Menjaga Kehati-hatian Bank Maintaining a Prudent Bank · 3. Warga masyarakat terhormat. 4. Bisnis...

Pertumbuhan bisnis harus diimbangi dengan kemampuan bank untuk melaksanakan tata kelola perusahaan yang baik. Business growth must be balanced with the ability of bank to implement good corporate governance.

Menjaga Kehati-hatian Bank

Maintaining a Prudent Bank

Bank OCBC NISP realized to become ‘Your Partner for Life’, business growth must be balanced with the ability of the Bank to implement good corporate governance. Both are requirements to achieve steady and sustainable business. At Bank OCBC NISP, the governance implemented by the management and all employees as part of corporate culture.

Good Governance as the Foundation to GrowTo implement good corporate governance, we develop and execute standards of governance based on the laws that apply in Indonesia and governance standards developed by OCBC Bank - Singapore, as the majority shareholder of Bank OCBC NISP, as well as Good Corporate Governance (GCG) best practice. For this purpose, the Bank has already set the Roadmap stages as the chart below.

Bank OCBC NISP menyadari untuk menjadi ‘Your partner for Life’, pertumbuhan bisnis harus diimbangi dengan kemampuan Bank untuk melaksanakan tata kelola perusahaan yang baik. Keduanya merupakan syarat untuk pertumbuhan Bank yang sehat dan berkelanjutan. Di Bank OCBC NISP, tata kelola diterapkan oleh jajaran manajemen dan seluruh karyawan Bank sebagai sebuah budaya perusahaan.

Tata Kelola sebagai Fondasi PertumbuhanUntuk menerapkan tata kelola perusahaan yang baik, kami melaksanakan dan mengembangkan standar tata kelola berdasarkan peraturan perundangan yang berlaku di Indonesia dan standar tata kelola yang dikembangkan oleh OCBC Bank – Singapura, sebagai pemegang saham mayoritas Bank OCBC NISP, serta praktik terbaik Tata Kelola Perusahaan yang berlaku. Untuk keperluan ini, Bank OCBC NISP telah menentukan tahapan Roadmap GCG seperti bagan di bawah ini.

Formulasi & Skema/Formulation & Scheming

Sosialisasi & Implementasi/Socialization &

Implementation

Monitoring & Evaluasi/Monitoring & Evaluation

Implementasi Berkesinambungan/

Continuous Implementation

Phase 11. Membangun komitmen

pelaksanaan Tata Kelola Perusahaan yang Baik.

2. Membangun Struktur dan Proses Tata Kelola yang Terintegrasi.

3. Membangun infrastuktur Tata Kelola Perusahaan yang Baik yang mencukupi (sistem, kebijakan dan prosedur).

4. Menyusun Budaya Perusahaan dan Kode Etik.

Phase 21. Pemahaman atas cakupan Tata Kelola

Perusahaan.2. Pengumpulan pengetahuan.3. Awareness, understanding dan ownership

GCG.4. Penguatan Budaya perusahaan dan Kode

Etik.5. Peran aktif Manajemen Puncak.6. Optimalisasi peran organ pendukung

perusahaan seperti:• Manajemen Risiko dan Sistem

Pengendalian Internal.• Unit Compliance.• Internal dan Eksternal Audit.• Sekretaris Perusahaan.

7. Corporate Communication.8. Membangun sarana Tata Kelola Perusahaan

yang Baik.

Phase 31. Menetapkan &

mengimplementasikan proses kunci.

2. Penilaian Tata Kelola Perusahaan yang Baik.

3. Penerapan dan pemantauan Tata Kelola Perusahaan yang Baik.

4. Evaluasi Kinerja Perusahaan.

5. Pembaharuan dan perbaikan sistem, kebijakan dan prosedur Tata Kelola Perusahaan yang Baik.

Phase 41. Pertumbuhan yang

berkelanjutan.2. Tata Kelola Perusahaan

yang Baik sebagai budaya.3. Warga masyarakat

terhormat.4. Bisnis yang berkelanjutan.5. Menciptakan nilai tambah

bagi para pemangku kepentingan.

6. Pelayanan Prima.7. Perusahaan sangat bernilai.8. Perusahaan sangat

terpercaya.9. Perusahaan yang memiliki

integritas, etika dan tanggung jawab.

Phase 11. Establishing Good

Corporate Governance commitment.

2. Building integrated Governance Structure and Governance Process.

3. Developing adequate Good Corporate Governance infrastructure (system, policy and procedure).

4. Building Corporate Culture and Code of Conduct.

Phase 21. Understanding the scope of Corporate

Governance.2. Acquire Knowledge.3. GCG awareness, understanding and

ownership.4. Corporate culture and code of conduct

reinforcement.5. Active role of top management.6. Optimizing the role of supporting organs, as

follow:• Risk management and internal control

system.• Compliance Unit.• Internal and external audit.• Corporate Secretary.

7. Corporate Communication.8. Developing Good Corporate Governance

tools.

Phase 31. Define and Implement

Key Process.2. Good Corporate

Governance Assessment.

3. Good Corporate Governance Implementation and Monitoring.

4. Corporate performance evaluation.

5. Good Corporate Governance system, policy and procedure update and improvement.

Phase 41. Sustainable Growth.2. Good Corporate

Governance as a Culture.3. Good Corporate Citizen.4. Business Sustainability.5. Generating added value for

stakeholders.6. Service Excellent.7. Most Valuable Company.8. Most Trusted Company.9. Company with integrity,

ethics and responsibility.

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Corporate Governance

Pengembangan dan pencapaian Tata Kelola Bank OCBC NISP 2014 antara lain:1. Merumuskan pedoman umum penerapan GCG di

Bank OCBC NISP.2. Melakukan penyempurnaan terhadap :

• Kebijakan Kepatuhan.• Pedoman dan tata tertib kerja Dewan Komisaris.• Pedoman dan tata tertib kerja Direksi.• Pedoman dan tata tertib kerja Komite Remunerasi

dan Nominasi.• Pedoman dan tata tertib kerja Komite Pemantau

Risiko.• Prosedur Penetapan Calon Anggota Dewan

Komisaris Dan Direksi Dan Komite Level Komisaris.3. Meraih peringkat ke 2 kategori Private Financial

Listed pada Annual Report Award (ARA).4. Meraih penghargaan Platinum Award pada Vision

Award - Annual Report 2013 Competition dari League of American Communication Professionals (LACP), Florida, USA.

5. Meraih penghargaan sebagai “Perusahaan Sangat Terpercaya” pada Corporate Governance Perception Index (CGPI) Award dari Indonesian Institute for Corporate Governance (IIGC).

6. Meraih penghargaan sebagai “Best Responsibility of The Board” dari Indonesian Institute for Corporate Directorship (IICD).

7. Sebagai Top 10 Emiten dengan skor Corporate Governance Tertinggi Berdasarkan Asean Corporate Governance Scorecard (Asean CG Scorecard).

Struktur Tata Kelola Bank OCBC NISP [G4-34]Sebagai sebuah bank umum di Indonesia, Bank OCBC NISP tunduk dan patuh pada ketentuan peraturan dan perundangan yang berlaku, yaitu Undang-undang Pasar Modal dan Bursa, Undang-undang Perseroan Terbatas, peraturan Bank Indonesia, Otoritas Jasa Keuangan, Bapepam-LK, ketentuan dalam Anggaran Dasar Perusahaan, serta praktek terbaik global yang diberlakukan di Bank OCBC NISP.

Improvement and achievement of Bank OCBC NISP Good Corporate Governance in 2014 among others:1. Formulate Bank OCBC NISP GCG guidelines.2. Develop improvements on:

• Compliance Policy.• Guidelines and code of conduct of the Board of

Commissioners.• Guidelines and code of conduct of Board of

Directors.• Guidelines and code of conduct of the

Remuneration and Nomination Committee.• Guidelines and code of conduct of the Risk

Monitoring Committee.• Determination of Procedure on Candidates for the

Board of Commissioners and Board of Directors and Committees at the Commissioners Level.

3. Achieved the 2nd Winner for Private Financial Listed category of Annual Report Award (ARA).

4. Awarded the Platinum Award in Vision Award-Annual Report 2013 Competition of the League of American Communications Professionals (LACP), Florida, USA.

5. Awarded as “Most Trusted Company” on Corporate Governance Perception Index (CGPI) Award from the Indonesian Institute for Corporate Governance (IIGC).

6. Awarded as “Best Responsibility of The Board” from Indonesian Institute for Corporate Directorship (IICD).

7. Awarded as Top 10 Public Company with the highest score of Corporate Governance based on Asean Corporate Governance Scorecard (Asean CG Scorecard).

Governance Structure of Bank OCBC NISP [G4-34]As a commercial bank in Indonesia, Bank OCBC NISP subject to and comply with the provisions of applicable laws and regulations, the Capital Market Law and Stock, Limited Liability Company Act, the regulations of Bank Indonesia, the Financial Services Authority, Bapepam-LK, the Articles of Association of the Company, as well as global best practices applied in Bank OCBC NISP.

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Bank OCBC NISP Good Corporate Governance Structure is described on bellow:

The highest governance bodies of Bank OCBC NISP include the General Meeting of Shareholders, the Board of Commissioners and Board of Directors. The General Meeting of Shareholders (GMS) is the highest organ of authority that is not delegated to the Board of Commissioners and Board of Directors. Board of Commissioners to supervise and provide independent advice to the Board of Directors related to the implementation of the Bank’s management conducted by Board of Directors. [G4-37]

The Board of Directors of Bank OCBC NISP is responsible for managing and developing the governance of Bank OCBC NISP, ensuring business continuity in the Bank, and to apply the prudential principle to all stakeholders.

Selection and appointment of the Board of Directors of Bank OCBC NISP has met the composition, criteria, and the independence of the Board of Directors in accordance with Bank Indonesia. Appointment of the Board of Commissioners and Board of Directors membership made by the Remuneration and Nomination Committee

Struktur Tata Kelola Bank OCBC NISP dapat digambarkan pada bagan dibawah ini:

STRUKTUR TATA KELOLA | GOOD CORPORATE GOVERNANCE STRUCTURE

UNIT INDEPENDEN | INDEPENDENT UNIT

ORGAN UTAMA | MAIN ORGANS

RUPS | GMS

Auditor IndependenIndependent Auditor

KOMITE MANAJEMEN RISIKOBOARD RISK COMMITTEE

KOMITE MANAJEMEN RISIKO KREDITCREDIT RISK MANAGEMENT COMMITTEE

KOMITE MANAJEMEN RISIKO PASARMARKET RISK MANAGEMENT COMMITTEE

KOMITE ASET & LIABILITIES (ALCO)ASSET LIABILITIES COMMITTEE (ALCO)

KOMITE FRAUD | FRAUD COMMITTEE

KOMITE HUMAN CAPITALHUMAN CAPITAL COMMITTEE

KOMITE MANAJEMEN RISIKO OPERASIONALOPERATIONAL RISK COMMITTEE

KOMITE PENGARAH TEKNOLOGI INFORMASIINFORMATION TECHNOLOGY STEERING

COMMITTEE

KOMITE NETWORKNETWORK COMMITTEE

KOMITE HARGAPRICE COMMITTEE

DEWAN KOMISARISBOARD OF COMMISSIONERS

DIREKSIBOARD OF DIRECTORS

KOMITE NOMINASI & REMUNERASI NOMINATION & REMUNERATION COMMITTEE

KOMITE AUDITAUDIT COMMITTEE

KOMITE PEMANTAU RISIKORISK MONITORING COMMITTEE

AUDIT INTERNALINTERNAL AUDIT

KEPATUHANCOMPLIANCE

MANAJEMEN RISIKORISK MANAGEMENT

SEKRETARIS PERUSAHAANCORPORATE SECRETARY

Badan tata kelola tertinggi Bank OCBC NISP meliputi Rapat Umum Pemegang Saham, Dewan Komisaris dan Direksi. Rapat Umum Pemegang Saham (RUPS) merupakan organ tertinggi yang memiliki wewenang yang tidak dilimpahkan kepada Dewan Komisaris dan Direksi. Dewan Komisaris melakukan pengawasan dan memberikan saran independen kepada Direksi terkait dengan pelaksanaan pengelolaan Bank yang dilakukan Direksi. [G4-37]

Direksi Bank OCBC NISP bertanggung jawab untuk mengelola dan mengembangkan tata kelola Bank OCBC NISP, menjamin keberlangsungan usaha Bank, serta menerapkan prinsip kehati-hatian untuk seluruh pemangku kepentingan.

Pemilihan dan pengangkatan Direksi Bank OCBC NISP telah memenuhi komposisi, kriteria, dan independensi Direksi sesuai dengan ketentuan Bank Indonesia. Penunjukan keanggotaan Dewan Komisaris dan Direksi dilakukan oleh Komite Remunerasi dan Nominasi untuk kemudian diajukan untuk Penilaian Kemampuan dan

99OCBC NISP 2014 Sustainability ReportElevating Sustainable Value

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Kepatutan serta ijin dari Bank Indonesia. Keanggotaan Dewan Komisaris dan Direksi ditetapkan oleh Rapat Umum Pemegang Saham.

Susunan Dewan Komisaris dan Direksi Bank OCBC NISP per 31 Desember 2014 adalah sebagai berikut: [G4-38] [G4-LA12]

Dewan Komisaris Nama / Name Board of Commissioners

Presiden Komisaris Pramukti Surjaudaja Chairman

Wakil Presiden Komisaris (Komisaris Independen)

Peter Eko Sutioso Deputy Chairman (Independent Commissioner)

Komisaris (Komisaris Independen) Roy Athanas Karaoglan Commissioner (Independent Commissioner)

Komisaris Samuel Nag Tsien Commissioner

Komisaris (Komisaris Independen) Jusuf Halim Commissioner (Independent Commissioner)

Komisaris Lai Teck Poh (Dua Teck Poh) Commissioner

Komisaris (Komisaris Independen) Kwan Chiew Choi Commissioner (Independent Commissioner)

Komisaris Hardi Juganda Commissioner

Direksi Nama / Name Board of Directors

Presiden Direktur & CEO Parwati Surjaudaja President Director & CEO

Wakil Presiden Direktur Na Wu Beng1) Deputy President Director

Direktur Yogadharma Ratnapalasari Managing Director

Direktur Rama Pranata Kusumaputra Managing Director

Direktur Emilya Tjahjadi Managing Director

Direktur (Direktur Independen) Hartati Managing Director (Independent Director)

Direktur Martin Widjaja Managing Director

Direktur Andrae Krishnawan W. Managing Director

Direktur Johannes Husin Managing Director

Direktur Low Seh Kiat Managing Director

Direktur Joseph Chan Fook Onn2) Managing Director1. Efektif mengundurkan diri sebagai Wakil Presiden Direktur

pada tanggal 15 Agustus 20142. Efektif menjabat sebagai Direktur pada tanggal 2

September 2014

1. Resigned as Deputy President Director effective since August 15, 2014

2. Serving as Director effective since September 2, 2014

Dewan Komisaris Board of Commissioners

Komisaris Independen 4 – Independent Commissioners

Jumlah (orang) 8 – Number (of person)

Usia 30-50 tahun – – Age 30-50 years old

Usia >50 tahun 8 – Age <50 years old

Kewarganegaraan Indonesia 4 – Indonesian Citizen

Kewarganegaraan Asing 4 – Non Indonesian Citizen

to be submitted for the Fit and Proper Test and approval from Bank Indonesia. Membership of the Board of Commissioners and Board of Directors are approved at the General Meeting of Shareholders.

The composition of the Board of Commissioners and the Board of Directors are as follows: [G4-38] [G4-LA12]


Direksi Board of Directors

Jumlah (orang) 8* 3 Number (of person)

Usia 30-50 tahun 5 3 Age 30-50 years old

Usia >50 tahun 3* – Age >50 years old

Kewarganegaraan Indonesia 5 3 Indonesian Citizen

Kewarganegaraan Asing 3* – Non Indonesian Citizen* Salah satu Direktur yaitu Na Wu Beng mengundurkan

diri efektif 15 Agustus 2014.* 1 (one) of Director, Na Wu Beng resigned effective since

August 15, 2014.

Struktur Komite yang bertanggung jawab kepada Dewan Komisaris

Structure of Committees Responsible to the Board of Commissioners

No NamaName

Jabatan di Bank OCBC NISPPosition at Bank OCBC NISP

Komite di bawah Dewan KomisarisCommittee under Board of Commissioners

Komite AuditAudit Committee

Komite Pemantau Risiko

Risk Monitoring Committee

Komite Remunerasi dan

Nominasi Remuneration

and Nomination Committee

1. Pramukti Surjaudaja Presiden KomisarisChairman

– AnggotaMember

AnggotaMember

2. Peter Eko Sutioso Wakil Presiden Komisaris – Komisaris IndependenDeputy Chairman – Independent Commissioner

AnggotaMember

– AnggotaMember

3. Roy Athanas Karaoglan

Komisaris IndependenIndependent Commissioner

– AnggotaMember

KetuaChairman

4. Jusuf Halim Komisaris IndependenIndependent Commissioner

KetuaChairman

– –

5. Samuel Nag Tsien KomisarisCommissioner

– AnggotaMember

AnggotaMember

6. Lai Teck Poh (Dua Teck Poh)

KomisarisCommissioner

– AnggotaMember

–

7. Kwan Chiew Choi Komisaris IndependenIndependent Commissioner

– KetuaChairman

–

8. Hardi Juganda KomisarisCommissioner

– – –



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Struktur Komite yang bertanggung jawab kepada Dewan Direksi

Structure of Committees Responsible to the Board of Directors

No NamaName

Jabatan di Bank OCBC

NISPPosition at Bank OCBC

NISP

Komite di bawah DireksiCommittees under Board of Directors

Komite Manaje-

men RisikoBoard Risk

Commit-tee

Komite Mana-jemen Risiko KreditCredit

Risk Manage-

ment Commit-

tee

Komite Mana-jemen Risiko Pasar

Market Risk

Manage-ment

Commit-tee

Komite Asset

and Lia-bilities Assets

and Lia-bilities

Commit-tee

(ALCO)

Komite Mana-jemen Risiko Opera-sionalOpera-tional Risk

Manage-ment

Commit-tee

Komite FraudFraud

Commit-tee

Komite Penga-rah Te-knologi

Infor-masiInfor-

mation Tech-

nology Steering Commit-

tee

Komite Human CapitalHuman Capital

Commit-tee

Komite NetworkNetwork Commit-

tee

Komite HargaPrice

Commit-tee

1. Parwati Surjaudaja

Presiden Direktur & CEOPresident Director & CEO

KetuaChairman

KetuaChairman - Ketua

Chairman - KetuaChairman

KetuaChairman

KetuaChairman

KetuaChairman -

2. Na Wu Beng1)

Wakil Presiden DirekturDeputy President Director

Anggota dengan hak suaraMember with vot-ing right


- AnggotaMember

AnggotaMember - -

Wakil KetuaDeputy Chairman


-

3. Yogadharma Ratnapalasari

DirekturManaging Director



-

Anggota Perenca-naanMember of Plan-ning

AnggotaMember

AnggotaMember

AnggotaMember -

4. Rama Pranata Kusumaputra


-


- - - - -

5. Emilya TjahjadiDirekturManaging Director

- - - - - - -

6. HartatiDirekturManaging Director



- AnggotaMember

AnggotaMember

AnggotaMember

KetuaChairman

7. Martin WidjajaDirekturManaging Director

- - - - - - -

8. Andrae Krishnawan W.


- - - - - AnggotaMember -

9. Johannes HusinDirekturManaging Director


- - - - - -

10. Low Seh KiatDirekturManaging Director

- - - - - AnggotaMember -

11. Thomas Arifin2)DirekturManaging Director



KetuaChairman


KetuaChairman


AnggotaMember

- - -

12. Joseph Chan Fook3)


- - -

1. Efektif mengundurkan diri sebagai Wakil Presiden Direktur pada tanggal 15 Agustus 2014 | Resigned as Deputy President Director effective since August 15, 20142. Berakhir masa jabatan sebagai Direktur pada tanggal 7 April 2014 | Term of Office as Director end since April 7, 20143. Efektif menjabat sebagai Direktur pada 2 September 2014 | Serving as Director effective since September 2, 2014


Risk Management [G4-14]Bank is a financial institution that operates in a regulated environment, function as an intermediary institution. Banking activities and transactions can affect the stability of the economy, such as the national banking industry experienced in the past. The core of risk management is to manage the prudential principles in ensuring the qualified asset growth for Bank OCBC NISP. Therefore we have risk management strategies that involved the Board of Commissioners, the Board of Directors, Division Heads of business unit and supporting units until the frontliner, so that risks can be managed in line with the latest regulations and requirements.

Bank OCBC NISP implements 7 main principles for risk management:1. Risk appetite set at the top. 2. Effective Risk Framework and Organization.3. Integrated risk approach.4. Business lines will be accountable for the risk taken.5. Risk will be evaluated quantitatively, together with

appropriate qualitative analysis and stress testing.6. Risk assessments will be independently reviewed.7. Contingency plans will be established to ensure

resiliency against potential crises or unexpected events.

Manajemen Risiko [G4-14]Bank adalah lembaga keuangan yang diatur ketat oleh Regulator yang berfungsi sebagai lembaga intermediasi. Aktivitas dan transaksi perbankan dapat mempengaruhi kestabilan ekonomi, seperti yang pernah dialami perbankan nasional di masa lalu. Inti dari manajemen risiko adalah pengelolaan prinsip kehati-hatian dalam menjamin pertumbuhan aset yang berkualitas bagi Bank OCBC NISP. Oleh karenanya kami memiliki strategi manajemen risiko yang melibatkan Dewan Komisaris, Direksi, Division Head, baik dari unit bisnis maupun unit pendukung bisnis hingga frontliner, sehingga risiko-risiko dapat dikelola sejalan dengan peraturan dan persyaratan terkini.

Bank OCBC NISP menerapkan 7 prinsip utama untuk manajemen risiko:1. Risk appetite set at the top.2. Framework dan organisasi manajemen risiko yang

efektif.3. Pendekatan risiko yang integratif.4. Unit Bisnis bertanggung jawab atas risiko yang

diambil.5. Risiko-risiko akan dievaluasi secara kuantitatif,

bersamaan dengan analisa kualitatif dan stress testing yang sesuai.

6. Risk Assesment akan dikaji secara independen.7. Contigency Plan dibuat untuk meyakinkan adanya

kemampuan menghadapi potensi krisis atau kejadian-kejadian yang tidak diharapkan.

Strategi New Horizon Risk Management Bank OCBC NISPNew Horizons Strategy of Bank OCBC NISP Risk Management

2011-2012

Stage III - NEW HORIZONS STRATEGY

2014-2015

• Organisasi/sumber daya manusia manajemen risiko• Analisa risiko dan pelaporan manajemen• Perbaikan dan rasionalisasi kinerja dan produktivitas• Kemampuan pengelolaan risiko secara geografis

• Risk management organization/human capital• Risk analytics and management reporting• Performance & productivity rationalization and

improvements• Risk management capabilities geographically

• Pendekatan “Enterprise Risk Management” pada seluruh fungsi

• Mendorong efisiensi modal dan likuiditas

• Common Enterprise Risk Management approach across functions

• Driving capital and liquidity efficiency

Menjadi Bank dengan Pengelolaan Risiko terbaik

di IndonesiaTo be The Best Risk House

in Indonesia

Risk Management Architecture and

Capability

Kemampuan dan Arsitektur Manajemen Risiko

Phase I

Membangun Landasan dan

Kerangka KerjaBuild Foundation

& Framework

2012-2013

Phase II

Menetapkan Kedalaman dan

JarakEstablish Depth

& Distance

Untuk mencapai:Pengelolaan, pengukuran, pemantauan, analisis, dan pelaporan manajemen risiko secara tepat waktu, komprehensif, holistik, dan terintegrasi.

To deliver:Timely, comprehensive, holistic, integrated enterprise wide risk management, measurement, monitoring, analytics and reporting.

Menciptakan Sinergi Untuk

Masa DepanCrafting

Synergies for the Future

Phase III



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New Horizon Strategy is a blueprint of Bank OCBC NISP to strengthen the risk management functions to achieve the vision ‘To be the best risk-house in Indonesia’. In 2014, Bank OCBC NISP has entered the phase-3 ‘Crafting Synergies for the future’ in which the achievement of synergies between business line as risk-taking units with supporting units and risk management unit as risk monitoring and managing units.

In Sharia Business Unit, the application of risk management is implemented for all UUS business activities, which is integrated with the implementation of risk management in the Bank. The implementation involves all elements of the Bank, including the Board of Directors with active supervision of the Board of Commissioners and completed by the supervision of the Sharia Supervisory Board (SSB).

Risk appetite is the overall level of acceptable risk exposure that the bank has set and is constantly monitored for compliance. Risk appetite is reviewed periodically against the business conditions, development of the Bank and existing regulations. Overall risk appetite is approved by the Board of Commissioners based on the recommendation of the President Director and Board Risk Committee. The risk management strategy is intended to achieve the Bank’s risk appetite that has been set.

Risk management is implemented by Bank OCBC NISP continuously and sustainably by improving four main pillars, namely: Organization Structure & Human Capital, Policy & Procedure, Systems & Data Development & Maintenance, and Methodology, Approach, Model & Risk Analytics. The implementation of the four pillars is intended to provide the Bank with a clear reference to identify, measure, monitor, and control risk.

Three Lines of DefenseRisk management is a shared responsibility of all employees and risk awareness has become an integral part of the culture of the Bank. Bank OCBC NISP implements three lines of defense approach to manage risk in a comprehensive and layered.

New Horizon Strategy adalah cetak biru Bank OCBC NISP untuk memperkuat fungsi pengelolaan risiko untuk mencapai visi ‘To be the best risk house in Indonesia’. Pada 2014, Bank OCBC NISP telah memasuki fase-3 ‘Crafting Synergies for the future’ di mana tercapainya sinergi antara unit bisnis yang mengambil risiko dengan unit pendukung bersama unit manajemen risiko sebagai unit pemantau dan pengelola risiko.

Pada Unit Usaha Syariah, penerapan manajemen risiko dilakukan terhadap seluruh kegiatan usaha UUS yang merupakan satu kesatuan dengan penerapan manajemen risiko pada Bank. Penerapannya melibatkan semua unsur Bank, termasuk Direksi dengan pengawasan aktif Dewan Komisaris dan dilengkapi oleh pengawasan dari Dewan Pengawas Syariah (DPS).

Risk appetite merupakan tingkat keseluruhan eksposure risiko yang telah dipersiapkan untuk dihadapi dan selalu dimonitor pemenuhannya. Risk appetite secara berkala akan ditinjau kembali kesesuaiannya dengan kondisi bisnis, perkembangan Bank dan peraturan-peraturan yang ada. Risk appetite secara keseluruhan disetujui oleh Dewan Komisaris atas rekomendasi dari Presiden Direktur dan Komite Manajemen Risiko. Pengelolaan risiko perbankan ditujukan untuk mencapai strategi dan risk appetite Bank yang telah ditetapkan.

Pengelolaan risiko dilakukan oleh Bank OCBC NISP secara terus-menerus dan berkesinambungan dengan meningkatkan empat pilar utama yaitu: Organization Structure & Human Capital, Policy & Procedure, System & Data Development & Maintenance, dan Methodology, Approach, Model & Risk Analytics. Penerapan empat pilar ini dimaksudkan agar Bank memiliki acuan yang jelas dalam mengidentifikasi, mengukur, memantau, dan mengendalikan risiko.

Three Lines of DefenseManajemen risiko merupakan tanggung jawab bersama seluruh karyawan dan kesadaran akan risiko (risk awareness) sudah menjadi bagian tak terpisahkan dari budaya Bank. Bank OCBC NISP menerapkan pendekatan three lines of defense untuk mengelola risiko secara komprehensif dan berlapis.


Dilaksanakan oleh manajemen puncak, seluruh unit bisnis (frontline businesses), dan seluruh unit pendukung (supports) yang mengembangkan usaha dengan tetap mempertimbangkan aspek kontrol risiko dalam setiap pengambilan keputusan.

Implemented by top management, all business units (frontline businesses), and the entire unit support (supports) that develop business by considering aspects of risk control in every decision.

Dilaksanakan unit kerja manajemen risiko dan unit kerja kepatuhan yang berfungsi mengelola risiko secara independen.

Implemented by risk management units and compliance unit that manage the risk independently.

Dilaksanakan oleh unit kerja audit internal yang memeriksa risk assurance dan melakukan pengawasan serta evaluasi secara berkala.

Implemented by the internal audit unit that checks the risk assurance and monitoring and evaluation on a regular basis.

FIRST LINE OF DEFENSE

SECOND LINE OF DEFENSE

THIRD LINE OF DEFENSE

Struktur Organisasi Manajemen Risiko.Risk Management Organization Structure.

Fraud Committee

BOARD OFDIRECTORS

INTERNAL AUDIT

COMPLIANCE RISK MANAGEMENTGROUP

OPERATIONAL RISKMANAGEMENT

ENTERPRISEPOLICY &

PORTFOLIO MGT

CONSUMERCREDIT RISK

MANAGEMENT

COMMERCIALCREDIT RISK

MANAGEMENT

CORPORATE CREDIT RISKMANAGEMENT

ASSET RECOVERYMANAGEMENT

MARKET &LIQUIDITY RISK MANAGEMENT

BOARD OFCOMMISSIONERS

Board of CommissionersRisk Monitoring Committee

Board of DirectorBoard Risk Committee

Special ProvisionCommittee ALCO

Operational Risk Management

Committee

Credit RiskManagement

Committee

CreditApproval

Committees

Market RiskManagement

Committee

BOC AUDITCOMMITTEE

BOC RISKMONITORINGCOMMITTEE

Risiko Utama Perbankan• Risiko Kredit: Unit Bisnis dan Unit Credit Risk

Management melakukan emerging risk assessment dan memperhatikan kondisi ekonomi terkini Bank dan melakukan stress testing bulanan untuk melatih kemampuan dalam mengantisipasi potensi risiko yang mungkin terjadi dalam keadaan buruk (stressed condition).

• Risiko Pasar: Bank menetapkan berbagai limit yang sesuai dengan risk appetite di trading book dan juga di banking book (IRRBB) serta menghitung Kewajiban Penyediaan Modal Minimum (KPMM) dengan menggunakan Metode Standar sesuai pedoman.

The Main Risks Of Banking• Credit Risk: Business Unit and Credit Risk Management

Unit conduct an emerging risk assessment and by paying attention to the Bank’s current economic conditions and perform the monthly stress testing to practice the ability to anticipate potential risks that might occur in a stressed condition

• Market Risk: The Bank sets various limits in accordance to the risk appetite in the trading book as well as the risk in banking book (IRRBB) exposure and calculates the Capital Adequacy Ratio (CAR) using Standard Method as per the guidelines.



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• Risiko Aset dan Liabilitas: Pelaksanaan manajemen risiko likuiditas dan risiko suku bunga dalam banking book (IRRBB) dilaksanakan berdasarkan Asset and Liability Management Framework, Liquidity Management Policy, dan Structural IRR Management Policy yang disusun dan dikaji secara berkala.

• Risiko Operasional: Risiko operasional dapat timbul akibat dari ketidakcukupan atau kegagalan proses internal, kesalahan manusia, kegagalan sistem, atau kejadian eksternal. Pengelolaan risiko operasional dilakukan melalui proses: risk identification, risk assessment, risk evaluation treatment dan risk monitoring dan reporting.

• Risiko Hukum: Pengelolaan Risiko Hukum dilakukan dengan cara mengidentifikasi dan melakukan pengendalian atas Risiko Hukum yang melekat dalam produk/aktivitas Bank serta rencana produk/aktivitas baru sehingga bisnis Bank dapat tumbuh tidak menyimpang dari peraturan yang berlaku.

Bank memiliki Corporate Legal Division, yang bertindak sebagai “in-house legal counsel” di mana unit kerja Bank bisa memperoleh pendapat hukum dari situasi, produk dan jasa yang memerlukan tinjauan hukum.

• Risiko Strategis: Pengelolaan risiko strategis dilakukan melalui proses pertimbangan dan pengambilan keputusan secara kolektif dan komprehensif di lingkungan komite-komite pengawasan dan eksekutif, untuk menentukan langkah-langkah bisnis yang akan diambil sejalan dengan kerangka kebijakan dan arah yang telah ditetapkan.

• Risiko Kepatuhan: risiko kepatuhan melekat pada risiko Bank yang terkait peraturan perundangan dan ketentuan lain yang berlaku. Untuk memitigasi risiko kepatuhan, Bank terus melanjutkan upaya untuk senantiasa melaksanakan budaya kepatuhan dan memastikan terlaksananya fungsi kepatuhan Bank.

• Risiko Reputasi: Pengelolaan risiko reputasi mencakup pemantauan berita perusahaan, persepsi stakeholders, melalui monitoring media massa. Untuk meningkatkan reputasi, Bank OCBC NISP melakukan pengembangan budaya ONe PIC kepada karyawan, melakukan public relation, media relation, Corporate Social Responsibility, serta penanganan keluhan nasabah yang tepat.

• Risk on Assets and Liabilities: Implementation of liquidity risk management and interest rate risk in the banking book (IRRBB) conducted based on Asset and Liability Management Framework, Liquidity Management Policy, and the Structural IRR Management Policy prepared and reviewed periodically.

• Operational Risk: Operational risk can arise as a result of insufficient or failed internal processes, human error, system failure, or external events. Operational risk management is being performed through process: risk identification, risk assessment, risk treatment and risk monitoring and reporting.

• Legal Risk: Legal Risk Management is conducted by identifying and exercising control over the risks inherent in product/activities as well as in new product/activities plan of the Bank so that the Bank can grow not deviate from the regulations.

The Bank has a Corporate Legal Division, which acts as an “in-house legal counsel” in which the unit of the Bank could obtain a legal opinion on the situation, the products and services that require legal review.

• Strategic Risk: strategic risk management is done through a process of deliberation and decision-making collective and comprehensive inside the steering committee and the executives, to determine the business steps taken in line with the policy framework and direction that has been set.

• Compliance Risk: compliance risks inherent in the bank’s risk-related laws and regulations and other applicable provisions. To mitigate compliance risk, the Bank continued efforts to continually implement a culture of compliance and ensure the implementation of the Bank’s compliance function.

• Reputation Risk: The management of reputation risk include monitoring company news, perception of stakeholders, through the mass media monitoring. To improve a reputation, Bank OCBC NISP do cultural development ONe PIC to employees, doing public relations, media relations, Corporate Social Responsibility, as well as the proper handling of customer complaints.


Tinjauan atas Efektivitas Sistem Manajemen RisikoFungsi pengawasan dan evaluasi manajemen risiko dilaksanakan melalui berbagai komite terkait risiko dan unit kerja Audit Internal. Komite terkait pengelolaan risiko Bank OCBC NISP terdiri dari:

• Komite Manajemen Risiko (KMR) Komite Manajemen Risiko merupakan komite yang

membantu Direksi Bank dalam menyusun kebijakan manajemen risiko, mengawasi pelaksanaan kebijakan serta memberikan rekomendasi mengenai hal-hal yang perlu dilakukan Direksi Bank terkait dengan manajemen risiko. Termasuk di dalamnya adalah manajemen risiko di Unit Usaha Syariah.

• Komite Manejemen Risiko Kredit (KMRK) Komite Manajemen Risiko Kredit (KMRK) merupakan

komite yang membantu Direksi dalam memantau perkembangan dan kondisi portfolio kredit, merumuskan dan mengawasi pelaksanaan kebijakan perkreditan dan memberikan saran masukan langkah-langkah perbaikan.

• Komite Manajemen Risiko Pasar (KMRP) Komite Manajemen Risiko Pasar (KMRP) adalah

komite yang mendukung Komite Manajemen Risiko (KMR) dalam mengelola eksposur risiko pasar Bank secara menyeluruh. KMRP berfungsi mengawasi pelaksanaan manajemen risiko pasar Bank, dan memastikan kebijakan dan praktik manajemen risiko pasar Bank dilakukan dengan tepat, efektif, dan mendukung strategi bisnis Bank.

• Komite Assets Liabilities (ALCO) ALCO adalah forum manajemen yang bertanggung

jawab menetapkan kebijakan dan strategi pengelolaan Assets dan Liabilities dengan tujuan untuk mengelola risiko likuiditas dan risiko suku bunga secara dinamis dan efisien sesuai prinsip kehati-hatian dalam koridor risk appetite dan batas toleransi yang ditetapkan, yang dapat memaksimalkan net interest income Bank secara berkesinambungan serta menjaga likuiditas Bank secara sehat.

• Komite Manajemen Risiko Operasional Komite Manajemen Risiko Operasional adalah

komite yang didedikasikan dalam proses eskalasi atas penerapan pengelolaan operasional di Bank.

Review on the Effectiveness of Risk Management SystemOversight and evaluation of risk management is performed by a number of committees related to risk management and Internal Audit Unit. Committees related to risk management in Bank OCBC NISP consist of:

• Board Risk Committee (BRC) Board Risk Committee is a committee that helps the

Board of Directors to formulate the risk management policies, oversee the implementation of policies and to provide recommendations on issues that need to be responded by the Directors of the Bank related to the risk management. This includes risk management in Sharia Business Units.

• Credit Risk Management Committee (CRMC) Credit Risk Management Committee (CRMC) is a

committee that helps the Board of Directors to monitor the progress and the condition of the credit portfolio, to formulate and oversee the implementation of credit policies and to provide feedback on corrective measures.

• Market Risk Management Committee (MRMC) Market Risk Management Committee (MRMC) is a

committee that supports the Board Risk Committee (BRC) in managing the Bank’s overall exposure to market risks. MRMC monitors the implementation of the Bank’s market risk management, and ensure that the policies and practices of Bank market risk management is done properly, effectively, and supports the Bank’s business strategy.

• Assets Liabilities Committee (ALCO) ALCO is management forum that responsible to set

the Assets and Liabilities Management policies and strategies in order to manage the liquidity risk and interest rate risk dynamically and efficiently according to the principles of prudence in the corridors of risk appetite and the set tolerance thresholds, which can maximize the net interest income of the Bank on an ongoing basis as well as maintaining a healthy liquidity.

• Operational Risk Management Committee Operational Risk Management Committee is a

committee dedicated in the escalation process of the implementation of operational management in the Bank.



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• Komite Fraud Komite Fraud adalah komite yang memiliki fungsi

untuk memberikan pengarahan dan mengambil keputusan terhadap setiap laporan fraud/indikasi fraud dan penanganannya yang disampaikan oleh Tim Penanganan Fraud (TPF), pemberian sanksi, perbaikan proses/control yang bersifat fundamental atau yang sudah direkomendasikan oleh TPF dan Divisi Manajemen Risiko Operasional, namun tidak disepakati oleh unit kerja terkait.

Berdasarkan hasil penilaian yang dilakukan selama tahun 2014, Internal Audit berpendapat bahwa sistem pengendalian internal dan manajemen risiko Bank OCBC NISP dinilai secara umum memadai (generally acceptable). Hasil penilaian ini telah disampaikan oleh Internal Audit kepada Dewan Komisaris melalui Komite Audit.

Disamping evaluasi secara internal, evaluasi manajemen risiko secara independen juga diperoleh dari pihak eksternal. Sebagai bukti nyata bahwa tata kelola dan penerapan manajemen risiko pada Bank OCBC NISP telah dilakukan secara baik dan dapat memberikan nilai tambah bagi perusahaan, pada tahun 2014 Bank mendapatkan penghargaan dan pengakuan dari pihak eksternal antara lain The Best Managed Companies dari Finance Asia, dan Perusahaan Sangat Terpercaya dari Indonesian Institute for Corporate Governance (IICG).

Penerapan Konvensi BaselDengan pengelolaan risiko yang komprehensif, melibatkan semua pihak, dan sinergi, Bank OCBC NISP dapat mengantisipasi berbagai regulasi yang akan diterbitkan, baik oleh Bank Indonesia khususnya yang terkait dengan implementasi ketentuan Pilar 2 Basel seperti ICAAP (Internal Capital Adequacy Assessment Process) sejak 2013, risiko suku bunga pada banking book, dan risiko konsentrasi kredit.

Di masa mendatang sejalan dengan arahan Bank Indonesia/OJK, Bank OCBC NISP akan melakukan persiapan implementasi ketentuan Basel III, salah satunya adalah manajemen risiko likuiditas yaitu Liquidity Coverage Ratio, Net Stable Funding Ratio, dan Leverage Ratio.

Pengembangan Manajemen RisikoDengan perkembangan aktivitas perbankan yang semakin beragam dan kompleks serta diiringi dengan potensi risiko yang semakin meningkat, Bank senantiasa menyempurnakan pengelolaan risiko baik dari segi struktur organisasi dan sumber daya manusia, kebijakan dan prosedur, sistem pendukung, hingga metodologi.

• Fraud Committee Fraud Committee is a committee set to provide

guidance and to take decisions on any fraud reports/ indications of fraud and fraud handling, which reported by the Fraud Management Team (TPF), to provide sanctions, basic improvement on process/control or that have been recommended by the TPF and the Operational Risk Management Division, but has not been agreed by the related units.

Based on the results of the assessment completed in 2014, the Internal Audit consider that the overall internal control and risk management system is generally acceptable. The result of this assessment has been submitted by the Internal Audit to the Board of Commissiners through the Audit Committee.

In addition, independent risk management evaluation is also done by an external parties. As testimony that risk management governance and application at Bank OCBC NISP has operated well and provided added value, in 2014 the Bank received numerous awards and recognition from external parties, among others the Best Managed Companies from Finance Asia, and Most Trusted Company from Indonesian Institute for Corporate Governance (IICG).

The Implementation of Basel ConventionWith a comprehensive risk management, involving all parties, and synergy, Bank OCBC NISP is able anticipate the regulations that will be issued, either by Bank Indonesia, particularly related to the implementation of Basel’s Pillar 2, such as ICAAP (Internal Capital Adequacy Assessment Process) since 2013, the interest rates in the banking book and the credit concentration risk.

In the future, in line with the direction of Bank Indonesia/OJK, Bank OCBC NISP will conduct a preparation for implementing the provisions of Basel III, one of which is the management of liquidity risk, namely Liquidity Coverage Ratio, Net Stable Funding Ratio, and Leverage Ratio.

The Development of Risk ManagementConsidering developments in banking activities that have become increasingly diverse dan complex and accompanied by rising potential risk, the Bank will continually refine risk management system, in terms of organizational structure and human resources, policies and procedures, support system, and methodologies. To achieve this, the Risk Management Group has a risk


Untuk mencapai ini, Risk Management Group telah memiliki perencanaan strategi pengelolaan risiko ke depan yang berfokus kepada: • Menyelaraskan pertumbuhan portofolio kredit

dengan kondisi makro sesuai dengan target pasar dan kriteria penerimaan risiko yang ditetapkan.

• Membangun kapasitas sumber daya manusia dalam rangka memenuhi kecukupan risk analytics dan sistem pemantauan yang memadai.

• Melakukan implementasi sistem dan perangkat manajemen risiko terdepan.

• Optimisasi penggunaan rating dan scoring model dalam rangka implementasi Basel 2 Internal Rating Based.

• Memastikan pemenuhan standar likuiditas Basel-III.• Membentuk fungsi control assurance pada area-area

kritikal.• Menjalankan policy lifecycle management secara

konsisten

Anti Korupsi dan Anti Pencucian Uang [G4-SO3]Sebagai salah satu implementasi pengelolaan manajemen risiko, Bank OCBC NISP menerapkan program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU-PPT). Penerapan APU-PPT Bank dilakukan sebagai bentuk dukungan kepada pemerintah dalam pemberantasan tindak pidana pencucian uang, tindak pidana dana terorisme serta tindak pidana korupsi (Anti Korupsi). Hal ini juga diatur dalam Peraturan Bank Indonesia Nomor 14/27/PBI/201 dan Surat Edaran Bank Indonesia Nomor 15/21/DPNP tentang Penerapan Program Anti Pencucian Uang dan Pencegahan Terorisme Bagi Bank Umum.

Penerapan program APU dan PPT yang dilakukan Bank OCBC NISP meliputi penyesuaian kebijakan, penyempurnaan manajemen sistem informasi, pengkinian data nasabah, penerapan customer due diligence, dan penerapan pemantauan sampai ke kantor cabang serta pelaporan kepada regulator.

Bagi lingkungan internal Bank, dilakukan pelatihan dan sosialisasi kepada karyawan dalam bentuk Orientasi Karyawan Baru, pelatihan penyegaran dengan e-learning, dan pelatihan khusus. Tujuan pelatihan adalah untuk meningkatkan pengetahuan dan pemahaman karyawan tentang peraturan, modus, dan kebijakan Bank.

Fungsi pelaporan dilakukan oleh Departemen AML-CFT kepada Pusat Pelaporan dan Analisa Transaksi Keuangan dan Institusi Penegak Hukum terkait permintaan data (Badan Narkotika Nasional, Kepolisian Negara Republik Indonesia dan Komisi Pemberantasan Korupsi).

management strategy plan, focusing particularly on:• Aligning the growth of the loan portfolio with macro

conditions in accordance with the target market and risk acceptance criteria specified.

• Building the capacity of human resources in order to meet the adequacy of risk analytics and an adequate monitoring system.

• Implementing systems and leading-edge risk management tools.

• Optimizing the use of rating and scoring models for the implementation of Basel 2 Internal Rating Based Approach.

• Ensuring compliance with the Basel-III liquidity standards.

• Establishing a control function of assurance in critical areas.

• Running the policy lifecycle management consistently.

Anti-Corruption and Anti-Money Laundering [G4-SO3]One of the implementations of risk management, Bank OCBC NISP implements the Anti Money Laundering and Terrorism Financing Prevention (APU-PPT). The implementation of APU-PPT is a support to Government’s money laundering, financing terrorism, and corruption eradication program (Anti-Corruption). This is also stipulated in Bank Indonesia Circular number 14/27/PBI/201 and Bank Indonesia Circular Letter number 15/21/DPNP regarding The Implementation of Anti-Money Laundering and Terrorism Financing Prevention.

Implementation of AML and CFT program conducted by Bank OCBC NISP includes adjustment policies, improvement of information systems management, customer data updating, the application of customer due diligence, and the application of monitoring up to the branch office and reporting to regulators.

Internally Bank OCBC NISP conduct training and socialization to employees which includes the New Employee Orientation, Refresher training with e-learning and specialized training. The purpose of training is to increase the knowledge and understanding of the employees regarding the rules, modes, and the Bank’s regulations.

The reporting functions is carried out by the AML-CFT Department to Center for Financial Transaction Reporting and Analysis, National Narcotics Agency and the Indonesian National Police.



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Fraud Prevention and ManagementBank OCBC NISP does not accept and tolerate any act of fraud. Fraud is an intentional violation or omission of standards, procedures, and/or code of conduct that occurred in the Bank or by means of the Bank and result in financial loss, either directly or indirectly to the Bank or its customers and provides benefits to the actors. Bank OCBC NISP has established guidelines Fraud Risk Management Framework, Policy and Procedures.

Fraud management aims to close the possibility of fraud in the Anti-Fraud strategy of prevention, detection, investigation, and monitoring. Anti-fraud culture campaign involving governance bodies and all employees of the Bank are conducted continuously. Bank OCBC NISP establishes Fraud Management Team for investigation, follow-up and reporting of fraud, as well as Fraud Committee which provides direction and decision based on reports from Fraud Management Team including decisions on sanction given and monitoring of control improvement.

Pencegahan dan Pengelolaan FraudBank OCBC NISP tidak dapat menerima dan mentoleransi segala bentuk tindakan fraud. Fraud adalah sebuah pelanggaran atau pembiaran secara sengaja atas standar, prosedur, dan/atau code of conduct yang terjadi di lingkungan Bank atau menggunakan sarana Bank dan mengakibatkan kerugian finansial baik langsung atau tidak langsung bagi Bank atau nasabahnya dan memberikan keuntungan bagi pelaku baik secara langsung maupun tidak langsung. Bank OCBC NISP telah memiliki pedoman Kerangka Kerja Pengelolaan Risiko Fraud, Kebijakan dan Prosedur Penanganan Fraud.

Pengelolaan fraud bertujuan untuk mencegah peluang terjadinya fraud. Penerapan strategi Anti-Fraud meliputi pencegahan, deteksi, investigasi, pelaporan dan sanksi, serta pemantauan, evaluasi dan tindak lanjut. Kampanye budaya anti-fraud melibatkan manajemen dan seluruh karyawan Bank yang dilakukan secara terus menerus. Bank OCBC NISP membentuk Tim Penanganan Fraud untuk menindaklanjuti, dan menginvestigasi setiap pelaporan fraud, dan Komite Fraud yang memiliki fungsi untuk memberikan arahan dan pengambilan keputusan atas laporan fraud dari Tim Penanganan Fraud, pemberian sanksi dan memonitor perkembangan perbaikan kontrol.

• Surprise Audit• Program Whistleblowing.• Karyawan dan nasabah dapat melaporkan indikasi

fraud.• Pemantauan atas aktivitas/transaksi tidak wajar.

• Surprise Audit• Whistleblowing Program.• Employees and customers can report indications

of fraud.• Monitoring on suspected transaction/activities.

• Tindaklanjut oleh unit independen (Tim Penanganan Fraud).

• Mekanisme pelaporan kepada manajemen dan regulator.

• Whistleblowing protection program bagi pelapor.• Sanksi tegas terhadap pelaku, pihak terkait,

termasuk kalalaian pimpinan unit.

• Follow up by an independent unit (Fraud Handling Team).

• Reporting mechanism to management and regulators.

• Whistleblowing protection program for whistleblowers.

• Strict sanctions against the perpetrators, related parties, including negligence by the unit head.

• Fraud awareness program untuk karyawan.• Kontrol dengan 4 eyes principle.• Desain dan kontrol pada product program.• Pengamanan (fisik dan logical) atas dokumen dan

aset Bank.• Customer Due Diligence.• Know your employee.

• Fraud awareness program for employees.• Control with 4-eyes principle.• Design and control of the product program.• Security (physical and logical) on document and

Bank’s assets.• Customer Due Diligence.• Know your employee.

• Evaluasi pada proses dan kontrol penyebab fraud.• Tindakan perbaikan.• Pemantauan penerapan perbaikan.

• Evaluation of the process and control the causes of fraud.

• Corrective action.• Monitoring the improvement implementation.

Pencegahan

Prevention

Investigasi, Pelaporan dan

Sanksi

Investigation, Report & Sanction

Pemantauan, Evaluasi dan Tindak

Lanjut

Monitoring Evaluation and

Follow-up

Deteksi

Detection


Bank Management has built an anti-fraud culture to create a prudent working environment and to provide protection for customers and stakeholders from a variety of potential losses that may occur. The things that have been done to develop the culture, ethics and fraud prevention such as:

• Implementation of the Bank’s Code of conduct that must be adhered to by all employees of the Bank from the highest level to the bottom.

• Anti-Fraud Campaign, conducted by sending email blast to employees of the Bank, through the publication of the Bank’s intranet and organizes workshops Anti Fraud Awareness for the employees of the Bank.

• Monitoring carried out by the Commissioner and the Board of Directors on fraud risk management strategy to monitor the handling of fraud cases and provide guidance in the application of the Anti-Fraud Strategy which is conducted through the Fraud Committee, Board Risk Committee and Operational Risk Committee.

• Know Your Employee for the employees of the Bank.• The implementation of dual control and segregation

of duties over the work process as stipulated in the Bank’s policies and procedures.

• Conduct a review of the new work processes to ensure that existing control weaknesses have been corrected before the implementation process.

• Build a whistleblowing process that encourages employees to report incidents of fraud that knows no fear of pressure or threats over reports that have been made.

• Bank OCBC NISP Code of Conduct states that the Bank and its employees shall not accept gifts, including souvenirs, benefits from other parties that may affect attitudes or decisions.

Manajemen Bank telah membangun budaya anti fraud guna menciptakan lingkungan kerja yang taat dan patuh aturan serta aman untuk melindungi nasabah dan stakeholder dari berbagai potensi kerugian yang mungkin terjadi. Hal-hal yang sudah dilakukan untuk mengembangkan kultur, etik dan pencegahan fraud seperti: • Penerapan Kode Etik perusahaan sebagai pedoman

perilaku yang harus ditaati oleh seluruh karyawan Bank dari tingkat yang paling tinggi sampai yang paling bawah.

• Anti Fraud Campaign, dilakukan dengan mengirimkan email blast kepada karyawan Bank, publikasi melalui intranet Bank serta mengadakan workshop peningkatan Anti Fraud Awareness bagi para karyawan Bank.

• Pengawasan yang dilakukan oleh Komisaris dan Direksi atas strategi pengelolaan risiko fraud dengan memonitor perkembangan penanganan kasus fraud dan memberikan pengarahan dalam penerapan Strategi Anti Fraud. Pengarahan dan monitoring penerapan strategi anti Fraud antara lain dilakukan melalui Komite Fraud, Board Risk Committee dan Operational Risk Committe.

• Know Your Employee terhadap karyawan Bank. • Penerapan dual control dan segregation of duties

atas proses kerja sebagaimana yang diatur dalam kebijakan dan prosedur Bank.

• Melakukan tinjauan atas proses kerja baru atau pengkinian proses yang sudah ada untuk memastikan kelemahan kontrol yang ada telah diperbaiki sebelum proses implementasi.

• Membangun proses whistleblowing yang mendorong karyawan untuk melaporkan kejadian fraud yang diketahuinya tanpa rasa takut terhadap tekanan atau ancaman atas laporan yang telah dibuatnya.

• Kode Etik Bank OCBC NISP yang menyatakan bahwa Bank dan karyawan tidak boleh menerima pemberian, termasuk hadiah, cinderamata, imbalan dari pihak lain yang dapat mempengaruhi sikap atau keputusan.

Direksi terlibat dalam memberikan persetujuan terhadap Kerangka Kerja Pengelolaan Risiko Fraud, Kebijakan dan prosedur Penanganan Fraud dan Fraud. Direksi juga terlibat dalam pengawasan pengelolaan fraud melalui Komite Fraud, Board Risk Committee dan Operational Risk Committee. Dengan Pendekatan ini Direksi selalu diupdate mengenai hal-hal yang terkait dengan kejadian fraud.

Board of Directors are involved in approving the Fraud Risk Management Framework, Procedures Policy of Fraud Management. In addition, Board of Directors are also involved in the oversight of fraud management through Fraud Committee, Board Risk Committee and Operational Risk Committee. With this approach, Board of Directors always receive updated information related to fraud events.



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In 2014, Bank OCBC NISP has organized Anti-Fraud or Risk Awareness Training participated by 793 employees. From 2013 until 2014, 37% of total employees or 2,477 employees has participated in the Anti-Fraud or Risk Awareness Training. While for other working units are given the risk awareness programs in the form of introduction and prevention of fraud.

WhistleblowingWhistleblowing is one of the ways being used to detect any incidence of fraud and abuse of authority or position.

All employees of Bank OCBC NISP can report suspected acts of fraud through an oral report or e-mail or by using the notification web-based application which can be accessed at any time. Investigation of reports received conducted by the Internal Audit Division by appointing Whistleblowing Investigation Officer and then reported to the President Director to be followed up appropriately.

Pada 2014, Bank OCBC NISP telah menyelenggarakan pelatihan Fraud atau Risk Awareness yang diikuti oleh 793 karyawan. Sejak 2013 hingga 2014, jumlah karyawan Bank yang telah mengikuti pelatihan Fraud atau Risk Awarenes sebanyak 2.477 karyawan atau sebanyak 37% dari total karyawan Bank. Sedangkan kepada unit-unit kerja, diberikan program peningkatan risk awareness berupa pengenalan modus fraud dan pencegahannya.

Komunikasi dan Training Kebijakan dan Prosedur Anti

Korupsi 1) [G4-SO4]

2014 2013Communication and Training

on Anti-Corruption Policies and Procedures1) [G4-SO4]

Jumlah Peserta

Participants

Persentase dari Total% of total

Jumlah Peserta

Participants

Persentase dari Total% of total

Komunikasi Kebijakan dan Prosedur Anti Korupsi pada organ perusahaan tertinggi 2)

19 100% 19 100%

Communication Anti-Corruption Policies and

Procedures on the highest authority 2)

Komunikasi Kebijakan dan Prosedur Anti Korupsi pada Karyawan 3)

6,746 100% 6,736 100%Communication Anti-

Corruption Policies and Procedures to Employees 3)

Training Anti Korupsi pada Direksi dan Dewan Komisaris 5 62.5% 1 12.5%

Anti-Corruption Training on the Board of Directors and

Board of Commissioners

Training Anti Korupsi pada Karyawan 4) 793 11,76% 1,684 25% Anti-Corruption Training to

Employees 4) 1. Anti Korupsi termasuk: APU, PPT dan Kampanye Anti-Fraud2. Komunikasi kebijakan dan prosedur fraud dilakukan salah satunya melalui Rapat

Komite terkait risiko.3. Komunikasi kebijakan dan prosedur fraud kepada karyawan dilakukan melalui

publikasi di web internal Bank yang dapat diakses oleh seluruh karyawan.4. Training mengenai Fraud Awareness dan Risk Awareness.

1. Anti-Corruption including: AML, CFw T and Anti-Fraud Campaign 2. Communication fraud policies and procedures conducted through Committees

meeting related to risk. 3. Communication fraud policies and procedures to employees made through the

Bank’s internal web publication that can be accessed by all employees. 4. Training about Fraud Awareness and Risk Awareness.

WhistleblowingWhistleblowing adalah salah satu cara yang digunakan untuk mendeteksi adanya kejadian fraud dan penyalahgunaan wewenang atau jabatan.

Seluruh karyawan Bank OCBC NISP dapat melaporkan perbuatan yang dicurigai sebagai fraud melalui laporan lisan atau email atau dengan menggunakan aplikasi pada website yang bisa diakses setiap saat. Investigasi atas laporan yang diterima dilakukan oleh Divisi Internal Audit dengan menunjuk Whistleblowing Investigation Officer untuk kemudian dilaporkan kepada Presiden Direktur untuk dilakukan langkah penanganan yang sesuai.


Sanctions applied to all those who committed fraud by granting sanctions policy, in accordance with the type of offense and the degree of involvement. The form of sanctions can be warning letters, Termination of Employment, as well as the transfer of the case to the authorities. Implementation of whistleblowing reports submitted regularly to the Audit Committee of Bank OCBC NISP.

To indicate fraud at an early stage, the Bank is also continuously doing socialization to employee regarding the importance of fraud reporting using various media such as email blast and posters.

Sanksi diterapkan pada semua pihak yang terbukti melakukan fraud atau penyimpangan atau pelanggaran hukum berdasarkan Kebijakan Pemberian Sanksi, sesuai dengan jenis pelanggaran dan tingkat keterlibatannya. Bentuk sanksi dapat berupa Surat Peringatan, Pemutusan Hubungan Kerja, serta pelimpahan kasus kepada pihak yang berwenang. Laporan pelaksanaan whistleblowing disampaikan secara berkala kepada Komite Audit Bank OCBC NISP.

Insiden Fraud yang Terbukti dan Tindakan yang Dilakukan [G4-SO5]

2014 2013 Confirmed Incidents of Corruption and Actions Taken [G4-SO5]

Jumlah total dan jenis insiden fraud yang terbukti*

1 10 Total number and nature of confirmed incidents of corruption*

Jumlah insiden fraud yang terbukti di mana karyawan diberhentikan atau tindakan disiplin

1 9 Total number of confirmed incidents in which employees were dismissed or disciplined for

corruption

Jumlah insiden fraud yang terbukti di mana kontrak rekanan diputus atau tidak diperpanjang

0 0 Total number of confirmed incidents when contracts with business partners were

terminated or not renewed dueto violations related to corruption

Jumlah kasus hukum terkait fraud terhadap organisasi atau karyawan selama periode pelaporan dan hasilnya

0 5 Public legal cases regarding corruption brought against the organization or its employees

during the reporting period and the outcomes of such cases

* Kejadian Fraud Internal dengan eksposur Rp 100 juta keatas. * Internal Farud incident with exposure of IDR 100 million and above.

Agar kejadian fraud dapat teridentifikasi sejak dini, Bank secara rutin mensosialisasikan pentingnya pelaporan fraud kepada karyawan melalui berbagai sarana seperti email blast dan pemasangan poster.

Contoh materi komunikasi kepada karyawan tentang program Anti Fraud Examples of communication material to employee about Anti Fraud Program



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Selain program sosialisasi melalui email, Bank OCBC NISP juga menekankan pentingnya dalam menjunjung tinggi integritas dan profesionalisme melalui penerapan kode etik (Code of Conduct). Salah satu butir Kode Etik Bank OCBC NISP mengatur bahwa karyawan tidak diperbolehkan untuk menerima pemberian apapun dari pihak lain yang dapat mempengaruhi sikap atau keputusan.

In addition to the outreach programs via e-mail, Bank OCBC NISP also stressed the importance of upholding integrity and professionalism through the implementation of Code of Conduct. One of the points of Bank OCBC NISP’s Code of Conduct stipulates that employees are not allowed to accept any gifts from other parties that may affect attitudes or decisions.

Materi pada buku Code of Conduct tentang penerimaan gratifikasiThe material in the Code of Conduct book on gratification


Selain itu, sebagai wujud komitmen Bank OCBC NISP untuk pelaksanaan tata kelola perusahaan yang baik, Bank juga secara rutin mensosialisasikan kepada seluruh stakeholder bahwa Bank OCBC NISP tidak menerima gratifikasi dalam bentuk apapun. Sosialisasi tersebut antara lain dilakukan dengan memuat pemberitahuan pada media massa.

* Iklan diterbitkan dalam Bahasa Indonesia di Harian Kontan, 6 Juli 2014. Advertisement published in Indonesian on Kontan Daily Newspaper, 6 July 2014.

As realization of Bank OCBC NISP commitment to implement good corporate government, the Bank is routinely doing socialization to its stakeholders that the Bank will not receive any gratification in any form. Such socialization was done through mass media advertising.



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Hubungan Harmonis dengan Pemangku Kepentingan

Harmonious Relations with Stakeholder

Tujuan pelibatan pemangku kepentingan adalah menciptakan manfaat timbal balik antara Bank OCBC NISP dengan para pemangku kepentingannya.The objective of engaging the stakeholders is to create reciprocal benefits between Bank OCBC NISP with all stakeholders.

Pemegang Saham Shareholder

Masyarakat Society

Pemerintah Goverment

Karyawan Employee

Mitra Kerja Business Partner

Investor/Nasabah Investor/Customer

Hubungan yang harmonis dengan pemangku kepentingan adalah hal yang mendasar untuk mencapai keberlanjutan Bank OCBC NISP. Tujuan pelibatan pemangku kepentingan adalah menciptakan manfaat timbal balik antara Bank OCBC NISP dengan para pemangku kepentingannya, sehingga Kami dapat meningkatkan kinerja dan layanan perbankan.

Kami telah mengidentifikasi 6 (enam) pemangku kepentingan utama yang secara langsung terlibat dalam perjalanan usaha Bank OCBC NISP, yaitu;1) Pemegang Saham dan investor2) Karyawan3) Nasabah4) Mitra Kerja5) Pemerintah6) Masyarakat

Kami melakukan metode pelibatan yang spesifik sesuai dengan karakteristik masing-masing kelompok kepentingan dan didasari oleh frekuensi interaksi yang terjadi dengan masing-masing kelompok, tingkat pengaruh serta topik utama yang diharapkan oleh masing-masing kelompok kepentingan tersebut terhadap Bank OCBC NISP. [G4-25]

Kelompok Pemangku

KepentinganGroup of

Stakeholders [G4-24]

Topik UtamaMain Topics [G4-27]

Mengapa PentingWhy important [G4-25]

Metode PelibatanEngagement Methods

[G4-26]

FrekuensiFrequency [G4-27]

NasabahCustomers

• Keterbukaan dan kewajaran produk dan layanan Bank.Disclosure and proper of information on Bank’s products and services.

• Keunggulan produk Bank OCBC NISP.

Bank OCBC NISP product excellence.

• Pelayanan yang melebihi harapan.

Services that exceed expectations.

• Penangan keluhan yang memuaskan.

Satisfactory in handling complaints.

Kepercayaan dan kepuasan nasabah merupakan salah satu faktor penentu keberlanjutan usaha Bank OCBC NISP. Kepuasan nasabah menciptakan loyalitas dan hubungan jangka panjang yang saling menguntungkan.

Customer trust and satisfaction is one of the factors determining the business continuity of Bank OCBC NISP. Create customer satisfaction and loyalty will impact to long-term relationship of mutual benefit.

Sosialisasi, customer gathering, market outlook dan workshop bedah portofolio di kota-kota di mana Bank OCBC NISP berada.

Socialization, gathering customer, market outlook and Bank’s portfolio workshops in the cities where the Bank OCBC NISP is.

Sesuai kebutuhan.As needed.

Untuk menjaga dan meningkatkan kepuasan nasabah, kami berupaya keras memenuhi harapan nasabah yang mencakup ragam layanan perbankan yang menjangkau kebutuhan nasabah yang spesifik, jangkauan jaringan dan kualitas layanan serta perlindungan nasabah.

To maintain and improve customer satisfaction, we strive to meet the expectations of customers that include a variety of banking services that address the needs of specific customers, network coverage and quality of service and customer protection.

• Survei Kepuasan Nasabah. Customer Satisfaction

Survey.

• Call OCBC NISP

• Website Bank www.ocbcnisp.com

• Media Sosial (Facebook dan Twitter)

Social Media (Facebook dan Twitter)

• Sekali setahun. Once a year.

• 24 jam 7 hari seminggu.

• 24-hour, 7 days a week.

• 24 jam 7 hari seminggu

24-hour, 7 days a week.

• Hari Kerja jam 08.00-17.00

Working Days 08.00am-05.00pm

Harmonious relationship with stakeholders is fundamental to achieving the sustainability of Bank OCBC NISP. The objective to create a stakeholder engagement is to receive reciprocal benefits between Bank OCBC NISP with its stakeholders, so that we can improve the performance and banking services.

We have identified 6 (six) major stakeholders who are directly involved in the passage of the Bank OCBC NISP, namely;1) Shareholders and investors2) Employees3) the Customer4) Partners5) Government6) Society

We conduct a specific method of engagement adjusted with different characteristics of each group based on the frequency of interest and interaction that occurs with each group, the level of influence as well as the main topics expected by each of the interest groups of the Bank OCBC NISP. [G4-25]

Elevating Sustainable Value Laporan dari M

anajemen

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Kinerja Ekonomi

Economic Perform

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Social Performance

Sumber D

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Hum

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Environmental Perform

anceTata Kelola

Corporate Governance

Kelompok Pemangku

KepentinganGroup of





[G4-26]


Pemegang Saham dan Investor.Shareholders and investors.

• Transparansi informasi kinerja Bank.

Transparency of information on Bank’s performance.

• Peningkatan nilai investasi melalui peningkatan kinerja Bank.

Increasing the value of the investment through increased performance of the Bank.

• Perolehan dividen setiap akhir tahun buku.

Acquisition of dividends on every end of financial year.

• Akuntabilitas dan akurasi laporan keuangan.

Accountability and accuracy of financial report.

• Transparansi laporan kondisi operasional.

Reports transparency on operational conditions.

• Penghargaan atas hak-hak pemegang saham sesuai aturan perundangan yang berlaku.

Respect the rights of shareholders in accordance with prevailing rules.

Pemegang saham adalah pemangku kepentingan yang memiliki kepentingan langsung dengan Bank OCBC NISP melalui investasi kepemilikan saham atau modal yang ditanamkannya. Dengan demikian, para pemegang saham sangat berkepentingan atas kinerja operasional dan keuangan Bank yang secara langsung akan berpengaruh pada fluktuasi nilai saham. Pemegang saham tentu ingin dapat menikmati hasil investasinya dengan segera dalam setiap periode, berupa kenaikan harga saham dan pembagian dividen.

Shareholders are stakeholders who have a direct interest to Bank OCBC NISP through stock ownership or investment embedded capital. Thus, the shareholders are very concerned to the operational and financial performance of the Bank which will directly affect the fluctuations in the value of shares. Shareholders are expecting to enjoy the result of their investment immediately in every period, in the form of rising stock prices and dividend distribution.

• Laporan keuangan. Financial Report.

• Pengungkapan informasi dan peristiwa penting.

Disclosure of information and important events.

• Laporan tahunan. Annual Report.

• Paparan publik. Public expose.

• Pertemuan analis dan lembaga pemeringkat

Meeting with analysts and rating agencies

• Koordinasi dan konsolidasi dengan regulator

Coordination and Consolidation with the regulator

• Koordinasi dan Konsolidasi dengan asosiasi seperti Perbanas, dll.

Coordination and consolidation with associations i.e Perbanas, etc.

• Membayar pajak. Pay taxes.

• Per kuartal dan tahunan.

Quarterly and Annually.

• Sesuai kebutuhan As needed

• Tahunan. Annually

• Sesuai kebutuhan. As needed.

• Rutin Routine

• Rutin Routine

• Rutin Routine

• Rutin Routine


Kelompok Pemangku

KepentinganGroup of





[G4-26]


KaryawanEmployee

• Perkembangan kinerja Bank dan sosialisasi kebijakan baru yang dikomunikasikan lewat e-mail, edaran dan media lainnya.

The development of the Bank’s performance and dissemination of new policies which are communicated via e-mail, newsletters and other media.

• Jaminan kesejahteraan karyawan.

Ensuring the welfare of employees.

• Praktik non diskriminasi. Non-discrimination practice.

• Suasana kerja yang kondusif, aman dan nyaman.

Condusive, comfortable and safe working environment.

• Penghargaan atas hak-hak karyawan sesuai aturan perundangan yang berlaku.Respect the rights of employees in accordance with prevailing rules.

Sumber daya manusia merupakan aset utama bagi Bank OCBC NISP. Seluruh capaian kinerja dan prestasi Bank tercipta dan diraih melalui dedikasi dan kerja keras seluruh karyawan. Di sisi lain, karyawan mempunyai ekspektasi seperti suasana kerja yang kondusif, jenjang karir dan penilaian kinerja yang jelas, remunerasi yang sesuai berdasarkan kinerja, dan terjaminnya kesejahteraan.

Human resources are a main asset for the Bank OCBC NISP. Throughout the gains and achievements of the Bank created and achieved through the dedication and hard work of all employees. On the other hand, employees have expectations as a conducive working environment, career development and performance assessment clear, appropriate remuneration based on performance, and ensuring prosperity.

• Forum komunikasi manajemen dan pekerja (Lembaga Kerja Sama Bipartit/LKS Bipartit).

Forum communication for management and employee (Bipartite Cooperation Institution / LKS).

• CEO Direct Mail

• Forum OCBC NISP One

• Komunikasi internal di antara tim (meeting rutin, coaching, Meet Our Team).

Internal communication among the team (regular meetings, coaching, Meet Our Team)

• Employee Engagement Survey

• Media komunikasi internal (Majalah “ON Us”).

Internal communication media (“ON Us” Magazine).

• Komunitas olah raga dan seni.

Sport and art Community



• Dua Bulanan Be Monthly


• Setahun sekali Once a year

• Bulanan Monthly

• Rutin Routine

Mitra KerjaPartners

• Proses pengadaan yang adil dan terbuka.

Open and fair procurement process.

• Seleksi dan evaluasi rekanan yang Obyektif.

Objective in selecting and evaluating partner.

• Hubungan saling menguntungkan dan saling menghormati hak dan kewajiban.

The relationship is based on mutual benefit and mutual respect in rights and obligations.

Mitra kerja atau rekanan adalah salah satu pemangku kepentingan di mana Bank OCBC NISP ingin menjalin kerja sama saling menguntungkan untuk tumbuh berkembang bersama. Untuk itu kami ingin bekerja sama dengan mitra yang memiliki kredibilitas dan kualitas kerja sesuai yang dipersyaratkan.

Partners or associates are one of the stakeholders in which Bank OCBC NISP would like to establish mutually beneficial cooperation to grow together. For that we would like to cooperate with partners who have the credibility and quality of work as required.

• Proses pendaftaran rekanan

Partner registration process

• Pelaksanaan kontrak pengadaan barang dan jasa.

Implementation of the procurement contract

• Penilaian kinerja rekanan Partners’ performance

evaluation.






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Kelompok Pemangku

KepentinganGroup of





[G4-26]


Pemerintah dan OJK (Otoritas Jasa Keuangan.

Government and OJK (Financial Services Authority).

• Terlaksananya kegiatan operasional usaha dengan baik dan optimal.

Proper and Optimum operation of business.

• Terjalinnya hubungan yang harmonis dan konstruktif dengan regulator.

Emergence of a harmonious and constructive relationship with regulators.

• Bank dan seluruh karyawannya tunduk pada peraturan hukum dan perundangan yang berlaku.Bank and its employees are subject to the laws and regulations.

• Memastikan agar kepentingan Bank dapat terakomodir dalam peraturan regulator.

Ensure that the interests of the Bank can be accommodated in the regulations regulator.

Kepatuhan terhadap Peraturan Bank Indonesia serta peraturan perundangan lain yang berlaku wajib dilaksanakan oleh Dewan Komisaris, Direksi, dan seluruh karyawan Bank OCBC NISP. Kepatuhan merupakan bagian tak terpisahkan dari aktivitas bisnis Bank, karena setiap kegagalan pelaksanaan kepatuhan dapat menyebabkan risiko kepatuhan, risiko reputasi, dan risiko lainnya.

Compliance with Bank Indonesia Regulation and other applicable laws and regulations must be implemented by the Board of Commissioners, Directors, and all employees of Bank OCBC NISP. Compliance is an integral part of the Bank’s business activity, because every failure of compliance can lead to compliance risk, reputation risk, and other risks.

• Koordinasi dan konsolidasi langsung dengan Instansi pusat dan daerah.

Direct coordination and consolidation with national and local agencies.

• Antisipasi dan kepatuhan terhadap peraturan- peraturan yang menyangkut bisnis perbankan dan ketenagakerjaan.

Anticipation and compliance with regulations concerning the banking business and employment.

* Secara aktif memberi masukan terhadap penyusunan Peraturan Pemerintah baik di Pusat maupun di daerah.

Actively provide inputs to the development of government’s regulation at the national as well as provincial level.

* Memberikan pelaporan berkala kepada Instansi teknis/OJK, Pemerintah Pusat dan Daerah.

Provide periodic reports to the technical institutions / FSA, Central and Local Government.

• Dilakukan setiap saat untuk menjaga kesinambungan bisnis Bank OCBC.

At any time to maintain business continuity OCBC Bank.

• Mengikuti agenda rutin dan undangan sosialisasi yang ditentukan oleh Pemerintah/OJK.

Following the regular agenda and invitations socialization determined by the Government / FSA.

MasyarakatCommunity

• Terjalinnya hubungan yang serasi dan harmonis serta memberi manfaat bagi masyarakat.

Emergence of harmony and harmonious relationship and provide benefits to the community.

• Meminimalisasi potensi konflik yang mungkin terjadi dengan komunitas sekitar. Minimize the potential conflicts that may occur with the surrounding community.

• Berkembangnya kegiatan ekonomi dan meningkatnya kesejahteraan masyarakat. The development of economic activities and increasing social welfare.

Perkembangan usaha Bank OCBC NISP secara langsung maupun tidak langsung menumbuhkan dampak ekonomi dan sosial di masyarakat. Bank secara aktif berupaya mendorong peningkatan kesejahteraan masyarakat dengan merancang dan merealisasikan program-program tanggung jawab sosial perusahaan (CSR) yang diselaraskan dengan potensi yang dimiliki masyarakat setempat.

The development of the Bank OCBC NISP directly or indirectly fosters the economic and social impact to the community. Bank is actively trying to encourage the improvement of social welfare with the design and realization of programs of corporate social responsibility (CSR) which is aligned with the potential of the local community.

• Pelaksanaan program CSR.

Implementation of CSR programs.

• Pelaksanaan kegiatan sosial kemasyarakatan yang bermanfaat bagi masyarakat.

Implementation of social development activities that benefit society.

• Tanggap terhadap bencana.

Responsive to disasters.

• Dilakukan sesuai program dan kebutuhan.

Performed according to the program and as needed.


Laporan Keberlanjutan ini menyajikan informasi tentang strategi, prosedur, dan kinerja keberlanjutan Bank OCBC NISP, di bidang usaha, lingkungan, sosial, dan tata kelola. Beberapa informasi yang lebih terinci dalam laporan ini dapat diperoleh pada Laporan Tahunan Bank OCBC NISP 2014 sebagaimana diindikasikan.

Masa PelaporanLaporan ini mencakup tahun pelaporan 2014 (1 Januari 2014 hingga 31 Desember 2014) untuk kegiatan Bank di Indonesia. Semua Informasi yang tercantum adalah per 31 Desember 2014. [G4-28]

Laporan Keberlanjutan sebelumnya diterbitkan pada 3 Juli 2013. [G4-29]

Tidak terdapat pernyataan ulang atas informasi yang sudah disajikan dalam Laporan Keberlanjutan 2013. Tidak terdapat perubahan signifikan terhadap cakupan dan batasan aspek yang dilaporkan dalam laporan ini dibandingkan dengan Laporan tahun sebelumnya. [G4-22, G4-23, G4-29]

Panduan PelaporanLaporan ini disusun dengan mengacu pada Panduan Pelaporan Keberlanjutan dari Global Reporting Initiative Generasi-4 (GRI-G4). Pada Laporan Keberlanjutan 2014, kami menyajikan laporan ‘bersesuaian dengan’ Panduan GRI-G4 dengan opsi ‘inti’ pada topik-topik yang material.Selain itu, kami juga menggunakan Panduan GRI untuk pengungkapan Sektor Jasa Keuangan. [G4-29][G4-32]

Isi LaporanLaporan Keberlanjutan ini menyajikan data dan informasi atas aspek-aspek keberlanjutan yang material bagi Bank OCBC NISP dan pemangku kepentingan utamanya. Untuk menetapkan isi laporan, kami terlebih dahulu meninjau konteks keberlanjutan Bank OCBC NISP di Indonesia dan mendengarkan pemangku kepentingan kami, kemudian melakukan uji materialitas atas aspek-aspek yang relevan bagi Bank OCBC NISP. [G4-18]

Data dan informasi kami sajikan dengan memperhatikan prinsip kelengkapan atas aspek yang material dan batasannya pada masa pelaporan. Namun karena keterbatasan pencatatan, beberapa data dan informasi belum mencakup seluruh operasi Bank OCBC NISP. [G4-17]

Pemastian ExternalInformasi keuangan dalam laporan ini telah diaudit oleh Kantor Akuntan Publik sebagaimana disajikan dalam Laporan Tahunan Bank OCBC NISP 2014. Sedangkan informasi lainnya diverifikasi internal oleh Bank OCBC NISP. [G4-33]

This Sustainability Report provides information about strategies, procedures, and sustainability performance of Bank OCBC NISP, in the fields of business, environmental, social, and governance. Some more detailed information in this report may be obtained at Bank OCBC NISP’s Annual Report 2014, as indicated.

Reporting PeriodThis report covers the reporting year 2014 (January 1, 2014 until December 31, 2014) for the banking activities in Indonesia. All information listed is per December 31, 2014. [G4-28]

The recent previous Sustainability Report was released on July 3, 2013. [G4-29]

There is no a restatement of the information that has been presented in the Sustainability Report 2013. There were no significant changes to the scope and limitations of the aspects described in this report compared to the previous year’s report. [G4-22, G4-23, G4-29]

Reporting guidelineThis report was prepared with reference to the Sustainability Reporting Guideline of the Global Reporting Initiative the 4th Generation (GRI-G4). In the Sustainability Report 2014, we present the report ‘in accordance to’ GRI-G4 with the ‘core’ option on topics of material. We also use GRI Financial Service Sectors Disclosures. [G4-29][G4-32]

Report ContentThis Sustainability Report presents data and information on aspects of sustainability that considers as material aspect for Bank OCBC NISP and its main stakeholders. To define the contents of the report, we first review the context of sustainability of Bank OCBC NISP in Indonesia and listen to our stakeholders, then we conduct the materiality test on aspects that are relevant for Bank OCBC. [G4-18]

All data and information presented in this report are with regard to the principle of completeness on the material aspects and limitations at the time of reporting. However, due to the limitations of the recording, some data and information not cover all operations of Bank OCBC NISP. [G4-17]

External AssuranceFinancial information in this report has been audited by the of Public Accounting , as presented in the Annual Report 2014. Other information has been internally verified by Bank OCBC NISP. [G4-33]

TENTANG LAPORAN INIAbout this Report



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Dampak signifikan pada Bank OCBC NISP – Significant impact to Bank OCBC NISP

Kategori SosialSocial Category

Remunerasi setaraEqual Remuneration

Kinerja EkonomiEconomy Performance

Tata Kelola, Etika & IntegritasGovernance, Ethics & Integrity

Kepuasan PelangganCustomer SatisfactionTanggung Jawab Sosial

Social Responsibility

Privasi PelangganCustomer Privacy

Komunikasi PemasaranMarketing Communication

AirWater

Keberagaman dan Peluang SetaraDiversity and Equal Opportunity

K3OHS

Portofolio ProductProduct Portfolio

KetenagakerjaanEmployment

EnergiEnergy

Limbah Waste

Pelatihan dan PendidikanTraining and Education

Dampak Ekonomi Tidak LangsungIndirect Economic Impact

Kategori LingkunganEnvironment Category

Kategori EkonomiEconomy Category

Signifikan pada Pemangku Kepentingan – Significant to Stakeholders

Medium

Medium

High

High

Aspek / Topik yang Material

Relevansi | Relevancy [G4-20] [G4-21]

Material Aspect / TopicDalam Batasan Bank

OCBC NISPWithin Boundary of

Bank OCBC NISP

Di luar Batasan Bank OCBC NISP

Outside Boundary of Bank OCBC NISP

Kinerja Ekonomi √ Economy Performance

Dampak Ekonomi Tidak Langsung √ √ Indirect Economic Impact

Kepuasan Pelanggan √ Costumer Satisfaction

Tata Kelola, Etika & Integritas √ Governance, Ethics & Integrity

Tanggung Jawab Sosial √ √ Social Responsibility

Pelatihan & Pendidikan √ Training & Education

Portofolio Produk √ Product Portfolio

Privasi Pelanggan √ Customer Privacy

Ketenagakerjaan √ √ Employment

Komunikasi Pemasaran √ Marketing Communication

Kesehatan & Keselamatan Kerja √ Occupational Health & Safety

Energi √ Energy

Limbah √ Waste

Materiality [G4-19]


INDEKS GRIGRI Index

Pengungkapan Standar Umum Halaman | Page General Standard Disclosures

Strategi dan Analisis Strategy and Analysis

G4-1 Pernyataan dari pembuat keputusan yang paling senior di organisasi

10, 14 Statement from the most senior decision-maker

Profil Organisasi 8 Organizational Profile

G4-3 Nama organisasi 8 Name of the organization

G4-4 Merek Utama, produk, dan layanan utama 8 Primary brands, products, and services

G4-5 Lokasi kantor pusat organisasi 8 Location of the organization’s headquarters

G4-6 Negara tempat organisasi beroperasi 8 Countries where the organization operates

G4-7 Sifat kepemilikan dan badan hukum 8 Nature of ownership and legal form

G4-8 Pasar yang dilayani 32 Markets served

G4-9 Skala organisasi 8, Laporan Tahunan 2014Annual Report

2014

Scale of the organization

G4-10 Tenaga kerja 87 Workforce

G4-11 Persentase total karyawan yang tercakup dalam perjanjian kerja bersama

8 Percentage of total employees covered by collective bargaining agreements

G4-12 Rantai pasokan organisasi 5 Organization’s supply chain

G4-13 Perubahan yang signifikan selama periode pelaporan

Tidak ada perubahan signifikan

selama periode pelaporan

No significant changes during

the reporting period

Report any significant changes during the reporting period

G4-14 Pendekatan atau prinsip kehati-hatian dilakukan oleh organisasi

103 Precautionary approach or principle is addressed by the organization

G4-15 Piagam, prinsip-prinsip, atau inisiatif eksternal lainnya

Tidak ada prinsip/inisiatif eksternal yang diikusertakanNo principles/

external initiatives to

which the organization

subscribes or which it endorses

External charters, principles, or other initiatives

REFERENSI GRI G4 & SECTOR DISCLOSURES FINANCIAL SERVICEGRI G4 & Sector Disclosures Financial Service Reference

Laporan Keberlanjutan Bank OCBC NISP 2014 disusun ‘sesuai dengan’ Panduan GRI-G4 dengan opsi ‘inti’. Laporan ini juga mengacu pada informasi yang diungkapkan untuk umum dalam Laporan Tahunan Bank OCBC NISP 2014. [G4-32]

Bank OCBC NISP Sustainability Report 2014 is prepared ‘in accordance’ with GRI-G4 Guidelines with option ‘core’. This report refers to the information disclosed to the public in the Annual Report 2014 Bank OCBC NISP. [G4-32]



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Pengungkapan Standar Umum Halaman | Page General Standard Disclosures

G4-16 Keanggotaan asosiasi Laporan Tahunan 2014Annual Report

2014

Memberships of associations

Aspek Material dan Boundary Teridentifikasi Identified Material Aspects and Boundaries

G4-17 Entitas yang disertakan dalam laporan keuangan konsolidasi organisasi atau dokumen lain yang setara

121 Entities included in the organization’s consolidated financial statements or equivalent

documents

G4-18 Proses untuk menentukan konten laporan dan Aspek Boundary

121 Process for defining the report content and the Aspect Boundaries

G4-19 Aspek Material yang terindentifikasi 122 Material Aspects identified

G4-20 Aspek Boundary dalam organisasi 122 Aspect Boundary within the organization

G4-21 Aspek Boundary di luar organisasi 122 Aspect Boundary outside the organization

G4-22 Pengaruh dari pernyataan ulang 121 Effect of any restatements

G4-23 Perubahan yang signifikan dari periode pelaporan sebelumnya

121 Significant changes from previous reporting periods

Hubungan dengan Pemangku Kepentingan Stakeholder Engagement

G4-24 Daftar kelompok-kelompok pemangku kepentingan yang dilibatkan oleh organisasi

117-120 List of stakeholder groups engaged by the organization

G4-25 Dasar identifikasi dan pemilihan pemangku kepentingan yang akan dilibatkan

117-120 Basis for identification and selection of stakeholders with whom to engage

G4-26 Pendekatan organisasi dalam hubungan dengan pemangku kepentingan

117-120 Organization’s approach to stakeholder engagement

G4-27 Topik dan permasalahan utama yang pernah diajukan melalui hubungan dengan pemangku kepentingan

117-120 Report key topics and concerns that have been raised through stakeholder engagement

Profil Laporan Report Profile

G4-28 Periode pelaporan 121 Reporting period

G4-29 Tanggal laporan sebelumnya yang paling terakhir 121 Date of most recent previous report

G4-30 Siklus pelaporan 121 Reporting cycle

G4-31 Kontak yang dapat dihubungi bila ada pertanyaan mengenai laporan atau kontennya

130 Contact point for questions regarding the report or its contents

INDEKS KONTEN GRI GRI CONTENT INDEX

G4-32 Opsi ‘sesuai’ yang dipilih organisasi. 123 ‘In accordance’ option the organization has chosen

ASSURANCE ASSURANCE

G4-33 Kebijakan organisasi dan praktik yang sedang berjalan sehubungan dengan memperoleh assurance eksternal untuk laporan

121 Organization’s policy and current practice with regard to seeking external assurance for the

report

TATA KELOLA GOVERNANCE

G4-34 Struktur tata kelola organisasi 98 Governance structure of the organization

ETIKA DAN INTEGRITAS

ETHICS AND INTEGRITY

G4-56 Nilai, prinsip, standar, dan norma perilaku organisasi seperti pedoman perilaku dan kode etik

20, 21 Organization’s values, principles, standards and norms of behavior such as codes of conduct and

codes of ethics


Pengungkapan Standar Spesifik dan Pengungkapan Sektor Jasa Keuangan

Halaman Page

Specific Standard Disclosures and Financial Services Sector Supplement

Aspek-aspek Material

DMA dan Indikatornya DMA and Indicators Material Aspect

KATEGORI: EKONOMI

DMA EC 23, 24, 28 DMA EC CATEGORY: ECONOMY

Kinerja Ekonomi G4-EC1 Nilai ekonomi langsung yang dihasilkan dan didistribusikan

38, 41, 46, 47, 48, 56,

59

G4-EC1Direct economic value generated and distributed

Economic Performance

G4-EC2Implikasi finansial dan risiko serta peluang lainnya kepada kegiatan organisasi karena perubahan iklim

91-95 G4-EC2Financial implications and other risks and opportunities for the organization’s activities due to climate change

Dampak Ekonomi Tidak Langsung

G4-EC7Pembangunan dan dampak dari investasi infrastruktur dan jasa yang diberikan

55 G4-EC7Development and impact of infrastructure investments and services support

Indirect Economic Impacts

G4-EC8Dampak ekonomi tidak langsung yang signifikan, termasuk besarnya dampak

37, 53 G4-EC8Significant indirect economic impacts, including the extent of impact

KATEGORI: LINGKUNGAN

DMA EN 89, 90, 91, 95

DMA EN CATEGORY: ENVIRONMENTAL

Energi G4-EN3Konsumsi energi dalam organisasi

93 G4-EN3Energy consumption within organization

Energy

G4-EN4Konsumsi energi di luar organisasi

92 G4-EN4 AirEnergy consumption outside of the organization

Air G4-EN8Total pengambilan air berdasarkan sumber

Data belum

tersediaData not available

G4-EN8Total water withdrawal by source

Water

Limbah G4-EN23Bobot total limbah berdasarkan jenis dan metode pembuangan

94 G4-EN23Total weight of waste by type and disposal method

Waste

KATEGORI: SOSIAL CATEGORY: SOCIAL

Praktik Ketenagakerjaan & Kenyamanan Bekerja

DMA LA 69, 70 DMA LA Labor Practices & Decent Work

Ketenagakerjaan G4-LA1Jumlah total dan tingkat perekrutan karyawan baru dan turnover karyawan menurut kelompok umur, gender, dan wilayah

72 G4-LA1Total number and rates of new employee hires and employee turnover by age group, gender, and region

Employment

G4-LA2Tunjangan yang diberikan bagi karyawan purnawaktu yang tidak diberikan bagi karyawan sementara atau paruh waktu, berdasarkan lokasi operasi yang signifikan

38 G4-LA2Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation

Kesehatan dan Keselamatan Kerja

G4-LA6Jenis dan tingkat cedera, penyakit akibat kerja, hari hilang, dan kemangkiran, serta jumlah total kematian akibat kerja, menurut daerah dan gender

78 G4-LA6Type of injury and rates of injury, occupational diseases, lost days, absenteeism, and total number of work-related fatalities, by region and by gender

Occupational Health and Safety



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Pelatihan dan Pendidikan

G4-LA9Jam pelatihan rata-rata per tahun per karyawan menurut gender, dan menurut kategori karyawan

75 G4-LA9Average hours of training per year per employee by gender, and by employee catagory

Training and Education

G4-LA11Persentase karyawan yang menerima reviu kinerja dan pengembangan karier secara reguler, menurut gender dan kategori karyawan

76 G4-LA11Percentage of employees receiving regular performance and career development reviews, by gender and by employee category

Keberagaman dan Kesetaraan Peluang

G4-LA12Komposisi badan tata kelola danpembagian karyawan per kategorikaryawan menurut gender,kelompok usia, keanggotaankelompok minoritas, dan indikatorkeberagaman lainnya

87, 100 G4-LA12Composition of governance bodies andbreakdown of employees per employeecategory according to gender, age group,minority group membership, and otherindicators of diversity

Diversity and Equal

Opportunity

Kesetaraan Remunerasi Perempuan dan Laki-laki

G4-LA13Rasio gaji pokok dan remunerasi bagiperempuan terhadap laki-laki menurutkategori karyawan, berdasarkan lokasioperasional yang signifikan

76, 77 G4-LA13Ratio of basic salary and remuneration ofwomen to men by employee category, bysignificant locations of operation

Equal Remuneration

for Women and Men

Sosial DMA SO 45, 46 DMA SO Social

Masyarakat Lokal G4-SO1Persentase operasi dengan pelibatanmasyarakat lokal, asesmen dampak,dan program pengembangan yangditerapkan

89 G4-SO1Percentage of operations with implemented local community engagement, impact assessments, and development programs

Local Communities

FS13Akses bagi wilayah dengan populasi rendah atau miskin secara ekonomi berdasarkan jenis

37 FS13 Access points in low-populated or economically disadvantaged areas by type

FS14Inisiatif untuk meningkatkan akses ke layanan keuangan untuk orang-orang yang kurang beruntung

37 FS14 Initiatives to improve acces to financial service for disadvantaged people

Anti-Korupsi G4-SO4Komunikasi dan pelatihan mengenaikebijakan dan prosedur anti-korupsi

112 G4-SO4Communication and training on anti-corruption policies and procedures

Anti-Corruption

G4-SO5Insiden korupsi yang terbukti dantindakan yang diambil

113 G4-SO5Confirmed incident of corruption and actions taken



Halaman Page


Tanggung Jawab Atas Produk

DMA PRSector Specific Aspect: Product Portfolio

29, 89 DMA PRSector Specific Aspect: Product Portfolio

Product Responsibility

Portofolio Produk FS1Kebijakan dengan komponen lingkungan dan sosial tertentu diterapkan untuk lini bisnis

89 FS1Policies with specific environmental and social components applied to business lines

Product Portfolio

FS2Prosedur untuk menilai dan skrining risiko lingkungan dan sosial di lini bisnis

89 FS2Procedures for assessing and screening environmental and social risks in business lines

FS3Proses untuk memantau pelaksanaan klien dan kepatuhan dengan persyaratan lingkungan dan sosial termasuk dalam perjanjian

31, 89 FS3Processes for monitoring clients’ implementation of and compliance with environmental and social requirements included in agreements

FS4Proses untuk meningkatkan kompetensi staf untuk melaksanakan kebijakan dan prosedur lingkungan dan sosial yang diterapkan pada lini bisnis

90 FS4Process(es) for improving staff competency to implement the environmental and social policies and procedures as applied to business lines

FS5Interaksi dengan klien/asosiasi/mitra bisnis mengenai risiko dan peluang lingkungan dan sosial

89 FS5Interactions with clients/investees/business partners regarding environmental and social risks and opportunities

FS6Persentase portofolio untuk lini bisnis dengan wilayah tertentu, ukuran dan sektor

Laporan Tahunan

2014Annual Report

2014

FS6Percentage of the portfolio for business lines by specific region, size and sector

FS7Nilai moneter dari produk dan layanan yang dirancang untuk memberikan manfaat sosial tertentu

31, 32 FS7Monetary value of products and services designed to deliver a specific social benefit

Pelabelan Produk dan Jasa

G4-PR3Jenis informasi produk dan jasa yangdiharuskan oleh prosedur organisasiterkait dengan informasi dan pelabelanproduk dan jasa, serta persentase kategoriproduk dan jasa yang signifikan harusmengikuti persyaratan informasi sejenis

29 G4-PR3Type of product and service information required by the organization’s procedures for product and service information and labeling, and percentage of significant product and service categories subject to such information requirement

Product and Service

Labelling

G4-PR5Hasil survei untuk mengukur kepuasanpelanggan

43 G4-PR5Results of surveys measuring customersatisfaction

FS16Inisiatif untuk meningkatkan melek finansial berdasarkan jenis penerima

47, 54 FS16Initiatives to enhance financial literacy by type of beneficiary

Privasi Pelanggan G4-PR8Jumlah total keluhan yang terbuktiterkait dengan pelanggaran privasipelanggan dan hilangnya data pelanggan

Tidak adaNone

G4-PR8Total number of substantiated complaintsregarding breaches of customer privacyand loses of customer data

Customer Privacy



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Audit FS9Cakupan dan frekuensi audit untuk menilai pelaksanaan kebijakan lingkungan dan sosial dan prosedur penilaian risiko

89 FS9Coverage and frequency of audits to assess implementation of environmental and social policies and risk assessment procedures

Audit

Kepemilikan Aktif FS10Persentase dan jumlah perusahaan diselenggarakan dalam portofolio lembaga dengan mana organisasi telah berinteraksi pada isu-isu lingkungan atau sosial

89 F10Percentage and number of companies held in the institution’s portfolio with which the organization has interacted on environmental or social issues

Active Ownership

FS12Kebijakan Voting diterapkan untuk isu-isu lingkungan dan sosial untuk saham di mana organisasi melaporkan memegang hak untuk memilih saham atau menyarankan voting

89 FS12Voting policies applied to environmental or social issues for shares over which the reporting organization holds the right to vote shares or advises on voting


INDEKS GRIGRI Index

LEMBAR TANGGAPAN ATAS LAPORAN KEBERLANJUTAN BANK OCBC NISP 2014 Feedback form on Bank OCBC NISP Sustainability Report 2014

Terima kasih atas minat Anda dalam memberikan umpan balik terhadap Laporan Bank OCBC NISP Keberlanjutan 2014. Formulir ini akan memungkinkan Anda untuk memberikan pandangan terhadap Laporan Keberlanjutan ini dalam cara yang terstruktur.

Pandangan Anda adalah penting: Terima kasih untuk berbagi dengan kami.

Thank you for your interest in providing feedback on Bank OCBC NISP Sustainability Report 2014. This form will allow you to provide your views for this Sustainability Report in a structured way.

Your views are important: Thank you for sharing them with us.

Seberapa efektifkah Laporan Keberlanjutan ini mengkomunikasikan kinerja keberlanjutan Bank OCBC NISP?How effective does the Sustainability Report communicate Bank OCBC NISP’s sustainability performance?

c Sangat Efektif/ Very Effectivelyc Efektif/Effectivelyc Cukup Memuaskan/Satisfactorilyc Buruk/Poorly

Secara keseluruhan Anda menilai/Overall you found the:

Isi laporan/Content of the report:c Sangat Bagus/Very goodc Bagus/Goodc Cukup/Fairc Buruk/Poor

Format laporan/Format of the report:c Sangat Bagus/Very goodc Bagus/Goodc Cukup/Fairc Buruk/Poor

Kualitas informasi yang disajikan/Quality of information in the report:c Sangat Bagus/Very goodc Bagus/Goodc Cukup/Fairc Buruk/Poor

Kejelasan & Transparansi Informasi/ Clarity & Transparency of Information:

c Sangat Bagus/Very goodc Bagus/Goodc Cukup/Fairc Buruk/Poor

Informatif, menarik untuk dibaca/Informative, interesting reading:

c Sangat Bagus/Very goodc Bagus/Goodc Cukup/Fairc Buruk/Poor

Kemudahan untuk dibaca & Tampilan Visual/Readability & Visual appearance:c Sangat Bagus/Very goodc Bagus/Goodc Cukup/Fairc Buruk/Poor

Pada bagian apa saja Anda ingin melihat informasi tambahan yang disediakan?In what areas would you like to see additional information provided? .......................................................................................................

Indikator (GRI atau lainnya) yang Anda ingin Kami laporkan untuk Laporan Keberlanjutan Bank OCBC NISP di masa yang akan datang? Which (GRI or other) indicators would you like to include in the future Bank OCBC NISP Sustainability Report? ......................................................................................................................................................................................................................................................................



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Mohon diisi dengan lengkap Please provide the following details

Profil Organisasi/ PersonalOrganizational/Personal Profile

Nama OrganisasiOrganization’s Name

Sektor BisnisBusiness Sector

Jabatan PekerjaanJob Title

NamaName

GenderGender

UsiaAge

AlamatAddress

E-mailE-mail

No. TeleponPhone No.

PRIVACY DISCLAIMERProfil organisasi/personal Anda akan diminta untuk memastikan akuntabilitas. Informasi ini untuk penggunaan internal saja. Informasi Anda tidak akan dipublikasikan, dan Bank OCBC NISP tidak akan menggunakan alamat email Anda untuk tujuan lain selain untuk menghubungi Anda secara langsung untuk menjelaskan respon. Your organizational/personal profile will be requested to ensure accountability. This information is for internal use only. Your details will not be made for public, nor will Bank OCBC NISP use your email address for any other purpose than to contact you directly to clarify a response.

BAGAIMANA MENGIRIMKAN FORMULIR UMPAN BALIK [G4-31]

HOW TO SUBMIT YOUR FEEDBACK FORM [G4-31]

Bila Anda telah selesai mengisi formulir ini, silahkan kirim melalui surat atau e-mail ke kontak berikut ini: When you have finished filling this form, please send us by mail or e-mail to this following contact:

PT Bank OCBC NISP Tbk Corporate Communication DivisionUp. Tina Tjintawati OCBC NISP Tower Jl. Prof. Dr. Satrio Kav. 25 Jakarta 12940 - Indonesia Tel. (62-21) 255 33 888 Fax. (62-21) 579 44 000E-mail : [email protected]


Daftar Isi

Contents

Elevating Sustainable Values 1

Tentang Laporan Keberlanjutan About Sustainability Report 2Visi Vision 3Misi Mission 3Sekilas Bank OCBC NISP About Bank OCBC NISP 4Jejak Langkah Milestones 6Profil Bank OCBC NISP Bank OCBC NISP Profile 8Penghargaan Accolades 9Sambutan Presiden Komisaris Report from the Chairman 10Sambutan Presiden Direktur Report from the President Director 14 Komitmen Keberlanjutan Sustainability Commitment 20Strategi Keberlanjutan Bank OCBC NISP Bank OCBC NISP Sustainability Strategy 22

Mencapai Keberlanjutan Usaha Jangka Panjang Achieving Long Term Business Sustainability 26Bersama Masyarakat Membangun Kesejahteraan Sosial Growing a Welfare Society with the Community 44Bersama Karyawan Berinovasi Engaging Employee to Innovate 68Mengelola Dampak Melestarikan Lingkungan Managing Impact Conserving Environment 88Menjaga Kehati-hatian Bank Maintaining a Prudent Bank 96Hubungan Harmonis dengan Pemangku Kepentingan Harmonious Relations with Stakeholders 114Tentang Laporan Ini About This Report 119Referensi GRI4 & Sector Disclosures Financial Service 121Lembar Tanggapan Atas Laporan Keberlanjutan Bank OCBC NISP 2014 Feedback Form on Bank OCBC NISP Sustainability Report 2014 127

PT Bank OCBC NISP Tbk

2014Laporan Keberlanjutan

Sustainability Report

Elevating SustainableValue

Laporan Keberlanjutan 2014 Sustainability Report

Elevating Sustainable Value

Elevating Sustainable Value



Head OfficeOCBC NISP TowerJl. Prof. Dr. Satrio Kav.25Jakarta 12940 - IndonesiaTel. (62-21) 255 33 888Fax. (62-21) 579 44 000www.ocbcnisp.com

Menjaga Kehati-hatian Bank Maintaining a Prudent Bank · 3. Warga masyarakat terhormat. 4. Bisnis...

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