi


3. Berdasarkan Surat Otoritas Jasa Keuangan No. S-95/

PB.33/2015 tanggal 6 Oktober 2015 tentang Penetapan

PT. Bank Sinarmas Tbk. sebagai Entitas Utama grup

Sinarmas maka Dewan Komisaris Entitas Utama

membentuk Komite Tata Kelola Terintegrasi guna

mendukung efektivitas pelaksanaan tugas Dewan

Komisaris Entitas Utama terkait dengan pelaksanaan

Tingkat Kesehatan Terintegrasi.

Table of recommendation from Nomination and Remuneration

Committee to the Board of Commissioners

INTEgRATED gOOD cORPORATE gOVERNANcE cOMMITTEEEstablishment and Membership of Integrated

governance committee

Bank Sinarmas established governance Committee

based on OJK Regulation No.18/POJK.03/2014 on The

Implementation of Integrated governance for Financial

Conglomerates. It regulates the number and composition

of Independent Commissioner that becomes member of

Integrated governance Committee. Membership of Integrated

governance Committee in Bank Sinarmas is adjusted to the

needs of Financial Conglomerates as well as efficiency and

effectiveness of implementation of Integrated governance

Committee duties by taking into account at least the

representation of each financial service sector. Membership

of Integrated governance Committee can be in the form of

permanent and non-permanent membership, aligned to the

needs of Financial Conglomerates.










Timeline Penerapan Tata Kelola Terintegrasi

19 November

2014

25 Mei 2015

5 Oktober

2015

30 November

2015

2 Desember

2015

27 Januari

2016

15 Februari

2016

15 April 2016

No. Tanggal / Dated Keterangan / Description

1 19 November 2014POJK No. 18/POJK.03/2014 tentang Penerapan Tata Kelola Terintegrasi bagi Konglomerasi Keuangan

2 25 Mei 2015SE OJK No. 15/SEOJK.03/2015 mengenai Parameter Penilaian TKT

3 5 Oktober 2015Penetapan PT. Bank Sinarmas Tbk. sebagai Entitas Utama grup Sinarmas (Surat OJK No : S -95/PB.33/2015)

4 30 November 2015

Pembentukan Komite TKT serta Penetapan SKKT, SKAIT dan SKMRT - Komite TKT (SK No : 004/2015/DIRUT – EU)- SKKT (SK No :005/2015/DIRUT – EU)- SKAIT (SK No : 006/2015/DIRUT – EU)- SKMRT (SK No : 007/2015/DIRUT – EU)

5 2 Desember 2015Persetujuan Direksi dan Komisaris Entitas Utama atas dokumen Tata Kelola Terintegrasi

6 27 Januari 2016Informasi Anggota Konglomerasi Keuangan Sinar Mas Financial Services (SKL No : 001/I/2016/DIR-EU)

7 15 Februari 2016 Penyampaian Self Assessment TKT Semester II – 2015

8 15 April 2016 Penyampaian Laporan Tahunan Pelaksanaan TKT

Pembentukan dan Keanggotaan Komite Tata Kelola

Terintegrasi

Bank Sinarmas membentuk Komite Tata Kelola berdasarkan

Peraturan OJK Nomor 18/POJK.03/2014 tentang Penerapan

Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan.

Peraturan tersebut mengatur mengenai jumlah dan komposisi

Komisaris Independen yang menjadi anggota Komite

Tata Kelola Terintegrasi. Keanggotaan Komite Tata Kelola

Terintegrasi di Bank Sinarmas disesuaikan dengan kebutuhan

Konglomerasi Keuangan serta efisiensi dan efektivitas

pelaksanaan tugas Komite Tata Kelola Terintegrasi dengan

memperhatikan paling sedikit keterwakilan masing-masing

sektor jasa keuangan. Keanggotaan Komite Tata Kelola

Terintegrasi dapat berupa keanggotaan tetap dan tidak tetap

disesuaikan dengan kebutuhan Konglomerasi Keuangan.

Pursuant to the aforementioned provisions and regulations,

membership of Integrated governance Committee is at least:

Establishment and Membership of Integrated


Bank Sinarmas established governance Committee

pursuant to OJK Regulation No. 18/POJK.03/2014 on The

Implementation of Integrated governance For Financial

Conglomerates. The regulation governs the total and

composition of Independent Commissioner that becomes

member of Integrated governance Committee. Integrated

governance Committee Membership in Bank Sinarmas

is adjusted to the needs of Financial Conglomerates and

efficiency and effectiveness of the implementation of duties

of Integrated governance Committee by taking into account

at least the representation of each financial service sector.

Integrated governance Committee Membership can be

permanent or non-permanent, adjusted to the needs of

Financial Conglomerates.



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Berdasarkan pada ketentuan dan peraturan tersebut di atas,

keanggotaan Komite Tata Kelola Terintegrasi paling sedikit

terdiri dari:

a) Seorang Komisaris Independen yang menjadi Ketua pada

salah satu komite pada Bank Sinarmas, sebagai ketua

merangkap anggota.

b) Komisaris Independen yang mewakili dan ditunjuk dari

Perusahaan Anak dalam Konglomerasi Keuangan, sebagai

anggota.

c) Seorang pihak independen, sebagai anggota.

d) Anggota Dewan Pengawas Syariah dari Perusahaan Anak,

sebagai anggota.

Tabel anggota Komite Tata Kelola Terintegrasi

No. Nama / Name Sebagai / Position in the CompanyJabatan / Position in

Integrated governance Committee

1 Sammy Kristamuljana Komisaris Entitas Utama / Commissioner in Main Entity Ketua / Head

2 Ketut SanjayaPihak Independen Entitas Utama / Independent Party in Main Entity

Anggota / Member

3 Ahmadi SukarnoDewan Pengawas Syariah Entitas Utama / Sharia Supervisory Board in Main Entity

Anggota / Member

4 Sinarta ginardiKomisaris Independen Asuransi Sinar Mas / ndependent Commissioner of Asuransi Sinar Mas

Anggota / Member

5 Petrus Kiki AndriesKomisaris Independen Asuransi Sinar Mas / Independent Commissioner of Asuransi Sinar Mas

Anggota / Member

6 M.Taofiq RidloDewan Pengawas Syariah Asuransi Sinar Mas / Sharia Supervisory Board of Asuransi Sinar Mas

Anggota / Member

7 Sidharta AkmamKomisaris Independen Asuransi Jiwa Sinarmas MSIg / Independent Commissioner of Asuransi Jiwa Sinarmas MSIg

Anggota / Member

8 Aditiawan ChandraKomisaris Independen Asuransi Simas Jiwa / Independent Commissioner of Asuransi Simas Jiwa

Anggota / Member

9 Chandra SetiawanKomisaris Independen Asuransi Simas Net / Independent Commissioner of Asuransi Simas Net

Anggota / Member

10 Mulabasa HutabaratKomisaris AB Simas Finance / Commissioner of AB Simas Finance

Anggota / Member

Independensi Komite Tata Kelola Terintegrasi

Tabel independensi anggota Komite Tata Kelola Terintegrasi

Nama / NameKriteria Independensi / Criteria of Independency

Status1 2 3 4 5 6 7

Sammy Kristamuljana √ √ √ √ √ √ √ Independen

Ketut Sanjaya √ √ √ √ √ √ √ Independen

Ahmadi Sukarno √ √ √ √ √ √ √ Independen

Sinarta ginardi √ √ √ √ √ √ √ Independen

Pursuant to provision and regulation above, membership of

Integrated governance Committee is at least consists of:

a) An Independent Commissioner who is a Chairman of

one of committees in Bank Sinarmas, as chairman and

member.

b) An Independent Commissioner who represents and is

appointed from Subsidiary in Financial Conglomerates, as

a member.

c) An independent party, as a member.

d) Member of Sharia Supervisory Board from Subsidiary, as a

member.

Table of member of Integrated governance Committee

Independency of Integrated governance committee

Table of independency of member of Integrated governance

Committee










Nama / NameKriteria Independensi / Criteria of Independency

Status1 2 3 4 5 6 7

Petrus Kiki Andries √ √ √ √ √ √ √ Independen

M.Taofiq Ridlo √ √ √ √ √ √ √ Independen

Sidharta Akmam √ √ √ √ √ √ √ Independen

Aditiawan Chandra √ √ √ √ √ √ √ Independen

Chandra Setiawan √ √ √ √ √ √ √ Independen

Mulabasa Hutabarat √ √ √ √ √ √ √ Independen

Keterangan:

1. Bukan Anggota Manajemen

2. Bebas dari hubungan usaha dan hubungan lainnya yang

dapat mempengaruhi keputusan

3. Bukan pemegang saham mayoritas atau pegawai yang

berhubungan langsung dengan pemegang saham

mayoritas.

4. Bukan pegawai atau pernah bekerja sebagai eksekutif

pada perusahaan atau anggota perusahaan afiliasi

setidaknya 3 (tiga) tahun sebelum menjadi anggota

Komite.

5. Bukan penasihat atau konsultan utama profesional yang

material bagi perusahaan atau perusahaan afiliasi atau

pegawai yang beruhubungan langsung dengan penyedia

jasa, setidaknya 3 (tiga) tahun sebelum menjadi anggota

Komite.

6. Bukan pemasok atau pelanggan utama dari perusahaan

atau perusahaan afiliasi atau pegawai dari/atau yang

berhubungan langsung atau tidak langsung dengan

pemasok atau pelanggan utama.

7. Tidak memiliki hubungan perjanjian dengan perusahaan

atau perusahaan afiliasi alinnya sebagai Direksi.

Pedoman Komite Tata Kelola Terintegrasi

Dalam melaksanakan fungsi dan perannya, KomiteTata

Kelola Terintegrasi Bank Sinarmas telah dilengkapi dengan

pedoman tata kelola terintegrasi yang terdiri dari kerangka

tata kelola bagi entitas utama dan kerangka tata kelola bagi

konglomerasi keuangan.

1. Kerangka Pedoman Tata Kelola Perusahaan bagi Entitas

Utama

No Kerangka TKT Entitas Utama / Integrated Corporate governance Framework of the Main Entity

1 Persayaratan Direksi dan Dewan Komisaris / Requirements for the Board of Directors and Board of Commissioners

2Tugas dan Tanggung Jawab Direksi dan Komisaris / Duties and Responsibilities of the Board of Directors and Board of Commissioners

Description:

1. Not a Member of Management.

2. Free from business relations and other relations that can

affect decisions.

3. Not a majority shareholders or employee that directly

contacts with majority shareholders.

4. Not an employee or have worked as an executive in the

Company or member of affiliated companies at least 3

(three) years prior to become Committee member.

5. Not an adviser or professional main consultant that is

material for the Company or affiliated companies or

employee that directly contacts with service provider, at

least 3 (three) years prior to become Committee member.

6. Not a supplier or main customer of the Company or

affiliated companies or employee of/or directly or indirectly

contacts the supplier or main customer.

7. Does not have agreement relations with the Company or

other affiliated companies as Board of Directors.

Integrated governance committee charter

In implementing its functions and roles, Integrated

governance Committee of Bank Sinarmas is equipped with

integrated governance guideline which consists of governance

framework for the main entity and governance framework for

financial conglomerates.

1. Corporate governance guideline Framework for Main

Entity



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No Kerangka TKT Entitas Utama / Integrated Corporate governance Framework of the Main Entity

3Tugas dan Tanggung Jawab Komite Tata Kelola Terintegrasi / Duties and Responsibilities of Integrated governance Committee

4Tugas dan Tanggung Jawab Satuan Kerja Kepatuhan Terintegrasi (SKKT) / Duties and Responsibilities of Integrated Compliance Unit (SKKT)

5Tugas dan Tanggung Jawab Satuan Kerja Audit Intern Terintegrasi (SKAIT) / Duties and Responsibilities of Integrated Internal Audit Unit (SKAIT)

6 Penerapan Manajemen Risiko Terintegrasi / Implementation of Integrated Risk Management

2. Kerangka Pedoman Tata Kelola Perusahaan bagi anggota


NoKerangka TKT Lembaga Jasa Keuangan (Anggota Konglomerasi Keuangan) / Integrated Corporate

governance Framework of Financial Service Institutions (Member of Financial Conglomerates)

1 Persayaratan Direksi dan Dewan Komisaris / Requirements for the Board of Directors and Board of Commissioners

2 Persayaratan Anggota Dewan Pengawas Syariah / Requirements for Member of Sharia Supervisory Board

3 Struktur Direksi dan Dewan Komisaris / Structure of the Board of the Board of Directors and Board of Commissioners

4 Struktur Dewan Pengawas Syariah (DPS) / Structure of Sharia Supervisory Board (DPS)

5 Independensi Dewan Komisaris / Independency of the Board of Commissioners

6 Pelaksanaan Fungsi Pengurusan oleh Direksi / Implementation of Management Function by the Board of Directors

7Pelaksanaan Fungsi Pengawasan oleh Dewan Komisaris / Implementation of Supervisory Function by the Board of Commissioners

8Pelaksanaan Fungsi Pengawasan oleh Dewan Pengawas Syariah / Implementation of Supervisory Function of Sharia Supervisory Board

9Pelaksanaan Fungsi Kepatuhan, Fungsi Audit Intern dan Pelaksanaan Audit Ekstern / Implementation of Compliance Function, Internal Audit Function and Implementation of External Audit

10 Penerapan Fungsi Manajemen Risiko / Implementation of Risk Management Function

11 Kebijakan Remunerasi / Remuneration Policy

12 Pengelolaan Benturan Kepentingan / Conflict of Interest Management

Tugas, wewenang, dan Tanggung Jawab Komite Tata

Kelola Terintegrasi

Tugas, wewenang, dan tanggung jawab Komite Tata Kelola

Terintegrasi sebagai berikut:

1. Mengevaluasi pelaksanaan tata kelola terintegrasi melalui

penilaian:

a) Kecukupan Pengendalian Internal Terintegrasi

1) Melakukan evaluasi bahwa Bank Sinarmas

dan Perusahaan Anak telah memiliki sistem

pengendalian internal (internal control system)

terintegrasi yang baku sesuai dengan praktek

terbaik (best practice) yang berlaku melalui kajian

atas Pedoman Tata Kelola Terintegrasi yang

diberlakukan di Bank Sinarmas .

2. Corporate governance guideline Framework for members

of Financial Conglomerates

Duties, Authorities, and Responsibilities of Integrated


Duties, authorities, and responsibilities of Integrated

governance Committee are as follows:

1. Evaluating the implementation of integrated governance

through assessment.

a) Adequacy of Integrated Internal Control

1) Evaluating that Bank Sinarmas and Subsidiaries

possesses standard integrated internal control

system in line with the best practice that prevails

through review of Integrated governance guideline

within Bank Sinarmas.










2) Melakukan pemantauan dan evaluasi mengenai

efektivitas penerapan pengendalian internal

terintegrasi melalui kajian atas Laporan Berkala

dan Laporan Hasil Pemeriksaan yang dikeluarkan

Satuan Kerja Audit Intern Terintegrasi.

3) Melakukan pertemuan berkala dengan Satuan

Kerja Audit Intern Terintegrasi untuk membahas

hal-hal terkait dengan sistem pengendalian internal

terintegrasi dan pelaksanaannya.

4) Melakukan pemantauan dan mengevaluasi

pelaksanaan tindak lanjut oleh Direksi Bank

Sinarmas dan Perusahaan Anak atas hasil temuan

Satuan Kerja Audit Intern Terintegrasi, Kantor

Akuntan Publik, dan hasil pengawasan Otoritas

Jasa Keuangan mengenai kelemahan pada sistem

dan pelaksanaan pengendalian internal terintegrasi

5) Melaporkan secara berkala atas hasil pemantauan

dan memberi masukan atas hal-hal terkait

pengendalian internal terintegrasi yang perlu

menjadi perhatian Dewan Komisaris Bank Sinarmas

dan Perusahaan Anak.

b) Pelaksanaan Fungsi Kepatuhan Secara Terintegrasi

1) Melakukan pemantauan dan evaluasi atas

kepatuhan Bank Sinarmas dan Perusahaan Anak

terhadap peraturan perundang - undangan yang

berlaku di bidang Pasar Modal serta peraturan

Otoritas Jasa Keuangan, Bank Indonesia dan

peraturan lainnya yang terkait dengan usaha

perbankan, asuransi, sekuritas dan pembiayaan

melalui koordinasi dengan Satuan Kerja Kepatuhan

Terintegrasi.

2) Mempelajari laporan berkala dan laporan hasil

pemeriksaan yang terkait dengan kepatuhan

terhadap peraturan intern dan ekstern yang

dikeluarkan oleh Satuan Kerja Kepatuhan

Terintegrasi dan auditor ektern.

3) Melakukan pertemuan berkala dengan Satuan

Kerja Kepatuhan Terintegrasi untuk membahas hal-

hal yang terkait dengan kepatuhan Bank Sinarmas

dan Perusahaan Anak terhadap peraturan intern

dan ekstern.

4) Melakukan pemantauan dan mengevaluasi

pelaksanaan tindak lanjut oleh Direksi Bank

Sinarmas dan Perusahaan Anak atas hasil temuan

Satuan Kerja Kepatuhan Terintegrasi, Kantor

Akuntan Publik, dan hasil pengawasan Otoritas

Jasa Keuangan mengenai kelemahan pada sistem

dan pelaksanaan fungsi kepatuhan terintegrasi.

2) Monitoring and evaluating the effectiveness of

integrated internal control implementation through

review of Periodic Report and Report of Evaluation

Result that are issued by Integrated Internal Audit

Work Unit.

3) Conducting periodic meeting with Integrated

Internal Audit Work Unit to discuss matters

related to integrated control system and the

implementation.

4) Monitoring and evaluating the follow-up by

the Board of Directors of Bank Sinarmas and

Subsidiaries on Integrated Internal Audit Work Unit

findings, Public Accounting Firm, and supervisory

result from Financial Services Authority concerning

weakness in system and implementation of

integrated internal control.

5) Reporting periodically the monitoring results and

providing inputs on matters related to integrated

internal control that requires attention from the

Board of Commissioners of Bank Sinarmas and

Subsidiaries.

b) Implementation of Integrated Compliance Function

1) Monitoring and evaluating the compliance of

Bank Sinarmas and Subsidiaries with laws and

regulations that prevail in Capital Market, as well

as Financial Services Authority, Bank Indonesia

regulations and other regulations related to

banking, insurance, securities, and financing

business through coordination with Integrated

Compliance Work Unit.

2) Studying the periodic report and report of

evaluation result that relates to compliance

with internal and external regulations issued by

Integrated Compliance Work Unit and external

auditor.

3) Conducting periodic meeting with Integrated

Compliance Work Unit to discuss matters related

to compliance of Banks Sinarmas and Subsidiaries

with internal and external regulations.

4) Monitoring and evaluating the follow-up by

the Board of Directors of Bank Sinarmas and

Subsidiaries on the findings of Integrated

Compliance Work Unit, Public Accounting

Firm, and result of supervision by Financial

Services Authority on weakness of system and

implementation of integrated compliance function.



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5) Melaporkan secara berkala atas hasil pemantauan

dan memberi masukan atas hal-hal terkait dengan

kepatuhan Bank Sinarmas dan Perusahaan Anak

terhadap peraturan intern dan ekstern yang perlu

menjadi perhatian Dewan Komisaris Bank Sinarmas

dan Perusahaan Anak.

2. Memberikan rekomendasi kepada Dewan Komisaris untuk

menyempurnakan pedoman tata kelola terintegrasi.

Pelaksanaan Tugas Komite Tata Kelola Terintegrasi

Komite bertanggung jawab kepada Dewan Komisaris dan

wajib menyampaikan laporan kepada Dewan Komisaris

atas setiap pelaksanaan tugas, disertai dengan rekomendasi

jika diperlukan baik triwulanan maupun tahunan serta

ditandatangani oleh Ketua Komite dan anggota Komite.

Selama tahun 2015, Komite Tata Kelola Terintegrasi telah

membahas dan menetapkan hal-hal terkait:

No Tanggal / Dated Judul Rapat / Meeting TitlePeserta Rapat / Meeting

Participant


Rapat semester II Komite Tata Kelola Terintegrasi / Semester II Meeting of Integrated governance Committee

1. Sammy Kirstamuljana2. Ketut Sanjaya3. Ahmadi Sukarno4. Petrus Kiki Andries5. M. Taoufiq Ridlo6. Sidharta Akmam7. Adityawan Chandra8. Ahmad Nuryadi Asmawi9. Chandra Setiawan10. Mulabasa Hutabarat

Laporan Self Assessment Pelaksanaan Tata Kelola

Terintegrasi

Hasil Self Assessment Pelaksanaan Tata Kelola Terintegrasi

Peringkat / Rating

Definisi Peingkat / Rating Definition

2

Konglomarasi keuangan dinilai telah melakukan penerapan tata kelola terintegrasi yang secara umum baik. Hal ini tercermin dari pemenuhan yang memadai atas penerapan prinsip tata kelola teritegrasi. Apabila terdapat kelemahan dalam penerapan tata kelola terintegrasi, secar umum kelemahan tersebut kurang signifikan dan dapat diselesaikan dengan tindakan normal baik oleh Entitas Utama maupun Lembaga Jasa Keuangan (LJK) anggota konglomerasi keuangan / Financial conglomerates has carried out the integrated corporate governance in a well manner in general. This is reflected in the compliance with the implementation of integrated corporate governance. If there is any weakness in the implementation, the weakness is considered not significant and can be finished by normal action, both by the Main Entity and Financial Service Institution (LIK), member of financial conglomerates.

5) Reporting periodically the result of monitoring and

providing inputs on matters related to compliance

of Bank Sinarmas and Subsidiaries with internal

and external regulations that require attention from

the Board of Commissioners of Bank Sinarmas and

Subsidiaries.

2. Providing recommendation to the Board of Commissioners

to improve the integrated governance guideline.

Implementation of Integrated governance committee

Duties

This committee is responsible to the Board of Commissioners

and shall submit report to the Board of Commissioners for

every duties implementation, equipped with recommendation

if required, both quarterly and annually, and is signed by

Chairman and member of the Committee. During 2015,

Integrated governance Committee has discussed and

determined the following matters:x

Report of Implemented Integrated governance

committee Duties

Result of Self-Assessment of the Implementation of Integrated

governance










KOMITE-KOMITE DI BAwAH DIREKSI

Komite-Komite Di Bawah Dewan Direksi

Committees under the Directors

ASSET & LIABILITyMANAgEMENT

cOMMITTEE (ALcO)

KOMITE KREDIT / CREDIT COMMITTEE

KOMITE INFORMATIONTEcHNOLOgy / INFORMATION TECHNOLOgy COMMITTEE

KOMITE MANAJEMENRISIKO / RISK

MANAgEMENT COMMITTEE

KOMITE HUMAN cAPITAL

MANAgEMENT (HcM) / HUMAN

CAPITAL MANAgEMENT

(HCM) COMMITTEE

ASSET & LIABILITy MANAgEMENT cOMMITTEE Asset & Liability Management Committee (ALCO) merupakan

komite di bawah Direksi dengan misi mencapai tingkat

profitabilitas Perseroan yang optimal serta risiko likuiditas,

risiko suku bunga, dan risiko valuta asing yang terkendali,

melalui penetapan kebijakan dan strategi aset dan pasiva

Perseroan (assets and liabilities management).

Fungsi Pokok ALCO antara lain:

• Menetapkansukubungadeposito,tabungan,dangiro.

• Menetapkansukubungapinjaman.

• Menetapkanstrategispendanaandaninvestasi.

• Menetapkanstrategihedging apabila dipandang perlu

melakukan hedging.

• Menetapkanlimityangberkaitandenganrisikolikuiditas,

risiko suku bunga, dan risiko valuta asing sesuai kebijakan

pengambilan risiko secara keseluruhan.

Wewenang Komite berada pada Rapat Komite yang sah dan

memiliki kekuatan penuh atas tanggung jawab Direksi. Komite

mempunyai wewenang untuk mengambil keputusan strategis

di bidang pengelolaan aset dan pasiva Perseroan (assets and

liabilities management) sejauh tidak melampaui wewenang

Direksi, seperti:

• Menetapkansukubungadeposito,tabungan,dangiro.

• Menetapkansukubungapinjaman.

• Menetapkanstrategipendanaandaninvestasi.

• Menetapkanstrategihedging apabila dipandang perlu

melakukan hedging.

cOMMITTEES UNDER BOARD OF DIREcTORS

ASSET & LIABILITy MANAgEMENT cOMMITTEE Asset & Liability Management Committee (ALCO) is a

committee under Board of Directors with mission of achieving

the Company’s optimum profitability level along with liquidity

risk, interest rate risk, and controlled foreign exchange risk,

through the determination of policies and strategies upon

assets and liabilities management.

ALCO main functions are as follows:

• Determiningdepositsinterestrate,saving,andgiro.

• Determiningloaninterestrate.

• Determininginvestmentandfundingstrategy.

• Determininghedgingstrategyifneeded.

• Determiningtherelatedlimittowardsliquidityrisk,interest

rate risk, and foreign exchange risk according to the

overall risk taken policies.

Committee authorities belong to the legal Committee Meeting

and hold an absolute authority on the responsibilities of Board

of Directors. The Committee owns authorities to take strategic

decisions in the Company’s asset and liabilities management

as long as it does not exceed the authorities of Board of

Directors, such as:

• Determiningdepositsinterestrate,saving,andgiro.

• Determiningloaninterestrate.

• Determininginvestmentandfundingstrategy.

• Determininghedgingstrategyifneeded.



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• Determiningtherelatedlimittowardsliquidityrisk,interest

rate risk, and foreign exchange risk according to the

overall risk taken policies.

During 2015, ALCO held 12 meetings chaired by the Head

of Committee in which the decision made by consensus

agreement and written in meeting minutes, and well-

documented to provide recommendations to Board of

Directors.

Table of ALCO meeting agenda

cORPORATE cREDIT cOMMITTEE Based on Decree No. 023/2014/DIR6-CA dated November

26, 2014 regarding the Structure and Authorities of Bank

Sinarmas Credit Committee, the provision and determination

are as follows:

• Newcredit,bothnewandexisting,cashandnon-cash

• MoneyMarketLine

• ForexLine

• BacktoBack

During 2015, Credit Committee did not hold meeting in

person, but decision-making is conducted circularly.

INFORMATION TEcHNOLOgy cOMMITTEE Information Technology (IT) Committee is established to

ensure the information technology system implementation is

in line with the Bank’s strategies. IT Committee is designated

to improve the excellency of Company’s competitiveness

through accurate information technology utilization.

• Menetapkanlimityangberkaitandenganrisikolikuiditas,

risiko suku bunga, dan risiko valuta asing sesuai kebijakan

pengambilan risiko secarakeseluruhan

Selama 2015, ALCO telah menyelenggarakan 12 kali rapat

yang dipimpin oleh ketua yang seluruh hasil rapatnya

diputuskan berdasarkan musyawarah mufakat dan dituangkan

secara tertulis ke dalam risalah rapat serta didokumentasikan

dengan baik guna memberikan rekomendasi kepada Direksi.

Tabel agenda rapat ALCO

Tanggal / Date Agenda Rapat / Meeting Agenda

20 Januari

Pembahasan Aset, Liabilitas, Likuditas, Income Structure, Cost Structure, Pricing Strategy, Market & Interest Rate Outlook / Discussion on Assets, Liabilities, Income Structure, Cost

Structure, Cost Structure, Pricing Strategy, Market & Interest Rate Outlook.

23 Februari

23 Maret

23 April

20 Mei

23 Juni

23 Juli

26 Agustus

23 September

21 Oktober

17 November

21 Desember

KOMITE KREDIT KORPORASIBerdasarkan Surat Keputusan No. SK 023/2014/DIR6-

CA tertanggal 26 November 2014 tentang Susunan dan

Wewenang Memutus Untuk Komite Kredit Corporate, diatur

ketentuan pemberian dan pemutusan fasilitas, seperti :

• Kreditbaikbarumaupunexisting, tunai dan non-tunai

• MoneyMarketLine

• ForexLine

• BacktoBack

Selama 2015, Komite kredit tidak menyelengarakan rapat

secara fisik, namun seluruh pengambilan keputusan dilakukan

secara sirkuler.

KOMITE INFORMATION TEcHNOLOgyKomite Information Technology (IT) dibentuk guna

memastikan penerapan sistem teknologi informasi sinergi

dengan strategi Perseroan. Komite IT bertujuan untuk

meningkatkan keunggulan bersaing Perseroan melalui

pemanfaatan teknologi informasi yang tepat guna.










Berdasarkan SK.017/2015/DIR8-IT tanggal 14 Agustus 2015,

Komite IT memiliki wewenang dan tanggung jawab untuk

memberikan rekomendasi kepada Direksi antara lain:

• RencanastrategisITyangsesuaidenganrencanastrategis

kegiatan usaha Bank. Dalam memberikan rekomendasi,

Komite hendaknya memperhatikan factor efisiensi,

efektifitas serta hal-hal sebagai berikut:

a) Rencana pelaksanaan (road map) untuk mencapai

kebutuhan IT yang mendukung Strategis Bisnis Bank.

Road map terdiri dari kondisi saat ini (current state),

kondisi yang ingin dicapai (future state) serta langkah-

langkah yang akan dilakukan untuk mencapai future

state.

b) Sumber Daya yang dibutuhkan.

c) Keuntungan/manfaat yang akan diperoleh saat

rencana diterapkan

• PerumusanKebijakandanProsedurITyangutamaseperti

kebijakan pengamanan IT dan manajemen risiko terkait

penggunaan IT di Bank.

• Kesesuaianproyek-proyekITyangdisetujuidengan

Rencana Strategis IT. Komite juga menetapkan status

prioritas proyek IT yang bersifat kritikal (berdampak

signifikan terhadap kegiatan operasional Bank) misalnya

pergantian Core Banking application, server production,

dan topologi jaringan.

• Kesesuaianpelaksanaanproyek-proyekITdenganrencana

proyek (project charter) yang disepakati dalam service level

agreement. Komite hendaknya melengkapi rekomendasi

dengan hasil analisis dari proyek-proyek IT yang utama

sehingga memungkinkan direksi mengambil keputusan

secara efisien.

• KesesuaianITdengankebutuhansisteminformasi

manajemen yang mendukung pengelolaan kegiatan usaha

Bank.

• Efektivitaslangkah-langkahminimalisasirisikoatas

investasi Bank pada sektor IT dan bahwa investasi tersebut

memberikan kontribusi terhadap tercapainya tujuan bisnis

Bank.

• PemantauanataskinerjaITdanupayapeningkatannya,

misalnya dengan mendeteksi keuangan IT dan mengukur

efektivias dan efisiensi penerapan kebijakan pengamanan

IT.

• UpayapenyelesaianberbagaimasalahterkaitIT,yangtidak

dapat diselesaikan oleh satuan kerja pengguna dan satuan

kerja penyelenggara. Komite memfasilitasi hubungan

antara kedua satuan kerja tersebut.

Pursuant to Decree SK.017/2015/DIRB-IT dated August 14,

2015, IT Committee has authorities and responsibilities to

provide recommendation to the Board of Directors, namely:

• ITstrategicplanthatisinaccordancewithBank’sbusiness

activities strategic plan. In providing recommendation,

the Committee shall takes into account efficiency and

effectiveness factors, as well as the following matters:

a) Road map to fulfill the needs for IT that supports

the Bank Business Strategy. The Road Map consists

of current state, future state, and steps required to

achieve future state.

b) Required Resources

c) Benefits/advantages obtained when the plan is being

implemented

• FormulationofprimaryITProceduresandPoliciessuchas

policies of IT security and risk management related to IT

usage in Bank.

• ConformityofITprojectsthathavebeenapprovedwithIT

Strategic Plan. This committee also determines the status

of IT project priority that is critical in nature (significantly

impact the Bank’s operational activities) such as changes in

Core Banking application, server production, and network

topology.

• ConformityofITprojectsimplementationwithagreed

project charter in service level agreement. The committee

shall complete the recommendation with result of analysis

from primary IT projects, thus enabling the Board of

Directors to make decision efficiently.

• ConformityofITwiththeneedsofmanagement

information system that supports the Bank business

activities management.

• EffectivenessofstepstominimizerisksonBank’s

investment in IT sector and that the investment provides

contribution to the achievement of Bank’s business

objective.

• MonitoringofITperformanceandimprovement,for

instance by detecting IT financial and measuring the

effectiveness and efficiency of implementation of IT

security policies.

• EfforttosettlevariousmattersrelatedtoITthatcannotbe

settled by user working unit and organizer working unit.

The committee facilitates the relations between the two

working units.



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• Kecukupandanalokasisumberdayayangdimiliki

Bank. Apabila sumber daya yang dimiliki tidak memadai

dan Bank menggunakan jasa pihak lain dalam

penyelenggaraan IT maka Komite IT harus memastikan

Bank telah memiliki kebijakan dan prosedur terkait

Selama 2015, Komite IT telah menyelenggarakan rapat

sebanyak 2 (dua) kali rapat yang dipimpin oleh ketua yang

seluruh hasil rapatnya diputuskan berdasarkan musyawarah

mufakat dan dituangkan secara tertulis ke dalam risalah

rapat serta didokumentasikan dengan baik guna memberikan

rekomendasi kepada Direksi.

Tabel agenda rapat Komite IT


30 Juli 2015 / July 30, 20151. Tata Kelola IT Steering Commitee / IT Steering Committee governance2. Testing DRP 2015 (Switchover DC - DRC) / DRP 2015 testing (Switchover DC - DRC)


1. T24 Upgrade2. Big Data Splunk3. SmartVista

KOMITE MANAJEMEN RISIKOKomite Manajemen Risko merupakan komite yang berada

di tingkat eksekutif, yang bertanggung jawab melakukan

evaluasi terhadap laporan profil risiko, mengevaluasi

metodologi risiko serta menentukan strategi untuk memitigasi

dan mengendalikan risiko-risiko tertentu.

Berdasarkan Surat Keputusan No. SK.015/2013/PRESDIR-

CorpSec tanggal 17 April 2013 tentang Perubahan Susunan,

Wewenang dan Tanggung Jawab Komite Manajemen Risiko,

wewenang dan tanggung jawabnya adalah melakukan

evaluasi dan memberikan rekomendasi kepada Direktur Utama

terkait Manajemen Risiko yang paling kurang meliputi:

• Penyusunankebijakanmanajemenrisikoserta

perubahannya, termasuk tingkat risiko yang diambil,

toleransi risiko, strategi manajemen risiko dan contingency

plan apabila terjadi kondisi eksternal tidak normal terjadi.

Penyusunan dimaksud dilakukan bersama-sama dengan

pimpinan satuan kerja operasional dan pimpinan Satuan

Kerja Manajemen Risiko (SKMR).

• Perbaikanataupenyempurnaanpenerapanmanajemen

risiko yang dilakukan secara berkala maupun bersifat

insidentil sebagai akibat dari suatu perubahan kondisi

eksternal dan internal Bank yang mempengaruhi

kecukupan permodalan dan profil risiko Bank dan hasil

evaluasi terhadap efektifitas penerapan tersebut.

• Adequacyandallocationofexistingresources.Ifthe

existed resources are not adequate and the Bank uses

service from other parties in IT procurement, the IT

committee shall ensure that the Bank has possessed the

related policies and procedures.

In 2015, IT Committee held 2 (two) meetings, chaired by

the Head of Committee in which the decision made by

consensus agreement and written in Meeting Minutes, and

well-documented to provide recommendations to Board of

Directors.

Table of IT Committee meeting agenda

RISK MANAgEMENT cOMMITTEE Risk Management Committee is a committee in position on

executive level and is responsible in conducting evaluation on

risk profiles report, evaluates risk methodology and determines

strategy to mitigate and control certain risks.

Based on Decree No. 015/2013/PRESDIR-CorpSec dated April

17, 2013, the duties and responsibilities of Risk Management

Committee are providing recommendations to President

Director related to Risk Management including, at the very

least:

• FormationofRiskManagementpolicyanditschanges,

including the Risk Management strategy, the level of risk

taken and risk tolerance, Risk Management frameworks

as well as contingency plans to anticipate abnormal

conditions. This formation is aimed to be conducted

altogether with operational work unit leaders and Risk

Management Work Unit (SKMR) head.

• CompletionoftheRiskManagementprocessperiodically

and incidental as a result of a change in the Bank’s

external and internal conditions affecting the Bank’s capital

adequacy, risk profile, and evaluation result upon the

affectivity of the application.










• Penetapan(justification) atas hal-hal yang terkait

dengan keputusan-keputusan bisnis yang menyimpang

dari prosedur normal (irregularities), seperti keputusan

pelampauan ekspansi usaha yang signifikan dibandingkan

dengan rencana bisnis Bank yang telah ditetapkan

sebelumnya atau pengambilan posisi/eksposur risiko yang

melampaui limit yang telah ditetapkan.

Selama 2015, Komite Manajemen Risiko telah

menyelenggarakan rapat sebanyak 4 (empat) kali rapat yang

dipimpin oleh ketua yang seluruh hasil rapatnya diputuskan

berdasarkan musyawarah mufakat dan dituangkan secara

tertulis ke dalam risalah rapat serta didokumentasikan dengan

baik guna memberikan rekomendasi kepada Direksi.

Tabel agenda rapat Komite Manajemen Risiko



Hasil Self Assessment Tingkat Kesehatan Bank Semester II/2014 serta Profil Risiko Bank & UUS Triwulan IV/2014 / Result of Self Assessment of Bank’s Soundness Level for Semester II/2014 and Profile of Risk of Bank Risk & UUS for Quarter IV/2014

11 April 2015 / April 11, 2015Hasil Self Assessment Profil Risiko Bank dan Profil Risiko UUS Triwulan I/2015 / Result of Self Assessment of Bank Risk Profile and UUS Risk Profile for Quarter I/2015

15 Juli 2015 / July 15, 2015Hasil Self Assessment Tingkat Kesehatan Bank Semester I/2015 serta Profil Risiko Bank & UUS Triwulan II/2015 / Result of Self Assessment of Bank’s Soundness Level for Semester I/2015 and Profile of Risk of Bank & UUS for Quarter II/2015


Hasil Self Assessment Profil Risiko Bank & UUS Triwulan III/2015 serta Simulasi Hasil Self Assessment Tingkat Kesehatan Bank Triwulan III/2015 / Result of Self Assessment of Profile of Risk of Bank & UUS for Quarter III/2015 and Simulation of Result of Self Assessment if Bank’s Soundness Level for Quarter III/2015

KOMITE HUMAN cAPITAL MANAgEMENT Dasar pembentukan Komite Human Capital Management

(HCM) adalah berdasarkan Surat Keputusan Direksi No.

SK.961/2013/DIR6-HCM tanggal 13 Juni 2013 tentang

Susunan dan Wewenang Human Capital Committee, yang

diketuai oleh Direktur Utama. Tugas dan tanggung jawab

Komite HCM adalah memutuskan promosi, mutasi, demosi,

untuk karyawan dengan jabatan minimal setara Departement

Head.

Selama 2015, Komite HCM tidak menyelenggarakan rapat

secara fisik namun seluruh pengambilan keputusan dilakukan

secara sirkuler.

• Determinationofpoliciesand/orbusinessdecisions

deviating from normal procedures (irregularities), such

as decision that exceeds significant business expansion

compared to business plan determined previously or

position/exposuremaking that exceeds the determined

limitation.

During 2015, Risk Management Committee held 4 (four)

meetings,, chaired by the Head of Committee in which

the decision made by consensus agreement and written

in Meeting Minutes, and well-documented to provide

recommendations to Board of Directors.

Table of Risk Management Committee meeting agenda

HUMAN cAPITAL MANAgEMENT cOMMITTEE The foundation of Human Capital Management (HCM)

Committee establishment is based on Decreeof Board of

Directors No.SK.961/2013/DIR6-HCM dated June 13, 2013

regarding the Composition and Authorities of Human

Capital Committee, chaired by President Director. The duties

and responsibilities of HCM Committee are to determine

promotion, mutation, demotion, for employees in position at

least equal to Department Head.

During 2015, HCM Committee did not hold meetings in

person, but decision-making was conducted circularly.



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SATUAN KERJA AUDIT INTERNAL (SKAI)Satuan Kerja Audit Internal (SKAI) merupakan fungsi

independen yang bertanggung jawab langsung kepada

Direktur Utama dan Dewan Komisaris melalui Komite Audit.

SKAI juga berfungsi memberikan assurance dan berperan

sebagai strategic business partner bagi semua tingkatan

manajemen guna mendorong pencapaian tujuan dan sasaran

Bank dengan melakukan evaluasi berdasarkan risk based audit

secara independen dan objektif, serta jasa konsultasi bagi

pihak intern Bank.

Struktur Organisasi dan SDM SKAI

SKAI dipimpin oleh Darwanti Juliastuti Haryo. Kepala SKAI

diangkat dan diberhentikan oleh Direktur Utama dengan

persetujuan Dewan Komisaris/Komite Audit dan dilaporkan

kepada Regulator.

Struktur organisasi SKAI Bank Sinarmas dan kedudukannya

dapat dilihat pada bagan sebagai berikut:

Group Head

Darwanti Juliastuti

TREASUy & INT’L BANKINg

RISK AUDIT DEPARTMENT

HEAD

BRANcHES cOORDINATOR

DEPT. HEAD(REgIONAL

3,10,14)

APMK, E-cHANNEL & IT RISK AUDIT DEPARTMENT

HEAD


DEPT. HEAD(REgIONAL 2,9,13)

cREDIT RISK AUDIT

DEPARTMENT HEAD


DEPT. HEAD(REgIONAL

8,11,12)

cREDIT RISK AUDIT

SEcTION HEAD

BRANcHES cOORDINATOR SEcTION HEAD (REgIONAL 8)



TREASURy&

INTERNATIONAL BANKINg RISK

AUDITSEcT. HEAD

BRANcHEScOORDINATORSEcTION HEAD(REgIONAL 3)



SyARIAH SEcTION

HEAD

APMK RISK AUDIT SEcT. HEA

E-cHANNELRISK AUDITSEcT. HEAD

IT RISK AUDIT SEcT. HEAD




HEAD OFFIcEAUDITOR

BRANcHAUDITOR

BRANcHAUDITOR

BRANcHAUDITOR

HEAD OFFIcE AUDITOR

BRANcHAUDITOR

BRANcHAUDITOR

BRANcHAUDITOR

BRANcHAUDITOR

HEAD OFFIcE AUDITOR

HEAD OFFIcE AUDITOR

HEAD OFFIcE AUDITOR

BRANcHAUDITOR

BRANcHAUDITOR

BRANcHAUDITOR

OPERATIONAL RISK AUDIT & SPEcIAL cASE

DIVISION HEADKanthi Nalarantini

OPERATIONAL RISK AUDIT & SPEcIAL cASE DEPARTMENT

HEAD

OPERATIONAL RISK AUDIT-

PRODUcT& SPEcIAL cASE

SEcT. HEAD


TRANSAcTION& SPEcIAL cASE

SEcT. HEAD




HEAD OFFIcEAUDITOR

HEAD OFFIcEAUDITOR

BRANcHAUDITOR

BRANcHAUDITOR

BRANcHAUDITOR



RETAIL & MIcRO SMALL cREDIT

RISK AUDITDIV. HEAD

Syafaat Utama S

AUDIT DEV.& QUALITy ASSURANcEDEPT. HEAD

BRANcH cOORDINATOR

SEcT. HEAD (REgIONAL 6)

BRANcH cOORDINATOR



RISK AUDIT SEcT. HEAD

AUDIT DEV.& QUALITy ASSURANcESEcT. HEAD

BRANcHAUDITOR

BRANcHAUDITOR

HEAD OFFIcE AUDITOR

HEAD OFFIcE AUDITOR


RISK AUDITDEPT. HEAD

cREDIT RISK AUDIT DIVISION

HEADElizabeth Megawati

TREASURy & INTERNATIONAL BANKINg RISK

AUDIT DIVISION HEAD

Femi Anggraini

APMK, E-cHANNEL & IT RISK AUDIT DIVISION HEAD

Zulkarnaen

INTERNAL AUDIT UNITInternal Audit Unit (SKAI) is an independent function that

reports directly to the Managing Director and Board of

Commissioners through the Audit Committee. Internal Audit

function is to provide assurance and serve as a strategic

business partner for all levels of management in order to

encourage the achievement of the goals and objectives of

the bank to evaluate risk based audit independently and

objectively, as well as consulting services for the internal bank.

Internal Audit Unit’s Organization Structure and HR

SKAI is led by Darwanti Juliastuti Haryo. Head of Internal Audit

is appointed and dismissed by the Managing Director with the

approval from Board of Commissioners / Audit Committee and

reported to the Regulator.

The organizational structure of Bank Sinarmas’ Internal Audit

Unit can be seen in the following chart:










Group Head

Darwanti Juliastuti

TREASUy & INT’L BANKINg

RISK AUDIT DEPARTMENT

HEAD


DEPT. HEAD(REgIONAL

3,10,14)

APMK, E-cHANNEL & IT RISK AUDIT DEPARTMENT

HEAD



cREDIT RISK AUDIT

DEPARTMENT HEAD


DEPT. HEAD(REgIONAL

8,11,12)

cREDIT RISK AUDIT

SEcTION HEAD




TREASURy&

INTERNATIONAL BANKINg RISK

AUDITSEcT. HEAD

BRANcHEScOORDINATORSEcTION HEAD(REgIONAL 3)



SyARIAH SEcTION

HEAD

APMK RISK AUDIT SEcT. HEA

E-cHANNELRISK AUDITSEcT. HEAD

IT RISK AUDIT SEcT. HEAD




HEAD OFFIcEAUDITOR

BRANcHAUDITOR

BRANcHAUDITOR

BRANcHAUDITOR

HEAD OFFIcE AUDITOR

BRANcHAUDITOR

BRANcHAUDITOR

BRANcHAUDITOR

BRANcHAUDITOR

HEAD OFFIcE AUDITOR

HEAD OFFIcE AUDITOR

HEAD OFFIcE AUDITOR

BRANcHAUDITOR

BRANcHAUDITOR

BRANcHAUDITOR

OPERATIONAL RISK AUDIT & SPEcIAL cASE

DIVISION HEADKanthi Nalarantini

OPERATIONAL RISK AUDIT & SPEcIAL cASE DEPARTMENT

HEAD


PRODUcT& SPEcIAL cASE

SEcT. HEAD


TRANSAcTION& SPEcIAL cASE

SEcT. HEAD




HEAD OFFIcEAUDITOR

HEAD OFFIcEAUDITOR

BRANcHAUDITOR

BRANcHAUDITOR

BRANcHAUDITOR




RISK AUDITDIV. HEAD

Syafaat Utama S

AUDIT DEV.& QUALITy

ASSURANcEDEPT. HEAD

BRANcH cOORDINATOR


BRANcH cOORDINATOR



RISK AUDIT SEcT. HEAD

AUDIT DEV.& QUALITy ASSURANcESEcT. HEAD

BRANcHAUDITOR

BRANcHAUDITOR

HEAD OFFIcE AUDITOR

HEAD OFFIcE AUDITOR


RISK AUDITDEPT. HEAD

cREDIT RISK AUDIT DIVISION

HEADElizabeth Megawati

TREASURy & INTERNATIONAL BANKINg RISK

AUDIT DIVISION HEAD

Femi Anggraini

APMK, E-cHANNEL & IT RISK AUDIT DIVISION HEAD

Zulkarnaen

guna mendukung independensi dan menjamin kelancaran

audit serta wewenang dalam memantau tindak lanjut, maka

Kepala SKAI dapat berkomunikasi langsung dengan Dewan

Komisaris atau Komite Audit untuk menginformasikan

berbagai hal yang berhubungan dengan audit. SKAI telah

mendapat dukungan dari Manajemen dan Dewan Komisaris

sehingga SKAI tidak mendapat hambatan dalam melakukan

pekerjaannya.

In order to support the independency and ensure proper audit

process, as well as the authority to monitor the follow-up

action, the Head of Internal Audit can directly communicate

with the Board of Commissioners or Audit Committee

to inform various matters related to audit. Internal Audit

has gained support from the Management and the Board

of Commissioners, thus the Internal Audit does not face

disruption in conducting its activity.



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Kedudukan dan Hubungan SKAI dalam Organisasi

SKAI harus mendapat dukungan dari manajemen dan Dewan

Komisaris agar para auditor dapat memperoleh kerja sama

dari auditee dan melakukan pekerjaan tanpa hambatan.

Kedudukan SKAI dalam organisasi Bank Sinarmas adalah

sebagai berikut :

Board of Commissioners

SKAI Group Head

President Director

Compliance Director

Audit Committee

Profil Darwanti Juliastuti Haryo - Ketua Audit Internal

Darwanti Juliastuti Haryo

Ketua Audit Internal

Head of InternalAudit

Warga Negara Indonesia, 46 tahun. Menjabat sebagai

Kepala Audit Internal sejak 1 Januari 2011 sebagaimana

Surat Keputusan PT. Bank Sinarmas Tbk. Nomor

SK.012/2011/PRESDIR-HRM tanggal 28 Desember 2010

dan telah dilaporkan kepada Bank Indonesia dengan surat

No.SKL.002/2011/PRESDIR-CorpSec tanggal 3 Januari 2011.

Mengawali karir di Bank Sinarmas mulai 2004 sebagai Divison

Head Satuan Kerja Audit Internal (SKAI) hingga September

2005, kemudian dilanjutkan sebagai Kepala grup (Group

Internal Audit’s Position and Relationship In

Organization

Internal Audit Unit shall have the support of management

and Board of Commissioners that the auditor can obtain the

cooperation of the auditee and do the job without a hitch.

Internal Audit’s position in Bank Sinarmas’ organization is as

follows:

Profile of Darwanti Juliastuti Haryo - Head of Internal

Audit

Indonesian Citizen, 46 years old. She served as head of

Internal Audit since January 1, 2011 pursuant to Decree of

PT. Bank Sinarmas Tbk. No. SK.012/2011/PRESDIR-HRM dated

December 28, 2010 and reported to Bank Indonesia with

letter No. SKL.002/2011/PRESDIR-CorpSec dated January 3,

2011.

In 2004, she started her career at Bank Sinarmas as Division

Head of Internal Audit Work Unit (SKAI) until September 2005

prior to be appointed as group Head of Risk Management










Head) Satuan Kerja Manajemen Risiko sejak Oktober 2005

hingga Desember 2010. Meraih gelar Sarjana Ekonomi dari

Fakultas Ekonomi Universitas Indonesia jurusan Akuntansi

pada 1994 dan Magister Manajemen jurusan Manajemen

Risiko pada 2007 dari Universitas Indonesia, serta memiliki

sertifikasi BSMR Level 5. Selain pendidikan formal, Beliau

juga mengikuti sejumlah pelatihan dan seminar diantaranya,

Konferensi Ikatan Auditor Intern Bank (IAIB) di Belitung

2014, Business Continuity Management Training Program di

Jakarta pada 2014, Seminar The Institute of Internal Auditors

Indonesia (IIA) tahun 2015 di yogyakarta.

Kualifikasi dan Jumlah Personil SKAI

Jumlah dan kualifikasi jabatan pegawai SKAI per posisi 31

Desember 2015, dapat dilihat pada tabel berikut:

Tabel jumlah pegawai SKAI

No Keterangan / Description S2 / Master’s S1 / Bachelor’s Jumlah / Total

1 Kepala SKAI / Head of Internal Audit 1 - 1

2 Kepala Divisi / Division Head - 5 5

3 Kepala Departemen / Department Head - 7 7

4 Kepala Seksi / Section Head 3 18 21

5 Auditor / Auditor 5 103 108

Jumlah / Total 9 133 142

Sertifikasi

Untuk meningkatkan profesionalisme dan kompetensi secara

berkesinambungan, SKAI telah melaksanakan serangkaian

program pelatihan teknis dan sertifikasi profesi bagi para

auditor, termasuk pelatihan soft-skills. Adapun sertifikasi

profesi yang telah diikuti oleh SKAI adalah Sertifikasi

Manajemen Risiko level 1 sampai level 5 sebanyak 34 orang.

Selain itu, SKAI juga telah mengikuti Sertifikasi Auditor Intern

Bank level auditor sebanyak 19 orang.

Tugas dan Tanggung Jawab SKAI

Berdasarkan Peraturan Bank Indonesia No. 1/6/PBI/1999

tentang Penugasan Direktur Kepatuhan (Compliance Director)

dan Penerapan Standar Pelaksanaan Fungsi Audit Intern Bank

Umum (SPFAIB), tugas dan tanggung jawab SKAI adalah

sebagai berikut:

• SKAIbertugasdanbertanggungjawabuntukmembantu

tugas Direktur Utama dan Dewan Komisaris dalam

melakukan pengawasan dengan cara menjabarkan secara

operasional baik perencanaan, pelaksanaan, maupun

pemantauan hasil audit.

Work Unit from October 2005 up to December 2010.

She obtained Bachelor of Economics degree from Faculty

of Economics, Accounting major in 1994 and Master of

Management, Risk Management major in 2007 from

University of Indonesia, as well as having BSMR Level 5

certification. In addition to formal education, she attended

trainings and seminars such as Bank Internal Auditor

Association (IAIB) Conference 2014 in Belitung Business

Continuity Management Training Program 2014 in Jakarta,

and Seminar of The Institute of Internal Auditors Indonesia

(IIA) in 2015 in yogyakarta.

Qualification and Total Internal Audit Personnels

Internal Audit’s total personnels and qualification as of

December 31, 2015 can be observed in the following table:

Table of total Internal Audit employees

certification

In order to improve the professionalism and competence on

an ongoing basis, Internal Audit has implemented a series

of technical training programs and professional certification

for auditors, including soft-skills training. Professional

certification that has been followed by Internal Audit Unit is

Risk Management Certification level 1 - 5 of 34 people. In

addition, Internal Audit Unit also participated in auditor-level

Bank internal Auditor Certification with 19 participants.


Pursuant to Bank Indonesia Regulation No. 1/6/PBI/1999 on

the Assignment of Compliance Director and Internal Audit

Function Implementation Standards for Public Bank (SPFAIB),

Internal Audit has the following duties and responsibilities:

• InternalAuditisresponsibletosupportthetasksof

Managing Director and Board of Commissioners in

supervising planning, implementation, and audit result

monitoring with operational descriptions;



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• Melakukananalisisdanpenilaiandibidangkeuangan,

akuntansi, operasional dan kegiatan lainnya melalui

pemeriksaan secara langsung (on-site) dan pemantauan

secara tidak langsung (off-site).

• Mengindentifikasisegalakemungkinanuntuk

memperbaiki dan meningkatkan efesiensi penggunaan

sumber daya dan dana.

• Memberikaninformasidansaranperbaikanyangobjektif

tentang kegiatan yang di review kepada semua tingkatan

manajemen.

Hubungan SKAI dengan Unit-Unit Lain

Tabel hubungan SKAI dengan unit-unit lain

Unit / Unit Keterangan / Description


SKAI memiliki hubungan langsung dengan Dewan Komisaris atau melalui Komite Audit yang diketuai Komisaris Independen. Tanggung jawab akhir pengawasan ada pada Dewan Komisaris. Dalam hubungan ini, Dewan Komisaris berwenang untuk meminta Direksi menindaklanjuti hasil temuan pemeriksaan SKAI / Internal Audit Unit has direct connection to Board of Commissioners or through the Audit Committee chaired by an Independent Commissioner. Board of Commissioners is in charge of final supervisory. In this relation, Board of Commissioners is responsible to ask Board of Directors to follow up findings of the Internal Audit Unit.

Direktur Utama / President Director

Kepala SKAI bertanggung jawab langsung kepada Direktur Utama. SKAI menyampaikan laporannya kepada Direktur Utama dan Dewan Komisaris/Komite Audit dengan tembusan kepada Direktur Kepatuhan / Head of Internal Audit Unit is directly responsible to President Director. The Internal Audit Work Unit submits its report to President Director and Board of Commissioners/Audit Committee with a copy forwarded to Compliance Director.


SKAI setiap saat dapat berkomunikasi dan memiliki akses yang tidak terbatas kepada Komite Audit untuk menginformasikan berbagai hal yang berhubungan dengan hasil audit. Komite Audit akan melakukan evaluasi apakah rekomendasi perbaikan yang disampaikan oleh SKAI telah ditindaklanjuti oleh manajemen. Informasi ini harus disampaikan kepada Direktur Utama / Internal Audit Unit is able to communicate at any time and has no limited access to Audit Committee to submit information related to auditing results. Audit Committee will further evaluate whether the Internal Audit Work Unit’s recommendation for improvement has been followed-up by the management. The information must be submitted to President Director.

Direktur Kepatuhan / Compliance Director

Laporan audit yang disampaikan SKAI kepada Direktur Utama dan Dewan Komisaris/Komite Audit, diberikan tembusannya kepada Direktur Kepatuhan antara lain dimaksudkan untuk dijadikan sebagai informasi dalam rangka penyempurnaan prosedur kepatuhan yang ada di setiap unit kerja / Compliance Director receives a forwarded copy of Audit report submitted by the Internal Audit Unit to President Director and Board of Commissioners/Audit Committee and uses it as information to improve compliance procedures existing in each work unit.

Auditee / Auditee

Auditee berkewajiban untuk bersikap kooperatif demi kelancaran tugas SKAI, dan segera menindaklanjuti hasil temuan pemeriksaan SKAI serta memberikan komitmen untuk melakukan perbaikan dalam batas waktu tertentu. Dalam hal auditee tidak bersikap kooperatif dan tidak melakukan tindak lanjut perbaikan sesuai dengan komitmen yang telah disepakati, akan diberikan sanksi sesuai dengan peraturan perusahaan yang berlaku / The Auditee must be cooperative in supporting Internal Audit Unit’s duties, following-up audit findings as well as being committed to carry out improvement in a certain frame of time. Should the Auditee fails to cooperate and does not conduct follow-up on audit finding as it is approved, a sanction will be given in accordance with the prevailing company’s regulation.

Auditor Eksternal / External Auditor

SKAI bertanggung jawab untuk mengkoordinasikan kegiatannya dengan kegiatan Auditor Ekstern / Internal Audit Unit is responsible for coordinating its activities with External Auditor’s.

• Analyzeandassessfinancial,accounting,operational

and other activity fields through onsite and off-site

investigations;

• Identifyallpossibilitiestorecoverandimprovethe

efficiency of resources and fund utilization;

• Provideinformationandobjectiverecoveryadviceover

reviewed activities to all management levels.

Relationship with Other Units

Table of Internal Audit’s relationship with other units










Independensi SKAI

Berdasarkan Piagam Audit Intern yang ditetapkan pada

tanggal 11 Desember 2015, indepedensi SKAI adalah sebagai

berikut :

1. SKAI harus dapat bekerja dengan bebas tanpa campur

tangan ataupun tekanan dari pihak manapun.

2. SKAI harus memiliki kebebasan dalam menetapkan

metode, cara, teknik, dan pendekatan audit yang akan

dilakukan.

3. SKAI harus memelihara sikap mental yang independen

dalam melakukan audit, yang tercermin dari laporan yang

lengkap, obyektif, serta berdasarkan analisa yang cermat

dan tidak memihak.

4. SKAI tidak diperkenankan merangkap jabatan atau

melakukan kegiatan operasional lainnya, dan tidak terlibat

dalam pengambilan keputusan operasional (hanya sebatas

memberikan rekomendasi).

5. SKAI dan auditor internal harus independen dari kegiatan

yang diaudit.

Realisasi Audit Plan 2015

SKAI telah melaksanakan program kerja sesuai dengan

Rencana Kerja SKAI pada 2015 sebagai berikut:

1. 40 Kantor Cabang dan 19 Divisi/Unit Kerja dilakukan

pemeriksaan tahunan.

2. Surprise audit pada 5 kantor Bank Sinarmas.

3. On the spot audit pada 163 kantor Bank Sinarmas.

Atas pemeriksaan yang telah dilakukan SKAI selama 2015,

tindak lanjutnya antara lain :

1. Merekomendasikan kepada Manajemen untuk melakukan

sosialisasi maupun edukasi untuk meningkatkan

pemahaman petugas terhadap alur kerja unit kerja,

ketentuan yang ada, hingga setiap kemungkinan risiko

yang terjadi pada setiap tugas dan tanggung jawab unit

kerja.

2. Menyampaikan laporan hasil pemeriksaan kepada

Manajemen dalam bentuk laporan Excecutive Summary

dan laporan triwulan.

3. Aktif melakukan monitoring atas tindak lanjut dari

rekomendasi hasil pemeriksaan.

Independency of Internal Audit

Based on Internal Audit Charter published in December 11,

2015, the Internal Audit Unit’s Independency is as follows:

1. Internal Audit Unit must perform independently without

intervention or pressure from any party.

2. Internal Audit Unit must be independent in determining

the methods, means, techniques and audit approach.

3. Internal Audit Unit must maintain independent mental

attitude in auditing, as reflected in complete and objective

reports based on thorough and unbiased analysis.

4. Internal Audit Unit is not permitted to have concurrent

positions or perform other operational activities and must

not involve in operational decision-making process (limited

to providing recommendations).

5. Internal Audit Unit and internal auditors must be

independent from the activities audited.

2015 Audit Plan Realization

Internal Audit Unit has performed its work program in

accordance with Internal Audit Unit Work Plan in 2015 as

follows:

1. Annual inspection at 40 Branch Offices and 19 Divisions/

Work Units

2. Surprise audit at 5 offices of Bank Sinarmas

3. On-the-spot audit for 163 offices of Bank Sinarmas

The follow-ups for the audits conducted by Internal Audit Unit

in 2015 are as follows:

1. Provide recommendations to the Management in

implementing dissemination and education to improve

the staff’s understanding towards work units work flow,

existing regulations, to each possibility of risk arising in

every task and responsibility of work units.

2. Deliver investigation result report to the Management in

the form of Executive Summary and quarterly report.

3. Active monitoring on the recommendation of investigation

result follow-up.



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Laporan Pelaksanaan Kerja SKAI

Selama 2015, laporan pelaksanaan kerja SKAI sebagai berikut:

1. Membuat dan menyampaikan laporan progres dan hasil

pencapaian Rencana Kerja Tahunan, serta kecukupan

sumber daya kepada Direktur Utama dan Komite Audit

secara berkala.

2. Membuat dan menyampaikan laporan pelaksanaan

dan pokok-pokok hasil audit internal kepada Otoritas

Jasa Keuangan secara semesteran setelah mendapat

persetujuan dari Direktur Utama dan Direktur Kepatuhan.

3. Laporan hasil kaji ulang pihak eksternal yang memuat

pendapat tentang hasil kerja SKAI dan kepatuhannya

terhadap SPFAIB serta perbaikan yang mungkin dilakukan.

Rencana Kerja SKAI 2016

SKAI telah menyusun rencana kerja yang telah disetujui oleh

Direktur Utama, yaitu sebagai berikut:

1. Audit tahunan pada Kantor Cabang baik Konvensional

dan Sharia, serta Divisi/Unit Kerja.

2. Pemeriksaan secara Surprise Audit dan On The Spot Audit

pada kantor-kantor Bank Sinarmas yang tidak termasuk

pada jadwal audit tahunan.

3. Peningkatan kualitas audit dimulai dari proses pemeriksaan

yang terintegrasi dari awal persiapan sampai dengan

pembuatan Laporan Hasil Pemeriksaan dan tindaklanjut

hasil pemeriksaan (SLA).

4. Meningkatkan dan menjaga aspek kuantitas dan

kualitas auditor melalui program pelatihan dan sertifikasi

berkelanjutan.

SATUAN KERJA MANAJEMEN RISIKO (SKMR)Bank Sinarmas memiliki Satuan Kerja Manajemen Risiko

(SKMR) yang merupakan satuan kerja yang independen

terhadap satuan kerja operasional (risk taking unit) seperti

operasional, treasury dan investasi, kredit, pendanaan,

akunting dan terhadap satuan kerja yang melaksanakan

pengendalian internal (Satuan Kerja Audit Internal).

Pada posisi Desember 2015, SKMR terdiri dari 3 Divisi yaitu

Divisi Credit Risk Management, Divisi Operational Risk Division,

Divisi Market, Liquidity Risk dan Enterprise Risk Management

dengan total jumlah karyawan sebanyak 15 orang. Satuan

Kerja Manajemen Risiko bertanggung jawab kepada Direktur

Manajemen Risiko.

work Implementation Report of Internal Audit Unit

Internal Audit Unit’s duties implementation report throughout

2015 is as follows:

1. Regularly compose and deliver progress and achievement

result on Annual Work Plan report, as well as human

resources adequacy to Managing Director and Audit

Committee.

2. Compose and deliver implementation and internal audit

result in semester report to Financial Services Authorities

(OJK) after the approval from Managing Director and

Compliance Director.

3. Compose review report of external party which consists of

opinion on SKAI performance and compliance with SPFAIB

and possible improvement.

2016 Internal Audit Unit work Plan

Internal Audit Unit drafts a work plan, which has been

approved by President Director The plan is as follows:

1. Annual audit at Conventional and Sharia Branch Offices

and at Work Divisions/Units.

2. Conduct Surprise Audit and On-The-Spot Audit at Bank

Sinarmas offices, excluding offices that are not included in

annual audit schedule.

3. Audit quality improvement from integrated examination at

the beginning up to the composing of Examination Report

and follow-ups (SLA).

4. Improve and maintain auditor’s quantity and quality

through training and certification.

RISK MANAgEMENT wORK UNIT (SKMR) Bank Sinarmas has a Risk Management Work Unit (SKMR),

an independent unit from the risk-taking units such as

operational, treasury and investment, credit, finance,

accounting, and from Internal Audit Unit.

In December 2015, SKMR consisted of 3 Division, namely

Credit Risk Management Division, Operational Risk Division,

Market, Liquidity Risk and Enterprise Risk Management

Division with total employees of 15 employees. Risk

Management Work Unit is responsible to Risk Management

Director.










Struktur SKMR / SKMR Structure

RISK MANAGEMENT

DIRECTOR

cREDIT RISK MANAgEMENTDIVISION

MARKET, LIQUIDITyRISK & ERM DIVISION

OPERATIONAL RISK MANAgEMENT

DIVISION

wHOLESALE cREDIT RISK MANAgEMENT

DEPARTMENT

RETAIL cREDIT RISK MANAgEMENT DEPARTMENT

MARKET-LIQUIDITy MANAgEMENT DEPARTMENT

POLIcy & OPERATIONAL RISK REVIEw DEPARTMENT

ENTERPRISE RISK MANAgEMENT (ERM)

DEPARTMENT

OPERATIONAL RISK & INFRASTRUcTURE

DEPARTMENT

HEAD OF RISK MANAgEMENT gROUP


Tanggung jawab SKMR dalam melaksanakan penerapan

manajemen risiko adalah sebagai berikut:

1. Memberikan masukan kepada Direksi dalam penyusunan

kebijakan, strategi, serta kerangka manajemen risiko.

2. Mengembangkan prosedur dan alat untuk identifikasi,

pengukuran, pemantauan dan pengendalian risiko.

3. Memantau pelaksanaan strategi manajemen risiko yang

direkomendasikan oleh Komite Manajemen Risiko dan

yang telah disetujui oleh Direksi.

4. Memantau posisi/eksposur risiko secara keseluruhan

(composite), per jenis risiko maupun per aktivitas

fungsional sesuai limit risiko yang ditetapkan.

5. Melakukan stress testing guna mengetahui dampak dari

pelaksanaan kebijakan dan strategi manajemen risiko

terhadap kinerja masing-masing satuan kerja operasional.

6. Melakukan kajian terhadap usulan aktivitas dan/atau

produk baru yang diajukan atau dikembangkan oleh suatu

unit tertentu yanh ada pada Bank.

7. Memberikan rekomendasi mengenai besaran atau

maksimum eksposur risiko yang wajib dipelihara Bank

kepada satuan kerja operasional dan kepada Komite

Manajemen Risiko, sesuai dengan kewenangan yang

dimiliki Satuan Kerja Manajemen Risiko.

8. Melakukan evaluasi terhadap akurasi model dan validasi

data yang digunakan oleh Bank untuk mengukur risiko.

9. Penyusunan dan penyampaian laporan Profil Risiko setiap

triwulan dan Tingkat Kesehatan Bank setiap semester


SKMR has the following duties in implementing risk

management:

1. Provide feedback to Board of Directors in the development

of policies, strategies, and risk management framework.

2. Develop procedures and tools for the identification,

measurement, monitoring and risk control.

3. Monitoring of the implementation of risk management

strategies recommended by Risk Management Committee

and approved by Board of Directors.

4. Monitoring the overall risk position/exposure (composite)

per risk type and per functional activity based on the

determined risk limit.

5. Perform stress-testing to determine the impact of the

implementation of risk management policies and strategies

on the performance of each operating unit.

6. Perform assessment of the proposed activities and/or new

products proposed or developed by a specific unit of the

Bank.

7. Provide recommendations on the amount or the maximum

risk exposure that must be maintained by the Bank to

operational unit and Risk Management Committee, in

accordance with the competency of Risk Management

Unit.

8. Evaluation of the accuracy of the model and the validation

of the data used by the Bank to measure risks.

9. Preparation and submission of quarterly reports and the

risk profile of the Bank semiannually Risk Management



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Komite Manajemen Risiko dan Komite Pemantau Risiko,

yang kemudian akan dilaporkan kepada Otoritas Jasa

Keuangan.

10. Melakukan pemantauan dan kaji ulang terhadap

implementasi kebijakan, strategi dan kerangka manajemen

risiko.

SATUAN KERJA KEPATUHAN (SKK)Satuan Kerja Kepatuhan (SKK) dibentuk berdasarkan

Peraturan Bank Indonesia No. 13/2/PBI/2011 tentang

pelaksanaan Fungsi Kepatuhan Bank Umum.

Peran dan fungsi SKK sangatlah penting untuk memastikan

aturan yang dibuat oleh Bank selaras dengan peraturan/

ketentuan eksternal serta memastikan penerapan atas

peraturan/ketentuan tersebut telah dilaksanakan dengan

baik. Ketidakpatuhan terhadap peraturan/ ketentuan dapat

menimbulkan risiko yang bersifat finansial seperti denda, dan

non finansial seperti peringatan tertulis.

Sebagai komitmen Perseroan untuk senantiasa mematuhi

peraturan dan ketentuan yang dikeluarkan oleh regulator,

Bank Sinarmas membentuk SKK yang bersifat independen dan

bebas dari pengaruh satuan kerja lainnya serta mempunyai

akses langsung kepada Direktur Kepatuhan.

Direktur yang Membawahi Fungsi Kepatuhan

Direktur yang membawahkan Fungsi Kepatuhan adalah Salis

Teguh Hartono selaku Direktur Compliance.

Proses Pengangkatan, Pemberhentian dan/atau

Pengunduran Diri Direktur Kepatuhan

Proses pengangkatan, pemberhentian dan/atau pengunduran

Direktur yang membawahkan Fungsi Kepatuhan di Bank

Sinarmas telah diatur sebagai berikut:

1. Pengangkatan, pemberhentian, dan/atau pengunduran

diri Direktur yang membawahkan Fungsi Kepatuhan Bank

Sinarmas telah mengacu kepada ketentuan mengenai

pengangkatan, pemberhentian, dan/atau pengunduran

diri anggota Direksi sebagaimana dimaksud dalam

ketentuan Bank Indonesia yang mengatur mengenai Bank

Umum, serta PBI No. 13/2/PBI/2011 tentang Pelaksanaan

Fungsi Kepatuhan.

2. Dalam hal Direktur yang membawahkan Fungsi Kepatuhan

berhalangan tetap, mengundurkan diri, atau habis masa

jabatannya, maka Bank segera mengangkat pengganti

Direktur yang membawahkan Fungsi Kepatuhan.

Committee and Risk Monitoring Committee, which will

then be reported to the Financial Services Authority (FSA).

10. Monitoring and review on the implementation of risk

management policy, strategy and framework.

cOMPLIANcE wORK UNIT (SKK) Compliance Work Unit was established pursuant to

Bank Indonesia Regulation No.13/2/PBI/2011 on The

Implementation of Compliance Function of Commercial Banks.

Roles and functions of SKK are necessary to ensure that

regulations made by Bank are in accordance with external

regulations/provisions, and to ensure that the regulations/

provisions have been implemented in a well manner.

Disobedience to the regulations/provisions can cause financial

risks, such as fine, and non-financial risks, such as written

warning.

As a commitment of the Company to continue to comply

with the rules and regulations issued by the regulator, Bank

Sinarmas established the SKK which is independent and free

from the influence of other work units as well as having direct

access to the Compliance Director.

Overseeing Director for compliance Function

Overseeing Director for Compliance Function is Salis Teguh

Hartono as Compliance Director.

Appointment, Dismissal and/or Resignation Process of

compliance Director

The appointment, dismissal and/or resignation process

of Overseeing Director for Compliance Function in Bank

Sinarmas have been regulated s follows:

1. The appointment, dismissal and/or resignation of

Overseeing Director for Compliance Function of Bank

Sinarmas refers to the regulations on the appointment,

dismissal and/or resignation of Board of Directors’

members in Bank Indonesia regulation on Commercial

Bank, and PBI No. 132/PBI2011 on the Implementation of

Compliance Function.

2. In the event of Overseeing Director for Compliance

Function is permanently absent, resigns or is at the end of

his/her tenure, the Company must immediately appoint a

successor for the position.










3. Selama dalam proses penggantian Direktur yang

membawahkan Fungsi Kepatuhan, ditunjuk salah satu

Direktur lainnya untuk sementara melaksanakan tugas

Direktur yang membawahkan Fungsi Kepatuhan.

4. Direktur yang melaksanakan tugas sementara sebagai

Direktur yang membawahkan Fungsi Kepatuhan, baik

karena berhalangan sementara maupun berhalangan

tetap, tidak dirangkap oleh Direktur Utama dan/atau Wakil

Direktur Utama dan Direktur yang membawahkan fungsi-

fungsi yang dapat mempengaruhi independensinya. Dalam

hal direktur lain yang merangkap jabatan Direktur yang

membawahkan Fungsi kepatuhan tidak ada, maka jabatan

Direktur yang membawahkan Fungsi Kepatuhan dirangkap

sementara oleh Direktur lainnya yang membawahkan

fungsi-fungsi operasional.

5. Setiap penggantian jabatan Direktur yang membawahkan

Fungsi Kepatuhan senantiasa dilaporkan kepada Bank

Indonesia. Pengangkatan Direktur yang membawahkan

Fungsi Kepatuhan telah melalui Fit & Proper Test sesuai

dengan Ketentuan Bank Indonesia dan Otoritas Jasa

Keuangan

Struktur SKK / SKK Structure

Compliance Director

Group Head Compliance

UKPN DIVISION

cDDD & INVESTIgATION

OPERATIONAL RELATED

BIDANg KREDIT & OPERASIONAL

cOMPLIANcE cOMMUNIcATION

BIDANg IT

MONITORINg & REPORTINg

LENDINg RELATEDBIDANg PASAR &

SyARIAH

IT DEVELOPMENT & SyNcHRONIZATION

REVIEw & DATA SUPPORTINg

cOMPLIANcE cULTURE DEVELOPMENT

SISTEM & PROcEDURE cOMPLIANcE

cOMPLIANcE DIVISION

3. During the appointment process for the position of

Overseeing Director for Compliance Function, another

Director shall be appointed to temporarily run his/her

duties.

4. The Director that temporarily conduct duties as Overseeing

Director for Compliance Function, both due to temporary

or permanent absence, shall not be concurrently assigned

to President Director and/or Vice President Director and

other Directors conducting functions that may affect his/

her independency. In the event of the absence of other

director that serves concurrently as Overseeing Director

for Compliance Function, such position will be temporarily

assigned to other Director that oversees operational

functions.

5. Each change of position for Overseeing Director for

Compliance Functions is reported to Bank Indonesia.

The appointment of Overseeing Director for Compliance

Function has been conducted through Fit & Proper Test in

accordance with the Regulations of Bank Indonesia and

Financial Services Authority.



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Profil SKK

SKK Bank Sinarmas terdiri dari beberapa divisi yakni

Divisi Compliance, Divisi UKPN, Departemen Sisdur, dan

Departemen Compliance Culture. SKK Bank Sinarmas saat

ini dipimpin oleh Bapak Purwanto sebagai Group Head

Compliance, Bapak Harri Setiabudi sebagai Kepala Divisi

Compliance, dan Bapak Inung Nugroho sebagai Kepala Divisi

Unit Kerja Pengenalan Nasabah (UKPN) yang dibentuk untuk

memastikan tingkat kepatuhan seluruh jenjang organisasi

Bank Sinarmas atas ketentuan dan peraturan perundang-

undangan yang berlaku, pemenuhan komitmen kepada

regulator, pelaksanaan aktivitas usaha kredit dan pengadaan

barang serta jasa yang wajar, memastikan kepatuhan kegiatan

operasional di setiap unit kerja, serta penerapan prinsip APU

dan PPT sebagai upaya Bank Sinarmas menghindari tindak

pidana pencucian uang.

1. Divisi compliance

Memiliki tugas dan tanggung jawab untuk:

a. Melakukan pemantauan terhadap ketentuan eksternal

dari Regulator dan peraturan perundang-undangan yang

berlaku terkait penerapannya di unit-unit kerja Bank

Sinarmas beserta kajian dan dampak ketentuan tersebut

bagi Perusahaan;

b. Menyusun laporan Direktur Kepatuhan sesuai dengan

ketentuan PBI No.13/2/PBI/2011 tentang Pelaksanaan

Fungsi Kepatuhan Bank Umum, antara lain:

• LaporanBulanan:Dilakukansetiapbulan(internal),

merupakan rekapan dari kegiatan atau aktifitas

Direktorat Kepatuhan selama kurun waktu 1 (satu)

bulan.

• Laporan Triwulan : Dilakukan setiap bulan April (untuk

Triwulan I) dan bulan Oktober (untuk Triwulan II),

Laporan Triwulan ditujukan kepada Direktur Utama

dengan tembusan Dewan Komisaris. Laporan Triwulan

merupakan laporan yang dibuat untuk menyampaikan

tugas dan tanggung jawab Direktur Kepatuhan dan

Satuan Kerja Kepatuhan selama kurun waktu Triwulan.

• Laporan Semester: Dilakukan setiap bulan Juli (Untuk

Semester I) dan bulan Januari (untuk Semester II),

Laporan Semester ditujukan kepada Otoritas Jasa

Keuangan dengan tembusan Direktur Utama dan

Dewan Komisaris. Laporan Semester merupakan

laporan yang dibuat untuk menyampaikan tugas dan

tanggung jawab Direktur Kepatuhan dan Satuan Kerja

Kepatuhan.

• Laporan Good Corporate Governance : Merupakan

laporan Tata Kelola Perusahaan, dengan menjabarkan

penerapan prinsip-prinsip keterbukaan (transparency),

SKK Unit Profile

Bank Sinarmas’ SKK unit consists of divisions such as

Compliance Division, UKPN Division, System & Procedure

Division, and Compliance Culture. Currently, SKK unit is

chaired by Mr. Purwanti As group Head Compliance, Mr.

Harri Setiabudi as Head of Compliance Division and Mr. Inung

Nugroho as head of Customers Introduction Work Unit (UKPN)

Division. The Unit was established to ensure the compliance

rate of all organizational levels of Bank Sinarmas with the

prevailing rules and regulations, meet its commitment to

the regulators, conduct credit activities, procure goods and

services fairly and implement APU and PPT principles to avoid

money laundering.

1. compliance Division

Duties and responsibilities of Compliance Division:

a. Monitor the external conditions of the Regulator and the

legislation that applies to the application in work units

of Bank Sinarmas along with studies and impact of the

provision for the Company;

b. Prepare reports of the Director of Compliance in

accordance with the provisions of PBI regulation 13/2/

PBI/2011 on the implementation of the Compliance

Function of Commercial Banks, inter alia:

• Monthlyreport:Conductedeverymonth(internal),is

a recap of activities of the Compliance Directorate in 1

(one) month.

• QuarterlyReport:ConductedeveryApril(forthefirst

quarter) and in October (for the Quarter II), Quarterly

Report is addressed to the President Director with

a copy of the Board of Commissioners. Quarterly

Report is a report made to convey the duties and

responsibilities of the Director of Compliance and

Compliance Unit during the period of the Quarter.

• SemesterReport:ConductedeveryJuly(forthe1st

Semester) and January (for the 2nd Semester), the

Semester Report is addressed to the Financial Services

Authority with a copy to the President Director and

the Board of Commissioners. The Semester Report is a

report made to convey the duties and responsibilities

of the Director of Compliance and the Compliance

Working Unit.

• GoodCorporateGovernanceReport:Isareport

on good Corporate governance, by explaining

implementation of the principles of transparency,










akuntabilitas (accountability), tanggung jawab

(responsibility), independensi (independency), dan

kewajaran (fairness) dengan penuh kesadaran dan

tanggung jawab, sesuai dengan PBI No. 8/14/PBI/2006

serta perubahannya dan SE BI No.9/12/DPNP tentang

Pelaksanaan Good Corporate Governance Bagi Bank

Umum.

c. Melakukan review terhadap ketentuan-ketentuan internal

yang akan diberlakukan, dengan tujuan agar ketentuan

yang akan diterapkan di Bank Sinarmas telah sesuai

dengan ketentuan Eksternal (Regulator).

d. Membuat Check list Kepatuhan, Check list kepatuhan

dibuat sebagai monitoring kepatuhan terhadap jalannya

kegiatan perbankan, yakni check list untuk Produk dan/

atau Aktivitas baru dan check list untuk pembukaan/

relokasi Cabang.

e. Menindaklanjuti hasil temuan internal (SKAI) dan Eksternal

(BI, OJK, KAP) kepada unit kerja, sebagai komitmen Bank

kepada Regulator terhadap upaya-upaya perbaikan yang

telah dilakukan Bank.

f. Kepatuhan Terintegrasi, sebagai Entitas Utama maka

kepatuhan terintegrasi dilakukan dengan memantau

dan mengevaluasi pelaksanaan fungsi Kepatuhan pada

masing-masing LJK dalam konglomerasi keuangan.

2. Divisi UKPN (Unit Kerja Pengenalan Nasabah)


a. Melakukan koordinasi dan pemantauan terhadap

pelaksanaan kebijakan Prinsip Mengenal Nasabah, yakni

dengan melakukan kajian bahwa pedoman umum KyC

& AML telah sesuai dengan ketentuan eksternal yang

berlaku, memonitor pelaksanaan tahapan-tahapan CDD

(Customer Due Diligence) di Cabang-Cabang melalui

laporan Self Assessment.

b. Pemantauan pengkinian profil nasabah beserta

transaksinya pada seluruh Cabang, dilakukan dengan

memonitor pengkinian data nasabah melalui peran serta

Wakil Pemimpin Cabang (Kepala Operasional) selaku

penanggung jawab penerapan Prinsip Mengenal Nasabah.

c. Melakukan Pengembangan IT AML untuk menunjang

Program KyC dan pemantauan nasabah

d. Memantau, menganalisa, dan melaporkan pelaporan

Transaksi Tunai jumlah tertentu (CTR), Laporan Transaksi

Mencurigakan (STR), dan LTKL kepada PPATK, dengan

memastikan pelaksanaan pelaporan STR, CTR, dan LTKL

bagi cabang dan unit kerja terkait telah sesuai dengan

Pedoman Pencucian Uang (APU) dan Pencegahan

Pendanaan Terorisme (PPT).

accountability, responsibility, independency, and

fairness with full awareness and responsibility, in

accordance with PBI No. 8/14/PBI/2006 along with

its amendment and SE BI No.9/12/DPNP regarding

implementation of good Corporate governance for

Commercial Banks.

c. Review the internal provisions that will apply, in order

for the provisions to be applied in accordance with Bank

Sinarmas external regulations (Regulator).

d. Make a compliance checklist. A compliance checklist is

created as monitoring compliance with the activities of

banks, which are the check list for the new products and/

or activity and a check list for branch opening/relocation.

e. Follow up the internal (SKAI) and external (BI, FSA, KAP)

findings to work units, as the Bank’s commitment to the

Regulator on improvement efforts undertaken by the

Bank.

f. Integrated Compliance, as a main entity, integrated

compliance is conducted by monitoring and evaluating

implementation of compliance function to each LJK in the

financial conglomeration.

2. UKPN (customer Recognition working Unit) Division

Has duties and responsibilities to:

a. Coordinate and monitor the implementation of the Know

your Customer policy, which is by conducting a study that

the general guidelines on KyC and AML are in accordance

with applicable external regulations , monitoring the

implementation of the stages of CDD (Customer Due

Diligence) in Branches through Self Assessment report.

b. Monitor the updating of customer profiles and their

transactions in all branches, conducted by monitoring

customer data updating through the participation of the

Deputy Branch Manager (Chief Operating Officer) as a

person in charge of the Know your Customer principle.

c. Develop the IT AML to support the KyC program and

customer monitoring.

d. Monitor, analyze, and reporting the Report of Cash

Transaction in certain amount (CTR), Suspicious

Transaction Report (STR), and LTKL to PPATK, by ensuring

that the reporting of STR CTR, and LTKL for branches

and working units has been in accordance with Money

Laundering guidelines (AML), and Prevention of Funding

for Terrorism (PPT).



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e. Menindaklanjuti atas laporan eksternal (Surat Pajak, BI,

dan KPK) yang menyangkut kerahasiaan Bank, yakni

dengan melakukan pengecekan nasabah mengenai

database yang bersangkutan sesuai dengan surat yang

dikirimkan/yang diterima dari pihak eksternal (Surat Pajak,

BI, dan KPK)

f. Menindaklanjuti data rekening nasabah (CIF “Customer

Information File”) ke Cabang, dengan melakukan

monitoring data CIF secara berkala baik melalui KyC

Cleansing maupun penarikan data sistem IT.

3. Departemen System and Prosedure


a. Melakukan review terhadap ketentuan terkait kebijakan

operasional & non operasional Bank yang disajikan dalam

bentuk SOP/SK/SE sesuai dengan ketentuan internal,

dengan mengumpulkan semua ketentuan yang ada terkait

dengan topik yang akan di review.

b. Mengelola data base portal internal dalam bentuk

daftar index, yakni dengan menginput ketentuan yang

dikeluarkan oleh seluruh unit kerja ke dalam Daftar

Index Portal dan melakukan monitoring keakuratan data

ketentuan internal yang terdapat pada Portal.

c. Melakukan evaluasi secara berkala terhadap kecukupan

kebijakan internal yang disesuaikan dengan kompleksitas

bisnis Bank, dengan membuat daftar ketentuan (SK/SOP

dan SE/Memo) yang dimilki oleh masing-masing unit kerja

dan mengirimkannya kepada pemimpin unit kerja.

4. Departemen compliance culture

Unit Kerja Compliance Culture didirikan sebagai salah satu

upaya peningkatan compliance awareness pada semua

tingkatan organisasi dan semua kegiatan usaha Bank. Adapun

program kerja Unit Kerja Compliance Culture diantaranya

melanjutkan program sosialisasi yang telah diselengarakan

sebelumnya melalui tatap muka seperti “Sosialisasi 35 Menit

bersama Compliance” dan “Sosialisasi APU PPT” juga melalui

media elektronik yang diberi nama “Coffee TIME”.

Coffee TIME adalah singkatan dari Compliance Forum for Fun

& Educate Employee yang merupakan forum yang dirancang

sebagai wadah edukasi bagi karyawan Bank Sinarmas dengan

cara yang lebih menarik dan menyenangkan sehingga dapat

meningkatkan Compliance Awarness dilingkungan kerja.

Penyampaiannya pun menggunakan media elektronik agar

mencakup seluruh karyawan yang tersebar di Indonesia serta

dapat diakses dengan cepat dan mudah.

e. Follow up on external reports (Tax Letter, BI, and KPK)

concerning the confidentiality of the Bank, which is by

checking the customers on the database in question in

accordance with the letter sent/received from external

parties (Tax Letter, BI and KPK).

f. Follow up customer account data (CIF “Customer

Information File”) to Branches, by monitoring CIF data

regularly either through KyC Cleansing and IT data

withdrawal system.

3. System and Procedure Department

Has duties and responsibilities to:

a. Review relevant provisions of the operational and non-

operational policy of the Bank are presented in the form

of SOP/SK/SE in accordance with internal regulations, by

collecting all existing provisions related to the topic that

will be reviewed.

b. Manage internal portal data base in the form of an index

list, by inputting provisions issued by all units in the

Index Portal List and monitoring the accuracy of the data

contained in the internal regulations of the Portal.

c. Conduct periodic evaluation of the adequacy of internal

policies that are tailored to the complexity of the Bank’s

business, by making a list of provisions (SK/SOP and SE/

Memo) owned by their respective work units and send

them to work unit leaders.

4. compliance culture Department

Compliance Culture Working Unit is established as one of

the efforts to increase compliance awareness at all levels

of organization and all business activities of the Bank. The

working programs of the Compliance Culture Working

Unit, inter alia, is continuing the socialization program that

has been previously held face-to-face such as “35-Minute

Socialization with Compliance” and “APU PPT Soialization”

also through electronic media named “Coffee TIME.”

Coffee TIME stands for Compliance Forum for Fun & Educate

Employee, which is a forum designed as an education forum

for Bank Sinarmas employees in a more interesting and

fun way to improve Compliance Awareness in the work

environment. The presentation also uses electronic media

in order to include all employees in Indonesia and can be

accessed quickly and easily.










Fungsi SKK

SKK dibentuk untuk melaksanakan fungsi kepatuhan yang

meliputi tindakan sebagai berikut:

1. Melakukan identifikasi, pengukuran, monitoring, dan

pengendalian terhadap Risiko Kepatuhan dengan

mengacu pada peraturan Otoritas yang berwenang

mengenai Penerapan Manajemen Risiko bagi Bank Umum;

2. Menilai dan mengevaluasi efektivitas, kecukupan, dan

kesesuaian kebijakan, ketentuan, sistem maupun prosedur

yang dimiliki oleh Bank dengan peraturan perundang-

undangan yang berlaku;

3. Melakukan review dan/atau merekomendasikan

pengkinian dan penyempurnaan kebijakan, ketentuan,

sistem maupun prosedur yang dimiliki oleh Bank agar

sesuai dengan ketentuan Otoritas yang berwenang dan

peraturan perundang-undangan yang berlaku;

4. Melakukan upaya-upaya untuk memastikan bahwa

kebijakan, ketentuan, sistem dan prosedur, serta kegiatan

usaha Bank telah sesuai dengan ketentuan Otoritas yang

berwenang dan peraturan perundang-undangan yang

berlaku; dan

5. Melakukan tugas-tugas lainnya yang terkait dengan Fungsi

Kepatuhan.

Tujuan jangka panjang dari penerapan fungsi kepatuhan ini

adalah menumbuhkan budaya kepatuhan di dalam internal

stakeholders meliputi pemegang saham, pengurus, pejabat

dan karyawan Bank Sinarmas.

Tugas dan Tanggung Jawab Direktur Kepatuhan

Tugas dan tanggung jawab SKK, meliputi:

1. Merumuskan strategi guna mendorong terciptanya budaya

kepatuhan (compliance culture);

2. Mengusulkan kebijakan kepatuhan atau prinsip-prinsip

kepatuhan yang akan ditetapkan oleh Direksi;

3. Menetapkan sistem dan prosedur kepatuhan yang akan

digunakan untuk menyusun ketentuan dan pedoman

internal;

4. Memastikan bahwa seluruh kebijakan, ketentuan, sistem

dan prosedur, serta kegiatan usaha telah sesuai dengan

ketentuan Otoritas Jasa Keuangan/Bank Indonesia dan

peraturan perundang-undangan yang berlaku;

5. Meminimalkan risiko kepatuhan (compliance risk);

6. Melakukan tindakan pencegahan agar kebijakan dan/

atau keputusan yang diambil Direksi tidak menyimpang

dari ketentuan Otoritas Jasa Keuangan/Bank Indonesia

dan peraturan perundang-undangan yang berlaku, antara

lain memberikan pendapat yang berbeda/dissenting

SKK Functions

SKK unit was established to implement compliance functions

as follows:

1. Conduct identification, measuring, monitoring and

control on Compliance Risk by referring to the Authority’s

regulations in force on the Implementation of Risk

Management for Commercial Bank;

2. Assess and evaluate the effectiveness, adequacy and

conformity of policy, rules, system and procedure of the

Bank withe the regulations in force;

3. Review and/or recommend renewal and improvement

of policy, rules, system and procedures of the Bank in

accordance with the Authority’s rules and regulations in

force;

4. Conduct efforts to ensure that the policy, rules, system

and procedure and the Company’s bank activities have

been in accordance with the Authority’s rules and

regulations in force; and

5. Perform other duties related with Compliance Function.

The long-term purpose of the compliance function

implementation is to encourage compliance culture within the

stakeholders’ internal condition, including the shareholders,

management, executives and employees of Bank Sinarmas.

Duties and Responsibilities of SKK Unit

The duties and responsibilities of SKK unit are:

1. Drafting strategy in order to create compliance culture;

2. Suggesting compliance policy or principles that will be

determined by the Board of Directors;

3. Determining system and procedure of compliance that will

be used to draft internal regulations and guidelines;

4. Ensuring that all policies, regulations, systems, and

procedures, as well as business activities have been

well conducted in accordance with the regulations of

the Financial Services Authority or Bank Indonesia and

prevailing regulations;

5. Minimizing compliance risk;

6. Taking precautions to ensure that policies and/or decisions

taken Directors do not deviate from the provisions of

the Financial Services Authority/Bank Indonesia and the

legislation in force, among others, provide a different

opinion/dissenting opinions if there are policies and/or



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opinion apabila terdapat kebijakan dan/atau keputusan

yang menyimpang dari ketentuan Otoritas Jasa Keuangan/

Bank Indonesia dan peraturan perundang-undangan yang

berlaku serta tanggung jawab dalam melakukan tindakan

pencegahan tersebut terbatas pada kewenangan Direktur

Kepatuhan;

7. Melakukan tugas-tugas lainnya yang terkait dengan fungsi

kepatuhan, antara lain adalah memantau dan menjaga

kepatuhan terhadap komitmen kepada Otoritas Jasa

Keuangan/Bank Indonesia maupun otoritas pengawas

lainnya yang berwenang.

Indikator Kepatuhan 2015

1. Bank Sinarmas terpilih sebagai Entitas Utama grup

Sinarmas melalui Surat Otoritas Jasa Keuangan No.S-95/

PB.33/2015 tanggal 1 Oktober 2015 tentang Penetapan

PT. Bank Sinarmas Tbk. sebagai Entitas Utama grup

Sinarmas, hal ini merupakan kepercayaan sekaligus

tanggung jawab yang harus ditunjukkan dengan

penerapan Tata Kelola dan Manajemen Risiko yang baik.

2. Hasil Self Assessment pelaksanaan Good Corporate

Governance (gCg) pada Bank Sinarmas posisi semester

I dan semester II Tahun 2015 berada pada peringkat 2

“baik” hal ini mencerminkan Manajemen Bank telah

melakukan penerapan Good Corporate Governance yang

secara umum baik.

Aktivitas Kepatuhan 2015

Sebagai bentuk komitmen terhadap ketentuan PBI No. 13/2/

PBI/2011 tanggal 12 Januari 2011, Bank Sinarmas menyusun

Compliance Framework sepanjang 2015 sebagai berikut:

I. Pelaksanaan Fungsi Kepatuhan

1. Mendorong terwujudnya Budaya Kepatuhan pada

semua tingkatan organisasi dan kegiatan usaha Bank.

Dalam rangka mendorong terwujudnya budaya

kepatuhan pada seluruh organisasi melakukan

kegiatan sosialisasi kepada seluruh jenjang organisasi

yang materinya berisikan ajakan, arahan untuk

meningkatkan kesadaran, pemahaman dan kepedulian

terhadap penerapan budaya kepatuhan dalam semua

aspek:

a. Sosialisasi secara tatap muka melalui program:

1. Sosialisasi “35 Menit Bersama Compliance”

yang materinya berisikan peran dan tugas

compliance, ajakan dan arahan untuk

berbudaya patuh, penerapan Good Corporate

Governance, Tingkat Kesehatan Bank dan

pembahasan Komitmen Kepada regulator.

decisions that deviate from the provisions of Financial

Services Authority/Bank Indonesia and the legislation in

force and the responsibility to take preventive action is

limited to the authority of the Director of Compliance;

7. Conducting other duties related to compliance function,

such as monitoring and maintaining commitment to the

Financial Services Authority/Bank Indonesia and other

supervisory authorities.

compliance Indicator in 2015

1. Bank Sinarmas was selected as Main Entity of Sinarmas

group through Financial Services Authority (OJK)

Letter No. S-95/PB.33/2015 on October 1, 2015 on the

Stipulation of PT. Bank Sinarmas Tbk. as Main Entity of

Sinarmas group. This initiation was a form of trust and

responsibility that must be displayed through exemplary

implementation of good Corporate governance and Risk

Management.

2. Results of Self Assessment from good Corporate

governance (gCg) for Bank Sinarmas at semester I

and semester II of 2015 were on rank 2 “good”. This

achievement reflects how the Management has properly

implemented good Corproate governance in general.

compliance Activity in 2015

As a commitment to the regulations of PBI No. 13/2/PBI/2011

on January 12, 2011, Bank Sinarmas composed the 2015

Compliance Framework as follows:

I. The Implementation of compliance Function

1. Encouraging the realization of Compliance Culture on

all Bank’s organization levels and business activities.

In order to promote the establishment of compliance

culture in all organizational units, the Company

conducts dissemination to all organizational levels

with materials containing invitation, guidance to

increase awareness, understanding and care on the

implementation of compliance culture in all aspects:

a. Face-to-face dissemination through program such

as:

1. “35 Menit Bersama Compliance”

dissemination, which contains compliance

rules and duties, invitation and guidance

toward compliance culture, good Corporate

governance implementation, Bank’s Health and

discussion on Commitment to Regulators.










2. Sosialisasi Ketentuan Baru, yaitu

penyelenggaraan sosialisasi atas ketentuan-

ketentuan baru yang diterbitkan oleh otoritas

3. Sosialisasi Anti Pencucian Uang dan

Pencegahan Pendanaan Terorisme (APU & PPT),

sosialisasi ini berisikan ketentuan mengenai

APU & PPT. Penyelenggaraannya dilakukan

secara berulang-ulang setiap tahun ke seluruh

jenjang lini organisasi.

b. Sosialisasi melalui program “Coffee Time” sejenis

buletin elektronik yang disampaikan kepada

seluruh jenjang organisasi melalui e-mail blast

setiap hari Jumat. Materi Coffee Time berisikan

kegiatan-kegiatan SKK, Quiz Perbankan yaitu

suatu kuis yang berisikan pertanyan-pertanyan

yang berhubungan dengan kegiatan-kegiatan atau

transaksi-transaksi yang terkait dengan ketentuan

internal maupun eksternal, Teka Teki Silang, Acak

Kata dan Tau Perbankan yang disajikan secara

bergantian

c. Sosialisasi melalui media buku komik yang berisikan

mengenai kejadian kehidupan sehari-hari yang

terkait dengan transaksi perbankan, disajikan

dalam bentuk komik yang mudah dipahami dan

dicerna oleh pembacanya.

Peluncuran Buku Seri Komik Perbankan “8 Catatan

Bankir @ Work”

2. Dissemination of New Regulation, namely

the spreading of new regulations issued by

authorities

3. Disssemination on Anti-Money Laundering and

Prevention of Terrorism Funding (APU & PPT),

this dissemination contains regulations on APU

& PPT. Its implementation is conducted annually

over time in all organizational lines.

b. Dissemination through “Coffee Time” program,

an electronic bulletin circulated in all organizational

levels through e-mail blast every Friday. Coffee

Time contains topics on SKK activities, Quiz

Perbankan - a quiz with questions related with

activities or transactions in both internal and

external regulations, Teka Teki Silang, Acak Kata

and Tau Perbankan; all of which are presented in

turns.

c. Dissemination through short films, namely films

about activities that must be conducted or that are

prohibited in transaction. The films are screened in

all offices as discussion topics.

Book Launching of Comic Banking“8 Catatan

Bankir @ Work”



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LAPORAN MANAJEMEN

management rePort

2. Mengelola Risiko Kepatuhan

SKK melakukan pemantauan terhadap tingkat

kepatuhan atas ketentuan yang berlaku terkait prinsip

prudential banking (antara lain CAR, ROA, ROE, PDN,

BMPK, NPL, LDR).

3. Memastikan seluruh kebijakan, ketentuan, sistem dan

prosedur serta kegiatan usaha yang dilakukan Bank

telah sesuai dengan ketentuan regulator dan peraturan

perundangan yang berlaku, yaitu dengan melakukan:

a. Review kepatuhan, melakukan review terhadap

rancangan kebijakan dan prosedur baru yang

diajukan oleh unit kerja pembuat kebijakan, dan

juga memberikan opini atas pemberian kredit

diatas jumlah tertentu;

b. Melakukan analisis dampak peraturan eksternal

yang baru diterbitkan oleh Regulator;

c. Melakukan review terhadap rencana penerbitan

produk atau aktivitas baru;

d. Melakukan review terhadap kecukupan kebijakan

internal seiring dengan peningkatan usaha bank.

4. Memantau dan menjaga Kepatuhan Bank terhadap

komitmen pada regulator. Pemantauan terhadap

komitmen pada regulator dan otoritas pengawas

lainnya dilakukan dengan memonitor dan

menyampaikan komitmen ke regulator sesuai dengan

target date pemenuhannya.

II. Pengendalian Intern

Pelaksanaan pengelolaan pengendalian internal yang

dilakukan SKK yaitu melalui review compliance dan

compliance check list terhadap aktivitas operasional di

tingkat Divisi/Kantor Wilayah/Kantor Cabang. Tujuan dari

pelaksanaan compliance check list adalah untuk menilai

kepatuhan aktivitas bisnis dan operasional terhadap

ketentuan internal dan eksternal.

Dalam pelaksanaannya, pengelolaan pengendalian internal

meliputi aktivitas :

1. Review Rutin

review rutin merupakan review yang bersifat

pencegahan/ preventif (ex-ante) yang dilakukan

oleh SKK atas aktivitas bisnis/operasional Bank yang

kritikal secara periodik, untuk menilai kepatuhan

unit operasional dalam pelaksanaan fungsi-fungsi

utamanya sesuai dengan ketentuan yang berlaku

sehingga dapat dilakukan mitigasi risiko secara dini.

2. Managing Compliance Risk

SKK unit monitors compliance rate on prevailing

regulations, in relation with prudential banking principles

(such as CAR, ROA, ROE, PDN, BMPK, NPL, LDR).

3. Ensuring that all policies, regulations, system and

procedures and business activities conducted by the

Company has been in line with regulator’s rules and

regulations in force through:

a. Review on compliance, namely conducting review

on drafts of new policy and procedures submitted by

policy-making work unit and provide opinion on credit

granting that exceeds a certain amount;

b. Analyze the impact of external regulations issued by

the Regulator;

c. Review the plan on the release of new products or

activities

d. Review the adequacy of internal policy in line with the

Company’s business improvement.

4. Monitoring and preserving the Company’s Compliance

to the regulator. The monitoring on commitment to the

regulator and other supervising authorities is conducted by

monitoring and submitting commitment to the regulator

in accordance with the scheduled target completion date.

II. Internal control

The implementation of internal control management

conducted by SKK is realized through compliance review

and compliance check list of operational activities in

Division/Regional Office/Branch Office levels. The purpose

of compliance check-list is to assess the compliance of

business and operational activities with internal and

external regulations.

In its implementation, internal control management

consists of the following activities:

1. Routine Review

Routine review is a preventive (ex-ante) review conducted

by SKK unit on the Company’s critical business/operational

unit activities in a periodical manner. The review is aimed

to assess operational unit’s compliance in conducting its

main functions with the prevailing regulations in order to

conduct early risk mitigation.










2. Review Insidentil

merupakan review yang dilakukan sehubungan

dengan adanya informasi ketidakpatuhan, kasus dan/

atau isu-isu strategis lainnya. Review Insidentil terdiri

dari:

a. Review mendadak

merupakan review yang dilakukan dengan fokus

terhadap aktivitas/transaksi tertentu berdasarkan

professional judgement Divisi Compliance karena

adanya indikasi permasalahan yang dijumpai pada

saar review ex-ante.

b. Review khusus

merupakan review yang dilakukan sehubungan

dengan adanya pelanggaran terhadap ketentuan,

kebijakan, dan prosedur yang berpotensi

menimbulkan kerugian Bank baik secara langsung

maupun tidak langsung dengan tujuan untuk

mengetahui kronologis terjadinya pelanggaran,

sebab-sebab terjadinya, dampak kerugian Bank.

c. Review issue

Review yang dilaksanakan karena adanya

permasalahan/issue strategis yang terjadi di

beberapa unit kerja dan mempunyai dampak yang

cukup signifikan bagi Bank secara keseluruhan

III. Implementasi Program Anti Pencucian Uang &

Pencegahan Pendanaan Terorisme melalui Penerapan

Know your customer (Kyc)

Dalam menjalankan kegiatan usaha, Perseroan

menghadapi berbagai risiko usaha dan untuk mengurangi

risiko usaha tersebut Perseroan menerapkan prinsip kehati-

hatian. Salah satu prinsipnya adalah melalui penerapan

program Anti Pencucian Uang (APU) dan Pencegahan

Pendanaan Terorisme (PPT) yang merupakan bagian dari

penerapan manajemen risiko bank secara keseluruhan.

Hal ini diterapkan karena pada awal Juli 2009 lalu, Bank

Indonesia telah menerbitkan Peraturan Bank Indonesia

No.11/28/PBI/2009 tentang Penerapan Program APU dan

PPT bagi Bank Umum. Ketentuan tersebut merupakan

penyempurnaan dari PBI No.3/10/PBI/2001, tentang

Penerapan Prinsip Mengenal Nasabah (Know Your

Principles), dimana sesuai dengan ketentuan baru yakni

PBI No. 14/27/PBI/2012 tentang Penerapan Program APU

dan PPT bagi Bank Umum istilah KyC diubah menjadi

CDD (Customer Due Diligence). Penyempurnaan itu

dilakukan dalam rangka penyesuaian terhadap standar

internasional yang lebih komprehensif dalam upaya

mendukung pencegahan tindak pidana pencucian uang

dan pencegahan pendanaan terorisme.

2. Incidental Review

Incidental Review is a review which was carried out in

connection with the existing information of disobedience,

cases and/or other strategic issues. Incidental Review

consists of:

a. Sudden Review

A review which was carried out with focus on

certain activity/transaction based on professional

judgment from Compliance Unit due to indication of

encountered problems by the time of ex-ante review

b. Special Review

A review which was carried out in connection with

the existence of violation on provisions, policies and

procedures which potentially may cause loss for the

Bank either directly or indirectly with the purpose to

find out the chronology of such violation, the causes,

impact on Bank and personnel loss that is suspected to

be related to the violation on provision.

c. Issue Review

A review which was carried out due to the existence of

problems/strategic issues that occurred within several

working units and may have a significant impact for

the Company as a whole.

III. Implementation of Anti-Money Laundering (AML)

& Prevention of Terrorism Financing through Know

your customer (Kyc)

In implementing business activities, the Company

faces various business risks, and to overcome it, the

Company implements prudential principles. One of the

principles is through the implementation of Anti Money

Laundering (APU) and Prevention of Terrorism Financing

(PPT) that are parts of the overall bank risk management

implementation.

This is implemented as at the start of last July 2009, Bank

Indonesia has issued Bank Indonesia Regulation No.11/28/

PBI/2009 concerning the Implementation of APU and

PPT Program for Commercial Banks. The regulation is

the improvement of PBI No.3/10/PBI/2001 concerning

the Implementationof Know your Customer Principles,

in which according to the new regulation, namely PBI

No.14/27/PBI/2012 concerning the Implementation of APU

Program and PPT for Commercial Bank, KyC term changed

to CDD (Customer Due Diligence). The improvement

was conducted to adjust it to a more comprehensive

international standard to support the prevention of money

laundering and prevention of terrorism financing.



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Dalam pelaksanaannya, ada beberapa hal yang dilakukan

oleh Perseroan, yang merupakan pilar dalam pelaksanaan

APU/PPT tersebut, antara lain:

• PengawasanaktifDireksidanDewanKomisaris

• Kebijakan dan prosedur

• Pengendalian internal

• Sistem Informasi Manajemen

• Sumber Daya Manusia dan pelatihan

Efektivitas penerapan prinsip APU dan PPT Perseroan

dipantau oleh Unit Kerja Pengenalan Nasabah (UKPN)

di dalam Satuan Kerja Kepatuhan. Dalam menjalankan

tugasnya UKPN melapor dan bertanggung langsung

Kepada Direktur Kepatuhan sesuai dengan Peraturan Bank

Indonesia.

Kesimpulan Umum Hasil Self Assessment Pelaksanaan

gCg

Peringkat / Rank

Definisi Peringkat / Rank Definition

Individual 2

Mencerminkan Manajemen Bank telah melakukan penerapan Good Corporate Governance yang secara umum baik. Hal ini tercermin dari pemenuhan yang memadai atas prinsip-prinsip Good Corporate Governance. Apabila terdapat kelemahan dalam penerapan prinsip Good Corporate Governance, maka secara umum kelemahan tersebut kurang signifikan dan dapat diselesaikan dengan tindakan normal oleh manajemen Bank / Reflects that the Company’s Management has performed satisfying implementation of good Corporate governance. Should there be susceptibilities during the implementation, such issues are considered less significant and have been managed by conducting normal responses by the Company’s management.

In its practice, there are several things that the Company

performs which relate to the implementation of APU/PPT,

among others:

• ActivesupervisionoftheBoardofDirectorsandBoardof

Commissioners

• Policyandprocedure

• Internalcontrol

• ManagementInformationSystem

• HumanResourcesandtraining

The effectiveness of the Company’s APU and PPT is monitored

by Work Unit of Customer Identification (UKPN) in a

Compliance Working unit. In performing its duties, UKPN

reports and directly reports to the Compliance Director

according to Bank Indonesia’s Regulation.

general Summary of Self-Assessment Results of gCg

Implementation










SEKRETARIS PERUSAHAANSekretaris Perusahaan diangkat dan bertanggung jawab

pada Direktur Utama. Sekretaris Perusahaan memiliki 4

(empat) fungsi utama dalam rangka membantu tugas Direksi,

yaitu sebagai Liason Officer (Corporate Communication),

Compliance Officer, Investor Relation, serta Administrasi

Dokumen dan Notulensi Rapat untuk memenuhi ketentuan

tata kelola perusahaan yang baik.

Profil Sekretaris Perusahaan

Dodo Suyanto

SEKRETARIS PERUSAHAAN

Corporate Secretary

Warga Negara Indonesia, 46 tahun. Bergabung dengan

Bank Sinarmas sejak 14 Januari 2013. Menjabat sebagai

Sekretaris Perusahaan Bank Sinarmas sejak 1 Desember 2014

berdasarkan Surat Keputusan Direksi No. 025/2014/PRESDIR

tanggal 1 Desember 2014. Saat ini, beliau juga merangkap

sebagai Legal Division Head Bank Sinarmas.

Meraih gelar Sarjana Hukum di Universitas Airlangga pada

1994 dan menyelesaikan pendidikan Spesialis Kenotariatan

di Universitas Airlangga pada 2000. Mengawali karir sebagai

Legal Officer di PT Bank Permata Tbk tahun 1996 hingga

2003, PT Bank DBS Indonesia pada 2005 hingga 2007,

menjabat sebagai Compliance Manager di PT Bank Rabobank

International Indonesia pada 2009 hingga 2011, dan menjabat

sebagai Compliance Manager pada 2012 hingga 2013 di PT

AXA Mandiri Financial Services.

Selain pendidikan formal, beliau juga mengikuti sejumlah

pelatihan diantaranya The 7 Habits of Highly Effective People

Book Sharing pada 1999, Power Leadership Program pada

2007, serta mendapatkan sertifikat BSMR Level 2 pada 2010.

Dasar Hukum Penunjukan Sekretaris Perusahaan

Berdasarkan ketentuan Bapepam Nomor KEP-63/PM/1996

dan keputusan Direksi BEJ Nomor 339 Tahun 2001 mengenai

cORPORATE SEcRETARyCorporate Secretary is appointed by and responsible to the

President Director. Corporate Secretary has 4 (four) main

functions in assisting the duties of the Board of Directors,

namely as a Liaison Officer (Corporate Communication),

Compliance Officer, Investor Relation, as well as Document

Administration and Minutes of Meeting to meet the provision

of good corporate governance.

corporate Secretary Profile

Indonesian citizen, 46 years old. He joined Bank Sinarmas

since January 14, 2013 and served as Corporate Secretary

since December 1, 2014 pursuant to Decree of Board of

Directors No. 025/2014/PRESDIR dated December 1, 2014. He

also concurrently served as Bank Sinarmas Legal Division Head.

He obtained Bachelor of Law degree in 1994 and Specialist of

Notary in 2000 from Airlangga University in 2000. He started

his career as Legal Officer at PT Bank Permata Tbk from

1996 until 2003, Bank DBS Indonesia from 2005 until 2007,

Compliance Manager at PT Bank Rabobank International

Indonesia from 2009 until 2011, and Compliance Manager at

PT AXA Mandiri Financial Services from 2012 until 2013.

In addition to formal education, he participated in trainings

such as The 7 Habits of Highly Effective People Book Sharing

in 1999, Power Leadership Program in 2007 and acquired

BSMR Level 2 certificate in 2010.

Legal Basis of Appointment

Pursuant to Bapepam requirements No. KEP-63/PM/1996 and

JSE Directors Decision No. 339 of 2001 on the appointment of



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pembentukan Sekretaris Perusahaan, maka berdasarkan

Keputusan Direksi No. 025/2014/PRESDIR tanggal 1 Desember

2014, Perseroan menunjuk Dodo Suyanto sebagai Sekretaris

Perusahaan, yang kemudian telah dilaporkan ke Otoritas Jasa

Keuangan No. SKL.290/2014/PRESDIR-CorSec&CorComm

tanggal 1 Desember 2014.

Fungsi utama dari Sekretaris Perusahaan adalah untuk

membangun citra Perseroan dan sebagai penghubung

dengan membangun komunikasi dan hubungan yang baik

dengan para stakeholder. Sekretaris perusahaan memiliki

akses terhadap informasi material dan relevan yang berkaitan

dengan Perseroan dan perundang-undangan terkait.


Berdasarkan Piagam Sekretaris Perusahaan PT. Bank Sinarmas

Tbk., tugas dan tanggung jawab Sekretaris Perusahaan

sebagai berikut:

1. Mengikuti perkembangan Pasar modal, Perbankan, dan

Perusahaan Terbuka serta peraturan-peraturan yang

berlaku pada masing-masing bidang tersebut.

2. Memberikan pelayanan kepada masyarakat atas setiap

informasi yang dibutuhkan pemodal yang berkaitan

dengan kondisi Bank.

3. Memberikan masukan kepada Direksi untuk mematuhi

peraturan-peraturan yang berlaku dibidang Pasar Modal,

Perbankan, dan Perusahaan Terbuka.

4. Sebagai penghubung antara Bank dengan Bank Indonesia,

Profesi Penunjang Pasar Modal & Otoritas Pasar Modal,

masyarakat dan pihak-pihak terkait lainnya.

5. Menyiapkan daftar khusus yang berkaitan dengan Direksi,

Dewan Komisaris, Pemegang Saham, dan anggota

keluarganya dalam Bank mencakup kepemilikan saham,

hubungan bisnis, dan peranan lainnya yang dapat

menimbulkan benturan kepentingan.

6. Membuat daftar pemegang saham termasuk kepentingan

5% (lima persen saham) atau lebih.

7. Menghadiri rapat direksi dan rapat Direksi dan Dewan

Komisaris serta membuat berita acara rapatnya.

8. Bertanggung jawab dalam penyelenggaraan Rapat Umum

Pemegang Saham (RUPS) dan Rapat Umum Pemegang

Saham Luar Biasa (RUPSLB).

9. Membuat Laporan Tahunan pada setiap akhir tahun dan

disampaikan kepada pihak-pihak terkait lainnya paling

lambat akhir Mei tahun berikutnya.

10. Membuat laporan-laporan lainnya yang ditujukan ke

Bank Indonesia, Bursa Efek, Bapepam, Perbanas, UP3 dan

lainnya, seperti Laporan Perubahan Pengurus, Laporan

Pemindahan Kantor, Laporan Realisasi Pembukaan Kantor.

Corporate Secretary, based on Board of Directors Decision No.

025/2014/PRESDIR dated December 1, 2014, the Company

appointed Dodo Suyanto as Corporate Secretary. The report

had been submitted to Financial Services Authorities No.

SKL.290/2014/PRESDIR-CorSec&CorComm dated December

1, 2014.

The main function of corporate secretary is to build the

image of the Company and as a liaison to establish good

communication and relationships with Stakeholders.

Corporate secretary has access to the material and relevant

information relating to the Company and the relevant

regulations.


Pursuant to Corporate Secretary Charter of PT. Bank Sinarmas

Tbk., Corporate Secretary has the following duties and

responsibilities:

1. Monitoring the development in Capital Markets, Banking

and Listed Company as well as regulations existing to the

respective areas.

2. Providing the public with any information needed by

investors associated with the Bank.

3. Providing input to the Board of Directors to comply with

the prevailing regulations in the field of Capital Markets,

Banking and Listed Company.

4. As a liaison between the Bank and Bank of Indonesia,

Supporting Profession, Capital Market & Capital Market

Authority, the public and other related parties;

5. Preparing a list of particular relevance to the Board

of Directors, Board of Commissioners, shareholders,

and members of his family in the Bank include stock

ownership, business relationships, and other roles that can

give rise to a conflict of interest.

6. Making a list of shareholders, including the interests of

5% (five percent of the shares) or more.

7. Attending board meetings and meetings of the Board of

Directors and the Board of Commissioners and prepare

minutes of the meeting.

8. Responsible for the implementation of the general

Meeting of Shareholders (AgM) and Extraordinary general

Meeting of the Extraordinary Shareholders (EgM).

9. Making the Annual Report at the end of each year and

submitted to other related parties no later than the end of

May next year.

10. Making other reports addressed to Bank Indonesia, the

Stock Exchange, Bapepam, Banks Association, UP3 and

others, such as the Statement of Changes in Board, Report

of Transfer of Office, Office Opening Realization Report.










11. Membantu Direksi menyusun korespondensi (surat,

memorandum, dan lainnya), baik untuk pihak internal

(Dewan Komisaris, Kantor Cabang, Unit-unit Kerja di

Kantor Pusat).

12. Menyusun Surat Keputusan, Surat Edaran, dan Surat-surat

yang diterbitkan oleh Perusahaan.

Berdasarkan Peraturan Otoritas Jasa Keuangan Nomor 35/

POJ.04/2014 tentang Sekretaris Perusahaan Emiten atau

Perusahaan Publik, fungsi Sekretaris Perusahaan sebagai

berikut:

1. mengikuti perkembangan Pasar Modal khususnya

peraturan perundang-undangan yang berlaku di bidang

Pasar Modal;

2. memberikan masukan kepada Direksi dan Dewan

Komisaris Emiten atau Perusahaan Publik untuk mematuhi

ketentuan peraturan perundang-undangan di bidang Pasar

Modal;

3. membantu Direksi dan Dewan Komisaris dalam

pelaksanaan tata kelola perusahaan yang meliputi:

a. keterbukaan informasi kepada masyarakat, termasuk

ketersediaan informasi pada Situs Web Emiten atau

Perusahaan Publik;

b. penyampaian laporan kepada Otoritas Jasa Keuangan

tepat waktu;

c. penyelenggaraan dan dokumentasi Rapat Umum

Pemegang Saham;

d. penyelenggaraan dan dokumentasi rapat Direksi dan/

atau Dewan Komisaris; dan

e. pelaksanaan program orientasi terhadap perusahaan

bagi Direksi dan/atau Dewan Komisaris.

4. sebagai penghubung antara Emiten atau Perusahaan

Publik dengan pemegang saham Emiten atau Perusahaan

Publik, Otoritas Jasa Keuangan, dan pemangku

kepentingan lainnya.

Sekretaris Perusahaan memiliki misi untuk memenuhi dan

mematuhi segala peraturan-peraturan yang ditetapkan bagi

Perusahaan Terbuka kepada Otoritas Jasa Keuangan, Bursa

Efek Indonesia, KSEI, Bank Indonesia, serta lembaga regulatif

yang lain dan menjadi gerbang media terkait informasi yang

akan dipublikasikan terkait aksi korporasi, kinerja perusahaan,

ataupun meredam berita negatif mengenai Perseroan.

11. Assisting the Board of Directors prepare correspondence

(letters, memoranda, and other), both for internal (BOC,

Branch Office, Units Work in the Central Office).

12. Developing Decree, Circular, and letters issued by the

Company.

Pursuant to the Financial Services Authority Regulation

No. 35/POJ.04/2014 on Corporate Secretary for Issuers or

Public Companies, the following are functions of Corporate

Secretary:

1. monitoring the development of capital markets, especially

the legislation in force in the capital market;

2. providing input to the Board of Directors and Board of

Commissioners of Public Listed Company to comply with

laws and regulations in the capital market;

3. assisting the Board of Directors and the Board in the

implementation of corporate governance include:

a. disclosure to the public, including the availability of

information on the website Public Company;

b. submission of reports to the Financial Services

Authority on time;

c. implementation and documentation of the general

Meeting of Shareholders;

d. implementation and documentation of the

Board of Directors meeting and / or the Board of

Commissioners; and

e. orientation program execution against the company

for the Board of Directors and / or Board of

Commissioners.

4. as a liaison between the Public Company by the

shareholder or public company, the Financial Services

Authority, and other Stakeholders.

Corporate Secretary’s missions are: Complying with all

regulations determined for Public Companies to the Financial

Services Authority, Indonesia Stock Exchange, KSEI, Bank

Indonesia, and other Regulators, and become an information

gate to publish corporate action, company performance or

reduce negative news on the Company.



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Korespondensi

Selama 2015, korespondensi baik rutin maupun non-rutin

yang disampaikan Perseroan kepada Regulator adalah sebagai

berikut:

Tabel informasi kuantitas korespondensi Sekretaris Perusahaan

2015

Perihal / AboutKeterangan /

DescriptionJumlah / Total

Laporan Bulanan Registrasi Pemegang Efek / Monthly Report on Securities Holder Registration

Rutin / Routine 12

Laporan Data Hutang Valuta Asing / Report on Foreign Currency Debt Rutin / Routine 12

Laporan Hasil Penggunaan Dana Hasil Penawaran Umum / Report on Use of Public Offering Proceeds

Rutin / Routine 4

Laporan Keuangan Tahunan / Annual Financial Statements Rutin / Routine 1

Laporan Tahunan 2014 / Annual Repot 2014 Rutin / Routine 1

Laporan Keuangan Interim dan Long Form / Interim and Long Farm Financial Statements

Rutin / Routine 4

Publikasi Laporan Keuangan / Financial Statements Punlication Rutin / Routine 4

Laporan Transaksi Afiliasi / Report on Affiliation Transaction Non Rutin / Non-

Routine-

Perubahan Corporate Secretary / Change of Corporate SecretaryNon Rutin / Non-

Routine-

Laporan Penambahan Modal Tanpa Hak Memesan Efek Terlebih Dahulu / Report on Additional Capital Without Preemptive Rights

Non Rutin / Non-Routine

-

Keterbukaan Informasi Terkait Penambahan Modal Tanpa Hak Memesan Efek Terlebih Dahulu / Information Disclosure on Additional Capital Without Preemptive Rights

Non Rutin / Non-Routine

-

Komunikasi Eksternal

Pemenuhan informasi bagi stakeholder, selalu menjadi

prioritas perseroan. Oleh sebab itu, Perseroan mempermudah

para stakeholder untuk mengakses informasi yang mereka

butuhkan melalui website www.banksinarmas.com, seperti

laporan tahunan, laporan publikasi, laporan gCg, produk dan

lain sebagainya.

Selama 2015, Perusahaan mengeluarkan beberapa siaran pers

dengan rincian sebagai berikut:

Tabel komunikasi eksternal Sekretaris Perusahaan

Judul / Title Tanggal / Date

Rapat Umum Pemegang Saham Biasa (RUPSLB) PT. Bank Sinarmas Tbk. / Extraordinary general Meeting of Shareholders (EgMS) of PT. Bank Sinarmas Tbk.

Maret 2015 / March 2015

Kinerja PT. Bank Sinarmas Tbk. Selama Tahun 2014 / Performance of PT. Bank Sinarmas Tbk. in 2014

Juni 2015 / June 2015

correspondence

In 2015, the Company conducted the following routine and

non-routine correspondences:

Table of information on correspondence quantity in 2015

External communication

Fulfillment of information for Stakeholders is the company’s

priority. Therefore, the Company allows for Stakeholders

to access the information they need through www.

banksinarmas. com website, such as annual reports, published

reports, corporate governance reports, and other products.

During 2015, the Company issued several press release with

details as follows:

Table of information on external communication of Corporate

Secretary










Judul / Title Tanggal / Date

“Secangkir Kebahagiaan”Bank Sinarmas Berbagi Semangat Ramadhan dan Idul Fitri / Bank Sinarmas Shared the Spirit of Ramadhan and Eid Al Fitr

Juli 2015 / July 2015

Sinarmas MSIg Life Hadirkan Solusi Inovatif SIMPOL Medical, Dukung Perencanaan Masa Depan Keuangan Keluarga Bersama Bank Sinarmas Luncurkan Produk Bancassurance dengan Nilai Pertanggungan hingga 1,9 M dan Portofolio Investasi Beragam / Sinarmas MSIg Life Presented Innovative Solution SIMPOL Medical, and Supported Financial Planning for the Family with Bank Sinarmas by Launching Bancassurance Product with Coverage Value up to 1.9 M and a Wide Variety of Investment Portfolio

September 2015 / September 2015

Bank Sinarmas Siap Fasilitasi TKI / Bank Sinarmas To Facilitate TKI November 2015 / November 2015

Dukung Program JARINg, Bank Sinarmas Fokus Biayai Usaha Perikanan dan Kelautan / Bank Sinarmas Focuses on Marine and Fishing Industry By Supporting JARINg Program

November 2015 / November 2015

Bank Sinarmas Catat Pertumbuhan Kredit dan Fee Based / Bank Sinarmas Recorded growth in Credit and Fee-Based | November 2015

November 2015 / November 2015

Komunikasi Internal

Dalam melakukan Komunikasi Internal kepada seluruh

karyawan, Perseroan menggunakan berbagai media antara

lain:

1. Lensa Berita

Media Perseroan untuk menyebarkan berita-berita terbaru

dan kegiatan yang telah dilakukan oleh Perseroan melalui

e-mail untuk disebarkan kepada seluruh kayawan. Lensa

Berita terbit setiap hari Rabu di setiap minggunya. Pada

2015, Lensa Berita telah menerbitkan 53 edisi.

2. Pesan Manajemen

Pesan langsung yang dikirimkan oleh Manajemen kepada

seluruh karyawan. Pesan ini terkait mengenai budaya

kerja, informasi perkembangan Perseroan, maupun

motivasi. Sepanjang 2015, Manajemen lebih menekankan

kepada sosialisasi visi, misi dan objektif Perseroan kepada

seluruh karyawan.

3. Artikel

Kutipan artikel dari salah satu surat kabar yang

berperedaran nasional, dimana artikel tersebut terbit setiap

minggu. Artikel tersebut bertujuan untuk memberikan

motivasi, menginspirasi, dan memberikan informasi-

informasi yang berhubungan dengan dunia kerja.

Internal communication

In conducting Internal Communication to all employees, the

Company uses a variety of media including:

1. Lensa Berita

The Company’s media to spread the latest news and

activities that have been carried out by the Company

by e-mail to be spread to the employees. Lensa Berita is

published every Wednesday in every week. In 2015, Lenses

News has published 53 editions.

2. Message from Management

Direct messages sent by the Management to all

employees. The messages are related to work culture,

information on the progress of the Company’s

development, as well as motivation. Throughout 2015,

the Management emphasized on dissemination of

the Company’s vision, mission and objectives to the

employees.

3. Articles

Quotes from articles from one of the nationwide

newspapers, in which the articles are published every

Sunday. The articles are written to motivate, inspire and

provide information on jobs.



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management rePort

Pelatihan Sekretaris Perusahaan

Pada 2015, Sekretaris Perusahaan telah mengikuti berbagai

pelatihan dalam rangka untuk meningkatkan kemampuan dan

kompetensi pada bidangnnya, sebagai berikut:

Tabel Pelatihan Sekretaris Perusahaan


117 April 2015 / April 17,

2015



212 Agustus 2015 / August 12, 2015

Training Corporate governance

OJK Menara Merdeka, Jakarta




KANTOR AKUNTAN PUBLIKMelalui RUPS pada tanggal 24 Maret 2015 dan 12 Juni 2015,

bertempat di Sinar Mas Land Plaza, Tower II, Lantai 39, Ruang

Paseo, Jalan MH Thamrin Nomor 51,di Jakarta, menyetujui

untuk menunjuk KAP Moore Stephens guna melakukan

Audit Umum Laporan Keuangan Bank Sinarmas 2014 untuk

melakukan Audit Umum atas Laporan Keuangan PT. Bank

Sinarmas Tbk. per 31 Desember 2014.

Kantor Akuntan Publik KAP Moore Stephens merupakan

KAP yang terdaftar sebagai Auditor Bank di Otoritas Jasa

Keuangan. Bank Sinarmas menunjuk KAP tersebut untuk

melaksanakan audit umum laporan keuangan Bank Sinarmas

2015, yang dalam penugasannya memenuhi aspek berikut:

• KapasitasKAPyangditunjuk

• Legalitasperjanjiankerja

• Ruanglingkupaudit

• Standarprofesionalakuntanpublik

• KomunikasiBankIndonesiadenganKAPdimaksud

Periode Kantor Akuntan Publik dan Akuntan Publik

Sesuai Peraturan PBI 3/22/PBI/2001 tentang Transparansi

Kondisi Keuangan Bank, penunjukkan KAP yang sama hanya

bisa dilakukan selama lima tahun berturut-turut kecuali jika

memenuhi kondisi tertentu dan dilaksanakan atas persetujuan

Bank Indonesia. Berikut adalah Kantor Akuntan Publik yang

melakukan audit Laporan Keuangan Bank Sinarmas selama 3

(tiga) tahun terakhir:

corporate Secretary Training

In 2015, Corporate Secretary has attended various trainings to

increase his capacity and competency in the field as follows:

Table of Corporate Secretary Training

PUBLIc AccOUNTINg FIRMPursuant to the AgM on March 24, 2015 and June 12, 2015,

at Sinar Mas Land Plaza, Tower II, Floor 39, Paseo Room,

Jalan MH Thamrin Number 31, in Jakarta, the Bank approved

the appointment of KAP Moore Stephens to perform the

general Audit of Financial Statements Bank Sinarmas 2014 to

conduct the general Audit of Financial Statements of PT. Bank

Sinarmas Tbk. as of December 31, 2014.

Public Accounting Firm (KAP) Moore Stephens is a KAP

registered as Bank Auditor in the Financial Services Authority.

Bank Sinarmas appointed the KAP to perform general audit

for the financial statements of the Bank Sinarmas 2015, that

the assignment meets the following aspects:

• Capacity

• Legalityofworkagreement

• Auditcoverage

• Professionalpublicaccountantstandards

• CommunicationbetweenBankIndonesianwiththe

aforementioned KAP

Terms of Public Accountant Firm and Public Accountant

Pursuant to PBI 3/22 / PBI / 2001 on Transparency of

Financial Condition of the Bank, KAP same designation

can only be done for five consecutive years unless it meets

certain conditions and carried out with the approval of Bank

Indonesia. The following are a public accounting firm to audit

the financial statements of Bank Sinarmas for 3 (three) years:










Tabel informasi akuntan publik

Tahun / year Kantor Akuntan Publik / Public Accounting FirmNama Akuntan (Perorangan) / Accountant Name

(Individual)

2015 KAP Moore Stephens Mulyamin Sensi Suryanto dan Lianny





SISTEM PENgENDALIAN INTERNALSeluruh manajemen dan karyawan memiliki peran dan

tanggung jawab dalam meningkatkan kualitas dan

pelaksanaan sistem pengendalian intern. Pengendalian

internal dilakukan oleh unit bisnis dengan mengacu

pada kebijakan dan prosedur yang telah ditetapkan.

Untuk memastikan bahwa kebijakan dan prosedur telah

dilaksanakan, maka Satuan Kerja Audit Internal melakukan

proses review secara periodik dengan cakupan aspek

pemeriksaan yang telah ditentukan sebelumnya. Tujuan

penerapan sistem pengendalian internal adalah untuk:

• MenjagadanmengamankanhartakekayaanBank;

• Menjamintersedianyalaporanyanglebihakuratdantepat

waktu;

• Meningkatkankepatuhanterhadapketentuanyang

berlaku, baik ketentuan internal maupun eksternal;

• Mengurangidampakkeuangan/kerugian,penyimpangan

termasuk kecurangan fraud, dan pelanggaran aspek

kehati-hatian; dan

• Meningkatkanefektivitasorganisasidanmeningkatkan

efisiensi biaya.

Sistem Pengendalian Keuangan dan Operasional

Dalam rangka pengelolaan Bank secara efektif dan efesien,

serta sebagai dasar kegiatan operasional yang sehat dan

aman, Bank telah menerapkan suatu Sistem Pengendalian

Internal. Keberadaan SKAI bertanggung jawab untuk

membantu menajemen Bank memastikan bahwa penerapkan

internal control cukup memadai dan telah berjalan

sebagaimana mestinya.

Sebagaimana diatur dalam Peraturan Bank Indonesia nomor

5/8/PBI/2003 tanggal 19 Mei 2003 tentang Penerapan

Manajemen Risiko Bagi Bank Umum dan PBI No. 11/25/

PBI/2009 tanggal 1 Juli 2009 (Perubahan atas PBI No.5/8/

PBI/2003) tentang Penerapan Manajemen Risiko bagi Bank

Umum, Bank Indonesia juga menerbitkan ketentuan dalam SE

Table of information on public accountant

INTERNAL cONTROL SySTEMManagement and employees have their own roles and

responsibilities in improving the quality and implementation

of internal control system. Internal control is carried out by

business unit by referring to the determined policies and

procedures. To ensure that the policies and procedures have

been implemented, the Internal Audit Unit conducts periodic

review with predetermined scope of evaluation aspect.

Objectives of internal control system are, namely:

• MaintainingandsecuringBank’swealth;

• Assuringtheavailabilityofamoreaccurateandtimely

report;

• Improvingthecompliancewiththeprevailingprovisions,

both internal and external circumstances;

• Reducingfinancialimpact/loss,violations,includingfraud,

and prudence aspect violation; and

• Improvingorganizationeffectivenessandcostefficiency.

Financial and Operational control System

In order to create effective and efficient Bank management,

as well as serving as the basis of safe and sound operational

activity, the Bank has determined an Internal Control System.

The IAU is responsible for assisting the Bank’s management in

ensuring that the implementation of internal control has been

adequate and as expected.

As regulated in Bank Indonesia Regulation No. 5/8/

PBI/2003 dated May 19, 2003 on the Implementation of

Risk Management for Commercial Bank and PBI No. 11/25/

PBI/2009 dated July 1, 2009 - amendment to PBI No.5/8/

PBI/2003 on the Implementation of Risk Management for

Commercial Bank, Bank Indonesia also issued Circular Letter



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No.5/22/DPNP tanggal 29 Desember 2003 perihal Pedoman

Standar Sistem Pengendalian Intern bagi Bank Umum yang

mewajibkan setiap Bank umum menyusun Pedoman Sistem

Pengendalian Intern yang sekurang-kurangnya mencakup 5

(lima) elemen pokok, yaitu:

• PengawasanolehManajemendankulturpengendalian

• Indentifikasidanpenilaianrisiko

• Kegiatanpengendaliandanpemisahanfungsi

• SistemAkuntansi,infromasi,dankomunikasi

• Kegiatanpemantauandantindakankoreksi

penyimpangan/kelemahan.

Bank Sinarmas kemudian menetapkan kelima poin di atas

dalam pedoman yang telah ditetapkan oleh Komisaris dan

Direksi dalam Surat Keputusan No.0020001.095 tanggal

15 Desember 2004 perihal Pedoman Sistem Pengendalian

Internal. Pedoman mencakup sistem pengendalian keuangan

dan operasional yang ada di Bank Sinarmas serta menjadi

acuan bagi seluruh jajaran Bank dalam melakukan aktivitas

operasional sehari-hari.

Kesesuaian Sistem Pengendalian Internal dengan

Kerangka cOSO

Sistem pengendalian keuangan dan operasional Bank

Sinarmas sejalan dengan sistem pengendalian internal

menurut Committee of Sponsoring Organization of the

Tradeway Commission (COSO). Sistem pengendalian

tersebut mencakup berbagai kebijakan, prosedur, kegiatan

pemantauan dan komunikasi, serta standar perilaku dan

berbagai inisiatif yang ditujukan untuk:

• Mengamankanaset(security objectives)

• MengupayakanefisiensidanefektivitasoperasiBank

Sinarmas (operational objectives)

• Mengembangkankeandalandankelengkapaninformasi

akuntansi/finansial dan manajemen (information

objectives); serta

• Menjaminkepatuhanterhadapkebijakandanprosedur

serta peraturan perundangan yang berlaku (compliance

objectives).

Evaluasi atas Efektivitasi Sistem Pengendalian Internal

Bank Sinarmas senantiasa melakukan evaluasi secara berkala

terhadap sistem pengendalian keuangan dan operasional

sebagai salah satu fondasi bagi Perseroan untuk terus

melaksanakan perbaikan dan penyempurnaan sistem

pengendalian yang dapat meningkatkan pertumbuhan Bank.

Evaluasi tersebut salah satunya dilakukan melalui laporan

keuangan Perseroan.

No. 5/22/ DPNP dated December 29, 2003 on Standard

guidelines for the Internal Control System for Commercial

Bank, which obliges every commercial bank to set their own

guidelines on the Internal Control System consisting at least 5

(five) core elements such as:

• SupervisionbyManagementandControlCulture

• RiskIdentificationandAssessment

• ControllingActivitiesandSegregationofDuties

• Accountingsystem,informationandcommunication

• Monitoringactivitiesandcorrectingdeficiencies.

Bank Sinarmas has stipulated the points into the guidelines,

which are set forth by the Commissioners and Directors

on Decree No.0020001.095 dated December 15, 2004 on

guidelines of Internal Controlling System. The guidelines cover

financial and operational control system in Bank Sinarmas,

as well as serving as references to all management and

employees in carrying out daily operational activities.

Internal control System conformity to cOSO Framework

Financial and operational control system of Bank Sinarmas is

in line with internal control system according to Committee

of Sponsoring Organization of the Tradeway Commission

(COSO). This control system covers various policies,

procedures, monitoring and communication activities, as well

as standards of conduct, and initiatives that are aimed to:

• Securetheassets(securityobjectives)

• StriveforefficiencyandeffectivenessofBankSinarmas

operation (operational objectives)

• Developreliabilityandcompletenessofaccounting/

financial information and management (information

objectives); and

• Ensurecompliancewithpoliciesandprocedures,aswellas

the prevailing laws and regulations (compliance objectives).

Evaluation of Effectiveness of Internal control System

Bank Sinarmas periodically evaluates the financial and

operational control system as a basis for the Company to

continuously improve the control system that will boost the

growth of the Bank. The evaluation is carried out to financial

statements of the Company.










Dalam melakukan evaluasi, perusahaan menggunakan kriteria

yang telah ditetapkan oleh Internal Control - Integrated

Framework yang telah dikeluarkan oleh COSO. Berdasarkan

penilaian ini, Dewan Komisaris dan Direksi menyimpulkan

bahwa hingga tanggal 31 Desember 2015, sistem

pengendalian internal Perseroan atas laporan keuangan telah

berjalan dengan efektif.

PERKARA PENTINg yANg DIHADAPI BANK SINARMASPerkara Penting yang Dihadapi Direksi dan Dewan

Komisaris

Sepanjang tahun 2015, tidak ada perkara penting baik

perkara perdata dan/atau pidana yang dihadapi oleh Dewan

Komisaris dan Direksi Perseroan yang menjabat pada periode

31 Desember 2015.

Permasalahan Hukum

Pada tahun 2015 Perseroan menghadapi permasalahan

hukum berupa gugatan perdata, dimana Perseroan sebagai

pihak tergugat melalui proses hukum.

Permasalahan Hukum / Legal Case

Jumlah / Total

Perdata / Civil Pidana / Criminal

2014 2015 2014 2015

Perkara yang Telah Selesai (Mempunyai Kekuatan Hukum Tetap) / Resolved (Having Permanent Legal force)

1 3 - -

Perkara Dalam Proses Penyelesaian / On Progress

1 - - -

Di bawah ini adalah detail permasalahan hukum yang

dihadapi oleh Bank Sinarmas selama tahun 2015:

No.No. Perkara/

gugatan / Case/Lawsuit

Kantor cabang / Branch Office

Uraian Perkara / Case DescriptionPerkembangan Perkara / Case Development

Sanksi Administratif

1No.xxx/PDTg/2014/

PN.KD KC KUDUS

gugatan didasari atas sengketa tanah waris yang dialami oleh penggugat dengan ahli waris lainnya. Dalam perkara ini Perseroan menjadi turut tergugat / Lawsuit was based on the dispute of heirs’ land property experienced by the plaintiff with the other heirs. In this case, the Company became the defendant

Sudah terdapat Putusan Pengadilan Negeri Kudus yang menyatakan gugatan dari Penggugat dinyatakan DITOLAK pada tahun 2014 / Judgement was made by the District Court of Kudus stating that the lawsuit from the Plaintiff was declared REJECTED in 2014

Tidak ada / None

In evaluating, the Company adopts the criteria that have been

defined by Internal Control - Integrated Framework issued by

COSO. Based on this evaluation, the Board of Commissioners

and Board of Directors concluded that until December 31,

2015, internal control system of the Company on financial

statements has been implemented effectively.

LEgAL cASES FAcED By BANK SINARMAS

Legal cases faced by the Board of Directors and Board of

commissioners

Throughout 2015, there were no legal cases, both civil and/or

criminal, faced by the Board of Commissioners and Board of

Directors of the Company serving in the period of December

31, 2015.

Legal cases

In 2015, the Company faced legal cases regarding lawsuit

on civil case, in which the Company as the defendant went

through legal proceedings.

Below is the detail of legal problems faced by Bank Sinarmas

throughout 2015:



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No.No. Perkara/

gugatan / Case/Lawsuit

Kantor cabang / Branch Office

Uraian Perkara / Case DescriptionPerkembangan Perkara / Case Development

Sanksi Administratif

2No.xxx/Pdt.g/2015/

PN.Slt KC SALATIgA

gugatan didasari atas pelaksanaan hak Perseroan selaku Kreditur atas jaminan karena penggugat tidak dapat menyelesaikan kewajibannya / Lawsuit was based on the implementation of rights of the Company as a Creditor on the guarantee because the plaintiff fails to fulfill its liability.

SELESAI / DONEPermasalahan ini sudah diputus oleh Pengadilan Negeri Salatiga melalui Akta Perdamaian pada tahun 2015. / This case was resolved by District Court of Salatiga through Deed of Settlement in 2015.

Tidak ada / None

3No.xxx/PDTg/2014/

PN.KDI KC KENDARI

gugatan didasari atas keberatan Penggugat selaku Pihak Ketiga yang berkepentingan atas suatu barang yang merupakan jaminan Perseroan / Lawsuit was based on the Plaintiff’s objection as the Third Party that has the interest on a property that was guaranteed by the Company

SELESAI / DONESudah terdapat Putusan Pengadilan Negeri Kendari yang menyatakan gugatan dari Penggugat dinyatakan DITOLAK pada tahun 2015. / Judgement was made by the District Court of Kudus stating that the lawsuit from the Plaintiff was declared REJECTED in 2014.

Tidak ada / None

Dampak Permasalahan Hukum Bagi Perseroan

Dampak permasalahan hukum yang dihadapi oleh Perseroan

tidak berdampak signifikan terdahap kegiatan usaha karena

Perseroan telah berupaya melalukan proses mitigasi risiko

hukum yang dilakukan oleh Unit Legal.

UNIT LEgALSehubungan dengan perkembangan bisnis Perseroan yang

semakin hari memiliki kompleksitas transaksi bisnis yang

berbeda-beda dan dalam rangka mewujudkan budaya taat

hukum pada seluruh pejabat Perseroan, unit legal telah

melakukan beberapa upaya pencegahan (tindakan preventif)

terhadap berbagai permasalahan hukum serta potensi risiko

hukum dalam kegiatan usaha Perseroan, antara lain:

1. Melakukan tindakan preventif

a. Legal Review

Identifikasi risiko hukum dalam rangka tindakan dan

keputusan yang diambil oleh Perseroan, baik dalam

rangka pemberian fasilitas kredit, maupun kerjasama

dengan pihak lain.

Impact of Legal cases on the company

Legal cases faced by the Company did not significantly impact

on business activities as the Company did not do legal risk

mitigation process conducted by Legal Unit.

LEgAL UNITIn connection with the Company’s business development that

gets more complex in various business transactions and in the

effort to realize a comply-with-law culture in all officials of the

Company, the legal unit has conducted preventive actions on

various legal cases and legal risk potential in the Company’s

business activities, among others:

1. Doing preventive action

a. Legal Review

Identification of legal risk for any action and decision

taken by the Company, be it for the giving of credit

facility and cooperation with other parties.










b. Legal Advice

Diskusi interaktif dengan seluruh unit kerja Perseroan

dalam rangka pemberian opini hukum dan bantuan

hukum secara langsung terhadap permasalahan

hukum yang terjadi di lapangan.

c. Legal Awareness

Action Plan tahunan unit legal dalam rangka

meningkatkan legal awareness di seluruh cabang

Perseroan yang dilakukan bersama-sama dengan

UKPN, Service Quality dan Anti Fraud dengan

memberikan materi pengantar hukum dan

pembahasan legal cases yang dihadapi oleh setiap

cabang. Bekal pengetahuan hukum ini diberikan

kepada pejabat-pejabat operasional (Regional

Operation Manager, Head of Operation, Supervisor,

Branch Internal Control, Teller, Customer Service)

dan diharapkan pejabat-pejabat tersebut memilik

kompetensi dan pemahaman hukum yang cukup

kuat untuk dapat memitigasi ataupun meminimalisir

timbulnya permasalahan hukum.

2. Melakukan review kinerja pihak ketiga

Secara berkala Legal melakukan review atas kinerja pihak

ketiga dalam penyelesaian dokumen kredit dan dokumen

terkait lainnya.

3. Membina hubungan baik

Selalu mengedepankan hukum dan menjalin hubungan

baik dengan instansi dan regulator dalam rangka

penegakkan hukum atas penanganan permasalahan

hukum yang dihadapi oleh Perseroan.

4. Penguatan kompetensi

Personel unit legal Perseroan dipilih berdasarkan latar

belakang pendidikan hukum (minimal S1 Hukum). Upaya

penguatan dan pengingkatan profesi legal terus dilakukan

oleh Perseroan, dengan melakukan workshop atau training

secara berkala.

BUy BAcK SHARES DAN BUy BAcK OBLIgASI BANKSelama 2015, tidak terjadi buy back share dan/atau buy back

obligasi Bank pada Bank Sinarmas.

b. Legal Advice

Interactive discussion with all work units of the Company

to give legal opinion and assistance directly to legal cases

happened in the company.

c. Legal Awareness

Annual action plan of legal unit to increase legal

awareness in all branches of the Company, which is

conducted together with UKPN, Service Quliaty and Anti

Fraud by providing material on legal introduction and legal

cases discussion faced by each branch. This knowledge on

legal is given to operational officers (Regional, Operation

Manager, Head of Operation, Supervisor, Branch Internal

Control, Teller, Customer Service) and is expected that

the officials has the adequate competency and strong

understanding to mitigate or minimize the arising legal

cases.

2. Reviewing the third party’s performance

Periodically, legal unit reviews the performance of the

third party in settling credit documents and other related

documents.

3. Developing good relationship

Always putting forward laws and building good

relationship with institutions and regulators for law

enforcement on the handing of legal cases faced by the

Company.

4. Strengthening of competency

The personnel fo the Company’s legal unit is choosed

based on background of law education (minimum S1 Law).

The effort of strengthening and improvement of legal

profession is continuously conducted by the Company by

carrying out workshops or training periodically.

SHARES BUy BAcK AND BONDS BUy BAcK

There were no shares buy back and/or bonds buy back in the

Bank in 2015.



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KODE ETIK DAN BUDAyA PERUSAHAAN

ISI KODE ETIK

Kode etik dan pedoman tingkah laku telah disosialisasikan dan

berlaku untuk seluruh bagian dari Bank Sinarmas. Termasuk

Dewan Komisaris, Komite-komite dibawah Dewan Komisaris

dan Direksi, karyawan, para konsultan serta pihak lain yang

bekerja dengan Bank Sinarmas, atau yang mewakili Bank

Sinarmas secara langsung atau secara tidak langsung.

Jika terjadi pelanggaran pedoman tingkah laku terhadap

kebijakan dan prosedur Bank Sinarmas dan/atau ketentuan

perundang-undangan yang berlaku, maka ia dapat dikenakan

tindakan indiscipliner, termasuk pemutusan hubungan kerja

atau penghentian kerja. Pelanggaran terhadap hukum/

undang-undang juga dapat berakibat tuntutan hukum dan

termasuk denda, berkenaan dengan beberapa hal, hukuman

pidana untuk pelaku, atasan dan/atau perusahaan.

Enam Bagian utama Kode Etik dan Pedoman Tingkah Laku profesional Bank Sinarmas

Six Main Points of Code of Conduct and Professional Behaviour Guidelines of Bank Sinarmas

#2 #4

#6Kerahasiaan / Confidentiality

Kepatuhan pada Peraturan / Compliance to Regulation

Tanggung jawab tempat kerja / Responsibility in workplace

#1 #2 #3 #4 #5 #6

#1 Tanggung jawab kepada Bank Sinarmas / Responsibility to Bank Sinarmas

#3Mewakili Bank Sinarmas dan pihak luar lainnya / Representing Bank Sinarmas and other external parties

#5Kegiatan Investasi / Investment

Pengungkapan bahwa Kode Etik Berlaku bagi Seluruh

Level Organisasi

Kode etik berlaku bagi seluruh insan Perseroan, mulai dari

Dewan Komisaris, Direksi, dan seluruh karyawan sebagai

budaya kerja dalam aktivitas operasional sehari-hari. Selain

cODE OF cONDUcT AND cORPORATE cULTUREcODE OF cONDUcT

The code of conduct has been disseminated and applied to all

divisions of Bank Sinarmas, including Board of Commissioners,

Committees under the Board of Commissioners and Board of

Directors, employees, consultants and other parties who work

with Bank Sinarmas, or that represent Bank Sinarmas directly

or indirectly.

Any individual violation against the code of conduct, policies

and procedures of Bank Sinarmas and/or the prevailing laws

and regulations will be charged with disobedience, including

termination of employment. Violations of laws/regulations

may also result in legal action and including fines, with regard

to some things, criminal penalties for perpetrators, supervisors

and/or the company.

Disclosure on the Implementation of code of conduct

For All Organization Levels

Code of conduct is in effect for the Company’s people,

from Board of Commissioners, Board of Directors and the

employees as a work culture in daily operational activities. In










itu, pihak eksternal yang berhubungan dengan Perseroan juga

diwajibkan untuk mengikuti berbagai ketentuan yang ada di

dalam kode etik Perseroan. guna mendukung penerapannya,

Perseroan melakukan beberapa hal berikut:

• PemberlakuankewajibanmematuhikodeetikPerseroan

bagi seluruh insan Perseroan.

• Sosialisasidanpemahamanataskodeetik.

• ManajemenPerseroanbertanggungjawabdanmemberi

keteladanan bagi bawahannya untuk menerapkan kode

etik Perseroan.

Penyebarluasan Kode Etik

Sosialisasi terhadap penerapan kode etik senantiasa dilakukan

kepada segenap insan Perseroan, mulai dari top management

sampai dengan level operasional melalui berbagai media yang

dimiliki Perseroan, termasuk pemanfaatan melalui media

teknologi informasi yang dapat diakses oleh semua pegawai

dengan mudah setiap saat. Perseroan menyampaikan melalui

media Memo dan/atau Surat Edaran dari Direksi tentang

pelaksanaan etika bisnis. Media sosialisasi penyebarluasan

kode etik dilakukan melalui situs Perseroan, buku saku,

spanduk, banner, buletin, pernyataan komitmen, iklan di

koran, dan lain sebagainya.

Jenis Sanksi untuk Setiap Pelanggaran Kode Etik

Jenis sanksi untuk setiap pelanggaran kode etik adalah, mulai

dari pemberian Surat Peringatan sampai dengan Pemutusan

Hubungan Kerja (PHK).

addition, all external parties with connection to the Company

are obliged to comply with the prevailing regulations in

the Company’s code of conduct. In order to support the

implementation, the Company conducts the following actions:

• Theenforcementofobligationtocomplywiththecodeof

conduct for the Company’s people

• Disseminationandunderstandingofcodeofconduct

• TheCompany’smanagementtakesresponsibilityand

becomes an example for the staff to implement the

Company’s code of conduct.

code of conduct Dissemination

Dissemination of code of conduct is constantly implemented

for the Company’s people, from top management to

operational level through several media owned by the

Company, including the utilization of information technology

media that can be easily accessed by all employees at any

time. The Company publishes the implementation of business

ethics through Memo and/or Circular Letter from Board of

Directors. The media used to disseminate code of conduct are

the Company’s website, notebooks, flyers, banners, bulletins,

commitment statement, advertisement on newspapers and

others.

Types of Sanction for Each code of conduct Violation

The types of sanction for each code of conduct violation

starts from the giving of Warning Letter as of Employment

Termination (PHK).

Sebagai lembaga intermediasi

dan lembaga kepercayaan, dalam

melaksanakan kegiatan usaha

Bank Sinarmas menganut prinsip

keterbukaan, akuntabilitas, tanggung

jawab independen, serta kesetaraan

dan kewajaran.

As an intermediary and trusted institution,

Bank Sinarmas adopts principles of

transparency, accountability, responsibility,

independency, and fairness in implementing

its business activities.



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Jumlah Pelanggaran Kode Etik

Sepanjang tahun 2015, tidak terdapat pelanggaran kode etik

yang dikenakan kepada karyawan.

BUDAyA BANK SINARMAS

1 Integrity

Bertindak sesuai ucapan/janji sehingga dapat menumbuhkan kepercayaan pihak lain / Acts according to promises in order to earn trust from others

Kejujuran / Honesty

• Memberikanpendapatyangsesuaidengankebenaran / giving opinions based on truth

• Berbicaraberdasarkanfaktadandata/Speak upon facts and data

• Memastikantidakadanya‘conflict of interest’ yang dapat menimbulkan bias dalam pengambilan keputusan yang dapat merugikan perusahaan / Ensure no conflict of interest that could arise bias in decision-making process, in its ability to bring loss for the company

Walk The Talk

• Menepatijanji/Fulfilling promises• Menjalankan,menindaklanjutiserta

bertanggungjawab atas keputusan yang telah disepakati dan ditetapkan / Conduct, follow-up, and be responsible of agreed and determined decisions

Conscience

• MenjagadanmelindungikepentinganPerusahaansebaik-baiknya / To preserve and protect the interest of the Company at any cost

• Memastikanperusahaantidakdirugikandalamhalwaktu, materi, sumber daya dan tindakan apapun yang dilakukan / Ensure that company is not losing time, materials, and resources on any conducted actions

2Positive attitude

Menampilkan perilaku yang mendukung terciptanya lingkungan kerja yang saling menghargai dan kondusif / Demonstrate supporting behaviors to create a full respect and conducive work environment

Positive thinking

Menelaah isu atau permasalahan dari sudut pandang positif dan berupaya mendiskusikannya dengan positif untuk mendapatkan solusi yang terbaik bagi perusahaan dan semua pihak / Analyze issues and problems from a positive point of view and discuss them in positive way to have the best solution for the Company and all parties involved

Respect others

• Mendengarkandanmenghormatipendapatrekan kerja dalam setiap kesempatan / Listening and respecting opinions from colleagues in every opportunity

• Memberikanpujian/penghargaankepadayangberhasil melaksanakan tugas dan tanggung jawab atau yang menunjukkan penerapan nilai-nilai perusahaan secara konsisten / Expressing a praise/appreciation to those who succeed in completing their assignments and responsibilities or demonstrate company values consistently

Team work

• Memberikankontribusiberartidalammelaksanakan tugas / Contributing in conducting the duties

• Mencarisolusiterbaikdemikepentinganperusahaan / Seeking the best solutions for company’s interest

Total code of conduct Violation

In 2015, there was no sanction imposed to the employees

because of violation to code of conduct.

BANK SINARMAS cULTURE










Positive working environment

• Melaksanakanprosesdialogdalamberkomunikasi/Conducting conversation process in communication

• Mendorongrekankerjauntuksenatiasabertindak positif dalam mencetuskan pendapat atau mengupayakan solusi tanpa berusaha mendiskreditkan rekan kerja/bagian lain / Encouraging colleagues to continuously think positively in sharing opinions or to make an effort to have a solution without discrediting other colleagues/other divisions

3 Commitment

Melaksanakan pekerjaan dengan sepenuh hati untuk mencapai hasil terbaik / Conducting their duties with sincerity to achieve the best result

Passion

• Menunjukkankedisiplinandalamhalwaktudanupaya yang dilakukan / Demonstrating time disciplinary and efforts conducted

• Memperlihatkanantusiasmedalammelaksanakanpekerjaan / Showing enthusiasm at working

Strive to be the best

Senantiasa merasa tidak puas diri atas pencapaian sekarang dan terus bertekad mewujudkan hasil terbaik dalam setiap kesempatan, di mana ‘sky is the limit’ / Continuously challenging Inner self not to be satisfied with current result, and determining to achieve the best result in every opportunity, where sky is the limit

Follow up until done

• Menyelesaikanpekerjaanyangtelahdimulaidengan sepenuh hati / Finishing duties with full of heart

• Menunjukkanusahaoptimaluntukmencapaihasilterbaik dalam rentang waktu yang telah ditetapkan / Demonstrating optimum efforts to achieve best result within targeted timeline

4Continuous improvement

Meningkatkan kemampuan/kapasitas diri, unit kerja dan organisasi secara terus menerus tanpa batas untuk mencapai hasil terbaik / Improving continuous capabilities/ self-capacity, working unit and organization without limit to achieve the best result

Data accuracy

• Memperoleh,memprosesdanmemberikandataserta informasi secara akurat / gaining, processing, and delivering data as well as accurate information

• Memastikanbahwadatayangdiberikandapatmendukung pengambilan keputusan yang terbaik bagi perusahaan / Ensuring that reported data is capable to have the best decision taken for company

Cost concern

Selalu melakukan evaluasi diakhir pelaksanaan tugas dalam upaya meningkatkan manfaat dan efektivitas penggunaan baiya pada tugas-tugas selanjutnya / Always conducting evaluation at the end of duties performance in order to enhance benefit and cost-spending affectivity on awaiting tasks



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Process excellence

• Memastikanterjadinyazero defect untuk mewujudkan hasil terbaik / Ensuring that zero defect happens in order to achieve the best result

• Melaksanakanprosesbisnissecarabenar/sesuaistandard operation procedure (SOP) / Conducting correct business process according to Standard Operation Procedure (SOP)

• MelakukanreviewSOPsecaraberkesinambunganuntuk memastikan bahwa SOP tersebut sesuai dengan perkembangan perusahaan dan industri / Conducting synergized SOP review to ensure that the SOP has been in accordance with company and industry’s development

5 Innovative

Memunculkan gagasan atau menciptakan produk/ alat kerja/sistem kerja baru yang dapat meningkatkan produktivitas dan pertumbuhan perusahaan / Creating fresh ideas or innovate product/work device/ new work system to accelerate productivity and the Company’s growth

Bench marking

• Mempelajaripraktekbisnisterbaiklewatbacaan,sharing session, pelatihan, magang, atau kunjungan ke unit kerja/perusahaan terbaik / Learning best business practice through sharing session, training, internship, or working unit visit/the best company

• Menceritakanpraktekbisnisterbaikyangdipelajarikepada rekan kerja dalam satu divisi/ perusahaan / Sharing best business practice learned to colleagues in a division/ Company

• Menerapkanpraktekbisnisterbaikdilingkungankerjanya, yang dapat meningkatkan kemajuan perusahaan / Implementing best business practice in its working environment that can develop Company’s growth

Breaktrough

• Merancangulangdan/atausecaraterusmenerusmelakukan perbaikan proses bisnis yang dibutuhkan / Redesigning and/or continuously conducting needed business process

• Melaksanakanpengembanganinisiatifbaruyangdapat meningkatkan kinerja individu, unit kerja dan perusahaan / Conducting new initiative development to improve individual working performance, working unit, and companies

6 Loyal

Menumbuhkembangkan semangat untuk mengerti, memahami dan melaksanakan nilai-nilai perusahaan sebagai bagian dari Keluarga Besar Sinarmas / growing spirit to understand, comprehend, and apply company’s values as part of Sinarmas big family

Fraternity

• Menjaganamabaikperusahaanpadasetiapkesempatan, dimanapun berada, di dalam maupun di luar perusahaan / Protecting Company’s good reputation in every opprtunity, in or outside the Company

• Menjagakepentingan/informasi/sumberdaya/assetperusahaan dengan sebaik-baiknya dan dalam kondisi apapun, tidak akan pernah memberikannya kepada pihak manapun yang tidak berkepentingan / Maintaining the Company’s interests/information/resources/assets at best effort in every condition and would not be willing to hand them to unrelated parties

Pride

• Merekomendasikanorang-orangyangberpotensiuntuk bergabung dengan perusahaan / giving recommendation of potential individuals to join the Company

• Menceritakanhal-halyangpositifmengenai/Spreading positive things about company in every opportunity perusahaan dalam setiap kesempatan

• Menjadi‘role model’ dari penerapan nilai-nilai perusahaan / Being a role model in applying Company’s values










Dedication

• Melihatsetiaptugas/pekerjaansebagaihalpentingyang bermanfaat bagi kemajuan Perusahaan / Seeing that every duty/assignment is beneficial and important matter for Company’s growth

• Menunjukkanusahacerdasdankertasdalammelaksanakan pekerjaan / Demonstrating clever efforts in conducting their duties

PAKTA INTEgRITASBank Sinarmas memiliki pakta integritas yang berisikan

komitmen manajemen dan seluruh pegawai Perseroan untuk

senantiasa mencegah dan tidak melakukan korupsi. Pakta

integritas tersebut ditujukan untuk menumbuhkembangkan

keterbukaan dan kejujuran, serta menciptakan pelaksanaan

tugas yang berkualitas, efektif, efisien, dan akuntabel dalam

lingkungan bisnis. Pakta integritas tersebut memuat tentang

berbagai hal yang dapat menegakkan implementasi gCg di

dalam Bank Sinarmas.

KEPATUHAN TERHADAP PAJAKBank Sinarmas senantiasa patuh dan taat pada peraturan

dan perundang-undangan yang berlaku serta senantiasa

memenuhi Peraturan Pemerintah Republik Indonesia terkait

pajak penghasilan atas perolehan dari usaha bank. Kepatuhan

Bank Sinarmas terhadap pajak merupakan salah satu bentuk

kontribusi Bank Sinarmas dalam membangun negara.

KEBIJAKAN ANTI KORUPSIKebijakan

Dewan Komisaris, Direksi, serta seluruh karyawan Bank

Sinarmas senantiasa menjunjung tinggi persaingan yang fair,

nilai sportivitas dan profesionalisme, serta prinsip-prinsip

gCg. Perseroan juga berkomitmen untuk menciptakan

iklim usaha yang sehat, menghindari tindakan, perilaku

ataupun perbuatan-perbuatan yang dapat menimbulkan

konflik kepentingan, korupsi, kolusi, dan nepotisme (KKN)

Dasar hukum penerapan kebijakan anti korupsi yang ada di

Perseroan mengacu pada:

• Undang-UndangNo.8tahun2010tentangpencegahan

dan pemberantasan tindak pidana pencucian uang, dan

• Undang-UndangNo.20Tahun2001tentangPerubahan

atas UU Nomor 31 tahun 1999 tentang Pemberantasan

Tindak Pidana Korupsi.

Bank Sinarmas memiliki pedoman yang memuat perilaku

etis yang pada dasarnya telah memuat nilai-nilai etika

bisnis. Pedoman tersebut berupa kode etik Perusahaan

yang menyatakan dengan singkat, jelas, dan rinci dalam

memberikan arahan yang jelas perihal perilaku etika bisnis

termasuk di dalamnya tentang anti korupsi.

INTEgRITy PAcTBank Sinarmas possesses integrity pact that contains

commitment of the Company’s management and all

employees to prevent and do not commit corruption. The

purpose of integrity pact is to develop transparency and

honesty, as well as creating a quality, effective, efficient, and

accountable fulfillment of duties in business environment.

Integrity pact contains various matters that can uphold gCg

implementation within Bank Sinarmas.

TAX cOMPLIANcEBank Sinarmas always complies with the prevailing laws and

regulations, as well as Regulation of the government of the

Republic of Indonesia regarding income tax on income of the

Bank’s business. Bank Sinarmas’ compliance with tax is a form

of contribution of Bank Sinarmas in developing the country.

ANTI-cORRUPTION POLIcyPolicy

The Board of Commissioners, Board of Directors, and all

employees of Bank Sinarmas always uphold a fair competition,

sportsmanship and professionalism, as well as gCg principles.

The Company is also committed to creating a healthy business

climate, avoiding action, behavior or deed that may cause

conflict of interest, corruption, collusion, and nepotism (KKN).

Legal basis of the implementation of anti-corruption policy in

the Company is as follows:

• LawNo.8year2010onpreventionanderadicationof

money laundry, and

• LawNo.20Year2001onAmendmenttoLawNo.31year

1999 on Eradication of Corruption.

Bank Sinarmas has guidelines that contain ethical behavior

that basically has included ethical values of business. The

guidelines are realized in the form of code of conduct that

briefly, clearly, and specifically states a clear directions

concerning business ethics, including anti-corruption policy.



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Pelatihan Anti Korupsi

Bank Sinarmas menyelenggarakan workshop implementasi

gCg yang materinya memuat tentang anti korupsi yang

memuat pemahaman tentang anti korupsi bagi seluruh

karyawan.

Departemen Anti-Korupsi

Sampai saat ini, Bank Sinarmas belum memiliki departemen

khusus yang berfokus pada penegakan anti-Korupsi di

lingkungan Bank Sinarmas. Namun, secara intrinsik upaya

pencegahan senantiasa dilakukan dengan mengoptimalkan

peran SKAI.

PRAKTIK BAD cORPORATE gOVERNANcESepanjang 2015, Bank Sinarmas tidak melakukan segala

tindakan serta kebijakan yang berkaitan dengan praktik-

praktik bad corporate governance. Bank Sinarmas menyadari

bahwa praktik ini cenderung akan merusak sistem good

corporate governance yang telah dibangun Bank Sinarmas.

Adapun informasi yang dapat dihimpun Bank mengenai hal ini

adalah sebagai berikut:

Tabel informasi praktik bad corporate governance

No Keterangan / Description Praktik / Practice

1Adanya laporan sebagai Perusahaan yang mencemari lingkungan / Report as Company that causes environmental pollution

Nihil

2

Perkara penting yang sedang dihadapi Perusahaan, entitas anak, Anggota Direksi dan/atau Anggota Dewan Komisaris yang sedang menjabat yang tidak diungkapkan dalam laporan tahunan / Legal cases faced by the Company, subsidiary, members of the Board of Directors and/or acting members of the Board of Commissioners not disclosed in the annual report

Nihil

3Ketidakpatuhan dalam pemenuhan kewajiban perpajakan / Non compliance with the taxation regulation

Nihil

4Ketidakpastian penyajian laporan keuangan dengan PSAK / Uncertainties in the presentation of the financial reporting by PSAK

Nihil

STRATEgI ANTI FRAUD, SISTEM PEMANTAUAN FRAUD, DAN FRAUD RESPON PLANPerseroan mengeluarkan kebijakan penerapan strategi anti-

fraud melalui Surat Keputusan No.SK.007/2012/PRESDIR-SKAI

tentang Kebijakan Anti-Fraud Management tanggal 1 Juni

2012 dalam rangka memenuhi Surat Edaran Bank Indonesia

No. 13/28/DPNP tanggal 9 Desember 2011 perihal Penerapan

Strategi Anti-Fraud bagi Bank Umum, serta sebagai salah satu

bagian dari penyempurnaan Kebijakan Sistem Pengendalian

Intern Bank. Hal ini merupakan wujud komitmen manajemen

Bank dalam mengendalikan fraud yang diterapkan dalam

Anti-corruption Training

Bank Sinarmas organizes workshop on gCg implementation

whose materials contain understanding of anti-corruption to

all employees.

Anti-corruption Department

Up to date, Bank Sinarmas is yet to have a department

focusing on anti-corruption enforcement within Bank

Sinarmas. However, intrinsically, prevention efforts are always

implemented by optimizing the role of IAU.

BAD cORPORATE gOVERNANcE PRAcTIcEThroughout 2015, Bank Sinarmas did not implement any

action and policy relating to bad corporate governance. Bank

Sinarmas realizes that such practice tends to damage good

corporate governance system established by Bank Sinarmas.

Information collected by the Bank on this matter is as follows:

Table of information on bad corporate governance practice

ANTI FRAUD STRATEgy, FRAUD MONITORINg SySTEM AND FRAUD RESPONSE PLANThe Company issued anti-fraud strategy implementation policy

through Decree No.SK.007/2012/PRESDIR-SKAI on Anti-Fraud

Management Policy on June 1, 2012 to meet the Circular

Letter of Bank Indonesia No. 13/28/DPNP dated December 9,

2011 concerning the Implementation of Anti-Fraud Strategy

for Commercial Banks as one of parts of the improvement of

Bank’s Internal Control System Policy. This becomes the form

of commitment to the Bank’s management in controlling raud

that has been implemented in the fraud controlling system.










bentuk sistem pengendalian fraud. Selama ini, Bank Sinarmas

telah memiliki strategi anti-fraud yang diatur pada setiap

Kebijakan, Standar Prosedur Operasional, Petunjuk Teknis

Operasional, dan pengaturan lainnya.

Sejalan dengan SE BI No.13/28/DPNP mengenai Penerapan

Strategi Anti Fraud bagi Bank Umum, Bank Sinarmas telah

melakukan berbagai upaya untuk memantau dan memitigasi

risiko fraud melalui penerapan 4 pilar yaitu: (1) Pencegahan;

(2) Deteksi;(3)Investigasi, Pelaporan dan Sanksi; serta (4)

Pemantauan, Evaluasi dan tindak lanjut, dimana dalam

implementasinya melibatkan seluruh line of defense.

PILAR PENcEgAHAN / PREVENTION

PILLAR

PILAR DETEKSI / DETECTION

PILLAR

PILAR INVESTIgASI, PELAPORAN

DAN SANKSI / INVESTIgATION, REPORTINg &

SANCTION PILLAR

PILAR PEMANTAUAN, EVALUASI DAN TINDAK LANJUT / MONITORINg, EVALUATINg &

FOLLOWINg-UP PILLAR

Pilar Pencegahan

Mencegah tindak fraud lebih mudah dari pada

menginvestigasi kasus tindakan fraud. Pencegahan tindak

fraud merupakan tanggung jawab seluruh jajaran Bank dan

merupakan bagian dari Sistem Pengendalian Fraud dalam

rangka mengurangi potensi terjadinya fraud.

Pelaksanaan fungsi pencegahan meliputi:

a. Penerapan Know Your Employee (KyE) yang dilakukan

sejak:

- Penerimaan karyawan, yang harus dilakukan adalah

periksa identitas calon yang jelas, cocokkan alamatnya,

dengan siapa tinggal. Jika pernah bekerja di tempat

lain, lakukan konfirmasi ke tempat kerja sebelumnya,

lakukan BI checking, serta periksa track recordnya.

During this time, Bank Sinarmas has the anti-fraud strategy

regulated in each Policy, Standard Operating Procedure,

Operating Technical guidelines, and other arrangements.

In line with SE BI No.13/28/DPNP on the Implementation of

Anti Fraud Strategy for Commercial Bank, Bank Sinarmas

has conducted various efforts to monitor and mitigate fraud

risk through the implementation of 4 pillars namely: (1)

Prevention; (2) Detection; (3) Investigation, Reporting and

Sanction; and (4) Monitoring, Evaluation and follow-up, in

which the implemenation involves all lines of defense.

Prevention Pillar

Preventing fraud actions is easier than investigating fraud

action cases. Prevention of fraud is responsibility of all Bank

managements and part of Fraud Control System in order to

decrease potential of fraud.

Implementation of prevention functions are as follows:

a. Implementation of Know your Employee that is conducted

since:

- Acceptance of employees, what to do is to check the

identity of the candidates, match the address, with

whom they live. If they have ever worked in other

companies, confirm to their previous companies, do BI

checking, and check the track record.



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- Pada masa kerja, lakukan rotasi secara berkala, hindari

rangkap jabatan, kewajiban cuti, pelatihan yang

berkelanjutan, kenali gaya hidupnya (life style), seorang

pimpinan harus mengetahui gaya hidup stafnya.

- Pada saat seorang karyawan resign, cek kewajibannya

kepada bank, konfirmasi ke HCM dan penuhi haknya.

b. Pelaksanaan sosialisasi “fraud awareness” secara

berkelanjutan, pembinaan keimanan, membudayakan

saling mengenal diantara stafnya.

c. Membudayakan semangat Zero Tolerance To Fraud (tidak

mentolerir tindak fraud), salah satu caranya dengan

membacakan deklarasi anti-fraud pada morning briefing.

d. Setiap karyawan baru wajib membaca dan

menandatangani deklarasi anti fraud.

e. Mengidentifikasi kerawanan di lingkungan kerja.

Pilar Deteksi

Suatu tindak fraud akan segera diketahui dengan cepat atau

lambat oleh orang yang ada di sekitarnya. Mendeteksi aktifitas

yang perpotensi fraud paling cepat adalah rekan kerja, atasan

dari pelaku ataupun nasabah. Pilar deteksi meliputi hal-hal

sebagai berikut:

a. Pilar ini merupakan Sistem pengendalian Fraud dalam

rangka mengidentifikasi dan menemukan fraud dalam

kegiatan usaha bank.

b. Meliputi Kebijakan dan mekanisme WhistlebBlowing

(SK.027/2015/PRESDIR-FMD tanggal 20 Oktober 2015),

Surprise Audit dan Surveillance System.

c. Penanggung jawab terhadap pilar deteksi adalah seluruh

unit kerja, baik first line of defense, second of defense

maupun third line of defense. Jika kejadian fraud sudah

terdeteksi, maka atasan dari pelaku/rekan kerja/seluruh

stakeholder wajib melaporkan ke SKAI, maupun Divisi anti-

Fraud atau langsung ke [email protected] yang

dikelola oleh Divisi Anti-Fraud.

d. Untuk Surprise Audit dan Surveillance Audit merupakan

bagian dari Internal Control yang merupakan program

SKAI.

- During the working period, do the rotation regularly,

avoid concurrent position, furlough obligation,

ongoing training, identify their lifestyle, a leader should

know the lifestyle of its staff.

- When an employee resignes, check his/her obligations

to the bank, confirm to HCM and fulfill their rights.

b. Socialization implementation of “fraud awareness”

continuously, belief training, knowing each other among

its staff.

c. To grow the spirit of Zero Tolerance Fraud (not tolerate

acts of fraud), one of ways is to read the declaration of

antifraud on the morning briefing.

d. Each new employee must read and sign a declaration of

anti-fraud.

e. Identifying vulnerabilities in working environment.

Detection Pillar

An act of fraud will be known sooner or later by people

around him/her. The fastest detections potential fraud

activities are coworkers, supervisor or customer. Pillars of

detection include the following:

a. This pillar is Fraud Control System that aims to identify and

find fraud in Bank business activities.

b. Including policies and mechanism of Whistleblowing

(SK.027/2015/PRESDIR-FMD dated October 20, 2015),

Surprise Audit and Surveillance System.

c. Person in charge of detection pillars is the entire unit,

both first line of defense, second and third line of

defense of defense. If fraud has been detected, then the

supervisor/co-workers/all Stakeholders must report to the

Internal Auditor, as well as anti-fraud division or directly

to [email protected] managed by Anti-Fraud

Division.

d. Surprise Audit and Surveillance Audit are parts of the

Internal Control which is an Internal Audit program.










SISTEM PELAPORAN PELANggARANBerdasarkan Peraturan Bapepam Nomor: KEP-431/BL/2012

tanggal 1 Agustus 2012 perihal penyampaian Laporan

Tahunan Emiten atau Perusahaan Publik, Perseroan wajib

melaporkan sistem pelaporan pelanggaran yang dimiliki.

Perseroan juga telah mengeluarkan kebijakan dan pedoman

Whistle Blowing pada 20 Oktober 2015 melalui SK.027/2015/

PRESDIR_FMD.

Program whistleblowing

Whistleblowing merupakan salah satu sarana yang efektif

dalam membantu mengungkap adanya kejadian fraud dan

penyimpangan lainnya. Manajemen mengharuskan setiap

lini unit bisnis untuk secara konsisten menjalankan fungsi

pengawasan melekat dan berjenjang, serta menetapkan

kebijakan dengan membuka saluran pengaduan yang dapat

didayagunakan sebagai early warning untuk dapat dilakukan

langkah-langkah penyempurnaan sistem pengendalian

internal. Hal yang diatur melalui mekanisme ini mencakup

proses pelaporan, tindak lanjut atas pelaporan, proses

komunikasi dan program perlindungan bagi whistleblower.

wHISTLEBLOwINg SySTEMBased on Bapepam Regulation Number: KEP-431/BL/2012

dated August 1, 2012 on the submission of Annual Report of

Issuers or Public Companies, the Company is obliged to report

the existing whistleblower system. The Company also issues

policy and guideliens of Whistleblowing on October 20, 2015

through SK.027/2015/PRESDIR_FMD.

whistleblowing Program

Whistleblowing is one of effective tools to disclose fraud and

other irregularities. Management requires all levels of business

unit to consistently conduct a tight and multi-level supervisory,

and to apply a policy which provides channels for complains

as an early warning to improve an internal controlling system.

The mechanism includes reporting process, following up on

the report, communication process and protection for the

whistleblower.



oF 2015

PROFIL PERUSAHAAN

comPany ProFile



LAPORAN MANAJEMEN

management rePort

Pelaporan whistleblowing

Pelaporan yang diperoleh dari mekanisme Whistleblower

perlu mendapatkan perhatian dan tindak lanjut, termasuk

pengenaan hukuman yang tepat agar dapat memberikan efek

jera bagi pelaku penyimpangan/pelanggaran dan juga bagi

mereka yang terpikir melakukan hal tersebut. Oleh sebab itu,

setiap informasi/laporan yang diterima dengan lampiran bukti-

bukti akan ditangani dan ditindaklanjuti secara profesional,

dengan menugaskan Tim Anti Fraud untuk melakukan

investigasi/observasi kebenaran informasi yang dilaporkan

tersebut apabila dianggap perlu. Pelaporan dapat disampaikan

langsung oleh karyawan melalui media surat tertutup, email

kepada email khusus ([email protected]), SMS atau

telepon ke Nomor Layanan Pengaduan dan Penyampaian

melalui Internal Auditor.

Perlindungan bagi Pelapor

Untuk memberikan perlindungan kepada pemberi infomasi/

pengaduan, manajemen akan menjamin kerahasiaan identitas

pelapor, sehingga karyawan mendapatkan kebebasan untuk

melaporkan adanya tindakan penyimpangan/pelanggaran.

whistleblowing Report

Report acquired from the Whistleblower mechanism needs

to obtain attention and follow-up, including the imposition

of the right sanctions in order to give deterrence for the

violator/offender and for those having the intention to do

such a thing. Therefore, every information/report received

with evidence will be handled and followed-up professionally

by assigning Anti Fraud Time to conduct investigation/

observation on the validity of the information reported if

deemed necessary. The reporting can be directly submitted by

the employee through a closed letter, email to specific email

([email protected]), SMS or telephone to Complaint

Service Number and Submission through Internal Auditor.

whistleblower Protection

To protect the whistleblower, management guarantee

the confidentiality of the whistleblower’s identity, so that

employees are free to report any act of infringements/frauds.

If the report is proven true, the management will provide










Manajemen akan memberikan penghargaan kepada karyawan

yang memberikan pengaduan peyimpangan/pelanggaran,

apabila pengaduan yang disampaikan terbukti benar.

Penanganan Pengaduan

Setiap laporan yang disampaikan oleh whistleblower dianalisa

oleh Divisi Anti Fraud, dengan berkoordinasi dengan Divisi IT,

Divisi HCM dan Kantor Cabang. Masing-masing Unit Kerja

memiliki tugas dan tanggung jawab yang telah diatur secara

jelas, mulai dari tahapan melakukan deteksi awal sampai

dengan penyelesaian atas kasus Fraud ataupun penyimpangan

lainnya.

Hasil dari Penanganan Pengaduan

Hasil dari penanganan pengaduan disampaikan oleh Divisi

Anti Fraud kepada manajemen yang memuat kesimpulan

dari hasil penanganan, serta rekomendasi perbaikan sistem

pengendalian internal yang masih dinilai terdapat kelemahan

dan juga rekomendasi pemberian sanksi atas petugas-

petugas terkait kelemahan yang ditimbulkan. Penanganan

dari kasus yang dilaporkan dimaksudkan dalam rangka untuk

memperkuat sistem pengendalian internal, serta memotivasi

seluruh pihak/karyawan untuk menghindari kegiatan/transaksi

yang dapat berpotensi/berakibat merugikan perusahaan atau

dapat mengganggu perusahaan beroperasi secara aman.

Pilar Investigasi, Pelaporan, dan Sanksi

Pilar investigasi, pelaporan, dan sanksi merupakan tanggung

jawab Direktorat Anti Fraud dan bagian dari Sistem

Pengendalian Fraud dalam rangka penanganan fraud yang

terjadi melalui investigasi dan hasilnya dilaporkan kepada

Direktur Utama, Dewan Komisaris, Otoritas Jasa Keuangan

dan Bank Indonesia, termasuk usulan pengenaan sanksi bagi

para pelaku fraud.

Pilar Pemantauan, Evaluasi, dan Tindak Lanjut

Pilar pemantauan, evaluasi, dan tindak lanjut merupakan

tanggung jawab Direktorat Anti Fraud dan bagian dari Sistem

Pengendalian Fraud dalam rangka monitoring atas tindak

lanjut hasil investigasi dan evaluasi kejadian fraud untuk

memperbaiki kelemahan-kelemahan dan memperkuat Sistem

Pengendalian Intern, agar dapat mencegah terulangnya

kembali fraud karena kelemahan yang serupa.

Kebijakan strategi anti-fraud Bank Sinarmas merupakan

wujud komitmen Bank Sinarmas dalam mengendalikan fraud,

dengan tidak memberikan toleransi (zero tolerance) pada

setiap bentuk fraud, baik yang berasal dari internal maupun

eksternal Bank Sinarmas.

awards to the employee, who delivers the report on frauds/

violations.

complaints Handling

Every report submitted by the whistleblower is analyzed by

Anti Fraud Division, by coordinating with IT Division, HCM

Division, and Branch Office. Each Working Unit has duty and

responsibility that has been regulated clearly, from the phase

of performing initial detection until the completion of Fraud

case or other deviations.

Result of complaints Handling

Result on the complaints handling were submitted by Fraud

Detection, Investigation & Litigation Team (FDILT) to the

management, which contains summary on the handling,

recommendation to improve the weakness of internal

controlling system and recommendation of sanction to officers

related to the respective matters. The handling of the reported

case aims to strengthen the internal controlling system,

motivate all parties/employees to avoid activities/transactions

that are prone to bring loss to the company and disturb the

company’s operational.

Investigation, Reporting & Sanction Pillar

Investigation, reporting & sanction pillar is the responsibility

of the Director of Internal Audit and Fraud Control Systems in

order to handle fraud that occurs through the investigation

and the results are reported to Board of Directors , Board

of Commissioners, Financial Services Authority and Bank

Indonesia, including the proposed sanctions for actor of fraud.

Monitoring, Evaluating & Following-up Pillar

Monitoring, evaluating & following-up pillar is the

responsibility of the Director of Internal Audit and part of

Fraud Control Systems in monitoring follow-up actions on

investigation results and evaluation of the fraud to enhance

weaknesses and strengthen the Internal Control System, in

order to prevent the recurrence of frauds because of similar

weakness.

Anti-fraud policy strategy is a commitment of Sinarmas Bank

Bank Sinarmas in controlling fraud, by giving no tolerance

(zero tolerance) in any form of fraud, both from internal and

external of Bank Sinarmas.



oF 2015

PROFIL PERUSAHAAN

comPany ProFile



LAPORAN MANAJEMEN

management rePort

Sesuai dengan Surat Edaran Bank Indonesia No. 15/15/

DPNP tanggal 29 April 2013 perihal Pelaksanaan Good

Corporate Governance bagi Bank Umum, yang dimaksud

dengan internal fraud adalah penyimpangan/kecurangan

yang dilakukan oleh pengurus, pegawai tetap dan tidak

tetap (honorer dan outsourcing) terkait dengan proses

kerja dan kegiatan operasional Bank yang mempengaruhi

kondisi keuangan Bank secara signifikan. yang dimaksud

dengan mempengaruhi kondisi keuangan Bank secara

signifikan adalah apabila dampak penyimpangan lebih dari

Rp100.000.000 (seratus juta Rupiah). Secara umum tindakan

penyimpangan atau kecurangan yang dilakukan oleh pihak

intenal Bank merupakan pelanggaran terhadap integritas

serta penyelewengan kewenangan. Menindaklanjuti Surat

Edaran Bank Indonesia No.13/28/DPNP tertanggal 9 Desember

2011 perihal Penerapan Strategi Anti Fraud bagi Bank Umum,

maka dikeluarkan kebijakan penerapan strategi anti fraud

melalui Surat Keputusan No.SK.007/2012/PRESDIR-SKAI

tentang Kabijakan Anti-Fraud Management pada 1 Juni 2012.

Ini merupakan wujud komitmen manajemen Bank dalam

mengendalikan fraud yang diterapkan dalam bentuk sistem

pengendalian fraud.

Sesuai dengan pelaporan ke Bank Indonesia berdasarkan

Laporan Fraud pada 2015, maka jumlah kasus penyimpangan

internal (internal fraud) dengan kerugian/penyimpangan

diatas Rp100 juta selama periode 2015 adalah 2(dua) kasus,

sebagaimana dijelaskan dalam tabel berikut:

Tabel laporan fraud 2015 dan 2014

Internal Fraud

Jumlah Kasus yang Dilakukan oleh / Total Cases Committed by

Pengurus / Management

Pegawai Tetap / Permanent

Employee

Pegawai Tidak Tetap / Non-Permanent Employee

2015 2014 2015 2014 2015 2014

Fraud Nihil / Nil Nihil / Nil2 (dua /

two)Nihil / Nil

3 (tiga / three)

1 (Satu / One)

Telah terselesaikan / Settled Nihil / Nil Nihil / Nil Nihil / Nil Nihil / Nil1 (Satu /

One)1 (Satu /

One)

Dalam proses penyelesaian di internal Bank / Under internal settlement process

Nihil / Nil Nihil / Nil2 (dua /

two)Nihil / Nil

2 (dua / two)

1 (Satu / One)

Belum diupayakan penyelesaiannya / Pending follow-up actions

Nihil / Nil Nihil / Nil Nihil / Nil Nihil / Nil Nihil / Nil Nihil / Nil

Telah ditindaklanjuti melalui proses hukum / Under litigation process

Nihil / Nil Nihil / Nil1 (Satu /

One)Nihil / Nil

1 (Satu / One)

Nihil / Nil

In accordance with Circular Letter of Bank Indonesia No.15/15

DPNP dated April 29, 2013 regarding the implementation of

good Corporate governance for Commercial Bank, internal

fraud relates to any deviation/dishonest behavior committed

by management, permanent and nonpermanent employees

(contract basis and outsourcing) related to the Bank’s

operational process and activities with significant impact to the

Bank’s financial condition. The description of significant impact

to the Bank’s financial condition is when the fraud impact is

more than Rp100,000,000,- (One hundred million Rupiahs).

In general, any deviation or dishonest behavior committed

by internal parties of Bank were a violation towards integrity

and authority deviation. As a follow-up to Circular Letter of

Bank Indonesia No.13/28/ DPNP dated December 09, 2011

regarding the Implementation of Anti-Fraud Strategies for

Commercial Bank, Bank Sinarmas issued anti-fraud policy

through the issuance of Decree No.SK.007/2012/PRESDIR-

SKAI on Anti-Fraud Management Policy dated June 1, 2012. It

is a form of commitment of Bank management in controlling

fraud implemented in the form of fraud control system.

In accordance with the report issued to Bank Indonesia based

on Fraud Report 1st Semester and 2nd Semester in 2015, the

total internal fraud cases with loss/deviation above IDR 100

million during 2014 was 1 (one) case as described in the table

below:

Table of report on fraud in 2015 and 2014










AKSES INFORMASI DAN DATA PERUSAHAAN

Perusahaan berkomitmen untuk melaksanakan prinsip

keterbukaan, untuk itu Perusahaan selalu menyampaikan

informasi tentang Perusahaan melalui website Perusahaan

www.banksinarmas.com. Perusahaan juga menyampaikan

perkembangan Perusahaan mengenai Informasi Material dan

Keterbukaan Informasi yang Perlu Diketahui Publik secara

teratur kepada PT Bursa Efek Indonesia (BEI) dan OJK sesuai

dengan peraturan yang berlaku. Selain melalui website Bank

Sinarmas serta keterbukaan penyampaian informasi kepada

otoritas terkait, akses informasi dan data Bank Sinarmas juga

dapat diperoleh melalui Sekretaris Perusahaan sebagai berikut:

1. Customer Care 1500153 dan 021-501 8888

2. Email: [email protected]

3. Media Sosial:

Facebook : https://id-id.facebook.com/Bank-

Sinarmas-307425840619/

Twitter : @banksinarmas

4. Media massa/iklan

5. Melalui kantor pusat dan kantor cabang Bank Sinarmas

INFORMATION AccESS AND cORPORATE DATAThe Company is committed to implementing disclosure

principle. As such, the Company always submits information

about the Company through the Company’s website,

namely www.banksinarmas.com. The Company also submits

the Company’s development on Material Information and

Information Disclosure that Needs to be Known by the Public

on a periodical basis to PT Bursa Efek Indonesia (BEI) and OJK

according to the prevailing regulations. Besides through Bank

Sinarmas’ website on disclosure of information submission to

the related authorities, access to information and data of Bank

Sinarmas can also be acquired through Corporate Secretary as

follows:

1.Customer Care 1500153 dan 021-501 8888

2. Email: [email protected]

3. Social Media:

Facebook : https://id-id.facebook.com/Bank-

Sinarmas-307425840619/

Twitter : @banksinarmas

4. Mass media/ads

5. Head office and branch office of Bank Sinarmas

2015 FLASHBACK PERFORMANCE MANAJEMEN MANAGEMENT · PDF fileTata Kelola Perusahaan ......

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