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Laporan Tahunan 2013 Annual Report

Menjaga Stabilitas untuk Pertumbuhan Ekonomi yang BerkesinambunganMaintaining Stability for Sustainable Economic GrowthJl. M.H. Thamrin No. 2 Jakarta 10350

Telp. (62 21) 500131Fax. (62 21) 3861458www.bi.go.idemail: [email protected]


Menjaga Stabilitas untuk Pertumbuhan Ekonomi yang BerkesinambunganMaintaining Stability for Sustainable Economic Growth

Menjaga Stabilitas untuk Pertum

buhan Ekonomi yang B

erkesinambungan

Maintaining Stability for Sustainable Econom

ic Grow

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Indonesia menghadapi tantangan tak ringan selama 2013. Setidaknya, terdapat tiga isu global yaitu ketidakpastian pemulihan ekonomi global, ketidakjelasan penghentian stimulus oleh The Fed (tappering-off), dan harga komoditas yang terus menurun. Hal ini berdampak terhadap kondisi ekonomi domestik melalui jalur perdagangan maupun keuangan. Kondisi kian berat karena struktur ekonomi Indonesia belum kuat memenuhi permintaan domestik yang masih besar. Akibatnya, tekanan terhadap neraca pembayaran semakin meningkat, nilai tukar rupiah melemah, dan inflasi meningkat.

Seiring dengan menguatnya tekanan terhadap perekonomian Indonesia, Bank Indonesia memaksimalkan upaya mengawal stabilitas guna memastikan perekonomian nasional tumbuh berimbang dan sehat. Dalam hal ini, prioritas utama Bank Indonesia adalah menekan laju inflasi, menurunkan defisit transaksi berjalan, dan memperkuat stabilitas sistem keuangan (SSK). Bank Indonesia memantapkan bauran kebijakannya di bidang moneter, makroprudensial, dan sistem pembayaran. Selain itu, juga bersinergi dengan Pemerintah, otoritas keuangan terkait, dan bank sentral lain dalam menjaga stabilitas perekonomian dan SSK.

Komitmen mengelola SSK juga ditunjukkan dengan mengawal transisi pengalihan tugas pengawasan dan pengaturan bank ke Otoritas Jasa Keuangan. Dengan persiapan yang matang, proses pengalihan berjalan lancar, dan. industri perbankan pada saat dialihkan dalam kondisi sehat serta kegiatan bisnis perbankan tetap berjalan normal.

Berbagai langkah kebijakan yang telah ditempuh Bank Indonesia dan Pemerintah membuahkan hasil positif. Mulai triwulan IV-2013, perekonomian dan sistem keuangan Indonesia menunjukkan sinyal perbaikan. Inflasi mereda, keseimbangan eksternal mulai membaik, nilai tukar terkendali, dan SSK terjaga baik. Keberhasilan kebijakan yang ditempuh oleh Bank Indonesia mendapatkan pengakuan dari the Financial Times dan the Economist.

Berbagai capaian tersebut tidak terlepas dari dukungan kapabilitas internal Bank Indonesia. Bank Indonesia membangun infrastruktur tata kelola organisasi yang mampu mendukung terlaksananya tugas secara efektif dan dapat dipertanggung jawabkan. Sumber daya manusia yang kompeten dan berintegritas juga menjadi motor penggerak kinerja Bank Indonesia. Menjawab perubahan lingkungan yang dinamis, di 2013 Bank Indonesia melakukan Reorganisasi Struktur Organisasi Level Atas. Perubahan ini memberikan nuansa baru pelaksanaan tugas dan peran Bank Indonesia khususnya dalam mewujudkan stabilitas sistem keuangan.

Memasuki 2014, masih banyak tantangan menghadang perekonomian Indonesia. Proses pemulihan ekonomi global masih berlanjut dan ekonomi domestik masih membutuhkan pembenahan struktural. Bank Indonesia tetap konsisten menjaga stabilitas untuk pertumbuhan ekonomi yang berkesinambungan, dengan mendayagunakan seluruh potensi dan kemampuan yang ada. Salah satunya mempertajam strategi kebijakan dan memperkuat pengorganisasian Bank Indonesia. Untuk jangka pendek, telah ditetapkan strategi tahunan 2014 dan dalam jangka panjang telah dicanangkan misi dan visi Bank Indonesia 2024, yang ditunjang dengan nilai-nilai strategis baru.

In 2013, Indonesia was confronted with daunting challenges. At least there are three global issues i.e. uncertainty over global economic recovery, lack of clarity over tapering off the fiscal stimulus as signaled by the Fed and the prolonged decline in commodity prices. The domestic economic conditions were influenced through the trade and financial channels. Further challenges were posed by the structure of the Indonesian economy, which lacked capacity to keep pace with buoyant domestic demand. As a result, the balance of payments came under mounting pressure, accompanied by weakening in the exchange rate and rising inflation.

With growing pressure bearing down on the Indonesian economy, Bank Indonesia mounted an all-out drive for stability to ensure balanced and prudent economic growth. The main priority for Bank Indonesia was to curb the rate of inflation, bring down the current account deficit and reinforce financial system stability. Bank Indonesia strengthened its policy mix covering monetary management, macroprudential policies and the payment system. Bank Indonesia also worked in synergy with the Government, relevant financial authorities and other central banks to protect economic and financial system stability.

The commitment to financial system stability was also demonstrated in preparation for the transition involving the handover of banking regulation and supervision functions to the Financial Services Authority. With thorough preparations in place, the handover proceeded without a hitch, and the banking industry remained in sound condition during the transfer with banking business continuing as normal.

The multifaceted policy actions pursued by Bank Indonesia and the Government brought positive results. In Q4/2013, Indonesia’s economy and financial system began showing signs of improvement. Inflation eased, external balances began to improve, the exchange rate was brought under control and financial stability remained within comfortably safe limits. The success of Bank Indonesia’s policies won acclaim from The Financial Times and The Economist.

These achievements would not have been possible without the support of Bank Indonesia’s internal capabilities. Bank Indonesia has developed an organisational governance infrastructure capable of supporting the effective and accountable performance of duties. Another force driving the performance of Bank Indonesia is the competence and integrity of its human resources. In 2013, in response to the dynamically changing environment, Bank Indonesia embarked on Reorganisation of the High Level Organisational Structure. This change has brought fresh nuances to the performance of Bank Indonesia’s duties and roles, particularly in bringing about financial system stability.

In early 2014, numerous challenges continue to daunt the Indonesian economy. The global economy is still struggling towards recovery. The domestic economy has further need of structural reforms. Bank Indonesia is holding steadfast in managing stability for sustainable economic growth. To bring this about, Bank Indonesia will harness its entire potential and capabilities. One such measure involves the fine tuning of policy strategy and strengthening of the Bank Indonesia organisation. For the short-term, Bank Indonesia has adopted the 2014 annual strategy and launched the mission and vision for 2024, underpinned by new strategic values.

DAFTAR ISITable of Contents

Ikhtisar 1 Highlights

Tema Laporan Tahunan 2 Annual Report Theme

PENGANTAR GUBERNUR 4 FOREWORD BY THE GOVERNOR

TENTANG BANK INDONESIA 10 ABOUT BANK INDONESIAStatus, Tujuan, dan Tugas 11 Status, Objective, and Task

Visi, Misi, dan Nilai-Nilai Strategis 12 Vision, Mission, and Strategic Values

Sekilas Perjalanan 14 Brief History

Profil Dewan Gubernur 18 Profile of the Board of Governors

Rangkaian Peristiwa 2013 22 Series of Events in 2013

Kebijakan Strategis 2013 28 Strategic Policies in 2013

Struktur Organisasi Bank Indonesia 32 Organisational Structure of Bank Indonesia

Peta Wilayah Kerja Bank Indonesia 34 Working Area Map of Bank Indonesia

TATA KELOLA BANK INDONESIA 36 BANK INDONESIA GOVERNANCEDewan Gubernur 38 Board of Governors

Badan Supervisi Bank Indonesia 39 Bank Indonesia Supervision Body

Rapat Dewan Gubernur 39 Board of Governors Meeting

Komite 40 Committee

Manajemen Strategis 41 Strategic Management

Manajemen Risiko 43 Risk Management

Audit Internal 44 Internal Audit

Hubungan dengan Pemerintah 44 Relationship with the Government

Hubungan dengan Parlemen 45 Relationship with the Parliament

Pengaturan Kode Etik Anggota Dewan Gubernur

46 Code of Ethics for the Member of the Board of Governors

Pengaturan Disiplin Pegawai 47 Employee Code of Discipline

KINERJA DAN PELAKSANAAN TUGAS BANK INDONESIA

48 BANK INDONESIA PERFORMANCE AND TASK IMPLEMENTATION

Mengelola Kestabilan Moneter 50 Managing Monetary Stability

• Boks: Apresiasi Kebijakan Bank Indonesia 55 • Box: Appreciation for Bank Indonesia Policies

• Boks: Menopang Kestabilan Nilai Tukar Rupiah dan Menguatkan Pengelolaan

Likuiditas

58 • Box: Sustaining the Stability of the Exchange Rate of Rupiah and Strengthening Liquidity Management

• Boks: Mengendalikan Inflasi Daerah 60 • Box: Controlling Regional Inflation

Mengawal Ketahanan Sistem Perbankan dan Memperkokoh Stabilitas Sistem

Keuangan

63 Safeguarding Banking System Resilience and Bolstering Financial System Stability

• Boks: Pengawasan Perbankan oleh Bank Indonesia Dalam Lintasan Waktu

68 • Box: Bank Indonesia Banking Supervision in the Passage of Time

Menjaga Sistem Pembayaran yang Aman dan Efisien

73 Maintaining a Secure and Efficient Payment System

• Boks: Merentang Jangkauan Layanan Uang Layak Edar

74 • Box: Expanding Services Coverage of Currency Fit for Circulation

Menggerakkan Sektor Riil dan UMKM 77 Mobilizing the Real Sector and MSMEs

• Boks: Menjalin Kemitraan, Mendorong Roda Perekonomian

82 • Box: Establishing Partnerships, Turning the Economic Wheel

• Boks: Mendekatkan Perekonomian Indonesia ke Mancanegara

85 • Box: Bringing the Indonesian Economy to the World

Memperkuat Kerjasama Internasional 87 Strengthening International Cooperation

Menata Organisasi dan Mengelola Kinerja 89 Restructuring Organisation and Managing Performance

BANK INDONESIA DAN PUBLIK 94 BANK INDONESIA AND THE PUBLIC

Komunikasi dan Edukasi Publik 96 Public Communication and Education

• Boks: Menyapa Publik Melalui BICARA 98 • Box: Greeting the Public through BICARA

Program Sosial Bank Indonesia 100 Bank Indonesia Social Programme

• Boks: Mendulang Asa di Sela Pohon Sawit 104 • Box: Stirring Hope in the Middle of Palm Oil Trees

OUTLOOK DAN STRATEGI KE DEPAN

106 OUTLOOK AND STRATEGY

Outlook Perekonomian 108 Economic Outlook

Strategi ke Depan 109 Strategy

LAPORAN KEUANGAN 115 FINANCIAL REPORT


Menjaga Stabilitas untuk Pertumbuhan Ekonomi yang BerkesinambunganMaintaining Stability for Sustainable Economic GrowthJl. M.H. Thamrin No. 2 Jakarta 10350

Telp. (62 21) 500131Fax. (62 21) 3861458www.bi.go.idemail: [email protected]


Menjaga Stabilitas untuk Pertumbuhan Ekonomi yang BerkesinambunganMaintaining Stability for Sustainable Economic Growth

Menjaga Stabilitas untuk Pertum

buhan Ekonomi yang B

erkesinambungan

Maintaining Stability for Sustainable Econom

ic Grow

thLap

oran

Tahu

nan

A

nn

ual R

epo

rt 2013

Indonesia menghadapi tantangan tak ringan selama 2013. Setidaknya, terdapat tiga isu global yaitu ketidakpastian pemulihan ekonomi global, ketidakjelasan penghentian stimulus oleh The Fed (tappering-off), dan harga komoditas yang terus menurun. Hal ini berdampak terhadap kondisi ekonomi domestik melalui jalur perdagangan maupun keuangan. Kondisi kian berat karena struktur ekonomi Indonesia belum kuat memenuhi permintaan domestik yang masih besar. Akibatnya, tekanan terhadap neraca pembayaran semakin meningkat, nilai tukar rupiah melemah, dan inflasi meningkat.

Seiring dengan menguatnya tekanan terhadap perekonomian Indonesia, Bank Indonesia memaksimalkan upaya mengawal stabilitas guna memastikan perekonomian nasional tumbuh berimbang dan sehat. Dalam hal ini, prioritas utama Bank Indonesia adalah menekan laju inflasi, menurunkan defisit transaksi berjalan, dan memperkuat stabilitas sistem keuangan (SSK). Bank Indonesia memantapkan bauran kebijakannya di bidang moneter, makroprudensial, dan sistem pembayaran. Selain itu, juga bersinergi dengan Pemerintah, otoritas keuangan terkait, dan bank sentral lain dalam menjaga stabilitas perekonomian dan SSK.

Komitmen mengelola SSK juga ditunjukkan dengan mengawal transisi pengalihan tugas pengawasan dan pengaturan bank ke Otoritas Jasa Keuangan. Dengan persiapan yang matang, proses pengalihan berjalan lancar, dan. industri perbankan pada saat dialihkan dalam kondisi sehat serta kegiatan bisnis perbankan tetap berjalan normal.

Berbagai langkah kebijakan yang telah ditempuh Bank Indonesia dan Pemerintah membuahkan hasil positif. Mulai triwulan IV-2013, perekonomian dan sistem keuangan Indonesia menunjukkan sinyal perbaikan. Inflasi mereda, keseimbangan eksternal mulai membaik, nilai tukar terkendali, dan SSK terjaga baik. Keberhasilan kebijakan yang ditempuh oleh Bank Indonesia mendapatkan pengakuan dari the Financial Times dan the Economist.

Berbagai capaian tersebut tidak terlepas dari dukungan kapabilitas internal Bank Indonesia. Bank Indonesia membangun infrastruktur tata kelola organisasi yang mampu mendukung terlaksananya tugas secara efektif dan dapat dipertanggung jawabkan. Sumber daya manusia yang kompeten dan berintegritas juga menjadi motor penggerak kinerja Bank Indonesia. Menjawab perubahan lingkungan yang dinamis, di 2013 Bank Indonesia melakukan Reorganisasi Struktur Organisasi Level Atas. Perubahan ini memberikan nuansa baru pelaksanaan tugas dan peran Bank Indonesia khususnya dalam mewujudkan stabilitas sistem keuangan.

Memasuki 2014, masih banyak tantangan menghadang perekonomian Indonesia. Proses pemulihan ekonomi global masih berlanjut dan ekonomi domestik masih membutuhkan pembenahan struktural. Bank Indonesia tetap konsisten menjaga stabilitas untuk pertumbuhan ekonomi yang berkesinambungan, dengan mendayagunakan seluruh potensi dan kemampuan yang ada. Salah satunya mempertajam strategi kebijakan dan memperkuat pengorganisasian Bank Indonesia. Untuk jangka pendek, telah ditetapkan strategi tahunan 2014 dan dalam jangka panjang telah dicanangkan misi dan visi Bank Indonesia 2024, yang ditunjang dengan nilai-nilai strategis baru.

In 2013, Indonesia was confronted with daunting challenges. At least there are three global issues i.e. uncertainty over global economic recovery, lack of clarity over tapering off the fiscal stimulus as signaled by the Fed and the prolonged decline in commodity prices. The domestic economic conditions were influenced through the trade and financial channels. Further challenges were posed by the structure of the Indonesian economy, which lacked capacity to keep pace with buoyant domestic demand. As a result, the balance of payments came under mounting pressure, accompanied by weakening in the exchange rate and rising inflation.

With growing pressure bearing down on the Indonesian economy, Bank Indonesia mounted an all-out drive for stability to ensure balanced and prudent economic growth. The main priority for Bank Indonesia was to curb the rate of inflation, bring down the current account deficit and reinforce financial system stability. Bank Indonesia strengthened its policy mix covering monetary management, macroprudential policies and the payment system. Bank Indonesia also worked in synergy with the Government, relevant financial authorities and other central banks to protect economic and financial system stability.

The commitment to financial system stability was also demonstrated in preparation for the transition involving the handover of banking regulation and supervision functions to the Financial Services Authority. With thorough preparations in place, the handover proceeded without a hitch, and the banking industry remained in sound condition during the transfer with banking business continuing as normal.

The multifaceted policy actions pursued by Bank Indonesia and the Government brought positive results. In Q4/2013, Indonesia’s economy and financial system began showing signs of improvement. Inflation eased, external balances began to improve, the exchange rate was brought under control and financial stability remained within comfortably safe limits. The success of Bank Indonesia’s policies won acclaim from The Financial Times and The Economist.

These achievements would not have been possible without the support of Bank Indonesia’s internal capabilities. Bank Indonesia has developed an organisational governance infrastructure capable of supporting the effective and accountable performance of duties. Another force driving the performance of Bank Indonesia is the competence and integrity of its human resources. In 2013, in response to the dynamically changing environment, Bank Indonesia embarked on Reorganisation of the High Level Organisational Structure. This change has brought fresh nuances to the performance of Bank Indonesia’s duties and roles, particularly in bringing about financial system stability.

In early 2014, numerous challenges continue to daunt the Indonesian economy. The global economy is still struggling towards recovery. The domestic economy has further need of structural reforms. Bank Indonesia is holding steadfast in managing stability for sustainable economic growth. To bring this about, Bank Indonesia will harness its entire potential and capabilities. One such measure involves the fine tuning of policy strategy and strengthening of the Bank Indonesia organisation. For the short-term, Bank Indonesia has adopted the 2014 annual strategy and launched the mission and vision for 2024, underpinned by new strategic values.

1.09

Sistem keuangan Indonesia terjaga stabil dengan Indeks Stabilitas Sistem Keuangan akhir 2013 sebesar

jauh di bawah indeks pada level krisis.

8.38%Inflasi IHK stabil dipertahankan satu digit yakni

berbeda dengan saat kenaikan harga BBM bersubsidi pada 2005 dan 2008.

Ekonomi tetap tumbuhThe economy continues to grow at

21.60%(yoy)

1.77%

Kinerja intermediasi perbankan tetap optimal dalam mendukung pertumbuhan ekonomi. Kredit tumbuh

dengan rasio kredit bermasalah (Non Performing Loan) gross yang rendah yakni

Transaksi melalui sistem pembayaran berjalan aman dan lancar. Tidak ada kegagalan sistem BI-RTGS, BI-SSSS,

dan SKNBI.

18.48%

Rasio permodalan (CAR) perbankan tercatat

5.78%lebih tinggi dibandingkan dengan pertumbuhan ekonomi peer countries.higher than the economic growth of peer countries.

1 2013 Annual Report | Bank Indonesia

CPI inflation was maintained stable within a single digit at

unlike the times when the subsidized fuel prices were increased in 2005 and 2008.

The capital adequacy ratio (CAR) of the banking industry was recorded at Indonesia’s financial system was maintained stable

with the Financial System Stability Index at the end of 2013 recorded at

stronger than in 2012 and well above the minimum threshold.

lebih kuat dibandingkan 2012 dan di atas batas minimum.

well below the index level of crisis.

The performance of banking intermediation remains optimal in support of economic growth. Credit grew

with gross non performing loan ratio maintained low at

Payment system transactions run safely and smoothly.

There was no failure of BI-RTGS, BI-SSSS, and SKNBI system.

Bank Indonesia | Laporan Tahunan 2013 2

Tema Laporan TahunanAnnual Report Theme

Pengantar GubernurForeword by the Governor

Tentang Bank IndonesiaAbout Bank Indonesia

Tata Kelola Bank IndonesiaBank Indonesia Governance


Sebagai Bank Sentral, Bank Indonesia memiliki peran yang sangat penting dalam menjaga stabilitas pertumbuhan ekonomi Indonesia serta menjamin kesinambungannya di masa depan. Dalam mewujudkan perannya tersebut, Bank Indonesia bergerak secara kokoh dan terencana sehingga mampu mendukung serta memfasilitasi berjalannya roda perekonomian Indonesia.

Tata Kelola Bank Indonesia Bank Indonesia senantiasa mengedepankan tata kelola yang baik dalam pelaksanaan tugasnya, karena tugas dan wewenang yang diembannya merupakan amanat dari rakyat yang harus dilaksanakan secara baik dan benar dengan cara-cara yang dapat dipertanggungjawabkan.

Bank Indonesia dan Publik Bank Indonesia menjunjung tinggi prinsip akuntabilitas dan transparansi yang diwujudkan antara lain dengan mengkomunikasikan kebijakannya kepada para pemangku kepentingan secara terbuka. Melalui beberapa channel informasi yang dapat diakses oleh masyarakat, Bank Indonesia menumbuhkan pemahaman tentang tugas dan tanggung jawabnya di bidang moneter, perbankan, dan sistem pembayaran.

Bank Indonesia Governance Bank Indonesia always put good governance as the first and foremost in the implementation of its duties because its tasks and authority are mandates that the people had entrusted and must be properly implemented in an accountable manner.

Bank Indonesia and the Public Bank Indonesia upholds the principles of accountability and transparency by publicly communicating its policies to stakeholders. Through multiple channels of information that are accessible to the public, Bank Indonesia instilled an understanding of its tasks and responsibilities in monetary, banking, and payment system.


Kinerja dan Pelaksanaan Tugas Bank IndonesiaBank Indonesia Performance and Task Implementation

Bank Indonesia dan PublikBank Indonesia and the Public

Outlook dan Strategi ke DepanOutlook and Strategy

Laporan KeuanganFinancial Report

As a central bank, Bank Indonesia plays a very important role in maintaining the stability of Indonesia’s economic growth and ensures it’s sustainability in the future. To fulfill its role, Bank Indonesia makes a solid and planned movement in order to support and facilitate the turning of Indonesia’s economic wheel.

Kinerja dan Pelaksanaan Tugas Bank Indonesia Kinerja Bank Indonesia tercermin pada kondisi perekonomian Indonesia yang solid dengan stabilitas keuangan yang tetap terjaga serta sistem pembayaran yang berjalan lancar dan aman. Bank Indonesia senantiasa berkomitmen untuk menjalankan amanah dan tugasnya sebaik mungkin dalam menjaga perekonomian tetap kuat dan kondusif.

Outlook dan Strategi ke Depan Dengan mencermati perkembangan perekonomian dunia dan dalam negeri, Bank Indonesia menetapkan arah kebijakan dan menyusun rencana strategis dalam pelaksanaan tugasnya sebagai bank sentral. Hal ini didukung pula dengan restrukturisasi organisasi dan peningkatan kemampuan internal. Bank Indonesia akan mengawal implementasi strategi untuk mencapai sasarannya.

Bank Indonesia Performance and Task Implementation Bank Indonesia’s performance is reflected on the solid state of Indonesian economy, the preservation of financial stability, and the smoothness and security of payment system operations. Bank Indonesia is always committed to carry out its mandate and tasks to the best of its capability to keep the economy going strong and stay conducive.

Outlook and Strategy By keeping close observation of the world and domestic economic development, Bank Indonesia establishes policy direction and constructs strategic plan in the implementation of its tasks as a central bank. This is also supported by restructuring the organisation and increasing internal capabilities. Bank Indonesia will safeguard the implementation of its strategy to achieve the objectives.







Agus D.W. MartowardojoGubernurGovernor







Menjaga Stabilitas Untuk Pertumbuhan Ekonomi yang Berkesinambungan

Maintaining Stability for Sustainable Economic Growth

Tahun 2013 merupakan tahun yang tidak mudah bagi perekonomian Indonesia. Kondisi perekonomian global yang sebelumnya kondusif berubah pada tahun 2013. Menyikapi hal tersebut, sepanjang 2013 Bank Indonesia merespons dengan kebijakan yang diarahkan untuk memastikan inflasi dapat segera kembali ke lintasan sasaran inflasi dan defisit transaksi berjalan dapat ditekan menuju level yang lebih sehat.

2013 had not been an easy year for the Indonesian economy.The previously conducive state of the global economic conditionhad changed course in 2013. To address that concern in 2013,Bank Indonesia responded with policies directed to steer inflationimmediately back in track within the range of targeted inflation andbring the current account deficit down to a healthier level.






Tahun 2013 merupakan tahun yang tidak mudah bagi perekonomian Indonesia. Dinamika perekonomian global yang tidak menguntungkan telah memberikan tekanan pada perekonomian dan pasar keuangan domestik sepanjang tahun, baik melalui jalur perdagangan dan investasi, maupun melalui jalur ekspektasi dan sentimen. Kondisi perekonomian global yang sebelumnya kondusif berubah pada tahun 2013, dipicu oleh bergesernya faktor-faktor global yang sebelumnya menguntungkan perekonomian Indonesia. Di sektor perdagangan, melambatnya pertumbuhan ekonomi negara-negara emerging market seperti China dan India menimbulkan konsekuensi pada berakhirnya era harga komoditas yang tinggi, menurunkan terms of trade Indonesia, dan pada akhirnya menekan kinerja ekspor komoditas primer. Di tengah kuatnya permintaan domestik yang mendorong impor, pelemahan kinerja ekspor ini menaikkan defisit transaksi berjalan. Di sektor keuangan, indikasi membaiknya kinerja perekonomian Amerika Serikat telah mendorong otoritas moneternya untuk mulai melakukan pengurangan stimulus moneter, sehingga secara berangsur-angsur mengurangi pasokan likuiditas ke negara-negara emerging market, termasuk Indonesia.

Kesemua kondisi ini memunculkan ketidakseimbangan Neraca Pembayaran Indonesia yang ditandai oleh melebarnya defisit transaksi berjalan dan semakin terbatasnya arus modal masuk ke dalam negeri, sehingga secara fundamental menekan nilai tukar rupiah. Tekanan depresiatif terhadap rupiah terutama membesar sejak Mei 2013 ketika sinyal pengurangan stimulus moneter the Fed mulai dikomunikasikan kepada publik. Tekanan depresiatif tersebut kemudian semakin besar, didorong oleh faktor domestik terkait meningkatnya ekspektasi inflasi pasca penerapan pembatasan impor komoditas pangan. Kebijakan pengurangan subsidi bahan bakar minyak, sebagai upaya mengatasi defisit fiskal dan transaksi berjalan, juga menambah tekanan terhadap inflasi yang kemudian semakin memperburuk sentimen.

Sepanjang 2013, Bank Indonesia merespons dengan kebijakan yang diarahkan untuk memastikan inflasi dapat segera kembali ke lintasan sasaran inflasi dan defisit transaksi berjalan dapat ditekan menuju level yang lebih sehat. Dalam kaitan ini, strategi kebijakan difokuskan pada upaya stabilisasi dengan mendorong

2013 was not an easy year for the Indonesian economy. Throughout the year, the adverse global economy development had given pressures to bear on the domestic economy and financial market through both the trade and investment channels and also the expectations and sentiment channels. The previously conducive state of the global economic condition had changed course in 2013, triggered by shifting global factors that had previously benefits the Indonesian economy. In the trade sector, the slowing economic growth of emerging market nations, such as China and India, had consequently brought the era of high commodity prices to an end, eroded Indonesia’s terms of trade and ultimately put pressure on the exports performance of primary commodity. Amid strong domestic demand that fuelled imports, the downturn in exports widened the current account deficit. In the financial sector, indications of improvement in the United States economy prompted the nation’s monetary authority to begin tapering off the monetary stimulus, a move that has gradually reduced the supply of liquidity to emerging market nations, including Indonesia.

All of these conditions led to growing disequilibrium of Indonesia’s balance of payments, marked by a widening current account deficit and a decline in foreign capital inflows into the country, so that it fundamentally put pressure on the rupiah exchange rate. The pressure of depreciating rupiah had started to increase in May 2013 when the Fed initially signaled the tapering off of monetary stimulus became public. The depreciative pressure subsequently escalated in response to domestic factors related to inflation expectations following the introduction of import restrictions on food commodities. The policy decision to cut back the fuel subsidy in order to curb the fiscal and current account deficits also increased inflationary pressure, followed by worsening sentiment.

Throughout 2013, Bank Indonesia policy response was directed to ensure that inflation could be brought immediately back in track within the range of targeted inflation and enable the current account deficit to be reduced to a healthier level. In this regard, the policy strategy was focused on stabilization measures







by steering the economy to a level that enables it to grow more conducive and balanced. This strategy was implemented through a multifaceted policy mix aimed at restoring macroeconomic stability without excessive impact to the economy.

Bank Indonesia implemented a tight monetary policy that was meant to bring inflation expectations back under control while simultaneously curbing excess domestic demand in order to cut back imports. BI Rate was increased as pre-emptive and forward-looking responses to climbing inflation expectations prior to the rise of subsidized fuel prices became effective.

Macroprudential policies were also tightened to rein in excess domestic demand and mitigate risks in the banking sector, such as tightening Loan to Value (LTV) requirement, calculation of minimum reserve requirement that factors in the loan to deposit ratio (RR LDR) and implementation of secondary minimum reserve requirement. Exchange rate policy was also directed to adopt greater flexibility in keeping with the fundamentals so that it was consistent with the efforts to bring down the current account deficit. Capital flow management policy was pointed towards improving the structure of capital inflows for greater resilience in Indonesia’s balance of payments. Structural policies were implemented through deepening of the rupiah and forex markets to create a more liquid money market capable of curbing excess volatility in turbulence times. Closer coordination with the Government was implemented to control inflation during 2013, most importantly to curb the second round effects of the rise in subsidized fuel prices.

This policy mix response also succeeded in reinforcing financial system stability during 2013. Amid the slowing trend in the domestic economy and depreciation in the rupiah exchange rate, Indonesia’s financial sector performance, particularly the banking industry, remained solid. The decreasing rate of bank credit growth from 23.1% at the end of 2012 to 21.4% in December 2013, supported stabilization measures aimed to steer the economy to become healthier. Banking risks that were reflected in credit risk, liquidity risk and market risk, were also adequately managed and supported by robust capital. The soundness of banking industry condition

perekonomian agar dapat tumbuh pada tingkat yang lebih kondusif dan seimbang. Strategi tersebut dilakukan melalui berbagai bauran kebijakan, yang ditujukan agar stabilitas makroekonomi dapat kembali diraih tanpa menimbulkan dampak yang berlebihan terhadap perekonomian.

Bank Indonesia menempuh kebijakan moneter yang ketat yang ditujukan untuk menjaga agar ekspektasi inflasi kembali terkendali sekaligus menekan permintaan domestik yang berlebihan dalam rangka mengurangi impor. Kenaikan BI Rate dilakukan secara preemptive dan forward looking merespons kenaikan ekspektasi inflasi sebelum diterapkan kenaikan harga Bahan Bakar Minyak (BBM) bersubsidi.

Pengetatan kebijakan makroprudensial juga dilakukan untuk menekan permintaan domestik yang berlebihan dan mengurangi risiko di sektor perbankan, seperti pengetatan Loan to Value (LTV), perhitungan Giro Wajib Minimum yang mempertimbangkan Loan to Deposit Ratio (GWM LDR), dan penerapan GWM sekunder. Kebijakan nilai tukar juga diarahkan agar lebih fleksibel sesuai dengan fundamentalnya sehingga konsisten dengan upaya menekan defisit transaksi berjalan. Kebijakan pengelolaan arus modal ditujukan untuk memperkuat struktur arus modal masuk yang dapat menopang ketahanan Neraca Pembayaran Indonesia. Kebijakan struktural dilakukan melalui pendalaman pasar, baik di pasar rupiah maupun valas, agar terbentuk pasar uang yang lebih likuid sehingga dapat mengurangi volatilitas yang berlebihan apabila terjadi gejolak. Penguatan koordinasi dengan Pemerintah juga dilakukan untuk mengendalikan inflasi selama 2013, terutama untuk menekan dampak lanjutan kenaikan harga BBM bersubsidi.

Respons bauran kebijakan tersebut juga berhasil menopang stabilitas sistem keuangan selama 2013. Di tengah tren perlambatan ekonomi domestik dan pelemahan nilai tukar rupiah, kinerja sektor keuangan Indonesia, khususnya industri perbankan, tetap solid. Pertumbuhan kredit perbankan yang melambat dari 23,1% di akhir tahun 2012 menjadi 21,4% pada Desember 2013 mendukung upaya stabilisasi untuk mendorong perekonomian bergerak ke arah yang lebih sehat. Risiko perbankan yang tercermin dari risiko kredit, risiko likuiditas dan risiko pasar juga cukup terjaga, disertai dengan dukungan ketahanan modal yang kuat. Kondisi industri perbankan yang sehat






tersebut memang sangat diperlukan agar kebijakan stabilisasi dapat dilakukan efektif tanpa menimbulkan dilema yang berlebihan.

Situasi perekonomian dan sistem keuangan Indonesia yang terjaga stabil juga memberikan ruang yang kondusif bagi proses transisi fungsi pengawasan bank dari Bank Indonesia ke Otoritas Jasa Keuangan (OJK). Setelah melalui proses penyiapan yang matang, pada akhir 2013 pengalihan fungsi tersebut dapat berjalan dengan baik. Patut disyukuri bahwa pada saat dialihkan, kegiatan bisnis perbankan maupun proses pengawasannya dapat tetap berjalan dengan normal.

Sejumlah bauran kebijakan yang ditempuh Bank Indonesia, selain memang telah berhasil meningkatkan ketahanan perekonomian dan pasar keuangan domestik, juga telah mendapatkan apresiasi dari harian dan majalah keuangan terkemuka dunia. Harian The Financial Times pada edisi 3 Februari 2014 menobatkan Bank Indonesia sebagai bank sentral terbaik kedua di antara negara-negara emerging market setelah Bank sentral Brazil. Bank Sentral dari Brazil, Indonesia dan India, oleh The Financial Times diberi gelar “The Guiders”, yaitu bank sentral yang secara ahead of the curve dinilai paling mampu mengarahkan perekonomian dan pasar keuangan. Secara khusus, The Financial Times juga menyampaikan penghargaan kepada Bank Indonesia atas kebijakan-kebijakannya yang semakin market-friendly, serta stance moneter yang secara agresif dan tepat telah diarahkan menuju siklus pengetatan sepanjang paruh kedua tahun 2013.

Di bidang sistem pembayaran, Bank Indonesia sepanjang 2013 telah menempuh beberapa kebijakan untuk memastikan bahwa sistem pembayaran sebagai infrastruktur yang mendukung perekonomian dapat diselenggarakan dengan baik. Perkembangan antara lain terlihat dari kecepatan dan ketepatan penyelesaian transaksi nilai besar, peningkatan efisiensi penyelenggaraan sistem pembayaran ritel, dan peningkatan penggunaan instrumen pembayaran non-tunai dalam rangka mendukung peningkatan efisiensi perekonomian. Berbagai kebijakan yang ditempuh meliputi penguatan infrastruktur sistem pembayaran di Bank Indonesia, melanjutkan pengembangan National Payment Gateway, interkoneksi uang elektronik (e-money), dan pengembangan kawasan less-cash society.

was particularly essential for the stabilization policy to work effectively without giving rise to excessive predicaments.

The stable situation of Indonesia’s economic and financial system is also conducive to the transition of bank supervision functions from Bank Indonesia to the Financial Services Authority (FSA). After going through comprehensive preparation processes, the handover of those functions proceeded well at the end of 2013. We were grateful that the banking business and its supervision continued as normal at the times of the handover.

A series of policy mixes implemented by Bank Indonesia had not only succeeded in increasing the resiliency of the domestic economy and financial market, but also gained appreciation from world leading financial newspaper and magazine. In the edition of 3 February 2014, The Financial Times acknowledged Bank Indonesia as the second best central bank among emerging market nations, after the central bank of Brazil. The Financial Times named the central banks of Brazil, Indonesia and India “The Guiders,” which was central banks that in working ahead of the curve were perceived the most capable in guiding the economy and financial market. Particularly, The Financial Times also expressed high regards to Bank Indonesia for its increasingly market-friendly policies and monetary stance that were aggressively and precisely targeted towards a tightening cycle during the second half of 2013.

In the payment system, Bank Indonesia pursued several policies during 2013 to ensure the soundness of payment system operation as an infrastructure supporting the economy. Progress was visible, among others, in the speed and accuracy of settlements of large value transactions, improved efficiency in retail payment system operation and increased use of non-cash payment instruments in support of greater efficiency in the economy. Various policies were put into place including strengthening the payment system infrastructure in Bank Indonesia, continuing the development of the National Payment Gateway (NPG), interconnection of e-money and developing less-cash society zones.







Ke depan, perekonomian domestik yang membaik pada akhir tahun 2013 dapat menjadi dasar optimisme bagi berlanjutnya perbaikan perekonomian pada tahun 2014. Bank Indonesia memperkirakan stabilitas ekonomi akan tetap terjaga dan pertumbuhan ekonomi akan lebih seimbang sehingga dapat menurunkan defisit transaksi berjalan ke level yang lebih sehat. Pertumbuhan ekonomi diperkirakan berada pada kisaran 5,5%-5,9% dan dibarengi sumber pertumbuhan yang lebih seimbang. Defisit transaksi berjalan diprakirakan menurun di bawah 3,0% terhadap PDB, dipengaruhi oleh prospek perbaikan ekspor dan terkendalinya impor di tengah permintaan domestik yang masih moderat. Sejalan dengan pertumbuhan ekonomi tersebut, pertumbuhan kredit diperkirakan berada pada kisaran 15%-17%. Sementara itu, inflasi pada 2014 diprakirakan kembali terkendali pada kisaran target 4,5%±1%.

Namun demikian, Bank Indonesia menyadari bahwa kondisi perekonomian ke depan masih diwarnai dengan ketidakpastian global yang masih tinggi, dan permasalahan domestik yang bersifat struktural. Untuk memantapkan hasil yang telah diraih, Bank Indonesia akan senantiasa mencermati berbagai tantangan tersebut dan menyikapinya secara terukur serta meningkatkan koordinasi dengan Pemerintah dan pemangku kepentingan lainnya. Dalam melaksanakan tugas tersebut, Bank Indonesia juga akan senantiasa meningkatkan kinerja, agar pelaksanaan tugas dapat semakin efektif disertai penerapan prinsip-prinsip tata kelola berorganisasi yang baik. Dalam kesempatan ini, apresiasi juga kami sampaikan kepada Gubernur Bank Indonesia sebelum kami, yaitu Bapak Darmin Nasution dan Deputi Gubernur, Bp. Hartadi A. Sarwono, yang telah memberikan kontribusi yang signifikan pada pencapaian kinerja Bank Indonesia pada tahun 2013, dalam kurun masa jabatan beliau yang berakhir pada Mei dan Juni 2013.

In the future, improved domestic economy at the end of 2013 offered an optimisme for sustained improvement in the economy in 2014. Bank Indonesia predicts that the economic stability will remain intact and the economic growth will be more balanced so that it could bring the current account deficit down to a healthier level. Economic growth is forecasted to be within the range of 5.5%-5.9%, and accompanied by more balanced drivers of growth. The current account deficit is foreseen to decrease below 3.0% of GDP, influenced by the prospects of stronger exports and imports constraints amidst sustained moderate domestic demand. Consistent with the pace of economic growth, credit expansion is forecasted in the range of 15%-17%. Meanwhile, inflation in 2014 is predicted to return to a subdued level within the targeted range of 4.5%±+1%.

Nevertheless, Bank Indonesia is aware that the future economic conditions are still fraught with considerably high global uncertainty and domestic issues that is structural in nature. To fasten the outcome achieved thus far, Bank Indonesia will keep a close eye on these challenges and take measurable actions while strengthening coordination with the Government and other stakeholders. In carrying out these tasks, Bank Indonesia will work continually to improve performance so that the effectiveness of tasks implementation can be improved along with the implementation of good organizational governance principles. At this opportunity, I would also like to express my appreciation to the former Governor of Bank Indonesia, Mr. Darmin Nasution, and to former Deputy Governor, Mr. Hartadi A. Sarwono, who had given significant contributions to the achievement of Bank Indonesia performance in 2013 under their tenures that ended in May and June 2013.



Kedudukan bank sentral merupakan amanat Undang-Undang Dasar 1945 sebagai lembaga negara yang mengemban tugas untuk menjaga kestabilan sistem moneter di Indonesia. Selain itu, Bank Indonesia juga menjalankan fungsi regulasi dan pengawasan di bidang perbankan dan sistem pembayaran. Disahkannya Undang-Undang tentang Otoritas Jasa Keuangan (OJK) pada 2011 membuka babak baru sejarah keberadaan Bank Indonesia. Tugas pengaturan dan pengawasan bank yang sebelumnya dilakukan oleh Bank Indonesia dialihkan ke OJK sejak tanggal 31 Desember 2013. Meskipun demikian, melalui kewenangannya Bank Indonesia tetap berkontribusi dalam menjaga stabilitas sistem keuangan Indonesia khususnya dari sisi makroprudensial.

The position of the central bank is mandate of the 1945 Constitution as a state institution entrusted with the task of maintaining monetary system stability in Indonesia. Furthermore, Bank Indonesia also conducts regulatory and supervisory functions in banking and payment system. The Financial Services Authority Act passed in 2011 opens a new chapter in the historical presence of Bank Indonesia. The tasks in banking regulatory and supervision previously conducted by Bank Indonesia were handed over to the Financial Services Authority on 31 December 2013. Nonetheless, by exercising its authority, Bank Indonesia will continue to contribute in maintaining Indonesian financial system stability especially from the macroprudential side.






Status, Tujuan, dan TugasStatus, Objectives, and Tasks

StatusBank Indonesia adalah Bank Sentral Republik Indonesia

dan merupakan badan hukum yang memiliki kewenangan

untuk melakukan perbuatan hukum. Sebagai badan

hukum publik, Bank Indonesia berwenang menetapkan

peraturan hukum pelaksana Undang-Undang yang

mengikat seluruh masyarakat luas, sesuai tugas dan

wewenangnya. Sebagai badan hukum perdata, Bank

Indonesia dapat bertindak untuk dan atas nama sendiri di

dalam maupun di luar pengadilan.

TujuanBank Indonesia memiliki tujuan tunggal yakni mencapai

dan memelihara kestabilan nilai rupiah. Kestabilan

nilai rupiah diukur dari dua aspek yaitu kestabilan nilai

uang terhadap barang dan jasa yang terefleksikan pada

inflasi serta kestabilan nilai tukar rupiah terhadap mata

uang negara lain. Untuk mencapai tujuan tersebut,

Bank Indonesia melaksanakan kebijakan moneter

secara berkelanjutan, konsisten, transparan, dan harus

mempertimbangkan kebijakan umum pemerintah di

bidang perekonomian.

Tugas Bank IndonesiaUntuk mencapai tujuan yang ditetapkan, Undang-Undang

tentang Bank Indonesia memberikan kewenangan kepada

Bank Indonesia untuk melaksanakan tugas menetapkan

dan melaksanakan kebijakan moneter; mengatur dan

menjaga kelancaran sistem pembayaran; mengatur dan

mengawasi bank.

Sejak 31 Desember 2013, tugas pengawasan dan

pengaturan bank yang sebelumnya dilakukan Bank

Indonesia dialihkan ke OJK. Dengan beralihnya tugas

pengawasan dan pengaturan bank tersebut, Bank

Indonesia memfokuskan fungsi perbankan pada

kebijakan, pengaturan, dan pengawasan makroprudensial

guna mendukung terwujudnya stabilitas sistem keuangan

Indonesia. Bank Indonesia masih dapat memeriksa

individual bank secara langsung untuk bank yang masuk

kategori systemically important bank atau bank lainnya

sesuai kewenangan Bank Indonesia, berkoordinasi dengan

OJK.

StatusBank Indonesia is the central bank of the Republic of Indonesia and is a legal entity that has the authority to perform legal acts. As a public legal entity, Bank Indonesia reserves the authority to set the regulations for the implementation of the Law in accordance to its tasks and authority that legally binds the general public. As a civil legal entity, Bank Indonesia can act for and on behalf of itself both within and outside of the court.

ObjectiveBank Indonesia has the overarching objective to achieve and maintain rupiah stability. The stability of rupiah is measured through two aspects, which are the stability of the value of money against goods and services as reflected by inflation, and the stability of rupiah exchange rate against currencies of other countries. To achieve this goal, Bank Indonesia conducts monetary policy in a sustainable, consistent, and transparent manner, while considering the government’s general economic policy.

Bank Indonesia TaskTo achieve the stated objective, the Bank Indonesia Act grants Bank Indonesia the authority to perform tasks in prescribing and implementing monetary policy; regulate and maintain smooth operation of payment system; regulate and supervise banks.

Since 31 December 2013, banking regulation and supervision tasks that were previously conducted by Bank Indonesia were handed over to the Financial Services Authority. Subsequently, Bank Indonesia will focus on macroprudential policy, regulation, and supervision in order to support the Indonesian financial system stability. Bank Indonesia retains the authority to conduct on-site examination of individual banks that falls into the category of systemically important banks or other banks that are under Bank Indonesia authority, in coordination with the FSA.






Visi, Misi, dan Nilai-nilai StrategisVision, Mission, and Strategic Values

VisiVision

Menjadi lembaga bank sentral yang dapat dipercaya (kredibel) secara nasional maupun internasional melalui penguatan nilai-nilai strategis yang dimiliki serta pencapaian inflasi yang rendah dan stabil.

To become a credible central bank nationally and internationally through the reinforcement of strategic values and the achievement of a low and stable inflation.

Nilai-nilai StrategisStrategic Values

Nilai-nilai yang menjadi dasar Bank Indonesia, manajemen, dan pegawai untuk bertindak dan berperilaku. Akronim dari nilai strategis Bank Indonesia adalah KITA-Kompak yang terdiri atas Kompetensi, Integritas, Transparansi, Akuntabilitas, dan Kebersamaan.

The values that serve as the foundation of Bank Indonesia, management, and employee in their actions and behaviors. The acronym of Bank Indonesia’s strategic values are CITA-Cohesiveness, which is comprised of “Competency, Integrity, Transparency, Accountability, and Cohesiveness”.

TRANSPARANSIKejelasan dan keterbukaan dalam latar belakang dan menghasilkan satu tujuan, keputusan, ataupun langkah kerja organisasi maupun individu.

TRANSPARENCYClarity and openness in the background and process of setting an objective, reaching a decision or performing a task, whether for an organization or individual.

INTEGRITASSikap selalu konsisten dan patuh terhadap nilai-nilai moral atau peraturan lainnya, terutama nilai kejujuran dan anti-korupsi, kolusi, dan nepotisme.

INTEGRITYAttitude is always of consistent, adhering to moral values or other regulations, in especially the integrity and anti-corruption, collusion, and nepotism.

KOMPETENSIMemiliki pengetahuan, ketrampilan, dan kemampuan yang dibutuhkan untuk melakukan dan menyelesaikan suatu pekerjaan sesuai dengan kualitas yang telah ditetapkan.

COMPETENCEPossession of the knowledge, skills and capabilities necessary to carry out and complete work to the specified quality.

Untuk mencapai tujuan sesuai amanat undang-undang, Bank Indonesia menetapkan visi, misi, dan nilai strategis sebagai landasan dan dorongan bagi manajemen maupun pegawai Bank Indonesia untuk bekerja secara profesional, transparan, akuntabel, dan berintegritas.







MisiMission

Mencapai dan memelihara kestabilan nilai rupiah melalui pemeliharaan kestabilan moneter dan pengembangan

stabilitas sistem keuangan untuk pembangunan nasional jangka panjang yang berkesinambungan.

To achieve and maintain the stability of the value of rupiah through the maintenance of monetary stability and promoting

financial system stability towards sustainable long-term national development.

AKUNTABILITASPertanggungjawaban yang jelas

dari individu, lembaga, atas tindakan yang diambil beserta

konsekuensinya.

ACCOUNTABILITYClear lines of responsibility for individuals and the institution

for actions taken on the action taken with the consequences.

KEBERSAMAANRasa persatuan atau

kekompakan yang ada di dalam organisasi dan kedekatan

dengan sesama individu dan satuan kerja.

TOGETHERNESSSense of unity or cohesiveness

within the organization and rapport with fellow individuals

and the unit.

To achieve the statutory objectives as mandated by the law, Bank Indonesia establishes vision, mission, and strategic values as the foundation and encouragement for

Bank Indonesia management and employees to work in a professional, transparent, accountable, and integrity manner.







Sekilas PerjalananBrief History

Sejarah Bank Indonesia dimulai dari pendirian De Javasche Bank N.V. oleh Pemerintah Hindia Belanda pada 1828. De Javache Bank berfungsi sebagai bank sirkulasi yang bertugas mencetak dan mengedarkan uang.

The history of Bank Indonesia begins with the establishment of De Javasche Bank N.V. (DJB) by the Dutch East Indies Government in 1828. De Javasche Bank functioned as a circulation bank with the duty of printing and circulating money.

Setelah Indonesia merdeka, dilakukan proses nasionalisasi terhadap De Javache Bank. Pada 15 Desember 1951, diumumkan Undang-Undang tentang nasionalisasi De Javache Bank. Selanjutnya, pada 29 Mei 1953, Presiden mengesahkan Undang-Undang Pokok Bank Indonesia dan sejak 1 Juli 1953, bangsa Indonesia memiliki sebuah bank sentral dengan nama Bank Indonesia. Undang-Undang Nomor 11 Tahun 1953 tentang Penetapan Undang-Undang Pokok Bank Indonesia menetapkan tugas Bank Indonesia yakni menjaga stabilitas rupiah, menyelenggarakan peredaran uang di Indonesia, memajukan perkembangan urusan kredit dan bank, serta melakukan pengawasan pada urusan kredit.

Tahun 1999 merupakan babak baru dalam sejarah Bank Indonesia. Undang-Undang Bank Indonesia kembali diamandemen dengan lahirnya Undang-Undang Nomor 23 Tahun 1999 tentang Bank Indonesia. Dalam Undang-Undang tersebut, ditegaskan kedudukan Bank Indonesia sebagai lembaga negara yang independen dalam melaksanakan tugas dan wewenangnya di luar pemerintah. Selain itu, ditetapkan tujuan tunggal Bank Indonesia yaitu mencapai dan memelihara kestabilan nilai rupiah.

keberadaan bank sentral sebagai otoritas moneter yang independen diperkuat melalui amandemen keempat Undang-Undang Dasar (UUD) 1945. Pada Pasal 24D, disebutkan bahwa “Negara memiliki suatu bank sentral yang susunan, kedudukan, kewenangan, tanggung jawab, dan independensinya diatur dengan undang-undang”.

After Indonesia gained its independence, De Javasche Bank went through the process of nationalization. On December 15, 1951, the law on the nationalization of De Javasche Bank was announced. Furthermore on May 29, 1953, the President enacted the Principle Act of Bank Indonesia and since July 1, 1953, the nation has a central bank known as Bank Indonesia. The 1953 Act No 11 on Establishing the Principle Act of Bank Indonesia determined Bank Indonesia duties, namely to maintain the stability of rupiah, to circulate money in Indonesia, to promote the development of credit and banks, and to supervise credit.

1999 represented a new chapter in the history of Bank Indonesia. The Bank Indonesia Act was amended again through the inception of the 1999 Act No. 23 on Bank Indonesia. With the new law, Bank Indonesia position as an independent state institution in performing its duties and responsibilities apart from the government was asserted. Moreover, Bank Indonesia single objective namely to achieve and maintain the stability of the value of rupiah was also established.

The status of the central bank as an independent monetary authority was given added force in the fourth amendment to the 1945 Constitution. Article 24D stipulates that “The State shall have a central bank, the position, powers, responsibilities and independence of which are stipulated by law.”

The Bank Indonesia Act was amended in 1968. Through the 1968 Act No. 13 on the central bank, the position and duties of Bank Indonesia as the central bank were regulated and distinctively separated from other banks with commercial functions. Within the Act, in addition to the three basic tasks of the central bank, Bank Indonesia also assists the government as an agent of development by promoting real sector production and development as well as expanding employment opportunities to increase the people’s living standard. Bank Indonesia also functions as the government cash administrator, transfer cash for the government, and is obligated to assist the government in the placement of government securities.

Padang Bandung

1828 1953 1968 1999 2002

Tahun 1968 dilakukan amandemen terhadap Undang-Undang Bank Indonesia. Melalui Undang Undang Nomor 13 Tahun 1968 tentang Bank Sentral, diatur mengenai kedudukan dan tugas Bank Indonesia sebagai bank sentral, terpisah dari bank-bank lain yang melakukan fungsi komersial. Dalam Undang-Undang tersebut, selain melaksanakan tiga tugas pokok, Bank Indonesia bertugas membantu pemerintah sebagai agen pembangunan dengan mendorong kelancaran produksi dan pembangunan serta memperluas kesempatan kerja guna meningkatkan taraf hidup rakyat. Bank Indonesia juga memiliki fungsi yang lain yakni sebagai pemegang kas pemerintah, menyelenggarakan pemindahan uang untuk pemerintah, dan berkewajiban membantu pemerintah dalam menempatkan surat-surat utang negara.






Tahun 2009, Perpu Nomor 2 Tahun 2008 tentang Perubahan Kedua Atas Undang-Undang Nomor 23 Tahun 1999 tentang Bank Indonesia ditetapkan sebagai Undang-Undang Bank Indonesia. Dengan demikian, terhitung sejak tanggal 13 Januari 2009, berlaku Undang-Undang Nomor 6 Tahun 2009 yang merupakan Perubahan Kedua Atas Undang-Undang Nomor 23 Tahun 1999 tentang Bank Indonesia.

In 2009, Government Regulation in Lieu of Legislation No. 2, 2008 on the Second Amendment of the Act No. 23, 1999 on Bank Indonesia, was passed as Bank Indonesia Act. Consequently, on January 13, 2009, the Act No. 6, 2009 on the Second Amendment of the Act No. 23, 1999 on Bank Indonesia became effective.

Undang-Undang tentang Otoritas Jasa Keuangan (OJK) secara resmi disahkan oleh Dewan Perwakilan Rakyat Republik Indonesia. Dengan disahkannya Undang-Undang tersebut, sejak 31 Desember 2013, fungsi, tugas dan wewenang pengaturan, dan pengawasan kegiatan jasa keuangan di sektor perbankan beralih dari Bank Indonesia ke OJK.

The Financial Services Authority Act was officially enacted by the House of Representatives of the Republic of Indonesia. With the promulgation of the Act, the functions, duties, and responsibilities of the regulation and supervision of financial services in the banking sector was effectively handed over to the Financial Services Authority on 31 December 2013.

Terhitung sejak tanggal 31 Desember 2013, Bank Indonesia mengalihkan tugas pengawasan dan pengaturan kegiatan jasa keuangan di sektor perbankan ke OJK. Dengan pengalihan tugas tersebut, Bank Indonesia melaksanakan tugas pengawasan dan pengaturan makroprudensial, sementara OJK melaksanakan tugas pengawasan dan pengaturan mikroprudensial.

On 31 December 2013, Bank Indonesia handed over the functions of regulation and supervision of financial services in the banking sector to the FSA. As a result of this handover, Bank Indonesia performs the tasks of macroprudential supervision and regulation, while the FSA undertakes microprudential supervision and regulation.

Kedudukan Bank Indonesia kembali diperkuat melalui amandemen Undang Undang Bank Indonesia. Pada 2004, diterbitkan Undang-Undang Nomor 3 Tahun 2004 tentang Perubahan atas Undang-Undang Nomor 23 Tahun 1999 tentang Bank Indonesia. Dalam Undang-Undang yang baru tersebut, dipertegas kedudukan Bank Indonesia sebagai bank sentral yang independen serta dilakukan penyempurnaan atas pengaturan yang terkait dengan pelaksanaan tugas dan wewenang Bank Indonesia, termasuk penataan fungsi pengawasan terhadap Bank Indonesia.

Bank Indonesia’s position was reinforced again through amendment of the Bank Indonesia Act. In 2004, the Act No. 3, 2004 on the amendment of the Act No. 23, 1999 on Bank Indonesia was issued. The new legislation reaffirmed Bank Indonesia’s position as an independent central bank and augmented the regulations pertaining to the performance of Bank Indonesia tasks and nstilltionals, including setting up the supervision function overseeing Bank Indonesia.

Terjadinya krisis ekonomi global mendorong pemerintah untuk mengambil berbagai langkah kebijakan guna menjaga kepercayaan masyarakat terhadap perbankan. Salah satu kebijakan yang diambil oleh pemerintah adalah menerbitkan Peraturan Pemerintah Pengganti Undang-Undang (Perpu) Nomor 2 tentang Perubahan Kedua atas Undang-undang Nomor 23 Tahun 1999 tentang Bank Indonesia. Penerbitan Perpu tersebut dimaksudkan untuk meningkatkan ketahanan perbankan nasional dalam menghadapi krisis global melalui perluasan akses pendanaan bagi bank yang mengalami kesulitan likuiditas jangka pendek.

The occurrence of the global economic crisis forced the government to institute an array of policy measures in order to preserve public confidence in banks. One of the policies undertaken by the government was the promulgation of Government Regulation in Lieu of Legislation No. 2, on the Second Amendment of the Act No. 23, 1999 on Bank Indonesia. The regulation was issued to increase domestic banks resiliency in facing the global crisis through expanding access to finance for banks that suffer short-term liquidity mis-match.

JakartaDenpasar

2004 20092008 2011 2013






Dewan GubernurBoard of Governors

Perry WarjiyoDeputi GubernurDeputy Governor


HendarDeputi GubernurDeputy Governor

Mirza AdityaswaraDeputi Gubernur SeniorSenior Deputy Governor







Halim AlamsyahDeputi GubernurDeputy Governor

Ronald WaasDeputi GubernurDeputy Governor







Profil Dewan GubernurProfile of the Board of Governors

Dewan Gubernur Bank Indonesia pada 2013 terdiri atas Gubernur, Deputi Gubernur Senior, dan empat Deputi Gubernur. Pada tahun tersebut, terdapat perubahan anggota Dewan Gubernur yakni pergantian Gubernur dari sebelumnya dijabat oleh Darmin Nasution digantikan oleh Agus D.W. Martowardojo. Selain itu terdapat penggantian dua Deputi Gubernur yang telah habis masa jabatannya, serta pengisian jabatan Deputi Gubernur Senior yang sudah lama kosong.

In 2013, the Board of Governors of Bank Indonesia consisted of the Governor, the Senior Deputy Governor and four Deputy Governors. During the year, there were changes to the membership of the Board of Governor Darmin Nasution replaced by Agus D.W. Martowardojo. In addition, there were replacements of two Deputy Governors who had reached the end of their tenure and an appointment to fill in the position of Senior Deputy Governor, which had long been vacant.

Agus D.W. Martowardojo diangkat sebagai Gubernur Bank Indonesia untuk periode 2013-2018, berdasarkan Keputusan Presiden Republik Indonesia Nomor 45/P Tahun 2013 tanggal 13 April 2013, dan dilantik pada 24 Mei 2013.

Perjalanan karir Agus D.W. Martowardojo diawali di dunia perbankan. Agus Martowardojo pernah menduduki jabatan sebagai direktur utama di beberapa bank dan juga dipercaya menjadi penasihat untuk ketua Badan Penyehatan Perbankan Nasional (BPPN).

Sebelum menjabat sebagai Menteri Keuangan, Agus Martowardojo menjabat sebagai direktur utama PT Bank Mandiri (Persero) Tbk. Atas dedikasi dan prestasinya, Agus Martowardojo mendapatkan beberapa penghargaan antara lain Indonesia’s Best Executive in 2009 dari Asiamoney, The Indonesian Banker Leadership Achievement Award 2010 dari The Asian Banker, dan terpilih sebagai Finance Minister of the Year 2012 untuk level dunia dan Asia-Pasifik versi The Banker pada Februari 2012.

Agus D.W. Martowardojo was appointed as Governor of Bank Indonesia for the 2013-2018 period pursuant to Presidential Decree Number 45/P of 2013 dated 13 April 2013 and was subsequently sworn in on 24 May 2013.

From the beginning, Agus D.W. Martowardojo built his career in the world of banking. Past positions held by Agus Martowardojo include president director at a number of banks and advisor to the Chairman of the Indonesian Bank Restructuring Agency (IBRA).

Before taking up his position as Minister of Finance, Agus Martowardojo served as President Director of PT Bank Mandiri (Persero) Tbk. Agus Martowardojo has received several awards in recognition of his dedication and achievements, including Indonesia’s Best Executive in 2009 from Asiamoney and the Indonesian Banker Leadership Achievement Award 2010 from The Asian Banker, and in The Banker awards of February 2012 was chosen as Finance Minister of the Year 2012 world-wide and in the Asia Pacific.







Halim Alamsyah diangkat sebagai Deputi Gubernur Bank Indonesia untuk periode 2010-2015 berdasarkan Keputusan Presiden Republik Indonesia Nomor 63/P Tahun 2010 tanggal 1 Juni 2010, dan dilantik pada 17 Juni 2010.

Sebelum menduduki jabatan Deputi Gubernur, Halim Alamsyah menjabat sebagai direktur di beberapa direktorat di Bank Indonesia yaitu Pusat Pendidikan dan Studi Kebanksentralan, Direktorat Riset Ekonomi dan Kebijakan Moneter, Direktorat Perencanaan Strategis dan Hubungan Masyarakat, Direktorat Statistik dan Moneter, dan terakhir di Direktorat Penelitian dan Pengaturan Perbankan.

Halim Alamsyah was promoted to Deputy Governor of Bank Indonesia based on Presidential Decree No. 63/P of 2010, dated 1st June 2010, and sworn in on 17th June 2010.

Prior to that, from July 2002 to May 2010, Halim Alamsyah was the Director of several directorates at Bank Indonesia, namely the Centre for Education and Central Banking Studies, the Directorate of Economic Research and Monetary Policy, the Directorate of Strategic Planning and Public Relations, the Directorate of Economic and Monetary Statistics and finally the Directorate of Banking Research and Regulation.

Halim AlamsyahDeputi GubernurDeputy Governor

Ronald Waas diangkat sebagai Deputi Gubernur Bank Indonesia untuk periode 2011-2016 berdasarkan Keputusan Presiden Republik Indonesia Nomor 75/P Tahun 2011 tanggal 21 Desember 2011, dan dilantik pada 29 Desember 2011.

Pada periode 2004-2011, Ronald Waas menjabat direktur di beberapa direktorat di Bank Indonesia yaitu Direktorat Teknologi Informasi, Unit Khusus Manajemen Informasi, dan terakhir di Direktorat Akunting dan Sistem Pembayaran. Pada periode 2001-2004, Ronald Waas menjabat sebagai kepala Biro Penelitian dan Pengembangan Teknologi dan Informasi di Bank Indonesia.

Ronald Waas was named Deputy Governor of Bank Indonesia for the period from 2011-2016 pursuant to Presidential Decree No. 75/P of 2011, dated 21st December 2011, and sworn in on 29th December 2011.

During the period from 2004-2011, Ronald Waas held the position of Director of several directorates at Bank Indonesia, namely the Directorate of Information Technology, the Special Unit for Information Management and finally the Directorate of Accounting and the Payment System. For the period from 2001-2004, Ronald Waas served as Head of the Bureau of Technology and Information Research and Development at Bank Indonesia.

Ronald WaasDeputi GubernurDeputy Governor

Mirza Adityaswara diangkat sebagai Deputi Gubernur Senior Bank Indonesia untuk periode 2013-2014, sesuai dengan Keputusan Presiden RI No.113/P Tahun 2013 tanggal 30 September 2013, dan dilantik pada 3 Oktober 2013.

Mirza Adityaswara mengawali karirnya di perbankan dan perusahaan sekuritas dengan menduduki beberapa jabatan strategis. Sebelum diangkat sebagai Deputi Gubernur Senior Bank Indonesia, Mirza menjabat sebagai Anggota Dewan Komisioner Lembaga Penjamin Simpanan (LPS) dan sejak April 2012 ditugaskan sebagai Kepala Eksekutif LPS sekaligus Dewan Komisioner.

Mirza Adityaswara was appointed as Senior Deputy Governor of Bank Indonesia for the 2013-2014 period based on Presidential Decree Number 113/P of 2013 dated 30 September 2013 and took his oath of office on 3 October 2013.

Mirza Adityaswara began his career in banking and at a securities company, where he held a number of key positions. Before his appointment as Senior Deputy Governor of Bank Indonesia, Mirza served as Member of the Board of Commissioners of the Indonesian Deposit Insurance Corporation (LPS). From April 2012, he was appointed Chief Executive of LPS while serving concurrently on the Board of Commissioners.

Mirza AdityaswaraDeputi Gubernur SeniorSenior Deputy Governor






Perry Warjiyo diangkat sebagai Deputi Gubernur Bank Indonesia untuk periode 2013-2018 berdasarkan Keputusan Presiden Republik Indonesia Nomor 28/P Tahun 2013 tanggal 5 April 2013, dan dilantik pada 15 April 2013.

Perry Warjiyo memulai karirnya di Bank Indonesia sejak 1984, khususnya di area riset ekonomi dan kebijakan moneter, pengelolaan devisa, isu-isu internasional, serta transformasi organisasi. Pada 2007-2009, Perry Warjiyo mendapat mandat menduduki posisi sebagai direktur eksekutif di International Monetary Fund (IMF), mewakili 13 negara anggota yang tergabung dalam South-East Asia Voting Group (SEAVG).

Selanjutnya, Perry Warjiyo meneruskan karirnya di Bank Indonesia sebagai kepala Direktorat Riset Ekonomi dan Kebijakan Moneter Bank Indonesia mulai 2009 hingga 2012. Sejak awal 2013 sampai dengan diangkat sebagai deputi gubernur, Perry Warjiyo menjabat sebagai Asisten Gubernur yang membawahi area kebijakan moneter dan internasional.

Perry Warjiyo was appointed Deputy Governor of Bank Indonesia for the 2013-2018 period in Presidential Decree Number 28/P of 2013 dated 5 April 2013 and was sworn in on 15 April 2013.

Perry Warjiyo began his career at Bank Indonesia in 1984 and went on to work in the areas of economic and monetary policy research, foreign exchange management, international issues and organisational transformation. In 2007-2009, Perry Warjiyo held the position of Executive Director of the International Monetary Fund (IMF), representing 13 member nations within the South-East Asia Voting Group (SEAVG).

Perry Warjiyo then resumed his career at Bank Indonesia, serving as head of the Bank Indonesia Directorate of Economic and Monetary Policy Research from 2009 to 2012. From early 2013 to his appointment as deputy governor, Perry Warjiyo became Assistant Governor in charge of monetary policy and international affairs.

Perry WarjiyoDeputi GubernurDeputy Governor

Profil Dewan GubernurProfile of the Board of Governors

Hendar diangkat sebagai Deputi Gubernur untuk periode 2013-2016, berdasarkan Keputusan Presiden Nomor 89/P Tahun 2013 dan dilantik pada 27 Juli 2013.

Hendar berkarir di Bank Indonesia sejak 1983 dan memiliki penugasan pada bidang kajian ekonomi makro, neraca pembayaran serta analisa dan perencanaan kebijakan moneter. Sebelum diangkat sebagai Deputi Gubernur, Hendar menjabat sebagai Asisten Gubernur Bidang Sistem Pembayaran, Pengedaran Uang dan Pengelolaan Sistem Informasi. Hendar juga dipercaya menjadi wakil Bank Indonesia untuk mengikuti Program Pendidikan Reguler Angkatan (PPRA) Angkatan 41 Lembaga Ketahanan Nasional Republik Indonesia (Lemhanas RI).

Hendar was appointed Deputy Governor for the 2013-2016 period pursuant to Presidential Decree Number 89/P of 2013, and was sworn in on 27 July 2013.

When embarking on his career in 1983, Hendar was assigned to macroeconomic review, the balance of payments and the analysis and planning of monetary policy. Before his appointment as Deputy Governor, Hendar held the position of Assistant Governor for the Payment System, Money Circulation and Information System Management. Hendar was also assigned to represent Bank Indonesia in the 41st Intake of the Regular Forces Education Program (PPRA) at the Indonesian National Defence Institute (Lemhanas RI).

HendarDeputi GubernurDeputy Governor






Darmin Nasution dilantik sebagai Gubernur Bank Indonesia pada 1 September 2010 berdasarkan Keputusan Presiden Republik Indonesia Nomor 95/P Tahun 2010 tanggal 21 Agustus 2010.

Darmin Nasution mulai bergabung di Bank Indonesia pada 27 Juli 2009 sebagai deputi gubernur senior untuk masa jabatan 2009-2014, berdasarkan Keputusan Presiden Republik Indonesia Nomor 57/P Tahun 2009 tanggal 17 Juli 2009. Selama menjabat sebagai Deputi Gubernur Senior, sesuai Undang-Undang Bank Indonesia, Darmin Nasution juga menjalankan tugas sebagai Pejabat Sementara Gubernur Bank Indonesia untuk mengisi kekosongan jabatan Gubernur Bank Indonesia.

Darmin Nasution was installed as Governor of Bank Indonesia on 1st September 2010 pursuant to Presidential Decree No. 95/P, 2012, dated 21st August 2010.

Darmin Nasution joined Bank Indonesia on 27th July 2009 as Senior Deputy Governor for the period 2009-2014 based on Presidential Decree 57/P, 2009, dated 17th July 2009. While serving as Senior Deputy Governor, in accordance to the Bank Indonesia Act, Darmin Nasution also served as Acting Governor of Bank Indonesia to fill in the vacant Bank Indonesia Governor position.

Darmin NasutionGubernurMengakhiri masa jabatan tanggal 22 Mei 2013

GovernorTenure ended on 22 May 2013

Hartadi A. Sarwono diangkat sebagai Deputi Gubernur Bank Indonesia untuk periode 2008-2013 sesuai Keputusan Presiden Republik Indonesia Nomor 43/P Tahun 2008 tanggal 10 Juni 2008, dan dilantik pada 26 Juni 2008.

Pengangkatan tersebut untuk kedua kalinya, setelah sebelumnya menjabat sebagai Deputi Gubernur Bank Indonesia periode 2003-2008 berdasarkan Keputusan Presiden Republik Indonesia Nomor 102/M Tahun 2003 tanggal 13 Juni 2003.

Hartadi A. Sarwono memulai karir sebagai staf di Bank Indonesia pada 1980 dan pada 2000 dipercaya sebagai direktur di Direktorat Riset Ekonomi dan kebijakan Moneter. Pada 2003, Hartadi A. Sarwono menjabat sebagai kepala Perwakilan Bank Indonesia Tokyo.

Hartadi A. Sarwono was named Deputy Governor of Bank Indonesia for the period from 2008-2013 in accordance with Presidential Decree No. 43/P of 2008, dated 10th June 2008, and sworn in on 26th June 2008.

This represents Hartadi A. Sarwono’s second term as Deputy Governor after serving as Deputy Governor from 2003-2008 based on Presidential Decree No. 102/M, 2003, dated 13th June 2003.

Hartadi A. Sarwono began his career at Bank Indonesia as a member of staff in 1980 and in 2000 he was entrusted with the position of Director of the Directorate of Economic Research and Monetary Policy. In 2003, Hartadi A. Sarwono was assigned to Tokyo as Head of the Bank Indonesia Representative Office.

Hartadi A. SarwonoDeputi GubernurMengakhiri masa jabatan tanggal 19 Juni 2013

Deputy GovernorTenure ended on 19 June 2013






Rangkaian Peristiwa 2013Series of Events in 2013

Januari1. Bank Indonesia terpilih sebagai

bank sentral terbaik dalam mempromosikan keuangan syariah. Anugerah itu berdasarkan hasil jajak pendapat Awards Results Best Banks Poll 2012 oleh Islamic Finance News (IFN).

Bank Indonesia was chosen as the best central bank in promoting sharia-compliant finances. This honour was based on the Awards Results of the Best Banks Poll 2012 conducted by Islamic Finance News (IFN).

Februari2. Bank Indonesia dan Kementerian

Keuangan menggelar APEC High Level Workshop on Financial Inclusion. Ajang bertema Promoting Financial Access through Innovative Delivery Channel to Enhance Financial Inclusion itu terkait keketuaan Indonesia pada penyelenggaraan APEC 2013.

Bank Indonesia and the Ministry of Finance held the APEC High Level Workshop on Financial Inclusion. The event, built on the theme of Promoting Financial Access through Innovative Delivery Channel to Enhance Financial Inclusion, was organised under Indonesia’s chairmanship of APEC at the 2013 summit.

Mei6. Pergantian pucuk pimpinan Bank

Indonesia dengan diangkatnya Agus D.W. Martowardojo menjadi Gubernur Bank Indonesia periode 2013-2018, menggantikan Darmin Nasution yang berakhir masa jabatannya sebagai Gubernur Bank Indonesia pada 24 Mei 2013.

Changing leadership of Bank Indonesia with the appointment of Agus D.W. Martowardojo become the Governor of Bank Indonesia for the 2013-2018 period, replacing Darmin Nasution, whose term as a Governor of Bank Indonesia ended on 24 May 2013.

7. Bank Indonesia menyelenggarakan Rapat Koordinasi Nasional (Rakornas) Tim Pengendalian Inflasi Daerah (TPID) keempat di Jakarta. Rakornas dibuka oleh Wakil Presiden Republik Indonesia, didampingi oleh Gubernur Bank Indonesia dan Menteri Dalam Negeri. Rakornas diselenggarakan dengan tema “Memperkuat Kerjasama Daerah Untuk Meningkatkan Perekonomian Domestik dan Menjaga Stabilitas Harga untuk Kesejahteraan Masyarakat”.

Bank Indonesia convened the Fourth National Coordination Meeting (Rakornas) of Regional Inflation Control Teams (TPIDs) in Jakarta. The coordinating meeting was opened by the Indonesian Vice President, accompanied by the Governor of Bank Indonesia

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Maret3. Bank Indonesia memperkuat

kerjasama bilateral dengan Bank of Thailand melalui penyelenggaraan Bilateral Meeting. Kedua bank sentral melakukan tukar menukar informasi dan pengalaman di bidang moneter, perbankan, dan sistem pembayaran.

Bank Indonesia strenghtening bilateral cooperation with the Bank of Thailand by holding bilateral meetings in which the two central banks exchanged information and experiences in monetary affairs, the banking system and the payment system.

April4. Perry Warjiyo dilantik sebagai

Deputi Gubernur Bank Indonesia periode 2013-2018.

Perry Warjiyo was sworn in as Deputy Governor of Bank Indonesia for the 2013-2018 period.

5. Laporan Keuangan Tahunan Bank Indonesia 2012 memperoleh opini Wajar Tanpa Pengecualian (WTP) dari Badan Pemeriksa Keuangan Republik Indonesia. Perolehan opini ini merupakan yang ke-10 secara berturut-turut.

The Bank Indonesia 2012 Annual Financial Statement received an Unqualified Opinion from the Supreme Audit Agency of the Republic of Indonesia (BPK). This opinion for the tenth time in a row.






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and the Minister of Home Affairs. The National Coordinating Meeting featured the theme of Strengthening Regional Collaboration for Improvement of the Domestic Economy and Maintaining Price Stability for the Well-Being of Society.

8. Gubernur Bank Indonesia dan Menteri Dalam Negeri menandatangani Nota Kesepahaman mengenai kerja sama pemanfaatan Nomor Induk kependudukan (NIK), Data Kependudukan, dan e-KTP. Kerja sama ini dilakukan dalam rangka meningkatkan akses masyarakat kepada layanan perbankan.

The Governor of Bank Indonesia and the Minister of Home Affairs signed a Memorandum of Understanding on cooperation in utilising the Population Identity Numbers (NIK), population data and e-ID Cards. This cooperation seeks to improve public access to banking services.

9. Bank Indonesia bersama Kementerian Komunikasi dan Informatika meluncurkan beberapa program dan produk terkait keuangan inklusif. Produk itu adalah fasilitas kirim uang antar operator seluler, pilot project branchless banking di beberapa provinsi, serta layanan akses produk dan harga komoditas.

Bank Indonesia and the Ministry of Communications and Information have jointly launched a number

of programmes and products related to financial inclusion. These products consist of a facility for sending remittances among cellular operators, a pilot project for branchless banking in several provinces and services for access to products and commodity prices.

10. Penandatanganan Memorandum of Understanding (MoU) mengenai kesepakatan kerjasama layanan transfer dana antar tiga prinsipal kartu ATM/debit domestik Indonesia, yaitu PT. Artajasa Pembayaran Elektronis (ATM Bersama), PT. Rintis Sejahtera (ATM Prima), dan PT. Alto Network (ALTO). Melalui kerjasama ini, seluruh jaringan ATM terhubung satu sama lain sehingga nasabah dapat dengan mudah melakukan transaksi antar bank secara realtime.

Signing of a Memorandum of Understanding (MoU) concerning agreement for cooperation in funds transfer services among three domestic principals of ATM/debit cards in Indonesia, namely PT. Artajasa Pembayaran Elektronis (ATM Bersama), PT. Rintis Sejahtera (ATM Prima) and PT. Alto Network (ALTO). Under this collaboration, all ATM networks will be interconnected enabling customers to conduct interbank transactions easily in real time.

11. Seminar internasional hasil kerjasama Bank Indonesia, Kementerian Keuangan dan The United Nations-Economic and

Social Commission for Asia and the Pacific (UN-ESCAP) di Yogyakarta, dengan tema “Macroeconomic Policies for Sustainable Growth with Equity in East Asia”.

International seminar in Yogyakarta co-hosted by Bank Indonesia, the Ministry of Finance and the United Nations-Economic and Social Commission for Asia and the Pacific (UN-ESCAP) on the theme of “Macroeconomic Policies for Sustainable Growth with Equity in East Asia”.

12. Bilateral Meeting Bank Indonesia dan Bank Negara Malaysia di Kuala Lumpur Malaysia, membahas regional financial integration focusing the implementation of the ASEAN Banking Integration Framework (ABIF), Financial coorporation and capacity building on islamic finance, dan financial stability and systemic issues.

In a bilateral meeting in Kuala Lumpur, Malaysia, Bank Indonesia and Bank Negara Malaysia held discussions on regional financial integration focusing the implementation of the ASEAN Banking Integration Framework (ABIF), financial cooperation and capacity building in Islamic finance and financial stability and systemic issues.

13. Bank Indonesia mengimplementasikan perubahan Struktur Organisasi Level Atas (SOLA) di Kantor Pusat dan di Kantor Perwakilan Dalam Negeri.

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Desain rumah baru Bank Indonesia mempertimbangkan dampak dari berbagai ketentuan mengenai tugas dan fungsi Bank Indonesia, khususnya di bidang pengaturan dan pengawasan makroprudensial.

Bank Indonesia implemented changes in the High Level Organisational Structure at the Head Office and Regional Representative Office. The new Bank Indonesia organisational design to consider the impact of various regulations governing the duties and functions of Bank Indonesia, particularly in macroprudential regulation and supervision.

Juni14. Bank Indonesia memfasilitasi

pemberlakuan Bye Laws Transaksi Uang Kartal Antar Bank (TUKAB) oleh 120 bank, guna meningkatkan layanan perbankan untuk memenuhi ketersediaan uang kartal layak edar kepada masyarakat.

Bank Indonesia facilitated the introduction of Bye Laws for Interbank Cash Transactions by 120 banks to improve banking services, in order to increase the availability of banking services to meet the decent currency on to the public.

15. Layanan e-money untuk moda transportasi kereta diluncurkan sebagai hasil kerjasama Bank Indonesia, PT Kereta Api (Persero)

Group, dan bank-bank penerbit e-money.

e-money services for rail transportation was launched in a collaborative effort by Bank Indonesia, PT Kereta Api (Persero) Group, and e-money issuing banks.

16. Bank Indonesia menyelenggarakan Rapat Koordinasi dengan Menteri-menteri Bidang Ekonomi membahas mengenai Asesmen Ekonomi Terkini, Outlook Ekonomi Makro, Moneter dan respons Kebijakan.

Bank Indonesia held a coordination meeting with the Ministers of Economic Affairs to discuss the current Economic Assessment, Macro Economic Outlook, and Monetary Policy responses.

Juli17. Bank Indonesia menjalin kerjasama

dengan Kepolisian Republik Indonesia dalam pembinaan dan pengawasan terhadap badan usaha jasa pengamanan kegiatan usaha kawal angkut uang dan pengolahan uang rupiah.

Bank Indonesia collaborated with the Indonesian Police in the guidance and supervision of security firms providing guards for cash in transit and processing of rupiah.

18. Bank Indonesia menyelenggarakan Round Table Policy Dialogue dengan Kementerian Bidang

Ekonomi dan Kementerian Lainnya, membahas Asesmen Ekonomi Terkini, Oulook Ekonomi Makro, Moneter dan Respons Kebijakan.

Bank Indonesia held a Round Table Policy Dialogue with The Ministry of Economic Affairs and other ministries to discuss the current economic assesment, the macroeconomic outlook, monetary affairs and policy responses.

Agustus19. Hendar dilantik sebagai Deputi

Gubernur Bank Indonesia periode 2013-2016.

Hendar sworn in as Deputy Governor of Bank Indonesia for the 2013-2016 period.

20. Bank Indonesia menyelenggarakan Forum Strategis Bank Indonesia 2013 sebagai pertemuan yang mengkomunikasikan arah dan strategi Bank Indonesia yaitu Visi 2024, Misi, Nilai-nilai Strategis, Arah Strategis 2014-2018, dan Strategi Tahunan 2014.

Bank Indonesia held the Bank Indonesia Strategic Forum 2013, as the meeting of communicating direction and strategy set out in Vision 2024, the Mission, Strategic Values, the Strategic Direction 2014-2018 and the Annual Strategy 2014.

21. Bank Indonesia bekerjasama dengan Kementerian Lingkungan Hidup (KLH) menggelar Media






Agreement of Cooperation for Technical Assistance for MSME Development in Jakarta.

24. Bank Indonesia kembali menyelenggarakan Round Table Policy Dialogue dengan Kementerian Bidang Ekonomi dan Kementerian Lainnya, membahas Tantangan Ekonomi dan Koordinasi kebijakan.

Bank Indonesia organised another Round Table Policy Dialogue with The Ministry of Economic Affairs and other ministries to discuss challenges to the economy and policy coordination.

25. Fasilitasi promosi ekonomi Indonesia di Saint Louis, Missouri dengan tema “Invest in remarkable Indonesia.” Penyelenggaraan dilakukan oleh Kantor Perwakilan Bank Indonesia New York bekerjasama dengan KBRI Chicago, Kantor Menteri Koordinator Perekonomian dan Kementerian Perindustrian. Kegiatan diikuti oleh 30 perusahaan di Missouri yang bergerak di bidang manufaktur, energi, pertambangan, dan keuangan.

Facilitation for a promotional event featuring the Indonesian economy in Saint Louis, Missouri, with the theme of Invest in Remarkable Indonesia. The event was organised by the Bank Indonesia Representative Office in New York in collaboration with the

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Briefing mengenai “Peran Perbankan dalam Melaksanakan Pembangunan Ekonomi Hijau”. Media briefing ini menghadirkan narasumber dari berbagai lembaga terkait.

Bank Indonesia joined forces with the Ministry of Environment to hold a media briefing on The Role of Banking in Implementing Green Economic Development. This media briefing featured resource persons from various institutions involved.

September22. Pengendalian harga dan

pengembangan Usaha Kecil Mikro dan Menengah (UMKM) di Daerah Khusus Ibukota (DKI) Jakarta lebih diintensifkan dengan disepakatinya kerjasama antara Bank Indonesia dan Pemerintah Provinsi DKI Jakarta.

Handling price and the expansion of the Micro Small and Medium Enterprises (MSMEs) in Jakarta more intensified following the agreement of cooperation between Bank Indonesia and the Provincial Government of DKI Jakarta.

23. Bank Indonesia dan Pemerintah Provinsi DKI Jakarta menandatangani Perjanjian Kerjasama terkait Bantuan Teknis Pengembangan UMKM di Jakarta.

Bank Indonesia and the Provincial Government of Jakarta signed an

Indonesian Consulate in Chicago, the Office of the Coordinating Minister for the Economy and the Ministry of Industry, and attended by 30 Missouri companies operating in manufacturing, energy, mining, and finance.

Oktober26. Mirza Adityaswara diangkat

sebagai Deputi Gubernur Senior periode 2013-2014.

Mirza Adityaswara was named as Senior Deputy Governor for the period 2013-2014.

27. Bank Indonesia dan People’s Bank of China menandatangani perjanjian Bilateral Currency Swap Arrangement (BCSA).

Bank Indonesia and the People’s Bank of China signed a Bilateral Currency Swap Arrangement (BCSA).

28. Gubernur Bank Indonesia dan Ketua Dewan Komisioner Otoritas Jasa Keuangan menandatangani Naskah Keputusan Bersama untuk mengoptimalkan koordinasi kedua lembaga. Keputusan Bersama ini merupakan landasan untuk lebih memperlancar dan mengoptimalkan koordinasi pelaksanaan fungsi, tugas, dan wewenang kedua lembaga sehubungan dengan akan beralihnya fungsi, tugas, dan wewenang pengaturan dan pengawasan di bidang perbankan

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dari Bank Indonesia ke Otoritas Jasa Keuangan sejak tanggal 31 Desember 2013.

Governor of Bank Indonesia and the Chairman of the Board of Commissioners of the Financial Services Authority signed a Joint Decree to optimize the coordination of these two institutions. The Joint Decree forms the basis for expediting and optimising the coordination of functions, duties and authorities of the two agencies in regard to the transfer of functions, duties and authorities in banking regulation and supervision from Bank Indonesia to the Financial Services Authority since 31 December 2013.

29. Bank Indonesia dan Kementerian Pertanian meluncurkan skema asuransi ternak sapi untuk meningkatkan akses pembiayaan untuk usaha di sektor pertanian.

Bank Indonesia and the Ministry of Agriculture launched a cattle livestock insurance scheme to improve access to financing for businesses in the agricultural sector.

30. Indonesia dan Korea mencapai kesepakatan untuk melakukan kerjasama bilateral KRW/IDR swap arrangement senilai KRW10,7 triliun/Rp115 triliun (ekivalen USD 10 miliar). Fasilitas tersebut akan berlaku efektif selama 3 tahun dan dapat diperpanjang

sesuai kesepakatan kedua belah pihak. Bilateral Currency Swap Arrangement (BCSA) ini bertujuan untuk mempromosikan perdagangan bilateral dan memperkuat kerjasama keuangan yang bermanfaat bagi kedua negara.

Indonesia and Korea reached agreement on bilateral collaboration in a KRW/IDR swap arrangement worth KRW10.7 trillion/Rp115 trillion (equivalent to USD10 billion). This facility will be effective for 3 years and can be extended according agreement of both parties. The Bilateral Currency Swap Arrangement (BCSA) aims to promote bilateral trade and strengthen mutually beneficial financial collaboration between the two nations.

November31. Bank Indonesia menyelenggarakan

Pertemuan Tahunan Perbankan 2013 sebagai forum strategis penyampaian arah kebijakan Bank Indonesia ke depan.

Bank Indonesia hosted the Annual Bankers’ Dinner 2013, a strategic forum for communicating the future direction strategic policy of Bank Indonesia.

32. Bank Indonesia menyelenggarakan Global Entrepreneurship Week yang kedua, sebagai wujud komitmen Bank Indonesia mendukung pengembangan

kewirausahaan di Tanah Air sejalan dengan Gerakan Kewirausahaan Nasional yang dicanangkan Pemerintah pada 2011.

Bank Indonesia organised the second Global Entrepreneurship Week (GEW), a form of commitment of Bank Indonesia to support the development of entrepreneurship in the country in line with the National Entrepreneurship Movement proclaimed by the Government in 2011.

33. Presiden RI, Susilo Bambang Yudhoyono mencanangkan Gerakan Ekonomi Syariah (gres!) sebagai program kampanye nasional untuk mengembangkan ekonomi syariah yang lebih maju dan bermanfaat. Pencanangan gres! ini digelar oleh Bank Indonesia bersama stakeholders ekonomi syariah di Lapangan Monas, Jakarta, dan dilakukan serempak di 24 kota.

Indonesia’s President Susilo Bambang Yudhoyono declared Shariah Economic Movement (gres!) as a national campaign program to develop more advanced economies sharia and beneficial. Bank Indonesia joined forces with sharia economy stakeholders to hold a launching event gres! In the National Monument Park, Jakarta, with similar events held concurrently in 24 cities.

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Liquidity Arrangement). Kedua bank sentral juga menyepakati peningkatan nilai swap sebagai bagian dari skema pencegahan krisis melalui Bilateral Swap Arrangement.

Bank Indonesia and Bank of Japan have agreed to implement the provision of liquidity with the use of Japanese Government Securities (Cross Border Liquidity Arrangement). The two central banks also agreed on increasing the value of the swap as part of crisis prevention scheme through Bilateral Swap Arrangement.

37. Bank Indonesia dan Bank of Japan yang bertindak sebagai agen Kementerian Keuangan Jepang, menandatangani Bilateral Swap Arrangement (BSA). Kesepakatan tersebut memperkuat modalitas BSA yang berlaku saat ini melalui peningkatan nilai swap menjadi sebesar USD22,76 miliar atau hampir dua kali lipat dari nilai sebelumnya sebesar USD12 miliar. Kesepakatan ini juga menyediakan skema pencegahan krisis untuk mendukung kebutuhan likuiditas potensial dan/atau aktual.

Bank Indonesia and Bank of Japan acting as an agent of the Ministry of Finance Japan, signed the Bilateral Swap Arrangement (BSA). This agreement strengthens the modalities of the current BSAs by increasing in swap value to USD22, 76 billion, or almost double the

34. Bank Indonesia untuk pertama kalinya mempublikasikan data profil UMKM yang memproduksi barang/jasa untuk diekspor melalui situs Bank Indonesia.

Bank Indonesia for the first time published data on the profile of MSME producing goods and services to be exported through the Bank of Indonesia website.

35. Bank Indonesia menyelenggarakan workshop transformasi budaya kerja untuk merumuskan nilai-nilai strategis baru, yaitu Trust & Integrity, Professionalism, Excellence, Public Interest, Coordination & Teamwork. Nilai-nilai strategis tersebut akan menjadi landasan berperilaku pegawai untuk mencapai visi Bank Indonesia 2024.

Bank Indonesia organized a workshop on work culture transformation to formulate the new strategic values, namely Trust & Integrity, Professionalism, Excellence, Public Interest, Coordination & Teamwork. These strategic values will serve as the foundation to employees in their actions and behaviors to achieve the Bank Indonesia vision of 2024.

Desember36. Bank Indonesia dan Bank

of Japan sepakat untuk mengimplementasikan penyediaan likuiditas rupiah dengan mempergunakan Surat Berharga Pemerintah Jepang (Cross Border

size of the previous value of USD12 billion. The agreement also provides crisis prevention scheme to support the liquidity needs of potential and/or actual.

38. Tugas pengaturan dan pengawasan bank secara resmi dialihkan dari Bank Indonesia kepada OJK sejak 31 Desember 2013.

The authority of banking regulation and supervision is officially transferred from the Bank Indonesia to OJK since 31 December 2013.

38






Kebijakan Strategis 2013Strategic Policies in 2013

JanuariBank Indonesia mempertahankan suku bunga acuan (BI Rate) pada level 5,75%. Bank Indonesia menilai level tersebut masih sesuai dengan tujuan untuk mendorong pertumbuhan ekonomi Indonesia dan pencapaian sasaran inflasi.

Bank Indonesia kept the policy rate (BI Rate) at 5.75% level. BI judging this level to be commensurate with the objectives of promoting Indonesia’s economic growth and achieving the inflation target.

Juli• Bank Indonesia kembali menaikkan BI Rate sebesar

50 bps menjadi 6,5% dan suku bunga Deposit Facility naik 50 bps menjadi 4,75%, sedangkan suku bunga Lending Facility tetap 6,75%. Kenaikan BI Rate untuk mengantisipasi ekspektasi inflasi terkait kenaikan harga bahan bakar minyak (BBM) bersubsidi.

Bank Indonesia again raised the BI Rate by 50 bps to 6.5% and the Deposit Facility rate rose 50 bps to 4.75%, while the Lending Facility rate was kept unchanged at 6.75%. The BI Rate increase represented a pre-emptive measure to curb rising inflation expectations associated higher prices of subsidised fuel.

• Lelang FX Swap pertama kali dilakukan untuk mendukung pengelolaan likuiditas bank melalui ketersediaan instrumen hedging.

FX Swap auction conducted for the first time to support bank liquidity management through the availability of hedging instruments.

FebruariBank Indonesia menyempurnakan aturan Jakarta Interbank Offer Rate (JIBOR) sebagai suku bunga referensi di pasar uang.

Bank Indonesia updated the rules for the Jakarta Interbank Offered Rate (JIBOR), as the reference interest rate in the money market.

AprilBank Indonesia menerbitkan Pedoman Umum Uji Coba Aktivitas Jasa Sistem Pembayaran dan Perbankan Terbatas Melalui Unit Perantara Layanan Keuangan (UPLK) sebagai acuan dalam pelaksanaan proyek uji coba. Dengan adanya pedoman umum ini diharapkan Bank maupun perusahaan Telekomunikasi dan UPLK dapat memiliki pemahaman yang komprehensif sehingga memiliki kesiapan yang memadai untuk mendukung implementasi proyek uji coba tersebut.

Bank Indonesia published the General Guidelines for Limited Pilot Activities in Payment System and Banking Services through Financial Services Intermediary Units (UPLKs) as a reference in the implementation of the pilot project. With this general guidelines is expected to provide banks, telecommunications companies and UPLKs with a comprehensive understanding adequately equipping them to play a supportive role in the implementation of these pilot projects.

MeiJakarta Interbank Spot Dollar Rate (JISDOR) mulai diperkenalkan sebagai referensi harga spot USD/IDR yang kredibel, guna mendukung upaya pembentukan nilai tukar yang efisien.

Jakarta Interbank Spot Rate Dollar (JISDOR) were introduced as a credible reference spot price of USD/IDR transaction, in support of efisien formation of the exchange rate.

JuniBank Indonesia menaikkan BI Rate sebesar 25 bps menjadi 6,0% dan batas bawah suku bunga operasional (Deposit Facility) sebesar 25 bps menjadi 4,25%. Keputusan ini sebagai langkah pre-emptive menjaga stabilitas moneter.

Bank Indonesia raised the BI Rate by 25 bps to 6.0% and the lower limit of the operational (Deposit Facility) interest rate by 25 bps to 4.25%, as a pre-emptive measure for safeguarding monetary stability.






• BI Rate and Deposit Facility interest rate again increased by 50 bps, respectively to be 7.0% and 5.25%. Lending Facility rate was raised by 25 bps to 7.00%. The decision to increase the policy rate was taken to curb inflation expectations and mitigate risks related to depreciation in the rupiah.

• Bank Indonesia Certificates of Deposit (SDBIs) launched to bolster the instruments used in Bank Indonesia monetary operations.

• Bank Indonesia strengthened the policy mix with the introduction of various strategic policies.

1. Shorten in the holding period of Bank Indonesia Certificates (SBI) from 6 months to 1 month.

2. Calculating of Bank Indonesia Certificates of Deposit (SDBIs) as a component of the Secondary Minimum Reserve Requirement.

3. Strengthening colaboration among central banks by a term extension of the Bilateral Swap Arrangement (BSA) between Bank Indonesia and Bank of Japan.

4. Launching of auctions of overnight (o/n) Forex Term Deposits and SDBIs.

5. Expanded scope of FX Swaps as a hedging instrument.

6. Strengthening of a stricter loan to value (LTV) policy for property credit.

7. Carry out supervisory action against the management of liquidity and lending.

• Bank Indonesia relaxed the rules for short-term foreign borrowings by banks to reduce the pressure in forex demand without reducing prudential banking.

• Rules for bank forex purchases against rupiahs were eased with the addition of underlying transactions for foreign currency purchases by exporters. These changes were made to improve liquidity.

• Integration system of banks reporting to Bank Indonesia began to be implemented gradually by issuing rules ranging from monetary stability reports and monthly financial systems Islamic Commercial Bank and Islamic Business Unit.

Agustus• BI Rate dan suku bunga Deposit Facility kembali

dinaikkan sebesar 50 bps, masing-masing menjadi 7,0% dan 5,25%. Suku bunga Lending Facility naik sebesar 25 bps menjadi 7,00%. Suku bunga acuan dinaikkan guna memperkuat pengendalian ekspektasi inflasi dan memitigasi risiko terkait pelemahan rupiah.

• Sertifikat Deposito Bank Indonesia (SDBI) diluncurkan untuk memperkuat instrumen operasi moneter Bank Indonesia.

• Bank Indonesia memperkuat bauran kebijakan dengan mengeluarkan beberapa kebijakan strategis.

1. Memperpendek jangka waktu month-holding-period kepemilikan Sertifikat Bank Indonesia (SBI) dari 6 bulan menjadi 1 bulan.

2. Memperhitungkan Sertifikat Deposito Bank Indonesia (SDBI) sebagai komponen Giro Wajib Minimum (GWM) Sekunder.

3. Memperkuat kerjasama antarbank sentral dengan memperpanjang Bilateral Swap Arrangement (BSA) antara Bank Indonesia dan Bank of Japan.

4. Melakukan lelang Term Deposit Valas overnight (o/n) dan SDBI.

5. Perluasan FX Swap sebagai instrumen lindung nilai.

6. Memperkuat kebijakan rasio pinjaman terhadap nilai agunan (LTV) kredit properti.

7. Melaksanakan supervisory action terhadap manajemen likuiditas dan penyaluran kredit perbankan.

• Bank Indonesia memperlonggar aturan pinjaman luar negeri jangka pendek oleh bank, untuk mengurangi tekanan permintaan valas tanpa mengurangi kehati-hatian perbankan.

• Aturan pembelian valas terhadap rupiah kepada bank direlaksasi dengan menambah underlying pembelian valas bagi eksportir. Perubahan aturan tersebut untuk meningkatkan likuiditas.

• Integrasi sistem pelaporan dari bank ke Bank Indonesia mulai dilakukan secara bertahap dengan menerbitkan aturan mulai dari laporan stabilitas moneter dan sistem keuangan bulanan Bank Umum Syariah dan Unit Usaha Syariah.






Kebijakan Strategis 2013Strategic Policies in 2013

• Bank Indonesia increased the BI Rate by a further 25 bps to 7.25%, with the Deposit Facility rate raised 25 bps to 5.50% and the Lending Facility rate by 25 bps to 7.25%. The BI Rate was increased in follow up to the policy mix focused on control of inflation, stability of the rupiah and reining in the current account deficit.

• Bank Indonesia released an updated regulation concerning property mortgages and consumer credit backed by property collateral (LTV/FTV). The LTF/FTV is the ratio of the value of credit/financing extended by a bank to the value of property secured as collateral at the time of extending the loan/financing. The scope of property includes detached houses, high-rise residential property (apartments, flats, condominiums and penthouses), office-residential properties and shop-houses. The objectives of this policy is to safeguard financial system stability and improve the resilience of the banking system by upholding prudential principles as the foremost consideration.

• Bank Indonesia issued a new regulation for the Secondary Minimum Reserve Requirement and the Loan to Deposit ratio (LDR) Minimum Reserve Requirement. Under this regulation, the Secondary Minimum Reserve Requirement, previously 2.5% of depositor funds, would be progressively raised to 4%. The upper limit of the LDR Reserve Requirement was lowered from 100% to 92%.

September• Bank Indonesia kembali menaikkan BI Rate sebesar

25 bps menjadi 7,25%, suku bunga Deposit Facility sebesar 25 bps menjadi 5,50% dan suku bunga Lending Facility sebesar 25 bps menjadi 7,25%. Kenaikan BI Rate merupakan langkah lanjutan bauran kebijakan yang difokuskan pada pengendalian inflasi, stabilitas nilai tukar rupiah dan penyesuaian defisit transaksi berjalan.

• Bank Indonesia menerbitkan ketentuan penyempurnaan tentang kredit pemilikan properti dan kredit konsumsi beragun properti (LTV/FTV). Rasio LTV/FTV adalah angka rasio antara nilai kredit/pembiayaan yang dapat diberikan oleh Bank terhadap nilai agunan berupa properti pada saat pemberian kredit/pembiayaan. Ruang lingkup properti meliputi rumah tapak, rumah susun (apartemen, flat, kondominium dan griya tawang), rumah kantor dan rumah toko. Kebijakan bertujuan untuk menjaga stabilitas sistem keuangan dan memperkuat ketahanan perbankan dengan mengedepankan prinsip kehati-hatian.

• Bank Indonesia menerbitkan aturan baru Giro Wajib Minimum (GWM) Sekunder dan GWM LDR (loan to deposit ratio). GWM Sekunder yang sebelumnya ditetapkan 2,5% dari dana pihak ketiga disesuaikan secara bertahap menjadi 4%. Batas atas GWM LDR diturunkan dari 100% menjadi 92%.






November• BI Rate kembali dinaikkan sebesar 25 bps menjadi

7,50%, dengan suku bunga Deposit Facility dan Lending Facility masing-masing naik menjadi 5,75% dan 7,50%. Kebijakan ini ditempuh dengan mempertimbangkan masih besarnya defisit transaksi berjalan di tengah risiko ketidakpastian global yang masih tinggi.

BI Rate raised by a further 25 bps to 7.50%, with the Deposit Facility and Lending Facility rates increased to 5.75% and 7.50%. This policy decision was taken in view of the sizeable deficit in the current account against a background of stubbornly high risks of global uncertainty.

• Bank Indonesia meluncurkan flagship program “Sejuta Berdaya”. Program ini merupakan program penyaluran pembiayaan mulai Rp1 juta per orang/keluarga kepada 10.000 orang/keluarga pra sejahtera dengan memanfaatkan dana kebajikan yang dihimpun oleh bank syariah dan lembaga amil zakat untuk meningkatkan kapasitas ekonomi mikro dan kecil. Sejalan dengan Strategi Nasional Keuangan Inklusif, program ini sekaligus membuka akses bagi masyarakat yang selama ini tidak memiliki akses terhadap sistem keuangan.

Bank Indonesia launched the flagship programme of Sejuta Berdaya (empowered with one million). This is a programme for disbursement of financing starting at Rp1 million per person/household, targeting 10,000 underprivileged persons/households drawing on welfare funds raised by sharia banks and Islamic charitable institutions collecting zakat to build capacity at the micro and small-scale economic level. Working in tandem with the National Financial Inclusion Strategy, this programme at the same time affording access to members of the public previously excluded from the financial system.

Desember• BI Rate dipertahankan tetap pada level 7,5%.

Kebijakan ini dinilai konsisten dengan upaya mengarahkan inflasi menuju ke sasaran 4,5%±1% pada 2014 serta mengendalikan defisit transaksi berjalan menurun ke arah yang lebih sehat dan berkesinambungan.

BI Rate level is maintained constant at 7.5% This policy was judged to be consistent with efforts to guide inflation towards the 4.5±1% in 2014 and to bring down the current account deficit to a healthier and more sustainable level.

• Bank Indonesia menyempurnakan aturan mengenai Kewajiban Penyediaan Modal Minimum Bank Umum sesuai standar internasional Basel III.

Bank Indonesia updated the regulation concerning the Minimum Capital Adequacy Requirement for Commercial Banks, bringing it into conformity with the Basel III international standard.

• Bank Indonesia menyempurnakan ketentuan terkait transaksi swap lindung nilai kepada Bank Indonesia

Bank Indonesia updated the regulation concerning hedging swap transactions with Bank Indonesia.

• Mini MRA (Master Repo Agreement) transaksi repo diimplementasikan untuk mempermudah transaksi repo antar bank dan mendorong terciptanya pasar uang yang lebih dalam.

Mini MRA (Master Repo Agreement) repo transactions implemented to facilitate interbank repo transactions and encourage the deepening of the money marketof the money market.






1. Departemen Kebijakan Ekonomi dan Moneter

Economic and Monetary Policy Department

2. Departemen Pengelolaan Moneter Monetary Management Department3. Departemen Pengelolaan Devisa Reserve Management Department4. Pusat Riset dan Edukasi Bank

Sentral Center for Central Banking

Research and Education5. Departemen Statistik Statistics Department6. Departemen Pengelolaan dan

Kepatuhan Laporan Management and Compliance

Reporting Department7. Departemen Internasional International Department

Stabilitas Sistem KeuanganFinancial System Stability1. Departemen Kebijakan

Makroprudensial Macroprudential Policy Department2. Departemen Surveillance Sistem

Keuangan Financial System Surveillance

Department3. Departemen Pengembangan Akses

Keuangan dan UMKM Financial Access and SME

Development Department

Sistem PembayaranPayment System4. Departemen Kebijakan dan

Pengawasan Sistem Pembayaran Payment System Policy and

Oversight Department5. Departemen Penyelenggaraan dan

Setelmen Sistem Pembayaran Payment System Management

Department6. Departemen Pengelolaan Uang Currency Management Department7. Departemen Pengelolaan Pinjaman

dan Transaksi Pemerintah Government Debt and Transaction

Management Department

Struktur Organisasi Bank IndonesiaOrganisational Structure of Bank Indonesia

Dewan Gubernur BANK INDONESIABANK INDONESIA Board of Governor

Gubernur • Deputi Gubernur Senior • 4 Deputi GubernurGovernor • Senior Deputy Governor • 4 Deputy Governors

Asisten GubernurAssistants Governor

Stabilitas MoneterMonetary Stability

Stabilitas Sistem Keuangan & Sistem Pembayaran

Financial System Stability& Payment System






1. Departemen Komunikasi Communication

Department2. Departemen Manajemen

Strategis dan Tata Kelola Strategic Management and

Governance Department3. Departemen Hukum Legal Department4. Departemen Sumber Daya

Manusia Human Resources

Department5. Departemen Pengelolaan

Sistem Informasi Information System

Management Department6. Departemen Keuangan

Intern Finance Department7. Departemen Logistik dan

Pengamanan Logistic and Security

Department8. Departemen Audit Intern Internal Audit Department9. Departemen Pengelolaan

Aset Asset Management

Department

RegionalRegional1. 9 Kantor Perwakilan BI

Wilayah 9 BI Regional Coordinating

Offices2. 32 Kantor Perwakilan BI

Provinsi/Kota 32 BI Regional Offices

Province/City

InternasionalInternational1. Kantor Perwakilan BI New

York BI Representative Office

New York2. Kantor Perwakilan BI

London BI Representative Office

London3. Kantor Perwakilan BI Tokyo BI Representative Office

Tokyo4. Kantor Perwakilan BI

Singapura BI Representative Office

Singapura

Kantor PusatHead Office1. Departemen Penelitian dan

Pengaturan Perbankan Banking Research and Regulation

Department2. Departemen Perizinan dan

Informasi Perbankan Banking Licensing and Information

Department3. Departemen Perbankan Syariah Syariah Banking Department4. Departemen Pengawasan Bank 1 Banking Supervision 1 Department5. Departemen Pengawasan Bank 2 Banking Supervision 2 Department6. Departemen Pengawasan Bank 3 Banking Supervision 3 Department7. Departemen Pengendalian Kualitas

Pengawasan Bank Banking Supervision Quality

Assurance Department8. Departemen Investigasi dan

Perlindungan Konsumen Perbankan Banking Investigation and

Consumer Protection Department9. Departemen Pengembangan

Pengawasan dan Manajemen Krisis Development of Supervision and

Crisis Management Department

RegionalRegional1. 6 Kantor Regional Pengawasan

Bank 6 Banking Supervision Regional

Offices2. 32 Kantor Cabang Pengawasan

Bank 32 Banking Supervision Branch

Offices

Manajemen InternInternal Management

Jaringan KantorOffice Network

Pengawas Perbankan *)Banking Supervision

*) dialihkan ke OJK pada 31 Desember 2013. transferred to FSA (OJK) on 31 December 2013.


WILAYAH Region IX

KPw. Wil. IX Medan Reg. Coord. Off. Medan: 103 Pegawai EmployeesKPw. Prov. Aceh Reg. Off. Prov. Aceh: 38 Pegawai EmployeesKPw. Lhokseumawe Reg. Off. Lhokseumawe: 37 Pegawai EmployeesKPw. Sibolga Reg. Off. Sibolga: 34 Pegawai EmployeesKPw. P. Siantar Reg. Off. P. Siantar: 35 Pegawai Employees

WILAYAH Region V

KPw. Wil. V Semarang Reg. Coord. Off. Semarang: 162 Pegawai EmployeesKPw. Prov. DIY Reg. Off. Prov. DIY: 74 Pegawai EmployeesKPw. Solo Reg. Off. Solo: 81 Pegawai EmployeesKPw. Purwokerto Reg. Off. Purwokerto: 51 Pegawai EmployeesKPw. Tegal Reg. Off. Tegal: 44 Pegawai Employees

WILAYAH Region VIII

KPw. Wil. VIII Padang Reg. Coord. Off. Padang: 81 Pegawai EmployeesKPw. Prov. Riau Reg. Off. Prov. Riau: 57 Pegawai EmployeesKPw. Prov. Kep. Riau Reg. Off. Prov. Kep. Riau: 47 Pegawai EmployeesKPw. Prov. Jambi Reg. Off. Prov. Jambi: 42 Pegawai Employees

WILAYAH Region VI

KPw. Wil. VI Bandung Reg. Coord. Off. Bandung: 166 Pegawai EmployeesKPw. Tasikmalaya Reg. Off. Tasikmalaya: 50 Pegawai EmployeesKPw. Cirebon Reg. Off. Cirebon: 67 Pegawai EmployeesKPw. Prov. Banten Reg. Off. Prov. Banten: 18 Pegawai Employees

WILAYAH Region VII

KPw. Prov. Bengkulu Reg. Off. Prov. Bengkulu: 36 Pegawai EmployeesKPw. Wil. VII Palembang Reg. Coord. Off. Palembang: 77 Pegawai EmployeesKPw. Prov. Lampung Reg. Off. Prov. Lampung: 65 Pegawai Employees

WILAYAH Region II

KPw. Wil. II Banjarmasin Reg. Coord. Off. Banjarmasin: 71 Pegawai EmployeesKPw. Prov. Kalbar Reg. Off. Prov. Kalbar: 42 Pegawai EmployeesKPw. Prov. Kaltim Reg. Off. Prov. Kaltim: 41 Pegawai EmployeesKPw. Balikpapan Reg. Off. Balikpapan: 41 Pegawai EmployeesKPw. Prov. Kalteng Reg. Off. Prov. Kalteng: 44 Pegawai Employees

Peta Wilayah Kerja Bank IndonesiaWorking Area Map of Bank Indonesia






WILAYAH Region III

KPw. Wil. III Denpasar Reg. Coord. Off. Denpasar: 113 Pegawai EmployeesKPw. Prov. NTB Reg. Off. Prov. NTB: 57 Pegawai EmployeesKPw. Prov. NTT Reg. Off. Prov. NTT: 42 Pegawai Employees

WILAYAH Region I

KPw. Wil. I Makassar Reg. Coord. Off. Makassar: 80 Pegawai EmployeesKPw. Prov. Sulut Reg. Off. Prov. Sulut: 57 Pegawai EmployeesKPw. Papua & Papua Barat Reg. Off. Papua & Papua Barat: 35 Pegawai EmployeesKPw. Prov. Maluku Reg. Off. Prov. Maluku: 45 Pegawai EmployeesKPw. Prov. Sulteng Reg. Off. Prov. Sulteng: 41 Pegawai EmployeesKPw. Prov. Sultra Reg. Off. Prov. Sultra: 37 Pegawai EmployeesKPw. Prov. Malut Reg. Off. Prov. Malut: 36 Pegawai EmployeesKPw. Prov. Gorontalo Reg. Off. Prov. Gorontalo: 15 Pegawai Employees

WILAYAH Region IV

KPw. Wil. IV Surabaya Reg. Coord. Off. Surabaya: 181 Pegawai EmployeesKPw. Malang Reg. Off. Malang: 65 Pegawai EmployeesKPw. Jember Reg. Off. Jember: 50 Pegawai EmployeesKPw. Kediri Reg. Off. Kediri: 66 Pegawai Employees

KANTOR PUSAT Head Office

Jumlah pegawai Number of Employees: 3.217 Pegawai EmployeesTerdiri dari 24 Satuan Kerja Consisted of 24 Work Units:- 23 Departemen Department- 1 satuan kerja setingkat grup 1 work unit on a group level

New York - 6 Pegawai Employees

London - 6 Pegawai Employees

Singapura - 6 Pegawai Employees

Tokyo - 3 Pegawai Employees

KPw. Wilayah Reg. Coord. Off.

KPw. ProvinsiReg. Off. Province

KPw Kota Reg. Off. City

Perwakilan Luar NegeriRepresentatives Offices









Laporan KeuanganFinancial ReportTugas dan wewenang Bank Indonesia dalam mencapai

tujuan merupakan amanat yang dipercayakan oleh bangsa, sehingga hasil dan proses dalam mencapai tujuan tersebut harus dilakukan secara baik dan benar serta dapat dipertanggungjawabkan. Menyadari pentingnya hal tersebut, Bank Indonesia membangun dan mengelola struktur dan tatanan kerja organisasi berdasarkan pada tiga pilar tata kelola bank sentral yang baik yakni Independensi, Akuntabilitas, dan Tranparansi.

Pilar Independensi dimaksudkan sebagai kewenangan untuk secara mandiri mengelola kebijakan dan sumber daya dengan tetap berkoordinasi bersama lembaga publik lainnya. Pilar akuntabilitas dimaknai sebagai kejelasan mekanisme pertanggungjawaban terhadap pelaksanaan tugas dan wewenang Bank Indonesia kepada publik melalui perwakilan rakyat. Sementara itu, pilar transparansi menjamin keterbukaan informasi mengenai pelaksanaan tugas dan kebijakan yang telah diambil Bank Indonesia.

Dalam rangka menjaga ketiga pilar tersebut, Anggota Dewan Gubernur (ADG) dan seluruh pegawai dituntut untuk melaksanakan tugas dan kewajibannya sesuai dengan norma-norma moral melalui panduan etika perilaku berupa aturan kode etik ADG dan peraturan disiplin pegawai.

Bank Indonesia tasks and responsibilities in achieving its objective is a mandate bestowed upon by the nation, so that the outcomes and processes in achieving the objective must be properly and correctly accomplished and can be accounted for. Acknowledging the importance of those aspects, Bank Indonesia develops and manages the organizational structure and procedures based on three pillars of good central bank governance, namely independency, accountability, and transparency.

The independency pillar represents the authority to independently manage policy and resources in coordination with other public institutions. The accountability pillar signifies a clear accountability mechanism of the implementation of Bank Indonesia tasks and responsibilities to the public through the people’s representative. In the meanwhile, the transparency pillar ensures the disclosure of information pertaining to task and policies implementation carried out by Bank Indonesia.

To uphold the three pillars of governance, it is incumbent on the Board of Governors members and all employees to carry out their work and obligations in accordance with moral norms set out in the guidelines of the code of ethics for Board members and employee regulations.







Dewan GubernurBank Indonesia dipimpin oleh Dewan Gubernur yang sesuai Undang-undang Bank Indonesia, terdiri atas Gubernur, Deputi Gubernur Senior, dan 4 (empat) hingga 7 (tujuh) Deputi Gubernur. Anggota Dewan Gubernur menjabat selama 5 (lima) tahun dan dapat dipilih kembali pada jabatan yang sama untuk satu periode berikutnya.

Prinsip-prinsip tata kelola yang baik diterapkan mulai dari proses pemilihan hingga penilaian kinerja Dewan Gubernur. Proses pemilihan Anggota Dewan Gubernur dilakukan melalui mekanisme yang sejalan dengan konsep pemerintahan yang demokratis.

Anggota Dewan Gubernur diusulkan dan diangkat oleh Presiden berdasarkan persetujuan Dewan Perwakilan Rakyat Republik Indonesia (DPR-RI). Untuk mendapatkan kandidat yang pantas dan layak menduduki jabatan sebagai Anggota Dewan Gubernur, DPR-RI melakukan proses seleksi yang dikenal sebagai fit and proper test untuk mendalami visi, misi, keahlian, dan pengalaman kandidat.

Dalam pelaksanaan tugasnya, Dewan Gubernur menetapkan kebijakan yang bersifat prinsipil dan strategis secara kolektif kolegial, yang penetapannya dilakukan melalui forum Rapat Dewan Gubernur. Dalam operasionalnya, Dewan Gubernur melakukan pembagian bidang tugas dan wewenang untuk memperjelas tanggung jawab masing-masing Anggota Dewan Gubernur.

Sebagai bentuk akuntabilitas, kinerja pelaksanaan tugas Dewan Gubernur dan Anggota Dewan Gubernur diukur melalui pencapaian Indikator Kinerja Utama, yang penilaiannya dilakukan oleh DPR-RI secara tahunan.

Pada 2013, terdapat pergantian pucuk pimpinan Bank Indonesia dengan diangkatnya Agus D.W. Martowardojo menjadi Gubernur Bank Indonesia periode 2013-2018, menggantikan Darmin Nasution yang berakhir masa jabatannya sebagai Gubernur Bank Indonesia pada 24 Mei 2013. Selain itu, Selain itu terdapat penggantian dua Deputi Gubernur yang telah habis masa jabatannya, serta pengisian jabatan Deputi Gubernur Senior yang sudah lama kosong. Secara keseluruhan, anggota Dewan Gubernur Bank Indonesia terdiri dari Agus D.W. Martowardojo sebagai Gubernur, Mirza Adityaswara sebagai Deputi Gubernur

Board of Governors As specified in the Bank Indonesia Act, Bank Indonesia is led by the Board of Governors, comprised of a Governor, a Senior Deputy Governor, and 4 (four) to 7 (seven) Deputy Governors. Each Member of the Board serves for 5 (five) years with the possibility of being reappointed for the same position in the subsequent period.

Principles of good governance are applied throughout the processes starting from selection until performance appraisal of the Board of Governors. Member of the Board of Governors are selected through a mechanism that is in line with the concept of democratic government.

Member of the Board of Governors are nominated and appointed by the President with the approval of the House of Representatives. In order to acquire an appropriate and feasible candidates, the House of Representatives conducts a selection process known as fit and proper tests to gain an in-depth understanding of the candidates vision, mission, expertise, and experience.

In the implementation of its duties, the Board of Governors determines principal and strategic policies in a collective and collegial manner through the Board of Governors’ Meetings. In conducting the Bank’s operation, the Board of Governors divides tasks and responsibilities among themselves to increase clear accountability of each Member of the Board of Governors.

As a form of accountability, performance of tasks completion by the Board of Governors and its members is measured through the achievement of key performance indicators, which are evaluated annually by the House of Representatives.

In 2013, the top management of Bank Indonesia changed hands with the appointment of Agus D.W. Martowardojo as Governor of Bank Indonesia for the 2013-2018 period, replacing Darmin Nasution, whose term as Governor of Bank Indonesia expired on 24 May 2013. In addition, two Deputy Governors were replaced at the end of their tenure, and an appointment was made to the position of Senior Deputy Governor, which had been long vacant. Overall, the member of Bank Indonesia Board of Governors consisted of Agus D.W. Martowardojo as the Governor, Mirza Adityaswara as Senior Deputy Governor, and






Senior, dan empat Deputi Gubernur yakni Halim Alamsyah, Ronald Waas, Perry Warjiyo, dan Hendar.

Badan Supervisi Bank IndonesiaUntuk meningkatkan akuntabilitas, independensi, transparansi, dan kredibilitas, Undang-Undang Bank Indonesia mengamanatkan pembentukan Badan Supervisi Bank Indonesia (BSBI). Badan ini berfungsi membantu DPR-RI untuk melakukan pengawasan di bidang tertentu.

Fungsi pengawasan yang dilakukan oleh BSBI mencakup telaahan atas Laporan Keuangan Tahunan Bank Indonesia, anggaran operasional dan investasi. Cakupan lainnya adalah prosedur pengambilan keputusan kegiatan operasional di luar kebijakan moneter dan pengelolaan aset Bank Indonesia.

Hasil telaahan dilaporkan kepada DPR-RI secara triwulanan atau setiap saat apabila diminta oleh DPR-RI. Secara berkala, Dewan Gubernur dan pemimpin satuan kerja melakukan pertemuan dengan anggota BSBI guna membahas hasil telaahan dan hal-hal yang mendukung efektivitas pelaksanaan tugas Bank Indonesia.

Keanggotaan BSBI terdiri atas seorang Ketua merangkap anggota dan empat anggota yang dipilih oleh DPR-RI dan diangkat oleh Presiden. Keanggotaan BSBI dipilih dari orang-orang yang memiliki integritas, moralitas, kemampuan/kapabilitas/keahlian, profesionalisme, dan berpengalaman di bidang ekonomi, keuangan, perbankan atau hukum. Anggota BSBI diangkat untuk masa jabatan tiga tahun dan dapat dipilih kembali untuk satu kali masa jabatan berikutnya.

Pada 2013, setelah melalui proses uji kelayakan dan kepatutan (fit and proper test), DPR-RI memilih lima anggota BSBI periode 2013-2016. Berdasarkan susunan keanggotaannya, anggota BSBI tersebut adalah Umar Juoro sebagai ketua, dan Ahmad Erani Yustika, Chaerul Djusman Djakman, Moh. Fadhil Hasan, serta Sri Adiningsih masing-masing sebagai anggota.

Rapat Dewan GubernurRapat Dewan Gubernur (RDG) merupakan forum pengambilan keputusan tertinggi di Bank Indonesia. Sebagai forum pengambilan keputusan tertinggi, mekanisme dalam RDG diatur dengan tatanan yang jelas dan didasarkan pada prinsip-prinsip tata kelola bank sentral yang baik.

four Deputy Governor namely Halim Alamsyah, Ronald Waas, Perry Warjiyo, and Hendar.

Bank Indonesia Supervision BodyIn order to increase accountability, independency, transparency, and credibility, the Bank Indonesia Act mandates the establishment of Bank Indonesia Supervision Body (BSBI). The body functions to assist the House of Representatives in supervising certain areas.

The supervision function performed by BSBI includes evaluations of Bank Indonesia Annual Financial Statement, operating and investment budgets. Other areas are decision-making procedures of the Bank’s operation excluding Bank Indonesia monetary policy and asset management.

The findings are reported to the House of Representatives quarterly or upon request by the House of Representatives. Periodically, the Board of Governors and leaders of the work units meet with BSBI members to discuss the findings and other issues supporting the effectiveness of Bank Indonesia tasks implementation.

BSBI members consist of one Chairman acting as member and four other members selected by the House of Representatives and appointed by the President. BSBI members are elected from a pool of candidates with integrity, morality, capacity/capability/expertise, professionalism, and experienced in economics, finances, banking, or law. BSBI members are appointed for three-year term with the possibility of reappointment in the subsequent period.

In 2013, after going through fit and propoer test, the House of Representatives selected five BSBI members fori the periode of 2013-2016. According to the membership structure, the BSBI members are Umar Juoro as Chairman, and Ahmad Erani Yustika, Chaerul Djusman Djakman, Moh. Fadhil Hasan, and Sri Adiningsih as members.

Board of Governors MeetingBoard of Governors (RDG) is the highest decision-making forum in Bank Indonesia. As the highest decision-making forum, the RDG mechanism is arranged with a clear order and based on the principles of good central bank governance.






Waktu penyelenggaraan RDG diatur secara jelas yakni RDG Bulanan bertujuan untuk menetapkan stance kebijakan moneter yang dilakukan sekurang-kurangnya satu kali dalam sebulan. Untuk RDG Mingguan yang bertujuan untuk melakukan evaluasi pelaksanaan kebijakan moneter, dilakukan sekurang-kurangnya satu kali dalam seminggu. Pelaksanaan RDG MIngguan juga dilakukan untuk menetapkan kebijakan lain yang bersifat prinsipil dan strategis yang berdampak luas baik keluar maupun ke dalam Bank Indonesia.

Guna meningkatkan kualitas pengambilan keputusan dalam RDG, materi yang diajukan untuk mendapatkan keputusan RDG terlebih dahulu harus dikaji dan dibahas secara matang dalam forum pembahasan/koordinasi di level departemen atau melalui pembahasan komite di Bank Indonesia. Materi yang akan dibahas juga harus dilengkapi dengan asesmen risiko dan mitigasi pengendaliannya terhadap usulan rekomendasi keputusan. Melalui upaya tersebut, Dewan Gubernur memiliki informasi yang lengkap dan komprehensif sebagai pertimbangan dalam menetapkan keputusan RDG.

Sebagai bentuk transparansi, keputusan yang ditetapkan dalam RDG Bulanan dipublikasikan kepada masyarakat pada hari yang sama dengan penyelenggaraan RDG Bulanan. Selain itu, Bank Indonesia juga mengumumkan jadwal pelaksanaan RDG Bulanan untuk satu tahun mendatang, sebelum berakhirnya tahun berjalan. Melalui upaya tersebut, diharapkan pelaku ekonomi memiliki kepastian mengenai langkah kebijakan Bank Indonesia guna memperkuat perkembangan makroekonomi ke depan.

Selama tahun 2013, Bank Indonesia telah menyelenggarakan 12 kali RDG Bulanan sesuai jadwal yang telah dipublikasikan dan 1 kali RDG Bulanan tambahan. Penyelenggaraan RDG Bulanan tambahan dinilai perlu guna memperkuat respon kebijakan Bank Indonesia dalam mengantisipasi perkembangan terkini perekonomian. Untuk penyelenggaraan RDG Mingguan, tercatat sebanyak 88 kali yang ditujukan selain untuk mengevaluasi pelaksanaan kebijakan moneter, juga untuk memutuskan kebijakan Bank Indonesia yang bersifat prinsipil dan strategis, terkait tugas pokok Bank Indonesia dan kebijakan lainnya dalam memperkuat kapabilitas internal Bank Indonesia.

KomiteUntuk meningkatkan efektivitas dan kualitas proses pengambilan keputusan dalam RDG dan mendukung pelaksanaan tugas anggota Dewan Gubernur, Bank Indonesia membentuk beberapa komite. Komite dimaksudkan sebagai media koordinasi antar anggota

The RDG schedule is clearly defined. The Monthly RDG, held at least once a month, is convened to determine the monetary policy stance. The Weekly RDG, held at least once every week, evaluates the implementation of monetary policy. The Weekly RDG also convenes to decide upon other principle and strategic policies that have a broad impact outside and also within Bank Indonesia.

To improve the quality of decision-making in RDG, the recommendation proposed to gain RDG approval must first undergo thorough review and deliberation in a discussion/coordinating forum at the departmental level or committee level. The material to be discussed must also be presented with risk assessment and risk mitigation measures regarding the proposed decision. These measures ensure that the Board of Governors has complete and comprehensive information for consideration in making RDG decision.

To uphold transparency, the decisions decided upon in monthly RDG are published on the same day. In addition, before the end of the current year, Bank Indonesia announces the timetable of Monthly RDG for the coming year. In this way, it is envisaged that economic actors will have a sense of certainty over the policy actions taken by Bank Indonesia with the aim of strengthening future macroeconomic developments.

During 2013, Bank Indonesia held a total of 12 Monthly RDG in accordance to the published timetable and one additional Monthly RDG. The additional Monthly RDG was deemed necessary to strengthen Bank Indonesia policy response as a pre-emptive move of the latest economic developments. Bank Indonesia also held a total of 88 Weekly RDG, which not only evaluated monetary policy implementation, but also make decision on principle and strategic policies related to Bank Indonesia main duties and other policies designed to strengthen internal capabilities.

CommitteeTo improve the effectiveness and quality of the decision-making processes in RDG and support the Board of Governors members in performing their duties, Bank Indonesia has established a number of committees. These committees are intended to serve






Dewan Gubernur dan pemimpin satuan kerja terkait untuk membahas, mematangkan, dan memberikan rekomendasi terhadap materi yang bersifat prinsipil-strategis yang akan diputuskan dalam RDG. Komite juga dapat memberikan rekomendasi mengenai kebijakan operasional yang akan diputuskan oleh anggota Dewan Gubernur yang membidangi. Dalam hal ini, komite tidak memiliki kewenangan memutus.

Sesuai amanat Undang-Undang tentang Bank Indonesia, kewenangan memutus untuk kebijakan yang bersifat prinsipil-strategis dimiliki oleh Dewan Gubernur. Kewenangan memutus untuk kebijakan operasional berada pada anggota Dewan Gubernur sesuai dengan pembagian tugasnya.

Dalam keanggotaannya, masing-masing komite diketuai oleh salah satu anggota Dewan Gubernur dan beranggotakan anggota Dewan Gubernur yang lain, pemimpin satuan kerja terkait, dan pihak lain yang ditunjuk oleh Dewan Gubernur.

Pada 2013, terdapat sembilan komite di Bank Indonesia yakni Komite Kebijakan Moneter, Komite Stabilitas Sistem Keuangan, Komite Pengaturan dan Pengawasan Perbankan, Komite Sistem Pembayaran, Komite Internasional, Komite Perencanaan Strategis dan Manajemen Kinerja, Komite Sumber Daya Manusia, Komite Manajemen Krisis, dan Komite Kebijakan Akuntasi Keuangan.

Manajemen StrategisGuna mencapai misi dan visinya, Bank Indonesia melakukan proses manajemen strategis yang terdiri dari tahap perumusan rencana strategis, implementasi dan monitoring strategi, serta evaluasi pencapaian kinerja.

as a medium of coordination between the members of the Board of Governors and The heads of Department to discuss, finalize and issue recommendations on principle-strategic topics to be decided upon in RDG. The committees can also provide recommendations on operational policies to be decided by the Board member in charge of the relevant area. In so doing, the committees have no decision-making powers.

According to the mandate of Bank Indonesia Law, the decision-making powers for principle-strategic policies rested upon of the Board of Governors. Decision-making powers concerning operational policies are held by the individual Board members, in line with the division of their tasks.

Each committee is chaired by a member of the Board of Governors, with other Board members, the head of the relevant unit and other parties appointed by the Board of Governors serving as members.

In 2013, Bank Indonesia had a total of nine committees: the Monetary Policy Committee, Financial System Stability Committee, Banking Regulation and Supervision Committee, Payment System Committee, International Committee, Strategic Planning and Performance Management Committee, Human Resources Committee, the Crisis Management Committee and Financial Accounting Policy Committee.

Strategic ManagementTo achieve its mission and vision, Bank Indonesia operates a strategic management process divided into the phases of strategic planning, implementation and monitoring of strategy and evaluation of performance.

Forum Strategis (FORSTRA) merupakan agenda rutin

tahunan yang dilaksanakan dalam rangka menetapkan

sekaligus mengkomunikasikan arah kebijakan dan

strategi Bank Indonesia satu tahun mendatang.

Strategic Forum (FORSTRA) is an annual event that is held in order to establish and communicate Bank Indonesia policy direction and strategy for the upcoming year.






Pada tahap perumusan, Dewan Gubernur menetapkan arah strategis Bank Indonesia ke depan berupa penajaman misi dan visi jangka panjang, nilai-nilai strategis, dan sasaran konkrit jangka menengah. Melalui pendekatan balanced scorecard, Bank Indonesia menuangkan strategi jangka pendeknya dalam beberapa sasaran strategis yang tergambar dalam suatu peta strategi tahunan, termasuk Indikator kinerja utama (IKU) dan targetnya, serta program kerja inisiatif. Selanjutnya, strategi level Bank Indonesia tersebut diterjemahkan ke tataran operasional yaitu program kerja dan alokasi sumber daya untuk melaksanakannya.

Peta Strategi Bank Indonesia 2013 dengan empat sasaran utama. Pertama, stabilitas nilai rupiah. Kedua, bauran kebijakan moneter yang efektif. Ketiga, sistem perbankan yang stabil, sehat, dan efisien. Keempat, sistem pembayaran yang aman dan efisien.

In the planning stage, the Board of Governors determines the future direction of Bank Indonesia strategy by fine tuning the long-term mission and vision, strategic values and concrete medium-term objectives. Using the balanced scorecard approach, Bank Indonesia sets out its short-term strategy in a number of strategic objectives depicted in an annual strategy map, including Key Performance Indicators (KPIs) and their targets, and initiatives. The Bank Indonesia-level strategy is then translated into operation with work programmes and allocation of resources.

The Bank Indonesia Strategy Map 2013 has four main objectives. First, stability in the value of rupiah. Second, an effective monetary policy mix. Third, a stable, sound and efficient banking system. Fourth, a secure and efficient payment system.

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Keuangan BI SustainableFinancial BI SustainableKebijakan yang efektif & terintegrasi

Effective and integrated policiesService excellenceService excellence

Perubahan yg terkelola dengan baik terkait pembentukan OJKManaged changes related to

the establishment of FSA

01.Stabilitas Nilai RupiahStability in the value

of rupiah

05.Implementasi framework

SM yang terintegrasi dengan SKK & SP yang

didukung dengan penguatanoperasi moneter

Monetary Stability framework implementation integrated with

financial system stability and payment system, supported

by strengthening of monetary operations

08.Memperkuat kebijakan

perbankan yg mendorongketahanan dan efisiensi

Strengthen banking policies that promote resilience

and efficiency

11.Meningkatkan

kehandalanlayanan operasionaldan infrastruktur SPImprove reliability in

the operations of payment systems services and their infrastructure

06.Implementasi fungsi SKK di BIImplementation of the Financial System Stability Function at BI

07.Mempercepat

pendalaman pasar keuanganAccelerate financial market

deepening

09.Mengoptimalkan peranBI dalam mendukung

pemberdayaansektor riil & UMKM

Optimise BI role in promoting the empowerment of

the real sector and MSMEs

10.Meningkatkan efisiensi SP

dan perlindungankonsumen (bank dan SP)

Improve payment system efficiency and consumer protection

(banks and the payment system)

12.Memperkuatmanajemen

persediaan dan fungsilayanan uang kartal

Strengthen management of cash currency provision

and service functions

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14.Memperkuatpengelolaankeuangan BI

Strengthen the financial management of BI

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Pers

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15.Meningkatkan

komunikasi,akuntabilitas dan

koordinasiImprove communications,

accountability and coordination

13.Memantapkan pengalihanfungsi pengawasan bank

ke OJKProvide robust support for

transfer of bank supervision functions to the FSA (OJK)

02.Kondisi moneter stabil

Stable monetary conditions

04.Sistem pembayaran lancar, aman, dan efisien

Smooth operation, secure and efficient payment system

Kesiapan Sumber Daya Internal (readiness) Internal Source Readiness

16.Memperkuat kompetensi SDM dan

menyempurnakan MSDMStrengthen the competency of

human resources and improve HR management

17.Implementasi organisasi & business processBI baru dengan fokus kepada SM dan SKK

Implement the new BI organisation and business processes with focus on the

monetary system and financial stability

18.Memperkuat integrasi

sistem informasiStrengthen the integration

of information systems

03.Sistem Keuangan StabilStable Financial System

Grafik 1. Peta Strategi Bank Indonesia 2013Fig 1. Bank Indonesia’s Strategy Map of 2013






Seiring dengan implementasi strategi tersebut, Bank Indonesia melakukan monitoring dan evaluasi pelaksanaan program kerja secara berkala guna memastikan target kinerja dapat tercapai sesuai rencana. Selanjutnya di akhir tahun dilakukan evaluasi akhir serta dimulai periode penilaian kinerja Bank Indonesia, satuan kerja, hingga ke level individu.

Manajemen RisikoTantangan dan dinamika perubahan yang cepat memberikan implikasi pada Bank Indonesia akan pentingnya penerapan manajemen risiko secara terintegrasi, guna mendukung pengambilan keputusan yang lebih kredibel.

Dalam pengelolaan risiko, Bank Indonesia didukung oleh Sistem Informasi Manajemen Risiko yang mampu merekam profil risiko satuan kerja untuk memperoleh dashboard risiko secara BI-Wide. Dengan informasi yang disajikan dalam dashboard dimaksud, implementasi manajemen risiko di Bank Indonesia dapat berjalan lebih efektif dan tepat sasaran.

Aktivitas manajemen risiko yang dilakukan melalui proses identifikasi, penilaian dan mitigasi risiko serta didukung oleh sistem informasi yang handal, mencatat sumber risiko non-keuangan yang dihadapi Bank Indonesia lebih banyak dipengaruhi oleh ketergantungan pada ketersediaan sistem operasional serta perubahan arah kebijakan dan peraturan antarotoritas. Pada risiko keuangan, secara umum sumber risiko yang memengaruhi kegiatan Bank Indonesia berasal dari faktor eksternal seperti fluktuasi nilai tukar, suku bunga, dan nilai aset.

Tindak mitigasi yang dilakukan baik berupa preventive maupun corrective actions mampu menjaga nilai risiko pada level rendah antara lain melalui pemeliharaan dan pengujian sistem operasional secara berkala dan terencana, penguatan sarana back up system, serta pelaksanaan koordinasi dan komunikasi yang efektif lintas otoritas.

Sejalan dengan tantangan Bank Indonesia yang semakin menguat, sejumlah faktor risiko perlu terus diwaspadai. Guna menjawab dinamika perubahan yang terjadi, penguatan kerangka kerja Manajemen Risiko Bank Indonesia terus dilakukan khususnya dalam rangka penyempurnaan fungsi Enterprise Wide Risk Management. Penyesuaian terhadap framework dan pengorganisasian manajemen risiko di Bank

While implementing these strategies, Bank Indonesia conducted regular monitoring and evaluation of work programmes to ensure that performance targets were met. Finally, at the end of the year, a final evaluation was held and the time has come for Bank Indonesia performance evaluation, Departmental level and down to individual level.

Risk ManagementFor Bank Indonesia, the challenges and rapid development underscore the importance of implementing an integrated risk management to support the credibility of decision-making.

Risk management at Bank Indonesia is supported by the Risk Management Information System, which records the risk profiles of units in order to generate a BI-wide risk dashboard. The information presented in the dashboard enables risk management at Bank Indonesia to operate on a more effective and targeted basis.

The risk management activities that involve the processes of identification, evaluation and mitigation of risks, with support from a reliable information system, keep record of the non-financial risks facing Bank Indonesia that are influenced more by dependence on availability of operational systems, changes in policy direction and interagency regulations. In financial risks, the main sources of risk that generally affect Bank Indonesia’s activities lie in external factors, such as exchange rate fluctuation, interest rates and asset values.

Preventive and corrective actions in mitigating risks has been able to keep risks at a low level, among others through regularly planned system maintenance and testing, strengthening of backup systems and effective management of interagency coordination and communications.

Given the growing challenges facing Bank Indonesia, it is necessary to remain vigilant for a number of risk factors. To respond to these changes, Bank Indonesia took further measures to strengthen Bank Indonesia Risk Management framework, particularly for improvements to Enterprise Wide Risk Management. Changes to the risk management framework and organisation at Bank Indonesia were






Indonesia dilakukan secara lebih terencana, sistematis, serta sesuai dengan perkembangan dan tuntutan lingkungan eksternal maupun internal Bank Indonesia.

Audit InternalSebagai salah satu elemen tata kelola bank sentral yang baik, Bank Indonesia melaksanakan fungsi audit internal. Ruang lingkup fungsi audit internal meliputi pelaksanaan audit dan konsultasi terhadap proses tata kelola, manajemen risiko, dan pengendalian.

Keberadaan fungsi audit internal adalah untuk memberikan keyakinan bahwa proses tata kelola, manajemen risiko, dan pengendalian mampu mendukung pencapaian tujuan Bank Indonesia. Proses ini dilaksanakan secara efektif dan efisien, serta taat pada ketentuan yang berlaku.

Kegiatan audit Bank Indonesia menggunakan metodologi audit yang berbasis risiko. Semakin tinggi risiko sasaran audit, maka semakin tinggi keharusan untuk dilakukannya audit internal. Agar hasil audit lebih berkualitas dan bermutu, sejak 2002 Bank Indonesia menerapkan ISO 9001:2000 yang diperbarui menjadi ISO 9001:2008.

Dalam menunjang pelaksanaan audit, Bank Indonesia menerapkan konsultasi sistem pengendalian intern. Tujuannya untuk meningkatkan kualitas bisnis proses berlandaskan pada tata kelola yang baik.

Kegiatan konsultasi mencakup pemberian rekomendasi dalam penyusunan dan implementasi ketentuan, serta tindak lanjut hasil audit intern maupun ekstern. Kegiatan konsultasi juga dilakukan dalam bentuk sosialisasi, workshop, dan pelatihan.

Hubungan dengan PemerintahTata kelola Bank Indonesia diperkuat dengan kejelasan hubungan antara Bank Indonesia dan para pemangku kepentingan strategis, terutama dengan pemerintah. Hal tersebut diatur secara jelas dalam perundang-undangan, baik Undang-Undang Bank Indonesia maupun undang-undang yang lain.

Hubungan kerjasama dan koordinasi antara Bank Indonesia dan pemerintah bertujuan agar masing-masing kebijakan dapat bersinergi dalam mencapai sasaran ekonomi makro. Koordinasi tersebut antara lain berupa keikutsertaan Bank Indonesia dalam sidang

made on a more planned, systematic and according to the developments and challenges in the external environment and internal conditions at Bank Indonesia.

Internal AuditAs an element of good central bank governance, Bank Indonesia implements internal audit function. The scope of the internal audit function encompasses audit and consulting on governance, risk management, and control processes.

The internal audit function is established to nstill confidence that the governance, risk management, and control processes support the achievement of Bank Indonesia’s objective. These processes are implemented effectively and efficiently in adherence to prevailing regulations.

Bank Indonesia’s audit utilizes a risk-based methodology. The higher the risks of the audit objectives, the higher the necessity to perform internal audit. To ensure the quality of internal audit results, Bank Indonesia had implemented ISO 9001:2000 since 2002, which was upgraded to ISO 9001:2008.

In support of audit, Bank Indonesia provides consulting on internal control system. The purpose is to increase the quality of business processes based on good governance.

Consulting includes giving recommendations in formulating and implementing regulations, as well as in following up on internal and external audit results. Consulting is also provided through dissemination, workshops, and training.

Relationship with the GovernmentBank Indonesia Governance is fortified through establishing clear relationships between Bank Indonesia and strategic stakeholders, primarily the government. This relationship is clearly defined in the statute, through Bank Indonesia Act as well as other prevailing laws and regulations.

Cooperation and coordination between Bank Indonesia and the government aim to ensure that every policy is in synergy to achieve macroeconomic targets. The coordination is implemented among others, in the form of Bank Indonesia participation in cabinet






kabinet yang membahas masalah ekonomi, perbankan, keuangan, dan masalah lain yang berkaitan dengan tugas dan kewenangan Bank Indonesia.

Selain itu, Bank Indonesia memberikan masukan kepada pemerintah mengenai Rancangan Anggaran Pendapatan dan Belanja Negara (RAPBN), termasuk pada saat pemerintah akan menerbitkan surat-surat utang negara. Bank Indonesia juga dapat mengundang wakil pemerintah untuk hadir dalam RDG Bulanan guna memberikan pandangan dari sisi kebijakan fiskal.

Untuk menjaga stabilitas sistem keuangan Indonesia, Bank Indonesia dan pemerintah memiliki protokol koordinasi melalui Forum Koordinasi Stabilitas Sistem Keuangan (FKSSK). Dalam forum tersebut, secara jelas diatur mengenai koordinasi dan peran masing-masing pihak baik dalam kondisi normal maupun kondisi tidak normal untuk pencegahan dan penanganan krisis.

Dalam hubungan kerja operasional, Bank Indonesia bertindak sebagai pemegang kas pemerintah dan memberikan remunerasi atas saldo kas pemerintah. Bank Indonesia untuk dan atas nama pemerintah juga menerima pinjaman luar negeri, menatausahakan, serta menyelesaikan tagihan dan kewajiban keuangan pemerintah terhadap pihak luar negeri. Namun demikian, Bank Indonesia dilarang memberi kredit kepada pemerintah. Di bidang pengelolaan mata uang rupiah, Bank Indonesia dan pemerintah juga memiliki mekanisme koordinasi dalam perencanaan, pencetakan, dan pemusnahan uang.

Hubungan dengan ParlemenDalam hubungannya dengan parlemen, Dewan Perwakilan Rakyat-Republik Indonesia (DPR-RI) merupakan pihak yang melakukan fungsi pengawasan terhadap pengelolaan tugas dan wewenang Bank Indonesia. Sebagai perwakilan rakyat Indonesia, DPR-RI memastikan bahwa tugas dan kewenangan Bank Indonesia terkelola secara efektif dan efisien.

Pada setiap awal tahun, Bank Indonesia diwajibkan menyampaikan laporan secara tertulis kepada DPR-RI. Laporan itu memuat antara lain informasi tentang pelaksanaan tugas dan wewenangnya pada tahun sebelumnya. Selain itu, juga dilaporkan rencana kebijakan, penetapan sasaran, dan langkah-langkah pelaksanaan tugas serta wewenang untuk tahun yang akan datang.

meetings to discuss economic, banking, financial, and other obstacles related to Bank Indonesia’s tasks and responsibilities.

Furthermore, Bank Indonesia gives advice to the government on developing the state revenue and expenditure budget, including the government plans to issue government bonds. Bank Indonesia can also invite government representatives to attend monthly Board of Governors’ meeting to present views from a fiscal standpoint.

To maintain Indonesian financial system stability, Bank Indonesia and the government adhere to a coordination protocol through Financial System Stability Coordination Forum (FKSSK). Within this forum, the coordination procedures and roles in the prevention and resolution of a crisis are clearly defined for every institution under normal and abnormal conditions.

In working relationship at the operational level, Bank Indonesia holds the government’s cash account and gives remuneration on the government’s cash account balance. On behalf of the government, Bank Indonesia also receives foreign loans, administers, and settles outstanding invoices and liabilities with international institutions. However, Bank Indonesia is strictly prohibited from providing credit to the government. In rupiah currency management, Bank Indonesia and the government also have a coordination mechanism in planning, printing, and destruction of currency.

Relationship with the ParliamentIn relationship with parliament, the House of Representatives of the Republic of Indonesia (DPR-RI) is responsible for supervising the implementation of Bank Indonesia’s tasks and responsibilities. As representatives of the Indonesian people, the House ensures that Bank Indonesia’s tasks and responsibilities are managed effectively and efficiently.

In the beginning of each year, Bank Indonesia is required to submit a written report to the House. The report contains information on the implementation of tasks and responsibilities in the previous year, among other things. Moreover, planned policy, targets, and workplan for the upcoming year are also reported.






Bank Indonesia juga diwajibkan menyampaikan laporan tertulis kepada DPR-RI mengenai pelaksanaan tugas dan wewenang setiap triwulanan. Dalam hal diperlukan, DPR-RI juga dapat meminta penjelasan langsung kepada Bank Indonesia melalui berbagai forum rapat kerja DPR-RI.

Pertanggungjawaban terhadap rencana dan penggunaan anggaran oleh Bank Indonesia juga menjadi bagian fungsi check and balance oleh DPR-RI. Bank Indonesia wajib menyampaikan laporan anggaran operasional.

DPR-RI akan mengevaluasi pelaksanaan anggaran operasional pada tahun berjalan. DPR-RI memberikan persetujuan terhadap anggaran operasional Bank Indonesia untuk tahun mendatang.

Selain itu, Bank Indonesia wajib melaporkan anggaran kebijakan kepada DPR-RI. Laporan keuangan tahunan Bank Indonesia merupakan hasil audit yang dilakukan oleh Badan Pemeriksa Keuangan Republik Indonesia.

Pengaturan Kode Etik Anggota Dewan GubernurUntuk memastikan bahwa pengelolaan kewenangan dan tugas dilaksanakan secara profesional dan berintegritas, Bank Indonesia memiliki aturan pedoman perilaku bagi Anggota Dewan Gubernur (ADG) yang dituangkan dalam aturan kode etik ADG. Tujuan dari pengaturan tersebut adalah untuk: (i) memberikan pedoman bagi ADG dalam bersikap, bertindak, dan berperilaku sesuai dengan norma-norma moral dan sumpah jabatan ADG; (ii) mewujudkan independensi, akuntabilitas dan transparansi Bank Indonesia, dan (iii) mencegah timbulnya risiko reputasi dan hukum bagi Bank Indonesia dan ADG.

Kode etik ADG memuat pokok-pokok pengaturan mengenai: (i) nilai-nilai dasar kode etik yang meliputi Accountable, Responsible, Independent, dan Fair (ARIF), (ii) pedoman perilaku yang terkait dengan: integritas dan profesionalisme; benturan kepentingan; kemandirian dan ketidakberpihakan; penerimaan/pemberian janji dan/atau hadiah terkait dengan jabatan; (kesetaraan; dan kerahasiaan informasi, (iii) mekanisme penanganan informasi dan penangaan dugaan pelanggaran kode etik, (iv) pembentukan Majelis Kehormatan Etik (MKE), dan (v) pengenaan sanksi.

Bank Indonesia is also required to submit a written report to the House on the implementation of tasks and responsibilities on a quarterly basis. When deemed necessary, the House can also request direct explanations from Bank Indonesia in various work meetings.

Accountability on Bank Indonesia’s planned and realized budget is also part of the checks and balances function of the House. Bank Indonesia is required to submit operating budget report.

The House will evaluate the realization of operational budget of the ongoing year. The House approves Bank Indonesia’s operational budget for the upcoming year.

Additionally, Bank Indonesia is required to report the policy budget to the House. Bank Indonesia’s annual financial statement is produced a result of audit performed by the Supreme Audit Board of the Republic of Indonesia.

Code of Ethics for the Member of Board of GovernorsTo ensure that duties and responsibilities are professionally managed with integrity, Bank Indonesia has adopted guidelines for the conduct of the Board of Governors members set out in the code of ethics for Board Members. The purpose of these rules is to: (i) give guidelines for the Board of Governors Members in behavior, actions and conduct in keeping with moral standards and the oath of office of the Board Members; (ii) ensure the independence, accountability and transparency of Bank Indonesia; and (iii) prevent reputational and legal risks for Bank Indonesia and the members of the Board of Governors.

The code of ethics for the Board of Governors members sets forth governing principles on: (i) core values of the code of ethics including Accountable, Responsible, Independent and Fair (ARIF); (ii) guidelines for conduct in regard to: integrity and professionalism, conflict of interest, independence and impartiality, accepting/offering promises and/or gifts pertaining to the line of duty, level playing field and confidentiality of information; (iii) mechanisms for dealing with information and dealing with suspected violations of the code of ethics; (iv) establishment of the Honorary Council for Ethics (MKE); and (v) imposing sanctions.






Dalam menegakkan integritas, ADG juga berkewajiban melaksanakan tugas dan kewenangannya secara bertanggung jawab sesuai peraturan perundang-undangan yang berlaku, menjunjung tinggi kaidah moral yang berlaku umum di masyarakat, mengambil keputusan berdasarkan itikad baik, kejujuran, dan kemampuan, serta senantiasa meningkatkan pengetahuan.

Pengaturan Disiplin PegawaiTerhadap seluruh pegawai Bank Indonesia juga diberlakukan aturan tata tertib pegawai. Pengaturan tersebut bertujuan guna memelihara kedisiplinan, ketertiban, dan tatakelola yang baik dalam pelaksanaan tugasnya. Pokok-pokok pengaturan meliputi pemanfaatan waktu kerja; pembatasan kegiatan melalui larangan kepemilikan seluruh atau sebagian perusahaan komersial termasuk menjadi pengurus perusahaan; kepemilikan usaha dagang; penyalahgunaan jabatan, wewenang dan fasilitas; serta penerimaan komisi, hadiah, jasa, hiburan, potongan harga dan fasilitas terkait jabatan atau pekerjaan.

In upholding integrity, members of the Board of Governors are also required to act responsibly in undertaking their duties and functions in compliance with applicable laws and regulations, respect the prevailing moral values in society, make decisions in good faith, honesty and capability as well as strive to continually increase knowledge.

Employee Code of DisciplineAll Bank Indonesia employees are subject to the employee code of conduct. The purpose of this code is to maintain discipline, order and good governance in the line of duties. The code primarily regulate the use of time at work; restrictions on activities through prohibition of ownership in whole or of any commercial company, including serving in corporate management; ownership of trading enterprises; improper use of position, duties and facilities; and receiving commissions, gifts, services, entertainment, discounts and facilities in relation to position or employment.







Indonesia berhasil menghadapi gejolak ekonomi yang berlangsung selama 2013. Pencapaian itu merupakan hasil kerja keras bersama yang melibatkan berbagai pemangku kepentingan. Respons kebijakan Bank Indonesia melalui bauran kebijakan memberikan dampak positif terhadap stabilitas perekonomian dan sistem keuangan. Langkah Bank Indonesia menaikkan suku bunga lebih awal dan tidak agresif dalam menghadapi depresiasi rupiah dinilai sebagai langkah tepat. Terbukti, tekanan terhadap defisit transaksi berjalan berkurang, inflasi terkendali, dan pada gilirannya ekonomi Indonesia masih mampu tumbuh 5,78%. Indonesia pun tidak lagi terlihat rentan (fragile). Atas kebijakan yang diambil, The Financial Times memasukkan Bank Indonesia dalam kelompok bank sentral yang mendapat predikat sebagai The Guiders.

Indonesia has emerged successfully from the economic upheavel that took place during 2013. This achievement is the result of the hard work and concerted efforts involving various stakeholders. Bank Indonesia policy response implemented through a policy mix had a positive impact on economic and financial system stability. Bank Indonesia’s decision in raising interest rates at an early stage and not aggressive in coping with rupiah depreciation was deemed appropriate. It was then proven that the pressure on the current account deficit had gone down, inflation subdued, and the Indonesian economy in turn was still capable of growing 5.78%. Indonesia no longer seemed fragile. In recognition of the policy measures, The Financial Times placed Bank Indonesia in a group of central banks rated as The Guiders.






Pencapaian Strategis 2013Strategic Achievement in 2013

Mengelola Kestabilan MoneterSelama 2013, perekonomian Indonesia menghadapi berbagai tantangan yang tidak ringan. Kondisi ekonomi global tidak sesuai dengan harapan. Indikasinya, pertumbuhan ekonomi melambat, harga komoditas menurun, dan aliran modal mulai beralih dari negara berkembang. Kondisi tersebut memberikan tekanan kepada ekonomi Indonesia melalui jalur perdagangan dan jalur keuangan.

Tekanan terhadap perekonomian Indonesia menjadi kian besar karena topangan struktur ekonomi domestik belum cukup kuat untuk meredam dampak gejolak ekonomi global. Hingga kini, struktur ekonomi Indonesia masih mengandalkan ekspor berbasis sumber daya alam yang memiliki nilai tambah rendah dan rentan terhadap gejolak harga maupun permintaan global. Selain itu, Indonesia belum cukup kuat di bidang pangan, energi, dan teknologi serta pasar keuangan domestik pun belum begitu dalam yang ditandai dengan masih terbatasnya instrumen keuangan.

Kombinasi kondisi global dan domestik tersebut memberikan tekanan terhadap ekonomi Indonesia pada 2013. Hingga triwulan III-2013, tekanan terhadap perekonomian masih terjadi. Hal itu tercermin pada meningkatnya inflasi yang antara lain akibat kenaikan harga bahan bakar minyak (BBM) Bersubsidi. Kenaikan harga BBM bersubsidi tidak hanya mendorong kenaikan inflasi administered price, tetapi juga memberikan dampak lanjutan (second round effect) terhadap harga kelompok barang-barang lain seperti tarif transportasi. Tekanan juga muncul akibat sentimen negatif terhadap melebarnya defisit transaksi berjalan dan rencana pengurangan stimulus moneter (tapering off) oleh the Fed. Kondisi ini berimbas pada melemahnya nilai tukar rupiah dan menurunnya kinerja pasar keuangan.

Merespons perkembangan tersebut, Bank Indonesia mengeluarkan berbagai kebijakan dengan memperkuat bauran kebijakan. Hal itu bertujuan untuk mengendalikan inflasi agar segera kembali ke lintasan sasaran 4,5+1% pada 2014 dan 4,0+1%% pada 2015, sekaligus mengarahkan defisit transaksi berjalan lebih sehat.

Bank Indonesia mengawal suku bunga tetap konsisten dengan sasaran inflasi.

Managing Monetary StabilityDuring 2013, the Indonesian economy was confronted with daunting challenges. Conditions in the global economy were gloomier than expected, as indicated by slowing economic growth, plummeting commodity prices and the capital reversal from emerging market. These conditions led to pressure bearing down on the Indonesian economy through the trade channel and financial channel.

Pressures on the Indonesian economy were exacerbated by the structure of the domestic economy that lacks sufficient strength to absorb the impact of global economic turmoil. The Indonesian economy has been structurally dependent on resource-based exports that generate low added value and are susceptible to volatile movement in prices and global demand. In addition, Indonesia has not built a strong position in food, energy and technology, and the domestic financial market itself has only limited depth as indicated by the limited range of financial instruments.

This combination of global and domestic conditions put pressure on the Indonesian economy in 2013. As late as Q3/2013, pressures were still bearing down on the economy as reflected in rising inflation, triggered by factors such as the increase in subsidised fuel prices. The decision to lift the fuel prices not only spurred inflation in administered prices, but also led to second-round effects of inflation in other categories, such as transport fares. Pressure also emerged as a result of negative sentiment over the current account deficit and the trim of economic stimulus by the Fed (tapering-off). These conditions led to weakening in the rupiah and a downturn on the financial market.

In response, Bank Indonesia issued a series of policies involving a strengthening of the policy mix. These steps were taken in order to keep inflation within the target of 4.5+1% in 2014 and the 4.0%+1%% range in 2015, as well as direct the current deficit towards a healthier and a more sustainable level.

Bank Indonesia managed interest rates at a level consistent with the inflation target.






Selama 2013, Bank Indonesia meningkatkan suku bunga acuan (BI Rate) sebesar 175 basis poins (bps) dari 5,75% menjadi 7,50%. Langkah itu ditopang oleh kebijakan stabilisasi nilai tukar rupiah, penguatan operasi moneter, pendalaman pasar keuangan, dan penguatan kebijakan makroprudensial. Bank Indonesia juga memperkuat koordinasi dengan Pemerintah dan meningkatkan kerjasama antarbank sentral. Tujuannya untuk mengendalikan inflasi, menurunkan defisit transaksi berjalan, dan memperbaiki struktur ekonomi.

Respons Bank Indonesia terbukti mampu mengurangi tekanan terhadap stabilitas perekonomian. Koordinasi yang erat antara Bank Indonesia dan Pemerintah untuk mengendalikan dampak lanjutan (second round effect) pasca–kenaikan harga BBM Bersubsidi mampu meredam tekanan inflasi. Sejak September 2013, inflasi kembali ke pola normal.

Secara keseluruhan, inflasi 2013 meningkat menjadi 8,38% dari 4,30% pada 2012. Meskipun di atas sasaran yang telah ditetapkan 4,5±1%, inflasi tetap dapat dikendalikan pada angka satu digit dengan berbagai kebijakan yang ditempuh. Hal ini berbeda dengan periode 2005 dan 2008 saat terjadi kenaikan harga BBM bersubsidi yang inflasinya mencapai dua digit.

Bank Indonesia mengarahkan moderasi (pelunakan/pengurangan) pertumbuhan ekonomi tetap terkendali dan ditopang sumber pertumbuhan ekonomi yang

During 2013, Bank Indonesia raised the policy rate (BI Rate) by 175 basis points (bps), from 5.75% to 7.50%. This measure was complemented by policies for stabilising the exchange rate, strengthening monetary operations, financial market deepening and reinforcing of macroprudential policies. Bank Indonesia also bolstered coordination with the Government and stepped up collaboration with other central banks. The objective of this coordination was to control inflation, bring down the current account and improve the structure of the economy.

Jan2010

Jan2011

Jan2012

Jan2013

Jan2014

Apr2010

Apr2011

Apr2012

Apr2013

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Jul2012

Jul2013

Oct2010

Oct2011

Oct2012

Oct2013

9

%

8

7

6

5

4

3

Grafik 2. Respon Kebijakan Suku Bunga BIFig 2. BI Rate Policy Response

rLending raterBI rate

rPUAB O/N

rDF O/N

The Bank Indonesia responses were validated by their success in easing pressures on economic stability. The close coordination between Bank Indonesia and the Government in curbing the second-round effects of the hike in subsidised fuel prices succeeded in lowering inflationary pressure. In September 2013, inflation returned to normal.

In 2013 inflation mounted to 8.38% from the 2012 level of 4.30%. Despite surpassing the 4.5%±1% prescribed target, inflation was nevertheless contained within the single digit range in response to the policies put in place. This contrasts with the 2005 and 2008 periods, when hikes in subsidised fuel prices resulted in double-digit inflation.

Bank Indonesia has pursued a direction of moderate economic growth managed within prudent limits and bolstered by greater equilibrium in sources of






Secara keseluruhan, pertumbuhan ekonomi 2013 mencapai 5,78%, lebih tinggi dibandingkan dengan pertumbuhan ekonomi negara mitra (peer countries).

Overall, the economic growth in 2013 reached 5.78%, higher than the economic growth in peer countries.

Cadangan devisa kembali mengalami tren meningkat sejak Agustus 2013 dimana pada akhir 2013 posisi cadangan devisa tercatat sebesar 99,4 miliar Dolar AS.

Foreign reserves were back on the rising trend since August 2013 and were recorded at 99.4 billion US dollars at the end of 2013.






lebih seimbang. Hasilnya, pada triwulan IV-2013, defisit transaksi berjalan mulai menurun ke level yang lebih sehat dan ekonomi Indonesia tumbuh lebih baik dari triwulan sebelumnya.

Struktur ekonomi lebih berimbang yang ditopang kenaikan ekspor dan moderasi permintaan domestik. Secara keseluruhan, pertumbuhan ekonomi 2013 mencapai 5,78%, lebih tinggi dibandingkan dengan pertumbuhan ekonomi negara mitra (peer countries)1.

Defisit transaksi berjalan pun menurun cukup signifikan. Pada triwulan IV-2013, defisit transaksi berjalan tercatat 1,98% dari Produk Domestik Bruto (PDB), jauh lebih rendah dari triwulan sebelumnya yang mencapai 3,85%. Selama 2013, defisit transaksi berjalan tercatat 3,26%, lebih rendah dari perkiraan Bank Indonesia sebelumnya yang sebesar 3,5%.

Pada triwulan IV-2013 surplus transaksi modal finansial meningkat. Peningkatan surplus tersebut dapat membiayai defisit transaksi berjalan dan mendorong surplus pada Neraca Pembayaran Indonesia (NPI).Cadangan devisa kembali mengalami tren meningkat sejak Agustus 2013 dimana pada akhir 2013 posisi cadangan devisa tercatat sebesar 99,4 miliar Dolar AS.

1 dihitung berdasarkan rata-rata PDB dari 30 negara berkembang yang memiliki rating Baa1 sd Baa3

growth. As a result, in Q4/2013 the current account deficit began dropping back to a healthier level while economic growth improved over the preceding quarter.

A more balanced structure of the economy has been achieved through higher exports and more moderate domestic demand. For 2013 as a whole, economic growth came to 5.78%, ahead of growth in peer countries. 1

The current account deficit also began to drop back significantly. In Q4/2013, the current account deficit was recorded at 1.98% of Gross Domestic Product (GDP), far below the level of the previous quarter at 3.85%. For the year of 2013, the current account deficit came to 3.26%, below the earlier Bank Indonesia forecast of 3.5%.

In Q4/2013, the capital and financial account surplus increased. The increased surplus were sufficient to finance current account deficit and boost a surplus in the Indonesian Balance of Payment. Meanwhile, foreign reserves were back on the rising trend since August 2013 and were recorded at 99.4 billion US dollars at the end of 2013.

1

1 calculated on the basis of average GDP for 30 developing nations holding Baa1 to Baa3 ratings

0

2

(2)

4

6

8

%

Indonesia

2008-2012 Average=5.9% 5.78%

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Peers (Baa1 – Baa3)

Grafik 3. Pertumbuhan Ekonomi Indonesia vs Negara MitraFig 3. Indonesia vs Peer Countries Economic Growth






Kebijakan Bank Indonesia bukan hanya berdampak positif terhadap terjaganya kondisi fundamental ekonomi dan stabilitas pasar keuangan, namun juga mampu mengembalikan kepercayaan pelaku pasar. Pengetatan likuiditas yang dilakukan oleh Bank Indonesia sejak awal semester II-2013 berhasil mengantisipasi rencana pengurangan stimulus (tapering-off) yang mulai diimplementasikan oleh bank sentral Amerika Serikat pada Desember 2013.

Dibandingkan bank sentral negara-negara emerging market, Bank Indonesia mengambil kebijakan pencegahan (pre-emptive) secara lebih awal. Di antara negara-negara yang dijuluki fragile five (Indonesia, Brasil, Afrika Selatan, India, Turki), Indonesia dinilai sebagai negara yang paling berhasil menghadapi gejolak ekonomi selama 2013. Kebijakan menaikkan suku bunga acuan lebih awal dianggap mampu meredam permintaan dan tidak menyebabkan resesi.

Depresiasi nilai tukar rupiah yang tidak direspons Bank Indonesia secara agresif juga dinilai sebagai langkah tepat. Pelemahan nilai tukar rupiah justru membuat harga produk ekspor Indonesia lebih murah dan produk impor semakin mahal. Dampak lanjutannya, defisit transaksi berjalan berkurang dan ekonomi Indonesia masih mampu bertumbuh 5,78%. Atas capaian tersebut, majalah The Economist menyimpulkan Indonesia tidak lagi rentan (fragile) terhadap dinamika perekonomian global.

Bank Indonesia’s policies not only had a positive impact in safeguarding the condition of economic fundamentals and financial market stability, but also restored market confidence. The liquidity tightening launched by Bank Indonesia early in the second half of 2013 succeeded in pre-empting the planned reduction in the stimulus, or tapering off, commenced by the United States Federal Reserve in December 2013.

Compared to central banks in emerging market nations, Bank Indonesia acted decisively with pre-emptive policies at an earlier stage. Among the countries commonly referred to as the fragile five (Indonesia, Brazil, South Africa, India and Turkey), Indonesia was judged the most successful in coping with economic shocks during 2013. The decision for an early increase in the policy rate was seen as a move that could curb demand without triggering recession.

Bank Indonesia’s decision not to respond aggressively to depreciation in the rupiah was also perceived as an astute judgement. The weakening in the rupiah in fact helped bring down prices for Indonesia’s exports, while raising prices for imported products. This in turn contributed to reduction in the current account deficit while the Indonesian economy still managed to grow 5.78%, In response to this achievement, The Economist magazine concluded that Indonesia was no longer in a fragile position with regard to the dynamics of the global economy.

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in million USDdalam juta USD

Grafik 4. Perkembangan Cadangan Devisa Tahun 2013Fig 4. Foreign Reserves Movements in 2013






Apresiasi Kebijakan Bank Indonesia 2013Appreciation for Bank Indonesia Policies in 2013

Sepanjang 2013, Bank Indonesia memiliki komitmen kuat dalam menjamin stabilitas. Bank Indonesia telah menetapkan strategi yang jelas dengan menempatkan prioritas pada stabilisasi perekonomian di atas pertumbuhan semata. Sejauh ini hasil-hasil nyata telah terlihat, seperti tercermin pada pertumbuhan PDB yang konsisten, indikator luar negeri yang membaik, tingkat inflasi yang terkendali, dan pengakuan dari banyak pihak mengenai kemajuan yang dicapai Indonesia.

Pada edisi 3 Februari 2013, The Financial Times menobatkan Bank Indonesia sebagai bank sentral terbaik kedua di antara negara-negara emerging setelah Brazil. The Financial Times menyebut Bank Sentral Brazil, Bank Indonesia, dan Bank Sentral India sebagai “The Guiders”, yaitu bank sentral yang secara ahead of the curve dinilai paling mampu mengarahkan perekonomian dan pasar keuangan.

Secara khusus, The Financial Times menghormati Bank Indonesia atas kebijakan-kebijakannya yang semakin market-friendly, serta posisi (stance) moneter yang secara agresif diarahkan kepada siklus pengetatan sepanjang triwulan II sampai triwulan IV-2013. Hasilnya telah dirasakan sejak awal 2014.

Pada edisi 22 Februari 2014, majalah The Economist juga memberikan apresiasi kepada Bank Indonesia yang telah mengambil kebijakan strategis secara tepat waktu dan terukur. Bank sentral lain dinilai terlambat merespons situasi pasar global yang memburuk dan cenderung mengambil kebijakan yang berlebihan.

The Economist menilai bahwa kebijakan nilai tukar yang ditempuh Bank Indonesia telah efektif meredam impor dan mendorong peningkatan ekspor, sehingga membawa dampak positif pada neraca transaksi berjalan. Selain itu, upaya stabilisasi dengan kenaikan BI-Rate secara bertahap pada triwulan III dan triwulan IV 2013 dipandang telah dilakukan secara terukur, sehingga mampu memperlambat laju permintaan domestik, namun tidak sampai menyebabkan resesi ekonomi.

Ke depan, Bank Indonesia akan terus konsisten dalam komitmen untuk mencapai tujuan menjaga stabilitas. Komitmen tersebut dilakukan melalui implementasi bauran kebijakan, usaha sungguh-sungguh dalam pendalaman pasar, dan komunikasi yang lebih pro-aktif.

Throughout 2013, Bank Indonesia sustained a robust commitment to ensuring stability. Bank Indonesia established a clear strategy that prioritised stabilising the economy ahead of mere growth. So far, this strategy has brought potitive impacts reflected in consistent growth in the GDP, improving external indicators, subdued inflation and widespread recognition of the progress made by Indonesia.

The Financial Times in the 3 February 2013 edition proclaimed Bank Indonesia the second best central bank among emerging market nations, after Brazil. The Financial Times daily named the central bank of Brazil, Bank Indonesia and the Reserve Bank of India as “The Guiders,” that is to say, the central banks that in staying ahead of the curve were judged the most capable in guiding their economies and financial markets.

In particular, The Financial Times gave credit to Bank Indonesia for its increasingly market-friendly policies and a monetary stance aggressively directed towards the tightening cycle throughout the second quarter and until Q4/2013. The fruits of these measures became visible in early 2014.

In the 22 February 2014 edition, The Economist magazine also acclaimed Bank Indonesia for having adopted well-timed, measured strategic policies. Other central banks were seen as slow in responding to the deteriorating situation on global markets and tending to pursue excessive policies.

In the opinion of The Economist, Bank Indonesia’s exchange rate policy proved effective in curbing imports and promoting export growth, which had a positive effect on the current account deficit. In addition, the stabilisation measures taken through progressive increases in the BI Rate during Q3 and Q4/2014 were perceived as measured actions that would slow the pace of domestic demand but would not adversely impact the economy into recession.

Looking forward, Bank Indonesia will act consistently under its commitment to safeguarding stability. This commitment will be carried out through implementation of a policy mix, concerted efforts for market deepening and more proactive communications.






Dalam mengelola nilai tukar Rupiah, dengan langkah pasti Bank Indonesia terus melakukan berbagai upaya untuk meredam volatilitas nilai tukar Rupiah yang berlebihan. Di sisi lain, Bank Indonesia tetap memberi ruang gerak bagi Rupiah agar sesuai dengan nilai fundamentalnya. Meski nilai tukar rupiah melemah, volatilitasnya masih terkelola rendah dan relatif lebih baik dibandingkan dengan sebagian mata uang negara Asia. Kebijakan stabilisasi nilai tukar didukung penguatan manajemen likuiditas di pasar uang rupiah. Selain meningkatkan efektivitas pengelolaan likuiditas, kebijakan ini untuk mendukung pendalaman pasar uang dan manajemen arus modal (capital flows management). Untuk menekan gangguan stabilitas di sistem keuangan, Bank Indonesia juga memperkuat

In managing the exchange rate, Bank Indonesia stayed the course with carefully considered measures in multifaceted efforts to curb excess exchange rate volatility. On the other hand, Bank Indonesia continued to allow for movement in the rupiah in keeping with the value of its fundamentals. Despite the weakening in the rupiah, exchange rate volatility was kept low, comparing favourably with some Asian currencies. Exchange rate stabilisation undertaken by Bank Indonesia was supported by measures to strengthen liquidity management on the rupiah money market. Besides improving the effectiveness of liquidity management, this policy supported financial market deepening and capital flows management. To curb disruptions to stability in the financial system, Bank

Grafik 5. Indikator Utama Ekonomi IndonesiaFig 5. The Main Economic Indicators of Indonesia

Pertumbuhan Domestik Bruto (PDB)Gross Domestic Product (GDP)

Nilai Tukar (rata-rata) IDR/USDExchange Rate (average) IDR/USD

InflasiInflation

2008

14%

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11.06

2.78

6.96

3.79 4.30

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6.01

4.63

6.22 6.49 6.265.78

2008

9,692

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8,0002009

10,408

2010

9,087

2011

8,776

2012

9,358

2013

10,445






kerjasama bilateral dengan bank sentral lain. Kerjasama antar bank sentral ini sekaligus merupakan salah satu resolusi jaring pengaman finansial (financial safety net).

Kondisi keuangan global bergejolak secara simultan dan berimbas ke berbagai belahan dunia. Situasi ini telah membawa pelajaran penting bagi setiap negara untuk mempersiapkan mekanisme penanganan krisis secara sistematis. Sebagai antisipasi terjadinya tekanan di sektor keuangan, Bank Indonesia dan Pemerintah telah mempersiapkan Protokol Manajemen Krisis (PMK). Protokol ini merupakan kerangka kerja yang menetapkan tindakan, peran, dan tanggung jawab otoritas dalam menangani krisis sehingga kerugian ekonomi bisa diminimalkan.

Guna memastikan kecepatan respons yang memadai dan tersedianya kelengkapan pengaturan dan kewenangan, Forum Koordinasi Stabilitas Sistem Keuangan (FKSSK) melakukan simulasi krisis keuangan dari skala kecil hingga besar yang menerpa Indonesia pada akhir 2013. Dalam simulasi tersebut, FKSSK memperkirakan dampak krisis terhadap berbagai sektor perekonomian dan selanjutnya merumuskan respons penanganan yang diperlukan.

Rapat tersebut dihadiri seluruh unsur FKSSK, yakni Kementerian Keuangan, Bank Indonesia, Otoritas Jasa Keuangan, dan Lembaga Penjamin Simpanan. Rapat itu juga melibatkan pihak-pihak yang berpengalaman dalam penajaman koordinasi krisis yaitu Toronto Center, Worldbank Jakarta, dan Aipeg (Australia Indonesia Partnership for Economic Governance)-AusAid.

Indonesia also strengthened bilateral collaboration with other central banks. This collaboration among central banks was also one of the resolutions envisaged under the financial safety net.

Global financial conditions were marked by simultaneously occurring turmoil with impact that spread to far flung corners of the globe. For every nation, this has taught a crucial lesson on system preparation of a crisis resolution mechanism. In a pre-emptive move to anticipate pressures in the financial sector, Bank Indonesia and the Government had prepared a Crisis Management Protocol (CMP). This protocol comprises a framework that sets out the actions, roles and responsibilities of the various authorities in dealing with a crisis, enabling economic losses to be kept to a minimum.

To ensure agility of response and that a complete set of regulations and powers is in place, the Coordinating Forum on Financial System Stability (FKSSK) organised simulations of financial crises striking Indonesia at the end of 2013, ranging from small-scale to severe. In these simulations, the FKSSK projected the impact of a crisis on various economic sectors and then devised the necessary responses.

The meeting was attended by all members of the FKSSK, i.e. the Ministry of Finance, Bank Indonesia, the Financial Services Authority and the Indonesian Deposit Insurance Corporation (LPS). The meeting also featured other parties experienced in the fine-tuning of crisis coordination, namely Toronto Center, World Bank Jakarta and Aipeg (Australia Indonesia Partnership for Economic Governance)-AusAID.






“Sustaining the Stability of the Exchange Rate of Rupiah and Strengthening Liquidity Management”

During 2013, Bank Indonesia issued a series of monetary policy packages to improve the effectiveness of the policy mix in safeguarding macroeconomic stability and supporting sustainable economic growth. These policy packages were continuations of previous measures aimed at controlling inflation, managing the balance of payments on a more sustainable basis and reinforcing financial system stability.

This more advanced policy mix introduced by Bank Indonesia was designed to operate in synergy with a Policy Package launched by the Government. This policy synergy is of strategic importance. Besides the objective of addressing short-term uncertainties, the policy synergy was also envisaged as a structural means of resolving external imbalances. In turn, the Indonesian economy would become more robust and sustainable in the long-term. To this end, Bank Indonesia also forged closer bilateral collaboration with other central banks, which comprises one of the resolutions envisaged for the financial safety net. Management of Rupiah Exchange Rate Stability1. Held regular weekly FX swap auctions commencing

on 18 July 2013 to support bank liquidity management and promote availability of hedging instruments.

2. Expanded the range of tenors for forex Term Deposits by activating overnight (O/N) placements effective from 29 August 2013 in a move to offer greater diversity by supplementing the existing 7, 14 and 30 day tenors.

3. Relaxation of the minimum holding period for Bank Indonesia Certificates, with the holding period reduced from six months to one month in order to improve flexibility in liquidity management by market actors.

4. Published the Jakarta Interbank Spot Dollar Rate (JISDOR) as a reference rate for foreign currency transactions and financial transaction contracts effective from 20 May 2013.

5. Issued regulations on hedging transactions in an effort to promote better management of exchange rate risk by economic actors. The regulations issued for this purpose are Bank Indonesia Regulation No. 15/8/PBI/2013 concerning Hedging Transactions with Banks and Bank Indonesia Regulation No. 15/17/PBI/2013 concerning Swap Hedging Transactions with Bank Indonesia.

“Menopang Kestabilan Nilai Tukar Rupiah dan Menguatkan Pengelolaan Likuiditas”

Selama 2013, Bank Indonesia menerbitkan beberapa paket kebijakan moneter untuk meningkatkan efektivitas bauran kebijakan guna menjaga stabilitas makroekonomi dan mendukung pertumbuhan ekonomi yang berkesinambungan. Paket kebijakan tersebut merupakan langkah lanjutan guna mengendalikan inflasi, mengelola neraca pembayaran yang lebih sustainable, dan memperkuat stabilitas sistem keuangan.

Bauran kebijakan lanjutan Bank Indonesia tersebut diharapkan dapat bersinergi dengan Paket Kebijakan yang dikeluarkan Pemerintah. Sinergi kebijakan ini sangat strategis. Selain ditujukan untuk menangani ketidakpastian jangka pendek, sinergi kebijakan diharapkan dapat pula secara struktural mengatasi ketidakseimbangan eksternal. Pada gilirannya, perekonomian Indonesia menjadi lebih sehat dan sustainable dalam jangka panjang, Bank Indonesia juga memperkuat kerjasama bilateral dengan bank sentral lain sebagai salah satu resolusi jaring pengaman finansial. Pengelolaan Stabilitas Nilai Tukar Rupiah1. Melakukan lelang FX swap secara regular setiap

minggunya sejak 18 Juli 2013 guna mendukung pengelolaan likuiditas bank dan mendorong ketersediaan instrumen hedging.

2. Memperluas tenor Term Deposit valas, dengan mengaktivasi penempatan overnight (O/N) sejak 29 Agustus 2013 dalam upaya menambah keragaman tenor dengan melengkapi tenor 7, 14, dan 30 hari yang telah ada.

3. Relaksasi ketentuan Minimum Holding Period (MHP) Sertifikat Bank Indonesia dengan memperpendek jangka waktu kepemilikan dari 6 bulan menjadi 1 bulan dalam upaya meningkatkan fleksibilitas pengelolaan likuiditas pelaku pasar.

4. Menerbitkan Jakarta Interbank Spot Dollar Rate (JISDOR) sejak 20 Mei 2013 sebagai referensi kurs transaksi valas maupun kontrak transaksi keuangan.

5. Menerbitkan ketentuan transaksi lindung nilai dalam upaya mendorong pengelolaan risiko nilai tukar yang lebih baik oleh para pelaku ekonomi. Ketentuan yang diterbitkan adalah PBI No.15/8/PBI/2013 tentang Transaksi Lindung Nilai Kepada Bank dan PBI No.15/17/PBI/2013 tentang Transaksi Swap Hedging Kepada Bank Indonesia.






6. Relaxation of the rules governing forex purchases by exports who have sold export proceeds aimed at streamlining procedures for exporters purchasing foreign exchange against underlying forex sale documents.

7. Relaxation of the rules for external borrowing by adding an exemption for short-term external borrowing by banks comprising non-resident rupiah demand deposits (vostro accounts) for holding the proceeds of divestiture of direct investments, purchases of Indonesian corporate stocks and/or bonds and Indonesian government bonds.

Strengthening the Management of Liquidity in Rupiah Money Market1. Issued the Bank Indonesia Certificate of Deposit

(SDBI) instrument, negotiable only bank-to-bank, commencing 27 August 2013. This measure was introduced to provide banks with a more flexible instrument in managing their liquidity.

2. Inclusion of Bank Indonesia Certificates of Deposit (SDBIs) as a component of the Secondary Minimum Reserve Requirement.

3. Longer tenors for monetary instruments, with Bank Indonesia Certificates (SBIs) and Sharia Bank Indonesia Certificates (SSBIs) extended to nine months and SDBIs to six months, while the tenor for Indonesian Government Bond Reverse Repos was extended to one month.

4. Implementation of the Mini Master Repurchase Agreement (Mini MRA) to promote interbank repo transactions.

Strengthening the Financial System Stability in the Region1. Extension of the USD12 billion Bilateral Swap

Arrangement (BSA) with the Bank of Japan.

2. Extension of the Bilateral Currency Swap Arrangement (BCSA) with the People’s Bank of China with an agreed value of CNY100 billion/IDR175 trillion.

3. Agreement reached on a KRW 10.7 trillion/Rp115 trillion BCSA with the Bank of Korea.

4. Agreement reached on a Cross Border Liquidity Arrangement with the Bank of Japan.

6. Relaksasi ketentuan pembelian valas bagi eksportir yang telah melakukan penjualan Devisa Hasil Ekspor (DHE), dalam rangka memberikan kemudahan bagi eksportir melakukan pembelian valas dengan menggunakan underlying dokumen penjualan valas.

7. Merelaksasi ketentuan utang luar negeri (ULN), dengan menambah jenis pengecualian ULN jangka pendek bank, berupa giro rupiah (vostro) milik bukan penduduk yang menampung dana hasil divestasi dari hasil penyertaan langsung, pembelian saham dan/atau obligasi korporasi Indonesia serta Surat Berharga Negara (SBN).

Penguatan Manajemen Likuiditas di Pasar Uang Rupiah1. Menerbitkan instrumen Sertifikat Deposito Bank

Indonesia (SDBI) yang dapat diperdagangkan hanya antarbank sejak 27 Agustus 2013. Upaya ini dilakukan agar bank mempunyai instrumen yang lebih fleksibel dalam mengelola likuiditasnya.

2. Memperhitungkan Sertifikat Deposito Bank Indonesia (SDBI) sebagai komponen Giro Wajib Minimum (GWM) Sekunder.

3. Memperpanjang tenor instrumen operasi moneter Sertifikat Bank Indonesia dan Sertifikat Bank Indonesia Syariah (s.d 9 bulan), SDBI (s.d 6 bulan) dan Reverse Repo Surat Berharga Negara (s.d 1 bulan).

4. Mengimplementasikan Mini Master Repurchase Agreement (Mini MRA) untuk mendorong transaksi repo antarbank.

Penguatan Stabilitas Sistem Keuangan di Kawasan1. Perpanjangan kerjasama Bilateral Swap

Arrangement sebesar USD12 miliar dengan Bank of Japan.

2. Perpanjangan kerjasama Bilateral Currency Swap Arrangement dengan People’s Bank of China dengan kesepakatan senilai CNY100 miliar/IDR175 triliun.

3. Menyepakati kerjasama Bilateral Currency Swap Arrangement (BCSA) dengan Bank of Korea senilai

KRW10,7 triliun/Rp115 triliun.

4. Menyepakati kerjasama Cross Border Liquidity Arrangement dengan Bank of Japan.






Mengendalikan Inflasi DaerahControlling Regional Inflation

Karakteristik sumber tekanan inflasi Indonesia tidak hanya berasal dari sisi permintaan, namun juga dipengaruhi oleh sisi penawaran. Terlebih lagi, dengan adanya perubahan cuaca ekstrem dan kondisi geografis kepulauan menyebabkan besarnya gangguan produksi dan distribusi.

Menghadapi karakteristik inflasi yang seperti itu, pengendalian inflasi memerlukan kerjasama dan koordinasi lintas instansi, yakni antara Bank Indonesia dan Pemerintah. Bank Indonesia dan Pemerintah menyadari pentingnya peran koordinasi guna pencapaian inflasi yang rendah dan stabil. Untuk itu, Pemerintah dan Bank Indonesia membentuk Tim Pemantauan dan Pengendalian Inflasi (TPI) di level pusat sejak 2005, Selanjutnya, Pemerintah dan Bank Indonesia membentuk Tim Pengendalian Inflasi Daerah (TPID) pada 2008, dan membentuk Kelompok Kerja Nasional (Pokjanas) TPID pada 2011 yang beranggotakan Bank Indonesia dan Pemerintah di tingkat pusat dan daerah.

Lintas koordinasi antarinstansi tersebut penting untuk membentuk kepedulian atas pengendalian inflasi sekaligus merumuskan langkah konkret, cepat, dan tanggap dalam menstabilkan harga. Langkah-langkah kebijakan yang harmonis tersebut mampu mengatasi secara langsung sumber-sumber tekanan inflasi sehingga pada gilirannya mendukung kesejahteraan masyarakat.

A particular characteristic of inflationary pressure in Indonesia is that the sources of pressure are not confined to the demand side, but also involve the supply side. Moreover, extreme changes in weather and the geographical conditions of the island nation have caused major disruptions in production and distribution.

In dealing with inflation of this nature, interagency collaboration and coordination, in this case between the Bank Indonesia and the Government, would be essential to controlling inflation. Bank Indonesia and the Government are keenly aware of the importance of coordination for achievement of low and stable inflation. For this purpose, the Government and Bank Indonesia established the Inflation Targeting, Monitoring and Control Team (TPI) in 2005 at the central government level. In 2008, Bank Indonesia and the Government went on to set up Regional Inflation Control Teams (TPIDs) and in 2011 established the TPID National Working Group (Pokjanas) with Bank Indonesia and the Government at the central and regional levels participating as members.

This interagency coordination was vital to building awareness and concern for inflation control while formulating concrete measures that could be quickly implemented to bring results in stabilising prices. These well-coordinated policy responses succeeded in quickly resolving the sources of inflationary pressure that in turn helped improve the welfare of the population.

TPI TPI

Kementrian dan LembagaMinistries and Institutions

Bank Indonesia

POKJA TPID TPID WORKING GROUP

TPID ProvinsiProvincial TPID

TPID Kab/KotaRegency TPID


TPID ProvinsiProvincial TPID



Grafik 6. TPI dan TPIDFig 6. TPI and TPID






Kerjasama antara Bank Indonesia dan Pemerintah Provinsi DKI Jakarta merupakan salah satu contoh koordinasi dalam wadah TPID. Upaya untuk menjaga stabilisasi harga di wilayah ini penting mengingat DKI Jakarta merupakan barometer ekonomi nasional sekaligus penyumbang 22,5% dari angka inflasi nasional. Pada paruh pertama 2013, TPID Provinsi DKI Jakarta berhadapan dengan gejolak harga pangan (volatile foods). Gejolak harga bersumber dari gangguan pasokan beberapa komoditas hortikultura. Pada paruh kedua 2013, terjadi gejolak inflasi yang diakibatkan oleh kenaikan harga BBM bersubsidi.Menghadapi kondisi tersebut, TPID Provinsi DKI Jakarta tetap fokus mengendalikan inflasi melalui empat kegiatan. Pertama, penguatan koordinasi pengendalian inflasi lintas daerah. Kedua, penguatan strategi komunikasi. Ketiga, pelaksanaan operasi pasar dan pasar rakyat.Keempat, perluasan akses informasi dengan membangun Pusat Informasi Harga Pangan Strategis (PIHPS). PIHPS mencantumkan harga 10 bahan pangan yang dinilai paling strategis. Informasi ini dirancang untuk mengurangi disparitas harga pangan yang cukup tinggi antara produsen, pedagang, dan konsumen di DKI Jakarta.

Di seluruh Indonesia, kini telah terbentuk 184 TPID terdiri dari 33 TPID Provinsi dan 151 TPID kabupaten/kota. Semakin banyak pemerintah daerah yang menyadari pentingnya menjaga stabilitas harga dan manfaat koordinasi dalam wadah TPID. Bahkan, beberapa kabupaten/kota turut membentuk TPID, meski daerahnya tidak termasuk dalam basis penghitungan inflasi IHK nasional.

The collaboration between Bank Indonesia and the Jakarta Provincial Administration is one example of cooperation within a TPID forum. The drive to maintain price stability in this region is important because Jakarta serves as a barometer of the national economy while contributing 22.5% of the national inflation figure. In the first half of 2013, the Jakarta Provincial TPID had to cope with price shocks in volatile foods. This price volatility originated from disruptions in the supply of some horticultural commodities. The second half of 2013 witnessed an inflationary surge triggered by an increase in subsidised fuel prices. To cope with this condition, the Jakarta Provincial TPID maintained its focus on inflation control through four activities. First, it strengthened cross-regional coordination in inflation control. Second was a revamping of the communications strategy. Third were market operations and the organising of low-cost traditional markets. Fourth, the TPID expanded access to information by developing the Information Centre for Strategic Food Prices (PIHPS). The PIHPS lists the prices of ten of the most strategic foodstuff items. The information is designed to reduce the substantial disparities in food prices between producers, traders and consumers in Jakarta.

Indonesia now has 184 TPIDs spread throughout the nation, consisting of 33 Provincial TPIDs and 151 Regency/Municipality TPIDs. More regional governments are realising the importance of maintaining price stability and are taking advantage of the government coordination available within the TPID forum. Some regencies and municipalities have in fact also set up TPIDs, even though their regions are not part of the base for calculating the national CPI.

Peran Bank Indonesia dalam pemantauan dan pengendalian

inflasi menjadi sangat penting. Untuk itu telah dibentuk Tim

Pemantauan dan Pengendalian Inflasi baik di level pusat

maupun daerah (TPI/TPID).

Bank Indonesia’s role in monitoring and controlling inflation had become very crucial. Therefore, Inflation Monitoring and Controlling Teams has been established in the national and regional level.






The Financial Times juga menobatkan Bank Indonesia sebagai bank sentral yang paling mampu mengarahkan perekonomian dan pasar keuangan. Media massa keuangan itu memberikan gelar The Guiders kepada Gubernur Bank Indonesia Agus D.W. Martowardojo. Lembaga itu mengelompokkan bank sentral di emerging markets menjadi tiga yakni The Guiders (pengarah), The Reactors (kebijakan reaktif), dan Mavericks (tidak jelas arah kebijakan).

The Financial Times also named Bank Indonesia as the central bank demonstrating the greatest capability in guiding the economy and financial markets. This financial daily conferred the title of The Guiders on Governor of Bank Indonesia Agus D.W. Martowardojo. In this newspaper, central banks in emerging markets have been grouped into three main categories: the Guiders, the Reactors and the Mavericks, the latter marked by absence of a clear policy direction.






Mengawal Ketahanan Sistem Perbankan dan Memperkokoh Stabilitas Sistem KeuanganDi tengah pengaruh perekonomian global dan perlambatan ekonomi domestik yang sempat menimbulkan peningkatan beberapa risiko di sistem keuangan, kinerja sistem keuangan Indonesia, khususnya industri perbankan, tetap terjaga. Peningkatan beberapa risiko tersebut, belum sampai mengganggu kinerja perbankan dan stabilitas sistem keuangan. Hal itu tercermin pada indeks Stabilitas Sistem Keuangan (SSK) 2013 (1,08) meski sedikit meningkat dibanding Indeks SSK 2012 (1,01).

Terjaganya SSK juga terlihat pada kinerja perbankan nasional yang tetap positif. Permodalan perbankan yang kuat mampu menyerap peningkatan risiko kredit, risiko likuiditas, dan risiko pasar. Rasio kecukupan modal (capital adequacy ratio/CAR) perbankan nasional tercatat sebesar 18,48% jauh di atas batas minimum yang dipersyaratkan.

Fungsi intermediasi perbankan tetap berjalan optimal meskipun terjadi perlambatan penyaluran kredit. Pada 2013 kredit perbankan tumbuh 21,60% lebih rendah dari pertumbuhan kredit 2012 sebesar 23,08%. Melambatnya kredit tersebut merupakan respons perbankan terhadap perlambatan ekonomi dan upaya untuk memitigasi potensi risiko kredit. Hasilnya, rasio kredit bermasalah (non-performing loan/NPL) bank umum secara gross dapat dipertahankan rendah, bahkan menurun dibanding akhir 2012. Hal positif lain adalah penyaluran kredit produktif masih tetap dominan dibandingkan dengan kredit konsumsi.

Safeguarding Banking System Resilience and Bolstering Financial System StabilityAmid the influences of the global economy and the slowdown in the domestic economy that has heightened some risks in the financial system, the performance of Indonesia’s financial system and of the banking industry in particular remained in safe territory. The escalation in these risks did not reach the point of disrupting bank performance or financial system stability. This is evident in the Financial System Stability (FSS) index for 2013 (1.08), albeit up slightly from the 2012 FSS Index (1.01).

The prudent level of FSS was also evident in the sustained positive performance of the national banking system. With robust capital resources, banks were able to absorb increased credit risk, liquidity risk and market risk. The capital adequacy ratio (CAR) for the national banking system reached 18.48%, well above the regulatory minimum.

The bank intermediary function continued to operate at an optimum level, despite slowing levels of loan disbursements. In 2013, bank lending expanded by 21.60%, below the rate of credit growth in 2012 that reached 23.08%. This decelerating movement in credit disbursement represents the banking response to the economic slowdown and efforts to mitigate potential credit risk. As a result, the gross non-performing loans (NPLs) ratio for commercial banks was kept low and in fact declined in comparison to end-2012. Another positive point is that productive credit has retained a dominant role in comparison to consumption credit.

Tabel 1. Indikator Utama Perbankan Indonesia 2013Table 1. Indonesia’s Main Banking Indicator in 2013

IndikatorBank Umum Bank Syariah BPR

2008 2009 2010 2011 2012 2013

Aset (Miliar Rupiah)

Assets (Billion Rupiah)4,262,587 4,954,467 195,018 242,276 67,397 77,376

Kredit/Pembiayaan (Miliar Rupiah)

Credit/Financing (Billion Rupiah)2,725,861 3,292,873 147,505 184,121 49,818 59,176

Dana Pihak Ketiga (Miliar/Billion Rupiah)Third Party Deposits (Billion Rupiah)

3,225,198 3,663,968 147,512 183,530 44,870 50,520

Rasio Kecukupan Modal (%)Capital Adequacy Ratio (%)

17,32 18,36 14,13 14,44 27,55 27,50

Non Performing Loan/Financing-gross (%) 1.87 1.77 2.22 2.62 4.75 4.41






Kinerja positif lain juga ditunjukkan dari kemampuan perbankan dalam mencetak laba. Pada 2013 perbankan mampu meraih laba sebesar Rp106,7 triliun dengan rasio Net Interest Margin 5,53%. Tingginya laba tersebut didukung dengan membaiknya tingkat efisiensi perbankan.

Kinerja perbankan secara keseluruhan yang tetap positif didukung pula oleh perkembangan kinerja perbankan syariah dan BPR. Meski pangsa asetnya masih kecil dibandingkan perbankan umum konvensional, aset perbankan syariah dan BPR menunjukkan peningkatan. Kuatnya permodalan dan optimalisasi pembiayaan menjadi penopang peningkatan aset tersebut.

Fungsi intermediasi perbankan syariah dan BPR juga berjalan dengan baik. Hal tersebut tampak dari peningkatan pembiayaan/kredit yang disalurkan seiring dengan ekspansi jaringan kantor dan layanan yang semakin luas.

Stabilitas sistem keuangan dan kinerja industri perbankan yang terjaga, tidak terlepas dari kebijakan makroprudensial. Selain itu, didukung pula dengan upaya Bank Indonesia untuk menata kelembagaan industri ini tetap sehat dan mampu mengoptimalkan peran intermediasinya.

Penguatan kebijakan makroprudensial tersebut sesuai dengan mandat yang diberikan kepada Bank Indonesia dengan beralihnya fungsi pengaturan dan pengawasan bank ke OJK. Pada dasarnya, kebijakan makroprudensial bukan merupakan kegiatan yang baru bagi Bank Indonesia. Krisis ekonomi 1997 dan 2008 memberikan pelajaran bahwa terciptanya stabilitas sistem keuangan tidak hanya tergantung oleh kondisi kelembagaan yang sehat saja. Keterkaitan antarelemen dalam sistem keuangan dan perilaku pelaku keuangan dalam menghadapi gejolak perekonomian juga menjadi hal yang perlu diperhatikan. Oleh karenanya, kebijakan dan pengawasan mikroprudensial belum cukup untuk mengawal stabilitas sistem keuangan. Untuk itu, diperlukan pengaturan dan pengawasan makroprudensial guna mencegah dan mengurangi risiko sistemik, mendorong fungsi intermediasi yang seimbang bagi perekonomian, serta meningkatkan akses dan efisiensi sistem keuangan. Dalam pelaksanaannya, dilakukan melalui tiga fungsi, yakni systemic surveillance, menetapkan kebijakan makroprudensial, serta pengembangan pasar keuangan dan keuangan inklusif.

Positive performance was also demonstrated by bank profitability. In 2013, the banking system recorded profits of Rp106.7 trillion on a net interest margin of 5.53%. This strong profitability was supported by improvements in banking efficiency.

The positive banking performance partly was contributed by performance of sharia-compliant banking and rural banks. Despite representing a small share of assets compared to conventional commercial banks, sharia bank and rural bank assets registered significant expansion. Strong capital resources and optimisation of financing were the main factors driving this growth in assets.

For sharia banks and rural banks, banking intermediation also functioned well as visible in the growth of disbursed financing/credit in tandem with office network expansion and broader service coverage.

The comfortably safe levels of financial system stability and banking industry performance are attributable to a large extent to macroprudential policy. Further support also came from Bank Indonesia’s efforts for institutional structuring of the industry that will ensure continued soundness while optimising the intermediation role.

This building of more robust macroprudential policy was undertaken in conformity with the mandate vested in Bank Indonesia concerning the transfer of bank regulation and supervision functions to the FSA. In essence, macroprudential policy is not a new activity for Bank Indonesia. The economic crises of 1997 and 2008 taught a lesson that the creation of financial system stability does not depend only on sound conditions from an institutional perspective alone. It is also important to devote attention to the linkages between elements in the financial system and the behaviour of financial actors in coping with shocks to the economy. For this reason, microprudential policy and supervision do not of themselves provide adequate assurance of financial system stability. Macroprudential regulation and supervision are therefore necessary to prevent and mitigate systemic risks, promote a balanced intermediation function for the economy and improve access and efficiency in the financial system. In practice, this is carried out through three functions, namely systemic surveillance, establishment of macroprudential policy and development of the financial market and financial inclusion.






Terkait fungsi systemic surveillance, Bank Indonesia mengawasi bank dan Industri Keuangan Non-Bank (IKNB) yang dikategorikan penting. Fokus systemic surveillance bukan melihat kesehatan bank per bank, melainkan pada ranah stabilitas secara industri. Untuk itu, Bank Indonesia melakukan pemantauan stabilitas sistem keuangan (termasuk stress test) guna mengidentifikasi potensi risiko kredit, risiko likuiditas, dan risiko pasar yang mungkin timbul secara lebih dini.

Pengawasan makroprudensial terhadap IKNB merupakan hal baru bagi Bank Indonesia. Perilaku perusahaan konglomerasi perlu dipantau karena memiliki kecenderungan risk taking dan tingkat leveraging yang lebih besar dibanding perusahaan individual. Konglomerasi di sektor keuangan membuat sistem keuangan lebih kompleks, dinamis, dan keterkaitan antarsubsektor keuangan lebih tinggi.

Pengembangan pasar dan akses keuangan merupakan upaya yang tak kalah pentingnya dalam mendorong stabilitas sistem keuangan. Perluasan pasar dan akses masyarakat, khususnya masyarakat menengah ke bawah, terhadap layanan jasa lembaga keuangan perlu ditingkatkan, untuk menjamin berjalannya fungsi intermediasi secara baik.

Krisis keuangan 1997 dan 2008 telah menunjukkan bahwa terdapat hubungan SSK dengan keuangan inklusif. Keuangan inklusif akan sulit dilakukan dalam kondisi sistem keuangan tidak stabil. Demikian pula sebaliknya, SSK akan sulit dicapai apabila sebagian besar masyarakat masih dikategorikan keuangan eksklusif. Selain itu, kebijakan makroprudensial akan lebih efektif dengan adanya keuangan inklusif karena kebijakan makroprudensial umumnya ditransmisikan melalui industri keuangan.

Meskipun di berbagai negara kebijakan meningkatkan pasar dan akses keuangan masih merupakan praktik yang sangat awam, Bank Indonesia telah mengembangkan strategi nasional di bidang keuangan inklusif melalui program Strategi Nasional Keuangan Inklusif (SNKI). SNKI dikembangkan melalui 6 pilar yaitu edukasi keuangan dalam rangka peningkatan kemampuan mengelola keuangan termasuk mengenal risiko, penyediaan fasilitas keuangan bagi publik dari program pemerintah, pemetaan informasi keuangan, kebijakan dan peraturan, peningkatan intermediasi

Under the systemic surveillance function, Bank Indonesia monitors banks and Non-Bank Financial Industry (NBFI) entities categorised as important. In systemic surveillance, the focus is not on the soundness of individual banks, but rather industry-wide stability. To this end, Bank Indonesia undertakes the monitoring of financial system stability (including stress tests) for early identification of potential for credit risk, liquidity risk and market risk.

Macroprudential supervision of non-bank financial industries is a new task for Bank Indonesia. Monitoring of the behaviour of conglomerates is necessary because of the tendency for greater risk taking and leveraging compared to individual companies. The presence of conglomerates in the financial sector adds to the complexity and dynamism of the financial system and the linkages among its subsectors.

Market development and financial access play vital roles in promoting financial system stability. Market expansion and public access to the services of financial institutions, particularly for middle and low income groups, need to be improved to assure the proper operation of the intermediation function.

The financial crises of 1997 and 2008 demonstrated a correlation between financial system stability and financial inclusion. Financial inclusion is difficult to bring about under conditions of a unstable financial system. The reverse also holds true. Financial system stability is difficult to achieve if most of the public is financially excluded. In addition, macroprudential policies will be more effective with financial inclusion, given that macroprudential policies are generally transmitted through the financial industry.

Although policies for market expansion and financial access are less prevalent in many countries, Bank Indonesia has developed a specific national strategy under the programme for the National Strategy for Financial Inclusion (SNKI). The SKNI has been developed on the basis of six pillars, namely financial education to build capacity in financial management, including recognition of risks, provision of financial facilities from government programmes for the public, mapping of financial information, policies and regulations, improved intermediation and means of






dan sarana distribusi, serta perlindungan konsumen. Adanya SNKI bertujuan untuk membantu percepatan masyarakat marjinal berinteraksi dan bertransaksi dengan sektor keuangan formal sehingga mereka tidak terpinggirkan.

Pelaksanaan kebijakan makroprudensial yang telah dilakukan Bank Indonesia pada 2013 meliputi penyempurnaan ketentuan Loan To Value (LTV), penyesuaian Giro Wajib Minimum (GWM) Sekunder dan GWM Loan to Deposit Ratio (LDR) dan penyesuaian aturan transparansi Suku Bunga Dasar Kredit (SBDK).

Penyempurnaan ketentuan LTV untuk bank umum konvensional dan rasio pembiayaan terhadap nilai agunan (financing to value/FTV) untuk bank umum syariah. Melalui penyempurnaan LTV diharapkan risiko kredit di sektor properti lebih terjaga, pemerataan kesempatan memperoleh pembiayaan kepemilikan rumah tercipta, dan perlindungan konsumen sektor properti meningkat. Pada akhirnya, sektor properti dapat tumbuh secara sehat dan berkelanjutan.

Penyesuaian GWM Sekunder dan GWM LDR bertujuan memperkuat manajemen likuiditas perbankan dan mengantisipasi berbagai potensi risiko sebagai dampak dari dinamika perekonomian. Harapannya, perbankan mampu menjaga keseimbangan antara kecukupan likuiditas dan pelaksanaan fungsi intermediasi secara optimal.

Terkait penyempurnaan ketentuan transparansi SBDK, Bank Indonesia mewajibkan bank untuk melaporkan pula SBDK kredit UMKM. Melalui kebijakan transparansi suku bunga tersebut, Bank Indonesia berupaya mendorong terciptanya mitigasi risiko kredit melalui persaingan yang sehat pada industri perbankan. Adanya transparansi juga akan mendorong perbankan untuk menciptakan formulasi suku bunga kredit yang efisien dan akurat.

Penerapan berbagai kebijakan tersebut, dibarengi dengan pelaksanaan supervisory action untuk memastikan pelaksanaan fungsi intermediasi perbankan telah sesuai dengan harapan dan kebutuhan perekonomian. Bank Indonesia juga memastikan perbankan memiliki pengelolaan likuiditas yang baik dan ketahanan likuiditas yang memadai.

distribution and consumer protection. The purpose of the SKNI is to assist marginalised members of society by accelerating the processes of interacting and conducting transactions with the formal financial sector, so that they are no longer excluded.

Bank Indonesia’s actions in implementing macroprudential policies in 2013 included updating of the Loan to Value (LTV) regulation, adjustment in the Secondary Reserve Requirement and Loan to Deposit Ratio (LDR) Reserve Requirement and updated rules of transparency for the Base Lending Rate (BLR).

Changes were made to the regulations governing LTV for conventional commercial banks and financing to value (FTV) for sharia commercial banks. The improved regulation of LTV is expected to provide greater safeguards regarding credit risk in the property sector, while also promoting equitable opportunity in obtaining home ownership loans and improving consumer protection in the property sector. Ultimately, this will enable the property sector to maintain sound, sustainable growth.

The adjustment of Secondary Reserve Requirement and LDR Reserve Requirement are aimed at strengthening bank liquidity management and anticipating potential risks arising from the dynamics in the economy. This was envisaged as helping the banking system to maintain a balance between adequate liquidity and optimum performance of the intermediation function.

Regarding the changes to the regulation on BLR transparency, Bank Indonesia set a requirement for banks to include the BLR for MSMEs in their reports. In applying this interest rate transparency policy, Bank Indonesia attempted to promote mitigation of credit risk through fair competition in the banking industry. Transparency would also encourage the banking system to create an efficient, accurate formulation of loan interest rates.

The implementation of these policies was accompanied by supervisory actions. The purpose is to ensure the proper operation of the banking intermediation function in meeting the needs of the economy. Bank Indonesia also took actions to ensure that banks have proper liquidity management and adequate liquidity resilience in place.






Selain kebijakan makroprudensial, upaya menjaga kestabilan sistem keuangan juga dilakukan melalui kebijakan mikroprudensial. Kebijakan ini ditujukan untuk mewujudkan kondisi perbankan yang sehat dan pengelolaan yang berlandaskan prinsip kehati-hatian.

Untuk memperkuat aspek pengawasan, Bank Indonesia menerbitkan ketentuan mengenai Penetapan Status dan Tindak Lanjut Pengawasan Bank Umum Konvensional (Exit Policy). Kebijakan ini mengatur langkah-langkah pengawasan terhadap permasalahan bank. Ketentuan ini merupakan bagian dari upaya penyehatan sistem perbankan untuk mendukung stabilitas sistem keuangan.

Untuk lebih memperkuat industri perbankan, Bank Indonesia juga mengatur kegiatan penyertaan modal sebagai salah satu bagian dari kegiatan penanaman dana bank. Selain itu, Bank Indonesia juga

menyempurnakan aturan permodalan bank sesuai dengan standar internasional, yakni Basel III.Perbankan terus didorong agar semakin mampu menyerap risiko yang dihadapi. Untuk itu, bank diwajibkan membentuk tambahan modal sebagai penyangga (buffer) berupa capital conservation buffer dan countercyclical buffer. Bank yang dianggap berpotensi sistemik wajib membentuk tambahan modal berupa capital surcharge. Kebijakan ini untuk menciptakan sistem perbankan yang sehat, mampu berkembang, dan bersaing secara internasional.

In addition to these macroprudential policy actions, measures to safeguard financial system stability were also implemented through microprudential policies. These policies sought to create healthy conditions in the banking system and management based on the principles of prudential banking.

To bolster supervision, Bank Indonesia issued regulations on setting bank supervision status and determining follow-up supervisory actions for commercial banks. This policy stipulates the supervisory actions for resolving bank problems. These provisions comprised part and parcel of efforts to restructure the banking system in support of financial system stability.

In a further move to strengthen the banking industry, Bank Indonesia took action to regulate equity participation, as these activities represent one form of bank fund placements. In other actions, Bank Indonesia

also amended the bank capital rules in accordance with the Basel III international standards. The banking system has been consistently encouraged to build its capacity for absorbing risks. To this end, banks are required to set up a buffer in the form of a capital conservation buffer and countercyclical buffer. Banks deemed to pose systemic risk are required to set aside additional capital in the form of a capital surcharge. This policy is aimed at creating a sound, internationally competitive banking system with capacity for growth.

Pada 18 Oktober 2013, Bank Indonesia dan OJK telah

menandatangani naskah keputusan bersama. Keputusan

itu untuk menjamin kelancaran pelaksanaan tugas dan

kewenangan masing-masing yaitu kebijakan di bidang makro

dan mikroprudensial.

On 18 October 2013, Bank Indonesia and OJK has signed a joint decision. The decision was to ensure the implementation of duties and responsibilities of each institution in macro and microprudential policies.

Penandatanganan Berita Acara Serah Terima antara Gubernur Bank Indonesia dan Ketua Dewan Komisioner OJK.Signing the Handover Ceremony between the Governor of Bank Indonesia and Chairman of the Board of Commissioners of FSA (OJK).






Pengawasan Perbankan oleh Bank Indonesia dalam Lintasan WaktuBank Indonesia Banking Supervision in the Passage of Time

Berdirinya Bank Indonesia sebagai bank sentral pada 1 Juli 1953 menjadi tonggak awal pengawasan bank di Indonesia. Keberadaan Bank Indonesia berasal dari De Javasche Bank (DJB) yang dinasionalisasi pada 30 April 1951, sebelum Bank Indonesia berdiri tidak ada lembaga yang mengawasi perbankan.

Peran tersebut tertuang dalam Undang-undang Nomor 11 Tahun 1953 tentang Bank Indonesia yang menyebutkan Bank Indonesia sebagai bank sirkulasi dan bank sentral. Peran sebagai pengawas bank diperkuat dengan Peraturan Pemerintah Nomor 1 Tahun 1955. Peraturan itu menetapkan Bank Indonesia atas nama Dewan Moneter melaksanakan pengawasan terhadap semua bank umum dan bank tabungan yang beroperasi di Indonesia.

Perbankan di Indonesia telah berevolusi dan bertumbuh seiring berjalannya roda pembangunan.Pada awalnya, peran perbankan masih sangat terbatas. Mayoritas dana yang dihimpun perbankan berasal dari anggaran pemerintah dan kredit likuiditas Bank Indonesia. Bank sentral mengontrol langsung pagu kredit, tingkat suku bunga, dan kegiatan operasional bank.

The establishment of Bank Indonesia as the central bank on 1 July 1953 marked the beginning of banking supervision in Indonesia. Bank Indonesia existence originated from the former De Javasche Bank (DJB) which was nationalised on 30 April 1951. Prior to the establishment of Bank Indonesia, no other institution had conducted banking supervision.

This role was stipulated in The Act Number 11 of 1953 on Bank Indonesia, which named Bank Indonesia as the note circulation bank and the central bank. The role as bank supervisor was strengthened in Government Regulation Number 1 of 1955. Under this regulation, Bank Indonesia on behalf of the Monetary Board was designated to conduct supervision to all commercial banks and savings banks operating in Indonesia.

The banking industry in Indonesia had evolved and grown as the wheel of development turned. Initially, the role of banking was very limited. The majority of funds raised by banks originated from the government budget and Bank Indonesia liquidity credit. The central bank exercised direct control over credit limit, interest rates level and bank operations.

BI sebagai pengawas bank

BI designated as bank supervisor

UU Perbankan pertama

The First Banking Act

Paket Deregulasi Perbankan I (Pakjun’83)

Banking Deregulation Package I (Pakjun’83)

Paket Deregulasi Perbankan II (Pakto’88)

Banking Deregulation Package II (Pakto’88)

Akhir Desember 2013, tugas pengaturan dan pengawasan perbankan dialihkan ke OJK

End of December 2013, banking regulation and supervision functions transferred to FSA

Amandemen UU BI, pengawasan perbankan dialihkan ke lembaga pengawasan jasa keuangan independen

Amendment to the Act on Bank Indonesia, banking supervision was being transferred to an independent financial services supervisory agency

1953 1967 1983 1988 1999 2013

Grafik 7. Perjalanan Bank IndonesiaFig 7. Bank Indonesia’s Journey






Mulai 1 Juni 1983, kebijakan pun berubah. Pemerintah mengeluarkan kebijakan deregulasi agar perbankan nasional menjadi lebih baik berdasarkan mekanisme pasar.Deregulasi itu mencakup tiga hal, yakni peningkatan daya saing bank pemerintah, penghapusan pagu kredit, dan pengaturan deposito berjangka.

Bank pemerintah bebas menetapkan sendiri suku bunga deposito dan suku bunga kredit. Tujuannya, dana yang dihimpun dari masyarakat meningkat. Sebelumnya, suku bunga yang ditawarkan bank pemerintah lebih rendah dibandingkan bank swasta. Kebijakan tersebut menghasilkan iklim positif terhadap perkembangan perbankan di Indonesia. Dana pihak ketiga yang dihimpun naik dengan pesat.

Perubahan signifikan terjadi setelah adanya paket deregulasi 27 Oktober 1988 (Pakto 88) yang mempermudah pendirian bank-bank baru. Bank umum dan BPR baru tumbuh dengan pesat. Dengan modal Rp10 miliar, pendirian bank umum baru bisa dilakukan, sedangkan untuk BPR hanya dipersyaratkan modal Rp50 juta.

Dalam tempo 10 tahun, jumlah bank bank umum meningkat dua kali lipat dari 120 bank (1988) menjadi 242 bank. Liberalisasi di sektor perbankan ini juga membawa implikasi positif bagi berdirinya bank syariah.

Untuk mendorong prinsip kehati-hatian, pemerintah menerbitkan Undang-Undang Perbankan Nomor 7 Tahun 1992 sebagai pengganti Undang-Undang Nomor 14 Tahun 1967. Undang-Undang tersebut memberikan keleluasaan dan fleksibilitas dalam kepemilikan dan operasional bank umum.Meski begitu, undang-undang ini juga menuntut tanggung jawab semua pihak terkait kesehatan bank, yaitu pemilik, pengurus, masyarakat, maupun Bank Indonesia.

Berdasarkan undang-undang tersebut, struktur perbankan di Indonesia berubah.Bank dibagi dalam dua jenis, yakni bank umum dan bank perkreditan rakyat.Tidak ada lagi bank pembangunan dan bank tabungan.

Di sisi pengaturan, perizinan, dan pengawasan bank tidak mengalami perubahan.Perizinan dan pengaturan bank masih menjadi domain Menteri Keuangan sedangkan Bank Indonesia fokus pada pembinaan dan pengawasan bank.

Since 1 June 1983, this policy has changed. The Government launched a deregulation package to improve national banking system based on market mechanisms. The deregulation covered three areas, namely increasing the competitiveness of state banks, rescinding credit limit and regulation of time deposits.

State banks were free to set their own deposit and lending interest rates. The objective of this reform was to increase deposits collected from the public. Previously, interest rates offered by state banks had been lower than for private banks. The new policy created a positive climate for the development of the banking industry in Indonesia. The third party deposit collected increased rapidly.

Significant changes occured after the launching of the deregulatory package (Pakto 88) in 27 October 1988, which streamlined the procedures for establishing new banks. New commercial banks and rural banks grew rapidly. With a capital of Rp10 billion, a new commercial bank could be established, while a rural bank needed only Rp50 million in capital.

Over a period of ten years, the total number of commercial banks doubled from 120 (in 1988) to 242 banks. Liberalisation in the banking sector also brought positive implications for the establishment of sharia banks.

To promote prudential principles, the Government launched Banking Act Number 7 of 1992, replacing the previous Act Number 14 of 1967. The new law allowed for greater discretion and flexibility in the ownership and operations of commercial banks. Nevertheless, it also stipulated that the soundness of bank is the responsibility of all parties involved, namely the owners, management, the public and Bank Indonesia.

This law brought changes to the structure of banking in Indonesia. Banks were divided into two main categories, which are commercial banks and rural banks. No longer would there be development banks and savings banks.

Bank regulation, licensing and supervision remained unchanged. Bank licensing and regulation were still inside the domain of the Ministry of Finance, while Bank Indonesia focused on advisory and supervision of banks.






Peran Bank Indonesia dalam pengawasan bank kembali berevolusi menyusul amandemen Undang-Undang Nomor 7 Tahun 1992 dengan Undang-Undang Nomor 10 Tahun 1998. Peran pengaturan dan pengawasan bank sepenuhnya dilakukan oleh Bank Indonesia.

Setelah Indonesia terpukul krisis moneter 1997/1998, pemerintah dan DPR mengamandemen Undang-Undang Bank Indonesia dengan Undang Undang Nomor 3 Tahun 1999.Untuk pertama kalinya, undang-undang itu mengamanatkan pengalihan fungsi pengawasan bank kepada lembaga pengawasan sektor jasa keuangan independen paling lambat akhir 2002.

Amanat tersebut diperkuat dengan amandemen Undang-Undang Bank Indonesia dengan Undang-Undang No.3 Tahun 2004 namun batas waktunya diundur menjadi selambat-lambatnya pada akhir 2010.

Amanat tersebut merupakan puncak dari krisis ekonomi yang terjadi 1997/1998 yang menghantam industri perbankan di Indonesia.Penutupan 16 bank pada awal November 1997 menyebabkan turunnya kepercayaan masyarakat secara tajam. Akibat krisis, jumlah bank umum turun drastis menjadi hanya 140 bank karena likuidasi ataupun merger.

Peta pengawasan bank di Indonesia mencapai klimaksnya dengan keluarnya Undang-undang Nomor21 Tahun 2011 tentang Otoritas Jasa Keuangan (OJK). Undang-undang itu menegaskan pengalihan fungsi pengawasan bank dari Bank Indonesia dilakukan selambat-lambatnya 31 Desember 2013.

Dengan pengalihan tersebut, peran pengaturan dan pengawasan atas individual bank menjadi kewenangan OJK.Pengalihan sekaligus melengkapi kewenangan OJK untuk mengawasi semua institusi keuangan yang ada di Indonesia. Sebelumnya Bapepam & LK, sebagai otoritas pengawasan lembaga keuangan non bank, sudah terlebih dahulu melebur dalam OJK pada 31 Desember 2012.

Selanjutnya, Bank Indonesia memiliki peran untuk menjaga stabilitas sistem keuangan melalui pengawasan yang bersifat makroprudensial. Bank Indonesia masih dimungkinkan mengawasi individual bank namun dibatasi untuk bank yang masuk kategori sistemically important bank yang dilakukan berkoordinasi dengan OJK.

Bank Indonesia role in banking supervision underwent a revolution in the wake of the amendment to Act Number 7 of 1992 and Act Number 10 of 1998. The role of banking regulations and supervisions were performed entirely by Bank Indonesia.

After Indonesia was battered by the monetary crisis of 1997/1998, the Government and Parliament amended the Bank Indonesia Act Number 3 of 1999. For the first time, this law set forth a mandate for the transfer of bank supervision functions to an independent financial sector supervisory agency the latest at the end of 2002.

This mandate was strengthened with an amendment to Bank Indonesia Act Number 3 of 2004, but the deadline was extended to the end of 2010.

The mandate came at the peak of the economic crisis in 1997/1998 that struck the banking industry in Indonesia. The closure of 16 banks in early November 1997 triggered the loss of public confidence. As a result of the crisis, the number of commercial banks plunged drastically to only 140 banks in a series of liquidations and mergers.

The landscape of bank supervision in Indonesia reached its climax with the promulgation of Act Number 21 of 2011 on the Financial Services Authority/FSA (Otoritas Jasa Keuangan/OJK). This law prescribed the handover of bank supervision functions from Bank Indonesia by 31 December 2013 at the latest.

With this changeover, the role of regulating and supervising individual banks became the duties of the FSA (OJK). The changeover would simultaneously bestow the FSA (OJK) with the authorities to supervise all financial institutions in Indonesia. Previously, the Capital Market and Financial Institutions Supervisory Agency (Bapepam & LK), as the authority responsible for supervision of non-bank financial institutions, had been merged into the FSA (OJK) on 31 December 2012.

Following these changes, Bank Indonesia has accepted the role of maintaining financial system stability through supervision on a macroprudential level. Bank Indonesia has the option of supervising individual banks, but it is limited to systemically important banks and must be conducted in coordination with the FSA (OJK).

.






Penataan juga dilakukan terhadap perbankan syariah dan BPR. Secara konsisten, Bank Indonesia membenahi aturan pengelolaan perbankan syariah dan BPR dengan mengedepankan prinsip kehati-hatian. Salah satunya melalui kebijakan transparansi keuangan BPR, dimana BPR wajib menyampaikan laporan keuangannya kepada publik, yang pada gilirannya akan meningkatkan kepercayaan masyarakat kepada BPR. Bank Indonesia juga secara aktif mendorong keuangan syariah untuk semakin berkembang dan berperan dalam perekonomian.

Berbagai kalangan mengakui langkah Bank Indonesia untuk mempromosikan keuangan syariah sangat positif.Pada 2013, Bank Indonesia terpilih sebagai bank sentral terbaik dalam mempromosikan keuangan syariah.Pengakuan itu tercermin dari hasil polling “Awards Results Best Banks Poll 2012” yang diadakan Islamic Finance News (IFN).Sebelumnya, predikat bank sentral terbaik tersebut selalu dimenangi oleh Bank Negara Malaysia.

Bersamaan dengan pelaksanaan tugas mengatur dan mengawasi perbankan, Bank Indonesia memiliki tugas lain yang tidak kalah pentingnya. Tugas tersebut menyelesaikan proses pengalihan tugas pengaturan dan pengawasan bank ke OJK.

Bank Indonesia mendukung penuh pelaksanaan tugas tersebut. Dukungan itu meliputi penyiapan aspek pengaturan, organisasi dan perangkat pendukungnya termasuk sistem informasi, hingga dukungan penugasan pegawai Bank Indonesia ke lembaga yang baru tersebut.

Pada 18 Oktober 2013, Bank Indonesia dan OJK telah menandatangani naskah keputusan bersama. Keputusan itu untuk menjamin kelancaran pelaksanaan tugas dan kewenangan masing-masing yaitu kebijakan di bidang makro dan mikroprudensial. Selanjutnya, pada 31 Desember 2013, secara resmi dilakukan pengalihan tugas pengaturan dan pengawasan bank ditandai dengan penandatanganan Berita Acara Serah Terima antara Gubernur Bank Indonesia dan Ketua Dewan Komisioner OJK.

Secara keseluruhan, proses pengalihan tugas pengaturan dan pengawasan ke OJK dapat dilaksanakan dengan baik dan lancar. Perbankan yang dialihkan pengawasannya ke OJK dalam kondisi sehat dan aktivitas bisnis bank tetap berjalan normal.

Restructuring measures were also put in place for sharia banks and rural banks. Bank Indonesia has consistently made improvements to the management of sharia banks and rural banks with emphasis on prudential banking as the foremost consideration. One of these actions involves a financial transparency policy for rural banks that requires disclosure of their financial statements to the public, which in turn will strengthen public confidence in rural banks. Bank Indonesia also actively promotes growth in sharia-compliant financing in order to play a greater role in the economy.

Bank Indonesia’s efforts to promote sharia financing have gained very positive recognition. In 2013, Bank Indonesia was chosen as the best central bank in promoting sharia finance. This recognition was reflected in the Awards Results of the Best Banks Poll 2012 conducted by Islamic Finance News (IFN). Previously, the title of best central bank had always been won by Bank Negara Malaysia.

In tandem with carrying out its functions in banking regulation and supervision, Bank Indonesia had other, no less important duties, involving completion of the process for handover of bank regulation and supervision duties to the FSA.

Bank Indonesia extended full support for the completion of this task. This support encompassed preparation of the regulatory framework, organisation and support tools including the information system, as well as secondment of Bank Indonesia staff to the newly established agency.

On 18 October 2013, Bank Indonesia and the FSA signed a memorandum of understanding. This is part of the actions taken to ensure the smooth operation of duties and functions on both sides, namely macroprudential and microprudential policies. Subsequently on 31 December 2013, the banking regulation and supervision duties were officially handed over to FSA. Both the Governor of Bank Indonesia and the Chairman of the FSA Board of Commissioners signed a Memorandum of Handover reflecting agreement to strengthen coordination related to the financial system.

The overall process for transfer of regulatory and supervisory functions to the FSA proceeded well, without a hitch. The banking system handed over to FSA supervision was in sound condition, and banking business continued to operate as normal.






Pada 2013, Bank Indonesia memfasilitasi penggunaan e-money di beberapa sarana transportasi antara lain TransJakarta, e-ticketing Commuter Jabodetabek, dan kereta api Bandara Kuala Namu-Sumatera Utara. Sebelumnya, kerjasama serupa telah diterapkan di bus Transjogja dan kereta Prambanan Ekspress.

In 2013, Bank Indonesia facilitated the use of

e-money in several transportation facility i.e.

TransJakarta, e-ticketing Commuter Jabodetabek

and Kuala Namu Airport-North Sumatra railway.

Previously, similar cooperation has been implemented

in the TransJogja bus and Prambanan Express train.

Bus TransjakartaTransjakarta Bus KRL Jabodetabek

Jabodetabek Commuter Line






Menjaga Sistem Pembayaran yang Aman dan EfisienTerjaganya stabilitas sistem keuangan selama 2013 tidak terlepas dari peran sistem pembayaran yang mendukung terselenggaranya transaksi ekonomi yang efisien, aman, dan lancar. Pelambatan ekonomi yang terjadi berimbas pada penurunan nilai transaksi non-tunai. Nilai transaksi pembayaran 2013 menurun Rp13,1 ribu triliun atau 9,56% dibandingkan tahun sebelumnya sebesar Rp137,4 ribu triliun.

Namun demikian, volume transaksi meningkat seiring dengan besarnya transaksi dari sistem pembayaran ritel berbasiskan alat pembayaran menggunakan kartu (APMK). Kebijakan Bank Indonesia untuk mewujudkan interkoneksi penyelenggaraan kartu anjungan tunai mandiri (ATM), penggunaan APMK, dan uang elektronik mendorong aktivitas ekonomi masyarakat.Kebijakan ini juga menumbuhkan preferensi penggunaan alat pembayaran non-tunai.

Kelancaran transaksi non-tunai tidak terlepas dari keandalan sistem pembayaran yang diselenggarakan oleh Bank Indonesia. Hal ini dibuktikan dengan tidak adanya kegagalan sistem Bank Indonesia-Real Time Gross Settlement (BI-RTGS) sebagai sarana setelmen dana, Bank Indonesia-Scripless Securities Settlement System (BI-SSSS) sebagai sarana setelmen surat berharga, dan Sistem Kliring Nasional Bank Indonesia (SKNBI).

Selama 2013, ketersediaan alat pembayaran tunai juga turut mendukung aktivitas perekonomian. Bank Indonesia menyediakan uang dalam jumlah cukup dan jenis pecahan yang sesuai serta tepat waktu. Bank Indonesia mampu memenuhi peningkatan kebutuhan uang tunai, termasuk periode Ramadan, Hari Raya Idul Fitri, Natal, dan Tahun Baru. Selama 2013, rata-rata harian uang kartal yang diedarkan (UYD) tercatat meningkat 13,57% dari 2012 yang mencapai Rp370,6 triliun.

Di bidang sistem pembayaran non-tunai, Bank Indonesia tetap mengedepankan empat aspek utama, yaitu keamanan, efisiensi, perluasan akses, dan perlindungan konsumen.Tujuannya untuk menjaga kelancaran sistem pembayaran dan stabilitas sistem keuangan.

Bank Indonesia mewujudkan kebijakan itu melalui penguatan infrastruktur dan pengupayaan interkoneksi. Bank Indonesia juga berupaya meningkatkan keamanan dan efisiensi penyelenggaraan sistem pembayaran.

Maintaining a Secure and Efficient Payment SystemThe financial system stability maintained during 2013 is also due to the role of payment system in supporting efficient, secure and smooth economic transactions. The economic slowdown led to a decline in the volume of non-cash transactions. In 2013, the volume of payment transactions fell by Rp13.1 thousand trillion or 9.56% compared to Rp137.4 thousand trillion in the previous year.

However, the transaction volume increased in line with the high level of transactions from the retail payment system based on the use of card-based payment instruments (CBPIs). Bank Indonesia policy for promoting interconnected operation of automatic teller machines (ATMs), use of CBPIs and electronic money has pushed for higher economic activity in society. This policy also fostered a preference to use non-cash payment instruments.

The smooth operation of non-cash transactions is closely linked to the reliability of the payment system operated by Bank Indonesia. This reliability was demonstrated by the absence of failure in Bank Indonesia-Real Time Gross Settlement System (BI-RTGS), which operates as funds settlement, Bank Indonesia-Scripless Securities Settlement System (BI-SSSS), which handles securities settlement, and Bank Indonesia National Clearing System (SKNBI).

In 2013, the availability of cash payment instruments also helped to support economic activity. Bank Indonesia provide cash in sufficient volume and denominations on a timely basis. Bank Indonesia managed to fulfil the increasing demand for cash, including in the periode of Ramadan, Eid, Christmas and New Year. During 2013, the daily average of cash in circulation had increased 13.57% from 2012 level of Rp370.6 trillion.

Regarding non-cash payment system, Bank Indonesia continued to focus on four main aspects, namely security, efficiency, broader access and consumer protection. The purpose is to ensure the smooth operation of the payment system and financial system stability.

Bank Indonesia put this policy into action by bolstering infrastructure and building interconnection. Bank Indonesia also worked to improve security and efficiency in the operation of the payment system.






Wilayah Negara Kesatuan Republik Indonesia (NKRI), membentang luas dari Sabang sampai Merauke. Sebagai Negara kepulauan, Indonesia mempunyai lebih dari 17 ribu pulau, yang belum seluruhnya dihuni.Pulau-pulau tersebut sulit dijangkau karena belum didukung infrastruktur memadai.

Berapa pun jauhnya dan sulitnya, sepanjang berada di wilayah NKRI, uang rupiah harus menjangkau wilayah tersebut.Hal ini menjadi tantangan tersendiri bagi Bank Indonesia.

Untuk menjangkau blank spot area atau wilayah yang tidak dapat terlayani langsung oleh Kantor Pusat dan/atau Kantor Perwakilan Bank Indonesia di daerah, Bank Indonesia memberikan layanan kas di luar kantor dalam bentuk Kas Keliling dan Kas Titipan. Kebijakan untuk mengadakan kegiatan Kas Keliling, ditempuh oleh Bank Indonesia untuk mempermudah masyarakat melakukan penukaran uang rupiah, baik di lokasi keramaian maupun di pulau-pulau terpencil dan terdepan NKRI.

Kegiatan Kas Keliling terutama dilakukan selama hari besar keagamaan.Untuk itu, Bank Indonesia membuka layanan penukaran uang di tempat-tempat yang banyak dikunjungi masyarakat seperti pasar, kompleks pertokoan, stasiun kereta, hingga ke instansi-instansi pemerintahan.Untuk mendekatkan layanan kepada masyarakat, Bank Indonesia juga berpartisipasi di beberapa pameran seperti Pekan Raya Jakarta.

Bekerjasama dengan TNI Angkatan Laut, Bank Indonesia mendistribusikan uang layak edar ke Pulau Supiori, Pulau Bras, Pulau Sorong, Pulau Waigeo, Pulau Gebe, dan Pulau Joronga di wilayah Indonesia timur. Bank Indonesia juga bekerja sama dengan Kementerian Sosial dalam kegiatan Safari Bhakti Kesejahteraan Sosial, mengadakan kegiatan kas keliling di Pulau Waingapu, Pulau Wetar, Ambon, Pulau Haruku, Fak-fak dan Makassar.

Area of the Republic of Indonesia covers a vast expanse of territory from Sabang to Merauke. As an archipelago nation, Indonesia has more than 17 thousand islands, not all of which are inhabited. These islands are difficult to access because of the lack of adequate infrastructure.

No matter how far or how difficult, as long as within the territory of Indonesia, it is imperative for the rupiah currency to reach these areas. This poses a particular challenge for Bank Indonesia.

To reach the blank spot areas that cannot be served directly by the Bank Indonesia Head Office and/or Regional Offices in the regions, Bank Indonesia provides cash services outside its offices in the form of Kas Keliling (Mobile Cash) and Kas Titipan (Cash in Deposit). Bank Indonesia adopted a policy for providing Kas Keliling to provide greater convenience to the public for exchanging rupiah currency in corwded places and in remote islands and the border regions of Indonesia.

The Kas Keliling activities are held mainly during the days of religious festivities. At these times, Bank Indonesia provides cash exchange services in locations frequented by the public, such as markets, shopping centres, railway stations and even government offices. To bring services closer to the people, Bank Indonesia also participates in various exhibition events, such as the Annual Jakarta Fair.

Working in cooperation with the Indonesian Navy, Bank Indonesia has distributed cash fit for circulation to the Supiori island, Bras island, Sorong island, Waigeo island, Gebe island and Joronga island in eastern Indonesia. Bank Indonesia also joined forces with the Ministry of Social Affairs to provide mobile cash services in conjunction with the Safari Bhakti Kesejahteraan Sosial activities for assistance to underprivileged members of society in Waingapu island, Wetar island and Haruku island and the cities of Ambon, Fak-fak and Makassar.

Merentang Jangkauan Layanan Uang Layak Edar Expanding Services Coverage of Currency Fit for Circulation






Melalui kegiatan Bhakti Kesejahteraan Rakyat Nusantara (Bhakesra) yang diselenggarakan oleh Kementerian Koordinator Kesejahteraan Rakyat, Bank Indonesia juga turut melakukan layanan distribusi uang layak edar.Pada kegiatan Bhakesra I, layanan diarahkan untuk menjangkau daerah Padang, Pulau Sipora, Pulau Siberut, dan Pulau Tello. Pada Bhakesra II diarahkan ke wilayah Indonesia timur yaitu Pulau Kayuadi, Pulau Alor, Pulau Rote, Pulau Sabu, Pulau Sumba, dan Pulau Komodo.

In the Bhakti Kesejahteraan Rakyat Nusantara (Bhakesra) activities to improve people’s well-being in remote areas, organised by the Coordinating Minister for People’s Welfare, Bank Indonesia also participated by distributing currency fit for circulation. In Bhakesra I, services focused on reaching the Padang region, Sipora island, Siberut island and Tello island. In Bhakesra II, activities are targeted to Kayuadi island, Alor island, Rote island, Sabu island, Sumba island and Komodo island in eastern Indonesia.

Kas Keliling di Daerah Terpencil Cash Mobile in Remote Areas 2013 (Jayapura–Maluku Utara) Bhakesra I 2013 (West Indonesia)Bhakesra II 2013 (East Indonesia)Kas Keliling di Daerah Terpencil Cash Mobile in Remote Areas 2013 (Batam–Pontianak)

Banda Aceh

Sibolga

Pulau Siberut

Pulau Sekatung

Samarinda

Jambi

Palembang

Pekan Baru

Bengkulu

Bandar Lampung

Cirebon

JAKARTA

Padang

Balikpapan

Banjarmasin

PalangkarayaPulau TelloPulau Sipora

Medan

Lhoseumawe

Pulau Komodo

Pulau Brass

Pulau SupioriPulau Waigeo

Pulau Gebe

Pulau Joronga

Pulau Geser

Pulau Kayuadi

Makassar

Kupang

Kendari

ManadoTernate

Palu

Pulau Sumba Timur

Pulau Alor

Pulau RotePulau Sabu

Pulau Sorong

Jayapura

Pontianak

Pulau Jemaja

Pulau Tarempa

Pulau Subi Besar

Batam

Pulau Ranai

Grafik 8. Peta Distribusi Uang Layak EdarFig 8. Distribution Map of Currency Fit for Circulation






Seiring dinamika perkembangan teknologi, Bank Indonesia melakukan penguatan infrastruktur meliputi pengembangan BI-RTGS dan BI-SSSS Generasi II, dan Gerbang Pembayaran Nasional (National Payment Gateway). Pengembangan NPG diharapkan dapat meningkatkan efisiensi biaya transaksi dengan menyatukan semua standar yang ada menjadi satu platform. Di samping itu, Bank Indonesia mengembangkan bisnis model Mobile Payment Services guna mendukung Financial Inclusion. Dengan demikian, seluruh lapisan masyarakat bisa menggunakannya secara mudah dan nyaman dengan biaya yang terjangkau. Pengembangan model ini juga untuk mewujudkan interoperabilitas melalui kegiatan fasilitasi interkoneksi industri uang elektronik (e-money) sehingga memperluas implementasi Less Cash Society. Selain itu, Bank Indonesia memperkuat perlindungan konsumen sistem pembayaran melalui penyempurnaan aturan penyelenggaraan SKNBI.

Bank Indonesia mewujudkan inisiatif perluasan penggunaan sarana pembayaran non-tunai di moda transportasi. Pada 2013, Bank Indonesia memfasilitasi penggunaan e-money di beberapa sarana transportasi antara lain TransJakarta, e-ticketing Commuter Jabodetabek,dan kereta api Bandara Kuala Namu-Sumatera Utara. Sebelumnya, kerjasama serupa telah diterapkan di bus Transjogja dan kereta Prambanan Ekspress.

Ketersediaan uang kartal sangat menentukan kelancaran aktivitas perekonomian dan stabilitas sistem keuangan.Untuk itu, Bank Indonesia menggunakan tiga pilar kebijakan, yakni tersedianya uang rupiah yang berkualitas dan terpercaya, distribusi dan pengolahan uang yang aman dan optimal, serta layanan kas prima.

Bank Indonesia terus mengembangkan dan memperluas layanan kas kepada perbankan dan masyarakat. Untuk mempermudah penukaran uang oleh masyarakat, Bank Indonesia bersama instansi pemerintah pusat, BUMN, dan perbankan memberikan layanan Kas Keliling2. Khusus untuk wilayah terdepan dan terpencil NKRI, selama tahun 2013 telah dilakukan lima kegiatan Kas Keliling, mencakup wilayah timur dan wilayah barat Indonesia.

2 Kas Keliling adalah kegiatan layanan penukaran uang oleh unit kerja kas di Kantor Pusat maupun KPwDN-BI kepada masyarakat, bank dan pihak lain dengan menggunakan sarana transportasi tertentu.

Bank Indonesia implemented the policy through strengthening infrastructure and building interconnection. Bank Indonesia also worked to improve security and efficiency in the payment system operation. To keep pace with advancements in technology, Bank Indonesia upgraded infrastructure through developing the second generation of BI-RTGS and BI-SSSS, as well as the National Payment Gateway (NPG). The NPG development is envisaged to improve efficiency in transaction costs by combining all existing standards into a single platform. Besides this, Bank Indonesia developed a business model for mobile payment services in support of financial inclusion. In this way, the whole society would be able use it easily and conveniently at affordable costs. This development model is also intended to create interoperability by facilitating interconnection across the electronic money (e-money) industry, thus extending the implementation of Less Cash Society. In addition, Bank Indonesia strengthened consumer protection in the payment system through improving regulations on the SKNBI operations.

Bank Indonesia had implemented the initiative to expand the use of non-cash payments instruments in the modes of transportation. In 2013, Bank Indonesia facilitated the use of e-money in several public transport network, including TransJakarta, e-ticketing for Commuters in the Greater Jakarta (Jabodetabek) region and the Kuala Namu Airport train service in North Sumatra. Before this, similar cooperation was implemented for the Transjogja bus and the Prambanan Ekspress rail services.

The availability of currency is very crucial in supporting activities in the economy and financial system stability. Therefore, Bank Indonesia employed three pillars of policy, which are the availability of good quality rupiah currency and trusted by the public, secure and optimal distribution and management of currency and high standards of cash services.

Bank Indonesia has worked steadfastly to develop and expand cash services for banks and the public. To provide more convenient cash exchange services for the public, Bank Indonesia joined forces with central government institutions, state-owned enterprises and banks to provide Kas Keliling2 or mobile cash services. Five Kas Keliling activities were set up in 2013 to the border and remote areas of Indonesia, covering eastern and western parts of Indonesia.

2 Kas Keliling is a cash exchange service operated by the cash units at the Bank Indonesia Head Office and the Bank Indonesia Domestic Representative Offices, serving members of the public, banks and other parties with the use of certain forms of transportation.






Bank Indonesia juga menggandeng perbankan untuk membuka layanan Kas Titipan3. Layanan Kas Titipan berlokasi di daerah terpencil dengan aktivitas ekonomi yang cukup tinggi (blank spot area).Selama 2013 telah dibuka enam Kas Titipan baru. Hingga akhir 2013 terdapat 25 kas titipan yang beranggotakan 215 kantor bank umum.

Bank Indonesia juga meningkatkan kegiatan edukasi publik mengenai ciri keaslian uang rupiah dan cara memperlakukan uang rupiah dengan baik. Hal ini terkait implementasi clean money policy. Kegiatan edukasi dilakukan kepada aparat penegak hukum (kepolisian, kejaksaan, Ditjen Bea Cukai) dan cash handlers. Media publikasinya semakin diperluas.

Sebelumnya, publikasi hanya melalui Iklan Layanan Masyarakat 3D (Dilihat, Diraba, Diterawang) di media elektronik, sosialisasi, dan training of trainers. Kini, Bank Indonesia juga memanfaatkan media sosial (Youtube, Twitter, Facebook) dan pergelaran kesenian tradisional di beberapa daerah, serta melalui media pendidikan.

Untuk memberantas peredaran uang palsu, Bank Indonesia mendukung tugas Kepolisian Republik Indonesia melalui training of trainers secara reguler kepada penyidik, pemanfaatan laboratorium Bank Indonesia Counterfeit Analysis Centre (BI-CAC) untuk analisis data uang palsu. Dukungan lain berupa pemberian keterangan ahli dalam kasus tindak pidana pemalsuan uang. Selain itu, Bank Indonesia berkoordinasi dengan Badan Koordinasi Pemberantasan Uang Palsu (Botasupal) dalam pemberantasan uang rupiah palsu.

Menggerakkan Sektor Riil dan UMKMDi tengah tekanan perekonomian selama 2013, sektor riil tetap tumbuh.Salah satu pelaku ekonomi yang turut menggerakkan kinerja sektor riil adalah usaha mikro, kecil dan menengah (UMKM). Dengan realisasi kredit mencapai Rp608,8 triliun atau meningkat 15,7% dari tahun sebelumnya, kinerja UMKM tidak dapat dipandang sebelah mata.

3 Kas Titipan adalah Kegiatan penyediaan uang rupiah milik Bank Indonesia yang dititipkan kepada kepada salah satu bank untuk mencukupi persediaan kas bank-bank dalam rangka memenuhi kebutuhan masyarakat di suatu wilayah/daerah tertentu.

Bank Indonesia also joined forces with banks to open Kas Titipan3 (cash deposit) services. Kas Titipan services are located in remote areas with relatively high economic activity (blank spot area). Six new Kas Titipan services were opened in 2013. Until end of 2013, there were 25 kas titipan with a member of 215 commercial banks office.

Bank Indonesia also increased its educational to the public about recognizing the authenticity of rupiah currency and how to properly handle rupiah currency. Those activities are related to the clean money policy. Educational activities were provided for law enforcement agencies (police, prosecutors offices, Directorate General of Customs and Excise) and cash handlers. Publications were also expanded to include a broader range of media.

Previously, these publications were featured only in the 3D (Dilihat/Look, Diraba/Feel, Diterawang/See through) public service advertisements in electronic media, awareness raising and training of trainers. Now, Bank Indonesia also makes use of social media (YouTube, Twitter, Facebook) and holds traditional arts performances in some regions, in addition to educational media.

To eradicate circulation of counterfeit money, Bank Indonesia supports the work of the Indonesian Police through regular training of trainers sessions for detectives, use of laboratory facilities and the Bank Indonesia Counterfeit Analysis Centre (BI-CAC) for analysis of data on counterfeit money. In other support, Bank Indonesia provided expert testimony in cases involving counterfeiting crimes. Bank Indonesia also coordinates anti-counterfeiting measures with the Coordinating Agency for Eradication of Counterfeit Money (Botasupal).

Mobilizing the Real Sector and MSMEs Amid the economic pressures of 2013, the real sector continued to grow. One of the economic agent that drives real sector performance was micro, small and medium enterprises (MSMEs). With lending amounted to Rp608.8 trillion, up 15.7% over the previous year, MSMEs performance cannot be taken lightly.

3 Kas Titipan is the activity of entrusting rupiah currency belonging to Bank Indonesia in the safekeeping of a bank to ensure that banks have sufficient stocks of cash to meet the needs of the public in a particular area.






Peranan strategis UMKM dalam perekonomian nasional terlihat dari sumbangannya kepada PDB Indonesia sebesar 57,9%. Namun, masih banyak masalah mengadang, antara lain rendahnya kapasitas UMKM. Bank Indonesia pun berusaha untuk meningkatkan kapasitas UMKM melalui pemberian bantuan teknis, penelitian, penyediaan informasi, dan fasilitasi.

Untuk meningkatkan kapabilitas dan eligibilitas UMKM, pada 2013, Bank Indonesia telah melakukan berbagai penelitian terkait UMKM, di antaranya penelitian model kredit (lending model). Penelitian itu bertujuan untuk menyediakan informasi bagi perbankan, investor, dan wirausahawan mengenai komoditas UMKM yang layak dibiayai dan dikembangkan.Hasil penelitian disajikan dalam website Bank Indonesia agar mudah diakses oleh masyarakat. Contohnya, hasil penelitian komoditas produk jenis usaha unggulan (KPJU) telah dimanfaatkan oleh Kementerian Dalam Negeri.

Bank Indonesia juga bermitra dengan berbagai pihak dalam pengembangan UMKM dan sektor riil. Kerjasama dengan Kementerian Pertanian dilakukan melalui pembentukan asuransi pertanian. Sementara dengan Kementerian Koperasi dan UKM, Bank Indonesia menjembatani terbentuknya lembaga konsultan UKM. Bank Indonesia juga mendukung program minapolitan yang dicanangkan Kementerian Kelautan dan Perikanan, dan tak kalah pentingnya, Bank Indonesia bersama Badan Pertanahan Nasional sepakat mendorong program sertifikasi tanah milik pengusaha UKM. Program sertifikasi ini juga telah ditindaklanjuti oleh Kantor Perwakilan Bank Indonesia di Medan dan Surabaya.

Melalui kantor perwakilannya, Bank Indonesia juga bekerjasama dengan sejumlah pemerintah daerah, antara lain Pemerintah Provinsi (Pemprov) DKI Jakarta, Pemprov Jawa Tengah, Pemerintah Kabupaten (Pemkab) Ciamis-Jawa Barat, Pemkab Palangkaraya-Kalimantan Tengah, Pemkab Tanah Datar-Sumatera Barat, Pemkab OKU Timur-Sumatera Selatan, dan Pemkab Maros-Sulawesi Selatan. Bank Indonesia juga bermitra dengan Balai Pengkajian Teknologi Pertanian (BPTP, berbagai universitas, akademisi, perusahaan, koperasi, dan Dinas terkait.

The strategic role of MSMEs in the national economy is evident in their 57.9% contribution to Indonesia’s GDP. However, there were still many problems, such as MSMEs low capacity. Bank Indonesia is working to build MSME capacity through giving technical assistance, research, providing information and facilitation.

To increase MSME capability and improve their eligibility, Bank Indonesia conducted a number of MSME-related research activities in 2013, including a study of lending models. This research is aimed to provide information for banks, investors and entrepreneurs on MSME commodities that offer viable opportunities for lending and development. The results of this research are published on Bank Indonesia website for ease of access by the public. For example, research findings on commodities in the leading lines of business have been used by the Ministry of Domestic Affairs.

Bank Indonesia also partners with other parties in development of MSMEs and the real sector. Collaboration with the Ministry of Agriculture has been implemented through establishment of an agricultural insurance scheme. Working with the Ministry of Cooperatives and SMEs, Bank Indonesia provided facilitation for establishment of an SME consulting agency. Bank Indonesia also supports the Minapolitan programme launched by the Ministry of Marine Affairs and Fisheries, and no less importantly, Bank Indonesia and the National Land Agency have reached agreement on promoting a programme for issuing titles for land owned by micro and small-scale entrepreneurs. The land titling programme has also been carried forward by the Bank Indonesia Representative Offices in Medan and Surabaya.

Working through its representative offices, Bank Indonesia collaborates with a number of regional governments, including the provincial governments of Jakarta and Central Java and the regency governments of Ciamis in West Java, Palangkaraya in Central Kalimantan, Tanah Datar in West Sumatra, OKU Timur in South Sumatra and Maros in South Sulawesi. Bank Indonesia also partners with the Institute for Assessment of Agricultural Technology (BPTP), as well as with various universities, academics, companies, cooperatives and relevant regional government line offices.






miliar US$US$ billion

Bank Indonesia mengembangkan 61 klaster komoditas pangan, terdiri dari 32 klaster pertanian, 10 klaster peternakan, dan 19 klaster perikanan.

Bank Indonesia developed 61 clusters of food commodities, which is consisted of 32 agricultural clusters, 10 livestock clusters, and 19 fisheries clusters.

Salah satu pelaku ekonomi yang turut menggerakkan kinerja sektor riil adalah usaha mikro, kecil dan menengah (UMKM).

One of the economic agent that helped drive the performance of real sector is micro, small and medium enterprises (MSMEs).






Pada tataran praktis, pengembangan UMKM dilakukan oleh Bank Indonesia melalui kegiatan fasilitasi dalam bentuk pengembangan berbagai klaster. Klaster dirancang secara nasional maupun disesuaikan dengan karakteristik masing-masing daerah, khususnya untuk komoditas yang berkontribusi besar dalam pengendalian inflasi.

Untuk mendukung kesinambungan ketersediaan pangan, Bank Indonesia mengembangkan klaster ketahanan pangan. Hal itu terkait adanya kecenderungan peningkatan impor produk ketahanan pangan atau hortikultura dan sejalan dengan program ketahanan pangan pemerintah, pengembangan klaster difokuskan pada lima komoditas yaitu bawang merah, cabai, sapi, padi, dan bawang putih.

Melalui pengembangan klaster yang bersifat mass, sustain, dan sufficient, Bank Indonesia saat ini mengembangkan 61 klaster komoditas pangan. Klaster itu yang terdiri atas 32 klaster pertanian, 10 klaster peternakan, dan 19 klaster perikanan. Semua itu dikembangkan oleh kantor pusat Bank Indonesia dan 38 Kantor Perwakilan Bank Indonesia di daerah.

Dalam program klaster tersebut, Bank Indonesia memberikan pendampingan pada aspek sistem produksi, manajemen klaster, fasilitas pemasaran, dan fasilitas pembiayaan. Melalui pengembangan klaster, Bank Indonesia berupaya agar akses pasar terhadap komoditas UMKM semakin luas, antara lain dengan memperpendek rantai pemasaran yang berkontribusi terhadap peningkatan harga.

Upaya lainnya, Bank Indonesia mendorong pengembangan infrastruktur keuangan pendukung agar UMKM dapat dibiayai oleh bank. Pada 2013, Bank Indonesia bekerja sama dengan perusahaan asuransi meluncurkan skema asuransi ternak sapi. Skema ini bertujuan untuk memitigasi risiko terhadap kematian ternak sapi yang cukup tinggi.Adanya skema tersebut diharapkan dapat mendorong peningkatan akses kepada sumber pembiayaan di sektor pertanian khususnya peternakan.

Selanjutnya, Bank Indonesia mendorong pengembangan pemeringkatan kredit UMKM (credit rating). Langkah ini telah diujicobakan (pilot project) kepada 58 usaha menengah di 4 wilayah yaitu Jakarta, Bogor, Bekasi, dan Semarang. Kegiatan ujicoba dilakukan bekerjasama dengan tiga bank dan empat lembaga pemeringkat.

At the practical level, Bank Indonesia is involved in MSME development through facilitating the development of a range of clusters. The clusters are planned nationally and adapted to the characteristics of each regions, especially commodities that contributed the most to control inflation.

To support food sustainability, Bank Indonesia has developed food resilience clusters. It was a response to the rising level of food or horticultural imports and aligned to the Government’s food resilience programme. The development of clusters focused on five commodities namely shallots, chilli peppers, beef, paddy rice, and garlic.

Through clusters development in a mass, sustain, and sufficient manner, Bank Indonesia currently develops 61 food commodity clusters. These clusters are consisted of 32 agriculture cluster, 10 livestock cluster and 19 fisheries cluster. All were developed by Bank Indonesia Head Office and 38 Bank Indonesia Regional Offices.

Under the cluster programme, Bank Indonesia provides mentoring in production systems, cluster management, marketing facilities and financing. In developing clusters, Bank Indonesia seeks to expand market access for MSME products, among others by shortening the supply chain that contributes to increased prices.

In other efforts, Bank Indonesia promotes the development of supporting financial infrastructure to enable MSMEs to obtain bank financing. During 2013, Bank Indonesia collaborated with insurance companies in the launching of a livestock insurance scheme. This scheme aims to mitigate the considerable risk of death in cattle raised as livestock. This scheme is expected to improve access to sources of financing in the agricultural sector, and particularly in the livestock industry.

In other activities, Bank Indonesia extended support for the development of credit rating for MSMEs. This rating system has been tested in a pilot project involving 58 medium-sized enterprises in four regions: Jakarta, Bogor, Bekasi and Semarang. Pilot testing was conducted in collaboration with three banks and four rating agencies.






Bersama Kementerian Pertanian dan Kementerian Koperasi dan UMKM, Bank Indonesia mendorong pengembangan ekonomi daerah melalui peningkatan kinerja UMKM khususnya klaster bawang merah di Kabupaten Cirebon.Upaya ini juga sejalan dengan tugas Bank Indonesia dalam menjaga laju inflasi.Tidak hanya melalui suku bunga, untuk mencegah gejolak harga pangan yang tidak wajar, Bank Indonesia turut mendorong pemberdayaan sentra-sentra produksi pangan unggulan di daerah.

Selain menjadi produk unggulan di wilayah Cirebon, pemilihan bawang merah karena komoditas ini merupakan salah satu produk pertanian strategis yang ikut memicu tekanan inflasi. Lewat program ini, kelembagaan koperasi bawang merah diperkuat melalui pelatihan kepemimpinan dan motivasi untuk pengurus koperasi.

Penguatan juga dilakukan melalui pendampingan, pelaksanaan Focus Group Discussion (FGD) klaster bawang merah untuk pembahasan rencana perluasaan area, dan teknis pendampingan.Ada pula studi banding antarkoperasi dan pengiriman manajer koperasi dalam simposium nasional guna meningkatkan kualitas SDM. Di samping itu, penguatan kelembagaan pelaku UMKM yang dilakukan telah berhasil membentuk Dewan Bawang Merah Nasional (DEBNAS) melalui Musyawarah Nasional yang bertujuan sebagai organisasi untuk mewadahi seluruh pemangku kepentingan yang memiliki keterkaitan dengan komoditas bawang merah.

Kapasitas petani pun ditingkatkan, melalui penyediaan tenaga pendampingan.Penguatan produksi ditempuh

Working together with the Ministry of Agriculture and the Ministry of Cooperatives and MSMEs, Bank Indonesia promotes local economic development by increasing MSMEs performance especially shallot cluster in the Cirebon Regency. This effort is also aligned to Bank Indonesia duties in managing the rate of inflation. Bank Indonesia is not relying solely on interest rates to curb excessive volatility in food prices, but also engaged in the empowerment of leading food production centres in the regions.

While shallots are the principal crop in the Cirebon area, they were selected because of their importance as a strategic agricultural crop that contribute to inflationary pressure. Under this programme, the institutional cooperatives of shallot were strengthened through leadership and motivational training for cooperative administrators.

Development has also involved mentoring, focus group discussions (FGDs) for the shallot clusters to discuss plans for area expansion and mentoring at a technical level. Cooperatives were analysed in a comparative study and cooperative managers were assigned to attend a national symposium to improve human resources quality. In addition, the organisational development for MSME actors succeeded in establishing the National Shallots Council (DEBNAS) in a National Consultation, envisaged as a forum for all stakeholders in the shallots business.

The farmer’s capacity was also increased through providing mentoring. Production gains were achieved

Menjalin Kemitraan, Mendorong Roda Perekonomian Establishing Partnerships, Turning the Economic Wheel






melalui perubahan pola penyimpanan pasca panen, yakni dari gudang konvensional ke cold storage.Perubahan pola ini untuk memperpanjang umur simpanan bawang, dari maksimal 3 bulan menjadi 4 s.d 6 bulan.Selain itu, perubahan pola penyimpanan itu juga mengurangi tingkat penyusutan dari semula 35% menjadi 10 s.d 15%.

Pembangunan cold storage di Cirebon merupakan salah satu pilot project pemerintah. Selanjutnya, hal serupa akan dikembangkan di 14 titik daerah penghasil bawang merah di seluruh Indonesia sebagai upaya menjaga stok bawang dalam negeri.

Bersama beberapa pihak, Bank Indonesia juga menyediakan informasi berkaitan dengan standardisasi penggunaan cold storage melalui penelitian dan penerapan Good Agriculture Process (GAP).Langkah ini dapat meningkatkan produktivitas dan memperluas pasar. Bank Indonesia juga memberikan bantuan sarana dan prasarana produksi seperti pompa air, hand tractor, soil tester, fertilizer mixer, dan mesin rotator, serta penangkaran benih bawang melalui Program Sosial Bank Indonesia. Ketersediaan sarana dan prasarana tersebut dipandang penting untuk meningkatkan kualitas dan kuantitas bawang merah hasil budidaya petani.

Dalam perkembangannya, bantuan sarana, prasarana produksi, pelatihan, dan pendampingan yang diberikan Bank Indonesia telah menciptakan nilai tambah ekonomi yang berasal dari pelaku klaster bawang merah.Keberhasilan pengembangan klaster bawang merah di wilayah Cirebon ini juga diadopsi pada pengembangan klaster di wilayah lain seperti Riau.

through changes in post-harvest storage, involving a changeover from conventional warehouses to cold storage. This change was made to prolong the shelf life of shallots from previously a maximum of three month to 4-6 months. This change in storage also reduced shrinkage from previously 35% to 10%-15%.

The construction of cold storage in Cirebon is one of government pilot project. Similar facilities are to be developed in 14 shallot-growing areas throughout Indonesia in an effort to safeguard domestic stocks of shallots.

In collaboration with other parties, Bank Indonesia also provides information on the standardised use of cold storage through research and application of Good Agriculture Processes (GAP). This measure can improve productivity and market expansion. Bank Indonesia also gives assistance in the production facilities and infrastructure such as water pumps, hand tractors, fertiliser mixers and rotator machines, as well as in cultivation of shallot seeds under Bank Indonesia Social Programme. The availability of the facility and infrastructure is deemed vital to improve the the quality and quantity of shallots cultivated by farmers.

In time, the facilities, production infrastructure, training, and mentoring provided by Bank Indonesia created economic added value generated by farmers in the shallots cluster. The success in developing the shallots cluster in Cirebon area has also been adopted as a model for developing clusters in other regions, such as Riau.






Hasil uji coba menunjukkan adanya kesesuaian dari penilaian yang dilakukan oleh lembaga pemeringkat dengan penilaian kredit yang dilakukan oleh bank.Hal ini mengindikasikan bahwa metode pemeringkatan kredit UMKM dapat digunakan sebagai tambahan informasi dalam analisis kredit oleh bank. Pemeringkatan kredit UMKM akan membantu bank dalam mengidentifikasi UMKM potensial untuk dibiayai. Langkah ini dapat menjadi solusi dalam mengatasi kesenjangan informasi antara perbankan dan UMKM.

Bank Indonesia juga memberikan perhatian lebih kepada para pelaku usaha. Sejalan dengan program Gerakan Kewirausahaan Nasional (GKN) yang dicanangkan pada 2 Februari 2012, Bank Indonesia menggulirkan program Penciptaan Wirausaha Baru. Program ini diharapkan dapat menumbuhkan jiwa kewirausahaan bagi generasi muda.

Melalui program tersebut, generasi muda mendapatkan pengetahuan dan keterampilan agar mampu menjalankan usahanya. Program tersebut dilaksanakan di Jakarta dan tujuh kota besar yakni Surabaya, Bandung, Semarang, Makassar, Denpasar, Palembang, dan Yogyakarta.

Program Penciptaan Wirausaha Baru dilaksanakan melalui serangkaian tahapan, mulai dari proses seleksi, pelatihan kewirausahaan, dan magang yang dilanjutkan dengan penyusunan bussines plan sesuai bidang usaha yang diminati. Peserta mendapatkan seed capital yang bersumber dari PSBI.

Pada 2013, program Penciptaan Wirausaha Baru ditindaklanjuti secara komersial menjadi sebuah embrio bisnis melalui program pendampingan yang intensif. Bank Indonesia mengembangkan sebuah Program Pendampingan Kewirausahaan sebagai kelanjutan Program Penciptaan Wirausaha Baru.

Sebagai langkah awal, Bank Indonesia melaksanakan Kompetisi Cabai Olahan Anak Negeri. Selain mendorong penciptaan wirausaha baru, kompetisi ini mendorong diversifikasi pola konsumsi terhadap komoditas yang mempengaruhi inflasi, khususnya cabai. Sebanyak 20 orang finalis dari 75 peserta diberikan pelatihan intensif untuk kewirausahaan (entrepreneurship).

Selain berpeluang menjadi mitra pasar modern, pemenang kompetisi mendapatkan hadiah uang tunai yang penganugerahannya dilakukan pada saat pembukaan Global Entrepreneurship Week (GEW)

The trial results pointed that there is a correlation between evaluations by rating agencies and credit assessment by banks. This indicates that the MSME credit rating method can be used as an additional information for credit analysis by banks. MSME credit ratings will assist banks in identifying MSMEs with the potential for financing. The ratings thus offer a solution for closing the information gap between the banking system and MSMEs.

Bank Indonesia also devoted greater attention to entreprenuers. In line with the National Entrepreneurship Movement (GKN) launched on 2 February 2012, Bank Indonesia instituted the Creation of New Entrepreneur programme. The programme is envisioned to grow a spirit of entrepreneurship in the young generation.

Through the programme, young people acquire the knowledge and skills to run their enterprises. This programme has been implemented in Jakarta and seven other major cities: Surabaya, Bandung, Semarang, Makassar, Denpasar, Palembang, and Yogyakarta.

The Creation of New Entrepreneur programme is implemented in a series of stages beginning with a selection process, entrepreneurship training and apprenticeships followed by the development of business plans tailored to the desired line of business. Participants were provided with seed capital from Bank Indonesia Social Programme (PSBI).

In 2013, the Creation of New Entrepreneur programme was taken forward commercially to become a business embryo under an intensive mentoring programme. Bank Indonesia developed an Entrepreneurship Mentoring Programme as an extension of the New Entrepreneur Creation Programme.

As an initial step, Bank Indonesia held a Processed Chilli Pepper National Competition. Other than encouraging the creation of new entrepreneurs, the competition promoted diversification in the consumption patterns of commodities affecting inflation, in particular chilli peppers. Twenty finalists out of 75 participants were given intensive entrepreneurship training.

Besides gaining opportunity to become partners in modern markets, winners also received cash prizes presented at the opening of Global Entrepreneurship Week (GEW) 2013 at Bank Indonesia. GEW is an






Saat ini, Amerika Serikat (AS) tercatat sebagai negara investor terbesar ketiga bagi Indonesia dengan nilai investasi 1,3 miliar Dolar AS. Meski demikian, peluang bagi para investor lain masih terbuka lebar. Untuk itu, Kantor Perwakilan Bank Indonesia di New York, memfasilitasi promosi ekonomi Indonesia di Saint Louis, Missouri. Kegiatan yang berlangsung pada 12 September 2013 ini bertajuk Invest in Remarkable Indonesia.

Promosi tersebut merupakan kerja sama Kantor Perwakilan Bank Indonesia New York dengan Konsulat Jendral RI di Chicago yang membawahi Missouri, Kantor Menko Perekonomian, dan Kementerian Perindustrian. Kegiatan itu diikuti sekitar 30 perusahaan di Missouri yang bergerak di sektor manufaktur, energi, pertambangan, dan keuangan.

Pada kesempatan itu, Kepala Kantor Perwakilan Bank Indonesia di New York meyakinkan para peserta bahwa kondisi ekonomi Indonesia saat ini berdaya tahan dan menjanjikan sebagai tujuan investasi. Para peserta mendapatkan pemaparan berbagai indikator makro ekonomi Indonesia dan serangkaian kebijakan Pemerintah dan Bank Indonesia untuk merespons dinamika ekonomi global.

The United States is currently the third largest investor in Indonesia with a total investment value of 1.3 billion US dollars. Even so, opportunities for other investors remain wide open. Therefore Bank Indonesia Representative Office in New York provided facilitation for the promotion of the Indonesian economy in Saint Louis, Missouri. The event held on 12 September 2013 featured the theme Invest in Remarkable Indonesia.

The promotion represented a collaborative effort by the Bank Indonesia New York Representative Office together with the Indonesian Consulate-General in Chicago in charge of Missouri, the Coordinating Minister for Economic Affairs and the Ministry of Industry. The event was attended by 30 companies in Missouri in the field of manufacturing, energy, mining and finance.

At this opportunity, the Head of Bank Indonesia Representative Office in New York spoke convincingly to participants that the current Indonesian economy is resilient and promising as an investment destination. The participants were presented with various Indonesia’s macroeconomic indicators and a series of Government and Bank Indonesia policies in response to changes in the global economy.

Mendekatkan Perekonomian Indonesia ke MancanegaraBringing the Indonesian Economy to the World

Missouri






Fundamental ekonomi Indonesia tetap kuat yang ditopang oleh kebijakan makroekonomi yang sehat. Pengendalian moneter pun, tidak lagi mengandalkan kebijakan konvensional. Bank Indonesia telah menerapkan bauran kebijakan moneter, baik melalui suku bunga, makroprudensial, maupun koordinasi kebijakan dengan Pemerintah.

Sektor fiskal Indonesia masih memberikan ruang ekspansi yang longgar dengan capaian defisit di bawah 3% dan rasio utang di bawah 24%. Sektor perbankan menunjukkan rasio kecukupan modal rata-rata mencapai 17%. Inflasi juga terkendali, terutama setelah digalakkan koordinasi solid antara pemerintah dan Bank Indonesia melalui Tim Pengendali Inflasi. Indonesia diyakini dapat mengatasi permasalahan ekonomi yang ada dan membawa prospek ekonomi yang lebih cerah di masa datang.

Dalam perbincangan hangat, para peserta berpendapat ekonomi Indonesia memang terlihat masih menjanjikan. Menurut mereka, Indonesia berpotensi menjadi salah satu kekuatan terbesar ekonomi dunia dalam 15-30 tahun mendatang.

Mereka menyatakan minat untuk berinvestasi, terutama di sektor energi, transportasi, telekomunikasi, dan keuangan. Sebagai negara kepulauan dengan proporsi jumlah penduduk usia produktif yang besar, Indonesia dinilai memiliki potensi tinggi sebagai tujuan investasi. Terlebih ekonomi Indonesia ditopang daya beli dan kebutuhan transaksi keuangan yang diperkirakan akan terus meningkat.

Kegiatan semacam ini menjadi agenda rutin bagi kantor-kantor perwakilan Bank Indonesia di luar negeri. Keberadaan kantor perwakilan tersebut diharapkan dapat terus menjadi salah satu garis depan pendukung program promosi investasi dan perdagangan Indonesia di mancanegara.

Indonesia’s economic fundamentals remain strong, supported by sound macroeconomic policy. Moreover monetary control no longer rely on conventional policy. Bank Indonesia has applied a monetary policy mix through interest rates, macroprudential, and policy coordination with the Government.

Indonesia’s fiscal sector can still afford plenty of room for expansion, having maintained a deficit at less than 3% and kept the debt ratio below 24%. The banking sector has an average capital adequacy ratio of 17%. Inflation was also under control, particularly since the concerted efforts to build solid coordination between the Government and Bank Indonesia through the Inflation Control Team. It was strongly believed that Indonesia can overcome the existing economic problems and bring a brighter economic outlook in the future.

In a lively conversation, participants voiced their opinions that the Indonesian economy seemed to look promising. From their perspective, Indonesia has the potential to become one of the leading global economic powerhouse in the coming 15-30 years.

They expressed an interest to invest, particularly in the energy, transportation, telecommunications and financial sectors. As an archipelago nation with a large share of the population in productive age, Indonesia is deemed to have vast potential as an investment destination. Furthermore, the Indonesian economy is supported by purchasing power and demand for financial transactions that is forecasted to maintain steady growth.

Similar events are routinely scheduled by Bank Indonesia’s overseas representative offices. The presence of those representative offices is expected to continue as one of the front line in supporting Indonesia’s investment and trade promotion programmes in the world.






2013 di Bank Indonesia.GEW ini merupakan ajang entrepreneurship internasional untuk mengenalkan entrepreneurship kepada kaum muda yang merupakan bagian dari program kewirausahaan Bank Indonesia termasuk finalis kompetisi sambal nasional.

Akhirnya, Program Penciptaan Wirausaha Baru diharapkan dapat membuka akses terhadap produk dan jasa layanan bank atau non-bank melalui pinjaman kredit untuk pengembangan usaha ekonomi.Program ini diharapkan mampu mendukung visi-misi pemerintah dalam mewujudkan kemandirian bangsa melalui penciptaan lapangan kerja dan pemberdayaan usaha kecil dan menengah yang bernafaskan semangat kewirausahaan.

Sebagai bentuk apresiasi terhadap pengembangan UMKM, Bank Indonesia juga menggelar kegiatan “Apresiasi Klaster UMKM dan Diseminasi Pola Pembiayaan UMKM”. Selain sebagai wadah apresiasi, kegiatan ini menjadi ajang berbagai kiat sukses pengembangan klaster UMKM. Beberapa klaster yang tampil berbagi kiat sukses adalah klaster cabai binaan Kantor Perwakilan Bank Indonesia Makassar, klaster kopi arabika binaan Kantor Perwakilan Bank Indonesia Bali, klaster ikan teri binaan Kantor Perwakilan Bank Indonesia Lampung, klaster sapi binaan Kantor Perwakilan Bank IndonesiaSemarang, dan klaster padi binaan Kantor Perwakilan Bank Indonesia Medan.

Memperkuat Kerjasama Internasional Krisis global telah berlangsung lebih dari lima tahun. Hingga 2013, kerjasama internasional masih terfokus pada koordinasi kebijakan untuk pemulihan ekonomi global. Pertumbuhan ekonomi negara maju masih tetap lemah meski sudah membaik. Sebaliknya, negara-negara Emerging Market yang sebelumnya menjadi penopang pertumbuhan ekonomi global justru melemah, bahkan risiko ketidakstabilan meningkat.

Dalam kondisi demikian, Indonesia dengan ekonomi terbuka berkepentingan dengan kerjasama internasional dan terus berperan aktif dalam banyak forum internasional. Terlebih lagi, inisiatif penting dari forum G-20 untuk penyeimbangan (rebalancing) neraca pembayaran maupun proses pertumbuhan antarnegara justru menimbulkan efek samping kurang menguntungkan bagi negara emerging. Di sejumlah negara Emerging Market, peningkatan permintaan domestik ternyata disertai pemburukan neraca perdagangan.

international entrepreneurship platform for promoting entrepreneurship to youth. Young people participating in the Bank Indonesia entrepreneurship programme were among the finalists in the national chilli paste competition.

The Creation of New Entrepreneur Programme is ultimately expected to open access to banking or non-banking products and services through credit loans for business development. The programme is envisioned to support the Government vision and mission in realizing national self-sufficiency through job creation and empowerment of small and medium enterprises in the spirit of entrepreneurship.

In appreciation of MSME development, Bank Indonesia also hosted an event “Appreciation of MSME Clusters and Dissemination of MSME Lending Scheme.” In addition to extending appreciation, the event also featured presentations for successful development of MSME clusters. Several clusters that shared their tips for success were the chilli pepper cluster by Bank Indonesia Regional Office Makassar, arabica coffee cluster by Bank Indonesia Regional Office Bali, anchovies cluster Bank Indonesia Regional Office Lampung, cattle cluster by Bank Indonesia Regional Office Semarang and rice paddy cluster by Bank Indonesia Regional Office Medan.

Strengthening International Cooperation The global crisis has persisted more than five years. Until 2013, international cooperation maintained focus on policy coordination for global economic recovery. Economic growth in advanced countries, while still weak, has showed improvement. In contrast, emerging market nations that previously had been the power of global economy growth, faltered and even presented mounting risks of instability.

Under these conditions, Indonesia as an open economy has important stakes in international cooperation and plays an active role in many international forums. Even more, the important initiatives from G-20 forum for rebalancing of the balance of payments and processes affecting growth on the international level have had adverse side effects for emerging market economies. In some emerging market countries, rising domestic demand has in fact been accompanied by deterioration in the balance of trade.






Sistem keuangan dunia yang masih belum pulih menjadi masalah. Pelaku pasar cenderung melindungi dirinya dari risiko sekecil apapun. Akibatnya, pemburukan indikator eksternal dari negara emerging dipersepsikan sebagai sebuah risiko pemburukan fundamental yang harus dihindari. Sebuah kejutan seperti normalisasi kebijakan moneter Amerika Serikat diikuti oleh perilaku pasar yang berlebihan. Sejumlah dana keluar dari emerging dan menyisakan pemburukan indikator pasar keuangan yang dalam.

Masing-masing negara pun melihat persoalan dalam konteks berbeda. Respons kebijakan internasional negara maju dan emerging memiliki fokus berbeda. Alhasil, perbedaan kepentingan selalu mewarnai politik internasional. Kebijakan internasional sebuah negara selalu mengedepankan kepentingan nasional masing-masing.

Terkait hal ini, fokus kebijakan internasional Bank Indonesia adalah menjaga kestabilan ekonomi dan keuangan Indonesia. Di banyak forum multilateral seperti Kelompok 20 Negara (G-20) dan Dana Moneter Internasional (IMF), Bank Indonesia menyuarakan kepentingan terkait isu rebalancing. Bank Indonesia aktif mengikuti berbagai diskusi kebijakan, baik di tingkat regional seperti ASEAN, ASEAN+3, dan EMEAP maupun multilateral untuk memitigasi risiko global.

Sebagai anggota G-20, Indonesia ikut berkontribusi dalam penanganan krisis global dengan menempatkan dananya ke IMF. Bank Indonesia akan menempatkan dananya dalam surat berharga IMF sebagai dana cadangan penanganan krisis. Dana itu tetap berlaku sebagai cadangan devisa Indonesia. Komitmen tersebut merupakan kontribusi Indonesia sesuai dengan kesepakatan pertemuan para pemimpin negara-negara G-20 di Los Cabos, Meksiko.

Dalam pertemuan di Rusia pada 19-20 Juli 2013, para pemimpin G-20 menyepakati berbagai upaya pemulihan ekonomi global.Delegasi Indonesia menyuarakan pentingnya reformasi tata kelola IMF guna meningkatkan legitimasi, kredibilitas, dan efektivitas lembaga itu dalam pencegahan dan penanggulangan krisis.

The ongoing recovery of the world financial system still present an issue in itself. Market players tend to protect themselves from all risks, no matter how small. Consequently, any downturn in the external indicators of emerging market nations has been perceived as a risk of deterioration in fundamentals that must be averted. A shock such as the normalisation of United States monetary policy have been followed by excessive market reaction. As a result, funds flow out of emerging markets and leaving behind sharply deteriorating financial market indicators.

Every country perceived the issues in different contexts. International policy responses by advanced and emerging markets countries were focused differently. As a result, the international politics has been constantly affected by the various interests. A country’s international policy will always promotes the interests of its nation.

In this regard, the focus of Bank Indonesia’s international policy is to maintain Indonesia’s economic and financial stability. In many multilateral forums, such as the G-20 and the International Monetary Fund (IMF), Bank Indonesia spoke out on interests related to rebalancing issues. Bank Indonesia has been an active participant in various policy discussions in regional forums, such as in the ASEAN, ASEAN+3 and EMEAP, and at the multilateral level to mitigate global risks.

As a member of the G-20, Indonesia has been contributing to the resolution of the global crisis by placing funds in the IMF. Bank Indonesia will place funds in IMF securities as reserves funds for crisis resolution. These funds are accounted for as Indonesia’s foreign reserve. This commitment represents Indonesia’s contribution under the agreement reached by the leaders of the G-20 countries at the summit in Los Cabos, Mexico.

At the summit in Russia on 19-20 July 2013, G-20 leaders agreed on various measures to promote global economic recovery. The Indonesian delegation highlighted the importance of reform in IMF governance to improve the legitimacy, credibility and effectiveness of the institution in crisis prevention and resolution.






Pertemuan tersebut juga membahas isu kerjasama keuangan regional dan isu penguatan pengelolaan utang. Salah satu diskusi penting pada 2013 adalah tentang dampak destabilisasi dari aliran modal dan bagaimana memperkuat capital flows management (CFM) untuk menjaga ketahanan ekonomi. Bentuk nyata kerjasama yang lebih langsung adalah upaya memperkuat jaring pengaman keuangan internasional (international financial safety net/IFSN), baik pada level global, regional, maupun bilateral.

Dalam konteks bilateral, Bank Indonesia menjalin kerjasama bilateral swap arrangement (BSA) dan bilateral currency swap arrangement (BCSA) dengan negara Plus-3 (Jepang, China, dan Korea). IFSN berfungsi sebagai second line of defense untuk memperkuat cadangan devisa sebuah negara.

Selain itu, kebijakan internasional Bank Indonesia juga dilakukan melalui saluran Investor Relation Unit (IRU). Hal ini untuk menjaga persepsi positif investor asing dan lembaga pemeringkat terhadap kondisi fundamental ekonomi Indonesia dan prospek di masa depan. Upaya aktif untuk menjalin kerjasama internasional juga dilakukan oleh Kantor Perwakilan Bank Indonesia di luar negeri, sebagai garda terdepan dan corong kebijakan Bank Indonesia dan pemerintah.

Menata Organisasi dan Mengelola Kinerja Dukungan kapabilitas internal memainkan peran penting dalam pencapaian kinerja Bank Indonesia selama 2013. Melalui berbagai fungsi pendukungnya, manajemen internal Bank Indonesia diarahkan agar dapat mendukung pelaksanaan tugas pokok Bank Indonesia, mengakselerasikan pencapaian sasaran strategis, dan memastikan terwujudnya tata kelola organisasi yang baik.

This meeting also discussed issues of regional financial collaboration and issues of strengthening debt management. One of the key discussions of 2013 concerned the impact of destabilisation of capital flows and how to strengthen capital flows management (CFM) in order to safeguard economic resilience. A more immediate form of cooperation involves efforts for strengthening the international financial safety net (IFSN) at the global, regional and bilateral level.

In a bilateral context, Bank Indonesia establish cooperation of bilateral swap arrangements (BSAs) and bilateral currency swap arrangements (BSCAs) with the Plus-3 countries (Japan, China and Korea). The IFSN functions as a second line of defence in bolstering a nation’s foreign reserves.

Other than that, Bank Indonesia international policies are also carried out through the Investor Relations Unit (IRU). This is to maintain positive perceptions among foreign investors and rating agencies of the condition of Indonesia’s economic fundamentals and outlook. Active efforts to build international cooperation are also pursued by Bank Indonesia’s overseas representative offices, which serve as the front line and channel for Bank Indonesia and government policies.

Restructuring Organisation and Managing Performance Internal capabilities support played a vital role in Bank Indonesia’s performance achievements during 2013. The internal management at Bank Indonesia is geared to support Bank Indonesia implementation of main tasks, accelerate the achievement of strategic goals and ensure good organisational governance.






Bank Indonesia’s Employees Composition

Berdasarkan Gender By Gender

33.18%

66.82%

Pria Male

Wanita Female

Komposisi Pegawai Bank Indonesia

Berdasarkan Jenjang PendidikanBased on Level of Education

21.91%

1.08%

53.55%

23.46%

S3 Doctorate

S2 Magister

S1 Bachelor

>S1 Diploma






Kebijakan strategis di bidang manajemen intern adalah penyempurnaan organisasi Bank Indonesia dan penguatan kompetensi SDM untuk merespon tantangan tugas baru. Pengalihan tugas pengaturan dan pengawasan bank ke OJK maupun peran Bank Indonesia di bidang moneter, makroprudensial, dan sistem pembayaran memerlukan dukungan kelembagaan yang sesuai. Untuk itu, Bank Indonesia telah mengimplementasikan perubahan Struktur Organisasi Level Atas (SOLA). Sebagai persiapan organisasi yang baru, Bank Indonesia melakukan reorganisasi satuan kerja, baik di Kantor Pusat maupun di Kantor Perwakilan Dalam Negeri (KPw-DN). Terkait pengalihan fungsi pengaturan dan pengawasan bank ke OJK, Bank Indonesia mereorganisasi satuan kerja kompartemen perbankan di Kantor Pusat dan Perwakilan Dalam Negeri. Bentuk reorganisasi tersebut disesuaikan dengan kebutuhan fungsi pengaturan dan pengawasan yang akan dilaksanakan oleh OJK. Melalui pembentukan satuan kerja bayangan (mirroring) tersebut, proses transisi pelaksanaan tugas dapat dilaksanakan dengan baik dan lancar.

Terkait pelaksanaan tugas dan kewenangan makroprudensial, Bank Indonesia melakukan penguatan fungsi di bidang stabilitas sistem keuangan, makroprudensial, dan keuangan inklusif di Kantor Pusat. Untuk memperkuat bauran kebijakan, Bank Indonesia melakukan pula penguatan fungsi, produk pokok dan peran KPw-DN. Reposisi peran KPwDN pasca-beralihnya fungsi pengawasan bank ke OJK difokuskan pada peran sebagai strategic advisor dalam pengembangan perekonomian daerah. Di samping itu, KPwDN diarahkan menjadi center of excellence di bidang perekonomian secara luas, termasuk dalam memprakarsai pengembangan ekonomi syariah di daerah.

Ke depan, rumah baru Bank Indonesia akan mengacu pada cetak biru SOLA yang mulai diimplementasikan 15 Mei 2013. Perubahan masif atas fungsi, tugas, wewenang, sumber daya manusia, dan berbagai faktor terkait terus dijalankan. Seluruh pegawai telah berkomitmen untuk menghadapi berbagai perubahan Bank Indonesia ke depan.

The strategic policy in internal management is to revamp Bank Indonesia organisation and build human resources competency to respond the challenges of new duties. The handover of bank regulation and supervision functions to the FSA (OJK) and Bank Indonesia role in monetary management, macroprudential policies and the payment system require relevant institutional support. Therefore, Bank Indonesia has implemented changes to the High Level Organisational Structure (SOLA). In preparation for the new organisation, Bank Indonesia reorganized its units at the Head Office and Regional Offices. Related to the transfer of bank regulation and supervision functions to the FSA (OJK), Bank Indonesia reorganised its banking units at the Head Office and Regional Offices. This reorganisation was tailored to the needs of the regulatory and supervisory functions of the FSA (OJK). Through the establishment of the mirroring units, the transition process can run well and smooth.

Regarding macroprudential duties and responsibilities, Bank Indonesia has upgraded its functions in financial system stability, macroprudential and financial inclusion at the Head Office. Bank Indonesia also reinforced the functions, core products and roles of the Regional Offices to strengthen the policy mix. Repositioning the role of Regional Offices following the handover of bank supervision functions to the FSA (OJK) is focused on the role as strategic advisor in regional economic development. In addition, the Regional Offices are expected to become centres of excellence in economics in a broad sense, including in initiating local sharia economic development.

In the future, the new Bank Indonesia organisational design will refer to the High Level Organisational Structure (SOLA) blueprint that had been implemented since 15 May 2013. Massive changes continue to be implemented in functions, duties, authorities, human resources and related factors. All employees are committed to deal with various changes to Bank Indonesia in the future.






Desain rumah baru Bank Indonesia telah mempertimbangkan dampak dari berbagai ketentuan mengenai tugas dan fungsi Bank Indonesia, khususnya di bidang pengaturan dan pengawasan makroprudensial. Ketentuan itu antara lain Undang-Undang Nomor 21 Tahun 2011 tentang Otoritas Jasa Keuangan, Undang-undang Nomor 3 Tahun 2011 tentang Transfer Dana, dan Undang-undang Nomor 7 Tahun 2011 tentang Mata Uang. Desain tersebut juga mengantisipasi pengesahan sejumlah rancangan undang-undang seperti RUU Jaring Pengaman Sektor Keuangan (JPSK) dan Protokol Manajemen Krisis (PMK).

Implementasi SOLA tidak hanya sekadar menata ulang organisasi Bank Indonesia, tetapi juga sumber daya manusia (SDM)-nya. Diperlukan adanya kesesuaian kompetensi dan perilaku dengan pekerjaan yang akan dilakukan. Oleh karenanya, program penataan organisasi diikuti dengan pemenuhan dan pengembangan kualitas SDM. Selain itu, dilakukan pula Program Penyelerasan Kultur untuk mengawal perubahan organisasi.

The new Bank Indonesia organisational design had taken into account the impact of various regulations governing the duties and functions of Bank Indonesia, most importantly in macroprudential regulation and supervision. These legislative provisions include Act Number 21 of 2011 concerning the Financial Services Authority, Act Number 3 of 2011 concerning Funds Transfers and Act Number 7 of 2011 concerning Currency. This design has also been made in anticipation of a number of bills to be passed, such as the bill concerning the Financial Sector Safety Net and the Crisis Management Protocol.

The implementation of the High Level Organisation Structure is not merely an organisational restructuring of Bank Indonesia, but also its human resources. Competence and behaviour needs to be aligned to the work plan. Therefore, the organisational restructuring programme will be followed by acquiring and developing the quality of human resources. In addition, Cultural Alignment Programme is instigated to pave the way for organisational changes.

Direktur Jenderal General Director 2

Direktur Eksekutif Executive Director 66

Direktur Director 110

Deputi Direktur Deputy Director 385

Asisten Direktur Assistant Director 670

Manajer Manager 1,370

Asisten Manajer Assistant Manager 1,574

Staf Staff 1,233

Asisten Assistant 334

0 200 400 600 800 1,000 1,200 1,400 1,600 1,800

Grafik 10. Komposisi Pegawai Bank Indonesia Berdasarkan Level JabatanFig 10. Bank Indonesia Employee Composition Based on Position Level






Agar pelaksanaan tugasnya efektif dan efisien, Bank Indonesia mengelola keuangan secara terencana dan akuntabel. Untuk meningkatkan tata kelola yang baik dalam penyusunan laporan keuangan, Bank Indonesia menerapkan Kebijakan Akuntansi Keuangan (KAK) sebagai acuan dalam penyusunan laporan keuangan dan auditor atas laporan keuangan Bank Indonesia.

KAK disusun secara khusus berdasarkan keunikan tujuan maupun karakteristik transaksi Bank Indonesia sebagai bank sentral, yang berbeda dari entitas komersial maupun lembaga publik lainnya. Untuk menghasilkan standar akuntansi tersebut, Bank Indonesia membentuk komite independen beranggotakan pakar akuntansi yang berasal dari organisasi profesi (Ikatan Akuntan Indonesia), akademisi, praktisi akuntansi, dan perwakilan Badan Supervisi Bank Indonesia (BSBI).

Salah satu wujud nyata penerapan tata kelola yang baik adalah perolehan opini Wajar Tanpa Pengecualian terhadap Laporan Keuangan Tahunan Bank Indonesia 2012 dari Badan Pemeriksa Keuangan (BPK). Sejak 2003, Bank Indonesia selalu memperoleh opini WTP. Pencapaian tersebut sekaligus membuktikan komitmen Bank Indonesia untuk senantiasa mengelola keuangan secara transparan dan akuntabel.

To be effective and efficient in the implementation of its duties, Bank Indonesia manages finance in a planned and accountable manner. To raise the level of good governance in the preparation of financial statements, Bank Indonesia applied Financial Accounting Policies (KAK) as a reference in generating financial statements and for auditors on Bank Indonesia financial report.

The KAK is specifically prepared according to the unique objectives and characteristics of transactions conducted by Bank Indonesia as the central bank, which differ from those of other commercial and public entities. To produce these accounting standards, Bank Indonesia set up an independent committee of accounting experts from a professional organisation (Indonesian Institute of Accountants), academics, accountants and a representative of Bank Indonesia Supervision Body (BSBI).

One example of good governance implementation is the attainment of an Unqualified Opinion on Bank Indonesia Financial Statement 2012 by the Supreme Audit Agency (BPK). Since 2003, Bank Indonesia has consistently obtained Unqualified Opinion. This achievement also attests to Bank Indonesia’s commitment to constantly manage financial in a transparent and accountable manner.






Komunikasi dan edukasi telah menjadi bagian piranti kebijakan Bank Indonesia.Komunikasi yang intens dan efektif terbukti mampu mengarahkan ekspektasi masyarakat. Persepsi positif pelaku pasar terhadap fundamental ekonomi dan sistem keuangan Indonesia pun ikut terjaga. Bank Indonesia tidak lagi menjadi menara gading sehingga keberadaannya mampu memberikan manfaat lebih kepada masyarakat.

Communication and education have become a part of Bank Indonesia policy tools. Intensive and effective communication has been proven to be able to guide public expectations. It has also helped foster positive perceptions among market players that the fundamental of Indonesia’s economic and financial system is safely guarded. Bank Indonesia is no longer perceived as an ivory tower, and its presence provides value-added benefits to the society at large.







Komunikasi dan Edukasi PublikKomunikasi kebijakan melalui berbagai media oleh Bank Indonesia tidak hanya memenuhi pilar transparansi bank sentral, namun telah menjadi bagian dari piranti kebijakan.Program komunikasi dan edukasi yang dilakukan secara intens dan efektif selama 2013, terbukti mampu membentuk ekspektasi masyarakat sesuai dengan arah kebijakan Bank Indonesia.Upaya tersebut juga mampu menjaga persepsi pelaku pasar terhadap kondisi fundamental ekonomi dan sistem keuangan Indonesia.

Bank Indonesia melakukan komunikasi dan edukasi kebijakan melalui berbagai media, baik dalam bentuk cetak maupun elektronik, termasuk website Bank Indonesia.Tidak ketinggalan, Bank Indonesia juga memanfaatkan media jejaring sosial seperti Twitter. Publikasi yang disampaikan antara lain berupa siaran pers, konferensi pers, dan laporan perekonomian terkini. Bank Indonesia juga melakukan sosialisasi kepada para pemangku kepentingan yang terkait langsung dengan kebijakan seperti perbankan, asosiasi, kalangan industri, investor, dan akademisi. Langkah serupa dilakukan kepada masyarakat melalui pesan layanan masyarakat di berbagai media komunikasi.

Tidak hanya itu, komunikasi kebijakan juga dilakukan melalui forum Rapat Kerja dan Rapat Dengar Pendapat dengan DPR-RI, serta rapat koordinasi dengan Pemerintah. Melalui berbagai forum, Bank Indonesia juga berkomunikasi dengan lembaga lainnya di antaranya Badan Koordinasi Humas Pemerintah (Bakohumas) dan Forum Penghubung Antar Lembaga Negara (8 lembaga negara dan Sekretariat Negara).

Selain mengkomunikasikan berbagai kebijakan, Bank Indonesia terus berupaya untuk memberikan pemahaman kepada masyarakat mengenai fungsi dan tugas pokok Bank Indonesia. Hal tersebut dilakukan melalui program edukasi kebanksentralan. Dalam kegiatan itu, Bank Indonesia menggandeng kalangan akademisi mulai dari tingkat dasar hingga perguruan tinggi.

Bank Indonesia juga secara rutin mendiskusikan perkembangan perekonomian dan kebijakan Bank Indonesia terkini kepada kalangan media massa. Di 2013, diselenggarakan beberapa kali pertemuan antara Dewan Gubernur dengan pemimpin redaksi media massa berskala nasional. Melengkapi kegiatan tersebut, Bank Indonesia memberikan pelatihan kebanksentralan kepada para jurnalis yang berkecimpung pada warta ekonomi dan keuangan.

Public Communication and EducationBank Indonesia policy communication through various media do not only serve as a fulfilment of the central bank transparency pillar, but it had also been a part of policy instruments. The communication and education programme that had been carried out intensively and effectively during 2013 has proven capable of shaping public expectations in line with Bank Indonesia policy direction. These efforts also succeeded in upholding market players’ perceptions on the fundamental condition of Indonesia’s economic and financial system.

Bank Indonesia conducts policy communication and education through various printed and electronic media, including Bank Indonesia website. In keeping with today’s information era, Bank Indonesia also harness the benefits of social media such as Twitter. The type of publications released includes press releases, press conferences, and up-to-date economic reports. Bank Indonesia also disseminates information to the stakeholders with a direct interest in policy such as banks, associations, industry, investors, and academics. Similar measures are taken to inform the public through public service advertising in various media.

Not only that, policy communication also takes place in Work Meetings and Hearings with the Indonesian Parliament, as well as coordination meetings with the Government. Through various forum, Bank Indonesia also conduct communication with other agencies including the Coordinating Agency for Government Public Relations (Bakohumas) and the State Interagency Liason Forum (eight state agencies and the Secretary of State).

Besides communicating various policies, Bank Indonesia is continually engaged in building public understanding of Bank Indonesia’s principal functions and duties. This is carried out through central banking education programme. In the programme, Bank Indonesia works with academics from the primary school to university level.

Bank Indonesia also holds regular discussions on the economic developments and Bank Indonesia current policies with the mass media. In 2013, the Board of Governors held several meetings with the editor in chief of nationwide mass media. In complement with the activity, Bank Indonesia holds central bank training sessions for journalists writing economic and finance news.






Secara berkala, Bank Indonesia juga mengadakan beragam kegiatan edukasi kepada kalangan profesional, baik berskala nasional maupun internasional.Kegiatan ini berupa seminar, forum diskusi, dan kursus dengan pembicara dan peserta dari beragam kalangan. Mereka berasal dari dalam dan luar negeri yang mumpuni di bidangnya. Salah satu seminar yang diselenggarakan di 2013 adalah Macroeconomic Policies for Sustainable Growth with Equity in East Asia.

Pada 2013, Bank Indonesia telah mencanangkan program baru BI-CBC (Bank Indonesia Central Banking Course) sebagai program edukasi profesional untuk kalangan domestik dan manca negara. Program BI-CBC menghadirkan para pengajar dan narasumber profesional dengan keahlian maupun pengalaman yang mendapat pengakuan internasional. Program yang diselenggarakan adalah Financial Programming and Policies Studi Kasus Indonesia dan Applied Econometrics for Central Bankers.

Pada 2013, saluran komunikasi antara Bank Indonesia dan publik disempurnakan. Bank Indonesia meluncurkan BICARA (BI Call and InteRAction) sebagai sentral komunikasi yang terintegrasi melalui satu pintu.

Bank Indonesia melakukan pengelolaan museum yang bertujuan untuk lebih mengenalkan dan mendekatkan Bank Indonesia kepada masyarakat. Selain itu, pengelolaan museum tersebut sekaligus mendukung upaya pemerintah untuk melestarikan gedung tua bersejarah yang ditetapkan sebagai cagar budaya. Berbagai prestasi membanggakan diperoleh Museum Bank Indonesia, di antaranya sebagai museum tujuan terfavorit menurut survei sebuah lembaga internasional yang memberikan review terhadap lokasi pariwisata.

Selain melalui museum, Bank Indonesia membuka layanan perpustakaan yang dapat dikunjungi oleh masyarakat. Perpustakaan ini menyediakan berbagai koleksi buku, jurnal elektronik,dan hasil riset untuk membantu masyarakat mendapatkan referensi dan berbagai informasi lain, khususnya yang terkait ekonomi dan keuangan.

Secara rutin, Bank Indonesia juga mengadakan program Kunjungan Masyarakat. Program ini membuka kesempatan kepada masyarakat umum yang berminat untuk menggali pengetahuan mengenai lembaga dan pelaksanaan tugas Bank Indonesia. Peserta kunjungan antara lain berasal dari sekolah, instansi, dan masyarakat lain baik dari dalam maupun luar negeri.

Bank Indonesia also regularly holds a variety of educational activities for professionals at the national and international level. These activities include seminars, discussion forums and courses featuring speakers and participants from many different backgrounds. They come from domestic and foreign countries that are experts in their fields. One of the seminars held in 2013 presented Macroeconomic Policies for Sustainable Growth with Equity in East Asia.

In 2013, Bank Indonesia had launched a new program called BI-CBC (Bank Indonesia Central Banking Course) as a professional education programme in domestic and foreign countries. The BI-CBC programme features teaching staff and professional resource persons with an internationally recognised expertise and experience. The programme includes Financial Programming and Policies: An Indonesian Case Study and Applied Econometrics for Central Bankers.

In 2013, the communication channel bridging Bank Indonesia and the public were improved. Bank Indonesia launched BICARA (BI Call and InteRAction) as an integrated communication centre through one door.

Bank Indonesia manages a museum with an aim to introduce Bank Indonesia and bring the institution closer to the public. Besides that, the management of the museum also supports the government efforts to conserve historical buildings designated as cultural heritage. Bank Indonesia Museum has a number of proud achievements, including as the favourite museum destination according to an international survey giving reviews of tourism locations.

Other than the museum, Bank Indonesia opened library services to the public. The library offers various book collections, electronic journals and researches to assist the public in obtaining references and other information, especially on economics and finance.

Bank Indonesia also holds a regular Public Visit programme. The programme opens the opportunity to the general public who are interested to deepen their knowledge of Bank Indonesia as an institution and the implementation of its duties and responsibilities. Visitors come from schools, institutions, and the public from domestic and abroad.






Harapan Bank Indonesia menjunjung tinggi prinsip akuntabilitas dan transparansi publik menjadi nyata dengan pengoperasian contact center yang disebut BICARA (BI Call and InteRAction).BICARA adalah single point of contact, yang melayani kunjungan langsung (Visitor Center) maupun permintaan informasi publik melalui telepon, email, fax, surat, media sosial, dan lainnya.

Masyarakat dapat menghubungi call center BICARA pada nomor 500-131 untuk permintaan informasi seputar tugas dan fungsi Bank Indonesia secara umum serta memperoleh informasi publik yang dimiliki Bank Indonesia. Selain call center BICARA, masyarakat dapat mengunjungi langsung Visitor Center BICARA di Menara Sjafruddin Prawiranegara lantai 1, Jl. M.H. Thamrin No. 2, Jakarta. Permintaan informasi juga dapat dilakukan via email [email protected].

Sejak dilakukan soft launching pada 28 Oktober 2013, jumlah pelayanan informasi di BICARA sampai dengan akhir 2013, terus meningkat signifikan. Peningkatan ini mengindikasikan tingginya antusiasme masyarakat terhadap kebutuhan layanan informasi publik yang baik. Hal ini menunjukkan BICARA mampu menjadi pintu terdepan dalam berkomunikasi, mengedukasi, dan mendiseminasikan informasi kepada masyarakat. Hasil akhirnya, tingkat layanan informasi publik yang diberikan dapat terjaga sesuai dengan harapan para pemangku kepentingan.

Bank Indonesia’s desires to uphold the principles of public accountability and transparency is realized through a contact centre called BICARA (BI Call and InteRAction). BICARA is a single point of contact serving walk-in visitors (the Visitor Center) and requests for public information by telephone, email, fax, letter, social media and others.

The public may contact the BICARA call centre on 500-131 to inquire information about Bank Indonesia general duties and functions and obtain public information made available by Bank Indonesia. Besides the BICARA call centre, the public can also come in person to the BICARA Visitor Center at Menara Sjafruddin Prawiranegara 1st floor, Jl. M.H. Thamrin No. 2, Jakarta. Requests for information can also be sent by email to: [email protected].

Since the soft launching on 28 October 2013, the number of information services provided by BICARA until the end of 2013 had continually increased. This growth indicates high public enthusiasm for good public information services. It demonstrates that BICARA is able to serve as a gateway on the front line in communications, education and information dissemination to the public. Ultimately, the level of public information services given had come up to stakeholder expectations.

Menyapa Publik Melalui BICARAGreeting the Public through BICARA






Bank Indonesia berkomitmen untuk selalu memberikan pelayanan prima (service excellent) kepada stakeholders melalui quick respond dan quick solve. Pelayanan contact center BICARA akan menjadi garda depan Bank Indonesia dalam meningkatkan reputasi Bank Indonesia terkait keterbukaan informasi publik. BICARA akan selalu memberikan pelayanan yang maksimal kepada para pemangku kepentingan.

Bank Indonesia is committed to continuously provide excellent services to stakeholders by being quick to respond and quick to solve. The BICARA contact centre service will serve as Bank Indonesia front line in increasing Bank Indonesia reputation on public information disclosure. BICARA will consistently seek to provide maximum services to stakeholders.

Grafik 11. Pertumbuhan Pelayanan Contact Center BICARAFig 11. Growth of Contact Center BICARA Services

JumlahTotal

2,007

0

500

1,000

1,500

2,000

2,500

3,000 Perkembangan Growth

Jumlah Stakeholder Total Stakeholder

Oct Nov Dec

753

2,345






Program Sosial Bank IndonesiaSebagai bagian komunitas sosial, Bank Indonesia berupaya agar keberadaannya memberikan manfaat lebih bagi masyarakat. Melalui Program Sosial Bank Indonesia (PSBI), Bank Indonesia melaksanakan berbagai program pemberdayaan masyarakat dan pemberian bantuan.

Pada 2013, PSBI diprioritaskan pada pemberian bantuan yang terkait dengan upaya mendukung pengembangan sektor riil, ekonomi regional, ekonomi lokal, dan UMKM. Pemilihan prioritas tersebut untuk mendukung pengembangan komoditas penyumbang inflasi daerah yang dominan, sentra unggulan daerah, dan dukungan klaster UMKM. Selain itu, Bank Indonesia melakukan program sosial lainnya di bidang pendidikan, kesehatan, lingkungan hidup, kebudayaan, keagamaan, dan bantuan bencana alam. Program dirancang sesuai dengan kebutuhan masyarakat setempat.

Bank Indonesia Social ProgrammeAs part of the wider social community, Bank Indonesia strives to bring value added benefits to the society through its presence. Under Bank Indonesia Social Programme (PBSI), Bank Indonesia implements various community empowerment and relief programmes.

In 2013, PSBI is focused on giving support that is related to the development of the real sector, the regional economy, local economy and MSMEs. These priorities were selected to provide support for the development of commodities that dominantly contributed to local inflation, regional centres of excellence and MSME clusters. Other than that, Bank Indonesia implements other social programmes in education, health, environment, culture, religion and natural disaster relief. These programme are designed according to the needs of local communities.

Beasiswa BIBI Scholarship

3,026(2013)

2,827(2012)

3,106(2012)

49Perguruan Tinggi di IndonesiaUniversities in Indonesia

telah menjalin kerjasama edukasi kebanksentralan dengan Bank Indonesiahad established cooperation on central banking education with Bank Indonesia

83,975(2013)

27,964(2012)

5,620(2011)

followers

TwitterBI (@bank_indonesia), sejak aktif pada Februari 2011, angka followers Bank Indonesia terus menunjukkan peningkatan.TwitterBI (@bank_indonesia), since activated on Februari 2013, the number of Bank Indonesia followers continues to increase






759,000

Kunjungan Masyarakat ke BI di 2013Public visitors to BI in 2013

OrangPeoples

atau rata-rata 6 kali per bulan dengan total pengunjung mencapaior an average of 6 times per month with total visitors reaching

Melalui kunjungan tersebut, masyarakat dapat mengenal lebih jauh tentang kebanksentralan dan pelaksanaan tugas Bank Indonesia.Through the visits, the public can learn more on central bank and Bank

Indonesia tasks implementation.

225,000695,926

Pengunjung Museum BI di 2013Visitors to BI Museum in 2013

Penghargaan Awards

Orang Peoples

Orang Peoples

Dalam 3 tahun terakhir, total jumlah pengunjung mencapaiIn the last 3 years, the total of visitors has reached

Museum BI BI Museum

Masuk dalam 10 museum terfavorit di Indonesia oleh TripAdvisor (2013), Museum terbaik di Provinsi DKI Jakarta (2012), Museum terfavorit untuk kategori sejarah/arkeologi berdasarkan survei National Geographic Traveler Magazine (2011).

Included in the 10 most favorite museum in Indonesia by TripAdvisor (2013), the

best museum in DKI province (2012), the most favorite historical/archeological

museum by National Geographic Traveler Magazine (2011).

Perpustakaan BI BI Library

Orang Peoples

Jumlah pengunjung eksternalExternal visitors

4,238(2013)

Sejalan dengan tantangan yang dihadapi perekonomian Indonesia, Bank Indonesia mengangkat tema PSBI 2013 “Mendorong Pembangunan Ekonomi Berkelanjutan”.Tema ini selanjutnya dijabarkan dalam program untuk mencetak tenaga kerja siap pakai, serta pengembangan pertanian, komoditas unggulan, dan ekonomi kreatif.

Berbagai program telah dilaksanakan di berbagai daerah di Indonesia, seperti pertanian terpadu di Palembang, Kupang, Palu, Ternate, Palangkaraya, Kendari, dan Padang. Sementara itu, subtema mencetak tenaga kerja siap pakai telah diimplementasikan di daerah Gorontalo, Palembang, Yogyakarta, dan Pontianak.

In line with the challenges facing the Indonesian economy, Bank Indonesia had chosen PSBI 2013 theme “Promoting Sustainable Economic Development”. This theme is elaborated in programmes aimed to create ready-to-use workforce, and to develop agriculture, prime commodities and creative economy.

Various programmes had been implemented in various regions in Indonesia, such as integrated farming in Palembang, Kupang, Palu, Ternate, Palangkaraya, Kendari and Padang. Meanwhile, the theme of creating ready-to-use workforce had been implemented in Gorontalo, Palembang, Yogyakarta and Pontianak.






Untuk pengembangan komoditas unggulan, dilakukan di Banjarmasin, Kediri, Jayapura, Yogyakarta, Pontianak, Solo, Pekanbaru, Bengkulu, dan Jambi. Implementasi program ekonomi kreatif terdapat di Medan, Banjarmasin, Purwokerto, Pontianak, Palangkaraya, dan Gorontalo.

Program PSBI juga berorientasi untuk memberikan akses pembiayaan pendidikan yang lebih luas kepada mahasiswa. Selama 2013, Bank Indonesia memberikan beasiswa kepada lebih dari 3.000 orang mahasiswa dari 71 perguruan tinggi di seluruh Indonesia. Jumlah beasiswa yang direalisasikan mencapai Rp10,108 miliar. Program pendidikan juga dilakukan melalui renovasi sekolah, pembangunan perpustakaan dan pelatihan murid serta guru.

Pada bantuan bencana, Bank Indonesia turut meringankan beban korban bencana dan pemerintah daerah setempat dengan melaksanakan program tanggap bencana di beberapa daerah. Beberapa diantaranya melalui pemberian bantuan gempa bumi di Aceh, erupsi Gunung Rokatenda di Nusa Tenggara Timur, serta bencana banjir di Maluku, Kendari, Malang, dan Jakarta.

Terkait program pelestarian lingkungan hidup, Bank Indonesia mengadakan program Green House di Garut. Selain itu, Bank Indonesia juga mendorong pemanfaatan energi terbarukan untuk memenuhi kebutuhan listrik masyarakat di daerah terpencil. 2013, Bank Indonesia memberikan bantuan sarana penerangan berbasis solar cell kepada masyarakat di enam pulau terluar di Indonesia yaitu Pulau Tanajempa, Pulau Alor, Pulau Rote, Pulau Raijua, Pulau Sumba, dan Pulau Komodo.

The development of prime commodities had been undertaken in Banjarmasin, Kediri, Jayapura, Yogyakarta, Pontianak, Solo, Pekanbaru, Bengkulu and Jambi. Similarly, the implementation of creative economy programme can be found in Medan, Banjarmasin, Purwokerto, Pontianak, Palangkaraya and Gorontalo.

The PSBI programme is also oriented to provide students with broader access to educational finance. During 2013, Bank Indonesia awarded scholarships to more than 3,000 students from 71 universities throughout Indonesia. The total value of awarded scholarships amounted to Rp10.108 billion. The educational programme was also implemented through school renovations, building libraries and training for students and teachers.

In disaster relief, Bank Indonesia helped ease the burden of disaster victims and local governments by implementing a disaster response programme in some areas. Several of them were to assist the victims of earthquake in Aceh, Gunung Rokatenda eruption in East Nusa Tenggara and floods in Maluku, Kendari, Malang and Jakarta.

Related to the environment conservation programme, Bank Indonesia initiated the Green House programme in Garut. Additionally, Bank Indonesia also promoted the use of renewable energy to satisfy the need for electricity of communities in remote areas. In 2013, Bank Indonesia provided solar cell powered lighting to communities in six of Indonesia’s outermost islands, which are Tanajempa Island, Alor Island, Rote Island, Raijua Island, Sumba Island, and Komodo Island.






Salah satu wujud nyata dukungan PSBI antara lain pemberdayaan ekonomi perikanan di kawasan transmigrasi Kabupaten Mukomuko, Bengkulu. Melalui kantor perwakilannya di Bengkulu, Bank Indonesia membantu pengembangan budidaya ikan air tawar dan kepiting. Sasaran bantuan adalah kelompok tani budidaya kepiting soka dan ikan nila.Pengembangan budidaya ikan dan kepiting tersebut, dengan memanfaatkan lahan kosong di sela-sela pohon perkebunan kelapa sawit. Agar lebih produktif, lahan kosong tersebut disulap menjadi kolam ikan dan kepiting yang bernilai tambah.

Saat ini, para petani tersebut memiliki kolam pembenihan berteknologi modern. Satu kelompok tani yang beranggotakan 15 orang mampu memproduksi rata-rata 2 ton ikan nila setiap panen. Hasil panen tersebut langsung terserap untuk konsumsi pasar lokal. Masa budidaya ikan nila, tawes, dan mas sekitar 4 bulan. Meski produktivitas cukup baik, keuntungan yang dihasilkan belum optimal, yakni hanya Rp3 juta setiap panen. Kenyataan ini disebabkan tingginya harga pakan ikan.

Mahalnya harga pakan ikan menjadi persoalan tersendiri. Hampir 70% modal usaha petani tersedot oleh pembiayaan pakan. Untuk menghasilkan 1 kg daging ikan, mereka membutuhkan 1,5 kg pakan. Melihat kenyataan tersebut, program bantuan sosial Bank Indonesia Bengkulu memfokuskan bantuan sarana berupadua unit mesin pengolah pelet seharga

One of the tangible forms of support provided by PSBI is the economic empowerment of fisheries in the transmigration settlements in Mukomuko Regency, Bengkulu. Through the representative office in Bengkulu, Bank Indonesia supported the aquaculture development of fresh-water fish and crab. The aids are targeted to farming groups cultivating soft-shelled crabs and freshwater mango fish (ikan nila). The fish and crab aquaculture development utilized idle spaces in between the palm oil trees in a plantation. For greater productivity, the unused space was transformed into fish and crab pools that generate added value.

Now, the farmers have hatchery pools equipped with modern technology. One farming group of about 15 members is able to produce an average of two tons of mango fish every harvest. The harvest is immediately absorbed by the local market for consumption. The aquaculture cycle of mango fish, silver barb and common carp lasts for about 4 months. Although the productivity is quite good, the profits gained were not yet optimal, at only Rp3 million for every harvest. This fact is due to the high fish food prices.

The high cost of fish food is an issue in itself. Almost 70% of farmer’s capital is used to buy fish food. To produce 1 kg of fish, they needed 1.5 kg of fish food. Knowing those facts, Bank Indonesia Bengkulu social assistance program focused on providing two

Mendulang Asa di Sela Pohon SawitStirring Hope in the Middle of Palm Oil Trees






Rp40 juta. Dua unit mesin tersebut bisa dimanfaatkan oleh empat kelompok tani. Mereka bisa menghemat biaya pakan sebesar 50%. Keuntungan pun lebih besar dari biasanya.

Selain ikan air tawar, Mukomuko sedang bergiat mengembangkan budidaya kepiting bakau. Uji coba telah dilakukan di Kecamatan Kota Mukomuko pada lahan seluas 2,5 hektare. Dalam program ini, Bank Indonesia memberikan bantuan sarana produksi berupa keranjang/basket pembesaran kepiting, bibit, umpan, dan pipanisasi kolam budidaya senilai Rp40 juta.

pellets producing machines worth Rp40 million. The two machines can be utilized by four farming groups. They can save 50% on fish food expense. Profit is also higher than usual.

Besides freshwater fish, Mukomuko is working hard to develop brackish water crab aquaculture. Trials have been conducted on a 2.5 hectare site in the Mukomuko city subdistrict. In this programme, Bank Indonesia gave assistance in the form of production equipment and supplies, consisting of baskets for rearing crabs, zoeae, bait and piping for aquaculture pools worth a total of Rp40 million.






Bank Indonesia memperkirakan pada 2014 pertumbuhan ekonomi akan lebih berimbang sehingga akan semakin memperkuat stabilitas ekonomi. Pertumbuhan ekonomi Indonesia diperkirakan berada pada kisaran 5,1-5,5% dan defisit transaksi berjalan akan lebih sehat. Bank Indonesia akan konsisten mengarahkan kebijakan untuk menjaga stabilitas perekonomian dan stabilitas sistem keuangan.

Bank Indonesia forecasted that the economic growth will be more balanced and will further strengthen the economic stability in 2014. Indonesia’s economic growth is predicted at 5.5%-5.9% range and current account deficit will become healthier. Bank Indonesia will consistently direct policy to preserve economic stability and financial system stability.






Outlook PerekonomianStabilitas perekonomian 2014 diperkirakan semakin terkendali. Pertumbuhan ekonomi akan lebih seimbang dan defisit transaksi berjalan menurun ke level yang lebih sehat. Pertumbuhan ekonomi Indonesia diperkirakan berada pada kisaran 5,1-5,5% dengan sumber pertumbuhan yang lebih seimbang antara permintaan eksternal dan permintaan domestik.

Prospek ini diikuti perbaikan pada sumber pertumbuhan ekonomi Indonesia. Hal itu sejalan dengan masih berlanjutnya moderasi permintaan domestik dan peningkatan ekspor yang mengikuti tren perbaikan ekonomi global. Selanjutnya, kondisi ini membawa perbaikan pada defisit transaksi berjalan yang menurun ke level di bawah 3,0% dari PDB.

Meski demikian, perekonomian Indonesia pada 2014 masih dalam tahap konsolidasi. Hal ini terkait belum rampungnya proses koreksi ekonomi dalam pemulihan defisit transaksi berjalan. Impor yang terkendali diharapkan mendukung perbaikan neraca transaksi berjalan. Perbaikan ekspor dan permintaan domestik diharapkan mampu menopang pertumbuhan ekonomi.

Dari sisi harga, inflasi 2014 diperkirakan terkendalipada kisaran targetnya 4,5±1%. Kondisi ini dipengaruhi oleh terkendalinya permintaan domestik dan tetap terjaganya ekspektasi inflasi. Inflasi bahan makanan dan inflasi barang-barang yang harganya dikendalikan Pemerintah (administered prices) diproyeksikan kembali stabil.

Sejalan dengan prospek perekonomian, pertumbuhan kredit diperkirakan berada pada kisaran 15-17%. Kondisi tersebut konsisten dengan upaya mengarahkan ekonomi menjadi lebih sehat dan seimbang. Proyeksi pertumbuhan kredit perbankan yang menurun merupakan antisipasi terhadap belum kuatnya ekonomi dan kenaikan suku bunga.

Namun prospek perekonomian Indonesia tahun 2014 masih dihadapkan pada beberapa faktor risiko, baik yang bersifat global maupun domestik. Di sisi global, proses rebalancing ekonomi China yang semula berorientasi investasi menjadi konsumsi dapat mengurangi ekspor. Selain itu, ketidakpastian yang mengiringi implementasi kebijakan tapering-off oleh Bank Sentral AS dapat mengurangi arus masuk modal portofolio.

Economic Outlook In 2014, the economy is forecasted to maintain greater stability. The economic growth will achieve greater balance and current account deficit will be brought down to a more prudent level. Indonesia’s economic growth is forecasted within the range of 5.5%-5.9% with sources of growth demonstrating greater balance between external demand and domestic demand.

This outlook is followed by improvement in the sources of Indonesia’s economic growth. This is consistent with the continued trend of moderate domestic demand and growth in exports following the global economy recovery. These conditions in turn will bring improvement to the current account deficit level, falling below 3.0% of GDP.

Nevertheless, the Indonesian economy in 2014 will remain in a consolidation phase. This is related to the on going process of economic adjusment in recovering the current account deficit. Greater restraint in imports is expected to support improvement in the current account. Higher exports and domestic demand are anticipated to be able to sustain economic growth.

In terms of prices, inflation in 2014 is estimated to be controlled within the targeted range of 4.5%±1%. This condition is affected by constrained domestic demand and subdued inflation expectations. Food inflation and the prices of goods that are controlled by the government (administered prices) are projected to return to stable levels.

In alignment with the economic outlook, the credit growth is forecasted within the range of 15%-17%. This condition is consistent with the efforts to bring the economy to become healthier and more balanced. The downward projection of bank credit growth is to anticipate the lack of strength in the economy and interest rate hike.

However, the Indonesian economy prospects in 2014 remain daunted by a number of global and domestic risk factors. At the global level, China economic rebalancing shifts the economic orientation from investment towards consumption may reduce exports. In addition, the uncertainty surrounding the tapering off policy by the US Fed may lead to diminishing capital inflows portfolio.







Di sisi domestik, terdapat risiko kenaikan laju inflasi yang bersumber dari dampak gangguan cuaca dan bencana alam terhadap harga bahan makanan serta dampak lanjutan dari inflasi barang-barang yang harganya dikendalikan oleh Pemerintah dan pelemahan nilai tukar. Terkait implementasi UU tentang Pertambangan Mineral dan Batu Bara (Minerba), kebijakan ini dalam jangka menengah berdampak positif terhadap ekspor, tetapi dalam jangka pendek dapat mengurangi ekspor jika proses pembangunan pabrik pengolahan dan pemurnian mineral (smelter) tidak berjalan lancar sesuai rencana.

Strategi ke DepanMemperhatikan dinamika global dan domestik yang dihadapi, Bank Indonesia melakukan berbagai penajaman, penguatan, dan mendefinisikan ulang sejumlah hal mendasar di organisasi. Untuk itu, pada 2013 Dewan Gubernur Bank Indonesia telah mencanangkan visi Bank Indonesia yang baru dengan horizon waktu hingga 2024. Bank Indonesia tidak hanya menjadi lembaga bank sentral yang kredibel, namun juga harus menjadi yang terbaik di regional. Pencapaian visi Bank Indonesia 2024 akan dicapai melalui tiga pentahapan yakni: restrukturisasi (restructuring), penajaman (enhancing), dan pembentukan kondisi akhir (shaping the end state).

At the domestic level, there is the risk of higher inflation fuelled by the impact of adverse weather conditions and natural disasters on food prices and the second round effects of the administered prices increase, and exchange rate depreciation. Regarding the implementation of the Minerals and Coal Law, while the new policy stands to benefit exports in the medium-term, but in the short-term it may diminish exports if the plant construction for processing and refining mineral ore (smelter) do not proceed according to plan.

StrategyObserving the development in global and domestic environments, Bank Indonesia has undertaken a fine-tuning, reinforcement and redefinition of a number of fundamental issues in its organisation. Therefore, in 2013 the Bank Indonesia Board of Governors had launched a new vision for Bank Indonesia with a time horizon stretching to 2024. Bank Indonesia does not aspire only to become a credible central bank, but must also become the best in the region. Bank Indonesia vision for 2024 will be achieved through three phases of restructuring, enhancing and shaping

5.1-5.5%

Pertumbuhan EkonomiEconomic Growth

4.5

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Infl

asiInflation

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Cre

dit

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On Going Transaction

thd PDBto GDP

2014

Grafik 12. Outlook Ekonomi IndonesiaFig 12. Indonesian Economic Outlook






Masing-masing tahapan dijabarkan dalam strategi dan indikator pencapaian yang jelas, sehingga dapat dipantau keberhasilan dan dipertanggungjawabkan hasilnya.

Untuk menuju ke visi 2024, Dewan Gubernur menetapkan misi, arah, dan rencana strategis Bank Indonesia 2014-2018. Selain itu, upaya transformasi ini didukung melalui pembangunan kultur sumber daya manusia melalui nilai-nilai strategis baru yang akan menjadi panduan dalam keseharian pegawai.

Untuk rencana jangka pendek, telah pula ditetapkan strategi tahunan 2014. Untuk meraih kestabilan nilai rupiah, Bank Indonesia akan menempuh lima Strategi Utama (SU), yang dijabarkan dalam 11 sasaran. Setelah dirumuskan strategi Bank Indonesia, proses selanjutnya adalah menjabarkan strategi ke level satuan kerja (cascading) dengan memperhatikan prinsip keselarasan (alignment).

Pada 2014, Bank Indonesia tetap memfokuskan kebijakan untuk menjaga stabilitas perekonomian dan sistem keuangan. Stabilitas tetap perlu dikedepankan agar struktur ekonomi menjadi lebih seimbang dan sehat, sehingga menjadi fondasi kuat bagi transformasi

the end state. Each stage is elaborated in terms of strategy and clear milestones that will enable the results to be monitored and accounted for.

Toward the 2024 vision, the Board of Governors has defined Bank Indonesia mission, direction and strategic plan for 2014-2018. Furthermore, the transformation is supported by the development of human resources culture through instilling the new strategic values as a guidance for employees in their day-to-day work.

In the short-term, the 2014 annual strategy plan had been agreed upon. To achieve the stability of the value of rupiah, Bank Indonesia will pursue five Main Strategies elaborated in 11 objectives. After formulating Bank Indonesia strategy, the next process will be to cascade the strategy to work unit level in observation of alignment principle.

In 2014, Bank Indonesia policy will remain focused on preserving economic and financial system stability. Stability will need to be given pre-eminence in order to bring about a more balanced and sound economic structure that can serve as a strong foundation for

Grafik 13. Tahapan Pencapaian Visi BI 2024Fig 13. Stages in the Achievement of BI Vision 2024

2014 2017 2018 2021 2024

Area Destination Statement 2018

RestrukturisasiRestructuring

Menjadi bank sentralterbaik di regionalBecome the best

central bank in the region

PeningkatanEnhancing

Membentuktahap akhirShaping the

end state






Nilai-nilai Strategis Bank Indonesia Bank Indonesia’s Strategic Values

Misi Strategis Bank Indonesia Bank Indonesia’s Missions

Visi Bank Indonesia Bank Indonesia’s Vision

Trust & Integrity – Professionalism – Excellence – Public Interest – Coordination & Teamwork

Trust & Integrity (Kepercayaan & Integritas)

Membangun kondisi saling menghormati dan mempercayai secara internal dan eksternal melalui keterbukaan, kehandalan, dan konsistensi antara pikiran, ucapan, dan tindakan yang didasari oleh nilai-nilai moral dan etikaBuild a condition of mutual respect and trust internally and externally through openness, reliability and consistency in thoughts, words and actions based on moral and ethical values.

Professionalism (Profesionalisme)

Bekerja dengan tuntas dan bertanggung jawab atas dasar kompetensi terbaik yang dilakukan secara independen, antisipatif, rasional, dan obyektifWork thoroughly and with responsibility according to the highest competency in an independent, proactive, rational and objective manner.

Excellence (Kesempurnaan)

Senantiasa melakukan yang terbaik dengan mengedepankan penciptaan nilai tambah yang prima untuk mencapai keunggulan yang berkelanjutan menuju kesempurnaan.Consistently strive for the best by creating the highest added value to achieve sustainable advantage on the journey towards perfection.

Public Interest (Kepentingan Publik)

Senantiasa mengutamakan dan melindungi kepentingan bangsa dan negara di atas kepentingan pribadi dan golongan dalam melaksanakan mandat dengan penuh dedikasi, adil, dan bertanggung jawab,Always place and protect the national and state interest ahead of personal and group interests in carrying out the mandate with full dedication, fairness and responsibility.

Coordination & Teamwork (Koordinasi dan Kerjasama)

Membangun sinergi yang berkesinambungan secara internal dan eksternal melalui kolaborasi dan komunikasi yang menghasilkan komitmen yang memberikan nilai tambah dengan dasar saling percaya, saling menghargai, dan semangat interdependensi.Build sustainable synergy internally and externally through collaboration and communication that builds commitment for generating added value based on mutual trust, appreciation and the spirit of interdependence.

1. Mencapai stabilitas nilai rupiah dan menjaga efektivitas transmisi

kebijakan moneter untuk mendorong pertumbuhan ekonomi yang

berkualitas.

2. Mendorong sistem keuangan nasional bekerja secara efektif

dan efisien serta mampu bertahan terhadap gejolak internal

dan eksternal untuk mendukung alokasi sumber pendanaan/

pembiayaan dapat berkontribusi pada pertumbuhan dan stabilitas

perekonomian nasional.

3. Mewujudkan sistem pembyaran yang aman, efisien, dan lancar

yang berkontribusi terhadap perekonomian, stabilitas moneter dan

stabilitas sistem keuangan dengan memperhatikan aspek perluasan

akses dan kepentingan nasional.

4. Meningkatkan dan memelihara organisasi dan SDM Bank Indonesia

yang menjunjung tinggi nilai-nilai strategis dan berbasis kinerja,

serta melaksanakan tata kelola (governance) yang berkualitas

dalam rangka melaksanakan tugas yang diamanatkan UU.

1. Achieve exchange rate stability and preserve the effectiveness of

monetary policy transmission in order to promote quality economic

growth

2. Promote the effectiveness and efficiency of the national financial

system and resilient against internal and external shocks in support

of funding/financing resources allocation that contributes to the

national economic growth and stability

3. Realize a secure, efficient and smooth payment system contributing

to the economy, monetary stability and financial system stability in

consideration of access expansion and national interests

4. Build and foster Bank Indonesia organisation and human resources

that uphold strategic values and high performance, as well as

conduct good quality governance in implementing the duties as

mandated by law

Menjadi lembaga bank sentral yang kredibel dan terbaik di regional

melalui penguatan nilai-nilai strategis yang dimiliki serta pencapaian

inflasi yang rendah dan nilai tukar yang stabil

To become a credible central bank institution and the best in the

region through reinforcement of strategic values and the achievement

of low inflation and stable exchange rate






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SU #2 Menetapkan arah danmewujudkan strategi jangka

menengah-panjang fungsi moneter,SSK, dan sistem pembayaran yang

integratif dan berorientasi ke depanSU #2 Determine the direction and

realize an integrated and forward-looking medium-longterm

strategy for the monetary, financial system stability and

payment system functions

SU #5 Membangun organisasi BI yang prima melalui penguatan governance, kultur, kompetensi, dan kapabilitasSU #5 Build a first-rate BI organisation through strengthening governance, culture, competency and capabilities

SU #3 Menyusun dan melaksanakananggaran tahunan sesuai mandat UU

dan Arah Strategis BI sertapenyelesaian pending matters 2012-2013

SU #3 Develop and implement annual budget in compliance to the law

mandate and BI Strategic Direction, as well as 2012-2013 pending

matters resolution.

A.Stabilitas Nilai Rupiah

Stability of the value of rupiah

01.Memperkuatpengendalianinflasi dari sisipermintaan

dan penawaranStrengthen

inflation control from demand and supply side

02.Menjaga stabilitas

nilai tukarMaintain exchange

rate stability

11.Memantapkan kelancaran transisi

pengalihan fungsi pengawasan bankke OJK

Ensure the smooth transition of bank supervision functions

to the FSA

7.Memperkuat pengelolaan keuangan

BI yang akuntabelStrengthen the accountability

of BI financial management

03.Mendorong pasarkeuangan yang

dalam dan efisienPromote a deep

and efficient financial market

05.Mewujudkan

keuanganinklusif yang terarah,efisien, dan sinergis

Realize financial system inclusion that is

targeted, efficient and in synergy

04.Menjaga SSK yangdidukung dengan

penguatansurveillance SP

Preserve financial system stability supported by

robust payment system

surveillance

06Memelihara SP

yang aman,efisien, dan lancarMaintain a secure,

efficient and smooth

payment system

Keu

ang

an F

inan

cial

8.Mewujudkan proses kerja efektif

dan efisien dengan dukunganSI, kultur, dan governance

Realize effective and efficient business processes supported by information technology, culture,

and governance

9.Mempercepat ketersediaan SDM yang kompeten

Accelerate the availability of competent human resources

C.Sistem Keuangan Stabil

Stable and efficient financial system

B.Kondisi moneter stabil

Stable monetary conditions

D.Sistem pembayaran aman, efisien dan lancar

Secure, efficient and smooth payment system

10.Memperkuat aliansi strategis

dan meningkatkan persepsi positif BIReinforce strategic alliances and increase positive perceptions of BI

SU #1 Memastikan terlaksananyapengalihan fungsi perbankan,

perijinan, pengaturan, dan pengawasanperbankan ke Otoritas Jasa Keuangan

tepat waktu dan tepat kualitasSU #1 Ensure that the transfer of banking,

licensing, regulation and supervision functions to the Financial Services

Authority is completed on time and right quality

SU #4 Membangun dan memperkuataliansi strategis internal dan eksternalbaik secara ekstensif maupun intensif

SU #4 Build and reinforce internal and external strategic alliances through

broader reach and intensified efforts

Grafik 14. Peta Strategi Bank Indonesia 2014Fig 14. Bank Indonesia’s Strategy Map of 2014






ekonomi ke depan. Secara keseluruhan, arah kebijakan Bank Indonesia diimplementasikan melalui bauran kebijakan di bidang moneter, makroprudensial, dan sistem pembayaran.

Kebijakan moneter akan tetap diarahkan untuk mengendalikan inflasi sesuai sasarannya dan menurunkan defisit transaksi berjalan ke tingkat yang lebih sehat. Kebijakan ini ditempuh melalui kebijakan suku bunga dan nilai tukar yang sesuai dengan fundamentalnya.Harapannya, kebijakan nilai tukar dapat berperan menjadi instrumen peredam gejolak.

Bank Indonesia juga akan terus melakukan penguatan operasi moneter, lalu lintas devisa dan melanjutkan program pendalaman pasar keuangan untuk mendukung efektivitas transmisi kebijakan. Selain itu, Bank Indonesia akan terus meningkatkan ketahanan eksternal melalui kerjasama keuangan dengan bank sentral dan otoritas keuangan di kawasan.

Dari sisi makroprudensial, kebijakan akan terus diarahkan untuk menjaga stabilitas sistem keuangan dan memperkuat ketahanan sistem perbankan dengan mengedepankan prinsip kehati-hatian. Untuk memperkuat ketahanan sektor eksternal, kebijakan makroprudensial diarahkan untuk mendorong komposisi kredit pada sektor-sektor produktif yang berorientasi ekspor dan menyediakan barang substitusi impor.Kebijakan ini sekaligus mendukung upaya peningkatan kapasitas perekonomian.

Sebagai otoritas makroprudensial, Bank Indonesia akan mengarahkan kebijakan pada pengelolaan risiko sistemik, termasuk risiko kredit, risiko likuiditas, risiko pasar, dan penguatan struktur permodalan. Dalam ruang lingkup penguatan stabilitas sistem keuangan, Bank Indonesia memandang penting upaya penguatan koordinasi makro-mikro antara Bank Indonesia dan OJK.

Dari sisi kebijakan sistem pembayaran, Bank Indonesia akan mengembangkan industri sistem pembayaran domestik yang lebih efisien. Bank Indonesia akan menyempurnakan arsitektur sistem pembayaran dan perluasan akses layanan pembayaran.

Dalam implementasinya, kebijakan sistem pembayaran akan berlandaskan tiga strategi utama. Pertama, penguatan struktur industri domestik.

future economic transformation. In the broad picture, Bank Indonesia policy direction will be implemented through a policy mix in monetary, macroprudential and payment system.

Monetary policy will continue to be directed to control inflation within the target and bring down the current account deficit to a healthier level. This policy will be pursued through interest rate and exchange rate policies aligned with its fundamentals. Exchange rate policy is envisaged to play a role as a shock absorbing instrument.

Bank Indonesia will also continue to strengthen monetary operations, management of foreign exchange flows, and continue the financial market deepening programme to support the effectiveness of policy transmission. In addition, Bank Indonesia will continually increase external resilience through financial collaboration with other central banks and financial authorities in the region.

On the macroprudential side, the direction of policy will remain focused on safeguarding financial system stability and strengthening the resilience of the banking system by emphasizing on prudential principles. To improve external sector resilience, macroprudential policy will be directed to promote credit in export-oriented productive sectors and produce import substitutes goods. At the same time, this policy will also support the efforts in increasing the economic capacity.

As the macroprudential authority, Bank Indonesia will direct the policy on the management of systemic risks, including credit risk, liquidity risk, market risk and building a more robust capital structure. Within the scope of bolstering financial system stability, Bank Indonesia deemed that the strengthening of macro-micro coordination between Bank Indonesia and the FSA is important.

On the payment system policy, Bank Indonesia will develop a more efficient domestic payment system industry. Bank Indonesia will also improve the payment system architecture and expand access to payment services.

In the implementation process, the payment system policy will be built upon three main strategies. The first is strengthening the domestic industry structure. The






Kedua, standardisasi teknis dan mekanisme untuk meningkatkan efisiensi. Ketiga, perluasan akses layanan pembayaran.

Strategi pertama dilakukan melalui pengembangan Gerbang Pembayaran Nasional. Strategi kedua akan ditempuh dengan membangun aspek standardisasi dalam industri sistem pembayaran nasional. Strategi ketiga dilakukan sebagai bagian integral dari kebijakan keuangan inklusif yang didukung program edukasi dan perlindungan konsumen.

Selain kebijakan moneter, makroprudensial, dan sistem pembayaran, Bank Indonesia akan memperkuat kebijakan terkait keuangan inklusif dan UMKM. Kebijakan inklusif ditujukan untuk mendorong intermediasi dan efisiensi perbankan, sehingga berkontribusi dalam rangka mendukung terwujudnya stabilitas sistem keuangan dan sekaligus mendukung kebijakan sistem pembayaran.

Berbagai strategi dan kebijakan tersebut, akan didukung dengan penguatan kapabilitas internal agar mampu mengawal pelaksanaan tugas Bank Indonesia. Bank Indonesia secara kontinyu akan memantapkan proses bisnis di berbagai lini tugas pokoknya, termasuk dalam menjalankan peran barunya di bidang stabilitas sistem keuangan. Untuk itu, pembenahan organisasi, penyelarasan strategi dan sumber daya, serta peningkatan kualitas sumber daya manusia akan terus dilakukan menuju ke arah perbaikan yang berkesinambungan.

Pemantapan organisasi tidak hanya dilakukan di kantor pusat, namun mencakup pula kantor perwakilan Bank Indonesia di daerah maupun di luar negeri. Keberadaan Bank Indonesia di berbagai wilayah juga harus mampu memberikan peran dan manfaat bagi pemangku kepentingan baik melalui pelaksanaan tugas pokok maupun kegiatan pendukung lainnya. Untuk itu, sinergi dan komunikasi menjadi kata kunci yang penting bagi Bank Indonesia dalam berinteraksi dengan pemangku kepentingan lainnya.

Penerapan prinsip tata kelola organisasi yang baik yang bertumpu pada pencapaian kinerja (performance) dan kepatuhan terhadap ketentuan dan peraturan yang berlaku (conformance) juga diterapkan di seluruh bidang pengelolaan organisasi Bank Indonesia.

Bank Indonesia meyakini bahwa pelaksanaan berbagai strategi yang telah dicanangkan dan didukung dengan komitmen pengelolaan organisasi yang baik, mampu memayungi pencapaian tujuan Bank Indonesia.

second is standardisation of technical operations and mechanisms in order to improve efficiency. The third is broader access to payment services.

The first strategy will be implemented through the development of the National Payment Gateway. The second strategy will be pursued through the development standards in the national payment system industry. The third strategy will be integrated into the financial inclusion policy, which is supported by consumer education and protection programme.

Besides the monetary, macroprudential and payment system policies, Bank Indonesia will strenghten policies related to financial inclusion and MSMEs. Financial inclusion policy is aimed to promote banking intermediation and efficiency in a way that will contribute to financial system stability while also supporting payment system policies.

The various strategies and policies will be supported by internal capabilities development to safeguard the implementation of Bank Indonesia’s duties. Bank Indonesia will work continually to consolidate the business processes in various lines of duties, including in carrying out the new role in financial system stability. To this end, revamping organization, aligning strategy and resources alignment, as well as improving the quality of human resources will be made with the objective of continuous improvement.

Consolidation of the organisation is not only done at the headquarter office, but also encompasses Bank Indonesia representative offices in the regions and overseas. Bank Indonesia’s presence in various regions must be able to take roles and deliver benefits to stakeholders through the implementation of main duties and other supporting activities. For this purpose, synergy and communication are important keywords for Bank Indonesia in interacting with other stakeholders.

The implementation of good institutional governance is built upon performance achievement and conformance to prevailing laws and regulations will also be applied in all facets of organizational management in Bank Indonesia.

Bank Indonesia is confident that the implementation of various strategies and supported by a commitment to good organisational management, will be able to ensure the achievement of Bank Indonesia objectives.

Menjaga Stabilitas untuk - bi.go.id · pengakuan dari the Financial Times dan the Economist....

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Transcript of Menjaga Stabilitas untuk - bi.go.id · pengakuan dari the Financial Times dan the Economist....