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Enhancing People Quality Laporan Tahunan 2015 Annual Report PT. Bank Sinarmas Tbk.

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Laporan tahunan ini memuat pernyataan kondisi
keuangan, hasil operasi, proyeksi, rencana,
strategi, kebijakan, serta tujuan Perseroan, yang
digolongkan sebagai pernyataan ke depan dalam
pelaksanaan Perundang-undangan yang berlaku,
pernyataan tersebut memiliki prospek risiko,
ketidakpastian, serta dapat mengakibatkan
yang dilaporkan.
Perseroan menjalankan kegiatan usaha. Perseroan
tidak menjamin bahwa dokumen-dokumen yang
telah dipastikan keabsahannya akan membawa
hasil-hasil tertentu sesuai harapan.
dan “Perseroan” yang didefinisikan sebagai
PT. Bank Sinarmas Tbk. yang menjalankan bisnis
dalam bidang perbankan. Adakalanya kata
“Perusahaan” dan “Bank” juga digunakan atas
dasar kemudahan untuk menyebut PT. Bank
Sinarmas Tbk. secara umum.
operation results, projections, plans, strategies,
policy, as well as the Company’s objectives, which
is classified as forward-looking statements in the
implementation of the applicable laws, excluding
historical matters. Such forward-looking statements
are subject to known and unknown risks
(prospective), uncertainties, and other factors that
could cause actual results to differ materially from
expected results.
concerning current conditions and future events of
the Company and the business environment where
the Company conducts business. The Company
shall have no obligation to guarantee that all the
valid document presented will bring specific results
as expected.
Bank Sinarmas Tbk., as the company that runs
business in banking industry. The word “Company”
is at times used to simply refer to PT. Bank Sinarmas
Tbk. in general.
Annual Report 2015 | PT. BANK SINARMAS Tbk. 1
Selamat datang pada laporan tahunan 2015 PT. Bank
Sinarmas Tbk. dengan tema “Enhancing People Quality”.
Tema tersebut dipilih berdasarkan analisis dan kajian yang
mendalam berdasarkan fakta dan perkembangan bisnis
perbankan sepanjang 2015 serta masa depan keberlanjutan
bisnis Bank Sinarmas.
POJK.03/2015 tentang Transparansi dan Publikasi Laporan
Bank dan juga Keputusan Ketua Badan Pengawas Pasar
Modal dan Lembaga Keuangan 431/BL/2012 Peraturan No.
X.K.6 tentang Kewajiban Penyampaian Laporan Tahunan
Bagi Emiten atau Perusahaan Publik.
Penyebutan satuan mata uang “Rupiah”, “Rp” atau
IDR merujuk pada mata uang resmi Republik Indonesia,
sedangkan “Dollar AS” atau USD merujuk pada mata uang
resmi Amerika Serikat. Semua informasi keuangan disajikan
dalam mata uang Rupiah sesuai dengan Standar Akuntasi
Keuangan Indonesia.
dan dicetak dengan kualitas yang baik. Laporan Tahunan ini
dapat dilihat dan diunduh di website resmi Bank Sinarmas
yaitu www.banksinarmas.com.
Welcome to 2015 annual report of PT. Bank Sinarmas Tbk.
with the theme “Enhancing People Quality”. This theme
was selected based on in-dept analysis and study on the fact
and development of banking business throughout 2015 and
the future of Bank Sinarmas’ business development.
The Annual Report of PT. Bank Sinarmas Tbk. is published in
accordance with the Financial Services Authority Regulation
No.6/POJK.03/2015 on Transparency and Publication of
Bank’s Report, and Decision of the Head of Capital Market
Supervisory Board and Financial Institutions 431/BL/2012
Regulation No. X.K.6 on the Obligation to Submit Annual
Report for Issuers or Public Companies.
The currency of “Rupiah”, “Rp” or IDR throughout this
report refers to the official currency of the Republic of
Indonesia, while US Dollar refers to the official currency
of the US. All financial information is presented in Rupiah
currency in accordance with the Indonesia Financial
Accounting Standards.
bilingually, both in Indonesian Language and English, using
font type and size that is easily read, and is printed in good
quality. This Annual Report can be read and downloaded
from the official website of Bank Sinarmas, namely www.
banksinarmas.com.
TenTang laporan Tahunan Bank sinarmas 2015 aBout 2015 annual RepoRt of Bank SinaRmaS
Laporan Tahunan 2015 | PT. BANK SINARMAS Tbk.2
Kesinambungan Tema Laporan
Tahunan Bank Sinarmas
Tema yang diangkat dalam laporan tahunan Bank
Sinarmas selama 3 tahun terakhir merupakan visualisasi
dari rencana, strategi, dan kinerja Perusahaan selama
tahun buku berjalan. Setiap tema selalu dikaitkan dengan
elemen tradisional Indonesia sebagai wujud kecintaan
kami terhadap Indonesia.
baik. Bank Sinarmas bertekad untuk meraih
pencapaian terbaik dengan melestarikan
senantiasa memanfaatkan potensi dan
perkembangan bisnis guna meraih
kesuksesan di masa mendatang.
Melalui semangat “Consistency Striving
for Excellence”, kami memvisualisasikan
semangat tersebut dengan memadukan
laporan tahunan. Tari Kancet Lasan dari
suku Dayak menjadi tanda keagungan.
Tarian ini juga sering disajikan dalam
penyambutan tamu dan acara-acara
perseverance to exert maximum efforts,
coupled with spirit to internalize corporate
culture within the company. We are
determined to reach the best achievements
by continuously maintaining our good
tradition while studying every single
potential and opportunity amid the vibrant
business development to attain success in
the future.
Excellence” spirit, we strive to give a
dynamic performance to keep being in line
with the economic development. We are
now revealing a business policy reflecting
an underlying quality of the Company’s
performance.
The themes raised in the annual reports of Bank Sinarmas
for the past 3 years are a visualization of plan, strategy,
and performance of the Bank for the year. Each theme is
always connected with Indonesia’s traditional element as
a form of our love to Indonesia.
Annual Report 2015 | PT. BANK SINARMAS Tbk. 3
2014
2015
sesuai dengan kebutuhan pasar dan nasabah.
Dalam membumikan filosofi atas budaya
dan kesenian bangsa, Bank Sinarmas
mempersembahkan “Developing Through
untuk menjadi “Payment & Transaction
Selama lebih dari 26 tahun telah kami lalui
dalam industri perbankan. Bank Sinarmas
senantiasa menerapkan semangat culture
kepada seluruh nasabah. Pada tahun 2015,
Bank Sinarmas mengambil inisiatif semangat
budaya orang makassar yang disiplin,
ulet, serta kuat dalam memegang prinsip.
Penerapan semangat budaya ini dilakukan
guna mewujudkan visi “Menjadi Bank
terkemuka di Indonesia dengan jaringan
distribusi yang terintegrasi dan layanan yang
prima” serta menjadi Bank modern dengan
tetap memegang teguh nilai-nilai bangsa,
dan budaya Bank.
membangun dan mempertahankan
Kesetiaan terhadap profesi di bidang ini,
kami buktikan dengan menghasilkan dan
memberikan pelayanan berkualitas terbaik
memantapkan langkah dan menyongsong
percaya diri.
traditional dances bears an insightful
philosophy. By adopting the philosophy
contained within, the Bank grows
dynamically to meet the need of the
customers and market.
cultural and art values, Bank Sinarmas
presents the theme of “Developing through
Transformation” which depicts the vision
and mission of the company and the Bank’s
goal to become the “Payment & Transaction
Bank” by performing transformation in HR
and IT fields.
Sinarmas continues to implement the spirit
of Indonesian culture that becomes the main
strength in providing the best service to all
customers. In 2015, Bank Sinarmas took the
initiative of cultural spirit of Makassar people
who are disciplined, determined and strong
in holding the principles. The implementaiton
of this spirit culture is conducted to realize
the vision of “Becoming the leading Bank
in Indonesia with an integrated distribution
network and prime services” as well as
modern Bank that continues to uphold the
nations’ value and the Bank’s culture.
Bank Sinarmas continues to work hard in
building and maintaining the reputation by
strengthening the commitment to customer
satisfaction, one of which is through the
improvement of human capital. We prove the
loyalty to the profession in this field is proven
by producing and giving hte best quality
service to our customers. It is time for Bank
Sinarmas to strengthen the step and embrace
the challenges ahead with confidence.
Daftar Isi Table of Contents
KILAS KINERJA 2015 FLASHBACK PERFORMANCE OF 2015
PROFIL PERUSAHAAN COMPANy PROFILE
LAPORAN MANAJEMEN MANAgEMENT REPORT
Organization Structure of Bank
Convertion Bonds
dan Pengendali
Shareholders
About The 2014 Annual Report of Bank Sinarmas
2 Kesinambungan Tema Laporan Tahunan Bank
Sinarmas (2013-2014)
Sinarmas (2013-2015)
Sinarmas 2015
Report of Bank Sinarmas
Other Securities Listing Chronology
Perusahaan Asosiasi
Modal
Alamat Kantor
Addresses
119 Tinjauan Umum Ekonomi global
global Economic Overview
Indonesia’s Economic Overview
122 Tinjauan Industri Perbankan
Usaha
Keuangan
191 Sumber Daya Manusia
Bank Sinarmas Tbk.
PT. Bank Sinarmas Tbk.
Vision, Mission and Sharia Value
211 Jejak Langkah
Sharia Supervisory Board
Proyeksi Keuangan 2016
Financial Projection in 2016
Tingkat Kolektibilitas Piutang
Manajemen Atas Struktur Modal
Capital Structure and Management
Policy on Capital Structure
165 Kepemilikan Saham Karyawan
Barang Modal
Dewan Pengawas Syariah
Sharia Business Unit Director
Committees Under Board of
Terjadi Setelah Tanggal Laporan
166 Kontribusi Kepada Negara
Contribution to the Country
Ekspansi, Divestasi, Restrukturisasi
Mengandung Benturan Kepentingan
Information on Material Transaction
Transaction with Affiliated Parties
Bank Sinarmas Interest Rate Policy
168 Aspek Pemasaran
Usaha
171 Perubahan Peraturan Perundang-
Significant Impact
2015 dan Strategi Ke Depan
Strategies That Have Been Taken in
2015 and Future Strategies
325 Dasar Penerapan Tata Kelola
Perusahaan
Phase of governance Implementation
331 Penilaian Tata Kelola
Bank Sinarmas gCg Award
Structure and Mechanism of
Manajemen Risiko Terintegrasi
general Meeting of Shareholderds
Laporan Tahunan 2015 PT. Bank Sinarmas Tbk.
Statement of Members of Board of
Commissioners and Board of Directors on the
Responsibility for the 2015 Annual Report of
PT. Bank Sinarmas Tbk.
Dengan Direksi
403 Hubungan Kerja Dewan Komisaris dan
Direksi
Direksi
Remunerasi Dewan Komisaris dan
Remuneration for Board of
407 Kebijakan Keberagaman Dewan
Komisaris
Commissioners
Remuneraion and Nomination
Integrated good Corporate
438 Asset & Liability Management
Human Capital Management
Internal Audit Unit
(SKMR)
Compliance Work Unit
463 Sekretaris Perusahaan
Sinarmas
472 Unit Legal
Bank
474 Kode Etik dan Budaya Perusahaan
Code Of Conduct And Corporate
Culture
Bad Corporate governance Practice
Plan
483 Sistem Pelaporan Pelanggaran
Information Access and Corporate
LAPORAN KEUANgAN KONSOLIDASI CONSOLIDATED FINANCIAL STATEMENT
491 Filosofi, Dasar Kebijakan, dan Sasaran
Strategis Program Tanggung Jawab
Responsibility Programs
Pelestarian Alam
Dalam Bidang Ketenagakerjaan,
Development
Dalam Bidang Tanggung Jawab
Customers
Penyajian Informasi dalam Laporan
Tahunan Bank Sinarmas 2015
Presentation of Information for 2015 Annual Report of Bank Sinarmas
Penyusunan Laporan Tahunan Bank Sinarmas merujuk pada
ketentuan-ketentuan yang berlaku mengenai penyajian
keterbukaan informasi yang harus disampaikan dalam Laporan
Tahunan yang terdiri dari beberapa bab, sebagai berikut:
Menyajikan berbagai informasi umum
sejarah pendirian Bank Sinarmas,
dan Komposisi Kepemilikan Saham,
berbagai penghargaan yang diterima
Operasional. Selain informasi umum,
Direksi.
Pedoman Umum gCg oleh KNKg. Menyajikan deskripsi analisis atas kinerja
Bank Sinarmas yang meliputi tinjauan
industri perbankan, tinjauan bisnis, tinjauan
operasional, tinjauan keuangan, termasuk
pemasaran dan pangsa pasar.
Provide various general information
Sinarmas’ establishment, Vision and
Mission, Shareholders and Share
Operational Map. In addition to
the general information, there will
also be Reports from the Board of
Commissioners and Board of Directors.
Provide detailed and
comprehensive information on
issued by KNKg. Provide analysis of performance of Bank
Sinarmas which encompasses
operational overview, financial overview,
marketing strategy and market share.
PROFIL PERUSAHAAN
COMPANy PROFILE
Bank Sinarmas Annual Report is drawn up according to the
prevailing regulations on the presentation of information that
must be disclosed in the Annual Report, which consists of
several chapters, namely:
#1 #2 #3
Jejak Langkah
1998
The Company was first established under the name of Bank Shinta Indonesia.
The Company was appointed as a Tax Collection Bank by the Minister of Finance.
The Company established a branch office in Surabaya.
The Company obtained additional fund to increase its paid-in capital to Rp50 billion.
The Company obtained Foreign Exchange Bank Status.
The Company established the first branch office in Bandung.
Perusahaan pertama kali didirikan dengan nama Bank Shinta Indonesia.
Menerima status sebagai Bank Persepsi (bank pembayaran pajak) dari Menteri Keuangan.
• PT Sinar Mas Multiartha Tbk dan PT Shinta Utama menjadi pemegang saham mayoritas dengan tujuan membawa Perusahaan menjadi salah satu bank terkemuka dan terpercaya.
• Pergantian logo Bank Sinarmas.
• PT. Sinarmas Multiartha Tbk and PT. Shinta Utama became major sharehoålders, bringing with them their goals in making the Bank into one of the best professional banks in the country.
• The Bank’s logo was changed.
Perusahaan mendirikan kantor cabang di Surabaya.
Mendapatkan penambahan Modal Disetor menjadi Rp50 miliar.
Menjadi Bank Umum Devisa.
2006
• Perubahan Nama dari PT Bank Shinta Indonesia menjadi PT. Bank Sinarmas.
• Pendirian 10 (sepuluh) kantor baru yaitu Medan, Jambi, Pekanbaru, yogyakarta, Semarang, Cirebon, Makassar, Manado, Bumi Serpong Damai Jakarta, dan Denpasar.
• The name changed from PT Bank Shinta Indonesia to PT Bank Sinarmas.
• The Company established 10 (ten) new branch offices in Medan, Jambi, Pekanbaru, yogyakarta, Semarang, Cirebon, Makassar, Manado, Bumi Serpong Damai Jakarta, and Denpasar
• The Company established 40 (forty) new branch offices.
• Bank Sinarmas obtained an award from InfoBank magazine due to the “Excellent” financial performance of the Bank’s in 2006.
• Pendirian 40 (empat puluh) kantor baru.
• Bank Sinarmas mendapat penghargaan dari majalah Info Bank dengan predikat ”Sangat Bagus” atas kinerja keuangan 2006.
2007
Pembukaan 22 (dua puluh dua) kantor baru.
2008
• The Company opened 18 (eighteen) new branch offices.
• Obtained license for establishing Sharia Business Unit, based on the Decision of the Deputy governor of Bank Indonesia No. 11/13/KEP. Dpg/2009 on the granting of Permit of Sharia Business Unit of PT Bank Sinarmas.
• PT. Bank Sinarmas Tbk. had been approved by Bappebti as a Bank for Margin Savings, Compensation Fund, and guarantee Fund services.
• The Company obtained approval from Bapepam to conduct Trustee Service.
• Pembukaan 18 (delapan belas) kantor baru. • Mendapatkan Ijin untuk Pendirian
Unit Usaha Syariah (UUS), berdasarkan Keputusan Deputi gubernur Bank Indonesia No. 11/13/KEP. Dpg/2009 Tentang Pemberian Izin Usaha Unit Usaha Syariah (UUS) PT Bank Sinarmas.
• PT. Bank Sinarmas Tbk. telah disahkan oleh Bappebti sebagai Bank Penyimpan Margin, Dana Kompensasi dan Dana Jaminan.
• Pengesahan dari Bapepam kepada PT. Bank Sinarmas Tbk. untuk melakukan kegiatan usaha Wali Amanat.
2009
• The Bank changed its company’s status by going Public.
• The Company opened 14 (fourteen) new branch offices.
• Perubahan status bank menjadi perusahaan go public.
• Pembukaan 14 (empat belas) kantor baru.
2010
• The Company exercised Series I Warrant; thus, increasing public shares of PT. Bank Sinarmas Tbk. to 40%.
• Total branch offices of PT. Bank Sinarmas Tbk. in this year were 220 branch offices spread over 1078 cities in Indonesia.
• The Company launched the tag line of We Always Care.
• Pelaksanaan Exercise Waran Seri I, sehingga meningkatkan saham publik di PT. Bank Sinarmas Tbk. menjadi 40%.
• Jumlah Kantor PT. Bank Sinarmas Tbk. sebanyak 220 kantor yang tersebar di 107 kota di Indonesia.
• Peluncuran tag line We Always Care.
2011 2012
• The Company executed Right Issue I (PUT I); thus, increasing the paid-in capital to Rp1,028 billion.
• The Company increased the number of its branch offices to 265 offices spread over 120 cities in Indonesia.
• Melakukan Penawaran Umum Terbatas I (PUT I), sehingga menjadikan penambahan modal disetor menjadi Rp1.028 miliar.
• Menambah jumlah kantor menjadi 265 yang tersebar 120 kota di Indonesia.
The Company increased the number of its branch offices to 380 offices spread across Indonesia.
Penambahan jumlah jaringan kantor menjadi 380 yang tersebar diseluruh Indonesia.
2013 2014
Aksi korporasi Penerbitan Saham Baru Tanpa Hak Memesan Efek Terlebih Dahulu (non HMETD), sebanyak 896.535,414 saham baru BSIM dengan harga Rp270 per saham dan total mencapai Rp242 miliar.
Through the corporate action of Rights Issue without the issuance of preemptive rights (Non- HMETD), the Company obtained two new shareholders, Asia Value Investments Pte. Ltd and Clark Quay Investment Corporation Pte Ltd. Both investors acquired 444,44 million of BSIM new shares with the price of Rp270 per share, reaching the total amount of Rp242 billion.
2015
• Pelaksanaan Program Jangkau, Sinergi, dan guideline atau Jaring 2015.
• Bank Sinarmas signed agreement with Bank Administrator Rekening Dana Nasabah dan Bank Pembayaran for the Period of 2015-2019.
• Implemented Program Jangkau, Sinergi, and guideline or Jaringan 2015.
Laporan Tahunan 2015 | PT. BANK SINARMAS Tbk.10
Annual Report 2015 | PT. BANK SINARMAS Tbk. 11
Kilas Kinerja 2015 2015 Flashback Performance
Laporan Tahunan 2015 | PT. BANK SINARMAS Tbk.12
KILAS KINERJA 2015 Flashback PerFormance
oF 2015
PROFIL PERUSAHAAN
comPany ProFile
LAPORAN LABA RUgI / STATEMENTS OF INcOME
Pendapatan Bunga Bersih 1.331.183 987.625 826.360 Net Interest Revenues
Pendapatan di luar Bunga 446.237 251.106 275.230 Non Interest Revenues
Pendapatan Operasional 1.777.420 1.238.731 1.101.590 Operating Revenues
Beban Operasional 1.538.467 1.037.836 815.274 Operating Expenses
Laba Sebelum Pajak 238.953 200.895 286.316 Income Before Tax
Laba Bersih 185.153 154.932 221.273 Net Income
Jumlah Laba Komprehensif 486.604 164.072 226.791 Total Comprehensive Income
Laba Bersih per Saham (dalam Rupiah penuh) Earning per Share
Dasar 13,15 11,73 17,88 Basic
Dilusian 12,95 11,43 16,51 Diluted
LAPORAN POSISI KEUANgAN / STATEMENT OF FINANcIAL POSITION
Jumlah Aset 27.868.688 21.259.549 17.447.455 Total Assets
Aset Produktif 23.254.817 17.753.945 14.162.578 Earning Assets
Dana Pihak Ketiga 22.357.131 16.946.231 13.819.061 Third Party Fund
Jumlah Ekuitas 3.669.611 3.164.114 2.753.444 Total Equity
RASIO KEUANgAN / FINANcIAL RATIOS
Pemenuhan modal minimum 14,37% 18,38% 21,82% Capital Adequancy Ratio (CAR)
Aset tetap terhadap modal 41,44% 28,36% 28,04% Fixed Assets to Total Equity
Aset Produktif Earning Assets
Aset produktif bermasalah 3,65% 2,33% 1,88% Non Performing productive assets
Kredit bermasalah (NPL)-bruto 3,95% 3,00% 2,50% Non-Performing Loan (NPL) - gross
Kredit bermasalah (NPL)-neto 2,99% 2,56% 2,12% Non-Performing Loan (NPL) - net
PPAP-CKPN terhadap aset produktif
Rentabilitas Profitability
Laba terhadap total aset (ROA) 0,95% 1,02% 1,71% Return on Assets (ROA)
Laba terhadap ekuitas (ROE) 6,46% 5,72% 9,23% Return on Equity (ROE)
Marjin bunga bersih 5,77% 5,87% 5,23% Net Interest Margin (NIM)
Biaya operasional/Pendapatan operasional (BOPO)
Income
Ikhtisar Keuangan
Financial Highlights
Tinjauan uniT-uniT Bisnis
Likuiditas Liquidity
78,04% 83,88% 78,72% Loans to Deposit Ratio (LDR)
Kepatuhan Compliance
Violation
Pihak tidak terkait Nil Nil Nil Non Related Parties
Presentase pelampauan BMPK Percentage of Legal Lending Limit
Excess
Pihak tidak terkait Nil Nil Nil Non Related Parties
giro wajib minimum (Rupiah) 8,23% 8,64% 9,37% Minimum Balance with Bank
Indonesia (Rupiah)
2013 20132013
20132013 2013
LABA BERSIH NET INCOME
PENDAPATAN OPERASIONAL OPERATINg REVENUES
JUMLAH ASET TOTAL ASSETS
JUMLAH EKUITAS TOTAL EQUITy
KILAS KINERJA 2015 Flashback PerFormance
oF 2015
PROFIL PERUSAHAAN
comPany ProFile
Kurs (Rg) Exchange Rate
Peredaran Saham di Pasar Reguler Share Circulation in Regular Market Jumlah Saham
Tercatat Amount of Listed
Ikhtisar Saham
Share Highlights
Februari February
Maret March
II
Mei May
Juni June
III
Agustus August
September September
IV
November November
Desember December
I
Februari February
Maret March
II
Mei May
Juni June
III
Agustus August
September September
IV
November November
Desember December
Tinjauan uniT-uniT Bisnis
60.000.000
50.000.000
40.000.000
30.000.000
20.000.000
10.000.000
500
400
300
200
100
0
347
490 485 450
394385
250 250 252 274 270 280 284 280 283 275 270
339
8.000.000
7.000.000
6.000.000
5.000.000
2.000.000
3.000.000
4.000.000
1.000.000
0
4.824.552
6.835.053 6.767.092 6.285.266
3.932.314 3.821.153 3.751.678 4.710.440
Q1 Q2 Q3 Q4
KILAS KINERJA 2015 Flashback PerFormance
oF 2015
PROFIL PERUSAHAAN
comPany ProFile
Bank Sinarmas merayakan
27 tahun / Bank Sinarmas
celebrated the 27th Birthday..
memorandum of understanding on
implementation of sharia master
2015-2019.
Park 6 Wing A - ground Floor, BSD
Tangerang
Tower 2, Lantai 39 Jakarta / Implementation
of Annual general Meeting of Shareholders
in Sinar Mas Land Plaza, Tower 2, 39th Floor,
Jakarta.
Bank Sinarmas has not issued any bond, sukuk, or converted
bond so that such information cannot be presented in this
annual report.
Tinjauan uniT-uniT Bisnis
of Temu Kreatif Nasional 22015 and
Inauguration of Indonesia Convention
Industry with President Director
Piala Presiden.
Bancassurance Cooperation SIMPOL
dengan PT. Bank Sinarmas Tbk. /
Bancassurance Cooperation SIMPOL
Sinarmas and PT. Bank Sinarmas Tbk.
Pelaksanaan
yusuf Orphanage, located in
KILAS KINERJA 2015 Flashback PerFormance
oF 2015
PROFIL PERUSAHAAN
comPany ProFile
penghargaan, antara lain:
Infobank.
Rating Institusi Keuangan Syariah Tahun 2014, oleh
InfoBank.
Award. Category: Conventional Bank (BUKU I+II)
6. The Best Champion of Balikpapan WOW Service Excellent
Award. Category: Conventional Bank (BUKU I+II)
7. The Champion of Medan WOW Service Excellent Award.
Category: Conventional Bank (BUKU I+II)
8. The Champion of Semarang WOW Service Excellent
Award. Category: Conventional Bank (BUKU I+II)
9. The Champion of Pontianak WOW Service Excellent
Award. Category: Conventional Bank (BUKU I+II)
10. Peringkat I good Corporate governance. Category: Buku
II Aset Rp10 Triliun s/d Rp25 Triliun oleh Economic Review
11. Peringkat I Corporate Communication. Category: Buku II
Aset Rp10 Triliun s/d Rp25 Triliun oleh Economic Review
12. Peringkat II Information Technology. Category: Buku II
Aset Rp10 Triliun s/d Rp25 Triliun oleh Economic Review
13. Peringkat II Corporate Social Responsibility. Category:
Buku II Aset Rp10 Triliun s/d Rp25 Triliun oleh Economic
Review
Rp10 Triliun s/d Rp25 Triliun oleh Economic Review
15. Peringkat II Marketing. Category: Buku II Aset Rp10 Triliun
s/d Rp25 Triliun oleh Economic Review.
Management extends its sincere appreciation and gratitude
for contribution from all employees of Bank Sinarmas, thus in
2015 we achieved various awards, namely:
1. golden Trophy as Bank with Excellent Predicate for
Financial Performance in 2010-2014, by Infobank.
2. Sharia Business Unit with Excellent Predicate for Sharia
Financial Institution Rating in 2014, by Infobank.
3. gold Champion of Indonesia WOW Brand 2015,
Category: Saving Account - Conventional Bank (BUKU I+II)
4. Silver Champion of Indonesia WOW Brand 2015,
Category: Time Deposit - Conventional Bank (BUKU I+II)
5. The Champion of Bandung WOW Service Excellence
Award, Category: Conventional Bank (BUKU I+II)
6. The Best Champion of Balikpapan WOW Service Excellent
Award, Category: Conventional Bank (BUKU I+II)
7. The Champion of Medan WOW Service Excellent Award.
Category: Conventional Bank (BUKU I+II)
8. The Champion of Semarang WOW Service Excellent
Award. Category: Conventional Bank (BUKU I+II)
9. The Champion of Pontianak WOW Service Excellent
Award. Category: Conventional Bank (BUKU I+II)
10. 1st Rank good Corporate governance. Category: Buku
II Assets of Rp10 Trillion to Rp25 Trillion by Economic
Review
II Assets of Rp10 Trillion to Rp25 Trillion by Economic
Review
13. 2nd Rank Corporate Social Responsibility. Category: Buku
II Assets of Rp10 Trillion to Rp25 Trillion by Economic
Review
14. 2nd Rank Risk Management. Category: Buku II Assets of
Rp10 Trillion to Rp25 Trillion by Economic Review
15. 2nd Rank Marketing. Category: Buku II Assets of Rp10
Trillion of Rp25 Trillion by Economic Review.
Penghargaan dan Sertifikasi
Awards and Certifications
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KILAS KINERJA 2015 FLASHBACK PERFORMANCE
OF 2015
PROFIL PERUSAHAAN
COMPANy PROFILE
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Kepentingan yang Terhormat,
hal yang telah kami laksanakan sebagai
bagian dari tugas dan tanggung jawab
Dewan Komisaris. Sesuai Anggaran
kebijakan pengurusan dan jalannya
Direksi. Melalui laporan tahunan ini, Dewan
Komisaris akan memaparkan secara singkat
perkembangan ekonomi 2015, penilaian
kelola perusahaan yang baik atau Good
Corporate Governance (gCg), penilaian
Sinarmas ke depan.
penuh tantangan bagi industri perbankan
nasional begitu juga dengan Bank Sinarmas.
Walaupun demikian, Perseroan tetap
Rp185 miliar pada akhir tahun 2015. Nilai
tersebut mengalami pertumbuhan sebesar
19,51% dibandingkan tahun sebelumnya.
that we have completed as part of our
duties and responsibilities as the Board of
Commissioners. According to the Articles
of Association, the Board of Commissioners
has supervised the Board of Directors’ bank
management policy and its implementation,
as well as given them advice on it.
Through this annual report, the Board of
Commissioners will briefly describe the 2015
economic development, its assessment
the implementation of good corporate
governance, the assessment of committees
under the Board of Commissioners, and
business outlook of Bank Sinarmas.
ASSESSMENT ON PERFORMANcE OF BOARD OF DIREcTORS 2015 is the year bristling with challenges for
both national banking industry and Bank
Sinarmas itself. Despite this, we remained
capable of recording a consolidated net
income of Rp185 billion at the end of 2015,
which grew by 19.51% or Rp30 billion
compared to the previous year. Total fixed
assets rose by Rp27,869 billion, grew Total
Laporan Dewan Komisaris
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dibandingkan tahun sebelumnya yang sebesar Rp21.260 miliar
naik menjadi Rp27.869 miliar.
22,44% melambat jika dibandingkan dengan pertumbuhan
pada tahun 2014 yang sebesar 30,39%, namun masih berada
jauh di atas rata-rata industri perbankan yang tumbuh sebesar
10,40%. Pertumbuhan kredit Perseroan didominasi oleh
kredit MSME yang bertumbuh sebesar 103,44% dari tahun
2014. Sementara rasio Non Performing Loan (NPL) gross
Bank pada akhir tahun 2015 tercatat sebesar 3,95% naik
0,95% dibandingkan pada akhir tahun 2014 yang sebesar
3,00%. Penurunan kualitas kredit merupakan dampak dari
melemahnya pertumbuhan ekonomi Indonesia di tahun 2015
sehingga terjadi penurunan kualitas pada beberapa debitur,
selain itu Perseroan juga berinisiatif merestruktur beberapa
debitur yang memiliki potensi bermasalah dan menghitung
kembali pencadangan yang diperlukan.
kegiatan-kegiatan marketing dan promosi serta melakukan
inovasi dalam mengembangkan produk dan layanan
perbankan, seperti tabungan Simas Diamond dan
penambahan fitur-fitur pada layanan mobile banking. Usaha
yang dilakukan Manajemen Perseroan mampu meningkatkan
penghimpunan simpanan masyarakat (Dana Pihak Ketiga/
DPK), yang bertumbuh sebesar 31,93% dari Rp16.946 miliar
di tahun 2014 menjadi Rp22.357 miliar di tahun 2015.
Dengan pencapaian tersebut, Dewan Komisaris menilai bahwa
pengurusan kinerja Bank Sinarmas sepanjang tahun 2015 di
bawah kepemimpinan Direksi saat ini berjalan dengan sangat
baik. Di sisi lain, agar Direksi dapat meningkatkan kinerja yang
lebih baik lagi, Dewan Komisaris telah memberikan beberapa
rekomendasi agar Bank Sinarmas bersaing secara optimal
dengan kompetitor lain. Dewan Komisaris juga menyarankan
agar Bank Sinarmas dapat lebih kreatif dan inovatif dalam
memberikan layanan dan produk perbankan kepada
masyarakat.
Rp21,260 billion, which increased to Rp277,869 billion.
In 2015, Bank Sinarmas’ credit growth was 22.44%, which
decreased compared to that of 2014 at 30.39%, yet still
above average of banking industry’s growth at 10.40%. The
Company’s credit growth was largely contributed by MSMEs
credit which increased by 103.44% from 2014. Meanwhile,
the gross Non Performing Loan ratio at the end of 2015 was
recorded at 3.95%, grew by 0.95% compared to the end of
2014 at 3.00%. The decrease of credit quality was the impact
of Indonesia’s economic slowdown in 2015, which led to a
declining performance of several debtors. In addition, the
Company also took the initiative to restructure its debtors that
could potentially cause troubles and to calculate again the
reserves needed.
marketing activities and promotion, as well as develop
banking products and services, such as Simas Diamond savings
and the additional features in mobile banking service. The
effort conducted by the Company’s management is able to
increase the public’s savings (Third Party Fund/DPK), which
grew by 31.93% from Rp16,946 billion in 2014 to Rp22,357
billion in 2015.
observes that during 2015, the management of Bank
Sinarmas’ performance under the Board of Directors’
leadership has run very well. Furthermore, to help the Board
of Directors increase its performance even better, the Board
of Commissioners has provided several recommendations to
enhance Bank Sinarmas’ competitive power a level higher
than its competitors. Bank Sinarmas can be more creative and
innovative in providing services and banking products to the
public.
Tinjauan uniT-uniT Bisnis
proses pengelolaan Bank yang baik antara lain dilakukan
dengan fokus terhadap implementasi sistem manajemen risiko
dan Good Corporate Governance yang akan mendorong
pertumbuhan kinerja bisnis.
PANDANgAN ATAS PROSPEK USAHA Perlambatan ekonomi Indonesia yang mencapai 4,79% di
tahun 2015 merupakan level terendah dalam 5 tahun terakhir.
Pertumbuhan ekspor masih tertahan akibat permintaan
global yang masih lemah dan terus menurunnya harga
komoditas. Perbaikan ekonomi domestik ditopang oleh
belanja pemerintah dan investasi. Sementara sektor konsumsi
yang menyumbangkan porsi terbesar stagnan di level 5%, di
tengah indikasi adanya penurunan tabungan dan pendapatan
yang dapat dibelanjakan. Kebijakan moneter yang ketat untuk
menjaga kestabilan arus modal aset di tengah meningkatnya
risiko global yang lebih disebabkan oleh normalisasi kebijakan
moneter ketat Amerika Serikat (AS) dan perlambatan ekonomi
Tiongkok turut menurunkan pertumbuhan kredit perbankan
di tengah masih lemahnya investasi swasta yang ditunjukkan
oleh menurunnya kinerja perusahan-perusahaan, khususnya
yang berbasis komoditas. Namun, jatuhnya harga minyak
dunia telah membuka peluang pemangkasan harga BBM yang
akan berimplikasi dengan penurunan tingkat inflasi sehingga
membuka ruang pemangkasan BI rate di tahun 2016, hal
ini akan sangat positif khususnya bagi industri perbankan
dan perekonomian secara umum. Paket kebijakan ekonomi
pemerintah untuk relaksasi investasi dan reformasi regulasi
yang akan memudahkan dan mempercepat baik proses
birokasi dan kepastian bisnis dapat menjadi strategi kunci
untuk pertumbuhan industri dan ekonomi yang lebih baik di
tahun 2016.
2016 tersebut, Bank Sinarmas berusaha sebaik-baiknya untuk
meraih setiap peluang dan potensi yang tercipta, khususnya
untuk segmen korporat dan retail. Dengan keunggulan
kompetitif yang dimiliki oleh Bank Sinarmas, Dewan Komisaris
optimis bahwa prospek usaha di masa yang akan datang akan
semakin cemerlang
management system and good corporate govenrance that will
help spur business performance growth.
VIEw ON BUSINESS PROSPEcTS Indonesia’s economic growth reached 4.79% in 2015 is
the lowest level in the past 5 years. Export growth was still
restrained due to weak global demand and the falling of
commodity prices. Domestic economic recovery was supported
by government’s spending and investment. Meanwhile,
consumption sector that contributed the largest to gDP
was stagnant at the level of 5% as there were indicators of
declining amount of savings and revenue for spending. Strict
monetary policy to maintain the stability of asset capital flow
amid the rising global risks that were caused largely by the
normalisation of US monetary policy and China’s economic
downturn, also decreased banking credit growth amid
weak private investment. This was shown by the declining
performance of companies, especially those engaged in
commodity sectors. However, the falling of oil prices have
opened opportunity to cut fuel price that would lead to the
decline of inflation rate. Thus, BI rate decreased in 2016. This
will positively affect banking industry and the overall economy.
The government’s economic policy package for investment
relaxation and regulation reformation that will ease and
accelerate beaurocracy and business certainty can become the
key strategy to increasing industry and economy growth in
2016.
and potential, especially corporate and retail segments.
With competitive edge that Bank Sinarmas has, the Board of
Commissioners is optimistic about its brighter outlook in the
future.
KILAS KINERJA 2015 Flashback PerFormance
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PROFIL PERUSAHAAN
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kinerja industri perbankan juga akan semakin baik.
Menghadapi masa mendatang, Direksi telah menyusun
prospek usaha ke depan guna meraih dan menciptakan
peluang bisnis yang lebih baik antara lain dengan:
• Mengembangkan program Layanan Keuangan Tanpa
Kantor Dalam Rangka Keuangan Inklusif (Laku Pandai)
Bank Sinarmas melalui perekrutan agent banking.
• Meningkatkan portofolio kredit mikro melalui program
KUR.
Dewan Komisaris berpandangan bahwa prospek usaha
yang telah disusun oleh Direksi sebagaimana yang tertuang
dalam Rencana Bisnis Bank, secara garis besar, sudah
mempertimbangkan potensi-potensi bisnis beserta risiko, juga
selaras dengan arah dan tujuan perusahaan. Hal ini didukung
kondisi perekonomian nasional dan perkembangan bisnis
industri perbankan yang semakin kondusif.
PENERAPAN TATA KELOLA DAN MANAJEMEN RISIKO PERUSAHAAN Sepanjang tahun 2015, Dewan Komisaris melakukan tugas
pengawasan terhadap kebijakan manajemen, mekanisme
kepengurusan dan operasional Bank yang dijalankan oleh
Direksi serta memberikan masukan dan arahan kepada Direksi
mengenai kinerja yang sedang dijalankan. Berdasarkan
evaluasi atas kinerja operasional di tahun pelaporan, Dewan
Komisaris mengamanatkan kepada Direksi untuk terus
memperkuat posisi modal, meningkatkan kualitas dan
kompetensi sumber daya manusia serta memperkuat jaringan
dan pengembangan teknologi informasi. Kami senantiasa
mengarahkan dan mendukung agar Direksi melakukan
berbagai inovasi guna meraih pangsa pasar yang lebih luas.
Dewan Komisaris sangat menyadari pula bahwa implementasi
gCg menjadi suatu elemen penting dalam mencapai kinerja
perusahaan yang berkelanjutan. Oleh karena itu, penerapan
gCg menjadi perhatian utama bagi Dewan Komisaris dalam
menjalankan fungsi pengawasan dan pemberian saran kepada
Direksi.
business prospects for the future to seize and create better
business opportunities by, among others:
• Develop Branchless Service for Inclusive Financial Activities
(Laku pandai) of Bank Sinarmas through recruitment of
banking agent.
Business Loan) program.
other products and services.
The Board of Commissioners views that business outlook
prepared by the Board of Directors, as stated in the Bank’s
Business Plan, has considered business and risk potentials and
is already in line with the company’s direction and objectives.
This is supported by national economic conditions and a more
conducive banking industry business.
IMPLEMENTATION OF cORPORATE gOVERNANcE AND RISK MANAgEMENT Throughout 2015, the Board of Commissioners has supervised
the management policy and mechanism, as well as operations
of the Bank that the Board of Directors perform. The Board
of Commissioners has also provided its insights and advices
to the Directors regarding the tasks they do. Based on the
evaluation of the operational performance in the reporting
year, the Board of Commissioners mandates the Board of
Directors to increase the quality and competency of human
resources as well as strengthen the network and information
technology. We continue to direct and support the Board of
Directors to create a wide range of innovations to enrich its
market share portfolio.
sustainable performance. On that basis, the Board of
Commissioners pays high attention to the application gCg
in supervising the activities of the Board of Directors and in
providing them any advices.
Tinjauan uniT-uniT Bisnis
Bank Indonesia No. 8/14/PBI/2006 serta Surat Edaran Bank
Indonesia No. 15/15/DPNP/tanggal 29 April 2013 perihal
Pelaksanaan Good Corporate Governance bagi Bank Umum,
Bank Sinarmas telah melakukan penilaian sendiri (self
assessment) atas pelaksanaan gCg. Pada tahun 2015, Bank
Sinarmas memperoleh nilai assessment pelaksanaan gCg
sebesar 2 atau dalam kategori BAIK.
Dewan Komisaris berpendapat bahwa pada tahun 2015,
Direksi telah menerapkan gCg dengan sangat efektif dan
konsisten. Penerapan gCg di lingkungan Bank Sinarmas
menjadi suatu mekanisme yang mengatur hubungan Bank
dengan seluruh pemangku kepentingan secara transparan,
akuntabel, bertanggung jawab, independen dan adil. Direksi
telah menjalankan seluruh prinsip gCg dengan memberikan
informasi yang komprehensif bagi seluruh pemangku
kepentingan.
upaya meningkatkan mitigasi risiko melalui Enterprise Risk
Management (ERM) secara terintegrasi, sehingga risiko
yang dihadapi dapat diubah menjadi peluang peningkatan
usaha. Selain itu, Dewan Komisaris juga terus mengawasi
dengan seksama pengelolaan risiko yang dilaksanakan Direksi
dengan dukungan dari komite yang relevan, pengelolaan
risiko yang bijak dan melibatkan seluruh risk owner dalam
upaya memitigasi risiko utama guna menghindari kejadian
risiko yang fatal dan dapat menjamin keberlangsungan usaha
Perseroan dalam jangka panjang.
PENILAIAN ATAS KINERJA KOMITE-KOMITE yANg BERADA DI BAwAH DEwAN KOMISARIS
Dalam rangka melakukan pengawasan dan pemberian saran
secara aktif kepada Direksi, termasuk pelaksanaan Rencana
Bisnis Bank, Dewan Komisaris dibantu komite-komite di
bawah Dewan Komisaris yang meliputi Komite Audit, Komite
Pemantau Risiko, Komite Remunerasi dan Nominasi, serta
pembentukan Komite Tata Kelola Terintegrasi yang dibentuk
menjelang akhir tahun 2015.
To reflect the spirit stated in the Bank Indonesia Regulation
No. 8/14/PBI/2006 and Circular Letter of Bank Indonesia
No. 15/15/DPNP/tanggal April 29, 2013 concerning the
Implementation of good Corporate governance for
Commercial Bank, Bank Sinarmas has conducted self-
assessment on the implementation of gCg. Bank Sinarmas’
Self-Assessment of gCg result at semester I and II in 2015
earned the second rank, in the category “gOOD”.
The Board of Commissioners views that in 2015, the Board
of Directors has effectively and consistently implemented
gCg. The implementation of gCg at Bank Sinarmas’
environment has transformed to a mechanism that regulates
the relationship of the Bank with the stakeholders in a
trasnparent, accountable, responsible, independent and fair
manner. The Board of Directors has applied all principles
of gCg by providing comprehensive information to all
stakeholders.
Management (ERM) so as to translate the risks into business
growth opportunities. In addition, the Board of Commissioners
also continues to carefully supervise risk management
conducted by the Board of Directors with the support from
the relevant committees on the risk management. Wise
risk management that involves the participation of all risk
owners in the context of mitigating key risks will keep Bank
Sinarmas away from fatal risks and help it ensure its business
sustainability in the long term.
ASSESSMENT ON THE PERFORMANcE OF cOMMITTEES UNDER THE BOARD OF cOMMISSIONERS In actively supervising the Board of Directors and giving
them advices, including in overseeing the Bank’s Business
Plan, the Board of Commissioners is assisted by committees
under the Board of Commissioners which consist of the Audit
Committee, Risk Monitoring Committee, Remuneration and
Nomination Committee, and good Corporate governance
Committee.
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Independent Commissioner
Komisaris Independen
Independent Commissioner
Komisaris Utama
President Commissioner
Tinjauan uniT-uniT Bisnis
menjalankan tugas dengan baik dan telah memberikan
kontribusi besar terhadap pertumbuhan Bank Sinarmas.
Implementasi program kerja serta fungsi masing-masing
komite yang tepat, senantiasa mendukung tugas dan
tanggung jawab Dewan Komisaris. Melalui komite-komite
yang berada di bawah Dewan Komisaris, kami senantiasa
mendorong penerapan standar tata kelola yang baik secara
menyeluruh di setiap aktivitas Bank, serta memperkuat fungsi-
fungsi komite demi mendorong tercapainya sistem perbankan
yang sehat.
PERUBAHAN KOMPOSISI DEwAN KOMISARIS Sepanjang tahun 2015, Bank Sinarmas tidak melakukan
perubahan komposisi anggota Dewan Komisaris.
PENUTUP Dewan Komisaris optimis bahwa Bank Sinarmas akan mampu
terus meningkatkan kinerja dengan bekerja keras serta
menerapkan prinsip-prinsip gCg secara konsisten. Dewan
Komisaris mengamanatkan agar Direksi dan karyawan dapat
bekerjasama dengan segenap pemangku kepentingan
guna mempersembahkan pelayanan prima sesuai dengan
kebutuhan nasabah.
serta segenap karyawan Bank Sinarmas atas dedikasi dan kerja
keras yang telah ditunjukkan sepanjang tahun 2015. Kepada
segenap mitra kerja dan seluruh pemangku kepentingan
lainnya, kami juga menyampaikan penghargaan yang setinggi-
tingginya.
well and has provided significant contribution to the growth
of Bank Sinarmas. The proper implementation of work
program and function of each committee can always support
the duties and responsibilities of the Board of Commissioners.
Through the committees under the Board of Commissioners,
we continue to encourage the implementation of good
corporate governance structure standard across the Bank’s
activities as we strengthen the functions of the committee to
encourage the implementation of a healthy banking system.
cHANgES IN THE cOMPOSITION OF BOARD OF cOMMISSIONERS Throughout 2015, Bank Sinarmas did not change the
composition of members of the Board of Commissioners.
cLOSINg The Board of Commissioners is optimistic that Bank Sinarmas
will be able to continuously improve its performance as it
works hard and consistently applies the gCg principles. The
Board of Commissioners mandates that the Board of Directors
and employees cooperate with all stakeholders to deliver
prime services to meet the needs of the customers.
The Board of Commissioners extends its gratitude to the Board
of Directors and all employees of Bank Sinarmas for their
dedication and hard work during 2015. We also express our
highest appreciation to all working partners and stakeholders.
Thank you.
Tjendrawati widjaja
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Maha Esa atas karunia yang luar biasa sepanjang tahun. Atas
nama Direksi, perkenankan saya melaporkan kinerja Perseroan
untuk tahun buku 2015.
merupakan tema besar yang menjadi fokus perhatian utama
kami dalam rangka meningkatkan pertumbuhan bisnis.
Untuk memenuhi kebutuhan pasar dan dinamika yang terjadi
kami meresponsnya dengan memberikan pelayanan terbaik
dengan dukungan sumber daya manusia yang kompeten
dan profesional serta teknologi informasi terkini. Selain itu,
Perseroan menyediakan produk dan layanan yang sesuai
dengan kebutuhan nasabah.
pemegang saham dan seluruh pemangku kepentingan
lainnya. Selain itu, sebagai bagian dari penerapan prinsip-
prinsip tata kelola perusahaan yang baik.
PERKEMBANgAN EKONOMI 2015 Sepanjang 2015, perekonomian global masih diselimuti
ketidakpastian. Ekonomi dunia hanya tumbuh 3,10% atau
lebih rendah dari tahun 2014 sebesar 3,40%. Tekanan
terus berlanjut seiring dengan perlambatan ekonomi di
China. Hal ini berdampak terhadap ekonomi domestik
terutama pada kinerja ekspor. Ekonomi nasional pada tahun
2015 tumbuh 4,8%, turun dibanding tahun 2014 sebesar
5,02%. Perlambatan ini berdampak pada turunnya daya beli
masyarakat dan memengaruhi dunia bisnis, termasuk industri
perbankan.
First and foremost, let us extend our gratitude to god the
Almighty for showering us His abundant blessings during this
year. On behalf of the Board of Directors, allow me to report
the Company’s performance for 2015 fiscal year.
Throughout 2015, the development of banking industry is
the main theme of our focus of attention in improving and
maintaining business growth. To meet market demand and
address current dynamics, we strive to deliver the best service
with the support of professional human resources and the
latest information technology. In addition, the Company
also provides products and services that is suitable with the
customers’ needs.
To report performance achievements the Company attained
this year, allow us to present it in the form of Annual Report
as one of the forms of the Board of Directors’ accountability
to all shareholders and stakeholders. In addition, as part of the
implementation of good corporate governance principles.
2015 EcONOMIc DEVELOPMENT The lingering global economic uncertainties continued during
2015. The world’s economic growth only grew by 3.10% or
lower than 3.40% in 2014. The pressure continued as China’s
economy was sagging. This affected domestic economic
performance, especially export activity. National economy in
2015 rose by 4.8%, which decreased compared to 5.02% in
2014. This slowdown led to the declining purchasing power
of the people and have an effect to business world, including
banking industry.
Dear Honorable Shareholders,
OF 2015
PROFIL PERUSAHAAN
COMPANy PROFILE
Annual Report 2015 | PT. BANK SINARMAS Tbk. 31
Tinjauan uniT-uniT Bisnis
Direktur Utama
President Director
Freenyan Liwang
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kondisi Bank Umum Konvensional (BUK) berdasarkan data
Otoritas Jasa Keuangan (OJK) masih terjaga baik, meskipun
terdapat penurunan pertumbuhan aset dan Dana Pihak Ketiga
(DPK). Total aset perbankan nasional menurun 2,1% (qtq),
sejalan dengan penurunan pada penghimpunan DPK sebesar
1,14% (qtq).
Pasar saham dan Surat Berharga Negara (SBN) membukukan
penguatan, sementara volatilitas nilai tukar Rupiah cenderung
mereda. Pergerakan nilai tukar Rupiah juga cenderung
menguat pada akhir tahun 2015, yang ditopang oleh
meredanya ketidakpastian terkait kenaikan Fed Funds Rate
dan perbaikan persepsi risiko domestik.Kepastian kenaikan
Fed Funds Rate pada Desember 2015, membuat pergerakan
nilai tukar Rupiah relatif stabil, hal ini menunjukkan bahwa
pasar telah memperhitungkan kebijakan tersebut (sumber :
www.ojk.go.id).
kredit hingga akhir tahun 2015 masih menunjukkan tren
yang menurun dan tercatat sebesar 10,45% (yoy). Kondisi
perbankan tetap terjaga di tengah tingginya risiko yang
berpotensi menggangu stabilitas sistem keuangan, namun
ketahanan permodalan masih memadai dengan rasio
kecukupan modal (Capital Adequacy Ratio/CAR) yang masih
tinggi sebesar 21,2%, jauh di atas ketentuan minimum yakni
sebesar 8% (sumber : www.bi.go.id).
Kebijakan Strategis
menghadapi tantangan yang ada dalam industri perbankan
nasional. Kami juga telah menerapkan berbagai kebijakan
strategis dalam pengembangan penghimpunan dana, strategi
Laporan Direksi
Board of Directors Report
In the financial sector and generally until the end of 2015, the
condition of Conventional Commercial Bank (BUK) remained
stable, as referred to data from the Financial Services Authority
(OJK), even though there was a decrease in the asset and
Third Party Fund (DPK) growths. Total assets of the national
banking declined 2.1% (qtq), in line with the decrease of DPF
fund of 1.14% (qtq).
2.55% (qtq). The pressure on the domestic financial market
at the end of 2015 reduced as the issue of the increasing Fed
Funds Rate was resolved. Share market and the government
Bonds were strengthening, along with the declining volatility
of the Rupiah exchange rate. The movement of Rupiah
exchange rate also strengthened at the end of 2015 as the
issue of the increasing Fed Funds Rate was resolved and the
perception of domestic risk improved. The increase of the Fed
Funds Rate that had been officially announced in December
2015 further made the Rupiah exchange rate movement go
more stable. This shows that the market has calculated such
policy (http://ojk.go.id).
Meanwhile, according to the monetary policy report of Bank
Indonesia at the of 2015, it is stated that the credit growth at
the end of 2015 still indicated a declining trend at 10.45%
(yoy). Banking performance remained under control despite
such condition that is so risky that it can disrupt the financial
system stability. yet, the capital structure remained strong
with high capital adequacy ratio (CAR) of 21.2%, far above
the minimum threshold of 8% (http://bi.go.id).
ANALySIS ON THE BANK’S PERFORMANcE IN 2015 Strategic Policies
We strived to optimally anticipate any challenges in the
national banking industry in 2015. We have also implemented
various strategic policies in developing the collection of third
party fund, credit financing strategy, as well as increasing the
Annual Report 2015 | PT. BANK SINARMAS Tbk. 33
Tinjauan uniT-uniT Bisnis
kebijakan strategis tersebut mencakup:
1. Strategi Penghimpunan Dana
Strategi penghimpunan dana Perseroan
lebih difokuskan pada pertumbuhan
dana. Untuk menunjang penghimpunan
pengembangan atas produk-produk yang
sudah ada maupun mengembangkan
meningkatkan kepemilikan produk per
nasabah serta meningkatkan komposisi
kredit retail dan Usaha Mikro Kecil dan
Menengah (UMKM) yang secara rata-rata
memberikan imbal hasil yang lebih baik
dibanding aset produktif lainnya. Namun
demikian sebagai bentuk pengelolaan
tetap melakukan diversifikasi penyaluran
3. Strategi untuk meningkatkan
income)
dilakukan melalui pengembangan produk
antaranya melalui peningkatan penjualan
policies include:
is focused on fund growth of low cost
funding products to maintain cost of fund.
To support fund collection, the Company
continues to develop the existing products
and new activities aimed to increase the
ownership of product per customer as well
as increase the composition of long-term
financing.
Company is focused on retail credit and
MSME that provides a better return on
average compared to other productive
assets. Nevertheless, as a liquidity and
risk mitigation, the Company keeps
diversifying fund disbursement to other
productive assets.
conducted through product development
growth and revenue, among others,
through the increase of bancassurance
product sales and increase in revenue from
transactions in Bank’s merchant acquiring.
total aset
total assets
laba bersih
net income
KILAS KINERJA 2015 Flashback PerFormance
oF 2015
PROFIL PERUSAHAAN
comPany ProFile
merchant yang cukup signifikan selama tahun 2015
memberikan sinyal positif bahwa mesin EDC Perseroan
semakin dikenal dan aktif digunakan dalam bertransaksi.
Pada tahun 2015 Perseroan juga menawarkan produk
unit link baru yang juga memberikan kontribusi positif
terhadap pertumbuhan pendapatan diluar bunga. Di
samping itu, Perseroan terus aktif melakukan micromarket
mapping dengan tujuan untuk menggarap potensi serta
meningkatkan aktivitas cross selling. Perseroan juga terus
mengembangkan fitur pada electronic channel serta
fasilitas bill payment agar dapat memberikan kenyamanan
dan kemudahan bertransaksi bagi nasabah Perseroan.
4. Mengembangkan Unit Usaha Syariah
Arah pengembangan usaha dan produk Unit Usaha
Syariah adalah sesuai visi dan misinya yaitu ke skala
UMK dan mengembangkan kemitraan dengan lembaga
pembiayaan, koperasi dan BPRS dalam kerangka “Linkage
Program”. Dengan dukungan Sumber Daya Insani (SDI)
yang mumpuni, teknologi informasi yang andal serta
jaringan layanan kantor yang tersebar di seluruh wilayah
Indonesia, baik melalui Layanan Syariah/Office Channelling
(OC) maupun Kantor Layanan Perseroan konvensional,
Perseroan optimis bahwa Unit Usaha Syariah dapat terus
maju sesuai dengan objektif Perseroan.
Pencapaian Kinerja 2015 serta Perbandingan Realisasi
dan Target
menunjukkan kinerja positif. Dari sisi aset, Perseroan mampu
meningkatkan total aset sebesar 31,09% atau sebesar
Rp6.609 miliar, menjadi Rp27.869 miliar dibandingkan pada
tahun 2014 sebesar Rp21.260 miliar. Dibandingkan dengan
target, total aset pada tahun 2015 berada 16,40% diatas
target yang ditetapkan sebesar Rp23.943 miliar. Pertumbuhan
total aset tersebut terutama disebabkan oleh peningkatan
kredit yang disalurkan dan penempatan dana dalam bentuk
surat berharga.
Laporan Direksi
transaction that is quite significant in 2015, provided
positive signal that the EDC machine of Bank Sinarmas is
increasingly recognized and actively used in transaction. In
2015, the Company also offered a new link unit product
that also provided a positive contribution to fee based
income growth. In addition, the Company continues
to actively do micro market mapping with the aim to
explore the potential and increase cross selling activity.
The Company also continues to develop feature in
electronic channel as well as bill payment facility to provide
convenience and ease in transaction for the Company’s
customers.
Business development direction and Sharia Business Unit
products are in line with its vision and mission, namely
UMK scale and developing partnership with financing
institutions, cooperative and BPRS for “Linkage Program”.
With the support of competent personnel, reliable
information technology,and extensive branch network
spread across Indonesia, be it through Sharia Service/
Office Channelling (OC) and conventional Service Office
of the Company, the Company is optimistic that the
Sharia Business Unit can move forward according to the
Company’s objectives.
between Its Realization and Target
In general, through the implementation of various strategic
policies, we can say that at the end of 2015, the Company’s
performance continued to positively increase. On the asset
front, the Company was able to record an increased total
assets by 31.09% or Rp6,609 billion to Rp27,869 billion
compared to in 2014 to Rp21,260. If compared to the target,
total assets in 2015 was 16.40% above the set target of
Rp23,943 billion. The total asset growth came from the
increase in credit disbursed and fund placement in the form of
securities.
Tinjauan uniT-uniT Bisnis
31,93% dari Rp16.946 miliar pada tahun 2014 menjadi
Rp22.357 miliar pada tahun 2015. Perolehan DPK itu
melampaui target sebesar 14,55% dari yang ditetapkan
sebesar Rp19.518 miliar. Peningkatan DPK berasal dari
meningkatnya dana giro sebesar 71,56%, tabungan sebesar
27,52%, serta deposito yang bertumbuh sebesar 19,79%.
Persentase giro dan tabungan (Current Account Savings
Account/CASA) pada akhir tahun 2015 sebesar 54,41%,
meningkat dari akhir tahun 2014 yang sebesar 49,79%.
Portofolio kredit yang disalurkan meningkat sebesar 22,44%
dari Rp14.298 miliar pada tahun 2014 menjadi Rp17.507
miliar pada 2015. Angka penyaluran kredit itu melampaui
target sebesar 5,43% dari ditetapkan sebesar Rp16.606 miliar.
Namun demikian, pertumbuhan kredit sedikit melambat
dibanding tahun 2014 sebesar 30,39%. Hal ini disebabkan
melambatnya pertumbuhan ekonomi nasional.
UMKM mengalami pertumbuhan tertinggi yaitu sebesar
103,44% menjadi Rp1.300 miliar dari tahun sebelumnya yang
berjumlah Rp639 miliar. Pertumbuhan ini merupakan dampak
dari pemisahan fungsi unit kerja kredit yang dilakukan
Perseroan pada triwulan IV tahun 2014.
Seiring peningkatan kredit, Perseroan berhasil mencatatkan
laba bersih sebesar Rp185 miliar, tumbuh 19,51% atau Rp30
miliar dibandingkan dengan tahun sebelumnya sebesar Rp155
miliar. Selain itu, Rasio keuangan lain seperti Rasio Kewajiban
Penyediaan Modal Minimum (KPMM) untuk risiko kredit, risiko
operasional dan risiko pasar mencapai 14,37%, lebih besar
dari yang diwajibkan sebesar 8%.
Kinerja Unit Usaha Syariah
pendapatan operasional bank sebesar Rp135 miliar.
Pertumbuhan ini berasal dari penyaluran Pembiayaan yang
meningkat sebesar 23,95% dari Rp1.822 miliar pada tahun
2014 menjadi Rp2.259 miliar. DPK tumbuh sebesar 59,76%
dari Rp1.432 miliar pada 2014 menjadi Rp2.287 miliar.
Laporan Direksi
Total DPK collected increased by 31.93% from Rp16,946
billion in 2014 to Rp22,357 billion in 2015. This DPK number
exceeded the target of 14.55% from the established one
at Rp19,518 billion. The increase in DPK was derived from
the increase in current account fund of 71.56%, in savings
at 27.52%, and deposit that grew by 19.79%. The current
account and current account savings (CASA) at the end of
2015 grew at 54.41% from 49.79% in 2014.
Credit portfolio disbursed by the Company increased by
22.44% from Rp14,298 billion in 2014 to Rp17,507 billion in
2015. If compared to the target, the disbursed credit acquired
in 2015 was 5.43% above the target set at Rp16,606 billion.
However, 2015 growth slightly slowed in 2014 at 30.39%, in
line with the slowing national economic growth.
Of the total credit portfolio, the credit disbursed to MSME
sector experienced the highest growth of 103.44% to
Rp1,300 billion from the previous year of Rp639 billion. This
growth indicated an effectiveness form the separation of
credit working unit function conducted by the Company at
the fourth quarter of 2014.
In line with the credit growth, the Company managed to book
a net income of Rp185 billion, which grew by 19.51% or
Rp30 billion compared to Rp155 billion in the previous year.
In addition, other Financial Ratio such as Minimum Capital
Adequacy Requirement (KPMM) for credit risk, operational
risk, and market risk reached 14.37%, far greater than the
minimum threshold of 8%.
Sharia Business Unit Performance
In 2015, Sharia Business Unit (UUS) continued to record bank
operational income of Rp135 billion. This growth came from
the financing disbursement that increased by 23.95% from
Rp1,822 billion in 2014 to Rp2,259 billion. DPK grew by
59.76% from Rp1,432 billion in 2014 to Rp2,287 billion.
Laporan Tahunan 2015 | PT. BANK SINARMAS Tbk.36
KILAS KINERJA 2015 Flashback PerFormance
oF 2015
PROFIL PERUSAHAAN
comPany ProFile
operasional UUS, pada tahun 2015 dilakukan efisiensi sumber
daya insani (SDI) sebesar 51,97% dari posisi tahun 2014
sebanyak 966 karyawan menjadi 464 karyawan pada akhir
tahun 2015.
tetapi mengoptimalkan jumlah kantor yang ada dengan
cara menjalankan kerjasama Office Channeling di 85 kantor
cabang konvensional. Jumlah kantor Office Channeling
tersebut akan terus dikembangkan. Jumlah kantor Perseroan
UUS sendiri pada tahun 2015 berjumlah 37kantor cabang.
Sumber Daya Manusia dan Teknologi Informasi
Perseroan memiliki visi dan komitmen untuk menjadi mitra
terbaik bagi nasabah. Komitmen ini diwujudkan dengan
peningkatan kualitas pelayanan serta penawaran produk dan
jasa perbankan yang bervariasi untuk memenuhi kebutuhan
nasabah.
berbagai pelatihan untuk meningkatkan kompetensi
masing-masing individu secara berkala. Perseroan juga telah
menyediakan dana yang diinvestasikan untuk pelatihan dan
pengembangan SDM. Program pendidikan dan pelatihan
di Learning Center terfokus pada pelaksanaan pelatihan
yang bersifat operasional atau spesifik, sertifikasi, serta
pelatihan motivasi. Learning Center juga mendukung program
penerimaan karyawan (On-Boarding Program),dengan
Selain itu, Perseroan menginvestasikan dana pendidikan
sebesar 4,77% dari biaya tenaga kerja atau sebesar Rp21
miliar. Evaluasi secara berkala juga dilakukan terkait dengan
pengembangan sistem rekrutmen, seleksi, dan onboarding,
serta menyangkut pembaruan sistem informasi yang
digunakan dan peningkatan kompetensi calon pekerja.
Terkait dengan teknologi informasi atau Information
Technology (IT), Perseroan terus meningkatkan peran IT
untuk mendukung operasional Bank dan memudahkan
pelayanan. Kami menyadari bahwa IT memiliki peran penting
dalam kegiatan perbankan, baik operasional maupun
Laporan Direksi
To support the efficiency and effectiveness of UUS operations,
in 2015, UUS slimmed down the number of its employees by
51.97% from 2014 at 966 to 464 employees at the end of
2015.
The Comppany’s Sharia Business Unit did not increase the
number of its sharia office and optimize its existing office
instead by building Office Channelling partnership in 85
conventional branches, in which the number of Office
Channeling will be continuously developed. The number of
the Company’s UUS office in 2015 totaled 37 branches.
Human Resources and Information Technology
The Company has the vision and commitment to becoming
the best partner for its customers. This commitment is
continuously increased by improving service quality and
offering more varied products and services to meet customers’
needs.
Throughout 2015, we have organized various trainings on a
regular basis to increase the competency of each individual.
The Company has also allocated its fund to be invested in
the training and development of HR. The educational and
training programs held at the Learning Center focus on the
specific and operational-related skills, certification purposes,
and life-coaching trainings. Learning Center also supports the
employee recruitment program (on-boarding program) by
providing e-learning educational facility.
In addition, the Company invested 4.77% or Rp21 billion of
its employee cost for education. The Company also conducts
periodical evaluation on the development of recruitment,
selection, and on-boarding systems, the upgrading of
the existing information system, and the competence
improvement of the employee candidates.
In connection with information technology, the Company
continues to increase IT’s contribution to support the Bank’s
operations and facilitate services. We realize that IT has a
critical role in banking activities, both in operational and
non-operational sectors. In support of the Company’s goal
Annual Report 2015 | PT. BANK SINARMAS Tbk. 37
Tinjauan uniT-uniT Bisnis
Bank terkemuka di Indonesia, Perseroan terus melakukan
pengembangan IT secara berkelanjutan sesuai dengan IT
Strategic Plan (ITSP) Bank.
mengimplementasikan road map ITSP yang berorientasi pada
nasabah, seperti mengembangkan dan meningkatkan fiture-
channel, meningkatkan layanan dalam kegiatan operasional
perbankan Syariah dengan menyiapkan sistem Customer
Service Syariah, mengembangkan layanan bill payment
yang dimiliki dengan terus meningkatkan kerjasama dengan
biller lainnya, mengimplementasikan Sales Management
System, serta membangun ruang monitoring untuk Network
Operation Center (NOC).
tahun 2015 yang mencakup seluruh aspek yaitu Organisasi
dan IT Governance, Aplikasi, dan Infrastruktur IT.
Optimisme dan Tantangan
tantangan antara lain perlambatan ekonomi dalam negeri
yang berimplikasi pada kinerja Bank secara tidak langsung.
Tantangan lainnya adalah menjaga keseimbangan biaya dana
(cost of fund) yang saat ini dinilai cukup tinggi. Hal ini karena
masih tingginya komposisi dana deposito dalam struktur
dana pihak ketiga Perseroan, meskipun porsinya telah jauh
berkurang dibandingkan tahun 2014.
deposito dengan menawarkan produk-produk tabungan
maupun produk perbankan lainnya. Perseroan juga secara
konsisten mengembangkan pangsa pasar di tengah tantangan
yang ada. Perseroan tetap optimis dapat meningkatkan
penetrasi pasar untuk meraih market share yang lebih luas.
Untuk itu, usaha dan inovasi terus dikembangkan agar
kebutuhan nasabah dan masyarakat terpenuhi. Hal ini telah
kami buktikan melalui rekam jejak Perseroan yang awalnya
fokus pada pasar pembiayaan usaha kecil, menengah dan
mikro, kini telah berkembang pada pembiayaan consumer dan
komersial.
to become the reputable bank in Indonesia, the Company
continues to sustainably develop its IT according to the Bank’s
IT Strategic Plan (ITSP).
In 2015, IT working unit of the Company has implemented a
customer-oriented ITSP roadmap by developing and upgrading
the e-channel feature, increasing its service in Sharia banking
operations by preparing Sharia Customer Service, developing
the available bill payment service by continuously increasing
the cooperation with the other billers, implementing Sales
Management System, and building monitoring room for
Network Operation Center (NOC).
Application, and IT Infrastructure.
one of them is the sluggish domestic economy that indirectly
gave impact on the Bank’s performance. Another challenge
was to maintain cost of fund that is currently considered quite
high because of large composition of deposit fund in the
Company’s third party fund. This happened even though the
portion of deposit fund was much lower compared to 2014.
The Company strives to reduce its concentration on deposit
by offering savings products and other banking products.
The Company has consistently developed its market share in
the middle of the growing market challenges in Indonesia.
The Company is optimistic about its capability in increasing
market penetration to seize wider market share. Therefore,
efforts and innovations are continuously developed so that
customers’ needs can be fulfilled. We have proved this in
the Company’s track record, from a small beginning of our
dedicated focus on the financing of micro, small and medium
enterprises, now we successfully expand to also cover
consumer and commercial financing.
KILAS KINERJA 2015 Flashback PerFormance
oF 2015
PROFIL PERUSAHAAN
comPany ProFile
Direksi Board of Directors
OF 2015
PROFIL PERUSAHAAN
COMPANy PROFILE
Tinjauan uniT-uniT Bisnis
pertumbuhan ekonomi pada masa
diharapkan akan meningkat seiring
dengan dampak paket kebijakan
pemerintah dan pemanfaatan ruang
pelonggaran moneter secara terukur
dengan tetap menjaga stabilitas
inflasi 4 ± 1%.
Jasa Perusahaan diperkirakan tumbuh
2016. Prospek industri perbankan
diperkirakan mulai membaik, seiring
menurunkan suku bunga kredit
diperkirakan berdampak positif
tertahan lajunya pada tahun2015.
in 2015. The economic growth is
estimated to be supported by fiscal
stimulus, especially the increasingly
rapid realization of infrastructure
with the impact of the government’s
policy package and the measurable
utilization of monetary policy as the
country continues to maintain its
macro stability. Meanwhile, inflation
to stand at around 4 ± 1%.
The Financial, Real Estate and
Company Service sectors are
improve in line with the decrease
of benchmark interest rate of
Bank Indonesia (BI Rate), which
subsequently can lower the loan
interest and push credit growth. The
decline of loan interest is estimated
to positively affect economic sectors,
such as property whose growth was
once hampered in 2015. The vigorous
property sector will then become
an important indicator for the
Direktur Utama / President Director Freenyan Liwang 01
Direktur / Director Heru Agus Wuryanto 02
Direktur Independen /
Independent Director
Direktur / Director Halim
08
KILAS KINERJA 2015 Flashback PerFormance
oF 2015
PROFIL PERUSAHAAN
comPany ProFile
aktivitas perekonomian yang terkait seperti produksi bahan
bangunan dan jasa konstruksi.
tahun 2016 tersebut, Perseroan berusaha sebaik-baiknya
untuk meraih setiap peluang dan potensi yang tercipta,
khususnya untuk segmen korporatdan retail. Dengan
keunggulan kompetitif yang dimiliki Perseroan, Direksi optimis
bahwa prospek usaha akan semakin cemerlang. Untuk itu,
Perseroan mempersiapkan diri dengan terus meningkatkan
pelayanan kepada nasabah, antara lain menyediakan layanan
24 jam tarik tunai di ATM mana saja seluruh Indonesia,
layanan satu kartu yangterintegrasi dengan seluruh master
payment, bekerja sama dengan Payment Point Online
Bank (PPOB), meningkatkan engagement dengan SiMas
Community, memaksimalkan layanan e-banking serta mobile
banking SiMobi dan SiMobiPlus yang cepat, nyaman, dan
aman.
branchless banking juga semakin meningkat. Perseroan
melihat hal ini sebagai peluang dalam menciptakan
pangsa pasar yang lebih luas lagi pada masa mendatang.
Mengantisipasi hal ini, OJK menyediakan peraturan tentang
layanan perbankan dan/atau layanan keuangan lainnya
melalui kerjasama dengan pihak lain (agen bank) dan
didukung dengan penggunaan sarana IT.
Perseroan diberikan amanat dan dipercaya oleh OJK sebagai
Bank Penyelenggara program Layanan Keuangan Tanpa
Kantor Dalam Rangka Keuangan Inklusif (Laku Pandai).
Program ini bertujuan menyediakan produk-produk keuangan
yang sederhana, mudah dipahami dan sesuai dengan
kebutuhan masyarakat yang belum dapat menjangkau
layanan keuangan. Selain itu, juga melancarkan kegiatan
ekonomi masyarakat sehingga mendorong pertumbuhan
ekonomi dan pemerataan pembangunan antar wilayah di
Indonesia terutama antara desa dan kota.
Laporan Direksi
development of economic activities related to it, such as the
production of building materials and construction services.
Looking the business prospect of Indonesia’s banking industry
in 2016, the Company is doing its best to capture every single
opportunity and potential, especially in corporate and retail
segments. With the competitive advantage owned by the
Company, the Board of Directors is optimistic that the Bank’s
business prospects will get brighter. To achieve this goal, the
Company prepares itself by improving its customer service,
among others, by providing 24-hours ATM cash withdrawal
anywhere across Indonesia, an integrated once card service
with all master payments, in cooperation with the Payment
Point Online Bank (PPOB), by strenghtening the engagement
with the SiMas Community, maximizing e-banking and mobile
banking of SiMobi and SiMobi Plus services on mobile phone,
in a faster, more convenient and secure manner.
Meanwhile, we also predict that higher mobility like today
will increase the public’s needs for branchless bank. The
Company sees this condition as an opportunity to reach a
more extensive market share in the future. In anticipation
of such matter, the Financial Services Authority (OJK) issues
regulations on banking services and/or other financial services
through cooperation with other parties (bank agents),
supported with the use of information technology facilities.
The Company is mandated and entrusted by the OJK as
a Bank that Organizes Laku Pandai program (Branchless
Financial Services for Inclusive Financial purposes). This
program aims to provide simple financial products that is
understandable and fit the needs of the community that has
not obtained access to financial services. In addition, it is also
designed to accelerate the society’s economic activities to
further drive economic growth and even development across
regions in Indonesia, especially between urban and suburban
areas.
Tinjauan uniT-uniT Bisnis
Kerja Indonesia (TKI). Dukungan Perseroan terhadap TKI
diberikan dalam bentuk penyaluran KUR dengan bunga
ringan dan tanpa jaminan. Pada tahun 2015 Perseroan
telah memberikan pembiayaan kepada TKI tujuan Taiwan,
kedepannya pembiayaan akam terus dikembangkan untuk
TKI penempatan diluar negeri dengan tujuan Hongkong,
Singapura, Korea Selatan dan Brunei Darussalam.
PENERAPAN TATA KELOLA PERUSAHAAN
dapat terus dipertahankan secara berkelanjutan dalam
jangka panjang. Beragam prospek binsis yang hendak
diraih sebagaimana uraian di atas dapat terwujud dengan
melaksanakan prinsip-prinsip gCg secara konsisten dan
berkesinambungan. Oleh karena itu, bagi kami, implementasi
gCg merupakan kebutuhan yang harus dilakukan dengan
penuh tanggung jawab.
perlakuan yang adil kepada pemegang saham serta seluruh
pemangku kepentingan lainnya. Lebih dari itu, penerapan
gCg juga akan mendorong Bank untuk menciptakan nilai
bagi perusahaan secara maksimal. Kami berkomitmen untuk
mengimplementasikan standar yang tinggi dalam penerapan
prinsip-prinsip gCg. Prinsip-prinsip tersebut menjadi referensi
dalam pengambilan keputusan yang bertanggung jawab,
menghindari konflik kepentingan, optimalisasi kinerja, dan
peningkatan akuntabilitas. Pada praktiknya dilingkungan
Perseroan, gCg diimplementasikan melalui Tata Kelola bagi
Dewan Komisaris, Direksi, serta Organ-Organ Pendukung
lainnya.
PENILAIAN ATAS KINERJA KOMITE-KOMITE DIBAwAH DIREKSI Dalam menjalankan tugas dan tanggung jawab dalam
pengelolaan Bank, Direksi dibantu oleh komite-komite yang
berada di bawah Direksi. Komite tersebut terdiri dari Asset
Laporan Direksi
The Company is also appointed as one of the financial
institutions to disburse People’s Business Loan (KUR) for
Indonesian Workforce (TKI). The Company’s support to these
workfoce is evidenced in the disbursement of KUR with low
interest rate and without collateral. In 2015, the Company
disbursed loans to the Indonesian labors that would work
in Taiwan. Such financing will be continuously increased for
Indonesian labors that would work overseas, especially to
Hongkong, Singapore, South Korea and Brunei Darussalam as
their destination countries.
IMPLEMENTATION OF cORPORATE gOVERNANcE The Board of Directors believes that excellent performance
achievement can always be maintained sustainably in the long
term and various business prospects as mentioned earlier can
be realized by consistently and continuously implement gCg
principles. Therefore, we believe that the implementation of
gCg is needed and must be conducted with full responsibility.
The development of gCg that is in line with best practices can
give proper protection and fair treatment to the shareholders
and stakeholders. More than that, the implementation of
gCg will also encourage the Bank to optimally create value
for the shareholders. We are committed to implementing
high standard in the implementation of gCg principles. These
principles become the reference to make responsible decisions,
avoid conflict of interests, optimize performance and increase
accountability. In its implementation at the Company, gCg is
implemented through Corporate governance for the Board
of Commissioners, Board of Directors, and other Supporting
Organs.
ASSESSMENT ON THE PERFORMANcE OF cOMMITTEES UNDER BOARD OF DIREcTORS In implementing duties and responsibilities of the Bank’s
management, the Board of Directors is assisted by the
committees under the Board of Directors. The Committees
Laporan Tahunan 2015 | PT. BANK SINARMAS Tbk.42
KILAS KINERJA 2015 Flashback PerFormance
oF 2015
PROFIL PERUSAHAAN
comPany ProFile
Capital Management (HCM).
sangat baik dan bekerja sesuai dengan perannya masing-
masing. Setiap komite secara berkala menyelenggarakan
pertemuan untuk membahas program kerja atau melakukan
kajian terhadap aturan yang ada disesuaikan dengan
perkembangan kondisi Bank.
Program Corporate Social Responsibility (CSR) merupakan
komitmen Perseroan untuk mengembangkan bisnis yang
berkelanjutan. Perseroan menyadari bahwa keberhasilan
kinerja tidak hanya ditentukan oleh sumber daya internal
dan operasional yang baik, melainkan juga didukung oleh
komunitas setempat. Substansi CSR dimaknai oleh Perseroan
sebagai upaya untuk membangun hubungan yang harmonis
dan saling menguntungkan dengan lingkungan, masyarakat,
dan pemegang kepentingan sertam engarah kepada misi Bank
untuk dapat memberikan dampak positif masyarakat dan
lingkungan.
bisnis dan memajukan perekonomian dalam negeri yang
berkelanjutan dengan senantiasa melayani seluruh pemangku
kepentingan dengan penuh integritas, mematuhi hukum,
dan peraturan perundang-undangan yang berlaku, serta
menjunjung tinggi etika bisnis. Penyelenggaraan CSR
oleh Perseroan memiliki tujuan yang jelas, yakni memberi
dampak positif dan memajukan kondisi sosial komunitas
dan masyarakat. Hal itu diwujudkan dengan melaksanakan
program dan kegiatan tepat guna serta berdampak jangka
panjang secara bertahap. Kemudian, mengembangkan
program dan kegiatan tersebut secara berkesinambungan.
are Asset & Liability Committee (ALCO), Credit Committee,
Information Technology Committee, Risk Management
Committee, and Human Capital Management Committee
(HCM).
committees have carried out thier duties and responsibilities
well according to their own role. Each committee periodically
organizes a meeting to discuss the work program or reviews
the existing regulations to conform it to the Bank’s current
conditions.
to sustainable economic development. The Company realizes
that successful business achievement is not only determined
by excellent internal resources and operations, but also by
the community that surrounds it. For the Company, CSR
is essentially the effort to build harmonious and mutually
beneficial relationship with the surroundings, the community,
and the stakeholders, which shall support the Bank’s
mission to deliver positive impact on the community and the
environment.
The Company has a moral obligation to develop business and
sustainably improve domestic economy as it continues to serve
the stakeholders with full integrity, strong adherence to laws
and regulations in force and by upholding business ethics.
The Company has set a clear objective in the implementation
of CSR, i.e. to give positive impact and improve the social
condition of the community and the public at large. This
is realized by gradually carrying out effective program and
activities that have positive impact for the long term and
continuously developing those programs and activities.
Laporan Direksi
Tinjauan uniT-uniT Bisnis
2 (dua) anggota Direksi dengan mengangkat Sdr. Soejanto
Soetjijo dan Sdr. Frenky Tirtowijoyo Susilo sebagai Direktur
yang telah disetujui dalam Rapat Umum Pemegang Saham
Luar Biasa (RUPSLB) tanggal 24 Maret 2015. Kami menyambut
baik keputusan ini demi memperkuat tim kerja Direksi.
PENUTUP Sebagai rangkaian kata penutup Direksi mengucapkan
terimakasih dan apresiasi setinggi-tingginya kepada Dewan
Komisaris atas pengawasan dan pemberian saran yang
diberikan sepanjang tahun 2015. Penghargaan yang sama
juga disampaikan kepada pemegang saham, nasabah dan
mitra usaha, atas dukungan, kepercayaan dan kerjasamanya
yang telah terjalin dengan harmonis. Direksi juga
menyampaikan terima kasih dan penghargaan kepada seluruh
karyawan yang telah berkarya dengan penuh dedikasi dan
kecintaan dalam melaksanakan tugas dan tanggung jawab
masing-masing serta mendukung upaya untuk mewujudkan
Visi, Misi dan Objektif Perusahaan.
Ucapan terima kasih tak lupa kami sampaikan kepada seluruh
pemangku kepentingan serta segenap pihak lainnya yang
tidak mungkin dapat kami sebutkan satu persatu, yang telah
menjalin kerjasama yang baik sehingga Perseroan dapat
mencapai target peningkatan usaha dan pertumbuhan kinerja
bisnis secara berkelanjutan. Ke depan, kami optimis Perseroan
dapat mencapai kinerja yang lebih baik.
Terima kasih.
Freenyan Liwang
Direktur Utama / President Director
cHANgES IN THE cOMPOSITION OF BOARD OF DIREcTORS Throughout 2015, the Company added more members to
the Board of Directors’ team with the appointment of Mr.
Soejanto Soetjijo and Mr. Frenky Tirtowijoyo Susilo as a
Director that has been approved in the Extraordinary general
Meeting of Shareholders (EgMS) on March 24, 2015. We are
pleased to welcome this decision to strengthen teamwork of
the Board of Directors.
cLOSINg As a closing remark, the Board of Directors would like
tomthank and highly appreciate the Board of Commissioners
for the supervision and advices given to the Board of Directors
throughout 2015. The same appreciation also goes to
the shareholders, customers and business partners for the
support, trust and cooperation that have been have been
built harmoniously. The Board of Directors also expresses
its gratitude and appreciation to the employees who have
done its work with dedication and love in carrying out their
respective duties and responsibilities and supporting the
Company’s efforts to realize the Vision, Mission and Target of
the Company.
We also do not forget to extend our gratitude to all
stakeholders and all other parties whom we cannot mention
one by one and who have continuously forged the best
partnership with the Company, which made the Company
able to sustainably attain various business improvement
targets and performance g