TABLE OF CONTENTS

MANAGEMENT LETTER (Surat Manajemen)

ANNUAL REPORT OF INTEGRATED GOVERNANCE IMPLEMENTATION (Laporan Tahunan Pelaksanaan Tata Kelola Terintegrasi)

PART A (Bagian A) PAGE 1 – 20 (Halaman 1-20)

PART B (Bagian B) PAGE 21 (Halaman 21)

PART C - D (Bagian C-D) PAGE 22 – 26 (Halaman 22-26)

PART E – G (Bagian E-G) PAGE 27 – 33 (Halaman 27-33)

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ANNUAL REPORT OF IMPLEMENTATION OF INTEGRATED GOVERNANCE As of 31 December 2017

LAPORAN TAHUNAN PELAKSANAAN TATA KELOLA TERINTEGRASI Posisi 31 Desember 2017

INTRODUCTION The Periodical Assessment Report based on the OJK regulation No. 18/POJK.03/2014 and the Circular Letter No. 15/SEOJK.03/2015 which are concerning the Implementation of Integrated Good Corporate Governance of Financial Conglomeration should be applied every end of semester. Aside of the periodical report, the Lead Entity shall prepare the Annual Report of Implementation of Integrated Good Corporate Governance and publish it to the homepage of the Lead Entity’s website at latest within 5 (five) months since the latest fiscal year. MUFG Financial Conglomeration in Indonesia shall consist of: MUFG Bank Jakarta Branch1 (as the Lead Entity, also acts as the member), and other members are PT Bank Nusantara Parahyangan Tbk (BNP) dan PT U Finance Indonesia. The implementation of financial conglomeration has been executed in accordance with the prevailing regulation, in particular for similar industry category of banking business such as MUFG Bank Jakarta Branch and BNP, which have implemented the Good Corporate Governance properly, namely the implementation of Compliance and of Internal Audit Working Units.

PENDAHULUAN Laporan Penilaian Pelaksanaan Tata Kelola Terintegrasi secara berkala sesuai dengan Peraturan Otoritas Jasa Keuangan No. 18/POJK.03/2014 dan Surat Edarannya No. 15/SEOJK.03/2015 tentang Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan, yang dilakukan pada setiap akhir semester. Disamping laporan berkala, Entiti Utama wajib menyusun laporan tahunan pelaksanaan Tata Kelola Terintegrasi dan mempublikasikan laporan tahunan pelaksanaan Tata Kelola Terintegrasi dalam home page Entitas Utama paling lambat 5 (lima) bulan sejak tahun buku berakhir. MUFG Financial Conglomeration di Indonesia terdiri atas : MUFG Bank cabang Jakarta1 (sebagai Entitas Utama/ Lead Entity dan merangkap sebagai anggota), dan para anggota lainnya adalah PT Bank Nusantara Parahyangan Tbk (BNP) dan PT U Finance Indonesia. Penerapan konglomerasi keuangan telah dilaksanakan sesuai ketentuan yang berlaku, terutama anggota dengan usaha Bank seperti MUFG Bank cabang Jakarta dan BNP telah menerapkan fungsi Tata Kelola yang baik secara berkesinambungan, termasuk atas penerapan fungsi kerja kepatuhan dan internal audit.

A. SELF ASSESSMENT REPORT OF INTEGRATED GOVERNANCE IMPLEMENTATION A.1. Board of Directors of the Main Entity A.1.a Structure of Integrated Corporate Governance 1) Board of Directors of the Main Entity have compli 2) ed with the integrity, competency, and financial reputation requirements, and

has obtained approval from the Financial Services Authority. 3) Board of Directors of the Main Entity has knowledge on the Main Entity, such as

understanding in the main business activities and main risk of FSI in Financial Conglomeration.

A LAPORAN PENILAIAN SENDIRI PELAKSANAAN TATA KELOLA TERINTEGRASI

A.1. Direksi Entitas Utama A.1.a. Struktur Tata Kelola Terintegrasi 1) Direksi Entitas Utama telah memenuhi persyaratan integritas,

kompetensi, dan reputasi keuangan dan telah memperoleh persetujuan dari Otoritas Jasa Keuangan.

1 Effective as of 1 April 2018 (“Effective Date”) official corporate name has changed from The Bank of Tokyo-Mitsubishi UFJ, Ltd. to become MUFG Bank, Ltd. Terhitung sejak 1 April 2018 (“Tanggal Efektif”) nama resmi perusahaan telah berubah dari The Bank of Tokyo-Mitsubishi UFJ, Ltd. menjadi MUFG Bank, Ltd.

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Results : Point A.1.a Rating: 2 to 3 1. MUFG Bank Jakarta Branch Management as Lead entity consisting of General

Manager, Deputy General Manager for Internal Control, Compliance Director have met applicable requirement initiated with the Report submitted to OJK concerning Report on Lead Entity and members of the financial conglomeration in March 2015, continued with submission of the Report concerning change of the Financial Conglomeration members, PT BTMU-BRI Finance had been excluded from membership, on 25 October 2016. Lastly, the Lead entity had submitted the Annual Report on the Implementation of Integrated Good Governance as of 31 December 2016 for the first time on 26 May 2017 as well as Assessment Report on Implementation of Integrated Governance as of 30 June 2017 on 14 August 2017. Rating : 2

2. Understanding over the main business activity and main risk of MUFG Bank Jakarta Branch/MUFG Bank as Lead Entity as well as member entity is possessed by Lead entity’s management, however the Lead Entity Management need to keep to learn and understand the main business and main risk of member entity from multi-finance industry such as PT U Finance/ UFI. Rating : 3

A.1.b Process of Integrated Corporate Governance 1) Board of Directors of the Main Entity shall submit the Integrated Corporate

Governance Guidelines to the Board of Directors of FSI in Financial Conglomeration.

2) Board of Directors of the Main Entity shall direct, supervise, and evaluate the implementation of Integrated Corporate Governance Guidelines.

3) Board of Directors shall follow through the direction or advices from the Board of Commissioners of the Main Entity in order to complete the Integrated Corporate Governance Guidelines.

4) Board of Directors of the Main Entity shall follow through the findings of Integrated Internal Audit Work Unit and Integrated Compliance Work Unit.

2) Direksi Entitas Utama memiliki pengetahuan mengenai Entitas Utama, antara lain pemahaman kegiatan bisnis utama dan risiko utama dari LJK dalam Konglomerasi Keuangan.

Hasil Penilaian : Point A.1.a. Peringkat : 2 to 3

1. Manajemen MUFG Bank cabang Jakarta sebagai Entitas utama yang terdiri dari General Manager, Deputy General Manager untuk internal control, Direktur Kepatuhan telah memenuhi persyaratan Ketentuan yang berlaku dimulai dengan penyampaian Laporan kepada OJK berupa Laporan LJK yang menjadi Entitas utama dan LJK yang menjadi anggota konglomerasi keuangan pada bulan Maret 2015, dilanjutkan dengan penyampaian Laporan Perubahan anggota Konglomerasi Keuangan, yaitu keluarnya PT BTMU-BRI Finance dari keanggotaan pada tanggal 25 Oktober 2016. Terakhir, Entitas Utama telah menyampaikan Laporan Tahunan Pelaksanaan Tata Kelola Terintegrasi per 31 Desember 2016 untuk pertama kali pada tanggal 26 Mei 2017 serta Laporan Penilaian Pelaksanaan Tata Kelola Terintegrasi per 30 Juni 2017 pada tanggal 14 Agustus 2017. Peringkat : 2

2. Pemahaman atas kegiatan bisnis utama dan risiko utama dari MUFG Bank cabang Jakarta/MUFG Bank yang menjadi Entitas utama dan sekaligus anggota telah dimiliki oleh mana-jemen Entitas utama, tetapi manajemen Entitas utama perlu terus mempelajari dan memahami kegiatan bisnis utama dan risiko utama dari anggota konglomerasi keu-angan khususnya industri Lembaga Pembiayaan seperti PT U Finance/ UFI. Peringkat : 3

A.1.b. Proses Tata Kelola Terintegrasi

1) Direksi Entitas Utama menyampaikan Pedoman Tata Kelola Terintegrasi kepada Direksi LJK dalam Konglomerasi Keuangan.

2) Direksi Entitas Utama mengarahkan, memantau, dan mengevaluasi pelaksanaan Pedoman Tata Kelola Terintegras

3) Direksi Entitas Utama menindaklanjuti arahan atau nasihat Dewan Komisaris Entitas Utama dalam rangka penyempurnaan Pedoman Tata Kelola Terintegrasi.

4) Direksi Entitas Utama menindaklanjuti temuan Satuan Kerja Audit Intern Terintegrasi dan Satuan Kerja Kepatuhan Terintegrasi.

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Results : Point A.1.b. Rating 2 1. For Integrated Governance implementation, Lead Entity’s management keep

communicating the Guidelines Integrated Corporate Governance to member entities of the financial conglomeration. Rating : 2

2. Lead Entity management have conducted monitoring visit to member entities of the financial conglomeration for the purpose of evaluation, monitoring and direction over the implementation of Guidelines Integrated Corporate Governance as of December 2017. Evaluation and monitoring over the implementation of Anti Money Laundering and Terrorism Financing (AML-FT) as of December 2017 has also been conducted in accordance with OJK Regulation no. 12/POJK.01/2017 and no. 32/SEOJK.03/2017 concerning ‘Implementation of AML-FT in Financial Services Industry. Rating : 2

3. Management of Lead Entity have followed up the direction or advice from the Lead entity’s Board of Commissioner delivered during the 30 January 2018 meeting to fulfill the Integrated Corporate Governance Guideline. Rating : 2

4. For all finding of the Integrated Internal Audit Unit / SKAI and Integrated Compliance Unit (including Integrated AML-FT Unit) during Monitoring and Evaluation visit to each Member entities, sufficient countermeasure has been taken as part of Lead Entity management function. Rating : 2

A.1.c. Result of Integrated Corporate Governance 1) Integrated Corporate Governance Guidelines have been completed in

accordance with the direction from Board of Commissioners. 2) Board of Directors of the Main Entity has ensured that the audit and

recommendation findings from; a) Integrated Internal Audit Work Unit b) External auditor; c) Supervision Result of FSA; d) Supervision result from other authorities such as Bank Indonesia; and/or e) Supervision result from supervision authority on Main Office of FSI, if such

FSI is a branch office from a foreign domiciled entity. Has been followed through by FSI in Financial Conglomeration.

Hasil Penilaian : Point A.1.b. Peringkat 2

1. Untuk pelaksanaan tata kelola terintegrasi, maka manajemen Entitas utama terus mengkomunikasikan Pedoman Tata Kel-ola Terintegrasi kepada para anggota konglomerasi keuangan. Peringkat : 2

2. Manajemen Entitas utama telah melakukan kunjungan kepa-da para anggota konglomerasi keuangan guna mengevaluasi, pemantauan dan pengarahan atas pelaksanaan Pedoman Tata Kelola Terintegrasi untuk posisi Desember 2017. Evaluasi dan pemantauan atas pelaksanaan Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU-PPT) juga telah dil-aksanakan untuk posisi Desember 2017 sesuai Peraturan OJK no. 12/POJK.01/2017 dan no. 32/SEOJK.03/2017 tentang ‘Penerapan APU-PPT di Sektor Jasa Keuangan.Peringkat : 2

3. Manajemen Entitas utama telah menindak lanjuti arahan atau nasihat Dewan Komisaris Entitas utama yang disampaikan pada Pertemuan tanggal 30 Januari 2018 dalam rangka pemenuhan Pedoman Tata Kelola Terintegrasi. Peringkat : 2

4. Atas temuan Satuan kerja audit intern / SKAI dan Satuan ker-ja Kepatuhan/Compliance Terintegrasi (termasuk Satuan ker-ja APU-PPT Terintegrasi) selama melakukan Pemantauan dan Evaluasi Pelaksanaan Tata Kelola Terintegrasi pada mas-ing-masing Entitas anggota telah diambil langkah-langkah tindak lanjut yang memadai sebagai bagian fungsi mana-jemen Entitas utama. Peringkat : 2

A.1.c. Hasil Tata Kelola Terintegrasi

1) Pedoman Tata Kelola Terintegrasi telah disempurnakan sesuai arahan dari Dewan Komisaris.

2) Direksi Entitas Utama telah memastikan bahwa temuan audit dan rekomendasi dari: a) Satuan Kerja Audit Intern Terintegrasi; b) auditor eksternal; c) hasil pengawasan OJK; d) hasil pengawasan otoritas lainnya antara lain Bank Indonesia;

dan/atau e) hasil pengawasan otoritas pengawasan terhadap Kantor Pusat

LJK dalam hal LJK merupakan kantor cabang dari entitas yang

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Results : Point A.1.c. Rating : 2 1. Integrated Corporate Governance Guidelines has been continuously

implemented. Rating : 2 2. During the monitoring visit in November and December 2017 it has been

confirmed that various points of concerns as well as evaluation result from Integrated Working Units at MUFG Bank, UFI, and BNP are followed up. Rating : 2

A.2. Board of Commissioners of the Main Entity A.2.a. Structure of Integrated Corporate Governance

1) Board of Commissioners of the Main Entity have complied with the integrity, competency, and financial reputation requirements, and has obtained approval from the Financial Services Authority.

2) Board of Commissioners of the Main Entity has knowledge on the Main Entity, such as understanding in the main business activities and main risk of FSI in Financial Conglomeration.

Results : Point a. Rating : 2 Being a branch of an overseas domiciled bank, PDAO as Supervisory Board or Board of Commissioner of the Lead Entity / MUFG Bank Jakarta Branch or PDAO has met all requirement of applicable regulation as well as having understanding in the main business activities and main risk of FSI in Financial Conglomeration as they also member of Commissioner of one Member Entity from Financing company.

A.2.b Process of Integrated Corporate Governance 1) Board of Commissioners of the Main Entity shall conduct Board of Commissioners of

the Main Entity meetings regularly at least 1 (once) each semester. 2) Board of Commissioners of the Main Entity shall perform supervision on

implementation of duties and responsibilities of the Board of Directors of the Main Entity.

3) Board of Commissioners of the Main Entity shall perform supervision on Integrated Corporate Governance application

berkedudukan di luar negeri, telah ditindaklanjuti oleh LJK dalam Konglomerasi Keuangan.

Hasil Penilaian :

Point A.1.c. Peringkat : 2 1. Pedoman Tata Kelola Terintegrasi telah di-implementasi-kan

secara berkelanjutan. Peringkat : 2 2. Selama pelaksanaan fungsi pemantauan pada bulan Novem-ber

dan Desember 2017 telah dipastikan bahwa berbagai hal-hal yang menjadi perhatian serta hasil evaluasi Satuan Kerja Terintegrasi di MUFG Bank, UFI dan BNP telah ditindaklanjuti. Peringkat : 2

A.2. Dewan Komisaris Entitas Utama

A.2.a. Struktur Tata Kelola Terintegrasi 1) Dewan Komisaris Entitas Utama telah memenuhi persyaratan

integritas, kompetensi dan reputasi keuangan dan telah memperoleh persetujuan dari Otoritas Jasa Keuangan.

2) Dewan Komisaris Entitas Utama memiliki pengetahuan mengenai Entitas Utama antara lain pemahaman kegiatan bisnis utama dan risiko utama dari LJK dalam Konglomerasi Keuangan.

Hasil Penilaian : Point a. Peringkat : 2 Sebagai Kantor cabang dari Bank di-luar negeri, maka PDAO se-bagai Supervisory Board atau Dewan Komisaris dari Entitas uta-ma/ MUFG Bank cabang Jakarta memiliki persyaratan yang telah dilengkapi sesuai ketentuan yang berlaku serta memiliki pema-haman kegiatan bisnis utama dan risiko utama dari anggota Konglomerasi Keuangan karena mereka juga berperan sebagai anggota Dewan Komisaris pada salah satu Entitas anggota dari Lembaga Pembiayaan.

A.2.b. Proses Tata Kelola Terintegrasi

1) Dewan Komisaris Entitas Utama menyelenggarakan rapat Dewan Komisaris Entitas Utama secara berkala paling sedikit 1 (satu) kali setiap semester.

2) Dewan Komisaris Entitas Utama melakukan pengawasan atas pelaksanaan tugas dan tanggung jawab Direksi Entitas Utama.

3) Dewan Komisaris Entitas Utama melakukan pengawasan atas penerapan Tata Kelola Terintegrasi.

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4) Board of Commissioners of the Main Entity shall evaluate Integrated Corporate Governance Guidelines.

Results : Point A.2.b. Rating : 2 The Guidelines Integrated Corporate Governance has stipulated that the Supervisory Board shall conduct a meeting at least once in every six month. The third Supervisory Board Meeting had been conducted on 30 Januari 2018 with agenda of ensuring that the evaluation, monitoring and direction from the Lead Entity are implemented in a good governance.

A.2.c. Result of Integrated Corporate Governance

1) The result of Board of Commissioners of The Main Entity Meetings shall be put in a minutes of meeting and well documented, including the dissenting opinions along with the reasoning, that occurred in the Board of Commissioners of the Main Entity Meeting.

2) Recommendation on supervision result from Board of Commissioners of the Main Entity on:

a) Implementation of duties and responsibility of the Board of Directors of the Main Entity;

b) Integrated Corporate Governance application; c) Evaluation result of Integrated Corporate Governance Guidelines by Board of

Commissioners of the Main Entity,have been submitted to the Board of Directors of the Main Entity.

3) Board of Commissioners of the Main Entity has established Integrated Corporate Governance Committee.

Results : Point A.2.c. Rating : 2 The result of Supervisory Board Meeting on 30 January 2018 is supported with a minute of meeting containing recommendation, direction as well as commitment by lead entity management and no dissenting opinion. The Supervisory Board has established Integrated Governance Committee as written on the Integrated Corporate Governance Committee Charter in October 2015 as revised in March 2017.

4) Dewan Komisaris Entitas Utama mengevaluasi Pedoman Tata Kelola Terintegrasi.

Hasil Penilaian :

Point A.2.b. Peringkat : 2 Pedoman Tata Kelola Terintegrasi telah menetapkan bahwa Supervisory Board menyelenggarakan pertemuan paling sedikit satu kali setiap enam bulan. Pertemuan Supervisory Board kelima te-lah diselenggarakan pada tanggal 30 Januari 2018 dengan memas-tikan pelaksanaaan evaluasi, pemantauan dan arahan Entitias utama berjalan dengan tata kelola yang benar.

A.2.c. Hasil Tata Kelola Terintegrasi

1) Hasil rapat Dewan Komisaris Entitas Utama telah dituangkan dalam risalah rapat dan didokumentasikan dengan baik, termasuk pengungkapan secara jelas dissenting opinions beserta alasannya yang terjadi dalam rapat Dewan Komisaris Entitas Utama.

2) Rekomendasi hasil pengawasan Dewan Komisaris Entitas Utama atas: a) pelaksanaan tugas dan tanggung jawab Direksi Entitas Utama; b) penerapan Tata Kelola Terintegrasi; c) hasil evaluasi Pedoman Tata Kelola Terintegrasi oleh Dewan

Komisaris Entitas Utama, telah disampaikan kepada Direksi Entitas Utama.

3) Dewan Komisaris Entitas Utama telah membentuk Komite Tata Kelola Terintegrasi.

Hasil Penilaian :

Point A.2.c. Peringkat : 2 Hasil Pertemuan Supervisory Board pada tanggal 30 Januari 2018 telah dilengkapi dengan risalah rapat yang memuat rekomendasi, arahan serta komitmen manajemen entitas utama dan tidak ter-dapat dissenting opinion. Supervisory Board telah membentuk Komite Tata Kelola Terintegrasi yang dituangkan dalam Charter Committee

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Integrated Corporate Governance pada bulan Ok-tober 2015 dan telah direvisi pada bulan Maret 2017.

A.3. Integrated Corporate Governance Committee

A.3.a. Structure of Integrated Corporate Governance 1) Integrated Corporate Governance Committee shall at least consist of:

a. One Independent Commissioner which is Chairman on one of the Committee of the Main Entity, as the president and member;

b. Independent Commissioner representing and appointed from FSI in the Financial Conglomeration, as member;

c. An independent party, as member; and d. A member of Sharia Board of Supervisors from FSI in the Financial

Conglomeration, as member (if such Financial Conglomeration has FSI that perform business activities based on Sharia principles).

2) The number and composition of Independent Commissioner to be the member of Integrated Corporate Governance Committee as stated in has been adjusted with the necessities of the Financial Conglomeration along with the efficiency and effectiveness of the implementation of the Integrated Corporate Governance Committee while considering the number of representative from each financial service sector.

Results : Point A.3.a. Rating : 2 Integrated Governance Committee has been established with members consist of existing audit committee, risk monitoring committee of the Supervisory Board and commissioner of BNP. Integrated Governance Committee consists of: PDAO (member as well as committee chairman), ACO, ARMCD, AOD, FAO, MUFG Group Strategy Division for Asia & Oceania and Commissioner of BNP who meet the requirement stipulated by the applicable regulation. The composition of the Committee member has represented responsibility to each member entities.

A.3.b. Process of Integrated Corporate Governance 1) Integrated Corporate Governance Committee evaluates the implementation of

Integrated Corporate Governance at least through the evaluation of adequate internal control and integrated performance of compliance function.

2) Integrated Corporate Governance Committee shall conduct Integrated Corporate Governance Committee meetings at least 1 (once) each semester.

A.3. Komite Tata Kelola Terintegrasi A.3.a. Struktur Tata Kelola Terintegrasi 1) Komite Tata Kelola Terintegrasi paling sedikit terdiri dari:

a) seorang Komisaris Independen yang menjadi Ketua pada salah satu komite pada Entitas Utama, sebagai Ketua merangkap anggota;

b) Komisaris Independen yang mewakili dan ditunjuk dari LJK dalam Konglomerasi Keuangan, sebagai anggota;

c) seorang pihak independen, sebagai anggota; d) anggota Dewan Pengawas Syariah dari LJK dalam Konglomerasi

Keuangan, sebagai anggota (dalam hal Konglomerasi Keuangan memiliki LJK yang melakukan kegiatan usaha berdasar prinsip syariah).

2) Jumlah dan komposisi Komisaris Independen yang menjadi anggota Komite Tata Kelola Terintegrasi telah sesuai dengan kebutuhan Konglomerasi Keuangan serta efisiensi dan efektivitas pelaksanaan tugas Komite Tata Kelola Terintegrasi dengan memperhatikan keterwakilan masing-masing sektor jasa keuangan.

Hasil Penilaian : Point A.3.a. Peringkat : 2 Komite Tata Kelola Terintegrasi telah dibentuk dengan para ang-gota dari komite audit, komite pemantauan risiko untuk Supervi-sory Board dan komisaris dari anggota entitas BNP. Komite Tata Kelola Terintegrasi terdiri dari : PDAO (merangkap anggota dan pemimpin komite), ACO, ARMCD, AOD, FAO, MUFG Group Strategy Division for Asia & Oceania dan Komisaris BNP dimana memiliki persyaratan yang telah dilengkapi sesuai ketentuan yang berlaku. Komposisi ini telah memberikan kontribusi pertanggung jawaban yang memadai atas anggota entitas utama guna penera-pan tata kelola yang baik. A.3.b. Proses Tata Kelola Terintegrasi 1) Komite Tata Kelola Terintegrasi mengevaluasi pelaksanaan Tata Kelola

Terintegrasi paling sedikit melalui penilaian kecukupan pengendalian intern dan pelaksanaan fungsi kepatuhan secara terintegrasi.

2) Komite Tata Kelola Terintegrasi menyelenggarakan rapat Komite Tata Kelola Terintegrasi paling sedikit 1 (satu) kali setiap semester.

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Results : Point A.3.b. Rating : 2 The Integrated Governance Committee obtained continuing information on implementation of internal audit and compliance function and provided recommendation to be followed up. The Integrated Corporate Governance Committee Charter stipulated that the committee shall meet at least once in every six month. The fifth meeting was on 23 January 2018.

A.3.c.Result of Integrated Corporate Governance 1) Integrated Corporate Governance Committee has evaluated the implementation

of Integrated Corporate Governance at least through the evaluation of adequate internal control and integrated performance of compliance function;

2) Integrated Corporate Governance Committee has provided recommendation to the Board of Commissioners of the Main Entity to complete the Integrated Corporate Governance Guidelines.

3) The result of Integrated Corporate Governance Committee Meetings shall be put in a minutes of meeting and well documented, including the dissenting opinions along with the reasoning, that occurred in the Integrated Corporate Governance Committee Meeting.

Results : Point A.3.c. Rating : 3 The Integrated Governance Committee evaluation result and direction during 23 January 2018 Meeting gave important attention over management of Non Performing Financing (NPF) / Non Performing Loan (NPL), Financial Soundness and AML-FT implementation of each Financial Conglomeration member entities which has been noted on a minute of meeting and no dissenting opinion. During this meeting, one of evaluation result which was discussed is that UFI had submitted to OJK their Action Plan in coping with increasing NPF Ratio and deteriorating Financial Soundness indicator as well as UFI obligation to implement such Action Plan by August 2018. The Plan are as follows: - Enhancing sales strategy - Improving the strategy for collection and remedial - Analysis over Branch office and Standby point - New product as an effort to business diversification

Hasil Penilaian : Point A.3.b. Peringkat : 2 Komite Tata Kelola Terintegrasi memperoleh informasi berkelanjutan atas penerapan fungsi internal audit dan kepatuhan serta memberikan rekomendasi untuk tindak lanjut yang terarah. Pertemuan yang terjadwal telah dicantumkan pada Charter Committee Integrated Corporate Governance dimana paling sedikit komite melakukan pertemuan berkala satu kali dalam setiap enam bulan. Pertemuan kelima telah dilaksanakan pada tanggal 23 Januari 2018.

A.3.c. Hasil Tata Kelola Terintegrasi

1) Komite Tata Kelola Terintegrasi telah mengevaluasi pelaksanaan Tata Kelola Terintegrasi, paling sedikit melalui penilaian kecukupan pengendalian intern dan pelaksanaan fungsi kepatuhan secara terintegrasi.

2) Komite Tata Kelola Terintegrasi telah memberikan rekomendasi kepada Dewan Komisaris Entitas Utama untuk penyempurnaan Pedoman Tata Kelola Terintegrasi.

3) Hasil rapat Komite Tata Kelola Terintegrasi telah dituangkan dalam risalah rapat dan didokumentasikan dengan baik, termasuk pengungkapan secara jelas dissenting opinions beserta alasannya yang terjadi dalam rapat Komite Tata Kelola Terintegrasi

Hasil Penilaian : Point A.3.c. Peringkat : 3 Hasil evaluasi dan arahan Komite Tata Kelola Terintegrasi pada rapat tanggal 23 Januari 2018 memberikan perhatian yang penting atas Pengelolaan Non Performing Financing (NPF) / Non Per-forming Loan (NPL), Tingkat Kesehatan Keuangan dan Penera-pan APU-PPT pada anggota Konglomerasi Keuangan serta telah dituangkan dalam risalah rapat Komite dan tidak ada dissenting opinion. Pada Rapat kali ini diantara hasil evaluasi yang dibahas adalah bahwa UFI telah menyampaikan kepada OJK Rencana Tindak Lanjut dalam mengatasi permasalahan Peningkatan Rasio NPF dan Penurunan Tingkat Keseahatan Keuangan serta kewajiban UFI untuk menjalankan Rencana Tindak tersebut hingga paling lambat Agustus 2018. Rencana Tindak Lanjut UFI adalah sebagai berikut: - Peningkatan strategi penjualan - Perbaikan strategi pemungutan dan pengembalian tagihan

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Other discussion is concerning potential downgrading of BNP’s status from BUKU 2 to BUKU 1 as contributed by decreasing core capital due to increasing NPL Ratio. BNP has setup a Task Force team to settle commitment toward OJK inspection for period 30 June 2017. The main roles and responsibility of the team are: - Prepare Action Plan approved by Board of Directors and submit it to OJK. - Active monitoring toward commitment fulfillment against OJK finding - Follow up any potential status downgrading from BUKU 2 to BUKU 1 The Integrated Governance Committee is still required to keep learning and understanding the implementation of integrated governance for the purpose of providing direction to Lead Entity and recommendation to the Board of Commissioner in relation with assessment over adequacy of integrated internal control and compliance function.

- Analisa atas kantor cabang dan Standby Point - Produk baru sebagai upaya diversifikasi usaha Juga dibahas tentang potensi Penurunan status BNP dari BUKU 2 ke BUKU 1 seiring Penurunan Modal Inti yang dialami akibat peningkatan Rasio NPL. BNP telah membentuk Tim Satuan Tugas untuk menyelesaikan komitmen penyelesaian rekomendasi OJK untuk periode 30 Juni 2017. Tugas dan tanggung jawab utama Tim adalah: - Menyiapkan Rencana Tindak Lanjut untuk disetujui Dewan Direksi

dan disampaikan kepada OJK - Memonitor secara aktif penyelesaian komitmen bank atas temuan

OJK - Menindaklanjuti potensi penurunan status dari BUKU 2 ke BUKU 1 Komite Tata Kelola Terintegrasi masih perlu terus mempelajari dan memahami pelaksanaan tata kelola terintegrasi guna mem-berikan arahan kepada Entitas utama dan masukan kepada De-wan Komisaris utama yang berhubungan dengan penilaian kecukupan pengendalian intern dan pelaksanaan fungsi kepatu-han secara terintegrasi.

A.4. Integrated Compliance Work Unit A.4.a.Structure of Integrated Corporate Governance 1) Integrated Compliance Work Unit is independent on the operational work unit. 2) Board of Directors of the Main Entity shall fulfill the necessities of qualified human

resources as the member of Integrated Compliance Work Unit. Results : Point A.4.a. Rating : 2 The Integrated Compliance Unit is independent from operational working unit and other working unit within entities. Human resources availability and capability allocation is sufficient for implementing the integrated compliance function.

A.4.b. Process of Integrated Corporate Governance Integrated Compliance Work Unit shall supervise and evaluate compliance function in FSI in Financial Conglomeration.

Results : Point A.4.b. Rating : 2

A.4. Satuan Kerja Kepatuhan Terintegrasi A.4.a. Struktur Tata Kelola Terintegrasi

1) Satuan Kerja Kepatuhan Terintegrasi independen terhadap satuan kerja operasional.

2) Direksi Entitas Utama memenuhi kebutuhan sumber daya manusia yang berkualitas sebagai anggota Satuan Kerja Kepatuhan Terintegrasi.

Hasil Penilaian : Point A.4.a. Peringkat : 2 Satuan Kerja Kepatuhan Terintegrasi memiliki independensi terhadap satuan kerja operasional dan satuan kerja lainnya dalam entitas. Alokasi atas penyediaan pegawai dan kapabilitas dapat memenuhi pelaksanaan fungsi kerja kepatuhan terintegrasi

A.4.b. Proses Tata Kelola Terintegrasi

Satuan Kerja Kepatuhan Terintegrasi memantau dan mengevaluasi fungsi kepatuhan di LJK dalam Konglomerasi Keuangan.

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As assigned by the lead entity’s management, Compliance Department as the Integrated Compliance Unit has conducted Visits to monitor and evaluate the implementation of compliance function at UFI on 6 & 21 December 2017 and BNP on 20-22 November 2017 as member entities.

A.4.c Result of Integrated Corporate Governance Integrated Compliance Work Unit has submitted report on implementation of its duties and responsibilities to the Director that is in charge of the compliance function of the Main Entity or appointed Director to perform supervision function on FSI in Financial Conglomeration.

Results : Point c. Rating : 3 The monitoring and evaluation result has been documented on Visit Reports, reported to Compliance Director of MUFG Bank Jakarta Branch and approved by the General Manager of MUFG Bank Jakarta Branch as Lead Entity Management for Member Entities to follow up. The Points of concerns are as follows: - Higher NPF Ratio as well as deteriorating Financial Soundness of UFI - Increasing NPL Provision contributing to decreasing core capital as well as decreasing OJK assessment over BNP’s Soundness Rating leading to potential downgrading of BNP status from BUKU 2 to BUKU 1 - Obligation of Annual AML-FT Risk Assessment

Hasil Penilaian : Point A.4.b. Peringkat : 2 Sesuai dengan penugasan dari Manajemen Entitas utama, maka Departemen Kepatuhan sebagai Satuan Kerja Kepatuhan Terin-tegrasi telah melakukan kunjungan guna pemantauan dan evalua-si fungsi kepatuhan pada UFI di tanggal 6 & 21 Desember 2017 dan BNP di tanggal 20-22 November 2017 sebagai para anggota entitas.

A.4.c. Hasil Tata Kelola Terintegrasi

Satuan Kerja Kepatuhan Terintegrasi telah menyampaikan laporan pelaksanaan tugas dan tanggung jawabnya kepada Direktur yang membawahkan fungsi Kepatuhan Entitas Utama atau Direktur yang ditunjuk untuk melakukan fungsi pengawasan terhadap LJK dalam Konglomerasi Keuangan. Hasil Penilaian : Point c. Peringkat : 3 Hasil pemantauan dan evaluasi telah dituangkan dalam Laporan Kunjungan, dilaporkan kepada Direktur Kepatuhan MUFG Bank cabang Jakarta serta disetujui oleh General Manager MUFG Bank cabang Jakarta sebagai manajemen Entitas Utama agar dapat ditindak lanjuti oleh para anggota entitas. Hal-hal yang menjadi perhatian diantaranya sebagai berikut: - Tingginya Rasio NPF disertai memburuknya Kesehatan Keu-

angan UFI - Peningkatan cadangan NPL yang mengakibatkan penurunan

Modal Inti dan penurunan Penilaian OJK atas Tingkat Kesehatan Bank sehingga berakibat pada Potensi menurunnya status BNP dari BUKU 2 menjadi BUKU 1

- Kewajiban Penilaian Risiko APU-PPT tahunan

A.5. Integrated Internal Audit Work Unit A.5.a. Structure of Integrated Corporate Governance 1) Integrated Internal Audit Work Unit is independent on operational work unit. 2) Board of Directors of the Main Entity shall fulfill the necessities of qualified human

resources as member of Integrated Internal Audit Work Unit.

Results : Point A.5.a. Rating : 2

A.5. Satuan Kerja Audit Intern Terintegrasi A.5.a. Struktur Tata Kelola Terintegrasi

1) Satuan Kerja Audit Intern Terintegrasi independen terhadap satuan kerja operasional.

2) Direksi Entitas Utama telah memenuhi kebutuhan sumber daya manusia yang berkualitas sebagai anggota Satuan Kerja Audit Intern Terintegrasi.

Hasil Penilaian : Point A.5.a. Peringkat : 2

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The Integrated Internal Audit Unit is independent from operational working unit and other working unit within entities. Human resources availability and capability allocation is sufficient for implementing the integrated internal audit function.

A.5.b. Process of Integrated Corporate Governance Integrated Internal Audit Work Unit has supervised implementation of internal audit for FSI in Financial Conglomeration.

Results : Point b. Rating : 2 As assigned by the lead entity’s management, Internal Audit / SKAI Department as the Integrated Internal Audit Unit has conducted Visits to monitor and evaluate the implementation of internal audit function at UFI on 6 & 21 December 2017 and BNP on 20-22 November 2017 as member entities.

A.5.c.Result of Integrated Corporate Governance 1) Integrated Internal Audit Work Unit has submitted report on implementation of

its duties and responsibilities for: a) Director appointed to perform supervision function on FSI in Financial

Conglomeration; b) Board of Commissioners of the Main Entity; and c) Director in charge in Compliance Function of the Main Entity.

2) Integrated Internal Audit Work Unit act objectively in supervising audit. 3) Recommendation of audit result has been in accordance with the problem and

may be used for improvement reference.

Results : Point A.5.c. Rating : 3 The monitoring and evaluation result has been documented on Visit Reports, reported to MUFG Bank Jakarta Branch Management, Directors of member entities, Supervisory Board and Integrated Governance Committee and approved by the General Manager of MUFG Bank Jakarta Branch as Lead Entity Management for Member Entities to follow up. The Points of concerns are as follows: - Internal Audit Quality Assurance - Enhancement on Risk Based Audit Methodology

Satuan Kerja Audit Intern Terintegrasi memiliki independensi terhadap satuan kerja operasional dan satuan kerja lainnya dalam entitas. Alokasi atas penyediaan pegawai dan kapabilitas dapat memenuhi pelaksanaan fungsi kerja audit intern terintegrasi

A.5.b. Proses Tata Kelola Terintegrasi

Satuan Kerja Audit Intern Terintegrasi telah memantau pelaksanaan audit intern pada LJK dalam Konglomerasi Keuangan. Hasil Penilaian : Point b. Peringkat : 2 Sesuai dengan penugasan dari Manajemen Entitas utama, maka Satuan Kerja Audit Intern/ SKAI Departemen sebagai Satuan ker-ja audit intern terintegritas telah melakukan kunjungan guna pemantauan pelaksanaan audit intern pada UFI di tanggal 6 & 21 Desember 2017 dan BNP di tanggal 20-22 November 2017 se-bagai para anggota entitas.

A.5.c. Hasil Tata Kelola Terintegrasi

1) Satuan Kerja Audit Intern Terintegrasi telah menyampaikan laporan pelaksanaan tugas dan tanggung jawabnya kepada:

a) Direktur yang ditunjuk untuk melakukan fungsi pengawasan terhadap LJK dalam Konglomerasi Keuangan;

b) Dewan Komisaris Entitas Utama; dan c) Direktur yang membawahkan fungsi Kepatuhan Entitas Utama.

2) Satuan Kerja Audit Intern Terintegrasi bertindak obyektif dalam melakukan pemantauan pelaksanaan audit.

3) Rekomendasi hasil audit telah sesuai dengan permasalahan dan dapat digunakan sebagai acuan perbaikan.

Hasil Penilaian : Point A.5.c. Peringkat : 3 Hasil pemantauan dan evaluasi telah dituangkan dalam Laporan Kunjungan, dilaporkan manajemen MUFG Bank cabang Jakarta, De-wan Direksi para anggota Entitas, Supervisory Board dan Komite Tata Kelola Terintegrasi serta disetujui oleh General Manager MUFG Bank cabang Jakarta sebagai manajemen Entitas Utama agar dapat ditindak lanjuti oleh para anggota entitas. Hal-hal yang menjadi perhatian diantaranya sebagai berikut: - Pengawasan Mutu Audit Internal - Peningkatan Metode audit berdasarkan Risiko

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A.6. Integrated Risk Management Application A.6.a. Structure of Integrated Corporate Governance

1) Main Entity has an appropriate organizational structure to support integrated risk management application as regulated in the Financial Services Authority regulation concerning integrated risk management application for financial conglomeration.

2) Main Entity has policies, procedures and provisions on appropriate limit of risk as regulated in the Financial Services Authority regulation concerning integrated risk management application for financial conglomeration.

Results : Point A.6.a. Rating : 2 MUFG Bank Jakarta Branch as the lead entity has appointed an Assistant General Manager (AGM) in charge of Risk Management who supervises among other the Integrated Risk Management Unit. This AGM in charge of risk management function serves as Director in charge of Integrated Risk Management responsible with the implementation of integrated risk management. The Bank is aware that the regulation require for appointment of Director in charge of risk management. In this case the lead entity is still in preparation process to appoint the Director as per applicable regulation. The matter is stipulated on the Business Plan for year 2016 and had been communicated with the OJK supervisors. As per the OJK regulation no. 17/POJK.03/2014, the lead entity has established: a. Integrated Risk Management Committee; and b. Integrated Risk Management Unit. The Bank has documented the duty, responsibility and procedure of the said Committee and Unit. MUFG Bank Jakarta Branch has also issued the Policy Integrated Risk Management for MUFG Financial Conglomerates in Indonesia, approved by the Planning Division for Asia & Oceania as Board of Commissioner on 29 October 2015, to support the implementation of integrated risk management as per the regulation from Otoritas Jasa Keuangan. Each entity also has procedures and mechanisms appropriate risk limits.

A.6. Penerapan Manajemen Risiko Terintegrasi A.6.a. Struktur Tata Kelola Terintegrasi

1) Entitas Utama memiliki struktur organisasi yang memadai untuk mendukung penerapan manajemen risiko terintegrasi sebagaimana diatur dalam ketentuan Otoritas Jasa Keuangan mengenai penerapan manajemen risiko terintegrasi bagi konglomerasi keuangan.

2) Entitas Utama memiliki kebijakan, prosedur dan penetapan limit risiko yang memadai sebagaimana diatur dalam ketentuan Otoritas Jasa Keuangan mengenai penerapan manajemen risiko terintegrasi bagi konglomerasi keuangan

Hasil Penilaian : Point A.6.a. Peringkat : 2 MUFG Bank cabang Jakarta sebagai Entitas Utama telah mengangkat seorang Assistant General Manager (AGM) in charge of Risk Management yang diantaranya membawahi Unit Manajemen Risiko Terintegrasi. AGM yang membawahkan fungsi Manajemen Risiko ini berlaku sebagai Direktur yang membawahi fungsi Manajemen Risiko Terintegrasi untuk melaksanakan penerapan Manajemen Risiko Terintegrasi. Bank menyadari sesuai dengan ketentuan yang berlaku, Entitas utama seharusnya menetapkan Direktur yang membawahi manajemen risiko. Dalam hal ini Entitas utama masih dalam persiapan untuk mengangkat Direktur sesuai dengan ketentuan yang berlaku. Hal ini telah tercantum di dalam Rencana Bisnis Bank untuk tahun 2016 dan telah dikomunikasikan dengan pihak Pengawas OJK. Sesuai dengan POJK 17/POJK.03/2014, Entitas Utama telah membentuk: a. Komite Manajemen Risiko Terintegrasi; dan b. Satuan Kerja Manajemen Risiko Terintegrasi. Bank telah mendokumentasikan tugas, wewenang dan tata kerja Komite dan Satuan Kerja dimaksud. MUFG Bank cabang Jakarta juga telah memiliki ‘Kebijakan Manajemen Risiko Terintegrasi untuk Konglomerasi Keuangan MUFG di Indonesia’ atau Policy Integrated Risk Management for MUFG Financial Conglomerates in Indonesia, yang telah disetujui oleh Planning Division for Asia & Oceania selaku Komisaris pada

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A.6.b. Process of Integrated Corporate Governance The Main Entity shall apply Integrated Risk Management in accordance with the Financial Services Authority Regulation concerning integrated risk management application for financial conglomeration.

Results: Point A.6.b. Rating : 1 The Main Entity has implemented an integrated risk management implementation process, in this case through: - Coordination, discussion and active sharing in the context of implementation of

integrated risk management to all entities, including the fulfillment of organizational structures and procedures related to risk management of each entity.

- Determination and analysis of risk and risk profile parameters for each entity in the framework of formation and reporting of consolidated risk profile.

- An active discussion of the risk profile of all entities in order to attain a level of risk that can be of concern to conglomerate risks. Based on the monitoring results of the risk profile parameters of each entity, the Main Entity has reviewed the risk factors of interest in each Entity. These risk factors have been discussed into the Risk Management Unit of each entity, as well as the Board of Directors of the Main Entity. These risk factors of concern will be monitored for the developments and necessary actions if they exist.

- Review and analyze the implementation of risk management aspects in each entity, which in this initial phase begins with the fulfillment of organizational standards (Committee and Work Unit of risk management in each entity).

- Review the minimum capital requirement of the conglomerate. - Preparation of stress testing analysis of credit risk in each entity in accordance

with the risk profile, which will then be consolidated at the level of conglomeration.

- Conduct assessment of intra-group transactions to identify the risk of interdependence among members

- Preparation of stress testing analysis of credit risk in each entity in accordance with the risk profile, which will then be consolidated at the level of conglomeration.

- Sharing and active discussion among members on the implementation of risk management (governance, pact and methodology) to gain additional knowledge and insights and ideas for improving risk management in each entity.

- Discussed, discussed and monitored any significant problems or risks that concern each entity, which is currently about a sufficiently high number of NPLs, countermeasures and action plans to address.

tanggal 29 Oktober 2015, untuk mendukung penerapan manajemen risiko terintegrasi sesuai ketentuan Otoritas Jasa Keuangan. Masing-masing entitas juga telah memiliki prosedur dan mekanisme penetapan limit risiko yang sesuai.

A.6.b. Proses Tata Kelola Terintegrasi

Entitas Utama menerapkan manajemen risiko terintegrasi sesuai dengan ketentuan Otoritas Jasa Keuangan mengenai penerapan manajemen risiko terintegrasi bagi konglomerasi keuangan.

Hasil Penilaian : Point A.6.b. Peringkat : 1 Entitas Utama telah melaksanakan proses penerapan manajemen risiko terintegrasi, dalam hal ini melalui: - Koordinasi, diskusi dan sharing aktif dalam rangka penerapan

manajemen risiko terintegrasi kepada seluruh entitas, termasuk pemenuhan struktur organisasi dan prosedur terkait manajemen risiko masing-masing entitas.

- Penetapan dan analisa parameter dan tingkat profil risiko maing-masing entitas dalam rangka pembentukan dan pelaporan profil risiko terkonsolidasi.

- Diskusi aktif pembahasan profil risiko seluruh entitas dalam rangka mendapatkan tingkat risiko yang dapat menjadi perhatian terhadap risiko secara konglomerasi. Berdasarkan hasil pemantauan parameter profil risiko masing-masing entitas, Entitas Utama telah melakukan kajian atas faktor-faktor risiko yang menjadi perhatian di masing-masing Entitas. Faktor-faktor risiko ini telah didiskusikan ke Unit Manajemen Risiko masing-masing entitas, dan juga kepada Direksi Entitas Utama. Faktor-faktor risiko yang menjadi perhatian ini akan dimonitor perkembangan dan tindak lajut yang dibutuhkan bila ada.

- Melakukan kajian dan analisa terhadap pemenuhan aspek-aspek penerapan manajemen risiko di masing-masing entitas, yang dalam tahapan awal ini dimulai dengan pemenuhan standar organisasi (Komite dan Unit Kerja manajemen risiko yang ada di masing-masing entitas).

- Melakukan kajian terhadap pemenuhan modal minimum konglomerasi.

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The main Primary Entity identifies that the implementation of risk management in member entities, particularly in non-bank financing companies, is still in the early stages of implementation, so that it can still be developed gradually. The Main Entity in this case actively shares knowledge with the member entity, in the context of implementing the management of Risi-ko. Until now, it can be said that the implementation of risk management in non-bank financing companies has shown progress indicated by the presence of risk profile reporting standards, availability of resources related to the implementation of risk management and the availability of risk management implementation procedures. In general, we have established good governance and communication among entities that have resulted in active and open-source sharing discussions that are an important part of establishing and adding value to risk management awareness.

A.6.c.Result of Integrated Corporate Governance

1) Main Entity shall apply integrated risk management in accordance with Financial Services Authority regulation concerning integrated risk management application for financial conglomeration.

- Persiapan analisa stress testing risiko kredit di masing-masing entitas sesuai dengan profil risiko, yang kemudian akan dikonsolidasikan pada tingakt konglomerasi.

- Melakukan penilaian atas transaksi intra-grup untuk mengidentifikasi risiko ketergantungan antar anggota

- Persiapan analisa stress testing risiko kredit di masing-masing entitas sesuai dengan profil risiko, yang kemudian akan dikonsolidasikan pada tingakt konglomerasi.

- Sharing dan diskusi aktif antar anggota tentang penerapan manajemen risiko (tata kelola, paktik dan metodologi) untuk mendapatkan tambahan pengetahuan dan wawasan dan gagasan untuk peningkatan manajemen risiko pada masing-masing entitas.

- Membahas, diskusi dan pemantauan masalah atau risiko signifikan yang menjadi perhatian setiap entitas, yang mana saat iniadalah tentang jumlah NPL yang cukup tinggi, langkah penanggulangan dan rencana tindakannya untuk diatasi.

Entitas Utama utama mengidentifikasi bahwa penerapan mana-jemen risiko di entitas anggota, terutama pada perusahaan pem-biayaan non-bank masih berada pada tahap awal penerapan, se-hingga masih dapat dikembangkan secara bertahap. Entitas Utama dalam hal ini aktif membagikan pengetahuan (sharing knowledge) dengan entitas anggota, dalam rangka penerapan manajemen risi-ko. Sampai dengan saat ini, dapat disampaikan bahwa penerapan manajemen risiko di entitas perusahaan pembiayaan non-bank telah menunjukkan progress yang ditunjukkan dengan telah terse-dianya standar pelaporan profil risiko, ketersediaan sumber daya terkait penerapan manajemen risiko dan tersedianya prosedur penerapan manajemen risiko. Secara umum, kami telah menetapkan tata kelola dan komunikasi yang baik antar entitas yang telah menghasilkan diskusi sharing aktif dan lingkungan terbuka yang menjadi salah satu bagian pent-ing untuk menetapkan dan memberi nilai tambah terhadap pen-erapan manajemen risiko.

A.6.c. Hasil Tata Kelola Terintegrasi

1) Entitas Utama menerapkan manajemen risiko terintegrasi secara efektif sesuai dengan karakteristik dan kompleksitas usaha Konglomerasi Keuangan.

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2) Board of Directors and Board of Commissioners of the Main Entity is able to perform its duties and responsibilities regarding integrated risk management in accordance with the the Financial Services Authority regulation concerning integrated risk management application.

Results : Point A.6.c. Rating : 1 MUFG Bank Jakarta Branch as Lead Entity has been actively working together with the three member entities of the financial conglomeration in implementing the integrated risk management in accordance with characteristic and business complexity of conglomeration. This has been represented in a form of organization and policy concerning the integrated risk management implementation as per the applicable OJK regulation. The Lead Entity would continue coordinating with all member entities to implement the integrated risk management process. The implementation of this risk management have also been reported to the Board of Directors and Commissioner. Board of Commissioners and Board of Directors in this regard has been active in providing guideline to risk profile and application of risk management of conglomeration. By the establishment of integrated risk management, all entities are on the same page of the importance of risk management, that resulting the more awareness towards risks and have done some improvements in practice towards the implementation of risk management at each entity (governance, policy, tools). Entity has also tried to monitor some risk concerns towards each entity, resulting an efficient and tracked risk profile monitoring.

2) Direksi dan Dewan Komisaris Entitas Utama mampu melakukan tugas dan tanggung jawabnya terkait manajemen risiko terintegrasi sesuai ketentuan Otoritas Jasa Keuangan mengenai penerapan manajemen risiko terintegrasi.

Hasil Penilaian : Point A.6.c. Peringkat : 1 MUFG Bank cabang Jakarta sebagai Entitas Utama secara aktif bekerja sama dengan ketiga anggota konglomerasi keuangan dalam men-erapkan manajemen risiko terintegrasi sesuai dengan karakteristik dan kompleksitas usaha konglomerasi keuangan. Hal ini telah di-wujudkan dalam bentuk organsiasi dan kebijakan terkait penera-pan manajemen risiko terintegrasi, sesuai dengan POJK terkait. Entitas Utama akan secara berkelanjutan berkoordinasi dengan seluruh entitas untuk menerapkan proses manajemen risiko terin-tegrasi. Pelaksanaan penerapan ini juga dilaporkan kepada Dewan Komi-saris dan Direksi MUFG Bank cabang Jakarta. Dewan Komisaris dan Direksi dalam hal ini telah aktif memberikan arahan terhadap pro-fil risiko dan penerapan manajemen risiko konglomerasi. Dengan dibentuknya manajemen risiko konglomerasi yang terin-tegrasi, semua entitas berada pada level pemahaman yang sama mengenai pentingnya manajemen risiko, sehingga menghasilkan lebih banyak kesadaran terhadap risiko dan untuk selanjutnya te-lah melakukan beberapa perbaikan dalam praktik terhadap pelaksanaan manajemen risiko di setiap entitas (tata kelola, ke-bijakan, perangkat). Entitas Utama juga mencoba memantau be-berapa masalah risiko terhadap masing-masing entitas, sehingga menghasilkan pemantauan profil risiko yang efisien dan terpantau.

A.7. Integrated Corporate Governance Guidelines A.7.a.Structure of Integrated Corporate Governance

1) Integrated Corporate Governance Guidelines shall at least contain: a. Integrated Corporate Governance Framework for Main Entity; b. Integrated Corporate Governance Framework for FSI.

2) Integrated Corporate Governance Framework for Main Entity shall at least contain: a. Requirements for Board of Directors of the Main Entity and Board of

Commissioners of the Main Entity;

A.7. Pedoman Tata Kelola Terintegrasi A.7.a. Struktur Tata Kelola Terintegrasi

1) Pedoman Tata Kelola Terintegrasi paling sedikit meliputi: a. Kerangka Tata Kelola Terintegrasi bagi Entitas Utama; b. Kerangka Tata Kelola Terintegrasi bagi LJK.

2) Kerangka Tata Kelola Terintegrasi bagi Entitas Utama paling sedikit memuat: a. persyaratan Direksi Entitas Utama dan Dewan Komisaris Entitas Utama;

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b. Duties and responsibilities of Board of Directors of the Main Entity and Board of Commissioners of the Main Entity;

c. Duties and responsibilities of the Integrated Corporate Governance committee.

d. Duties and responsibilities of the Integrated Compliance Work Unit; e. Duties and responsibilities of the Integrated Internal Audit Work unit; and f. Integrated risk management application.

3) Integrated Corporate Governance Frameworks for FSI in Financial Conglomeration shall at least contain: a. Board of Directors and Board of Commissioners candidate requirements; b. Sharia Board of Supervisors candidate requirement;*) c. Board of Directors and Board of Commissioners structure; d. Sharia Board of Supervisors structure;*) e. Independent act of Board of Commissioners; f. Implementation of FSI arrangement function by Board of Directors; g. Implementation of supervision function by Board of Commissioners; h. Implementation of supervision function by Sharia Board of Supervisors; i. Implementation of compliance, internal audit function and external audit; j. Implementation of risk management function; k. Remuneration policy; and l. Management of conflicted interest.

*) if such Financial Conglomeration has FSI that performed business activities based on Sharia principles.

Results : Point A.7.a. Rating : 2 The Guidelines Integrated Corporate Governance compiled by MUFG Bank Jakarta Branch and approved by PDAO as Commissioner on 23 October 2015 contains: - Pre-requirement for Directors and Board of Commissioners - Roles and Responsibility of Directors and Board of Commissioners - Roles and Responsibility of Integrated Governance Committee - Roles and Responsibility of Integrated Compliance Unit - Roles and Responsibility of Integrated Internal Audit Unit - Compliance, Internal Audit Function and External Audit implementation for Entities within Financial Conglomeration

- Implementation of Integrated Risk Management function - Remuneration Policy - Conflict of Interest Management

b. tugas dan tanggung jawab Direksi Entitas Utama dan Dewan Komisaris Entitas Utama; c. tugas dan tanggung jawab Komite Tata Kelola Terintegrasi; d. tugas dan tanggung jawab Satuan Kerja Kepatuhan Terintegrasi; e. tugas dan tanggung jawab Satuan Kerja Audit Intern Terintegrasi; dan f. penerapan manajemen risiko terintegrasi.

3) Kerangka Tata Kelola Terintegrasi bagi LJK dalam Konglomerasi Keuangan paling sedikit memuat: a. persyaratan calon anggota Direksi dan calon anggota Dewan

Komisaris; b. persyaratan calon anggota Dewan Pengawas Syariah *); c. struktur Direksi dan Dewan Komisaris; d. struktur Dewan Pengawas Syariah *); e. independensi tindakan Dewan Komisaris; f. pelaksanaan fungsi pengurusan LJK oleh Direksi; g. pelaksanaan fungsi pengawasan oleh Dewan Komisaris; h. pelaksanaan fungsi pengawasan oleh Dewan Pengawas

Syariah *); i. pelaksanaan fungsi kepatuhan, fungsi audit intern, dan

pelaksanaan audit ekstern; j. pelaksanaan fungsi manajemen risiko; k. kebijakan remunerasi; dan l. pengelolaan benturan kepentingan.

*) dalam hal Konglomerasi Keuangan memiliki LJK yang melakukan kegiatan usaha berdasar prinsip syariah. Hasil Penilaian : Point A.7.a. Peringkat : 2 Pedoman Tata Kelola Terintegrasi atau Guidelines Integrated Corporate Governance yang disusun oleh MUFG Bank cabang Jakarta memuat: - Persyaratan Direksi dan Dewan Komisaris - Tugas dan tanggung jawab Direksi dan Dewan Komisaris - Tugas dan tanggung jawab Komite Tata Kelola Terintegrasi - Tugas dan tanggung jawab Satuan Kerja Kepatuhan Terintegrasi - Tugas dan tanggung jawab Satuan Kerja Audit Intern Terintegrasi - Fungsi Kepatuhan, Audit Intern dan Audit Ekstern bagi LJK dalam

Konglomerasi Keuangan - Penerapan dan Pelaksanaan fungsi manajemen risiko terintegrasi

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The Guidelines Corporate Governance compiled by Member entities already met minimum requirement.

A.7.b.Process of Integrated Corporate Governance Implementation of process of Integrated Corporate Governance by Main Entity and FSI shall at least refer to the Integrated Corporate Governance Guidelines.

Results : Point A.7.b. Rating : 2 The process of Integrated Governance implementation by MUFG Bank Jakarta Branch and the three member entities of the MUFG Financial Conglomeration in Indonesia is a continuously implemented by referring to the Integrated Governance Guidelines.

A.7.c.Result of Integrated Corporate Governance

Result of Integrated Corporate Governance has shown that Main Entity and FSI in Financial Conglomeration has applied well Good Corporate Governance principles in accordance with the Integrated Corporate Governance Guidelines.

Results : Point A.7.c. Rating : 2 The result of Monitoring and Evaluation over governance structure, internal control, compliance function and internal audit function as well as AML-FT function conducted by the Integrated Compliance Unit (including Integrated AML-FT Unit) and Integrated Internal Audit Unit during November and December 2017 demonstrated that MUFG Bank Jakarta Branch and the two member entities of the MUFG Financial Conglomeration in Indonesia have implemented the good governance principle in accordance with the Guidelines and Regulation of Otoritas Jasa Keuangan on Integrated Governance.

- Kebijakan Remunerasi - Pengelolaan Benturan Kepentingan Pedoman Tata Kelola pada Entitas anggota telah memuat

persyaratan minimum. A.7.b. Proses Tata Kelola Terintegrasi

Pelaksanaan proses Tata Kelola Terintegrasi oleh Entitas Utama dan LJK paling kurang telah mengacu pada Pedoman Tata Kelola Terintegrasi. Hasil Penilaian : Point A.7.b. Peringkat : 2 Pelaksanaan proses Tata Kelola Terintegrasi oleh MUFG Bank cabang Jakarta dan kedua anggota Konglomerasi Keuangan MUFG di In-donesia dilakukan secara berkelanjutan dengan mengacu pada Pedoman Tata Kelola Terintegrasi.

A.7.c. Hasil Tata Kelola Terintegrasi

Hasil Tata Kelola Terintegrasi telah mencerminkan bahwa Entitas Utama dan LJK dalam Konglomerasi Keuangan telah menerapkan prinsip-prinsip tata kelola yang baik sesuai dengan Pedoman Tata Kelola Terintegrasi.

Hasil Penilaian : Point A.7.c. Peringkat : 2 Hasil Pemantauan dan Evaluasi Strukur Tata Kelola, Pengendalian internal, Fungsi Kepatuhan dan Audit Intern serta fungsi APU-PPT yang dilakukan oleh Unit Kepatuhan Terintegrasi (termasuk Unit APU-PPT Terintegrasi) dan Unit Audit Intern Terintegrasi selama bulan November dan Desember 2017 menunjukkan bahwa MUFG Bank cabang Jakarta beserta kedua anggota Konglomerasi Keuangan MUFG di Indonesia telah menerapkan prinsip-prinsip tata kelola yang baik sesuai dengan Pedoman dan Ketentuan Otoritas Jasa Keuangan tentang Tata Kelola Terintegrasi.

A.8. GENERAL CONCLUSION : Based on the analysis of indicators on the whole evaluation factors of Integrated Corporate Governance Implementation, it has been concluded that:

A.8.KESIMPULAN: Berdasarkan analisis terhadap indikator pada seluruh faktor penilaian pelaksanaan Tata Kelola Terintegrasi disimpulkan bahwa:

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A.8.1. Structure of Integrated Corporate Governance

A.8.1.a. Values that reflect the strong aspects of structure of Integrated Corporate Governance Financial Conglomeration are: 1. Strong support from MUFG Head Office Japan on implementation of the

Integrated Governance Regulation starting from appointment of the Lead Entity and member entities of MUFG Financial Conglomeration in Indonesia in March 2015 until the issuance of MUFG Indonesia Governance Guidelines containing roles and responsibilities of all member of MUFG Financial Conglomeration in Indonesia in January 2016.

2. Integrated Governance Committee has been established with the approval of its Charter by PDAO as Commissioner of MUFG Bank Jakarta Branch on 23 October 2015.

3. The Guidelines Integrated Corporate Governance has been compiled and approved by PDAO as Commissioner of MUFG Bank Jakarta Branch on 23 October 2015.

4. Integrated Compliance Unit and Integrated Internal Audit Unit have been established with the approval of its Charter by PDAO as Commissioner of MUFG Bank Jakarta Branch on 23 October 2015.

5. The Corporate Governance structure of all three member entities of MUFG Financial Conglomeration in Indonesia have been established in accordance with the applicable Governance Regulation including the Integrated Governance Regulation.

6. Integrated Risk Management Unit has been established along with its Charter which is approved by PDAO as Commissioner of MUFG Bank Jakarta Branch on 29 October 2015.

7. Policy Integrated Risk Management for MUFG Financial Conglomerates in Indonesia has been compiled and approved by PDAO as Commissioner of MUFG Bank Jakarta Branch on 29 October 2015.

8. Member of the Financial Conglomeration from Multi Finance industry has established an Audit Committee and appointing an independent commissioner prior to 19 November 2016 as per OJK Regulation number 30/POJK.05/2014 on ‘Good Corporate Governance for Multi Finance entities’.

9. The two member entities of MUFG Financial Conglomeration in Indonesia had made adjustment on their Governance Guidance and Board of Commissioner Manual.

A.8.1. Struktur Tata Kelola Terintegrasi

A.8.1.a. Nilai-nilai yang mencerminkan kekuatan aspek struktur Tata Kelola Terintegrasi Konglomerasi Keuangan adalah sebagai berikut: 1. Dukungan yang kuat dari Kantor Pusat MUFG di Jepang atas

pelaksanaan Ketentuan Tata Kelola Terintegrasi sejak penunjukan Entitas Utama dan anggota Konglomerasi Keuangan MUFG di Indonesia pada bulan Maret 2015 hingga diterbitkannya MUFG Indonesia Governance Guidelines yang memuat wewenang dan kewajiban seluruh anggota Konglomerasi Keuangan MUFG di Indonesia pada bulan Januari 2016.

2. Komite Tata Kelola Terintegrasi telah dibentuk dengan disetujuinya Charter dimaksud oleh PDAO selaku Komisaris MUFG Bank cabang Jakarta tanggal 23 Oktober 2015

3. Telah disusunnya Pedoman Tata Kelola Terintegrasi yang telah disetujui oleh PDAO selaku Komisaris MUFG Bank cabang Jakarta tanggal 23 Oktober 2015

4. Telah dibentuknya Unit Kepatuhan Terintegrasi dan Unit Audit Intern Terintegrasi berikut Charternya yang telah disetujui oleh PDAO selaku Komisaris MUFG Bank cabang Jakarta tanggal 23 Oktober 2015

5. Telah dibentuknya Struktur Tata Kelola pada ketiga anggota Konglomerasi Keuangan MUFG di Indonesia sesuai dengan Ketentuan Tata Kelola yang berlaku termasuk Ketentuan Tata Kelola Terintegrasi

6. Telah dibentuknya Unit Manajemen Risiko Terintegrasi berikut Charternya yang telah disetujui oleh PDAO selaku Komisaris MUFG Bank cabang Jakarta tanggal 29 Oktober 2015

7. Telah disusunnya Kebijakan Manajemen Risiko Terintegrasi untuk Konglomerasi Keuangan MUFG di Indonesia yang telah disetujui oleh PDAO selaku Komisaris MUFG Bank cabang Jakarta tanggal 29 Oktober 2015

8. Anggota Konglomerasi Keuangan yang berasal dari Lembaga Keuangan telah membentuk Komite Audit dan penunjukan Komisaris Independen sebelum tanggal 19 November 2016 sesuai Peraturan OJK nomor 30/POJK.05/2014 tentang ‘Tata Kelola Perusahaan yang baik bagi Perusahaan Pembiayaan’.

18

A.8.1.b Values that reflect aspects of structure of Integrated Corporate Governance Financial Conglomeration which require further action / enhancement: 1. Management of MUFG Bank Jakarta Branch as Lead Entity are required to learn

and understand main business and main risk of other member entities of MUFG Financial Conglomeration in Indonesia.

2. MUFG Bank Jakarta Branch has appointed Assistant GM/AGM in charge of risk management including integrated risk management with direct reporting line to the GM which makes him independent.

A.8.2. Process of Integrated Corporate Governance A.8.2.a. Values that reflect the strong aspects of process of Integrated Corporate

Governance Financial Conglomeration are : 1. Compliance Function are well implemented by MUFG Bank Jakarta and the two

member entities of MUFG Financial Conglomeration in Indonesia in accordance with Integrated Governance Regulation.

2. Internal Audit Function are well implemented by MUFG Bank Jakarta and the two member entities of MUFG Financial Conglomeration in Indonesia in accordance with Integrated Governance Regulation.

3. AML-CFT Function are well implemented by MUFG Bank Jakarta and the two member entities of MUFG Financial Conglomeration in Indonesia in accordance with prevailing regulations

4. Member entities coming from Multi Finance industry have met new requirement which is first submission of Business Plan Report to Otoritas Jasa Keuangan in January 2016.

5. Member entities coming from Multi Finance industry have met new requirement which is first submission of Annual Governance Assessment Report to Otoritas Jasa Keuangan in April 2017 in accordance with OJK Regulation number 30/POJK.05/2014 on ‘Good Corporate Governance for Multi Finance entities’ and OJK Circular Letter number 15/SEOJK.05/2016 concerning ‘Report of Good Corporate Governance for Multi Finance entities’.

A.8.2.b. Values that reflect aspects of process of Integrated Corporate Governance Financial Conglomeration which require further action / enhancement:

9. Kedua anggota Konglomerasi Keuangan MUFG di Indonesia telah melakukan penyesuaian atas Pedoman Tata Kelola dan Pedoman Dewan Komisaris yang mereka susun.

A.8.1.b.. Nilai-nilai aspek struktur Tata Kelola Terintegrasi

Konglomerasi Keuangan yang masih perlu ditindaklanjuti sesuai dengan Ketentuan Tata Kelola adalah sebagai berikut: 1. Manajemen MUFG Bank cabang Jakarta selaku Entitas Utama

masih memerlukan penyesuaian untuk mempelajari dan memahami kegiatan bisnis utama dan risiko utama dari para anggota dalam konglomerasi keuangan MUFG di Indonesia

2. MUFG Bank cabang Jakarta telah menunjuk Asisten GM / AGM yang membawahi manajemen risiko termasuk manajemen risiko terintegrasi dengan garis pelaporan langsung kepada GM sehingga cukup independen.

A.8.2.. Proses Tata Kelola Terintegrasi

A.8.2.a. Nilai-nilai yang mencerminkan kekuatan aspek proses Tata Kelola Terintegrasi Konglomerasi Keuangan adalah sebagai berikut: 1. Fungsi Kepatuhan telah dijalankan dengan baik oleh MUFG Bank

Jakarta dan kedua anggota Konglomerasi Keuangan MUFG di In-donesia sesuai dengan Ketentuan Tata Kelola Terintegrasi.

2. Fungsi Audit Intern telah dijalankan dengan baik oleh MUFG Bank Jakarta dan kedua anggota Konglomerasi Keuangan MUFG di In-donesia sesuai dengan Ketentuan Tata Kelola Terintegrasi.

3. Fungsi APU-PPT telah dijalankan dengan baik oleh MUFG Bank Jakarta dan kedua anggota Konglomerasi Keuangan MUFG di Indo-nesia sesuai dengan Ketentuan yang berlaku.

4. Anggota Konglomerasi Keuangan yang berasal dari Lembaga Keuangan untuk pertama kalinya telah memenuhi ketentuan baru berupa kewajiban penyampaian Laporan Rencana Usaha kepada Otoritas jasa Keuangan pada Januari 2016.

5. Anggota Konglomerasi Keuangan yang berasal dari Lembaga Keuangan untuk pertama kalinya telah memenuhi ketentuan baru berupa kewajiban penyampaian Laporan Penilaian Tata Kelola Tahunan kepada Otoritas Jasa Keuangan pada April 2017 sesuai Peraturan OJK nomor 30/POJK.05/2014 tentang ‘Tata Kelola Perusahaan yang baik bagi Perusahaan Pembiayaan’ dan Surat Edaran OJK nomor 15/SEOJK.05/2016 tentang ‘Laporan

19

1. Several Policy and Procedure supporting Compliance function require little adjustment for a better internal control.

2. Several Policy and Procedure as well as Organisation Structure supporting Internal Audit function need little adjustment for a better internal control.

3. Several Policy and Procedure as well as Organisation Structure supporting AML-CFT function need little adjustment for a better internal control.

4. Action Plans which have been submitted to OJK by Member Entities need to immediately implemented.

A.8.3. Result of Integrated Corporate Governance A.8.3.a. Values that reflect the strong aspects of results of Integrated Corporate

Governance Financial Conglomeration are: Overall, the Governance Structure including Compliance function and Internal Audit function at MUFG Bank Jakarta Branch and the two member of MUFG Financial Conglomeration in Indonesia (PT. U Finance Indonesia and PT. Bank Nusantara Parahyangan Tbk.) are taking place in accordance with applicable Governance Regulation including the Integrated Governance Regulation.

A.8.3.b. Values that reflect aspects of results of Integrated Corporate Governance Financial Conglomeration which require further action / enhancement: 1. Supporting major points of concerns such as NPL / NPF including monitoring

the implementation of Action Plan submitted to OJK 2. As noted during Monitoring and Evaluation visit by the Integrated

Compliance Unit, Integrated Internal Audit Unit and Integrated AML-CFT Unit, member entities of MUFG Financial Conglomeration in Indonesia are currently in a process of adjusting several Policy and Procedure supporting the Compliance function, Internal Audit function as well as AML-CFT function to come up with better internal control.

Penerapan Tata Kelola Perusahaan yang baik bagi Perusahaan Pem-biayaan’.

A.8.2.b. Nilai-nilai aspek proses Tata Kelola Terintegrasi Konglomerasi

Keuangan yang masih perlu ditindaklanjuti sesuai dengan Ketentuan Tata Kelola adalah sebagai berikut:

1. Beberapa Kebijakan dan Prosedur pendukung fungsi Kepatuhan masih perlu dilakukan penyesuaian untuk menghasilkan pen-gendalian intern yang lebih baik.

2. Beberapa Kebijakan dan Prosedur serta Struktur Organisasi yang mendukung fungsi Audit Intern masih perlu dilakukan penyesuaian untuk menghasilkan pengendalian intern yang lebih baik.

3. Beberapa Kebijakan dan Prosedur serta Struktur Organisasi yang mendukung fungsi APU-PPT masih perlu dilakukan penyesuaian untuk menghasilkan pengendalian intern yang lebih baik.

4. Rencana Tindak yang telah disampaikan Anggota Konglomerasi Keuangan kepada OJK perlu segera dijalankan.

A.8.3. Hasil Tata Kelola Terintegrasi A.8.3.a.Nilai-nilai yang mencerminkan kekuatan aspek hasil Tata Kelola

Terintegrasi Konglomerasi Keuangan adalah sebagai berikut: Secara keseluruhan, Struktur Tata Kelola termasuk didalamnya fungsi Kepatuhan, fungsi Audit Intern dan fungsi APU-PPT pada MUFG Bank cabang Jakarta dan kedua anggota Konglomerasi Keuangan MUFG di Indonesia (PT. U Finance Indonesia dan PT. Bank Nusantara Parahyangan Tbk.) telah berjalan sesuai Ketentuan Tata Kelola yang berlaku termasuk Ketentuan Tata Kelola Terin-tegrasi.

A.8.3.b. Nilai-nilai aspek hasil Tata Kelola Terintegrasi Konglomerasi

Keuangan yang masih perlu ditindaklanjuti sesuai dengan Ketentuan Tata Kelola adalah sebagai berikut: 1. Memberikan dukungan Penyelesaian hal-hal yang

menjadi perhatian utama seperti NPL / NPF termasuk mengawasi pelaksanaan Rencana Tindak Lanjut yang telah disampaikan kepada OJK.

2. Sebagai hasil Pemantauan dan Evaluasi Unit Kepatuhan Terintegrasi (termasuk Unit APU-PPT Terintegrasi), Unit

20

3. The Integrated Governance Committee shall keep learning and understanding the implementation of integrated governance for the purpose of providing direction to Lead Entity and feedback to Board of Commissioner of Lead Entity in connection with adequacy assessment of integrated internal control and compliance function.

Result: 2

Audit Intern Terintegrasi, anggota Konglomerasi Keuangan MUFG di Indonesia tengah melakukan proses penyesuaian beberapa Kebijakan dan Prosedur pendukung fungsi Kepatuhan, fungsi Audit Intern serta fungsi APU-PPT untuk menghasilkan pengendalian intern yang lebih baik.

3. Komite Tata Kelola Terintegrasi masih terus mempelajari dan memahami pelaksanaan tata kelola terintegrasi guna memberikan arahan kepada Entitas utama dan masukan kepada Dewan Komisaris utama yang berhubungan dengan penilaian kecukupan pen-gendalian intern dan pelaksanaan fungsi kepatuhan secara terintegrasi.

Hasil Penilaian : 2

21

Mitsubishi UFJ

Securities Holdings

(4)

Mitsubishi UFJ

Trust and Banking

Corporation (3)

Hitachi Capital

Corporation

(13)

Mitsubishi UFJ

Lease & Finance

Co., Ltd.

(7)

Mitsubishi UFJ

NICOS Co.,Ltd.

(5)

Mitsubishi UFJ

Capital Co., Ltd

(9)

ACOM Co., Ltd

(6)

Bank of Tokyo

Mitsubishi UFJ,

Ltd

(2)

Bank Danamon

Indonesia Tbk (25)

Asia Financial

(Indonesia) Pte. LtdFullerton Financial

Fullerton Management

Pte. Ltd.Temasek Holding

Hitachi Capital

Asia Pacific Pte

Ltd (21)

Takari Kokoh

Sejahtera

(15)

Mitsubishi UFJ

Lease and

Finance

Indonesia

(14)

Mitsubishi UFJ

Research and

Consulting Co., Ltd

(8)

Bank Nusantara

Parahyangan Tbk

(19)

Adira Dinamika

Multifinance Tbk

(26)

Maju Holdings Pte. Ltd.

Standard

Chartered Bank**

(54)

MU Research and

Consulting

Indonesia

(16)

Bank of Ayudhya

(24)

DBS Group Holdings

Ltd.

Bank Permata

Tbk**

(55)

Artha Asia

Finance (23)

Hitachi Capital

Finance Indonesia

(22)

MUFG Union Bank

(11)

DBS Bank Ltd.

Astra

International

Tbk*** (57)

BOT Lease Co.,

Ltd (10)

Bank DBS

Indonesia** (56)

JACCS Co., Ltd

(12) *Note: Please refer to Astra International Chart

Bumiputera BOT

Finance Ind. (17)

Mitra Pinasthika

Mustika Finance

(20)

Mitra Pinasthika

Mustika Tbk* (27)

Saratoga Investama

Sedaya Tbk* (31)

U Finance

Indonesia

(18)

Adaro Strategic

Capital

Adaro Strategic

Lestari

Saratoga Power**

(53)

Mitra Pinasthika

Mustika Rent**

(28)

Mitra Pinasthika

Mulia**

(29)

Federal

Karyatama** (30)

Wahana Anugerah

Sejahtera

Tower Bersama

Infrastructure Tbk**

(32)

Adaro Energy

Tbk** (46)

Tower Bersama

Group: (33-45)

Alam Tri Abadi

Adaro LogisticsSapta Indra

Sejati** (51)

Adaro Indonesia**

(47)

Maritime Barito

Perkasa** (48)

Tanjung Power

Indonesia** (50)

Bhimasena

Power

Indonesia** (49)

B, Structure of Conglomeration

● Toyota Astra Motor ● Astra Honda Motor ● GS Battery ● Astra Daihatsu

Motor ● Federal Nittan industries ● AT Indonesia ● Denso Indonesia ● Astra

Auto Finance ● Komatsu Astra Finance ● Kayaba Indonesia ● Toyota Astra

Financial Service ● Akebono Brake Astra Indonesia ● Pamapersada

Nusantara ● Federal International Finance ● Astra Sedaya Finance ● Astra

Agro Lestari ● Isuzu Astra Motor Indonesia ● Komatsu Remanufacturing

Asia ● Serasi Autoraya ● Astra Otoparts ● United Tractors ● Tjahja Sakti

Motor ● Astra Graphia ● TD Automotive Compressor ● Asano Gear

Indonesia ● DIC Astra Chemical ● Denso Sales Indonesia ● Akashi Wahana

Indonesia ● Inti Pantja Press Industri ● Hamaden Indonesia Manufacturing ●

Inti Ganda Perdana ● Show a Indonesia Manufacturing ● Bridgestone Astra

Indonesia

Adaro Strategic

Investment

Adaro Power**

(52)

Tower Bersama,

United Towerindo,

Batavia Towerindo,

Metric Solusi

Integrasi, Solusindo

Kreasi Pratama,

Tower One, Bali

Telekom, Prima

Media Selaras,

Telenet Internusa,

Triaka Bersama,

Mitrayasa Sarana

Informasi, Menara

Bersama Terpadu,

Solusi Menara

Indonesia

* Categorized as BTMU related parties refer to PBI 8/13/2006

Article 8(1)c as a company that exercises control of another

company which is also controlled by the Bank.

** Categorized as BTMU related parties refer to PBI 8/13/2006

Article 8(1)d.2) as a company in which a company/legal entity

as referred to Article 8(1)c exercise control.

*** Categorized as BTMU related party refer to PBI 87/13/2006

Article 8(1)j.2) as a company in which BOD/BOC/Executive

Officer of company/legal entity as referred to Article 8(1)d.2)

and/or Article 8(1)c exercise control.

All three categories are considered as related parties but

exempted from the calculation of the LLL, refer to Article

40B(1)

Mark Spencer

Greenberg is

Commissioner in

Astra International

Tbk and Bank

Permata Tbk

24.98%99.71%

29.79%

43.91%

100% 99.99%

99.99%

54.11%

99.99%65%

34%

100% 97.18%41.22%

STRUCTURE OF BUSINESS GROUP CONNECTED WITH THE BANK

INCLUDING CORPORATE OWNERS OF THE BANK TO THE LEVEL OF ULTIMATE SHAREHOLDER AS OF DEC 31, 2017

Mitsubishi UFJ

Financial Group(1)

0.01%

99.84%

25%

100%

24.11%

100% 36.88%

66.15%

9.35%

15.45%

84.98%

10.42%

17.57%

60%

10%

65%20%

23% (direct ownership & through BTMU)

85%75%

21.54%

3.93%

100%

70%84.98%

25%

52.93% 100% 100% 100%

15.74% and largest portion

44.56%18.09%

11.20%

100%

99%

92.1%

20%

40%

60%

99.99%99.99% 100%

76.88%

100%

19.90%

29.39%

48.62%

100%

44.56%

22

C. STRUCTURE OF SHAREHOLDERS OF MEMBERS OF FINANCIAL CONGLOMERATION As of 31 December 2017

No Company Name Direct Ownership MUFG Ownership MUFG

Booking Financial

1 MUFG Bank Jakarta Branch 100.00% MUFG LTD 100.00% 100.00%

Consolidated Group

Yes

2 PT.U Finance Indonesia

65.00% MUFG, LTD 100.00%

83.35% Consolidated Subsidiary

Yes 20.00% Mit UFJ NICOS, Ltd

84.98%

10.00% PT Bumiputera BOT Finance

13.54%

3 PT Bank Nusantara Parahyangan

66.15% ACOM Co. Ltd 36.88%

33.75% Consolidated Subsidiary

Yes 9.35% MUFG, Ltd 100.00%

C. STRUKTUR KEPEMILIKAN SAHAM DARI ANGGOTA KONGLOMERASI KEUANGAN Posisi 31 Desember 2017

No Nama

Perusahaan Kepemilikan Langsung Kepemilikan MUFG

Pembukuan MUFG

Keuangan

1 MUFG Bank Cabang Jakarta

100.00% MUFG LTD 100.00% 100.00% Grup Konsolidasi

Ya

2 PT.U Finance Indonesia

65.00% MUFG, LTD 100.00%

83.35% Subsidiari Konsolidasi

Ya

20.00% Mit UFJ NICOS, Ltd

84.98%

10.00%

PT Bumiputera BOT Finance

13.54%

3 PT Bank Nusantara Parahyangan

66.15% ACOM Co. Ltd

36.88%

33.75% Subsidiari Konsolidasi

Ya 9.35% MUFG, Ltd 100.00%

C.1. PT Bank BNP Parahyangan :

Description Par Value of Rp500 per Share

Number of Shares Nominal Value Percentage

Authorized Capital 1.000.000.000 Rp500.000.000.000

Issued and Fully Paid-In Capital

ACOM CO., LTD. 447.707.012 Rp223.853.506.000 66,15%

PT Hermawan Sentral Investama 72.564.211 Rp36.282.105.500 10,72%

MUFG Bank 63.310.000 Rp31.655.000.000 9,35%

Public/Others below 5% 93.252.659 Rp46.626.329.500 13,78%

TOTAL 676.833.882 Rp338.416.941.000 100,00%

Keterangan

Nilai Nominal Rp500 per Saham

Jumlah Saham Jumlah Nominal Persentase

Modal Dasar 1.000.000.000 Rp500.000.000.000

Modal Ditempatkan dan Disetor Penuh

ACOM CO., LTD. 447.707.012 Rp223.853.506.000 66,15%

PT Hermawan Sentral Investama 72.564.211 Rp36.282.105.500 10,72%

MUFG Bank 63.310.000 Rp31.655.000.000 9,35%

Masyarakat/Lainnya di bawah 5%1 93.252.659 Rp46.626.329.500 13,78%

TOTAL 676.833.882 Rp338.416.941.000 100,00%

23

C.2 PT U Finance Indonesia:

Description Per Value Rp. 1,000,000 per share

Number of Shares Nominal Value Percentage

Authorized Capital 500,000 500,000,000,000

Issued and Fully Paid-In Capital

MUFG Bank 105,950 105,950,000,000 65,00%

Mitsubishi-UFJ Nicos Co Ltd 32,600 32,600,000,000 20,00%

PT Bumiputera BOT Finance 16,300 16,300,000,000 10,00%

PT Asuransi Tokio Marine Indonesia 8,150 8,150,000,000 5,00%

TOTAL 163,000 163,000,000,000 100,00%

Keterangan

Nilai Nominal Rp. 1,000,000 per saham

Jumlah Saham

Jumlah Nominal (Rp) Persentase

(%)

Modal Dasar 500,000 500,000,000,000

Modal Ditempatkan dan Disetor Penuh

MUFG Bank 105,950 105,950,000,000 65,00%

Mitsubishi-UFJ Nicos Co Ltd 32,600 32,600,000,000 20,00%

PT Bumiputera BOT Finance 16,300 16,300,000,000 10,00%

PT Asuransi Tokio Marine Indonesia 8,150 8,150,000,000 5,00%

TOTAL 163,000 163,000,000,000 100,00%

24

D. ORGANIZATIONAL STRUCTURE OF LEAD ENTITY & SISTER COMPANIES

D.1. LEAD ENTITY :

25

D.2. SISTER COMPANIES :

D.2.a. PT BNP PARAHYANGAN

26

D.2. SISTER

D.2.b. PT U FINANCE

27

E. Guideline of Transaction Related to Intra-Group Transaction Exposure Generally, Head Quarter has issued a MUFG Indonesia Governance Guidelines which stipulates the Principles of Integrated Governance Among MUFG Bank Jakarta Branch as lead entity with the members of MUFG Conglomeration. In particular, MUFG Bank Group also has a guideline of Arm’s Length Rule which must be implemented when MUFG Bank (including Jakarta Branch) would like to enter a business activity with one of MUFG Bank subsidiary or other related company. This guideline is aimed to prevent the Bank from conflict of interest. The guideline has obliged for periodical checking for every 6 (six) months by Compliance Department of Jakarta Branch upon credit related intra-group transaction, capital or operational leasing agreements. The checking result will be further reported to the Management of Jakarta Branch.

The Rule prohibits a Branch from engaging in transactions as those below: 1. transaction with a Specially Related Company under the conditions that would harm

the Branch in light of the ordinary transactions. 2. transactions with a Specially Related Company or with a customer of a Specially

Related Company that threatens the sound and proper operation of the Branch. 3. transaction with a Specially Related Company that would improperly harm the

Specially Related Company. 4. transaction with a Specially Related Company or with a customer of a Specially

Related Company that would harm the Branch in light of conditions with a party other than a Specially Related Company or the customer of the Specially Related Company.

Following points are to be noted: 1. Clearly defined terms and conditions: even with related Companies contracts are to

be made with clear terms and conditions. A contract is to be concluded before the transaction.

2. Record Keeping: contract, invoices, receipts, and also internal memorandum are to be kept for future security.

E. Pedoman khusus terkait transaksi ITE (Intra-group Transaction Exposure) Secara umum, Kantor Pusat mengeluarkan "MUFG Indonesia Governance Guidelines" yang memuat Prinsip Tata Kelola Terintegrasi antara MUFG Bank cabang Jakarta sebagai Entitas Utama dengan para anggota Konglomerasi MUFG. Secara khusus, MUFG Bank group memiliki Pedoman "Arm's Length Rule" yang wajib diterapkan bila MUFG Bank (termasuk kantor cabang Jakarta) akan melakukan aktivitas usaha dengan salah satu Anak Perusahaan MUFG Bank atau Perusahaan Terkait lainnya. Pedoman ini bertujuan untuk menghindari bank dari masalah Benturan Kepentingan. Pedoman ini mewajibkan pengecekan setiap 6 bulan oleh Departemen Kepatuhan MUFG Bank cabang Jakarta atas transaksi intra grup terkait Pinjaman, perjanjian sewa modal atau sewa operasional. Hasil pengecekan selanjutnya dilaporkan kepada manajemen MUFG Bank cabang Jakarta.

Pedoman Arm's Length Rule melarang MUFG Bank (termasuk Kantor Cabang Jakarta) melakukan transaksi sebagai berikut: 1. transaksi dengan Perusahaan Terkait berdasarkan kondisi yang dapat

merugikan Kantor Cabang Jakarta bila dibandingkan dengan transaksi biasa.

2. transaksi dengan Perusahaan Terkait atau dengan Nasabah/Pelanggan dari Perusahaan Terkait yang dapat mengancam operasional Kantor Cabang Jakarta yang sudah aman dan tepat.

3. transaksi dengan Perusahaan Terkait yang dapat merugikan Perusahan Terkait.

4. transaksi dengan Perusahaan Terkait atau dengan Nasabah/Pelanggan dari Perusahaan Terkait yang dapat merugikan Kantor Cabang Jakarta bila dibandingkan dengan kondisi dengan Perusahaan selain Perusahaan Terkait atau Nasabah/Pelanggan dari Perusahaan Terkait

Hal-hal yang wajib diperhatikan adalah sbb.: 1. Syarat dan Ketentuan yang jelas: bahkan dengan Perusahaan Terkait,

kontrak harus dibuat dengan syarat dan ketentuan yang jelas. Kontrak tersebut harus diselesaikan sebelum dilakukan transaksi.

28

3. Internal Procedures: the approval for transactions and payments of invoice should be handled as usual cases with a non-related company.

4. Reasonable Pricing: a condition inferior or superior to the market standards with a subsidiary or a related company without any reasonable rationale would raise doubts of non compliance with this rule

Based on Bank Indonesia Regulation no. 07/03/PBI/2005 as amended by Regulation no. 8/13/PBI/2006 concerning the Legal Lending Limit (LLL) for Commercial Banks, to avoid bank failure resulting from concentration of provision of funds, banks are required to apply prudential principles in provision of funds, including but not limited to application of portfolio diversification in extension of provision of funds. As part of the application of prudential principles and risk management, Banks are required to have written policy guidelines and procedures on provision of funds to related parties and/or large exposures. The policy guidelines and procedures concerning provision of funds shall constitute an integral part of the policy, procedures, and determination of credit risk as stipulated in the Bank Indonesia provisions concerning Application of Risk Management for commercial banks. Therefore, MUFG’s policy in providing credit facility to customer and/or to related party(s) is/are to follow BI Regulation regarding Legal Lending Limit (LLL).

The prescribed maximum limit of the entire portfolio of Provision of Funds to Related Parties is no more than 10% (ten percent) of Bank Capital. The understanding of Related Party in the case of a branch office of a foreign bank does not include the Head Office and other branch offices of that branch office of the foreign bank. Related Parties of the Head Office of the branch office of the foreign bank are included in the understanding of Related Parties of the branch office of the foreign bank The prescribed maximum limit of Provision of Funds to 1 (one) Borrower not comprising a Related Party is no more than 20% (twenty percent) of Bank Capital; The prescribed maximum limit of Provision of Funds to 1 (one) Borrower group not comprising a Related Party is no more than 25% (twenty-five percent) of Bank Capital.

2. Penyimpanan Catatan: kontrak, faktur, tanda terima dan juga memorandum internal disimpan dengan baik untuk kepentingan di masa mendatang.

3. Prosedur Internal: persetujuan untuk transaksi dan pembayaran faktur akan ditangani sebagai kasus biasa dengan perusahaan tidak terkait.

4. Pricing yang Wajar: suatu kondisi dibawah ataupun diatas standar pasar dengan Anak Perusahaan atau Perusahaan Terkait tanpa adanya alasan yang logis dapat meningkatkan kecurigaan adanya ketidakpatuhan terhadap aturan ini

Berdasarkan Peraturan Bank Indonesia no. 07/03 / PBI / 2005 sebagaimana telah diubah dengan Peraturan no. 8/13/PBI / 2006 tentang Batas Maksimum Pemberian Kredit (BMPK) bagi Bank Umum, untuk menghindari kegagalan bank akibat konsentrasi penyediaan dana, bank wajib menerapkan prinsip kehati-hatian dalam penyediaan dana, termasuk namun tidak terbatas pada penerapan diversifikasi portofolio dalam perpanjangan penyediaan dana. Sebagai bagian dari penerapan prinsip kehati-hatian dan manajemen risiko, Bank wajib memiliki pedoman dan prosedur kebijakan tertulis mengenai penyediaan dana kepada pihak terkait dan / atau eksposur besar. Pedoman kebijakan dan prosedur mengenai penyediaan dana merupakan bagian integral dari kebijakan, prosedur, dan penetapan risiko kredit sebagaimana diatur dalam ketentuan Bank Indonesia tentang Penerapan Manajemen Risiko bagi bank-bank komersial. Oleh karena itu, kebijakan MUFG dalam memberikan fasilitas kredit kepada pelanggan dan / atau kepada pihak terkait adalah dengan mengikuti Peraturan BI tentang Batas Maksimum Pemberian Kredit (BMPK).

Batas maksimum yang ditentukan dari seluruh portofolio Penyediaan Dana kepada Pihak Terkait tidak lebih dari 10% (sepuluh persen) dari Modal Bank.

Pemahaman Pihak Terkait dalam hal kantor cabang bank asing tidak termasuk Kantor Pusat dan kantor cabang lain dari kantor cabang bank asing tersebut. Pihak Terkait dari Kantor Pusat kantor cabang bank asing termasuk dalam pengertian Pihak Terkait dari kantor cabang bank asing

Batas maksimum yang ditentukan dari Pemberian Dana kepada 1 (satu) Peminjam yang tidak memiliki Pihak Terkait tidak lebih dari 20% (dua puluh persen) dari Modal Bank; Batas maksimum yang ditentukan dari Pemberian

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E.1. Report related to Intra-Group Transaction to be submitted to OJK : The reports which must be delivered to OJK are as follows : a. Report of Intra-Goup Transactions with with special relationship which is

submitted on quarterly basis b. Annual Audit Report which contains transactions and year end balance with

affiliated parties c. Attachments of Transfer Pricing Documents to the Annual Tax Report

E.2. Financial Conglomeration Strategies towards the Exposure and Intra-Group Transactions The strategies has been accordance with the Arm’s Length Rule’s Guideline, as having been mentioned earlier, which is to avoid Bank from conflict of interest

E.3.Transaction Process and Collaboration on the Intra-Group Transactions

Currently MUFG Bank Jakarta Branch as lead entity does not have any special collaboration in the intra-group transaction

E.4. Monitoring process towards intra-group transactions

The monitoring is conducted through : - Arm length checking - Legal Lending Limit Monitoring

E.5. Exposure volume of intra group transactions :

The exposure volume (percentage of balance of intra group transactions against bank’s total balance), the transactions between MUFG Bank Jakarta Branch with the members of conglomeration (BNP. UFI and BRIF) as of 31 December 2017 (latest available data) which are : - Spot & derivative Receivable = 3.06% - Receivables = 0.00% - Loan Disbursed = 5.97% - Current Account = 3.08% - Spot & Derivatives Payable : 6.52% - Unused Loan Facility = 0.05%

Dana kepada 1 (satu) kelompok Peminjam yang tidak memiliki Pihak Terkait tidak lebih dari 25% (dua puluh lima persen) dari Modal Bank.

E.1.Laporan yang tersedia mengenai transaksi intra-grup

Berikut ini adalah Laporan-laporan terkait yang disampaikan MUFG Bank cabang Jakarta kepada Pihak Otoritas:

a. Laporan Transaksi Antara Bank dengan Pihak-pihak yang mempunyai hubungan istimewa yang disampaikan kepada OJK tiap Kuartal

b. Laporan Audit Tahunan: pada laporan ini memuat transaksi dan saldo akhir tahun dengan Pihak Terkait

c. Lampiran Transfer Pricing document pada SPT Badan Tahunan

E.2. Strategi Konglomerasi Keuangan atas eksposur dan transaksi intra grup: Strategi-nya sesuai dengan Pedoman "Arm's Length Rule" yang telah disebutkan diatas yaitu: menghindari Bank dari masalah Benturan Kepentingan

E.3. Proses transaksi dan jenis kerjasama yang dipergunakan dalam

melakukan transaksi intra grup MUFG Bank cabang Jakarta selaku Entitas Utama saat ini tidak memiliki kerjasama khusus dalam melakukan transaksi intra grup

E.4. Proses monitoring atas transaksi intra grup.

Monitoring transaksi intra grup dilakukan melalui: - Arms length checking - Pemantauan BMPK atau Legal Lending Limit

E.5. Volume eksposur dari transaksi intra grup

Volume eksposur (presentase saldo intra group terhadap total saldo bank) transaksi antara MUFG Bank cabang Jakarta dengan para anggota Konglomerasi (BNP, UFI dan BRIF) per 31 December 2017 (data terakhir yang tersedia) adalah sbb.: - Tagihan Spot & Derivatif = 3.06% - Tagihan Akseptasi = 0.00% - Kredit yang Diberikan = 5.97% - Giro = 3.08% - Kewajiban Spot & Derivatif = 6.52%

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E.6. Set limit for intra group transactions : Referring to the LLL limit according to the prevailing BI Regulation

E.7. Relevant factors to the intra group transaction: The intra group transactions should be concerning to transactions of Spot, Derivatives, Acceptance, Credit and Giro.

F. Report coverage of GCG implementation

Based on POJK No. 55 / POJK.03 / 2016 on the Implementation of Good Corporate Governance for Commercial Banks, MUFG Bank has submitted a report on GCG Implementation to the Annual Report submitted to OJK in April 2018. The scope that has been poured in the report are: 1. Coverage of Good Corporate Governance as referred to in Article 2 paragraph (2)

and the self-assessment result of Bank (self-assessment) on the implementation of Good Corporate Governance;

2. Share ownership of members of the Board of Directors and the financial and family relationships of members of the Board of Directors with other members of the Board of Directors, members of the Board of Commissioners and / or controlling shareholders of the Bank as referred to in Article 21;

3. Share ownership of members of the Board of Commissioners and financial relationships and family relationships of members of the Board of Commissioners with members of the Board of Directors, other members of the Board of Commissioners and / or controlling shareholders of the Bank as referred to in Article 39;

4. Remuneration policy package and other facilities for Supervisory Board and Management

5. Total Remuneration for Management during 2017 6. Stock Options 7. Repurchase of shares and bank bonds 8. Ratio of highest and lowest salary 9. Frequency of meetings of the Board of Commissioners; 10. Amount of internal fraud incurred and settlement by the Bank; 11. Number of legal issues and settlement efforts by the Bank; 12. Transactions containing conflict of interest;

- Kelonggaran Tarik = 0.05%

E.6. Limit yang ditetapkan untuk transaksi intra grup. Mengacu kepada Limit BMPK sesuai Peraturan Bank Indonesia/PBI yang berlaku

E.7. Faktor-faktor yang menyebabkan terjadinya transaksi intra grup

Transaksi intra grup berkisar pada Spot, Derivatif, Akseptasi, Kredit dan Giro

F. Cakupan Laporan Pelaksanaan GCG Berdasarkan POJK No. 55/POJK.03/2016 tentang Penerapan Tata Kelola bagi Bank umum, MUFG Bank telah menuangkan laporan mengenai Pelaksanaan GCG ke Laporan Tahunan yang telah disampaikan ke OJK di Bulan April 2018. Cakupan yang telah dituang dalam laporan tersebut ialah: 1. Cakupan Tata Kelola sebagaimana dimaksud dalam Pasal 2 ayat (2) dan

hasil penilaian sendiri oleh Bank (self-assesment) atas penerapan Tata Kelola Bank;

2. Kepemilikan saham anggota Direksi serta hubungan keuangan dan hubungan keluarga anggota Direksi dengan anggota Direksi lain, anggota Dewan Komisaris dan/atau pemegang saham pengendali Bank sebagaimana dimaksud dalam Pasal 21;

3. Kepemilikan saham anggota Dewan Komisaris serta hubungan keuangan dan hubungan keluarga anggota Dewan Komisaris dengan anggota Direksi, anggota Dewan Komisaris lain dan/atau pemegang saham pengendali Bank sebagaimana dimaksud dalam Pasal 39;

4. Paket kebijakan remunerasi dan fasilitas lain bagi Supervisory Board dan Manajemen

5. Total Remunerasi untuk Manajemen selama 2017 6. Opsi Saham 7. Pembelian kembali saham dan obligasi bank 8. Rasio gaji tertinggi dan terendah 9. Frekuensi rapat Dewan Komisaris; 10. Jumlah penyimpangan (internal fraud) yang terjadi dan upaya

penyelesaian oleh Bank; 11. Jumlah permasalahan hukum dan upaya penyelesaian oleh Bank;

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13. Provision of funds for social activities and political activities, whether nominal or beneficiary; and

14. General conclusions

12. Transaksi yang mengandung benturan kepentingan; 13. Pemberian dana untuk kegiatan sosial dan kegiatan politik, baik

nominal maupun penerima dana; dan 14. Simpulan umum

G. Others

F.1. Implementation to conduct the acquisition of Bank Danamon

Here is the implementation and plans of MUFG to acquire Bank Danamon in accordance with the press release issued by the Bank: Stage 1: MUFG has bought a 19.9% stake in Danamon. At this stage, Asia Financial Indonesia Pte. Ltd. (AFI) remains Danamon's majority shareholder. This stage has been completed on December 29, 2017. Stage 2: MUFG plans to obtain the necessary approvals under legislation and other related agreements to purchase an additional 20.1% stake to increase its shareholding in Danamon to 40%. This phase is expected to be completed between 2nd quarter - 3rd quarter of 2018 (subject to the approval). Stage 3: After completion of Phase 2, MUFG plans to obtain the necessary approvals to increase its ownership in Danamon above 40%. With the completion of Phase 3, MUFG's final ownership in Danamon is expected to be greater than 73.8%. G.2. Changing Bank Name In accordance with:

1. The Decision of the Board of Directors Meeting of The Bank of Tokyo-Mitsubishi UFJ, Ltd. dated 15 May 2017;

G. Lain-Lain

F.1. Penyelenggaraan untuk melakukan Akuisisi Bank Danamon

Berikut ialah implementasi dan rencana dari MUFG untuk mengakuisi Bank Danamon sesuai dengan press release yang dikeluarkan oleh Bank:

Tahap 1:

MUFG telah membeli 19.9% saham di Danamon. Pada tahap ini, Asia Financial Indonesia Pte. Ltd. (AFI) tetap menjadi pemegang saham mayoritas Danamon. Tahap ini telah selesai pada tanggal 29 Desember 2017.

Tahap 2:

MUFG berencana untuk mendapatkan persetujuan-persetujuan yang diperlukan berdasarkan peraturan perundang-undangan beserta persetujuan terkait lainnya untuk membeli tambahan 20.1% saham untuk meningkatkan kepemilikan sahamnya di Danamon menjadi 40%. Tahap ini diharapkan akan diselesaikan antara triwulan 2 – triwulan 3 tahun 2018 (bergantung pada didapatnya persetujuan-persetujuan tersebut).

Tahap 3:

Setelah diselesaikannya Tahap 2, MUFG berencana untuk mendapatkan persetujuan-persetujuan yang diperlukan untuk meningkatkan kepemilikannya di Danamon diatas 40%. Dengan diselesaikannya Tahap 3, kepemilikan final MUFG di Danamon diharapkan menjadi lebih besar dari 73.8%.

G.2. Perubahan Nama Bank

Sesuai dengan: 1. Keputusan Rapat Direksi The Bank of Tokyo-Mitsubishi UFJ, Ltd., tanggal

15 Mei 2017;

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2. The Decision of the Extraordinary Meeting of Shareholders of The Bank of Tokyo-

Mitsubishi UFJ, Ltd., dated 19 October 2017; 3. Amendment of the Articles of Incorporation of The Bank of Tokyo-Mitsubishi UFJ,

Ltd., which was resolved at the Extraordinary Meeting of Shareholdersg of The Bank of Tokyo-Mitsubishi UFJ, Ltd., dated 19 October 2017;

4. Letter of Approval from the Financial Services Agency of Japan (JFSA) Kin Kan no.

3306, dated 22 December 2017;

5. Letter of Decision of Deputy Commissioner for Banking Supervision I of the Financial Services Authority of Indonesia (OJK) No. KEP-4/PB.1/2018 regarding the Approval on the Use of the Business License under the name of the Branch Office of The Bank of Tokyo-Mitsubishi UFJ, Ltd., to become the Business License under the name of the Branch Office of MUFG Bank, Ltd., dated 7 March 2018;

Effective as of 1 April 2018 (“Effective Date”) official corporate name has changed from The Bank of Tokyo-Mitsubishi UFJ, Ltd. to become MUFG Bank, Ltd.

G.3. UFI’s Non Performing Loan (NPF)

After UFI received OJK letter no. S-944/NB.221/2017 dated 13 July 2017 requesting them to submit action plans in coping the exceeding NPF Ratio and deteriorating Financial Soundness Indicator, UFI has sent their action plans dated 11 August 2017 (received by OJK on 14 August 2017) followed by its revision dated 27 September 2017 (received by OJK on 28 September 2017). OJK agreed to UFI’s Action Plan to improve their Financial Soundness Indicator on 12 October 2017 via their letter no.S-1224/NB.221/2017 which also instructing UFI to implement the Plan at the latest by August 2018, otherwise they will be subject to a Sanction as per the Regulation (administration sanction: warning letter, freezing of business activity and / or business license revocation). The Plan are as follows: A. Enhancing sales strategy B. Improving the strategy for collection and remedial

2. Keputusan Rapat Para Pemegang Saham Luar Biasa The Bank of Tokyo-

Mitsubishi UFJ, Ltd., tanggal 19 Oktober 2017; 3. Amandemen terhadap Anggaran Dasar/Anggaran Rumah Tangga (Article

of Incorporation) dari The Bank of Tokyo-Mitsubishi UFJ, Ltd., yang disetujui melalui Rapat Umum Pemegang Saham Luar Biasa The Bank of Tokyo-Mitsubishi UFJ, Ltd., tanggal 19 Oktober 2017;

4. Surat Persetujuan Otoritas Jasa Keuangan Jepang (JFSA) Kin Kan no. 3306,

tanggal 22 Desember 2017; 5. Surat Keputusan Deputi Komisioner Pengawas Perbankan I Otoritas Jasa

Keuangan No. KEP-4/PB.1/2018, tentang Penetapan Penggunaan Izin Usaha Atas Nama Kantor Cabang The Bank of Tokyo-Mitsubishi UFJ, Ltd. menjadi Izin Usaha Atas Nama Kantor Cabang MUFG Bank, Ltd. tanggal 7 Maret 2018;

Terhitung sejak 1 April 2018 (“Tanggal Efektif”) nama resmi perusahaan telah berubah dari The Bank of Tokyo-Mitsubishi UFJ, Ltd. menjadi MUFG Bank, Ltd. G.3. Kredit Bermasalah yang dialami UFI

Setelah UFI menerima surat OJK no. S-944 / NB.221 / 2017 tertanggal 13 Juli 2017 yang meminta mereka untuk mengajukan rencana tindak lanjut dalam mengatasi Rasio NPF yang berlebihan dan memburuknya Indikator Kesehatan Keuangan, UFI telah mengirimkan rencana tindak lanjut mereka tertanggal 11 Agustus 2017 (diterima oleh OJK pada 14 Agustus 2017) diikuti oleh revisinya tertanggal 27 September 2017 (diterima oleh OJK pada 28 September 2017). OJK menyetujui rencana tindak lanjut UFI untuk meningkatkan Indikator Kesehatan Keuangan mereka pada 12 Oktober 2017 melalui surat mereka no. S-1224 / NB.221 / 2017 yang juga menginstruksikan UFI untuk melakukan implementasi rencana tersebut paling lambat pada bulan Agustus 2018, jika gagal. mereka akan dikenakan Sanksi sesuai Peraturan (sanksi administrasi: surat peringatan, pembekuan kegiatan usaha dan / atau pencabutan izin usaha). Rencana tersebut adalah sebagai berikut:

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C. Analysis over Branch Office and Standby Point D. New Product as an effort to business diversification G.4. Bank Soundness Result of PT BNP Indonesia OJK Assessment result of Bank Soundness as of June 2017 : The assessment result based on OJK for Bank Soundness rating June 2017 has been

confirmed : 3 (three) while Bank’s assessment : 2 (two) Our concerns : - OJK assessment has confirmed that implementation of BOD & BOC supervision

over KTA business development shall be taken in proper , effective, timely and close monitoring for each target date implementation

- Update the current procedures especially for understanding in each PIC for implementation and system support as previous three years have been some revision policy and procedures but has not effective to improve bank financial performance.

- In regarding to follow up each of commitment OJK finding, it is necessary Bank to have consultation with Lead Entity for further suggestion in preparation Bank Soundness, such as Risk Profile (Risk Management Function) and GCG (Internal Audit, Compliance and AML Function)

A. Meningkatkan strategi penjualan B. Memperbaiki strategi untuk pengumpulan dan perbaikan C. Analisis atas Kantor Cabang dan Standby Point D. Produk Baru sebagai upaya diversifikasi usaha G.4. Hasil Penilaian Tingat Kesehatan BNP Indonesia Hasil penilaian OJK Bank Soundness per Juni 2017: Hasil penilaian berdasarkan OJK untuk peringkat Bank Soundness Juni 2017 telah dikonfirmasi: 3 (tiga) sementara penilaian Bank: 2 (dua) Perhatian kami: - Penilaian OJK telah mengkonfirmasi bahwa pelaksanaan pengawasan

BOD & BOC atas pengembangan bisnis KTA harus dilakukan dengan pengawasan yang tepat, efektif, tepat waktu dan ketat untuk setiap rencana tanggal pelaksanaan.

- Melakukan pengkinian prosedur saat ini terutama untuk pemahaman di setiap pihak yang berkewajiban untuk melakukan implementasi dan didukung oleh sistem karena tiga tahun sebelumnya telah beberapa revisi kebijakan dan prosedur tetapi belum efektif untuk meningkatkan kinerja keuangan bank.

- Dalam menindaklanjuti setiap temuan komitmen OJK, Bank perlu melakukan konsultasi dengan Entitas Utama untuk mendapatkan rekomendasi lebih lanjut dalam mempersiapkan tingkat kesehatan bank, seperti Profil Risiko (Fungsi Manajemen Risiko) dan GCG (Audit Internal, Kepatuhan dan Fungsi AML)

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