06Tata Kelola Perusahaan - Bank Mayora

Kami Tumbuh Bersama Anda Laporan Tahunan 2017

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Analisa dan Pembahasan Manajemen Tata Kelola Perusahaan Tanggung Jawab Sosial PerusahaanManagement Discussion and Analysis Good Corporate Governance Corporate Social Responsibility

Business sustainability as well as healthy growth and development are our commitment

06 Tata KelolaPerusahaanGood Corporate Governance

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We Grow Together With You Annual Report 2017

Ikhtisar Keuangan Laporan Dewan Komisaris dan Direksi Fungsi Penunjang BisnisProfil PerusahaanFinancial & Operational Summary Board of Commissioners and Board of Directors Report Business Support FunctionCompany Profile

Bagi Bank MAYORA, penerapan prinsip Tata Kelola Perusahaan yang Baik (Good Corporate Governance) bukanlah semata menjadi upaya untuk pemenuhan peraturan yang berlaku. Bank MAYORA meyakini bahwa implementasi prinsip GCG merupakan bagian yang sangat penting dalam rangka mewujudkan pertumbuhan usaha yang optimal dan berkelanjutan.

Penerapan Prinsip Tata Kelola Perusahaan yang baik dalam operasional Bank juga merupakan bagian dari partisipasi Bank MAYORA untuk menciptakan sistem perbankan nasional yang sehat sehingga dapat memberikan kontribusi yang maksimal terhadap pembangunan bangsa.

Bank MAYORA memiliki komitmen yang sangat kuat untuk melaksanakan prinsip-prinsip dasar Tata Kelola Perusahaan yang baik dan mengelola bisnis Bank secara profesional tanpa pengaruh dan/atau tekanan dari pihak mana pun. Penerapan Tata Kelola Perusahaan yang baik mengacu pada best-practice diharapkan dapat memenuhi kepentingan segenap stakeholders secara seimbang, selain juga membuka peluang bagi pertumbuhan jangka panjang yang berkesinambungan bagi Bank.

Penerapan Tata Kelola Perusahaan yang baik di Bank MAYORA merujuk pada peraturan perundang-undangan yang berlaku, khususnya yang berkaitan dengan perbankan dan Perseroan Terbatas, antara lain :

1. Undang-Undang Republik Indonesia No. 40 Tahun 2007 tentang Perseroan Terbatas;

2. Undang-Undang Republik Indonesia No. 7 tahun 1992 tentang Perbankan sebagaimana telah diubah dengan Undang-Undang Republik Indonesia No. 10 tahun 1998;

3. Peraturan Otoritas Jasa Keuangan No. 55/POJK.03/2016 tanggal 7 Desember 2016 tentang Penerapan Tata Kelola Bagi Bank Umum;

4. Surat Edaran Otoritas Jasa Keuangan No. 13/SEOJK.03/2017 tanggal 17 Maret 2017 tentang Penerapan Tata Kelola Bagi Bank Umum;

5. Peraturan Otoritas Jasa Keuangan No. 45/POJK.03/2015 tanggal 23 Desember 2015 tentang Penerapan Tata Kelola dalam Pemberian Remunerasi Bagi Bank Umum;

6. Surat Edaran Otoritas Jasa Keuangan No. 40/SEOJK.03/2016 tanggal 26 September 2016 tentang Penerapan Tata Kelola dalam Pemberian Remunerasi Bagi Bank Umum;

7. Peraturan Otoritas Jasa Keuangan No. 6/POJK.03/2015 tanggal 31 Maret 2015 tentang Transparansi dan Publikasi Laporan Bank sebagaimana telah diubah dengan Peraturan Otoritas Jasa Keuangan No.32/POJK.03/2016 tanggal 08 Agustus 2016.

8. Surat Edaran Otoritas Jasa Keuangan No.43/SEOJK.03/2016 tanggal 28 September 2016 tentang Transparansi dan Publikasi Laporan Bank Umum Konvensional.

Bank MAYORA treats Good Corporate Governance principles beyond initiatives to comply with prevailing regulation. Bank MAYORA believes that the GCG principles are essential parts to establish optimum and sustainable business growth.

Good Corporate Governance Principle implementation in the Bank’s operational activity is also part of Bank MAYORA’s participation to establish a healthy national banking system to provide optimum contribution on the nation development.

Bank MAYORA has strong commitment to adapt Good Corporate Governance basic principles and manages the Bank’s business professionally without influence and/or pressure from any party. Good Corporate Governance implementation refers to best practice and is expected to fulfill interest of all stakeholders in balance manner, besides also bringing long-term and sustainable growth opportunity for the Bank.

In implementing GGC, Bank MAYORA adheres to the following laws and regulations:

1. Law of the Republic of Indonesia No.40 Year 2007 on Limited Liability Company.

2. Law of the Republic of Indonesia No.7 Year 1992 on Banking as revised in Law of the Republic of Indonesia No.10 Year 1998.

3. Regulation of POJK No. 55/POJK.03/2016 dated December 7, 2016 as implementation of Good Corporate Governance for Public Banks.

4. Circular Letter of SEOJK No.13/SEOJK.03/2017 dated March 17 2017, on the Implementation of Good Corporate Governance for Public Banks.

5. POJK Regulation No.45/POJK.03/2015 dated December 23, 2015 on the implementation of Good Corporate Governance in Remuneration for Public Banks

6. SEOJK Circular Letter No.40/SEOJK.03/2016 dated September 26, 2016 on the implementation of Good Corporate Governance in Remuneration for Public Banks

7. Regulation of POJK No. 6/POJK.03/2015 dated March 31, 2015 on transparencyand publication of conventional commercial Bank statements as revised in regulation of Financial Service Authority Regulation No.32/POJK.03/2016 dated August 8, 2016

8. Circular Letter No.43/SEOJK.03/2016 dated September 28, 2016 on Publication & Report Public Banks

Dasar Acuan Penerapan Tata Kelola Perusahaan Yang BaikBasic Reference of Corporate Governance Implementation

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Prinsip Dasar Tata Kelola Perusahaan Yang Baik

Bank MAYORA menerjemahkan prinsip Tata Kelola Perusahaan yang baik terdiri dari Transparansi, Akuntabilitas, Pertanggungjawaban, Independensi dan Kewajaran & Kesetaraan sebagai berikut :

Transparansi yaitu keterbukaan dalam mengemukan informasi yang material dan relevan serta keterbukaan dalam melaksanakan proses pengambilan keputusan.

1. Bank menyediakan informasi secara tepat waktu, memadai, jelas, akurat dan dapat diperbandingkan serta mudah diakses oleh seluruh stakeholders sesuai dengan haknya.

2. Prinsip keterbukaan yang dianut oleh Bank MAYORA tidak mengurangi kewajiban untuk memenuhi ketentuan Kode Etik Perusahaan dan kerahasiaan Bank sesuai dengan peraturan perundang-undangan, rahasia jabatan, dan hak-hak pribadi.

3. Bank MAYORA menyampaikan:a. Pengumuman Laporan Keuangan publikasi

bulanan kepada masyarakat melalui situs web bank, publikasi triwulanan melalui paling kurang 1 (satu) surat kabar berbahasa Indonesia yang beredar nasional dan situs web bank, laporan publikasi tahunan melalui situs web bank.

b. Laporan Publikasi Bulanan, Triwulanan & Tahunan kepada Otoritas Jasa Keuangan.

4. Pedoman dan Kebijakan Bank telah di publikasikan dalam Web Internal Bank agar dapat diakses oleh Stakeholders.

5. Bank MAYORA membuat Web Eksternal (www.bankMAYORA.com) yang memberikan informasi tentang Transparansi dan Publikasi Bank dan dapat diakses oleh stakeholders.

Akuntabilitas yaitu kejelasan fungsi dan pelaksanaan pertanggungjawaban organ Bank sehingga pengelolaannya berjalan secara efektif.

1. Bank MAYORA menetapkan tugas dan tanggung jawab Dewan Komisaris dan Direksi dan seluruh tingkatan karyawan secara jelas dan selaras dengan mengacu pada visi, misi, nilai-nilai perusahaan dan strategi Bank.

2. Bank MAYORA meyakini bahwa semua organ Bank mempunyai kemampuan sesuai dengan tugas, tanggung jawab, dan perannya dalam pelaksanaan Tata Kelola Perusahaan yang Baik.

3. Bank MAYORA memastikan adanya sistem pengendalian internal yang efektif dalam pengelolaan Bank.

4. Bank MAYORA memiliki ukuran kinerja untuk semua lapis karyawan yang konsisten dengan sasaran usaha.

Bank MAYORA translates Good Corporate Governance principles which consist of Transparency, Accountability, Independency and Fairness & Equality, as follows:

Transparency, refers to transparency in disclosing material and relevant information as well as transparency in decision-making process implementation.

1. Bank provides information on time, sufficient, obvious, accurate and comparable as well as accessible by all stakeholders based on their rights.

2. Transparency principle adapted by Bank MAYORA does not eliminate obligation to fulfill Code of Conducts and Bank’s Confidentiality provisions according to the Law, position confidentiality and personal rights.

3. Bank MAYORA submits:a. Announcement of Monthly Publication

Financial Report to public through company website, quarterly publication report through by least one Indonesian newspaper which is distributed nationally and company website, Annual Publication Report through company website.

b. Monthly Publication Report, Quarterly, and Annually to Financial Services Authority.

4. Bank’s Manual and Policy has been published at Bank’s Intern Website to be accessible by the Stakeholders.

5. Bank MAYORA has developed an external website (www.bankMAYORA.com) to publish information about Bank’s Transparency and Publication and accessible by the stakeholders.

Accountability, clarity of function and implementation of Bank’s structure responsibility so that the management will be run effectively.

1. Bank MAYORA stipulates duty and responsibility of the Board of Commissioners and Board of Directors as well as employees in all levels obviously and balance referring to the Bank’s vision, mission, corporate values and strategy.

2. Bank MAYORA belives that every Bank’s structure has capability based on the duty, responsibility and role in Good Corporate Governance implementation.

3. Bank MAYORA ensures availability of effective internal control system in the Bank’s management.

4. Bank MAYORA has performance indicators for all levels of employees which are consistent with business targets.

Good Corporate Governance Principles

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5. Dalam melaksanakan tugas dan tanggung jawabnya, setiap organ Bank MAYORA harus berpegang pada etika bisnis dan pedoman perilaku (code of conduct) yang telah disepakati.

Pertanggungjawaban yaitu kesesuaian pengelolaan Bank dengan peraturan perundang-undangan dan prinsip pengelolaan Bank yang sehat.1. Bank MAYORA berpegang pada prinsip kehati-

hatian dan memastikan kepatuhan terhadap peraturan perundang-undangan, Anggaran Dasar dan ketentuan Regulator peraturan Bank

2. Bank MAYORA melaksanakan fungsi tanggung jawab sosial dengan memperhatikan kondisi masyarakat dan kelestarian lingkungan terutama di sekitar Bank dengan membuat perencanaan dan pelaksanaan yang memadai.

Independensi yaitu pengelolaan Bank secara profesional tanpa pengaruh atau tekanan dari pihak manapun.

1. Bank MAYORA menghindari terjadinya dominasi oleh pihak manapun, tidak terpengaruh oleh kepentingan tertentu, bebas dari benturan kepentingan (conflict of interest) dan dari segala pengaruh atau tekanan, sehingga pengambilan keputusan dapat dilakukan secara obyektif.

2. Bank MAYORA melaksanakan fungsi dan tanggungjawabnya sesuai dengan Anggaran Dasar dan peraturan perundang-undangan.

Kewajaran dan Kesetaraan yaitu keadilan dan kesetaraan dalam memenuhi hak-hak Pemangku Kepentingan yang timbul berdasarkan perjanjian dan peraturan perundang-undangan.

1. Bank MAYORA memberikan kesempatan kepada seluruh stakeholders untuk memberi masukan dan menyampaikan pendapat bagi kepentingan Bank serta membuka akses terhadap informasi sesuai dengan prinsip keterbukaan.

2. Bank MAYORA memberikan kesempatan yang sama dalam penerimaan karyawan, karir dan melaksanakan tugasnya secara profesional tanpa membedakan suku, agama, ras, golongan, gender, dan kondisi fisik.

3. Bank MAYORA memperhatikan kepentingan seluruh stakeholders berdasarkan asas kesetaraan dan kewajaran (equal treatment).

5. In implementing the duty and responsibility, every structure of Bank MAYORA shall uphold the agreed business ethics and code of conducts.

Responsibility, refers to conformity between the Bank’s Management with prevailing Law and healthy Bank’s management principle.1. Bank MAYORA upholds to prudent principle

and ensures compliance with the Law, Articles of Association and provisions applied by the Bank’s regulator.

2. Bank MAYORA carries out social responsibility function by considering condition of surrounding society and environment especially in the Bank’s operational area by designing sufficient planning and execution.

Independency, refers to Bank’s professional management without influence or pressure from any party.

1. Bank MAYORA avoids domination by any party, not being influenced by particular interest, free from conflict of interest and from every influence or pressure so that the decision-making can be done objectively.

2. Bank MAYORA carries out its function and responsibility according to the Articles of Association and the Law.

Fairness and Equality, refers to fairness and equality in fulfilling rights of the Stakeholders which apply according to prevailing agreement and Law.

1. Bank MAYORA provides opportunity to all stakeholders to give feedback and submit opinion for the Bank’s interest and provides information access based on transparency principle.

2. Bank MAYORA gives equal opportunity in employee recruitment, career and duty implementation professionally without discriminating ethnicity, race, group, gender and physical condition.

3. Bank MAYORA concerns interests of all stakeholders based on fairness and equal treatment.

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Tujuan Penerapan Tata Kelola Perusahaan Yang Baik

Penerapan Tata Kelola Perusahaan yang baik di Bank MAYORA dilaksanakan secara konsisten dan berkesinambungan yang bertujuan untuk:

1. Melindungi kepentingan stakeholders; 2. Mengarahkan Bank MAYORA menuju

keseimbangan kekuatan kewenangan yang diperlukan untuk menjamin kelangsungan usaha (going concern) dan pertanggungjawaban kepada stakeholders;

3. Memberikan arahan strategis dalam mendukung tercapainya Visi, Misi dan Nilai-Nilai Perusahaan;

4. Menghindarkan timbulnya berbagai macam risiko, yang tidak terbatas pada risiko reputasi; dan

5. Meningkatkan kepatuhan terhadap peraturan perundang-undangan yang berlaku di industri perbankan.

Roadmap Penerapan Tata Kelola Perusahaan Yang Baik

Sebagai Pedoman dalam melaksanakan Tata Kelola yang baik, Bank telah menyusun Corporate Governance Manual, Pedoman Tata Kelola Perusahaan (Corporate Governance) dan Compliance Chart. Hal ini untuk memastikan bahwa Bank telah menjalankan prinsip-prinsip Tata Kelola Perusahaan yang baik dalam setiap kegiatan usahanya. Selain itu Bank juga berupaya untuk meningkatkan Implementasi Penerapan Tata Kelola Perusahaan yang baik diantaranya:

1. Membentuk Unit Kerja Quality Assurance di setiap Direktorat untuk meningkatkan budaya kepatuhan dan prinsip-prinsip kehati-hatian yang disusun dalam SK DIR No.001/SK-DIR/I/2017 tanggal 10 Januari 2017 tentang Struktur Organisasi PT. Bank MAYORA.

2. Mengangkat Compliance & AML CFT Division Head sesuai SK DIR No.087/SK-DIR/HC/III/2017 tanggal 27 Maret 2017.

3. Membentuk Direktorat Risk sesuai dengan SK DIR No.024/SK-DIR/VII/2017 tanggal 07 Juli 2017 tentang Struktur Organisasi.

4. Menyusun Kamus Kompetensi PT. Bank MAYORA yang dituangkan dalam SK DIR No.025/SK-DIR/VIII/2017 tanggal 01 Agustus 2017.

Good Corporate Governance implementation at Bank MAYORA is done consistently and continuously to fulfill objectives, as follows:

1. To protect stakeholders’ interest;2. To direct Bank MAYORA towards balance

power of authority which is required to ensure business going concern and accountability to the stakeholders;

3. To provide strategic direction in supporting achievement of Company’s Vision, Mission and Values;

4. To avoid occurence of various risks, not limited only on reputation risk; and

5. To increase compliance with prevailing Law in banking industry.

As a guideline in implementing GCG, Bank MAYORA has formulated Corporate Governance Manual and Code of Corporate Governance and Compliance Chart. These tools aim to ensure that Bank MAYORA has implemented the principles of GCG in each of the Bank’s activity. Aside from formulating Corporate Governance Manual and Corporate Governance Guideline, Bank MAYORA is also trying to improve GCG through initiatives, as follows:

1. Established Quality Assurance Working Unit in every Directorate to improve compliance culture and prudent principles as formulated under Board of Directors Decree number 001/SK-DIR/I/2017 dated January 10, 2017 concerning PT Bank MAYORA Organization Structure.

2. Appointed Compliance & AML CFT Division Head according to Board of Directors Decree Number 087/SK-DIR/HC/II/2017 dated March 27, 2017.

3. Established Risk Directorate according to Board of Directors Decree Number 024/SK-DIR/VII/2017 dated July 7, 2017 concerning Organization Structure.

4. Formulated PT Bank MAYORA Competency Disctionary as stipulated under Board of Directors Decree Number 025/SK-DIR/VII/2017 dated August 1, 2017.

Purpose of Good Corporate Governance Implementation

Good Corporate Governance Roadmap

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5. Menyusun Pedoman dan Tata Tertib Kerja Direksi yang dituangkan dalam SK DIR No.044/SK-DIR/XII/2017 tanggal 29 Desember 2017 tentang Pedoman dan Tata Tertib Kerja Direksi.

Assessment Penerapan Tata Kelola Perusahaan Yang Baik

Bank MAYORA memiliki komitmen yang besar untuk terus meningkatkan kualitas penerapan Tata Kelola Perusahaan yang baik dengan berpedoman pada Peraturan Otoritas Jasa Keuangan No. 55/POJK.03/2016 tanggal 7 Desember 2016 dan Surat Edaran Otoritas Jasa Keuangan No. 13/SEOJK.03/2017 tanggal 17 Maret 2017, Bank MAYORA melakukan penilaian sendiri (self assessment) Tingkat Kesehatan Bank dengan Menggunakan Pendekatan Risiko (Risk Based Bank Rating) dimana salah satu faktor penilaiannya adalah Penerapan Tata Kelola yang baik.Pengukuran ini adalah untuk memastikan adanya peningkatan kualitas penerapan Tata Kelola yang baik secara berkesinambungan ke dalam proses bisnis. Penilaian (Assessment) tersebut dilakukan dalam rangka memperoleh gambaran mengenai kondisi penerapan Tata Kelola yang baik terhadap praktik terbaik di lingkungan Bank MAYORA serta mengidentifikasi bidang-bidang yang memerlukan perbaikan lebih lanjut.

Indikator dan Kriteria Penilaian Sendiri (Self Assessment) Penerapan Tata Kelola

Indikator dan kriteria penilaian sendiri (self assessment) Penerapan Tata Kelola didasarkan pada 11 (sebelas) aspek yang membangun penguatan Penerapan Tata Kelola antara lain:1. Pelaksanaan Tugas dan Tanggung Jawab Direksi;2. Pelaksanaan Tugas dan Tanggung Jawab Dewan

Komisaris;3. Kelengkapan dan Pelaksanaan Tugas Komite;4. Penanganan Benturan Kepentingan;5. Penerapan Fungsi Kepatuhan Bank;6. Penerapan Fungsi Audit Internal;7. Penerapan Fungsi Audit Eksternal;8. Penerapan Fungsi Manajemen Risiko termasuk

Sistem Pengendalian Internal;9. Penyediaan Dana Kepada Pihak Terkait (Related

Party) dan Penyediaan Dana Besar (Large Exposures);

10. Transparansi Kondisi Keuangan dan Non-Keuangan Bank, Laporan Pelaksanaan tata kelola dan Pelaporan Internal; dan

11. Rencana Strategis Bank.

5. Drafted Board of Directors Charter as stipulated under Board of Directors Decree Number 044/SK-DIR/XII/2017 dated December 29, 2017 concerning Board of Directors Charter.

Bank MAYORA has a great commitment to continuously improve good corporate governance implementation quality by referring to Financial Service Authority Regulation Number 55/POJK.03/2016 dated December 7, 2016 and Financial Service Authority Circular Letter Number 13/SEOJK.03/2017 dated March 17, 2017, Bank MAYORA conducted Risk-Based Bank Ratign Self-Assessment using Risk-Based approach where one of the assessment factor is Good Corporate Governance.The assessment aims to ensure improvement of Good Corporate Governance implementation quality in continuous basis into the business process. The assessment is done to generate illustration about Good Corporate Governance implementation condition to best practice in Bank MAYORA’s circumstances as well as to identify area of improvement.

Good Corporate Governance Self-Assessment Indicators and Criteria

The GCG assessment indicators and criteria of are based on 11 assessment aspects that established the GCG enforcement, among others:

1. Implementation of Duties and Responsibilities of the Board of Directors;

2. Implementation of Duties and Responsibilities of the Board of Commissioners;

3. Completion and implementation of duties of the Committees;

4. Conflict of Interest Handling;5. Implementation of the Bank’s Compliance

Function;6. Implementation of the Internal Audit Function;7. Implementation of the External Audit Function;8. Risk Management function including internal

control system;9. Fund provision to related parties and provision of

large exposures;10. Transparency of the Bank’s Financial and Non-

Financial conditions, report on the implementation of GCG and Internal Reporting;

11. The Bank’s Strategic Plans.

Good Corporate Governance Implementation Assessment

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Penilaian Sendiri (Self Assessment) Penerapan Tata Kelola

Hasil Penilaian Sendiri (Self Assessment) Penerapan Tata Kelola Posisi Desember 2017Corporate Governance Self-Assessmen Result as of December 2017 Position

Peringkat Rating

Definisi PeringkatRating Definition

Individual | Individual 2 (dua) | two Baik | Good

AnalisisAnalysis

Berdasarkan analisis Penilaian Sendiri (Self Assessment) penerapan Tata Kelola yang terdiri dari Struktur Tata Kelola (Governance Structure), Proses Tata Kelola (Governance Process), danHasil Tata Kelola (Governance Outcome) pada masing-masing faktor penilaian penerapan tata kelola, maka dapat disimpulkan bahwa:A. Struktur Tata Kelola (Governance Structure)

1. Pelaksanaan Tugas dan Tanggung Jawab Direksia. Komposisi anggota Direksi sudah sesuai dengan ketentuan Regulator. b. Anggota Direksi aktif mengikuti perkembangan terkini dan pelatihan terkait bidang perbankan / keuangan dan manajemen

risiko.c. Anggota Direksi memiliki kompetensi yang relevan dan senantiasa menjunjung tinggi nilai-nilai integritas, prinsip kehati-

hatian dan kejujuran. d. Pedoman dan tata tertib kerja Direksi dalam pelaksanaan etika kerja, waktu kerja dan rapat telah disesuaikan dengan

struktur organisasi yang berlaku. 2. Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris

a. Komposisi Dewan Komisaris sudah sesuai dengan ketentuan Regulator. b. Dewan Komisaris aktif mengikuti perkembangan terkini terkait bidang perbankan / keuangan.

3. Kelengkapan dan Pelaksanaan Tugas Komitea. Komposisi Komite Audit, Komite Pemantau Risiko dan Komite Remunerasi dan Nominasi sesuai dengan ketentuan

Regulator. 4. Penanganan Benturan Kepentingan

a. Bank memiliki pedoman dalam penanganan benturan kepentingan.5. Penerapan Fungsi Kepatuhan Bank

a. Satuan Kerja Kepatuhan memiliki jumlah karyawan yang memadai dengan dipimpin oleh seorang Kepala Divisi Kepatuhan.b. Pejabat di Satuan Kerja Kepatuhan telah memiliki sertifikat kompetensi bidang Kepatuhan Level Officer dan Level Manager

serta sertifikat kompetensi di bidang manajemen risiko level 2 dan level 3.6. Penerapan Fungsi Audit Intern

a. Bank telah menyediakan sumber daya SKAI yang cukup berkualitas. Saat ini 3 (tiga) Orang Pejabat SKAI telah memiliki sertifikat kompetensi audit internal Level Audit Supervisor.

7. Penerapan Fungsi Audit Eksterna. Penugasan akuntan publik dan kantor akuntan publik telah memenuhi aspek-aspek yang ditetapkan dan terdaftar di

Otoritas Jasa Keuangan.8. Penerapan Manajemen Risiko Termasuk Sistem Pengendalian Intern

a. Bank telah memiliki struktur organisasi yang memadai untuk mendukung penerapan manajemen risiko dan sistem pengendalian intern.

9. Penyediaan Dana Kepada Pihak Terkait (Related Party) dan Penyediaan Dana Besar (Large Exposure)a. Bank telah memiliki kebijakan, sistem dan prosedur tertulis yang memadai untuk penyediaan dana kepada pihak terkait

dan penyediaan dana besar, berikut monitoring dan penyelesaian masalahnya. Dilengkapi dengan Corporate Governance Manual sesuai SE No.15/SE-MJM/X/2015 dan SE No.08/SE-MJM/VI/2016 perihal Pedoman Tata Kelola Perusahaan (Corporate Governance).

10. Transparansi Kondisi Keuangan dan Non Keuangan, Laporan Pelaksanaan Tata Kelola dan Pelaporan Internala. Bank telah memiliki kebijakan dan prosedur mengenai tata cara pelaksanaan transparansi kondisi keuangan dan non-

keuangan. b. Pelaporan Internal Bank telah berlangsung dengan cukup lengkap dengan didukung oleh SIM yang cukup memadai.

11. Rencana Strategis Banka. Rencana Bisnis Bank disusun sesuai dengan visi dan misi Bank. b. Pemilik Bank berkomitmen penuh dalam mendukung rencana strategis Bank.

Berdasarkan analisis Penilaian Sendiri (self assessment) diatas, Struktur Tata Kelola (Governance Structure) sudah lengkap dan memadai.

Selama tahun 2017, Bank MAYORA telah melaksanakan penilaian sendiri (self assessment) Penerapan Tata Kelola menggunakan kriteria yang ditetapkan oleh OJK. Kesimpulan umum hasil penilaian sendiri (self assessment) penerapan Tata Kelola periode Desember 2017 adalah sebagai berikut :

Throughout 2017, Bank MAYORA had conducted Corporate Governance Self-Assessment using criteria applied by OJK. General Summary of the Governance self-assessment for December 2017 period is as follows:

Self-Assessment on the Corporate Governance Implementation

Based on the Corporate Governance Self-Assessment comprising of Governance Structure, Governance Process and Governance outcome in each governance implementation assessment factor, the summary is as follows:A. Governance Structure.1. Implementation of Duties and Responsibilities of the Board of Directors

a. Board of Directors membership composition has complied with provisions issued by the Regulator.b. Board of Directors members have actively followed current prgoress and training related to banking/financial and risk management

sectors.c. Board of Directors members have relevant competencies and always uphold integrity values, prudent principle and honesty.d. Board of Directors Charter has been adjusted with prevailing organizations tructure in the implementation of work ethics, working

schedule and meeting implementation.

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2. Implementation of Duties and Responsibilities of the Board of Commissionersa. Board of Commissioners composition has complied with provisions by the Regulator.b. Board of Commissioners have actively followed current progress related to banking/financial sector.

3. Completion and implementation of duties of the Committees;a. Compositions of the Audit Committee, Risk Monitoring Committee and Remuneration and Nomination Committee

have complied with provisions issued by the Regulator.4. Conflict of Interest Handling

a. Bank has a guideline for conflict of interest handling.5. Implementation of the Bank’s Compliance Function

a. Compliance Unit has sufficient number of employees and supervised by a Compliance Division Head.b. Executives in the Compliance Unit has competency certificate in Compliance for Officer and Manager Leves as well as

Level 2 and Level 3 competency certificate in risk management sector.6. Implementation of the Internal Audit Function

a. Bank has provided sufficient quality of Internal Audit presonnel. Currently, 3 Internal Audit Executives has hold Audit Supervisor Level internal Audit competency certificate.

7. Implementation of the External Audit Functiona. Assignment of the public accountant and public accountant firm have fulfilled aspects which are stipulated and

registered at Financial Service Authority.8. Risk Management function including internal control system

a. Bank has sufficient organization structure to support risk management and internal control system implementation.9. Fund provision to related parties and provision of large exposures

a. Bank has sufficient written policy, system and procedure for fund provision to related parties and large exposures, altogehter with the issues monitoring and settlement. Also completed with Corporate Governance Manual under Circular Letter Number 15/SE-MJM/X/2015 and Circular Letter Number 08/SE-MJM/VI/2016 regarding Code of Corporate Governance.

10. Transparency of the Bank’s Financial and Non-Financial conditions, report on the implementation of GCG and Internal Reportinga. Bank has already had policy and procedure regarding financial and non-financial condition transparency.b. Bank’s Internal Reporting has been implemented comprehensively supported by sufficient SIM.

11. The Bank’s Strategic Plans.a. Bank Business Plan shall be prepared according to the Bank’s vision and mission.b. Bank’s owner is fully committed to support Bank’s strategic plan.

Based on above Self-Assessment analysis, the Governance Structure has been complete and sufficient.

B. Proses Tata Kelola (Governance Process)1. Pelaksanaan Tugas dan Tanggung Jawab Direksi

a. Anggota Direksi telah menjalankan tugas dan tanggung jawabnya secara efektif dengan didukung oleh kebijakan serta sumber daya manusia yang memadai.

b. Direksi telah menindaklanjuti temuan dan rekomendasi audit dari SKAI, auditor eksternal, Otoritas Jasa Keuangan dan pengawasan otoritas lain.

2. Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisarisa.Pengawasan Dewan Komisaris atas pelaksanaan tugas dan tanggung jawab Direksi telah berjalan efektif.b. Masih terdapat keterlibatan Dewan Komisaris dalam pengambilan keputusan kredit.

3. Kelengkapan dan Pelaksanaan Tugas Komitea. Komite menyelenggarakan rapat secara rutin dan memberikan rekomendasi kepada Dewan Komisaris.

4. Penanganan Benturan Kepentingana. Bank tidak menghadapi benturan kepentingan.

5. Penerapan Fungsi Kepatuhan Banka. Pelaksanaan tugas dan tanggung jawab Direktur yang membawahkan Fungsi Kepatuhan dan Satuan Kerja Kepatuhan

berjalan sesuai dengan yang ditetapkan dalam ketentuan Regulator.6. Penerapan Fungsi Audit Intern

a. Fungsi audit intern telah diterapkan secara cukup efektif terhadap semua aspek kegiatan yang berlangsung.7. Penerapan Fungsi Audit Ekstern

a. Akuntan publik dan kantor akuntan publik yang ditunjuk, dapat bekerja secara independen serta memenuhi standar profesional akuntan publik dan perjanjian kerja serta ruang lingkup audit yang ditetapkan.

8. Penerapan Manajemen Risiko Termasuk Sistem Pengendalian Interna. Pelaksanaan tugas dan tanggung jawab Dewan Komisaris dan Direksi dalam rangka manajemen risiko dan sistem

pengendalian intern berjalan efektif. b. Masih terdapat kelemahan minor.

9. Penyediaan Dana Kepada Pihak Terkait (Related Party) dan Penyediaan Dana Besar (Large Exposure)a. Penyediaan dana kepada pihak terkait dan dalam jumlah besar telah sesuai dengan prinsip kehati-hatian. b. Penyediaan dana kepada pihak terkait selalu mendapat persetujuan dari Dewan Komisaris.

10. Transparansi Kondisi Keuangan dan Non Keuangan, Laporan Pelaksanaan Tata Kelola dan Pelaporan Internala. Bank telah melakukan transparansi kondisi keuangan dan non-keuangan kepada Pemangku Kepentingan dan Regulator

sesuai dengan ketentuan. 11. Rencana Strategis Bank

a. Direksi telah melaksanakan Rencana Bisnis Bank dengan cukup efektif dan Dewan Komisaris berperan aktif dalam melakukan pengawasan.

Berdasarkan analisis Penilaian Sendiri (Self Assessment) diatas, Proses Tata Kelola (Governance Process) sudah cukup efektif dengan di dukung oleh struktur dan infrastruktur yang cukup memadai.

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C. Hasil Tata Kelola (Governance outcome)1. Pelaksanaan Tugas dan Tanggung Jawab Direksi

a. Anggota Direksi secara berkelanjutan melakukan upaya untuk meningkatkan kompetensi karyawan. b. Anggota Direksi senantiasa mengkomunikasikan arahan dan kebijakan strategi Bank.c. Anggota Direksi senantiasa meningkatkan pengetahuan dan kompetensi dalam rangka mewujudkan pencapaian kinerja Bank.

2. Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisarisa. Dalam pelaksanaan tugas dan tanggung jawab yang dilakukan oleh Dewan Komisaris, tidak terdapat intervensi pemilik yang

menyebabkan kerugian Bank.3. Kelengkapan dan Pelaksanaan Tugas Komite

a. Hasil rapat dituangkan dalam risalah rapat dan didokumentasikan dengan baik. b. Masing-masing Komite telah memberikan rekomendasi sesuai tugasnya kepada Dewan Komisaris.

4. Penanganan Benturan Kepentingana. Bank tidak menghadapi benturan kepentingan.

5. Penerapan Fungsi Kepatuhan Banka. Penyampaian Laporan Pokok Pelaksanaan tugas Direktur yang membawahkan Fungsi Kepatuhan telah sesuai dengan ketentuan

Regulator. b. Bank telah membangun budaya kepatuhan dalam kegiatan operasional Bank agar kegiatan operasional Bank sesuai dengan

peraturan yang berlaku.c. Masih terdapat pelanggaran ketentuan yang menyebabkan Bank dikenakan sanksi denda.

6. Penerapan Fungsi Audit Interna. Tidak terdapat temuan audit berupa kejadian yang menimbulkan kerugian yang signifikan.

7. Penerapan Fungsi Audit Eksterna. Cakupan audit telah sesuai dengan ruang lingkup dan ketentuan yang berlaku.

8. Penerapan Manajemen Risiko Termasuk Sistem Pengendalian Interna. Penerapan manajemen risiko dan sistem pengendalian intern atas semua kegiatan Bank berjalan dengan efektif, tercermin dari

Profil Risiko Bank yang selalu terpelihara pada peringkat 2 (Low to Moderate).b. Dewan Komisaris dan Direksi telah melakukan pengawasan secara aktif terkait dengan pelaksanaan kebijakan dan strategi

penerapan manajemen risiko dan sistem pengendalian intern.9. Penyediaan Dana Kepada Pihak Terkait (Related Party) dan Penyediaan Dana Besar (Large Exposure)

a. Penyediaan dana kepada pihak terkait dan jumlah besar telah sesuai dengan ketentuan Regulator. 10. Transparansi Kondisi Keuangan dan Non Keuangan, Laporan Pelaksanaan Tata Kelola dan Pelaporan Internal

a. Laporan mengenai kondisi keuangan dan non-keuangan telah disampaikan secara transparan kepada Otoritas Jasa Keuangan dan Pemegang saham.

b. Laporan pelaksanaan tata kelola yang tercakup dalam Laporan Tahunan telah disajikan dalam situs web Bank secara tepat waktu.c. Penyelesaian pengaduan nasabah Bank telah dilaksanakan dengan baik.

11. Rencana Strategis Banka. Rencana strategis telah terealisasi dengan cukup baikb. Rencana strategis Bank didukung oleh infrastruktur yang cukup memadai

Berdasarkan analisis Penilaian Sendiri (Self Assessment) diatas, Hasil Tata Kelola (Governance Outcome) sudah berkualitas dan baik dengan didukung oleh struktur serta infrastruktur yang cukup memadai.

1. Implementation of Duties and Responsibilities of the Board of Directorsa. Board of Directors has implemented the duty and responsibility effectively supported by sufficient policy and human resources.b. The Board of Directors has followed-up audit findings and recommendation by SKAI, external auditor, Financial Service Authority

and supervision by other authorities.2. Implementation of Duties and Responsibilities of the Board of Commissioners

a. Board of Commissioners’ supervision on the Board of Directors’ duty and responsibility implementation have been effective.b. There is still involvement of the Board of Commissioners in loan approval process.

3. Completion and implementation of duties of the Committeesa. The Committees held meetings regularly and provided recommendation to the Board of Commissioners.

4. Conflict of Interest Handlinga. Bank did not experience any conflict of interest.

5. Implementation of the Bank’s Compliance Functiona. Implementation of duty and responsibility of Director who supervised Compliance Function and Compliance Unit as stipulated

in provisions issued by the Regulator.6. Implementation of the Internal Audit Function

a. Internal Audit Function has been implemented effectively in all ongoing activity aspects.7. Implementation of the External Audit Function

a. Appointed Public Accountant and Public Accountant Firm worked independently and fulfilled public accountant professional standard and stipulated working contract as well as audit scope.

8. Risk Management function including internal control systema. Implementation of Board of Commissioners and Board of Directors’ duty and responsibility as part of risk management and

internal control system have been implemented effectively.b. There were some minor weaknesses.

9. Fund provision to related parties and provision of large exposuresa. Fund provision to related parties and large exposures have complied with prudent principle.b. Fund provision to related parties always attached approval from the Board of Commissioners.

10. Transparency of the Bank’s Financial and Non-Financial conditions, report on the implementation of GCG and Internal Reportinga. Bank has implemented financial and non-financial condition to Stakeholders and Regulators based on the regulation.

11. The Bank’s Strategic Plansa. Board of Directors has implemented Bank Business Plan effectively and the Board of Commissioners had participated actively in

doing the supervision.Based on above Self-Assessment analysis, the Governance effectively and supported by sufficient structure and infrastructure.



172

1. Implementation of Duties and Responsibilities of the Board of Directorsa. Board of Directors members implemented programs to develop employees’ competency in continuous basis.b. Board of Directors members always communicated the Bank’s strategic direction and policy.c. Board of Directors members always developed training and competency to acheive Bank’s performance target.

2. Implementation of Duties and Responsibilities of the Board of Commissionersa. In the duty and responsibility implementation by the Board of Commissioners, without any intervention from owners which

may cause Bank’s loss.3. Completion and implementation of duties of the Committees

a. The meeting resolutions were disclosed in minute sof meeting and well-documented.b. Every Committe had submitted recommendation according to each duty to the Board of Commissioners.

4. Conflict of Interest Handlinga. Bank did not experience andy conflict of interest.

5. Implementation of the Bank’s Compliance Functiona. Submission of Duty Implementation Report of Director who supervised Compliance Function had complied with provisions

issued by the Regulator.b. Bank had established compliance culture in the Bank’s operational activity to ensure the Bank’s operation according to

pervailing Law.c. There were some violations against the regulation which caused the Bank was imposed by penalty sanction.

6. Implementation of the Internal Audit Functiona. There was no audit findings in form of event which caused signficant loss.

7. Implementation of the External Audit Functiona. Scope of audit had complied with prevailing scope and regulation.

8. Risk Management function including internal control systema. Implementation of risk management and internal control system over entire Bank’s activities had been carried out effectively,

as reflected from stable Risk Profile of the Bank at Rating 2 (Low to Moderate).b. The Board of Commissioners and Board of Directors had implemented monitoring actively related to implementation of risk

management and internal control system implementation policy and strategy.9. Fund provision to related parties and provision of large exposures

a. Fund provision to related parties and large expsoures had complied with provisions by the Regulator.10. Transparency of the Bank’s Financial and Non-Financial conditions, report on the implementation of GCG and Internal Reporting

a. Report on financial and non-financial condition had been submitted transparently to the Financial Service Authority and Shareholders.

b. Corporate governance Report is included in the Annual Report which had been presented in the Bank’s website on time.c. Bank’s customer complaint settlement had been implemented appropriately.

11. The Bank’s Strategic Plans.a. Bank’s Strategic Plan had been well implemented.b. Bank’s Business Plan was supported by sufficient infrastructure.

Based on above Self-Assessment Analysis, the Governance Outcome had been qualified and appropriate supported by sufficient structure and infrastructure.

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Rekomendasi dan Tindak Lanjut

Selama tahun 2017, Bank MAYORA memperoleh rekomendasi untuk meningkatkan implementasi Penerapan Tata Kelola di Bank MAYORA dan telah menindaklanjuti.

Peningkatan Kualitas Penerapan Tata Kelola Perusahaan

Penerapan tata kelola perusahaan yang baik berperan penting dalam menjaga kepercayaan dan memberikan nilai positif bagi perusahaan. Direksi dan Dewan Komisaris beserta seluruh manajemen, dan karyawan berkomitmen dalam mewujudkan sebuah organisasi yang transparan, akuntabel, bertanggung jawab, independen dan wajar. Dalam menerapkan tata kelola perusahaan, Bank MAYORA berpedoman pada peraturan-peraturan Otoritas Jasa Keuangan, Bank Indonesia dan praktik-praktik terbaik (best practices) di industri layanan perbankan.

Pembagian tugas dan tanggung jawab yang jelas antar unit kerja, Direksi & Dewan Komisaris Bank MAYORA serta adanya penerapan prinsip checker dan maker mencerminkan diterapkannya prinsip-prinsip kehati-hatian Bank. Sejalan dengan upaya Bank MAYORA untuk terus-menerus memperkuat struktur tata kelola perusahaan dan sesuai dengan perkembangan peraturan yang berlaku.

Bank MAYORA secara konsisten melakukan penilaian sendiri (self assessment) atas pelaksanaan tata kelola perusahaan, dimana pada tahun 2017 hasil self assessment tata kelola masuk ke kategori Peringkat 2 (baik). Atas komitmennya dalam penerapan tata kelola perusahaan, Bank MAYORA meraih penghargaan juara 3 kategori perusahaan perbankan swasta non Tbk dari Majalah Economic Review.

NoRekomendasiRecommendation

Tindak LanjutFollow Up

KeteranganDescription

1 Membentuk unit kerja Quality Assurance dalam rangka meningkatkan budaya kepatuhan dan prinsip-prinsip kehati-hatian Bank

To establish Quality Assurance unit to improve Bank’s compliance culture and produdent principle.

Merevisi Struktur Organisasi Bank MAYORA.

Revising Organization Structure of Bank MAYORA

Surat Keputusan Direksi No. 001/SK-DIR/I/2017 tanggal 10 Januari 2017 tentang Struktur Organisasi PT. Bank MAYORA.

Board of Directors Decree Number 001/SK-DIR/I/2017 dated January 10, 2017 concerning PT Bank MAYORA Organization Structure.

2 Membentuk Direktorat Risk sebagai rangka meningkatkan prinsip-prinsip kehati-hatian Bank khususnya dalam pemberian kredit dan Operasional Bank.

To establish Risk Directorate to improve Bank’s prudent principle especially in loan disbursement and Bank’s operation.

Merevisi Struktur Organisasi Bank MAYORA

Revising Organization Structure of Bank MAYORA

SK DIR No.024/SK-DIR/VII/2017 tanggal 07 Juli 2017 tentang Struktur Organisasi.

Board of Directors Decree Number 024/SK-DIR/VII/2017 dated July 7, 2017 concerning Organization Structure.

Throughout 2017, Bank MAYORA obtained recommendation to improve governance implementation at Bank MAYORA and had followed up, as follows:

Recommendation and Area of Improvement

Good corporate governance implementation has important role in maintaining and providing positive values for the Company. The Board of Directors and Board of Commissioners altogether with all management and employees are committed to establish a transparent, accountable, responsible, independent and fair organization. In implementing the corporate governance, Bank MAYORA refers to regulations issued by Financial Service Authority, Bank Indonesia and best practices in banking service industry.

Accountable division of duty and responsibility among working units, the Board of Directors and Board of Commissioners at Bank MAYORA as well as implementation of checker and maker principle reflected implementation of Bank’s prudent principle. In line with Bank MAYORA’s attempt to continuously strengthen the corporate governance structure and according to actual prevailing regulation.

Bank MAYORA also has consistently conducted self-assessment on corporate governance practice where in 2017 the corporate governance self-assessment result was classified at Rating 2 (good). For its commitment in corporate governance implementation, Bank MAYORA won the 3rd winner in non-listed private banking company category by Economic Review magazine.

Corporate Governance Implementation Quality Improvement

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Struktur Dan Mekanisme Tata Kelola

Struktur Tata Kelola Perusahaan

Sesuai Undang-Undang No. 40 Tahun 2007 tentang Perseroan Terbatas, struktur Tata Kelola Perusahaan Bank MAYORA terdiri dari organ utama perusahaan, yaitu : 1. Rapat Umum Pemegang Saham (RUPS) 2. Dewan Komisaris 3. Direksi Selain organ utama, Bank MAYORA juga memiliki organ pendukung, antara lain :1. Organ pendukung Dewan Komisaris

- Komite Audit- Komite Pemantau Risiko- Komite Remunerasi dan Nominasi

2. Organ pendukung Direksi- Komite di Bawah Direksi

• Asset & Liability Management Commitee (ALCO)

• Komite Pengarah Teknologi Informasi• Komite Manajemen Risiko• Komite Merchant EDC• Komite Image• Corporate Secretary & Legal

- Satuan Kerja Audit Intern- Satuan Kerja Kepatuhan- Satuan Kerja Manajemen Risiko

Struktur Tata Kelola Perusahaan yang berlaku di Bank MAYORA adalah sebagai berikut :

Struktur Tata Kelola Perusahaan tersebut diatas, telah menjalankan tugas dan tanggung jawabnya sesuai dengan ruang lingkup tugas dan fungsinya masing-masing berdasarkan ketentuan yang berlaku.

According to Law No. 40 Year 2007 on Limited Liability Company, the Corporate Governance structure of Bank MAYORA consists of the Company’s main organs, namely:1. General Meeting of Shareholders (GMS)2. Board of Commissioners3. Board of DirectorsBank MAYORA also has supporting structure, among others:1. Supporting structures under the Board of Commissioners

• Audit Committee• Risk Monitoring Committee• Remuneration and Nomination Committee

2. Supporting structures under the Board of Directors - Committees under the Board of Directors

• Asset & Liability Management Commitee (ALCO)

• Information Technology Steering Committee• Risk Management Committee• EDC Merchant Committee• Image Committee• Corporate Secretary & Legal

- Internal Audit Work Unit- Compliance Work Unit - Risk Management Work Unit

Prevailing Corporate Governance Structure at Bank MAYORA is illustrated below:

Above Corporate Governance Structure had carried out their duty and responsibilities based on each scope of duty and function according to prevailing regulation.

Corporate Governance Structure

Corporate Governance Structure And Mechanism

CommissionerCommittees

ExecutiveCommittees

AuditCommittee

• ALCO• Credit Committee• IT Committee• Risk Management

Committee• Image Committee• Merchant EDC Committee• Procurement Committee

RUPS

Board of Commissioners

Presiden Director

Compliance & HumanCapital Director

Director

Internal Audit Corporate Secretary& Legal

Secretary

Other Risk & Reporting

Human Capital

Compliance

Organ Utama | Main Function Garis Struktural | Direct Line

Organ Penunjang | Support Function Garis Monitoring/Laporan | Monitoring/Reporting Line

Risk MonitoringCommittee

Remuneration &Nomination Committee

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Mekanisme Tata Kelola

Mekanisme tata kelola atau governance mechanism merupakan mekanisme implementasi Penerapan Tata Kelola yang tercermin dalam sistem yang kuat. Implementasi Penerapan Tata Kelola tidak cukup hanya dengan berlandaskan pada pilar governance structure, melainkan dibutuhkan adanya aturan main yang jelas dalam bentuk mekanisme. Governance mechanism dapat diartikan sebagai aturan main, prosedur dan hubungan yang jelas antara pihak yang mengambil keputusan dengan pihak yang melakukan kontrol (pengawasan) terhadap keputusan tersebut.Untuk itu, dalam rangka mendukung penerapan Tata Kelola, Bank telah menyusun pedoman atau aturan tertulis yang memuat tentang kebijakan tertentu, praktik dan pengaturan-pengaturan lainnya yang mengatur perusahaan agar tetap sejalan dengan peraturan perundang-undangan yang berlaku, prinsip-prinsip korporasi yang sehat dan etika bisnis yang berlaku umum atau yang disebut sebagai soft structure Penerapan Tata Kelola.

Bank MAYORA menyadari, seiring dengan munculnya peraturan perundang-undangan baru dari regulator, maka soft structure Tata Kelola yang dimiliki harus ditinjau secara berkala agar komitmen untuk melakukan implementasi Tata Kelola di Bank MAYORA selalu sejalan dan tidak berbenturan dengan peraturan atau hukum positif yang berlaku dan terkait dengan tata kelola perusahaan pada saat ini.

Soft Structure Tata Kelola di Bank MAYORA terdiri dari, antara lain:

The corporate governance mechanism is GCG imple-mentation mechanism which is reflected in a strong system. GCG implementation is not enough just to be based on pillars of governance structure, it is neces-sary to have clear rules in the form of a mechanism. Governance mechanism can be defined as rules, pro-cedures and a clear relationship between the parties who took the decision with the parties who performed control (supervisory) over such decision.

Therefore, in order to support Governance implemen-tation, Bank has drafted written manual or regulation disclosing specific policy, practice and other regula-tions to govern the Company to be operated pursuant to the prevailing Law, healthy corporate principles and generally applied business ethics known as Gover-nance Implementation soft-structure.

Bank MAYORA realizes that in line with issuance of new regulation by the regulator, existing Governance soft-structure shall be reviewed regularly to ensure the commitment on Governance implementation at Bank MAYORA to be in line and not conflicting with the actual regulation and law and related to the corporate governance nowadays.

The Govenance Soft-Structure of Bank MAYORA are as follows:

Corporate Governance Mechanism

NoSoft Structure

Soft StructureTerakhir Dimuktahirkan

Last Update

1 Surat Edaran Manajemen No. 15/SE-MJM/X/2015 tanggal 07 Oktober 2015 Perihal Corporate Governance Manual.

Management Circular Letter Number 15/SE-MJM/X/2015 dated October 7, 2015 concerning Corporate Governance Manual.

07 Oktober 2015

2 Surat Edaran Manajemen No.08/SE-MJM/VI/2016 tanggal 02 Juni 2016 Perihal Pedoman Tata Kelola Perusahaan (Corporate Governance)

Management Circular Letter Number 08/SE-MJM/VI/2016 dated June 2, 2016 concerning Code of Corporate Governance.

02 Juni 2016

3 Surat Keputusan Direksi PT. Bank MAYORA No.044/SK-DIR/XII/2017 tanggal 29 Desember 2017 Tentang Pedoman dan Tata Tertib Kerja Direksi

PT Bank MAYORA Board of Directors Decree Number 044/SK-DIR/XII/2017 dated December 29, 2017 concerning Board of Directors Charter.

29 Desember 2017

4 Surat Keputusan Direksi PT. Bank MAYORA No.044A/SK-DIR/IX/2016 tanggal 16 September 2016 Tentang Pedoman dan Tata Tertib Kerja Dewan Komisaris

PT Bank MAYORA Board of Directors Decree Number 044A/SK-DIR/IX/2016 dated September 16, 2016 concerning Board of Commissioners Charter.

16 September 2016

5 Piagam Audit Intern (Internal Audit Charter)

Internal Audit Charter07 Oktober 2014

6 Surat Keputusan Direksi PT. Bank MAYORA No.048/SK-DIR/IX/2016 tanggal 20 September 2016 Tentang Keanggotaan Komite Audit

PT Bank MAYORA Board of Directors Decree Number 048/SK-DIR/IX/2016 dated September 20, 2016 concerning Audit Committee Membership.

20 September 2016

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Pemegang Saham Utama Dan Pemegang Saham Pengendali

Dari bagan di atas, PT Mayora Inti Utama yang memiliki 80,00% saham di Bank MAYORA merupakan Pemegang Saham utama dan pengendali di Bank MAYORA.

International Finance Corporation (IFC)

7 Surat Keputusan Direksi PT. Bank MAYORA No.051/SK-DIR/IX/2016 tanggal 20 September 2016 Tentang Pedoman dan Tata Tertib Komite Audit

PT Bank MAYORA Board of Directors Decree Number 051/SK-DIR/IX/2016 dated September 20, 2016 concerning Audit Committee Charter.

20 September 2016

8 Surat Keputusan Direksi PT. Bank MAYORA No.018/SK-DIR/V/2017 tanggal 17 Mei 2017 Tentang Keanggotaan Komite Pemantau Risiko

PT Bank MAYORA Board of Directors Decree Number 018/SK-DIR/V/2017 dated May 17, 2017 concerning Risk Monitoring Committee Membership.

17 Mei 2017

9 Surat Keputusan Direksi PT. Bank MAYORA No.052/SK-DIR/IX/2016 tanggal 20 September 2016 Tentang Pedoman dan Tata Tertib Komite Pemantau Risiko

PT Bank MAYORA Board of Directors Decree Number 052/SK-DIR/IX/2016 dated September 20, 2016 concerning Risk Monitoring Committee Charter.

20 September 2017

10 Surat Keputusan Direksi PT. Bank MAYORA No.050/SK-DIR/IX/2016 tanggal 20 September 2016 Tentang Keanggotaan Komite Remunerasi dan Nominasi.

PT Bank MAYORA Board of Directors Decree Number 050/SK-DIR/IX/2016 dated September 20, 2016 concerning Remuneration and Nomination Committee Membership.

20 September 2017

11 Surat Keputusan Direksi PT. Bank MAYORA No.053/SK-DIR/IX/2016 tanggal 20 September 2016 Tentang Pedoman dan Tata Tertib Komite Remunerasi dan Nominasi

PT Bank MAYORA Board of Directors Decree Number 053/SK-DIR/IX/2016 dated September 20, 2016 concerning Remuneration and Nomination Committee Charter.

20 September 2017

12 Surat Keputusan Direksi PT. Bank MAYORA No.025/SK-DIR/VIII/2017 tanggal 01 Agustus 2017 Tentang Kamus Kompetensi PT. Bank MAYORA

PT Bank MAYORA Board of Directors Decree Number 025/SK-DIR/VIII/2017 dated August 1, 2017 concerning PT Bank MAYORA Competency Dictionary.

01 Agustus 2017

From above chart, PT Mayora Inti Utama holds 80.00% shares ownership at Bank MAYORA and acts as majority and controlling shareholder of Bank MAYORA.

PT. MAYORA Inti Utama IFC

Controlling Line

Non-Controlling Line

80% 20%

Principal and Controlling Shareholders

NoSoft Structure

Soft StructureTerakhir Dimuktahirkan

Last Update

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Rapat Umum Pemegang Saham

Rapat Umum Pemegang Saham merupakan organ Perseroan yang memiliki wewenang tertinggi yang tidak diberikan kepada Direksi atau Dewan Komisaris dalam mengambil keputusan atas hal-hal utama dan strategis yang sangat mempengaruhi jalannya usaha.

Wewenang RUPS

1. Mengangkat dan memberhentikan Dewan Komisaris dan Direksi;

2. Menyetujui dan mengesahkan Laporan Tahunan dan Laporan Keuangan Tahunan Bank;

3. Menetapkan Remunerasi Dewan Komisaris dan Direksi;

4. Menetapkan penggunaan laba bersih Bank’5. Menunjuk Akuntan Publik dan Kantor Akuntan

Publik yang terdaftar untuk melakukan audit atas Laporan Keuangan.

6. Memberikan pelunasan dan pembebasan tanggung jawab sepenuhnya (acquit de charge) kepada anggota Direksi atas pengurusan dan Dewan Komisaris atas pengawasan yang telah dijalankan selama tahun buku lalu.

Tata Cara Pelaksanaan RUPS

1. RUPS diadakan di tempat kedudukan Perseroan.

2. RUPS diselenggatakan dengan melakukan pemanggilan terlebih dahulu kepada para pemegang saham dengan surat tercatat dan/atau dengan iklan dalam surat kabar.

3. Pemanggilan dilakukan paling lambat 25 (dua puluh lima) hari sebelum tanggal RUPS diadakan dengan tidak memperhitungkan tanggal panggilan dan tanggal RUPS diadakan.

4. Pemanggilan RUPS tidak diperlukan dalam hal semua pemegang saham hadir dan semua menyetujui agenda rapat dan keputusan disetujui dengan surat bulat.

5. RUPS dipimpin oleh Direktur Utama.6. Jika Direktur Utama tidak ada atau berhalangan

karena sebab apapun yang tidak perlu dibuktikan kepada pihak ketiga RUPS dipimpin oleh salah seorang anggota Direksi.

7. Dalam hal semua Direktur tidak ada atau berhalangan karena sebab apapun yang tidak perlu dibuktikan kepada pihak ketiga RUPS dipimpin oleh salah seorang anggota Dewan Komisaris.

8. Dalam hal semua anggota Dewan Komisaris tidak hadir atau berhalangan karena sebab apapun yang tidak perlu dibuktikan kepada pihak ketiga, RUPS dipimpin oleh seorang yang dipilih oleh dan diantara mereka yang hadir dalam rapat.

General Meetings of Shareholders is Company’s structure with the highest authority which is neither delegated to the Board of Directors or Board of Commissioners in taking decision over main and strategic aspects with significant impact on business operation.

GMS Authority

1. To appoint and dismiss Board of Commissioners and Board of Directors;

2. To approve and ratify Annual Report and Annual Financial Statemetns of the Bank;

3. To stipulate Board of Commissioners and Board of Directors remuneration;

4. To stipulate Bank’s net income allocation;5. To appoint registered Public Accountant and Public

Accountant Firm to audit Financial Statements;

6. To grant full responsibility dismissal and discharge (acquit et de charge) to the Board of Directors members over the managerial and Board of Commissioners over the supervisory activities done throughout previous fiscal year.

GMS Implementation Mechanism

1. GMS shall be implemented in the Company’s domicile.

2. GMS shall be implemented with advance invitation to the shareholders via registered mail and/or advertisement in the newspaper.

3. The invitation shall be delivered maximum 25 (twenty five) days before the GMS implementation date without calculating the GMS invitation and implementation date.

4. The GMS invitation is not required in the case of all shareholders attending and approving meeting agenda and resolutions which are fully approved.

5. GMS is chaired by President Director.6. If President Director is absence or failed to attend

due to any reason without necessity to be proven to third party, the GMS will be chaired by one of the Board of Directors members.

7. In the case of all Directors are absence or failed to attend due to any reason without necessity to be proven to third party, the GMS will be chaired by one of the Board of Commissioners members.

8. In the case of all of Board of Commissioners members failed to attend due to any reason without necessity to be proven to third party, the GMS will be chaired by any chairman appointed by and among the attending parties.

General Meetings of Shareholders

178



RUPS terdiri atas RUPS Tahunan dan RUPS Luar Biasa.

RUPS Tahunan wajib diselenggarakan 1 (satu) kali dalam setahun dalam jangka waktu paling lambat 6 (enam) bulan setelah tahun buku berakhir. RUPS Tahunan untuk mengesahkan beberapa agenda antara lain rencana kerja perusahaan, pengangkatan dan pemberhentian anggota Direksi dan Dewan Komisaris, penetapan auditor eksternal, tindakan korporasi yang membawa dampak signifikan termasuk penggunaan laba bersih dan menyetujui Laporan Tahunan termasuk pengesahan laporan keuangan serta laporan tugas pengawasan Dewan Komisaris.

Sedangkan RUPS Luar Biasa adalah RUPS lainnya dapat diselenggarakan setiap waktu berdasarkan kebutuhan untuk kepentingan perusahaan.

Pelaksanaan RUPS Tahun 2017

Sepanjang tahun 2017, Bank MAYORA menyelenggarakan RUPS sebanyak 1 (satu), yaitu 1 (satu) kali RUPS Tahunan. Ada pun agenda dan keputusan RUPS tersebut adalah sebagai berikut :

RUPS Tahunan

RUPS Tahunan tahun buku 2016 diselenggarakan pada :Hari : RabuTanggal : 21 Juni 2017Tempat : Jalan Tomang Raya Kav. 21-23 Jakarta Barat RUPS Tahunan dihadiri oleh :Dihadiri oleh : Hendrawan Atmadja (Direktur Utama PT. MAYORA Inti Utama) Azam Khan (Country Manager PT. International Finance Corporation)

Hasil keputusan RUPS Tahunan tertuang dalam Akta Pernyataan Keputusan Pemegang Saham No. 9, tanggal 3 Oktober 2017 di hadapan Dr. Irawan Soerodjo, SH., MSi, Notaris di Jakarta, dengan keputusan sebagai berikut:

GMS consists of Annual GMS and Extraordinary GMS.

Annual GMS shall be implemented 1 (one) time in a year with the latest terms maximum 6 (six) months after end of the fiscal year. Annual GMS is held to ratify several agendas, among others, Budget Plan, Board of Directors and Board of Commissioners members appointment and dismissal, stipulation of the external auditor, corporate action with significant impact including allocation of net income and approving Annual Report including ratification of the financial statements and Board of Commissioners supervisory duty report.

Meanwhile, Extraordinary GMS refers to other GMS which may be held anytime based on needs for the Company’s interests.

GMS Implementation 2017

Throughout 2017, Bank MAYORA held 1 (one) GMS, which was 1 (one) Annual GMS. The GMS agenda and resolutions are as follows:

Annual GMS

Annual GMS for Fiscal Year 2016 was held at:Day : WednesdayDate : June 21, 2017Location : Jalan Tomang Raya Kav. 21-23 West Jakarta The Annual GMS was attended by:

Attendees : Hendrawan Atmadja (President Director of PT Mayora Inti Utama)

Azam Khan (Country Manager of PT International Finance Corporation)

The Annual GMS resolutions were stipulated in Shareholders Resolution Deed Number 9, dated October 3, 2017 drafted before Dr. Irawan Soerodjo, SH., M.Si, Notary in Jakarta with resolutions, as follows:

AgendaAgenda

KeputusanResolution

RealisasiRealization

1. Menyetujui dan mengesahkan Laporan Tahunan Perseroan Tahun Buku 2016 yang antara lain meliputi Laporan Kegiatan Perseroan, Laporan Pengawasan Dewan Komisaris, dan Laporan Keuangan Tahun Buku 2016, serta memberikan pelunasan dan pembebasan tanggung jawab sepenuhnya (acquit et decharge) kepada anggota Direksi dan Dewan Komisaris Perseroan atas tindakan pengurusan dan pengawasan yang dilakukan dalam buku 2016, sepanjang tindakan-tindakan tersebut tercermin dalam Laporan Tahunan tersebut.

1. Approved and ratified Annual Report for Fiscal Year 2016 namely including Company’s Activity Report, Board of Commissioners Supervisory Report and Financial Statements Fiscal Year 2016, and granted full responsibility dismissal and discharge (acquit et decharge) to the Board of Directors and Board of Commissioners members for managerial and supervisory duties implemented during fiscal year 2016, as long those actions have been presented in the Annual Report.


1. Approved and ratified Annual Report for Fiscal Year 2016 namely including Company’s Activity Report, Board of Commissioners Supervisory Report and Financial Statements Fiscal Year 2016, and granted full responsibility dismissal and discharge (acquit et decharge) to the Board of Directors and Board of Commissioners members for managerial and supervisory duties implemented during fiscal year 2016, as long those actions have been presented in the Annual Report.

Sudah Direalisasikan

Had been Implemented

179



Realisasi Keputusan RUPS Tahun Sebelumnya

Hasil keputusan RUPS Tahunan tertuang dalam Akta Pernyataan Keputusan Pemegang Saham No. 127, tanggal 15 Agustus 2016 dihadapan Dr. Irawan Soerodjo, SH., MSi, Notaris di Jakarta, dengan keputusan sebagai berikut:

2. Menyetujui penggunaan laba bersih Perseroan Tahun Buku 2016 sebesar Rp 56.321.768.287,00 setelah dikurangi cadangan wajib sebesar Rp. 10.000.000,00 seluruhnya dibukukan sebagai laba ditahan untuk menambah modal Perseroan.

2. Approved allocation of Net Income for Fiscal Year 2016 amounted Rp56,321,768,287.00 net of mandatory reserves of Rp10,000,000.00 as retained earnings to add the Company’s capital.


2. Approved allocation of Net Income for Fiscal Year 2016 amounted Rp56,321,768,287.00 net of mandatory reserves of Rp10,000,000.00 to be fully booked as retained earnings to add the Company’s capital.



3. Menyetujui dan memberikan wewenang kepada Direksi Perseroan untuk menunjuk Kantor Akuntan Publik yang diangkat untuk melakukan audit atas laporan keuangan Perseroan Tahun Buku 2017 serta menetapkan jumlah honorariumnya.

3. Approved and delegated authority to the Board of Directors to appoint Public Accountant to audit Company’s Financial Statements Fiscal Year 2017 and stipulated amount of the honorarium.


3. Approved and delegated authority to the Board of Directors to appoint Public Accountant to audit Company’s Financial Statements Fiscal Year 2017 and stipulated amount of the honorarium.



4. Menyetujui dan memberikan wewenang sepenuhnya kepada Komisaris Utama Perseroan untuk menetapkan gaji/penghasilan dan tunjangan lain bagi para anggota Direksi, dan menetapkan honorarium dan tunjangan bagi Dewan Komisaris Perseroan.

4. Approved and granted full authority to the Presiden Director to stipulate salary/remuneration and other allowances for the Board of Directors, and stipulate honorarium and allowance for the Board of Commissioners.


5. Approved and granted full authority to the Presiden Director to stipulate salary/remuneration and other allowances for the Board of Directors, and stipulate honorarium and allowance for the Board of Commissioners.



In 2016, Bank MAYORA held 4 (four) GMS, which were 1 (one) Annual GMS and 3 (three) Extraordianry GMS. The GMS Resolutions are as follows:Annual GMS Held on:Date : August 10, 2016 Location : Jalan Tomang Raya Kav. 21-23 West JakartaAttendees : Hendrawan Atmadja (President Director of PT Mayora Inti Utama) Hendrawan Atmadja (Director of PT Mayora Dhana Utama) Sarvesh Suri (Country Manager of PT International Finance Corporation)

Realization of Previous Year’s GMS Resolutions

Resolutions of the Annual GMS are stipulated in the Deed of Shareholders No. 127, dated August 15, 2016, made by Dr. Irawan Soerodjo, SH., MSi, Notary in Jakarta, with the following resolutions:

Pada tahun 2016, Bank MAYORA menyelenggarakan RUPS sebanyak 4 (empat) kali, yaitu 1 (satu) kali RUPS Tahunan dan 3 (tiga) kali RUPS Luar Biasa. Adapun hasil dari RUPS tersebut adalah :RUPS Tahunan Diselenggarakan pada :Waktu : 10 Agustus 2016 Tempat : Jalan Tomang Raya Kav. 21-23 Jakarta BaratDihadiri oleh : Hendrawan Atmadja (Direktur Utama PT. MAYORA Inti Utama) Hendrawan Atmadja (Direktur PT. MAYORA Dhana Utama) Sarvesh Suri (Country Manager PT. International Finance Corporation)

AgendaAgenda

KeputusanResolution


180



AgendaAgenda

KeputusanResolution



1. Approving and ratifying the Company’s 2015 Annual Report which includes Activity Report of the Company, the Board of Commissioners Supervisory Report and the Financial statements of Financial Year 2014, as well as approving to grant full release and discharge to all obligations (acquit et decharge) to the entire members of the Board of Directors and the Board of Commissioners of the Company over the managerial and supervisory duties they have performed during the financial year of 2015, insofar as such actions are reflected in the Annual Report.


1. Approving and ratifying the Company’s 2015 Annual Report which includes Activity Report of the Company, the Board of Commissioners Supervisory Report and the Financial statements of Financial Year 2014, as well as approving to grant full release and discharge to all obligations (acquit et decharge) to the entire members of the Board of Directors and the Board of Commissioners of the Company over the managerial and supervisory duties they have performed during the financial year of 2015, insofar as such actions are reflected in the Annual Report.

Sudah DirealisasikanHad Been Implemented


2. Approving the utilization of the Company’s Net Profit for the financial year of 2015 amounting to Rp. 44,128,703,712, after deducting the statutory reserve amounting to Rp. 10,000,000, entirely recorded as retained earnings to increase the capital of the Company.


2. Approving the utilization of the Company’s Net Profit for the financial year of 2015 amounting to Rp. 44,128,703,712, after deducting the statutory reserve amounting to Rp. 10,000,000, entirely recorded as retained earnings to increase the capital of the Company.



3. Giving approval and authorizing the Board of Directors to appoint Public Accounting Firm to conduct audit of the Company’s 2015 Financial Report and to determine the honorarium.


3. Giving approval and authorizing the Board of Directors to appoint Public Accounting Firm to conduct audit of the Company’s 2015 Financial Report and to determine the honorarium.

Sudah DirealisasikanHad Been Implementedkan


4. Giving approval to and authorizing the President Commissioner to determine the salary/income and other benefits for the members of the Board of Directors, and to determine the honorarium and other benefits of the Board of Commissioners.


4. Giving approval to and authorizing the President Commissioner to determine the salary/income and other benefits for the members of the Board of Directors, and to determine the honorarium and other benefits of the Board of Commissioners.


181



RUPS Luar Biasa

1. Waktu : 19 Februari 2016Tempat : Jalan Tomang Raya Kav. 21-23 Jakarta Barat

Dihadiri oleh : Hendrawan Atmadja (Direktur Utama PT. MAYORA Inti Utama)Hendrawan Atmadja (Direktur PT. MAYORA Dhana Utama)Sarvesh Suri (Country Manager PT.International Finance Corporation)

Hasil keputusan RUPS Luar Biasa tertuang dalam Akta Pernyataan Keputusan Pemegang Saham No. 141, tanggal 20 Juni 2016 dihadapan Dr. Irawan Soerodjo, SH., MSi, Notaris di Jakarta, dengan keputusan sebagai berikut :

Resolutions of the Extraordinary GMS are stipulated in the Deed of Shareholders No. 141, datedJune 20, 2016, made by Dr. Irawan Soerodjo, SH., MSi, Notary in Jakarta, with the following resolutions:

Date : August 10, 2016 Location : Jalan Tomang Raya Kav. 21-23 West JakartaAttendees : Hendrawan Atmadja (President

Director of PT Mayora Inti Utama)Hendrawan Atmadja (Director of PT Mayora Dhana Utama)Sarvesh Suri (Country Manager of PT International Finance Corporation)

AgendaAgenda

KeputusanResolution


I. Mengangkat kembali seluruh anggota Dewan Komisaris Perseroan yang saat ini menjabat untuk periode masa jabatan yang baru selama 3 (tiga) Tahun, terhitung sejak tanggal dua puluh dua Pebruari dua ribu enam belas (22-2-2016) sampai dengan dua puluh dua Pebruari dua ribu sembilan belas (22-2-2019).

I. Reappointing the entire members of the Board of Commissioners who is currently serving for a new tenure period of 3 (three) years, commencing from February 22, 2016 until February 22, 2019.

I. Bahwa para pemegang saham Perseroan telah mengambil keputusan sebagaimana termaktub dalam Keputusan Para Pemegang Saham Perseroan, yang dibuat dibawah tangan, bermeterai cukup, tertanggal sembilan belas Pebruari dua ribu enam belas (19-2-2016) (selanjutnya disebut Keputusan 19 Pebruari 2016).

II. The Company’s shareholders have made a decision as stated in the Company’s Decision of the Shareholders, which are made under hand, sufficiently stamped, dated February 19, 2016 (hereinafter referred to as Resolutions February 19, 2016).

Sudah terealisasi, tertuang dalam Akta Pernyataan Keputusan Pemegang Saham No. 141, tanggal 20 Juni 2016 dihadapan Dr. Irawan Soerodjo, SH., MSi, Notaris di Jakarta.

Already realized as contained in the Deed of Statement of Shareholders’ Decision No. 141, dated June 20, 2016 before Dr. Irawan Soerodjo, SH.,MSi, Notary in Jakarta.

II. Mengangkat Nyonya Joys Djajanto dan Nyonya Rufina Tinawati Marianto, masing-masing selaku Komisaris Independen terhitung efektif sejak diperolehnya Penetapan Kelulusan Penilaian Kemampuan dan Kepatutan (Fit and Proper Test) dari Otoritas Jasa Keuangan (OJK) serta menetapkan pengangkatan tersebut dengan periode dan masa jabatan sampai dengan tanggal dua puluh dua Pebruari dua ribu sembilan belas (22-2-2019)

III. Appointing Mrs. Joys Djajanto and Mrs. Rufina Tinawati Marianto, respectively as Independent Commissioner effectively since obtaining Determination of the Fit and Proper Test Assessment from the Financial Services Authority (OJK) and determining the appointment with a period and tenure until February 22, 2019.

II. Bahwa Kep utusan 19 Februari 2016 telah mengambil keputusan tentang pengangkatan Nyonya Rufina Tinawati marianto selaku Komisaris Independen dan Nyonya Joys Djajanto selaku Komisaris Independen yang berlaku efektif jika dan sejak tanggal diperolehnya Penetapan Kelulusan Penilaian Kemampuan dan Kepatutan (Fit and Proper Test) dari Otoritas Jasa Keuangan.

II. The Resolutions February 19th, 2016 has made a decision on the appointment of Mrs. Rufina Tinawati Marianto as Independent Commissioner and Mrs. Joys Djajanto as Independent Commissioner which became effective if and since the date of obtaining the Determination of Fit and Proper Test Assessment from the Financial Services Authority.


Already realized as contained in the Deed of Statement of Shareholders’ Decision No. 141, dated June 20, 2016 before Dr. Irawan Soerodjo, SH.,MSi, Notary in Jakarta.

III. Menyatakan terhitung sejak tanggal terakhir ditandatanganinya Keputusan Sirkuler ini, susunan anggota Dewan Komisaris Perseroan adalah sebagai berikut :

- Komisaris Utama : Tuan Dharmawan Atmadja- Komisaris Independen : Tuan Taryadi Supangkat- Komisaris Independen : Tuan Timotius Adidjadja- Komisaris Independen : Nyonya Joys Djajanto- Komisaris Independen : Nyonya Rufina Tinawati MariantoDengan ketentuan pengangkatan Nyonya Joys Djajanto dan Nyonya Rufina Tinawati Marianto sebagai Komisaris Independen Perseroan, berlaku efektif jika dan sejak tanggal diperolehnya Penetapan Kelulusan Penilaian Kemampuan dan Kepatutan (Fit and Proper Test) dari Otoritas Jasa Keuangan (OJK).

Declaring after the date of the last signing of the Circular Resolutions, the Board of Commissioners of the Company are as follows:-President Commissioner: Mr. Dharmawan Atmadja-Independent Commissioner: Mr. Taryadi Supangkat-Independent Commissioner: Mr. Timotius Adidjadja-Independent Commissioner: Mrs. Joys Djajanto-Independent Commissioner: Mrs. Rufina Tinawati MariantoWith the provision of the appointment of Mrs. Joys Djajanto and Mrs. Rufina Tinawati Marianto as Independent Commissioner of the Company, effective if and since the date of obtaining Determination of the Fit and Proper Test Assessment by the Financial Services Authority (OJK).

III. Bahwa Otoritas Jasa Keuangan (untuk selanjutnya disebut “OJK”) telah menyetujui pengangkatan Nyonya Rufina Tinawati Marianto selaku Komisaris Independen sebagaimana ternyata dalam Surat Keputusan OJK, tertanggal tujuh Juni dua ribu enam belas (7-6-2016), nomor SR-88/D.03/2016, tentang Keputusan Uji Kemampuan dan Kepatutan (Fit and Proper Test) atas Pengangkatan Komisaris Independen Perseroan (untuk selanjutnya disebut Surat OJK)

III. The Financial Services Authority (hereinafter referred to as “OJK”) has approved the appointment of Mrs. Rufina Tinawati Marianto as Independent Commissioner as stated in OJK Decision Letter, dated June 7, 2016, No. SR-88/D.03/2016, on the Fit and Proper Test on the Appointment of Independent Commissioner of the Company (hereinafter referred to as OJK Letter).

Sudah terealisasi, tertuang dalam :- Akta Pernyataan

Keputusan Pemegang Saham No. 141, tanggal 20 Juni 2016 dihadapan Dr. Irawan Soerodjo, SH., MSi, Notaris di Jakarta.

- Surat Keputusan OJK Nomor SR-88/D.03/2016 tertanggal 7-6-2016.

Has been realized as stipulated on:- Has been realized,

stipulated in the Deed of Shareholders No. 141, dated June 20, 2016 made by Dr. Irawan Soerodjo, SH., MSi, Notary in Jakarta

- OJK Decision Letter No. SR-88/D.03/2016 dated June 6, 2016.

182



2. Waktu : 22 Agustus 2016Tempat : Jalan Tomang Raya Kav. 21-23 Jakarta BaratDihadiri oleh :Hendrawan Atmadja (Direktur Utama PT. MAYORA Inti Utama)

Hendrawan Atmadja (Direktur PT. MAYORA Dhana Utama) Sarvesh Suri (Country Manager PT. International Finance Corporation)

Hasil keputusan RUPS Luar Biasa tertuang dalam Akta Pernyataan Keputusan Pemegang Saham No. 173, tanggal 22 Agustus 2016 dihadapan Dr. Irawan Soerodjo, SH., MSi, Notaris di Jakarta,

IV. Memberi kuasa kepada Direksi Perseroan dengan hak substitusi, dikuasakan untuk menyatakan Keputusan Sirkuler ini dalam akta yang dibuat dihadapan notaris, baik setelah ditandatanganinya Keputusan Sirkuler ini maupun setelah memperoleh surat Penetapan Kelulusan Penilaian Kemampuan dan Kepatutan (Fit and Proper Test) dari Otoritas Jasa Keuangan (OJK) terkait Keputusan Sirkuler ini, yang selanjutnya memberitahukannya pada pejabat yang berwenang, serta melakukan semua dan setiap tindakan yang dianggap diperlukan sehubungan dengan keputusan tersebut sesuai dengan peraturan perundang-undangan yang berlaku.

IV. Authorizing the Board of Directors with the right of substitution, authorized to declare this Circular Resolutions in the deed made by a notary, either after the signing of this Circular Resolutions or after obtaining the Determination letter of the Fit and Proper Test Assessment from the Financial Services Authority (OJK) related to this Circular Resolutions, which in turn inform the competent authorities, and to take all and any measures deemed necessary in connection with the resolutions in accordance with the applicable law and regulations.

IV. Bahwa berdasarkan keputusan pertama Keputusan 19 Pebruari 2016, susunan Dewan Komisaris Perseroan yang efektif jabatannya terhitung sejak tanggal dua puluh dua Pebruari dua ribu enam belas (22-2-2016) sampai dengan tanggal dua puluh dua pebruari dua ribu sembilan belas (22-2-2019), telah dituangkan/dinyatakan sebelum diperolehnya Surat OJK dalam akta yang dibuat dihadapan saya, Notaris, tertanggal tujuh belas Maret dua ribu enam belas (17-3-2016) nomor 110.

IV. Based on the First Resolutions February 19th, 2016, the Composition of the Board of Directors which position is effective since the date of February 22, 2016 until the date of February 22, 2019, has been stipulated/ declared before obtaining the OJK Letter in deed made by a Notary, dated March 17, 2016, No. 110.


Already realized as contained in the Deed of Statement of Shareholders’ Decision No. 141, dated June 20, 2016, before Dr. Irawan Soerodjo, SH., MSi, Notary in Jakarta

V. Bahwa sehubungan dengan telah diperolehnya Penetapan Hasil Penilaian Kemampuan dan Kepatutan (Fit and Proper Test) dari OJK untuk Nyonya Rufina Tinawati Marianto sebagaimana ternyata dalam Surat OJK, maka susunan anggota Dewan Komisaris hendak dinyatakan kembali.

Menyatakan bahwa terhitung sejak terbitnya Surat Keputusan OJK sampai dengan tanggal dua puluh dua Pebruari dua ribu sembilan belas (22-2-2019), susunan anggota Dewan Komisaris Perseroan adalah sebagai berikut :

- Komisaris Utama : Tuan Dharmawan Atmadja- Komisaris Independen : Tuan Taryadi Supangkat- Komisaris Independen : Tuan Timotius Adidjadja- Komisaris Independen : Nyonya Rufina Tinawati

Marianto

In relation to the Determination of Fit and Proper Test Results of the OJK, for Mrs. Rufina Tinawati Marianto as stated in the OJK Letter, the composition of the Board of Commissioners about to be restated.Declaring that as of the issuance of OJK Decision Letter until February 22, 2019, the composition of the Board of Commissioners is as follows:

- President Commissioner: Mr. Dharmawan Atmadja- Independent Commissioner: Mr. Taryadi Supangkat- Independent Commissioner: Mr. Timotius Adidjadja- Independent Commissioner: Mrs. Rufina Tinawati

Marianto


Has been realized, stipulated in the Deed of Shareholders No. 141, dated June 20, 2016 made by Dr. Irawan Soerodjo, SH., MSi, Notary in Jakarta

2. Date : August 22, 2016 Location : Jalan Tomang Raya Kav. 21-23

West Jakarta Attendees : Hendrawan Atmadja (President

Director of PT Mayora Inti Utama) Hendrawan Atmadja (Director of

PT Mayora Dhana Utama) Sarvesh Suri (Country Manager of

PT International Finance Corporation)

Resolutions of the Extraordinary GMS are stipulated in the Deed of Shareholders No. 173, dated August 22, 2016, made by Dr. Irawan Soerodjo, SH., MSi, Notary in Jakarta, with the following resolutions:

AgendaAgenda

KeputusanResolution


183



dengan keputusan sebagai berikut :AgendaAgenda

KeputusanResolution


I. Mengangkat kembali seluruh anggota Dewan Komisaris Perseroan yang saat ini menjabat untuk periode masa jabatan yang baru selama 3 (tiga) Tahun, terhitung sejak tanggal dua puluh dua Pebruari dua ribu enam belas (22-2-2016) sampai dengan dua puluh dua Pebruari dua ribu sembilan belas (22-2-2019).

I. Reappointing the entire members of the Board of Commissioners who is currently serving for a new tenure period of 3 (three) years, commencing from February 22, 2016 until February 22, 2019.

I. Bahwa para pemegang saham Perseroan telah mengambil keputusan sebagaimana termaktub dalam Keputusan Para Pemegang Saham Perseroan, yang dibuat dibawah tangan, bermeterai cukup, tertanggal sembilan belas Pebruari dua ribu enam belas (19-2-2016) (selanjutnya disebut Keputusan 19 Pebruari 2016).

I. The Company’s shareholders have made a decision as stated in the Company’s Decision of the Shareholders, which are made under hand, sufficiently stamped, dated February 19, 2016 (hereinafter referred to as Resolutions February 19, 2016).


already realized as contained in the Deed of Statement of Shareholders’ Decision No. 173, dated August 22, 2016, before Dr. Irawan Soerodjo, SH., MSi, Notary in Jakarta.

II. Mengangkat Nyonya Joys Djajanto dan Nyonya Rufina Tinawati Marianto, masing-masing selaku Komisaris Independen terhitung efektif sejak diperolehnya Penetapan Kelulusan Penilaian Kemampuan dan Kepatutan (Fit and Proper Test) dari Otoritas Jasa Keuangan (OJK) serta menetapkan pengangkatan tersebut dengan periode dan masa jabatan sampai dengan tanggal dua puluh dua Pebruari dua ribu sembilan belas (22-2-2019)

II. Appointing Mrs. Joys Djajanto and Mrs. Rufina Tinawati Marianto, respectively as Independent Commissioner effectively since obtaining Determination of the Fit and Proper Test Assessment from the Financial Services Authority (OJK) and determining the appointment with a period and tenure until February 22, 2019.

II. Bahwa Keputusan 19 Februari 2016 telah mengambil keputusan tentang pengangkatan Nyonya Rufina Tinawati marianto selaku Komisaris Independen dan Nyonya Joys Djajanto selaku Komisaris Independen yang berlaku efektif jika dan sejak tanggal diperolehnya Penetapan Kelulusan Penilaian Kemampuan dan Kepatutan (Fit and Proper Test) dari Otoritas Jasa Keuangan.

II. The Resolutions February 19, 2016 has made a decision on the appointment of Mrs. Rufina Tinawati Marianto as Independent Commissioner and Mrs. Joys Djajanto as Independent Commissioner which became effective if and since the date of obtaining the Determination of Fit and Proper Test Assessment from the Financial Services Authority.


Has been realized, stipulated in the Deed of Shareholders No. 173, dated August 22, 2016 made by Dr. Irawan Soerodjo, SH., MSi, Notary in Jakarta.

III. Menyatakan terhitung sejak tanggal terakhir ditandatanganinya Keputusan Sirkuler ini, susunan anggota Dewan Komisaris Perseroan adalah sebagai berikut :

- Komisaris Utama : Tuan Dharmawan Atmadja- Komisaris Independen : Tuan Taryadi Supangkat- Komisaris Independen : Tuan Timotius Adidjadja- Komisaris Independen : Nyonya Joys Djajanto- Komisaris Independen : Nyonya Rufina Tinawati

MariantoDengan ketentuan pengangkatan Nyonya Joys Djajanto dan Nyonya Rufina Tinawati Marianto sebagai Komisaris Independen Perseroan, berlaku efektif jika dan sejak tanggal diperolehnya Penetapan Kelulusan Penilaian Kemampuan dan Kepatutan (Fit and Proper Test) dari Otoritas Jasa Keuangan (OJK).

Declaring after the date of the last signing of the Circular Resolutions, the Board of Commissioners of the Company are as follows:- President Commissioner: Mr. Dharmawan

Atmadja - Independent Commissioner: Mr. Taryadi

Supangkat- Independent Commissioner: Tuan Timotius

Adidjadja- Independent Commissioner: Mrs. Joys Djajanto- Independent Commissioner: Mrs. Rufina

Tinawati Marianto

With the provision of the appointment of Mrs. Joys Djajanto and Mrs. Rufina Tinawati Marianto as Independent Commissioner of the Company, effective if and since the date of obtaining Determination of the Fit and Proper Test Assessment by the Financial Services Authority (OJK).

III. Bahwa Otoritas Jasa Keuangan (untuk selanjutnya disebut “OJK”) telah menyetujui pengangkatan Nyonya Rufina Tinawati Marianto selaku Komisaris Independen sebagaimana ternyata dalam Surat Keputusan OJK, tertanggal tujuh Juni dua ribu enam belas (7-6-2016), nomor SR-88/D.03/2016, tentang Keputusan Uji Kemampuan dan Kepatutan (Fit and Proper Test) atas Pengangkatan Komisaris Independen Perseroan (untuk selanjutnya disebut Surat OJK)

III. The Financial Services Authority (hereinafter referred to as “OJK”) has approved the appointment of Mrs. Joys Djajanto as Independent Commissioner as stated in OJK Decision Letter, dated August 2, 2016, No. SR-152/D.03/2016, on the Fit and Proper Test on the Appointment of Independent Commissioner of the Company (hereinafter referred to as OJK Letter).

Sudah terealisasi, tertuang dalam :- Akta Pernyataan

Keputusan Pemegang Saham No. 141, tanggal 20 Juni 2016 dihadapan Dr. Irawan Soerodjo, SH., MSi, Notaris di Jakarta.

- Surat Keputusan OJK Nomor SR-8 8 / D . 0 3 / 2 0 1 6 tertanggal 7-6-2016.

Has been realized as stipulated on:

- Has been realized, stipulated in the Deed of Shareholders No. 173, dated August 22, 2016 made by Dr. Irawan Soerodjo, SH., MSi, Notary in Jakarta

- OJK Decision Letter No. SR-152/D.03/2016 dated August 9, 2016.

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I. Memberi kuasa kepada Direksi Perseroan dengan hak substitusi, dikuasakan untuk menyatakan Keputusan Sirkuler ini dalam akta yang dibuat dihadapan notaris, baik setelah ditandatanganinya Keputusan Sirkuler ini maupun setelah memperoleh surat Penetapan Kelulusan Penilaian Kemampuan dan Kepatutan (Fit and Proper Test) dari Otoritas Jasa Keuangan (OJK) terkait Keputusan Sirkuler ini, yang selanjutnya memberitahukannya pada pejabat yang berwenang, serta melakukan semua dan setiap tindakan yang dianggap diperlukan sehubungan dengan keputusan tersebut sesuai dengan peraturan perundang-undangan yang berlaku.

II. Authorizing the Board of Directors with the right of substitution, authorized to declare this Circular Resolutions in the deed made by a notary, either after the signing of this Circular Resolutions or after obtaining the Determination letter of the Fit and Proper Test Assessment from the Financial Services Authority (OJK) related to this Circular Resolutions, which in turn inform the competent authorities, and to take all and any measures deemed necessary in connection with the resolutions in accordance with the applicable law and regulations.

IV. Bahwa berdasarkan keputusan pertama Keputusan 19 Pebruari 2016, susunan Dewan Komisaris Perseroan yang efektif jabatannya terhitung sejak tanggal dua puluh dua Pebruari dua ribu enam belas (22-2-2016) sampai dengan tanggal dua puluh dua pebruari dua ribu sembilan belas (22-2-2019), telah dituangkan/dinyatakan sebelum diperolehnya Surat OJK dalam akta yang dibuat dihadapan saya, Notaris, tertanggal tujuh belas Maret dua ribu enam belas (17-3-2016) nomor 110.

IV. Based on the First Resolutions February 19th, 2016, the Composition of the Board of Directors which position is effective since the date of February 22, 2016 until the date of February 22, 2019, has been stipulated/ declared before obtaining the OJK Letter in deed made by a Notary, dated March 17, 2016, No. 110.


Already realized as contained in the Deed of Statement of Shareholders’ Decision No. 173, dated August 22, 2016, before Dr. Irawan Soerodjo, SH., MSi, Notary in Jakarta.

V. Bahwa sehubungan dengan telah diperolehnya Penetapan Hasil Penilaian Kemampuan dan Kepatutan (Fit and Proper Test) dari OJK untuk Nyonya Rufina Tinawati Marianto sebagaimana ternyata dalam Surat OJK, maka susunan anggota Dewan Komisaris hendak dinyatakan kembali.

Menyatakan bahwa terhitung sejak terbitnya Surat Keputusan OJK sampai dengan tanggal dua puluh dua Pebruari dua ribu sembilan belas (22-2-2019), susunan anggota Dewan Komisaris Perseroan adalah sebagai berikut :- Komisaris Utama : Tuan Dharmawan Atmadja- Komisaris Independen : Tuan Taryadi

Supangkat- Komisaris Independen : Tuan Timotius

Adidjadja- Komisaris Independen : Nyonya Rufina

Tinawati Marianto

In relation to the Determination of Fit and Proper Test Results of the OJK, for Mrs. Joys Djajanto as stated in the OJK Letter, the composition of the Board of Commissioners about to be restated.Declaring that as of the issuance of OJK Decision Letter until February 22, 2019, the composition of the Board of Commissioners is as follows:

- President Commissioner: Mr. Dharmawan Atmadja

- Independent Commissioner: Mr. Taryadi Supangkat

- Independent Commissioner: Mr. Timotius Adidjadja

- Independent Commissioner: Mrs. Rufina Tinawati Marianto

- Independent Commissioner: Mrs. Joys Djajanto


Has been realized, stipulated in the Deed of Shareholders No. 173, dated August 22, 2016 made by Dr. Irawan Soerodjo, SH., MSi, Notary in Jakarta

AgendaAgenda

KeputusanResolution


185



Hasil keputusan RUPS Luar Biasa tertuang dalam Akta Pernyataan Keputusan Pemegang Saham No. 128, tanggal 15 Agustus 2016 dihadapan Dr. Irawan Soerodjo, SH., MSi, Notaris di Jakarta, dengan keputusan sebagai berikut :

3. Date : August 10, 2016 Place : Jalan Tomang Raya Kav. 21-23 West Jakarta Attendees : Hendrawan Atmadja (President Director of PT Mayora Inti Utama) Hendrawan Atmadja (Director of PT Mayora Dhana Utama) Sarvesh Suri (Country Manager of PT International Finance Corporation)

Resolutions of the Extraordinary GMS are stipulated in the Deed of Shareholders No. 128, dated August 15th, 2016, made by Dr. Irawan Soerodjo, SH., MSi, Notary in Jakarta, with the following resolutions:

AgendaAgenda

KeputusanResolution


Menyetujui pengalihan saham dalam Perseroan dengan cara menjual seluruh saham-saham dalam Perseroan yang dimiliki oleh PT. MAYORA Dhana Utama kepada PT. MAYORA Inti Utama sebanyak 650.000 (enam ratus lima puluh ribu) saham.Sehingga setelah pengalihan saham tersebut dilakukan maka susunan para pemegang saham Perseroan menjadi sebagai berikut :a. PT. MAYORA Inti Utama, pemegang sejumlah

676.313.152 (enam ratus tujuh puluh enam juta tiga ratus tiga belas ribu seratus lima puluh dua) saham.

b. International Finance Corporation, pemegang sejumlah 169.078.288 (seratus enam puluh sembilan juta tujuh puluh delapan ribu dua ratus delapan puluh delapan) saham

Approving the transfer of shares of the Company by selling the entire shares in the Company owned by PT. MAYORA Dhana Utama to PT. MAYORA Inti Utama as many as 650,000 shares.Thus, after the transfer of shares is carried out, the composition of the Company’s shareholders is as follows:a. PT. MAYORA Inti Utama, a shareholder with 676,313,152

shares.b. International Finance Corporation, a shareholder with

169,078,288 shares

Menyetujui pengalihan saham dalam Perseroan dengan cara menjual seluruh saham-saham dalam Perseroan yang dimiliki oleh PT. MAYORA Dhana Utama kepada PT. MAYORA Inti Utama sebanyak 650.000 (enam ratus lima puluh ribu) saham.Sehingga setelah pengalihan saham tersebut dilakukan maka susunan para pemegang saham Perseroan menjadi sebagai berikut :a. PT. MAYORA Inti Utama, pemegang sejumlah

676.313.152 (enam ratus tujuh puluh enam juta tiga ratus tiga belas ribu seratus lima puluh dua) saham.

b. International Finance Corporation, pemegang sejumlah 169.078.288 (seratus enam puluh sembilan juta tujuh puluh delapan ribu dua ratus delapan puluh delapan) saham

Approving the transfer of shares of the Company by selling the entire shares in the Company owned by PT. MAYORA Dhana Utama to PT. MAYORA Inti Utama as many as 650,000 shares.Thus, after the transfer of shares is carried out, the composition of the Company’s shareholders is as follows:a. PT. MAYORA Inti Utama, a shareholder with

676,313,152 shares.b. International Finance Corporation, a

shareholder with 169,078,288 shares.

Sudah terealisasi, tertuang dalam :- Akta Pernyataan Keputusan

Pemegang Saham No. 128, tanggal 15 Agustus 2016 dihadapan Dr. Irawan Soerodjo, SH., MSi, Notaris di Jakarta.

- Akta Jual Beli No. 129, tanggal 15 Agustus 2016 dihadapan Dr. Irawan Soerodjo, SH., MSi, Notaris di Jakarta.

Had been realized as stipulated in:- Has been realized,

stipulated in the Deed of Shareholders No. 128, dated August 15, 2016 made by Dr. Irawan Soerodjo, SH., MSi, Notary in Jakarta

- Deed of Sale & Purchase No. 129, dated August 15, 2016 made by. Irawan Soerodjo, SH., MSi, Notary in Jakarta.

3. Waktu : 10 Agustus 2016Tempat : Jalan Tomang Raya Kav. 21-23 Jakarta BaratDihadiri oleh : Hendrawan Atmadja (Direktur Utama PT. MAYORA Inti Utama) Hendrawan Atmadja (Direktur PT. MAYORA Dhana Utama) Sarvesh Suri (Country Manager PT. International Finance Corporation)

186



Dewan Komisaris

Dewan Komisaris merupakan organ perusahaan yang bertugas melakukan pengawasan secara umum dan/atau khusus sesuai dengan Anggaran Dasar, memastikan terselenggaranya pelaksanaan Tata Kelola Perusahaan yang Baik dalam setiap kegiatan usaha Bank serta mengarahkan, memantau, dan mengevaluasi pelaksanaan kebijakan strategis Bank serta memberi nasihat kepada Direksi.

Pedoman dan Tata Tertib Kerja Dewan Komisaris

Pedoman dan Tata Tertib kerja Dewan Komisaris diatur dalam Surat Keputusan Direksi No. 044A/SK-DIR/IX/2016 tanggal 16 September 2016 tentang Pedoman dan Tata Tertib Kerja Dewan Komisaris. Pedoman dan Tata Tertib kerja Dewan Komisaris memuat antara lain:

1. Tugas dan tanggung jawab2. Rapat3. Pembagian kerja4. Komite-komite5. Lain-lain6. Penutup

Selain berpegang pada pedoman dan tata tertib kerja, Dewan Komisaris dalam menjalankan tugas dan tanggung jawabnya juga berpegang pada Kode Etik Dewan Komisaris, sebagai berikut:1. Tidak menerima imbalan atas rekomendasi yang

diberikan kepada Direksi.2. Tidak terlibat dalam kegiatan-kegiatan yang

melanggar peraturan perundang-undangan yang berlaku.

3. Tidak mengambil keuntungan atau memanfaatkan Bank baik untuk kepentingan pribadi, keluarga, maupun pihak lain.

4. Tidak mengambil dan/atau menerima keuntungan pribadi dari Bank selain remunerasi dan fasilitas lain yang ditetapkan dalam RUPS.

5. Tidak turut serta melakukan pengambilan keputusan operasional selain hal-hal yang telah ditentukan dalam Anggaran Dasar, Corporate Governance Manual, serta peraturan perundang-undangan yang berlaku.

6. Tidak membocorkan informasi rahasia atau data Bank yang diperoleh saat menjabat.

7. Tidak mengambil keputusan/tindakan tertentu di luar batas risiko dan wewenang yang ditentukan maupun kebijakan internal serta peraturan perundang undangan yang berlaku.

8. Tidak menganjurkan manajemen untuk melakukan hal-hal ilegal seperti manipulasi laporan keuangan, fraud, money laundering, insider trading, penipuan, penyuapan, atau korupsi.

9. Tidak melanggar kode etik lainnya sebagaimana tercantum dalam Pedoman Kode Etik Bank.


Board of Commissioners is an important instrument tasked to conduct general and/or specific oversight based on the Articles of Association, ensure the implementation of Good Corporate Governance (GCG) in each of the Company’s business operations, and direct, monitor, evaluate the implementation of the Bank’s strategic policies as well as advising the Board of Directors.

Board of Comissioners Charter

Board Charter is regulated in the Board of Directors Decision Decree Number 044A/SK-DIR/IX/2016 dated September 16, 2016 concerning Board Charter. The Board Charter consists of:

1. Duties and responsibilities.2. Meetings.3. Work Division.4. Authority of the Board of Directors5. Other matters.6. Closing.

Aside from referring to the Charter, the Board of Commissioners in the implementation of its duties and responsibilities also adheres to the Board of Commissioners Code of Ethics described as follows:1. Not to receive payment for providing

recommendation to the Board of Directors.2. Not involved in activities that violate any law and

regulations.

3. Not taking advantage or utilize the Bank for personal benefit, for the benefit of family or relatives, or other parties.

4. Not taking and/or accepting personal benefit from the Bank other than remuneration and other facilities approved by GMS.

5. Not taking part in operational decisions on matters decided in the Articles of Association, Corporate Governance Manual and statutory requirements.

6. Not leaking any confidential information or Bank data while holding the position.

7. Not making any certain decision outside of risk limit or authority, as well as outside the internal policy and statutory requirements.

8. Not advising the management to take illegal actions such as manipulation of financial statements, fraud, money laundering, insider trading, bribery or corruption.

9. Not to breach any code of ethics as described in the Bank’s Code of Ethics.

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Jumlah Dan Komposisi Dewan Komisaris

Jumlah anggota Dewan Komisaris minimum adalah 3 (tiga) orang atau maksimum sama dengan jumlah anggota Direksi. Jumlah anggota Dewan Komisaris disusun sedemikian rupa sehingga memungkinkan Dewan Komisaris untuk melaksanakan tugas dan kewenangannya secara efektif dan independen.

Jumlah dan komposisi Dewan Komisaris disesuaikan dengan bisnis, kompleksitas Bank dan memungkinkan pengambilan keputusan secara tepat dan cepat. Per tanggal 31 Desember 2017, anggota Dewan Komisaris Bank MAYORA berjumlah 5 (lima) orang, dengan komposisi sebagai berikut:

Pembagian Kerja Dewan Komisaris

1. Komisaris Utama : Dharmawan Atmadjaa. Ketua Dewan Komisaris;b. Memimpin rapat Dewan Komisaris;c. Mengawasi bidang bisnis kredit, treasury, trade finance & bisnis valuta asing;d. Alternate :

1.Rufina Tinawati Marianto ( bidang bisnis kredit dan trade finance & bisnis valas )

2.Taryadi Supangkat ( bidang treasury )

2. Komisaris Independen I : Timotius Adidjajaa. Ketua Komite Audit; Mengawasi bidang audit,

kepatuhan, sistem & prosedur, human capital, general affairs;

Board of Commissioners Number and Composition

The minimum number of members of the Board of Commissioners is 3 (three), and the maximum number is equal with the number of members of the Board of Directors. Number of members of the Board of Commissioners is structured in such a way that the Board of Commissioners can conduct its duties and responsibilities effectively and independently.

The number and composition of the Board of Commissioners is tailored with the business, the complexity of the Bank and enable decision making to be accurate and quick. As of December 31, 2017, members of the Board of Commissioners of Bank MAYORA comprises 5 (five) people with the following composition:

NamaName

JabatanPosition

Keputusan RUPSGMS Resolutions

Persetujuan BI/OJKBI/OJK Approval

Masa JabatanTerm of services

Dharmawan Atmadja Komisaris Utama Salinan Akta No. 173 tanggal 22 Agustus 2016

19 Desember 2000 s/d 19 Februari 2019

Timotius Adidjaja Komisaris Independen

Salinan Akta No. 173 tanggal 22 Agustus 2016

18 Februari 2008 s/d 19 Februari 2019

Taryadi Supangkat Komisaris Independen


28 Agustus 2007 s/d 19 Februari 2019

Rufina Tinawati Marianto

Komisaris Independen


07 Juni 2016 s/d 19 Februari 2019

Joys Djajanto Komisaris Independen


09 Agustus 2016 s/d 19 Februari 2019

Dharmawan Atmadja President Commissioner


19 December 2000 until 19 February 2019

Timotius Adidjaja Independent Commissioner


18 February 2008 until 19 February 2019

Taryadi Supangkat Independent Commissioner


28 August 2007 until 19 February 2019


Independent Commissioner


07 June 2016 until 19 February 2019

Joys Djajanto Independent Commissioner


09 August 2016 until 19 February 2019

Board of Commissioners’ Division of Duty

1. President Commissioner: Dharmawan Atmadjaa. Chairman of the Board of Commissioners;b. Lead the Board of Commissioners meetings;c. Supervise credit, treasury, trade finance &

foreign exchange business;d. Alternate :

1. Rufina Tinawati Marianto (credit and tradefinance & foreign exchange business)

2. Taryadi Supangkat (treasury)

2. Independent Commissioner I: Timotius Adidjajaa. Chairman or the Audit Comittee ; Supervise

audit, compliance, system & procedure, human capital, general affairs;

188



b. Alternate : 1. Taryadi Supangkat

(bidang general affairs)2. Joys Djajanto (bidang human capital,

sistem & prosedur)3. Rufina Tinawati Marianto

(bidang audit)4. Dharmawan Atmadja

(bidang kepatuhan)

3. Komisaris Independen II : Taryadi Supangkata. Ketua Komite Remunerasi dan Nominasi;b. Mengawasi bidang operasional cabang,

Accounting & MIS, finance, control & reporting, IT & E-Banking;

c. Alternate: 1. Joys Djajanto (bidang operasional

cabang, Accounting & MIS, finance, control & reporting )

2. Dharmawan Atmadja ( bidang IT & E-Banking )

4. Komisaris Independen III : Joys Djajantoa. Ketua Komite Pemantau Risiko;b. Mengawasi bidang manajemen risiko;c. Alternate : Taryadi Supangkat.

5. Komisaris Independen IV : Rufina Tinawati Mariantoa. Mengawasi bidang operasional kredit;b. Alternate : Timotius Adidjaja

Seluruh anggota Dewan Komisaris mengawasi bidang Corporate Planning, Corporate Communication & Qualitiy Management, Corporate Secretary & Legal, Product Development.

Independensi Dewan Komisaris

Dalam menjalankan fungsinya, Dewan Komisaris bersikap independen dan bebas dari kepentingan pihak tertentu. Independensi anggota Dewan Komisaris Bank MAYORA dapat dilihat dari aspek berikut :

1. Kepemilikan Saham Dewan Komisaris

Anggota Dewan Komisaris Bank diwajibkan untuk mengungkapkan kepemilikan sahamnya, baik di Bank MAYORA maupun pada bank atau perusahaan lain yang berkedudukan di dalam dan di luar negeri dalam suatu laporan yang harus diperbaharui setiap tahunnya.

Menurut ketentuan OJK, anggota Dewan Komisaris baik secara sendiri-sendiri atau bersama-sama dilarang memiliki saham melebihi 25% dari modal disetor pada suatu perusahaan lain.

b. Alternate :1. Taryadi Supangkat (general affairs)

2. Joys Djajanto (human capital, system & procedure

3. Rufina Tinawati Marianto (audit)

4. Dharmawan Atmadja (compliance)

3. Independent Commissioner II : Taryadi Supangkata. Chairman of Remuneration & Nominantion

Committee.b. Supervise branch operations, Accounting

& MIS, finance, control & reporting, IT &c. E-Banking;

1. Joys Djajanto (branch operations,Accounting & MIS, finance, control &reporting)

2. Dharmawan Atmadja

4. Independent Commissioner III : Joys Djajantoa. Chairman of the Risk Comitteeb. Supervise risk management;c. Alternate : Taryadi Supangkat

5. Independent Commissioner IV : Rufina Tinawati Mariantoa. Supervise credit operations;b. Alternate : Timotius Adidjaja

All members of the Board of Commissioners supervise corporate planning, corporate communication & quality management, corporate secretary & legal, product development.

Board of Directors Independency

In carrying out its function, the Board of Commissioners shall act independently and free from any interest. Independency of Bank MAYORA’s Board of Directors is at least explained in following aspect:

Board of Commissioners Shares Ownership

The Bank’s Board of Directors members are regulated to disclose their shares ownership both at Bank MAYORA and other banks or companies located domestic or overseas in a report which shall be updated every year.

According to OJK Regulation, both individually and collectively, the Board of Commissioners members are prohibited to own more than 25% of paid-in capital in other companies.

189



Ket : Kepemilikan saham Komisaris Utama, Dharmawan Atmadja, sebagai berikut :

2. Rangkap Jabatan

Dalam rangka penerapan prinsip Transparansi dan Profesionalisme (termasuk independensi) dalam penerapan Tata Kelola, seluruh anggota Dewan Komisaris telah mengungkapkan rangkap jabatannya, sebagaimana tabel berikut:

Kepemilikan Saham Dewan KomisarisBoard of Commissioners Shares Ownership

NamaName

JabatanPosition

Kepemilikan Saham di Bank MAYORAShares Ownership at Bank MAYORA

Kepemilikan Saham di Bank LainShares Ownership at Other Banks

Kepemilikan Saham di Perusahaan LainShares Ownership at Other Companies

Dharmawan Atmadja Komisaris UtamaPresident Commissioner

√ - *) dapat dilihat pada tabel*) As seen on the table

Timotius Adidjaja Komisaris IndependenIndependent Commissioner

- - -

Taryadi Supangkat Komisaris IndependenIndependent Commissioner

- - -


Komisaris IndependenIndependent Commissioner

- - -

Joys Djajanto Komisaris IndependenIndependent Commissioner

- - -

No Nama PerusahaanCompany Name

Lembar SahamTotal Shares

Kepemilikan SahamShares Ownership

1 PT. MAYORA Inti Utama 55.083.120 8,11 %

2 PT. Danapati Inti Utama 1.459.000 8,11 %

3 PT. MAYORA Investama 324.400 8,11 %

4 PT. Prima Internasional Indonesia 60.825 8,11 %

5 PT. Unita Branindo 1.459 8,11 %

6 PT. Victoria Permata Development 437.700 8,11 %

7 PT. Inbisco Djaja 132 6,60 %

8 PT. MAYORA Dhana Utama 52.715 8,11 %

Remarks : *)Shares ownership of the President Commissioner, Dharmawan Atmadja, is as follows:

Dual Position

As part of Transparency and Professionalism (including independency) principle in the Governance practice, every Board of Directors member has disclosed dual position as follows:

Rangkap Jabatan Dewan KomisarisBoard of Commissioners Dual Position

NamaName

Jabatan di Bank MAYORAPosition at Bank MAYORA

Perusahaan/ Instansi LainOther Companies/Institutions

Nama PerusahaanCompany Name

JabatanRemarks


- -


- -


- -

Rufina Tinawati Marianto Komisaris IndependenIndependent Commissioner

- -


- -

190



Kondisi rangkap jabatan anggota Dewan Komisaris tersebut tidak bertentangan dengan ketentuan perundang-undangan yang berlaku. Tidak terdapat anggota Dewan Komisaris yang melakukan rangkap jabatan pada lembaga keuangan dan/atau perusahaan yang menjadi nasabah bank.

Rangkap Jabatan hanya dilakukan oleh Komisaris yang menjadi wakil dari Pemegang Saham Pengendali. Hal ini menjadikan Dewan Komisaris lebih independen dan dapat menghindari terjadinya benturan kepentingan (conflict of interest).

Rapat Dewan Komisaris

Dalam melaksanakan tugas dan tanggung jawabnya Sekurang-kurangnya Dewan Komisaris melaksanakan rapat Dewan Komisaris 4 (empat) kali dalam setahun dan wajib dihadiri oleh seluruh anggota Dewan Komisaris secara fisik paling kurang 2 (dua) kali dalam setahun.

Sepanjang tahun 2017, Dewan Komisaris telah mengadakan Rapat sebanyak 21 (dua puluh satu) kali pertemuan.

Jumlah rapat Dewan Komisaris disajikan dalam tabel sebagai berikut :

Condition of the Board of Commissioners members’ dual position is not violating prevailing Law. There is no Independent Board of Commissioners member with dual position in financial institution and/or company as customers of the Bank.

Dual position is only served by Commissioner as representative from the Controlling Shareholders. This brought the Board of Commissioners to be more independent and avoids conflict of interest.

Board of Commissioners Meetings

In implementing its duties and responsibilities, the Board of Commissioners minimum held 4 (four) Board of Commissioners in a year and shall be attended by all members of the Board of Commissioners at least 2 (two) times in one year

Throughout 2017, the Board of Commissioners held 21 (twenty one) meetings. Number of meetings of the Board of Commissioners are as follows

Total Board of Commissioners meetings are presented in table below:

Jumlah rapat Dewan Komisaris Board of Commissioners Meeting Agenda and Attendance

No TanggalDate

AgendaAgenda

KehadiranAttendance

DADA

TATA

TSTS

RTMRTM

JDJD

1 03 Februari 2017 Persetujuan penempatan Sdr. Ivan Sanoesi sebagai Anggota Independen Komite Pemantau Risiko

√ √ √ √ √

2 10 Maret 2017 Presentasi Direktorat Kepatuhan dan Sumber Daya Manusia

√ √ √ √ √

3 10 Maret 2017 Presentasi Direktorat Kredit (akan menjadi Direktorat Risk per 30 Juni 2017)

√ √ √ √ √

4 14 Maret 2017 Presentasi Direktorat IT√ √ √ √ √

5 17 Maret 2017 Presentasi Direktorat dibawah Direktur Utama√ √ √ √ √

6 31 Maret 2017 Presentasi 3 Top Initiatives Direktorat Bisnis√ √ √ √ √

7 07 April 2017 Presentasi 3 Top Initiatives Direktorat Operasional√ √ √ √ √

8 18 April 2017 Presentasi Micro Banking Blue Print - √ √ √ √

9 19 Mei 2017 Presentasi 3 Top Initiatives (E-Channel Strategis Bank MAYORA)

√ √ √ √ √

03 February 2017 Approval to Assignment of Mr. Ivan Sanoesi as Independent Member of Risk Monitoring Committee

10 March 2017 Presentation by Compliance and Human Capital Directorate

10 March 2017 Presentation by Credit Directorate (soon to be Risk Directorate as of June 30, 2017)

14 March 2017 IT Directorate Presentation

17 March 2017 Presentation by Directorates under President Director

31 March 2017 3 Top Initiatives Presentation by Business Directorate

07 April 2017 3 Top Initiatives Presentation by Operational Directorate

18 April 2017 Micro Banking Blue Print Presentation

19 May 2017 3 Top Initiatives Presentation (Bank MAYORA strategic E-Channel)

191



Ket / Remarks : DA Dharmawan Atmadja TA Timotius Adidjaja TS Taryadi Supangkat RTM Rufina Tinawati Marianto

JD Joys Djajanto

Rekomendasi Dewan Komisaris

Sebagai bagian dari tugas dan tanggung jawabnya, Dewan Komisaris dapat memberikan rekomendasi dan nasihat kepada Direksi terkait pelaksanaan strategi usaha yang dijalankan Direksi dan jajarannya.

Pada tahun 2017, rekomendasi penting yang diberikan Dewan Komisaris antara lain :1. Cermat dalam melihat peluang dan dalam

menetapkan target segmen pasar dan harus memiliki strategi yang jelas dan konsisten arahnya serta fokus dalam menjalankan strategi yang telah dipilih untuk masing-masing target segmen pasar.

2. Pengembangan produk dan jasa berbasis fee based income harus lebih dipacu, kemampuan sebagai Bank Devisa harus lebih dimaksimalkan dan disesuaikan dengan kapasitas, kemampuan serta sumber-sumber daya manusia yang dimiliki oleh Bank.

3. Adanya pengukuran, pemantauan dan evaluasi

10 23 Mei 2017 Remunerasi Anggota Komite√ √ √ √ √

11 04 Juli 2017 Koordinasi Rutin Dewan Komisaris√ √ √ √ √

12 25 Juli 2017 Koordinasi Rutin Dewan Komisaris√ √ √ √ √

13 28 Juli 2017 Pembahasan Hasil Audit IT oleh Auditor√ √ √ √ √

14 08 Agustus 2017 Koordinasi Rutin Dewan Komisaris√ √ √ √ √

15 15 Agustus 2017 Presentasi Cost Center√ √ √ √ √

16 22 Agustus 2017 MIS Update Bank MAYORA√ √ √ √ √

17 25 Agustus 2017 Struktur Organisasi√ √ √ √ √

18 29 Agustus 2017 Struktur Organisasi√ √ √ √ √

19 20 Oktober 2017 Koordinasi Rutin Dewan Komisaris√ √ √ √ √

20 07 November 2017 Koordinasi Rutin Dewan Komisaris√ √ √ √ √

21 17 November 2017 Koordinasi Rutin Dewan Komisaris√ √ √ √ √

JumlahTotal 21 21 21 21 21

% KehadiranAttendance Percentage 100% 100% 100% 100% 100%

23 May 2017 Remuneration for Committee Members

04 July 2017 Board of Commissioners Regular Coordination

25 July 2017 Board of Commissioners Regular Coordination

28 July 2017 Discussion of IT Audit Report by the Auditor

08 August 2017 Board of Commissioners Regular Coordination

15 August 2017 Cost Center Presentation

22 August 2017 Bank MAYORA MIS Update

25 August 2017 Organization Structure

29 August 2017 Organization Structure

20 October 2017 Board of Commissioners Regular Coordination

07 November 2017 Board of Commissioners Regular Coordination

17 November 2017 Board of Commissioners Regular Coordination

Board of Commissioners Recommendation

As part of their duty and responsibility, the Board of Commissioners may provide recommendation and advise to the Board of Directors related to implementation of business strategy by the Board of Directors and its management.In 2017, key recommendations from the Board of Commissioners are as follows:1. Carefully examining opportunity and setting the

targeted market segment as well as shall have clear strategy with consisten direction and focus to implement the selected strategy for each market segment.

2. Fee-based income product and service development shall be triggered, capability as Foreign Exchange Banks hall be optimized and adjusted with capacity, competency and human capital in the Bank.

3. Availability of performance measurement,

=====

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kinerja yang berkesinambungan terhadap setiap strategi/aktivitas/inisiatif yang dilakukan, dengan batasan target dan tanggung jawab yang jelas dari masing-masing personel yang terlihat.

Laporan Pelaksanaan Tugas Dewan Komisaris

Pelaksanaan Tugas Dewan Komisaris

Sesuai Anggaran Dasar PT. Bank MAYORA serta Pedoman Tata Kelola Perusahaan yang disusun berdasarkan Peraturan Otoritas Jasa Keuangan Nomor 55/POJK.03/2016 tanggal 07 Desember 2016 tentang Penerapan Tata Kelola Bagi Bank Umum, tugas dan tanggung jawab utama dari Dewan Komisaris adalah melakukan pengawasan terhadap tugas, tanggung jawab dan kinerja Direksi dalam mengelola perusahaan, serta memberikan nasihat atau saran kepada Direksi setiap saat diperlukan untuk kepentingan Bank.

Dalam melakukan pengawasan, Dewan Komisaris secara berkesinambungan telah memberikan pengarahan kepada Direksi, yang disertai juga dengan aktivitas pemantauan dan evaluasi terhadap pelaksanaan kebijakan strategis Bank. Aktivitas pemantauan dan evaluasi dilakukan dengan membandingkan kesesuaian antara strategi yang dijalankan serta hasil yang dicapai terhadap visi, misi, dan Rencana Tahunan Bisnis Bank. Disamping itu, perkembangan kondisi ekonomi makro, kondisi pasar, serta ketentuan-ketentuan yang berlaku, khususnya regulasi perbankan (baik eksternal maupun internal), juga menjadi bahan referensi bagi Dewan Komisaris dalam melakukan pengawasan, pemantauan dan evaluasi.

Dari pengamatan yang dilakukan selama tahun 2017, Dewan Komisaris berpendapat bahwa bisnis perbankan masih menghadapi tantangan yang cukup berat di tahun 2017. pertama, dampak dari kondisi ekonomi yang kurang kondusif beberapa tahun terakhir masih berlanjut, meskipun sudah menunjukkan tanda-tanda pemulihan yang positif. Hal ini antara lain dapat dilihat dari masih ada kecenderungan meningkatnya Non Performing Loan (NPL) atau kredit bermasalah yang berdampak pada penurunan kemampuan bank untuk menghasilkan laba dikarenakan besarnya cadangan yang harus dibentuk untuk mengantisipasi potensi kerugian dari kredit bermasalah yang tidak dapat ditagih kembali. Kedua, bisnis finansial berbasis teknologi (Fintech) maju pesat, dan ini berpotensi mengancam fee based income dari bisnis bank konvensional ke depannya. Ketiga, tingkat persaingan semakin ketat, sehingga efisiensi operasional sudah tidak bisa ditawar lagi untuk bank dapat meningkatkan daya saingnya dan menjaga eksistensinya. Faktor yang ketiga ini sangat dirasakan imbasnya oleh bank-bank BUKU I dan BUKU II dalam menghadapi bank-bank BUKU III dan BUKU IV.

monitoring and evaluation in ongoing basis on every implemented strategy/activity/initiative with clear target and responsibility limit from every involved personnel.

Board of Commissioners Duty Implementation

According to PT Bank MAYORA Articles of Association and Code of Corporate Governance referring to Financial Service Authority Regulation Number 55/POJK.03/2016 dated December 7, 2016 concerning Governance Implementation for Commercial Bank, main duty and responsibility from the Board of Commissioners is to supervise duty, responsibility and performance of the Board of Directors in managing the Company, and provide advise or recommendation to the Board of Directors anytime needed for the Bank’s interest. In conducting the supervision, the Board of Commissioners has consistently provided direction to the Board of Directors followed by monitoring and evaluation activities over the Bank’s strategic policy implementation. The monitoring and evaluation activities are done by comparing suitability between implemented strategy and achieved result towards the Bank’s vision, mission and Annual Business Plan. Moreover, actual macroeconomics and market condition as well as prevailing Law, particularly banking regulation (both external and internal) also become reference for the Board of Commissioners in doing the supervision, monitoring and evaluation.

Based on the supervision done throughout 2017, the Board of Commissioners assumed that banking business still experienced significant challenge in 2017. First, impact from prolong sluggish economic condition in the last few years, despite positive recovering signals. This was indicated from increasing Non-Performing Loan (NPL) trend which affected to decreasing bank’s capability to generate profit due to high amount of mandatory provision to be allocated to anticipate loss potential arising from the Non-Performing Loans which failed to be collected. Second, technology-based financial business (Fintech) was rapidly growing and potentially threated fee-based income of the conventional bank business in the future. Third, fiercer competition resulted to operational efficiency as inevitable aspect for the bank to increase its competitiveness and to preserve its existence. The third factor was seen having very significant impact by TIER I and TIER II banks in competing with the TIER III and TIER IV banks.

Board of Commissioners Duty Implementation Report

193



Dengan latar belakang kondisi di atas dan berdasarkan pengawasan aktif, pemantauan dan evaluasi secara berkesinambungan yang dilakukan oleh Dewan Komisaris sepanjang tahun 20 17 terhadap pengelolaan Bank MAYORA oleh Direksi, dimana dalam melakukan pengawasan tersebut Dewan Komisaris dibantu pula oleh Komite Audit, Komite Pemantau Risiko serta Komite Remunerasi dan Nominasi, beberapa hal yang menjadi catatan Dewan Komisaris yang perlu mendapat perhatian dari Direksi dalam mengelola Bank ke depannya antara lain adalah :

Considering above conditions and based on the active supervision, monitoring and evaluation carried out by the Board of Commissioners continuously throughout 2017 over management of Bank MAYORA by the Board of Directors, where during the supervision, the Board of Commissioners was also helped by Audit Committee, Risk Monitoring Committee and Remuneration and Nomination Committee, issues which are noted by the Board of Commissioners and shall be concerned by the Board of Directors in managing the Bank in the future are among others:

Lingkup BidangScope

Saran dan Rekomendasi Dewan KomisarisBoard of Commissioners Suggestion and Recommendation

Tata Kelola PerusahaanCorporate Governance

• Corporate Culture harus dipahami dan dijalankan secara konsisten dengan komitmen penuh oleh semua jajaran yang ada di Bank, mulai dari level atas sampai dengan level bawah, sebagai dasar dan pengikat dari semua aktivitas yang dijalankan oleh Bank untuk menuju ke satu arah yang sama.

• Corporate Culture shall be understood and implemented consistently with full commitment by all Management in the Bank starting from upper to lower levels, as basis and binging of every activity carried out by the Bank towards one direction.

Strategi Pengelolaan BisnisBusiness Management Strategy

• Cermat dalam melihat peluang dan dalam menetapkan target segmen pasar.• Memiliki strategi yang jelas dan konsisten arahnya.• Fokus dalam menjalankan strategi yang telah dipilih untuk masing-masing target segmen pasar.• Pengembangan produk dan jasa berbasis fee based income harus lebih dipacu, kemampuan

sebagai Bank Devisa harus lebih dimaksimalkan.• Pengembangan produk dan jasa agar disesuaikan dengan kapasitas, kemampuan dan sumber-

sumber yang dimiliki oleh Bank.• Upaya efisiensi operasional harus dilakukan secara terus-menerus, termasuk pengembangan

infrastruktur teknologi yang handal.• Adanya pengukuran, pemantauan dan evaluasi kinerja yang berkesinambungan terhadap setiap

strategi/aktivitas/inisiatif yang dilakukan, dengan batasan target dan tanggung jawab yang jelas dari masing-masing personel yang terlihat.

• Membangun dan memelihara team work yang solid.

• Careful in seizing opportunity and setting targeted market segment.• Has clear strategy with consistent direction.• Focus in implementing the chosen strategy for each market segment.• Fee-based income product and service development shall be triggered, capability as Foreign

Exchange Bank shall be optimized.• Product and service development shall be adjusted with capacity, capability and resources of the

bank.• Efficiency and operational initiatives shall be carried out continuously including reliable technology

infrastructure development.• Availability of performance measurement, monitoring and evaluation in ongoing basis on every

implemented strategy/activity/initiative with clear target and responsibility limit from every involved personnel

Mitigasi RisikoRisk Mitigation

• Program pelatihan dan pengembangan sumber daya manusia yang berkesinambungan.• Kemampuan analisa kredit perlu ditingkatkan, sehingga analisa kredit dapat dilakukan secara lebih

komprehensif.• Risk Awareness perlu ditingkatkan dan Risk Culture harus dijalankan secara konsisten.• Four Eyes Principle harus diterapkan dengan baik dan konsisten di setiap unit kerja.• Organisasi Risk Management Unit perlu diperkuat.• Pengembangan infrastruktur teknologi agar melalui tahapan-tahapan yang sebagaimana mestinya,

dan selalu didahului dengan preliminary assessment untuk evaluasi kesesuaiannya dengan plarform infrastruktur yang sudah dimiliki oleh Bank.

• Continuous human capital training and development program.• Credit analysis capability shall be developed, so that the credit analysis can be done more

comprehensively.• Risk Awareness shall be improved and Risk Culture shall be implemented consistently.• Four Eyes Principle shall be implemented appropriately and consistently in every working unit.• Risk Management Unit organization shall be strengthened.• Technology infrastructure development shall pass appropriate stages and preceded by preliminary

assessment to evaluate its suitability with infrastructure platform in the Bank.

Pengendalian InternalInternal Control

• Semua kebijakan, sistem dan prosedur internal agar di evaluasi secara berkala untuk disesuaikan dengan perkembangan bisnis Bank, kondisi pasar dan regulasi perbankan terkini.

• Pelaksanaan pengendalian internal harus lebih ditingkatkan, perlu dibentuk unit kerja Internal Control yang akan menjadi mitra kerja dari Satuan Kerja Audit Internal.

• Every internal policy, system and procedure shall be evaluated regularly to be adjusted with Bank’s business growth as well as current market condition and banking regulation.

• Internal control implementations hall be upgraded, and Internal Control unit shall be established as partner of the Interanl Audit Unit.

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Program Pengembangan Kompetensi Dewan Komisaris

Untuk menunjang pelaksanaan tugasnya, Dewan Komisaris mengikuti Program Pelatihan dalam rangka meningkatkan kompetensi Dewan Komisaris yang dilaksanakan baik secara formal maupun secara informal.

Pada tahun 2017, anggota Dewan Komisaris telah menghadiri dan berpartisipasi dalam berbagai pelatihan, workshop, konferensi, dan seminar, sebagai berikut:

Sertifikasi Manajemen Risiko

Di samping program pengembangan kompetensi, Dewan Komisaris Bank MAYORA juga mengikuti program Sertifikasi Manajemen Risiko dengan rincian sebagai berikut :

Board of Commissioners Competency Development Program

To support its duty implementation, the Board of Directors participated in training program to develop Board of Directors competency both formally and non-formally.

In 2017, the Board of Directors member has attended and participated in various trainings, workshop, conference and seminar as follows:

Risk Management Certification

Besides competency development program, Bank MAYORA’s Board of Directos also participated in Risk Management Certification Program with detail as follows:

No NamaName

PelatihanTraining Name

PenyelenggaraInstitution

Tempat & WaktuLocation & Time

1 Timotius Adidjaja Leadership PT. Bank MAYORA Bali, Januari 2017

2 Dharmawan Atmadja Liquidity Issues & Liquidity Management RMG Bali, Februari 2017

3 Timotius Adidjaja Refreshment Manajemen Risiko PT Kiran Resources Indonesia Jakarta, Juli 2017

4 Dharmawan Atmadja Revamp, Focus, and be Excellent PT. Bank MAYORA Jakarta, Juli 2017

5 Timotius Adidjaja Revamp, Focus, and be Excellent PT. Bank MAYORA Jakarta, Juli 2017

6 Joys Djajanto Revamp, Focus, and be Excellent PT. Bank MAYORA Jakarta, Juli 2017

7 Rufina Tinawati Marianto

Revamp, Focus, and be Excellent PT. Bank MAYORA Jakarta, Juli 2017

8 Dharmawan Atmadja Political Economy Outlook 2018 Indef Jakarta, November 2017

NamaName

JabatanPosition

LevelLevel

ExpiredExpired

Dharmawan AtmadjaKomisaris UtamaPresident Commissioner

Level 5 21 Februari 2019

Timotius AdidjajaKomisaris IndependenIndependent Commissioner

Level 2 27 Juli 2019

Taryadi SupangkatKomisaris IndependenIndependent Commissioner

Level 2 25 November 2019

Rufina Tinawati MariantoKomisaris IndependenIndependent Commissioner

Level 3 25 April 2020

Joys DjajantoKomisaris IndependenIndependent Commissioner

Level 2 21 Mei 2020



195

Tata Kelola PerusahaanGood Corporate Governance

Program Orientasi bagi Anggota Dewan Komisaris Baru

Program orientasi diadakan bagi anggota Dewan Komisaris baru, agar yang bersangkutan dapat menjalankan tugas dan tanggung jawabnya dengan sebaik-baiknya.Program orientasi meliputi:1. Pengetahuan mengenai Bank MAYORA, antara

lain visi, misi, strategi dan rencana jangka menengah dan jangka panjang, kinerja, serta keuangan Bank MAYORA.

2. Pemahaman tentang tugas dan tanggung jawab sebagai anggota Dewan Komisaris, seperti tata tertib kerja, waktu kerja, hubungan dengan Direksi, aturan-aturan/ketentuan-ketentuan, dan lain-lain.

Orientation Program for New Board of Commissioners Member

Orientation program is held for new Board of Commissioners member to be able in carrying out duty and responsibility as Board of Commissioners members appropriately.Orientation program includes:1. Knowledge about Bank MAYORA, among others,

vision, mission, middle-term and long-term strategy and plan, performance and financial condition of Bank MAYROA;

2. Understanding on duty and responsibility as Board of Commissioners members, limit of authority, working hours, relationship with Board of Commissioners, regulation/provisions and others.

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Komisaris Independen

Sesuai dengan Peraturan Otoritas Jasa Keuangan No. 55/POJK.03/2016 tanggal 7 Desember 2016 dan Surat Edaran Otoritas Jasa Keuangan No. 13/SEOJK.03/2017 tanggal 17 Maret 2017 yang menyebutkan bahwa Dewan Komisaris terdiri dari Komisaris Non Independen dan Komisaris Independen dan paling kurang 50% (lima puluh perseratus) dari jumlah anggota Dewan Komisaris adalah Komisaris Independen.

Komisaris Independen adalah anggota Dewan Komisaris yang tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham dan/atau hubungan keluarga dengan anggota Dewan Komisaris lainnya, Direksi dan/atau Pemegang Saham Pengendali atau hubungan dengan Bank, yang dapat mempengaruhi kemampuannya untuk bertindak independen.

Sampai dengan tanggal 31 Desember 2017, jumlah Komisaris Independen Bank MAYORA adalah 4 (empat) orang atau 80% dari total Dewan Komisaris yang berjumlah 5 (lima) orang. Dengan demikian, jumlah Komisaris Independen Bank MAYORA telah memenuhi peraturan yang berlaku.

Kriteria Komisaris Independen

1. Persyaratan integritasa. Cakap melakukan perbuatan hukum;b. Memiliki akhlak dan moral yang baik, antara

lain ditunjukkan dengan sikap mematuhi ketentuan yang berlaku, termasuk tidak pernah dihukum karena terbukti melakukan Tindak Pidana Tertentu dalam waktu 20 (dua puluh) tahun terakhir sebelum dicalonkan;

c. Memiliki komitmen untuk mematuhi peraturan perundang-undangan dan mendukung kebijakan OJK;

d. Memiliki komitmen terhadap pengembangan operasional Bank yang sehat;

e. Tidak termasuk dalam Daftar Tidak Lulus (DTL);

f. Tidak termasuk sebagai pihak yang dilarang untuk menjadi Pihak Utama.

g. Memiliki komitmen untuk tidak akan melakukan dan/atau mengulangi perbuatan dan/atau tindakan sebagaimana dimaksud dalam Pasal 27 dan Pasal 28 Peraturan Bank Indonesia No.12/23/PBI/2010 tanggal 29 Desember 2010 Tentang Uji Kemampuan dan Kepatutan (Fit and Proper Test);

h. Calon anggota Dewan Komisaris tidak pernah memiliki predikat Tidak Lulus dalam Uji Kemampuan dan Kepatutan dan telah menjalani masa sanksi sebagaimana dimaksud Pasal 35 ayat (1), Pasal 40 ayat (4) huruf a dan Pasal 40 ayat (5) Peraturan Bank Indonesia Nomor 12/23/ PBI/2010 tanggal 29 Desember 2010 Tentang Uji Kemampuan dan Kepatutan (Fit and Proper Test).

Based on Financial Service Authority Regulation Number 55/POJK.03/2016 dated December 7, 2016 and Financial Service Authority Circular Letter Number 13/SEOJK.03/2017 dated March 7, 2017 declaring that the Board of Commissioners shall consist of Non-Independent Commissioner and Independent Commissioner and at least 50% (fifty percent) of the number of members of the Board of Commissioners are Independent Commissioners.

Independent Commissioner refers to the Board of Commissioners members without any financial, management relationship, shares ownership and/or familial relationship with other members of the Board of Commissioners, Board of Directors and/or the Controlling Shareholders or relationship with the Bank, which may affect the ability to act independently.

As end of December 31, 2017, the number of Independent Commissioner of Bank MAYORA is 4 (four) Commissioners or 80% from the total members of the Board of Commissioners amounting to 5 (five) Commissioners. Thus, the number of Independent Commissioner of Bank MAYORA has complied with applicable regulations.

Independent Commissioners Criteria

1. Integrity Requirementa. Capable to commit legal action;b. Have good characters and moral, reflected in,

among others, his or her compliance with the law and regulations, including having never been convicted by a court of law for having proven to have conducted Certain Criminal Actions within the least 20 (twenty) years before he or she is nominated for the position.

c. Have commitment to observe and obey law and regulations.

d. Have commitment to the development of healthy operations of the Bank.

e. Not included in the List of Failed Nominators (DTL)

f. Not included as prohibited party to be appointed as Main Party.

g. Have commitment not of conduct and/or repeat any deeds and/or actions as describe in Article 27 and Article 28 of Bank Indonesia Regulation No.12/23/PBI/2010 dated December 29, 2010 on Fit and Proper Test.

h. The prospective members of the Board of Commissioners never had the title of Failed in the Fit and Proper Test, and have served the the sanction period as stipulated in Article 35 paragraph (1), Article 40 paragraph (4) Letter a and Article 40 paragraph (5) of Bank Indonesia Regulation No. 12/23/PBI/2010 dated December 29, 2010 on Fit and Proper Test.

Independent Commissioner

197



2. Persyaratan kompetensi a. Pengetahuan di bidang perbankan yang

memadai dan relevan dengan jabatannya;b. Pengalaman di bidang perbankan dan/atau

bidang keuangan.3. Persyaratan reputasi keuangan

a. Tidak memiliki kredit macet;b. Tidak pernah dinyatakan pailit atau menjadi

Direksi atau Komisaris yang dinyatakan bersalah menyebabkan suatu perseroan dinyatakan pailit, dalam waktu 5 (lima) tahun terakhir sebelum dicalonkan.

Penentuan Komisaris Independen

Komite Remunerasi dan Nominasi menyeleksi dan memberi penilaian atas calon Komisaris Independen kepada Dewan Komisaris dalam bentuk memo rekomendasi yang ditandatangani oleh seluruh anggota Komite Remunerasi dan Nominasi. Atas dasar rekomendasi tersebut, Dewan Komisaris menyampaikan calon/kandidat Komisaris kepada Pemegang Saham sebelum dilakukan Rapat Umum Pemegang Saham (RUPS).

Dalam melakukan seleksi calon Komisaris Independen, Komite Remunerasi dan Nominasi melakukan uji kemampuan dan kepatutan untuk menilai bahwa calon anggota Komisaris Independen telah memenuhi persyaratan integritas, kompetensi, dan reputasi keuangan.

Pernyataan Independensi Komisaris Independen

Dalam rangka meningkatkan penerapan Tata Kelola Bank MAYORA, secara berkala perlu dipastikan bahwa Komisaris Independen tidak memiliki hubungan kepengurusan, kepemilikan dan/atau hubungan keuangan, tidak memiliki rangkap jabatan, dan/atau hubungan keluarga derajat kedua dengan anggota Dewan Komisaris, anggota Direksi lainnya dan/atau pemegang saham pengendali atau hubungan dengan Bank MAYORA, yang dapat mempengaruhi kemampuannya untuk bertindak independen yang dituangkan dalam Memo Intern No.004/MI-KPT/II/2016 tanggal 29 Februari 2016 perihal Surat Pernyataan Independensi. Berikut surat pernyataan yang telah ditandatangani Komisaris Independen Bank MAYORA : kalimat ini posisinya di atas seperti berikut :

1. Timotius Adidjaja telah membuat Surat Pernyataan Independen pada tanggal 04 Maret 2016.

2. Taryadi Supangkat telah membuat Surat Pernyataan Independen pada tanggal 04 Maret 2016.

3. Rufina Tinawati Marianto telah membuat Surat Pernyataan Independen pada tanggal 12 April 2016 dan menyampaikan Surat Pernyataan Independen ke Otoritas Jasa Keuangan pada tanggal 16 Mei 2016.

4. Joys Djajanto telah membuat dan menyampaikan Surat Pernyataan Independen ke Otoritas Jasa Keuangan pada tanggal 03 Juni 2016.

2. Competence Requirementa. Have proper knowledge in banking relevant to

the position.b. Have experiences in banking and/or finance

industry.3. Financial reputation requirement

a. Does not have bad loans.b. Never be declared bankrupt or hold the

position of the Board of Directors or the Board of Commissioners who is declared responsible for causing a company to go bankrupt within the last 5 (five) years before nominated for the position.

Independent Commissioners Nomination

The Remuneration and Nomination Committee selects and assesses the candidates of Independent Commissioner to the Board of Commissioners in the form of recommendation memo signed by all members of the Remuneration and Nomination Committee. On the basis of these recommendations, the Board of Commissioners submits the candidates to the Shareholders prior to the General Meeting of Shareholders (GMS).

In the selection of candidates for the Independent Commissioner, the Nomination and Remuneration conducts a fit and proper test to assess that the candidates have met the requirements of integrity, competence, and financial reputation.

Statement of Independence

As part of Bank MAYORA Governance implementation improvement, Independent Commissioner shall be regularly ensured for not having any managerial, ownership and/or financial affiliation, dual position and or family relation until second degree with other Board of Commissioners or Board of Directors members and/or controlling shareholders or other relationships with Bank MAYORA which may influence their independency as declared in InternMemo Number 004/MI-KPT/II/2016 dated February 29, 2016 concerning Independency Declaration. The declaration which had been signed by Bank MAYORA Independent Commisisoner is as follows:

1. Timotius Adidjaja had signed the Independency Declaration on March 4, 2016.

2. Taryadi Supangkat had signed the Independency Declaration on March 4, 2016.

3. Rufina Tinawati Marianto had signed the Independency Declaration on April 12, April 2016 and submitted the Independency Declaration to Financial Service Authority on May 16, 2016.

4. Joys Djajanto had signed the Independency Declaration and submitted the Independency Declaration to Financial Service Authority on June 3, 2016.

198



Rapat Gabungan Dewan Komisaris dan Direksi

Dalam rangka membahas berbagai agenda yang menyangkut rencana kerja, operasional, peluang usaha, serta isu-isu strategis, Dewan Komisaris dan Direksi menyelenggarakan rapat gabungan. Rapat gabungan ini juga merupakan salah satu bentuk kerjasama dan koordinasi antara Direksi dan Dewan Komisaris.

Keputusan yang diambil dalam rapat gabungan didasari oleh azas musyawarah untuk mufakat. Namun, dalam kondisi tertentu, dimana keputusan harus diambil, keputusan rapat gabungan diambil berdasarkan suara terbanyak dengan mengacu pada Board Charter.

Sepanjang tahun 2017, Dewan Komisaris dan Direksi menyelenggarakan 6 (enam) kali rapat gabungan dengan tingkat kehadiran sebagai berikut:

Board of Commissioners and Board of Directors Joint Meeting (Management Meeting)

In order to discuss various matters related to business plan, operations, business opportunities, and strategic issues. The joint meeting is also a reflection of close working relationship and coordination between the Board of Directors and the Board of Commissioners.

Decisions made in the joint meeting are based on deliberation and consensus. Nevertheless, in certain conditions, where decisions need to be made, the joint meeting deliberate its decisions by the majority vote by referring to the Board Charter.

Throughout 2017, the Board of Commissioners and the Board of Directors held 4 joint meetings with level of attendance as follows:

NamaName

JabatanPosiiton

Jumlah KehadiranTotal Attendance

% Kehadiran% Attendance


6 (enam)Six

100%


6 (enam)Six

100%


6 (enam)Six

100%

Rufina Tinawati Marianto Komisaris IndependenIndependent Commissioner

6 (enam)Six

100%


6 (enam)Six

100%

Irfanto Oeij Direktur UtamaPresident Director

6 (enam)Six

100%

Ricky Budiono DirekturDirector

6 (enam)Six

100%

Tjahojo Bengawan DirekturDirector

6 (enam)Six

100%

Tiolina Tumanggor DirekturDirector

6 (enam)Six

100%

Jap Chin Phing DirekturDirector

6 (enam)Six

100%

Benny Tan DirekturDirector

6 (enam)Six

100%

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Adapun agenda dan kehadiran pada rapat gabungan adalah sebagai berikut :

Direksi

Direksi adalah organ Bank yang berwenang dan bertanggung jawab penuh atas pengurusan Bank untuk kepentingan Bank serta mewakili Bank, baik di dalam maupun di luar pengadilan sesuai dengan Anggaran Dasar.

Pedoman dan Tata Tertib Kerja (Board Charter) Pedoman dan Tata Tertib Kerja Direksi diatur dalam Surat Keputusan Direksi No. 044/SK-DIR/XII/2017 tanggal 29 Desember 2017 tentang Pedoman dan Tata Tertib Kerja Direksi. Pedoman dan Tata Tertib Kerja Direksi memuat antara lain:1. Tugas dan tanggung jawab;2. Rapat;3. Pembagian kerja;4. Kewenangan Direksi;5. Lain-lain;6. Penutup.

Selain berpegang pada pedoman dan tata tertib kerja, Direksi dalam menjalankan tugas dan tanggung jawabnya juga berpegang pada Kode Etik Direksi, sebagai berikut:1. Patuh pada peraturan dan perundang-undangan

yang berlaku.2. Mengelola Bank sesuai kewenangan dan

tanggungjawabnya sebagaimana diatur dalam Anggaran Dasar dan peraturan perundang-undangan yang berlaku.

3. Melaksanakan tugas dan tanggung jawab secara independen terhadap Pemegang Saham.

4. Menjaga kerahasiaan informasi penting yang diketahui selama menjabat sebagai Direksi sesuai dengan peraturan Bank yang berlaku.

5. Tidak menyalahgunakan informasi penting Bank

TanggalDate

AgendaAgenda

1 06 Maret 2017 Laporan Penerapan Program APU PPT Periode Semester II Tahun 2016AML CFT Program Implementation Report as of 2nd Semester of 2016

2 21 April 2017 Laporan TriwulanQuarter Report

3 30 Mei 2017 Rencana Revisi RBB 2017RBB 2017 Revision Plan

4 13 Juni 2017 Rencana Revisi RBB 2017RBB 2017 Revision Plan

5 25 Agustus 2017 Laporan Penerapan Program APU PPT dan update HRIS (MyPeople)AML CFT Program Implementation Report and HRIS (MyPeople) Update

6 12 September 2017 Pembahasan Rencana Bisnis Bank Tahun 2018Bank Business Plan 2018 Discussion

7 03 November 2017 Usulan Target Rencana Bisnis Bank dan Rencana Kerja PerusahaanBank Business Plan Target and Company Working Plan Proposal

8 14 November 2017 Finalisasi Target Rencana Bisnis Bank dan Rencana Kerja PerusahaanFinalization of Bank Business Plan Target and Company Working Plan

06 March 2017

21 April 2017

30 May 2017

13 June 2017

25 August 2017

12 September 2017

03 November 2017

14 November 2017

The Board of Directors is the Bank’s important instrument that has the authority and full responsibilities for the management of the Bank and representing the Bank, either inside or outside of court based on the Articles of Association.

Board of Directors Charter

The Board Charter is regulated in the Board of Directors Decision Letter No. 044/SK-DIR/XII/2017 dated December 29, 2017 concerning Board Charter. The Board Charter consists of:

1. Duties and responsibilities.2. Meetings.3. Division of Duty.4. Authority of the Board of Directors5. Other matters.6.Closing.

Aside from referring to the Charter, the Board of Directors in the implementation of its duties and responsibilities also adheres to the Board of Directors Code of Ethics described as follows:1. Comply with the applicable law and regulations.2. Manage the Bank based on the authority and

responsibilities as mandated in the Articles of Association and the statutory requirements.

3. Perform the duties and responsibilities independently to Shareholders.

4. Maintain the confidentiality of important information possessed during the tenure as the Board of Directors based on the applicable Bank regulations.

5. Not misuse important information during the tenure as member of the Board of Directors for personal benefit or other parties.

Board of Directors

Agenda and attendance of the Management Meetings are as follows:

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yang didapatkan selama menjabat sebagai anggota Direksi untuk keuntungan pribadi maupun pihak lain.

6. Patuh pada standar etika Bank, dan tidak diperbolehkan mengambil keuntungan atau memanfaatkan Bank secara langsung maupun tidak langsung untuk kepentingan pribadi atau orang lain, ataupun menerima keuntungan pribadi dari Bank selain remunerasi dan fasilitas lain yang telah ditetapkan RUPS.

7. Tidak memerintahkan karyawan Bank untuk melakukan hal-hal ilegal seperti salah saji dalam pelaporan keuangan, fraud, money laundering, insider trading, penipuan, penyuapan, atau korupsi.

8. Tidak memberikan kuasa umum kepada pihak lain yang mengakibatkan pengalihan tugas dan fungsi Direksi.

9. Tidak diperbolehkan memberikan dan/atau menerima sesuatu baik langsung maupun tidak langsung kepada pejabat negara atau individu yang mewakili mitra bisnis Bank yang dapat mempengaruhi pengambilan keputusan.

10. Tidak diperkenankan untuk bertindak sebagai kuasa bagi Pemegang Saham dalam RUPS dan untuk mengeluarkan suara dalam RUPS.

11. Tidak menggunakan penasihat perorangan dan/atau jasa profesional sebagai konsultan kecuali proyek yang bersifat khusus, didasari kontrak yang jelas. Konsultan yang ditunjuk adalah pihak independen yang memiliki kualifikasi yang memadai untuk mengerjakan proyek.

12. Tidak melanggar kode etik lainnya dari Bank sebagaimana tercantum dalam Kode Etik Bank.

Jumlah dan Komposisi Direksi

Jumlah dan komposisi Direksi disusun sedemikian rupa sehingga memungkinkan Direksi untuk mengambil keputusan yang efektif, tepat, dan cepat serta dapat bertindak secara independen, yaitu tidak mempunyai benturan kepentingan yang dapat mengganggu kemampuannya untuk melaksanakan tugas. Selain itu juga, jumlah dan komposisi Direksi disesuaikan dengan kebutuhan, perkembangan bisnis dan peraturan perundang-undangan yang berlaku dengan tidak adanya intervensi dari Pemegang Saham Pengendali.

Per tanggal 31 Desember 2017, anggota Direksi Bank MAYORA berjumlah 6 (enam) orang, dengan komposisi sebagai berikut:

6. Comply with the Bank’s standard of ethics, and not allowed to gain any benefit or utilize the Bank directly or indirectly for personal benefit or other parties, or receive personal benefit from the Banks outside of the remuneration and other facilities approved by GMS.

7. Not order the Bank employees to conduct illegal activities, such as misstatement in financial reporting, fraud, money laundering, insider trading, bribery, corruption.

8. Not grant general authority to other parties which lead to the shift of duties and functions of the Board of Directors.

9. Not allowed to grant and/or receive any material either directly or indirectly to a state official or individual who represents the Bank’s business partner which can affect the decision making.

10. Not act as a representative of any shareholders in GMS, and to vote in GMS.

11. Not employ a private legal representative and/or professional service provider as a consultant unless for special project, based on a clear contract. The appointed consultant is an independent party having adequate qualifications to execute the project.

12. Not violate any other code of ethic set up by the Bank as described in the Code of Ethics.

Board of Directors Number and Composition

Number and composition of the Board of Directors are structured in such a way to make it possible for the Board of Directors to make effective, efficient, timely decisions, as well as acting independently. This means that the Board of Directors has no conflict of interest that may stand in the way of performing its functions. The number and composition of the Board of Directors are set to accommodate the requirements, business growth, and applicable law and regulations, without intervention from the Controlling Shareholders.

As of December 31, 2017, Bank MAYORA’s Board of Directors members consisted of 6 (six) Directors with composition as follows:

NamaName

JabatanPosition

Keputusan RUPSGMS Resolutions

Persetujuan BI/OJKBI/OJK Approval

Masa JabatanTerms of Office

Irfanto Oeij Direktur Utama Salinan Akta No. 138 tanggal 23 Februari 2016

16 Februari 2011 s/d 16 Juni 2018

Ricky Budiono Direktur Salinan Akta No. 138 tanggal 23 Februari 2016

14 April 1999 s/d 16 Juni 2018

President Director

Copy of Deed Number 138 dated 23 February 2016

16 February 2011 until 16 June 2018

Director Copy of Deed Number 138 dated 23 February 2016

14 April 1999 until 16 June 2018

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President Director

Copy of Deed Number 138 dated 23 February 2016



14 April 1999 until 16 June 2018

Tugas dan Tanggung Jawab

Tugas pokok Direksi adalah mengelola Bank sesuai dengan kewenangan dan tanggung jawabnya sebagaimana diatur dalam peraturan perundang-undangan yang berlaku dan Anggaran Dasar untuk meningkatkan nilai-nilai Pemegang Saham dan Stakeholders lainnya. Tanggung jawab Direksi dalam kegiatan usaha Bank antara lain:

I. ANGGARAN DASAR

1. Direksi berwenang dan bertanggungjawab penuh dalam melaksanakan tugasnya untuk kepentingan Bank sesuai dengan maksud dan tujuannya.

2. Dalam menjalankan tugasnya Direksi wajib mematuhi peraturan perundang-undangan yang berlaku.

3. Minimal 2 (dua) anggota Direksi berhak untuk mewakili Bank di dalam dan di luar pengadilan, mengikat perjanjian dengan pihak lain serta menjalankan segala tindakan baik yang terkait dengan kepengurusan maupun kepemilikan akan tetapi dengan pembatasan untuk :

a. Meminjam atau meminjamkan uang atas nama Bank (tidak termasuk pengambilan uang Bank di bank-bank) dalam menjalankan usahanya sebagai Bank, diatur oleh Keputusan Rapat Dewan Komisaris;

b. Mendirikan suatu usaha atau turut serta pada perusahaan lain baik di dalam maupun di luar negeri;

c. Membeli harta tetap dan perusahaan-perusahaan;

d. Menjual dan atau menjaminkan harta tetap dan perusahaan-perusahaan yang nilainya kurang lebih sama dengan 5% (lima persen);

e. Meminjam dan meminjamkan uang atas nama Bank bukan untuk usaha Bank.

Tjahojo Bengawan Direktur Salinan Akta No. 138 tanggal 23 Februari 2016

26 September 2007 s/d 16 Juni 2018

Tiolina Tumanggor Direktur Salinan Akta No. 138 tanggal 23 Februari 2016

09 Juni 2008 s/d 16 Juni 2018

Jap Chin Phing Direktur Salinan Akta No. 138 tanggal 23 Februari 2016

08 Oktober 2013 s/d 16 Juni 2018

Benny Tan Direktur Salinan Akta No. 138 tanggal 23 Februari 2016

11 Februari 2016 s/d 16 Juni 2018


26 September 2007 until 16 June 2018


09 June 2008 until 16 June 2018


08 October 2013 until 16 June 2018



Duties and Responsibilities

The main duties of the Board of Directors is to manage the Bank in accordance with the authority and responsibilities as stipulated in the law and regulations and the Articles of Association to increase the value of Shareholders and other Stakeholders. The responsibilities of the Board of Directors in the Bank’s business activities include:

ARTICLES OF ASSOCIATION

1. The Board of Directors holds the authority and fully responsibility to carry out their duties for the Bank’s interest according to the purpose and objctives.

2. In carrying out the duties, the Board of Directors shall comply with prevailing Law.

3. Minimum 2 (two) of the Board of Directors members are eligible to represent the Bank on and off the court, bidning in agreement with other parties as well as execute every action both related to the management and ownership with limitation on:

a. To borrow or lend cash on behalf of the Bank (excluded Bank’s funds withdrawal at the banks) in operating its business as Bank, as regulated in Board of Commissioners Meeting Resolutions.

b. To establish a business or participate in other companies both domestic and overseas;

c. To purchase fixed assets and enterprises;

d. To sell and or put as collateral the fixed assets and enterprises with values approximately equal to 5% (five per cent);

e. To borrow and lend funds on behalf of the Bank not for the Bank’s business.

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Dengan persetujuan Komisaris Utama atau oleh 2 (dua) anggota Komisaris, persetujuan mana cukup dibuktikan dengan surat yang ditandatangani atau turut ditandatangani pada surat/akta yang berkenaan.

4. Atas persetujuan Komisaris Utama atau 2 (dua) orang Komisaris, dalam hal tertentu, berhak mengangkat 1 (satu) orang sebagai kuasanya yang tata laksananya diatur dalam surat kuasa.

II. UMUM

1. Direktur Utama bertanggung jawab penuh untuk :a. Berjalannya kegiatan usaha Bank

secara keseluruhan;b. Memimpin rapat Direksi, atau pejabat

Bank satu tingkat di bawah Direksi;c. Penyusunan dan pelaksanaan

“Rencana Bisnis Bank” (RBB) dengan strategi pencapaiannya yang telah disetujui oleh Dewan Komisaris.

2. Anggota Direksi bertanggung jawab atas : a. Melakukan evaluasi dan melaporkan

perkembangan pelaksanaan RBB dalam rapat Direksi;

b. Pencapaian RBB sesuai dengan unit kerja yang menjadi supervisinya;

c. Melaporkan pelaksanaan tugas dan tanggungjawabnya secara berkala setiap triwulan kepada Dewan Komisaris (selambat-lambatnya tanggal 20 bulan berikutnya, setelah triwulan berakhir);

d. Menyelenggarakan dan memimpin rapat - rapat dengan unit kerja yang menjadi supervisinya;

e. Mengevaluasi kebijakan dan sistem prosedur secara berkala untuk masing - masing unit kerja yang menjadi supervisinya;

f. Mengevaluasi dan memberikan persetujuan untuk pengangkatan dan pemberhentian serta menetapkan kenaikan gaji dan fasilitas lainnya bagi karyawan di setiap unit kerja yang menjadi supervisinya;

g. Mempelajari temuan/rekomendasi dari Divisi Audit Internal, pemeriksaan dari Otoritas Jasa Keuangan (OJK) dan Regulator lainnya yang berkaitan dengan unit kerja dibawahnya.

III. MANAJEMEN RISIKO

Direksi bertanggung jawab penuh untuk :1. Memastikan bahwa penerapan manajemen

risiko telah memadai dan sesuai dengan karakteristik, kompleksitas serta profil risiko Bank;

2. Memahami dengan baik jenis dan tingkat risiko yang melekat pada kegiatan bisnis Bank serta menyusun kebijakan, strategi dan

With approval from the President Commissioner or 2 (two) Commissioners, which agreement shall be proven with signed letter on the respective letter/Deed.

4. Under approval from the President Commissioner or 2 (two) Commissioner, in specific case, is eligible toa ppoint 1 (one) individual as attorney which procedure is regulated in the attorney letter.

GENERAL

1. President Director is fully responsible on:

a. Implementation of overall Bank’s business activity;

b. To chair Board of Directors meeting, or Bank’s Executives one level below the Board of Directors;

c. To prepare “Bank Business Plan” (RBB) implementation with achievement strategy as approved by the Board of Commissioners.

2. The Board of Directors are responsible on:a. Evaluating and reporting progress of RBB

implementation in Board of Directors meeting;

b. RBB achievement according to working unit under his/her supervision;

c. Reporting duty and responsibility implementation regularly every quarter to the Board of Commissioners (maximum on 20th day in the next month, after the quarter ended);

d. Organizing and chairing meetings with working units under his/her supervision;

e. Evaluating policy and procedure system regularly for each working unit under his/her supervision;

f. Evaluating/giving approval for appointment and dismissal as well as stipulating appraisal of salary and other facilities for the employees at every working unit under his/her supervision;

g. Examining finding/recommendation from Internal Audit Division, audit by Financial Service Authority (OJK) and other Regulators related to the working unit under his/her supervision.

RISK MANAGEMENT

The Board of Directors is fully responsible to:1. Ensure that risk management implementation

has been sufficient and according to the Bank’s characteristics, complexity and risk profile;

2. Appropriately understand type and level of inherent risk in the Bank’s business activity as well as preparing written and comprehensive risk management policy, strategy and framework

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kerangka manajemen risiko secara tertulis dan komprehensif termasuk batasan risiko secara keseluruhan untuk setiap jenis risiko dengan memperhatikan tingkat dan toleransi risiko sesuai kondisi Bank serta memperhitungkan dampak risiko terhadap kecukupan permodalan;

3. Menetapkan kebijakan, strategi dan kerangka manajemen risiko setelah mendapat persetujuan dari Dewan Komisaris;

4. Melakukan pengkinian (update) prosedur, kebijakan dan alat untuk mengidentifikasi, mengukur dan memantau serta mengendalikan risiko;

5. Menetapkan mekanisme persetujuan transaksi, termasuk batasan dan kewenangan untuk setiap jenjang jabatan di setiap unit kerja;

6. Mengevaluasi dan atau mengkinikan kebijakan, strategi dan kerangka manajemen risiko paling kurang 1 (satu) kali dalam setahun atau frekuensi yang lebih sering dalam hal terdapat perubahan faktor - faktor yang mempengaruhi kegiatan usaha Bank, eksposur risiko dan atau profil risiko secara signifikan;

7. Menetapkan struktur organisasi berikut dengan kewenangan dan tanggungjawab untuk setiap jenjang jabatan terkait dengan penerapan manajemen risiko;

8. Memastikan pelaksanaan kebijakan, strategi manajemen risiko yang telah disetujui oleh Dewan Komisaris serta mengevaluasi dan memberikan pengarahan berdasarkan laporan yang disampaikan oleh Satuan Kerja Manajemen Risiko;

9. Memutuskan transaksi yang melampaui kewenangan pejabat di bawah Direksi atau transaksi yang memerlukan persetujuan sesuai dengan kebijakan dan prosedur internal yang berlaku;

10. Mengevaluasi seluruh risiko yang material serta dampak yang ditimbulkan dan melaporkannya kepada Dewan Komisaris secara berkala. Laporan dimaksud memuat laporan perkembangan dan permasalahan terkait serta langkah - langkah perbaikan yang telah, sedang dan akan dilakukan;

11. Melakukan langkah - langkah perbaikan atas setiap penyimpangan yang terjadi dalam kegiatan usaha Bank yang ditemukan oleh Satuan Kerja Audit Internal;

12. Mengembangkan budaya manajemen risiko pada seluruh jenjang organisasi, serta pentingnya tentang pengendalian internal yang efektif dan efisien;

13. Memastikan kecukupan dukungan keuangan dan infrastruktur dalam mengelola dan mengendalikan risiko;

14. Memastikan bahwa fungsi manajemen risiko telah dilaksanakan secara independen yaitu adanya pemisahan fungsi antara satuan kerja manajemen risiko yang melakukan identifikasi, pengukuran, pemantauan dan pengendalian risiko dengan unit kerja yang melakukan dan menyelesaikan transaksi;

including overall risk limit for every risk profile by considering risk level and risk tolerance according to the Bank’s condition and calculating risk impact on capital adequacy;

3. Stipulate risk management policy, strategy and framework after approval from the Board of Commissioners;

4. Update the procedure, policy and tools to identify, measure and monitor as well as mitigate risks;

5. Stipulate transaction approval mechanism, including limit and authority for every position level in every working unit;

6. Evalaute and/or update risk management policy, strategy and framework minimum 1 (once) in a year or in higher frequency in the case of any changing factors which may influence Bank’s business activity, risk exposure and/or risk profile significantly;

7. Stipulate organization structure altogether with authority and responsibility for every position level related to risk management implementation;

8. Ensure implementation of risk management policy and strategy which have been approved by the Board of Commissioners and evaluate as well sa provide direction based on report submitted by the Risk Management Unit;

9. Approve transaction which exceeding authority of Executives under the the Board of Directors or transaction which requires approval based on prevailing internal policy and procedure;

10. Evalaute every material risk and impact and report to the Board of Commissioners regularly. The report discloses progress and related issue as well as improvement action which has been, on going and will be implemented;

11. Perform improvement plan on every violation occured in the Bank’s business activity found by the Internal Audit Unit;

12. Develop risk management culture in all organization level, as well as the importance of effective and efficient internal control;

13. Ensure sufficiency of financial and infrastructure support in managing and controlling risk;

14. Ensure that the risk management function has been implemented independently through division of function between risk management unit who performs risk identification, measurement, monitoring and mitigation with other units who carry out and settle transaction;

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15. Memastikan seluruh aktivitas penyediaan dana yang dilakukan sesuai dengan strategi dan kebijakan manajemen risiko kredit yang telah disetujui oleh Dewan Komisaris;

16. Memastikan bahwa penerapan manajemen risiko telah dilakukan secara efektif dan efisien dalam hal penyediaan dana yang terkait dengan risiko kredit, termasuk penyelesaian kredit bermasalah;

17. Memastikan bahwa dalam kebijakan dan prosedur manajemen risiko pasar telah mencakup aktivitas trading baik harian, jangka menengah, maupun jangka panjang;

18. Memastikan kejelasan wewenang dan tanggung jawab pengelolaan risiko pasar, kecukupan sistem untuk mengukur risiko pasar, struktur batasan yang memadai untuk pengambilan risiko, pengendalian internal yang efektif dan sistem pelaporan yang komprehensif, berkala, serta tepat waktu;

19. Memastikan bahwa kebijakan dan prosedur mengenai manajemen risiko untuk posisi banking book menjadi bagian yang tidak terpisahkan dalam kebijakan manajemen aset dan kewajiban Bank secara keseluruhan (Assets and Liabilities Management) sesuai dengan pilihan bisnis yang dilakukan oleh Bank;

20. Memantau posisi dan risiko likuiditas secara berkala baik pada situasi normal maupun pada situasi pasar yang tidak stabil serta melakukan evaluasi terhadap posisi dan risiko likuiditas Bank paling kurang 1 (satu) kali dalam sebulan;

21. Melakukan penyesuaian kebijakan dan strategi manajemen risiko likuiditas yang diperlukan berdasarkan hasil evaluasi terhadap posisi dan risiko likuiditas serta menyampaikan laporan kepada Dewan Komisaris mengenai posisi dan profil risiko likuiditas serta penerapan kebijakan dan prosedur manajemen risiko likuiditas secara berkala maupun pada saat terjadi perubahan yang signifikan;

22. Menciptakan budaya keterbukaan secara objektif atas risiko operasional pada seluruh jenjang organisasi sehingga setiap risiko dapat diidentifikasi dan dimitigasi dengan tepat;

23. Menetapkan kebijakan reward & punishment yang efektif dalam sistem penilaian kinerja dalam rangka mendukung pelaksanaan manajemen risiko yang optimal;

24. Menetapkan mekanisme komunikasi yang efektif atas permasalahan hukum yang dihadapi sehingga risiko hukum dapat dimitigasi dengan baik;

25. Memastikan adanya legal consistency pada setiap kegiatan usaha Bank dengan ketentuan peraturan yang berlaku dan tidak menimbulkan suatu pemahaman yang berbeda dalam setiap suatu perjanjian yang dibuat oleh Bank;

26. Memastikan adanya legal completeness, dengan perundang - undangan yang berlaku baik yang bersifat nasional maupun internasional serta dapat diimplementasikan dengan baik oleh Bank;

27. Menyusun rencana stratejik yang terkait

15. Ensure that every implemented fund provision activity had complied with credit risk management strategy and policy as approved by the Board of Commissioners;

16. Ensure that the risk management implementation had been done effectively and efficiently in terms of funds provision related to credit risk, including non-performing loan settlement;

17. Ensure that the market risk management policy and procedure have included trading activity either daily, medium-term or long-term;

18. Ensure clarity of authority and responsibility of market risk management, sufficiency of system to measure market risk, sufficient limit structure for risk acceptance, effective internal control as well as comprehensive, regualr and on time reporting system;

19. Ensure that the policy and procedure about risk management for banking position as integrated part in the Bank’s overall assets and liabilities management policy according to business option taken by the Bank.

20. Monitor the liquidity position and risk regularly both at normal and unstable market condition as well as evaluate the Bank’s liquidity position and risk minimum 1 (once) in a month;

21. Adjust the liquidity risk management policy and strategy which are required based on evaluation report of the liquidity position and risk as well as submit report to the Board of Commissioners about liquidity risk position and profile as well as implementation of liquidity risk management policy and procedure regularly or during the occurence of significant change;

22. Establish transparency culture objectively on operational risk in all organization levels so that every risk can be identified and mitigated correctly;

23. Implement effective reward & punishment policy in performance assessment system to support optimum risk management implementation;

24. Stipulate effective communication mechanism on currently encountered legal cases so that the legal risk can be mitigated appropriately;

25. Ensure availability of legal consistency in the Bank’s business activity with prevailing Law and not causing conflicting understanding in any agreement made by the Bank;

26. Ensure availability of legal completeness, with prevailing law both at national and international levels as well as well implemented by the Bank;

27. Prepare strategic plan related to risk management

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dengan penerapan manajemen risiko seperti :a. Menjamin bahwa sasaran strategis yang

ditetapkan telah sejalan dengan misi dan visi, budaya, arah bisnis dan toleransi risiko Bank;

b. Memberikan persetujuan terhadap rencana stratejik dan setiap perubahannya, serta melakukan review berkala minimal 1 (satu) tahun sekali;

c. Memastikan bahwa struktur, budaya, infrastruktur, kondisi keuangan, tenaga dan kompetensi manajerial termasuk pejabat eksekutif, serta sistem dan pengendalian yang ada di Bank telah sesuai dan memadai untuk mendukung implementasi strategi yang telah ditetapkan.

28. Memantau kondisi internal dan perkembangan faktor / kondisi eksternal yang secara langsung atau tidak langsung mempengaruhi strategi usaha Bank;

29. Menetapkan satuan kerja yang memiliki fungsi dan kewenangan serta tanggung jawab untuk mendukung perumusan dan pemantauan pelaksanaan rencana stratejik dan RBB;

30. Memastikan bahwa manajemen risiko stratejik telah dilakukan secara efektif dan konsisten pada seluruh jenjang organisasi dibawahnya. Dalam hal Direksi mendelegasikan sebagian dari tanggungjawabnya kepada pejabat eksekutif dibawahnya, pendelegasian tersebut tidak menghilangkan kewajiban Direksi sebagai pihak utama yang harus bertanggung jawab.

IV. TATA KELOLA

Direksi bertanggung jawab penuh untuk :1. Pelaksanaan kepengurusan dan pengelolaan

Bank sebagaimana diatur dalam Anggaran Dasar dan peraturan perundang - undangan yang berlaku;

2. Melaksanakan prinsip-prinsip Tata Kelola dalam setiap kegiatan usaha Bank pada seluruh tingkatan atau jenjang organisasi;

3. Menindaklanjuti arahan dari Dewan Komisaris, temuan audit dan rekomendasi dari Satuan Kerja Audit Internal Bank, auditor eksternal, hasil pengawasan Bank Indonesia atau Otoritas Jasa Keuangan dan/atau hasil pengawasan otoritas lain;

4. Membentuk :a. Satuan Kerja Audit Intern;b. Satuan Kerja Manajemen Risiko dan

Komite Manajemen Risiko;c. Satuan Kerja Kepatuhan;d. Komite ALCO;e. Komite Pengarah Teknologi Informasi;f. Tim Anti Fraud.

5. Mempertanggungjawabkan pelaksanaan tugasnya kepada Pemegang Saham melalui Rapat Umum Pemegang Saham (RUPS);

6. Mengungkapkan kepada pegawai, kebijakan Bank yang bersifat strategis di bidang kepegawaian;

7. Tidak menggunakan penasihat perorangan

implementation, such as:a. Ensure that stipulated strategic goals have been

accordance with the Bank’s mission and vision, culture, business direction and risk tolerance;

b. b. Provide approval on strategic plan and every revision, and perform regular review minimum 1 (once) a year;

c. Ensure that the Bank’s structure, culture, infrastructure, financial condition, resource and managerial competency including Exeutives as well as system and controlling have been appropriate and suficient to support implementation of designated strategy.

28. Oversee internal condition and progress of external factor/condition with direct or non-direct impact on the Bank’s business strategy;

29. Stipulate working unit with function and authority as well responsibility to support strategic plan and RBB formulation and monitoring implementation;

30. Ensure that strategic risk management has been implemented effectively and consistently in entire organization below. In the case of the Board of Directors delegates part of responsibility to the below Executives, the delegation shall not eliminate the Board of Directors’ obligation as main responsible party.

GOVERNANCE

The Board of Directors is fully responsible on:1. Implementation of Bank’s management and

administration as regulated in Articles of Association and prevailing Law;

2. Implementation of Corporate Governance principles in every Bank’s business activity at all organization line or level;

3. Follow-up direction from the Board of Commissioners, audit findings and recommendation from Bank’s Internal Audit Unit, external auditor, supervisory report by the Bank Indonesia or Financial Service Authority and/or supervisory report by other Authorities;

4. Establish:a. Internal Audit Unit;b. Risk Management Unit and Risk Management

Committee;c. Compliance Unit;d. ALCO Committee;e. Information Technology Steering Committee;f. Anti-Fraud Team.

5. Accounted the duty implementation to the Shareholders in General Meetings of Shareholders (GMS);

6. Disclose to the employes regarding the Bank’s strategic policy in employment sector;

7. Not using individual advisor and or professional

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dan atau jasa profesional sebagai konsultan, kecuali memenuhi persyaratan sebagai berikut :a. Pelaksanaan proyek yang bersifat khusus;b. Didasari oleh kontrak yang jelas yang

sekurang - kurangnya mencakup lingkup kerja, tanggungjawab dan jangka waktu pekerjaan serta besaran biaya yang dikeluarkan;

c. Konsultan adalah pihak independen dan memiliki kualifikasi untuk mengerjakan proyek yang bersifat khusus dimaksud.

8. Menyediakan data dan informasi yang akurat, relevan dan tepat waktu kepada Dewan Komisaris;

9. Memiliki pedoman dan tata tertib kerja yang bersifat mengikat bagi setiap anggota Direksi yang mencantumkan antara lain : pengaturan etika kerja, waktu kerja serta pengaturan rapat;

10. Mengungkapkan :a. Kepemilikan sahamnya, baik pada Bank

maupun pada bank dan perusahaan lain, yang berkedudukan di dalam dan di luar negeri;

b. Hubungan keuangan dan hubungan keluarga dengan anggota Dewan Komisaris, anggota Direksi lain dan atau pemegang saham Bank, dalam laporan pelaksanaan Tata Kelola.

11. Tidak memanfaatkan Bank untuk kepentingan pribadi, keluarga, dan atau pihak lain yang dapat merugikan atau mengurangi keuntungan Bank;

12. Tidak mengambil dan atau menerima keuntungan pribadi dari Bank, selain remunerasi dan fasilitas lainnya yang ditetapkan berdasarkan keputusan RUPS;

13. Mengungkapkan remunerasi dan fasilitas lainnya pada laporan Tata Kelola.

V. PENERAPAN PROGRAM ANTI PENCUCIAN UANG & PENCEGAHAN PENDANAAN TERORISME (APU & PPT)

1. Mengusulkan secara tertulis tentang kebijakan Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU & PPT) kepada Dewan Komisaris;

2. Menyetujui kebijakan serta SOP Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU & PPT) dan memastikan bahwa kebijakan tersebut telah dilaksanakan sesuai dengan kebijakan yang telah ditetapkan;

3. Membentuk Unit Kerja Khusus / UKK yang melaksanakan penerapan program APU & PPT dan atau menunjuk pejabat yang bertanggungjawab terhadap pelaksanaan program APU & PPT di Kantor Pusat;

4. Memastikan bahwa Kantor Cabang dan Kantor Cabang Pembantu telah memiliki unit kerja khusus serta pegawai yang menjalankan fungsi unit kerja khusus atau pejabat yang mengawasi penerapan program APU & PPT;

consulting service, unless fulfilling requirements, as follows:

a. Special project implementation;b. Based on clear contract that at least covering

scope of work, responsibility and project duration as well as amount of the budget;

c. The consultant is independent party and has qualification to execute the specific project.

8. Provide accurate, relevant and on time data and information to the Board of Commissioners;

9. Has binding working manual and charter for every Board of Directors which discloses: regulation of work ethic; working time and meeting arrangement;

10. Disclosing:a. Shares ownership both at the bank and other

companies located domestic and overseas;b. Financial and family affiliations with other

Board of Commissioners or Board of Directors members or Bank’s Shareholders, in Governance implementation Report.

11. Not using the Bank for personal, family or other parties’ interest which may cause loss or reduce the bank’s profit;

12. Not taking and or receiving personal interest from the Bank besides remuneration and other facilities stipulated under GMS resolutions;

13. Disclose remuneration and other facilities in Governance Report.

IMPLEMENTATION OF ANTI MONEY LAUNDERING & COUNTERING FINANCING TERORRISM PROGRAM

1. Submit written recommendation on Anti Money Laundering and Countering Financing Terrorism policy to the Board of Commissioners;

2. Approve Anti Money Laundering and Countering Financing Terrorism policy and SOP and ensure the policy has been implemented according to the stipulated policy;

3. Establish Special unit/UKK to perform program implementation or appoint officer in charge in the program implementation at Head Office;

4. Ensure that Branch Offices and Sub-Branch Offices had special unit and employees to perform the special unit’s function or officer to supervise AML CFT program implementation;

207



5. Menerima laporan terkait dengan pengawasan atas kepatuhan unit kerja dalam menerapkan program APU & PPT dari unit kerja khusus dan atau pejabat yang bertanggung jawab;

6. Memastikan bahwa kebijakan dan prosedur tertulis mengenai program APU & PPT telah selaras dengan perubahan dan pengembangan produk, jasa serta teknologi Bank dan mengantisipasi perkembangan modus pencucian uang atau pendanaan terorisme;

7. Memastikan bahwa seluruh pegawai, khususnya pegawai dari unit kerja terkait dan pegawai baru, telah mengikuti pelatihan yang berkaitan dengan program APU & PPT secara berkesinambungan.

VI. SISTEM PENGENDALIAN INTERNAL

Direksi wajib memastikan antara lain :1. Pelaksanaan sistem pengendalian intern secara

efektif terhadap pelaksanaan kegiatan usaha dan operasional pada seluruh jenjang organisasi Bank.

2. Kepatuhan terhadap peraturan dan perundang-undangan yang berlaku serta kebijakan atau ketentuan intern Bank.

3. Tersedianya informasi keuangan dan manajemen yang lengkap, akurat, tepat guna, dan tepat waktu.

4. Efektivitas dan efisiensi dalam kegiatan operasional.

5. Efektivitas budaya Risiko (risk culture) pada organisasi Bank secara menyeluruh.

Independensi Direksi

Anggota Direksi Bank MAYORA

1. Irfanto Oeij telah membuat Surat Pernyataan Independen pada tanggal 03 Maret 2016.

2. Ricky Budiono telah membuat Surat Pernyataan Independen pada tanggal 03 Maret 2016.

3. Tjahojo Bengawan telah membuat Surat Pernyataan Independen pada tanggal 03 Maret 2016.

4. Jap Chin Phing telah membuat Surat Pernyataan Independen pada tanggal 03 Maret 2016.

5. Benny Sudarsono Tan telah membuat Surat Pernyataan Independen pada tanggal 03 Maret 2016.

6. Tiolina Tumanggor telah membuat Surat Pernyataan Independen pada tanggal 03 Maret 2016.

Dalam menjalankan fungsinya, Direksi bersikap independen dan bebas dari kepentingan pihak tertentu. Independensi anggota Direksi Bank MAYORA setidaknya dapat dilihat dari aspek berikut:

5. Accept report related to supervision over compliance of the working untis in program implementation from the special unit and or officer in charge;

6. Ensure that written policy and procedure on program have been suitable with the Bank’s product, service and technology development and anticipate development of money laundering or terrorism financing modus;

7. Ensure that all employees, especially employees in related untis and new employees have participated in training related to program in an ongoing basis.

INTERNAL CONTROL SYSTEM

The Board of Directors shall ensure:1. Internal control system implementation effectively

in business and operational activity at all Bank’s organization level.

2. Compliance with prevailing Law and regulation as wlel as Bank’s internal policy or provision.

3. Availability of complete, accurate, effective and on time financial and management information.

4. Effectiveness and efficiency in the operational activity.

5. Risk culture effectiveness in Bank’s organization comprehensively.

Bank MAYORA’s Board of Directors Members

1. Irfanto Oeij had signed Independency Declaration on March 3, 2016.

2. Ricky Budiono had signed Independency Declaration on March 3, 2016.

3. Tjahojo Bengawan had signed Independency Declaration on March 3, 2016.

4. Jap Chin Phing had signed Independency Declaration on March 3, 2016.

5. Benny Sudarsono Tan had signed Independency Declaration on March 3, 2016.

6. Tiolina Tumanggor had signed Independency Declaration on March 3, 2016.

In carrying out its function, the Board of Directors shall act independently and free from any interest. Independency of Bank MAYORA’s Board of Directors is at least explained in following aspect:

Board of Directors Independency

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1. Kepemilikan Saham DireksiAnggota Direksi Bank diwajibkan untuk mengungkapkan kepemilikan sahamnya, baik di Bank MAYORA maupun pada bank atau perusahaan lain yang berkedudukan di dalam dan di luar negeri dalam suatu laporan yang harus diperbaharui setiap tahunnya.

2. Rangkap Jabatan

Dalam rangka penerapan prinsip Transparansi dan Profesionalisme (termasuk independensi) dalam penerapan Tata Kelola, seluruh anggota Direksi telah mengungkapkan rangkap jabatannya, sebagaimana tabel berikut:

Board of Directors Shares OwnershipThe Bank’s Board of Directors members are regulated to disclose their shares ownership both at Bank MAYORA and other banks or companies located domestic or overseas in a report which shall be updated every year.

Dual Position

As part of Transparency and Professionalism (including independency) principle in the Governance practice, every Board of Directors member has disclosed dual position as follows:

Kepemilikan Saham DireksiBoard of Directors Shares Ownership

NamaName

JabatanPosition

Kepemilikan Saham di Bank MAYORAShares Ownership at Bank MAYORA

Kepemilikan Saham di Bank LainShares Ownership at Other Banks

Kepemilikan Saham di Perusahaan LainShares Ownership at Other Companies


- - -


- - -


- - -


- - -


- - -


- - -

Rangkap Jabatan DireksiBoard of Directors Dual Position

NamaName

Jabatan di Bank MAYORAPosition at Bank MAYORA

Perusahaan/ Instansi LainOther Companies/Institutions

Nama PerusahaanCompany Name

JabatanPosition


- -


- -


- -


- -


- -


- -

209



Rapat Direksi

Direksi mengadakan rapat secara berkala untuk membahas hal-hal yang memerlukan pertimbangan Direksi dan rencana strategis lainnya.

Selama tahun 2017, Direksi mengadakan rapat sebanyak 12 (dua belas) kali dengan tingkat kehadiran

Board of Directors holds regular meetings to discuss matters that require consideration of the Board of Directors and other strategic plans.

Throughout 2017, the Board of Directors held 12 meetings with level of attendance as follows:

Board of Directors Meetings

No TanggalDate

AgendaAgenda

KehadiranAttendance

IOIO

RBRB

TBTB

TTTT

JCPJCP

BTBT

1 18 Januari 2017

a. Persiapan Branding dalam rangka Persiapan IPO

b. Implementasi Pemungutan PPNc. Permohonan Persetujuan Prinsipil Revisi

Standar Perjanjian Kreditd. Presentasi Penentuan Limit Antar Bank Melalui

Metode Scoring Terhadap Bank Koresponden

a. Branding Preparation related to IPO preparation.

b. Implementation of VATc. Credit Agreement Standard Revision

Principal Approval Requestd. Presentation of Inter-Bank Limit Set-up

Through Scoring Method to Correspondence Bank.

√ √ √ √ √ √

2 16 Februari 2017

a. Formula Scoring Terhadap Bank Korespondenb. E-Learning, Perubahan Penilaian Kinerja 2016,

Training Road Map

a. Matters Arisingb. Formula Scoring to Correspondence Bankc. E-Learning, Revised Performance

Assessment 2016, Training Road Map

√ - - √ √ √

3 16 Maret 2017

a. Standard PKS Kerjasama dengan Broker dan Penunjukan Notaris

b. Formula Scoring Terhadap Bank Koresponden Update My People Medical-

a. Standard MoU in Partnership with Brokerage and Notary Appointment

b. Scoring Formula to Correspondence BankMy People Medical Update

√ √ √ √ √ √

4 17 Mei 2017

a. Transaksi Forward dan Swap (Pengaturan Deposit Margin)

a. Matters Arising Forward and Swap Transaction (Deposit Margin Arrangement)

√ √ √ √ √ √

5 16 Juni 2017

Persetujuan Agenda RUPST 2017

Approval on AGMS 2017 Agenda√ √ √ √ √ √

210



sebagai berikut:Ket/ Remarks : IO Irfanto Oeij

RB Ricky Budiono TB Tjahojo Bengawan TT Tiolina Tumanggor JCP Jap Chin Phing BT Benny Tan

6 19 Juli 2017 a. Follow Up Audit OJKb. Talent Managementc. Compliance Chartd. Mystery Shopper External

a. OJK Auit Follow Upb. Talent Managementc. Compliance Chartd. Mystery Shopper External

√ √ √ √ √ √

7 16 Agustus 2017

Transaksi ForwardForward Transaction

- √ √ √ √ √

8 14 September 2017

a. Follow Up Audit OJK

e. Follow Up Audit OJK √ √ √ √ √ √

9 13 Oktober 2017

a. Follow Up Audit OJKb. Transportation Allowancec. Struktur Organisasi

a. OJK Auit Follow Upb. Transportation Allowancec. Organization Structure

√ √ √ √ √ √

10 17 November 2017

a. Business Continuity Planb. Bancassurance

a. Business Continuity Planb. Bancassurance

√ √ - √ √ √

11 18 Desember 2017

a. MyPeople (Business Trip)b. MyPeople (Pengajuan Lembur)c. Fasilitas Asuransi Kesehatand. Video Recruitment

a. MyPeople (Business Trip)b. MyPeople (Overtime Work Submission)c. Insurance Facilityd. Video Recruitment

√ - √ √ - √

JumlahTotal 11 10 10 12 11 12

% Kehadiran% Attendance

91.67% 83.33% 83.33% 100% 91.67% 100%

No TanggalDate

AgendaAgenda

KehadiranAttendance

IOIO

RBRB

TBTB

TTTT

JCPJCP

BTBT

======

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Keputusan Direksi Tahun 2017

Selama tahun 2017, Direksi Bank telah mengeluarkan berbagai keputusan terkait aspek sebagai berikut:

Throughout 2017, Bank’s Board of Directors had issued decrees related to various aspects, as follows:

Board of Directors Decree 2017

No TanggalDate

Nomor Surat KeputusanDecree Number

PerihalConcern

1 01-01-2017 001/SK-DIR/I/2017 Struktur Organisasi PT. Bank MAYORA

2 19-01-2017 003/SK-DIR/I/2017 Pembelian Kacamata / Contact Lensa

3 19-01-2017 004/SK-DIR/I/2017 Limit Rawat Jalan & Gigi

4 19-01-2017 005/SK-DIR/I/2017 Bantuan Biaya Melahirkan

5 06-02-2017 006/SK-DIR/II/2017 Ketentuan Giro Valas MAYORA

6 06-02-2017 007/SK-DIR/II/2017 Tabungan Sipucuk USD

7 17-02-2017 008/SK-DIR/II/2017 Tingkat Suku Bunga Deposito (IDR)

8 21-02-2017 009/SK-DIR/II/2017 Tingkat Suku Bunga Giro Bank MAYORA (IDR)

9 07-03-2017 010/SK-DIR/III/2017 Susunan Komite Image

10 08-03-2017 011/SK-DIR/III/2017 Wewenang Biaya Promosi

11 21-03-2017 012/SK-DIR/III/2017 Ketentuan Tarif Rekening Tabungan Bank MAYORA (IDR)

12 21-03-2017 013/SK-DIR/III/2017 Ketentuan Tarif Rekening Giro Bank MAYORA (IDR)

13 23-03-2017 014/SK-DIR/III/2017 Limit Antar Bank Terhadap Bank Koresponden/Counterpart Tahun 2017

14 26-04-2017 015/SK-DIR/IV/2017 Tingkat Suku Bunga Deposito (IDR)

15 26-04-2017 016/SK-DIR/IV/2017 Tingkat Suku Bunga Deposito (USD)

16 04-05-2017 017/SK-DIR/V/2017 Ketentuan Tarif Layanan Jasa Bank MAYORA

17 17-05-2017 018/SK-DIR/V/2017 Keanggotaan Komite Pemantau Risiko

18 31-05-2017 019/SK-DIR/V/2017 Ketentuan Tarif Layanan Jasa Bank MAYORA

19 14-06-2017 020/SK-DIR/VI/2017 Kredit Kesejahteraan Karyawan Variant KMG

20 14-06-2017 021/SK-DIR/VI/2017 Kredit Kesejahteraan Karyawan Variant KPR-Reguler

21 19-06-2017 023/SK-DIR/VI/2017 Penunjukkan kewenangan User Otoritasi

22 07-07-2017 024/SK-DIR/VII/2017 Struktur Organisasi PT. Bank MAYORA

23 25-07-2017 026/SK-DIR/VII/2017 Portofolio Kredit 2017

24 26-07-2017 027/SK-DIR/VII/2017 Tingkat Suku Bunga Deposito (IDR)

25 26-07-2017 028/SK-DIR/VII/2017 Penetapan Limit Parameter Risiko Kredit Komersial Segmentasi UKM dan Konsumsi

26 01-08-2017 025/SK-DIR/VIII/2017 Kamus Kompetensi Bank MAYORA

27 04-08-2017 030/SK-DIR/VIII/2017 Tunjangan Pulsa dan Fasilitas CUG

28 24-08-2017 031/SK-DIR/VIII/2017 Tingkat Suku Bunga Deposito (IDR)

29 28-08-2017 032/SK-DIR/VIII/2017 Susunan Keanggotaan Komite Manajemen Risiko Bank MAYORA

30 28-08-2017 033/SK-DIR/VIII/2017 Tingkat Suku Bungan Tabungan Bank MAYORA (IDR)

31 28-08-2017 034/SK-DIR/VIII/2017 Tingkat Suku Bunga Giro Bank MAYORA (IDR)

32 16-10-2017 029/SK-DIR/IX/2017 Penetapan Kompetensi di Bank MAYORA

33 26-09-2017 035/SK-DIR/IX/2017 Tingkat Suku Bunga Deposito (IDR)

34 16-10-2017 036/SK-DIR/X/2017 Tarif Appraisal Dalam Rangka Kredit

35 18-10-2017 037/SK-DIR/X/2017 Denda Pinalti Kredit Mikro & Komersial

36 27-10-2017 038/SK-DIR/X/2017 Limit Transaksi Surat Berharga

37 06-11-2017 039/SK-DIR/XI/2017 Kredit Kesejahteraan Karyawan Variant KMG

38 21-11-2017 040/SK-DIR/XI/2017 Perubahan Susunan Komite Image

39 27-11-2017 041/SK-DIR/XI/2017 Klasifikasi Kelas Kantor

40 29-11-2017 042/SK-DIR/XI/2017 Pembentukan Tim Penyusun Pedoman Business Continuity Plan PT. Bank MAYORA

41 29-12-2017 044/SK-DIR/XII/2017 Pedoman dan Tata Tertib Kerja Direksi

42 23-01-2018 045/SK-DIR/XII/2017 Ketentuan Tingkat Suku Bunga Kredit Konsumer

43 23-01-2018 046/SK-DIR/XII/2017 Ketentuan Tarif Kredit Konsumer

PT Bank MAYORA Organization Structure

Glass/Contact Lense Purchase

Outpatient & Dental Treatment Limit

Maternity Allowance

MAYORA Foreign Exchange Current Account Policy

Tabungan Sipucuk in USD

Time Deposit Interet Rate (IDR)

Bank MAYORA Current Account Interest Rate (IDR)

Image Committee Composition

Promotion Cost Authority

Bank MAYORA Savings Account Tariff Policy (IDR)

Bank Mayor Current Account Tariff Policy (IDR)

Inter-Bank Limit to Correspondence Bank/Counterpart

Policy in 2017

Time Deposit Interest Rate (IDR)

Time Deposit Interest Rate (USD)

Bank MAYORA Service Tariff Policy

Risk Monitoring Committee Membership

Bank MAYORA Service Tariff Policy

Employee Welfare Loan in KMG Variant

Employee Welfare Loan in KPR-Regular Variant

Authorization User Authority Appointment

PT Bank MAYORA Organization Structure

Loan Portfolio 2017


Commercial Credit Risk Parameter Limit Set-Up for

SME and Consumer Segment

Bank MAYORA Competency Dictionary

Phone Voucher and CUG Facility Allowance


Bank MAYORA Risk Management Committee

Membership Composition

Bank MAYORA Savings Account Interest Rate (IDR)

Bank MAYORA Current Account Interest Rate (IDR)

Competency Stipulation at Bank MAYORA


Appraisal Tariff in Credit

Penalty for Micro & Commercial Loans

Marketable Securities Transaction Limit

Employee Welfare Loan in KMG Variant

Change in Image Committee Composition

Office Class Classification

Establishment of PT Bank MAYORA Business Continui-

ty Plan Guideline Formulation Team

Board of Directors Charter

Consumer Loan Interest Rate Policy

Consumer Loan Tariff Policy

212



Program Pengembangan Kompetensi Direksi

Untuk menunjang pelaksanaan tugasnya, Direksi mengikuti Program Pelatihan dalam rangka meningkatkan kompetensi Direksi yang dilaksanakan baik secara formal maupun secara informal. Pada tahun 2017, anggota Direksi telah menghadiri dan berpartisipasi dalam berbagai pelatihan, workshop, konferensi, dan seminar, sebagai berikut:

Board of Directors Competency Development Program

To support its duty implementation, the Board of Directors participated in training program to develop Board of Directors competency both formally and non-formally. In 2017, the Board of Directors member has attended and participated in various trainings, workshop, conference and seminar as follows:

No NamaName

PelatihanTraining Name

PenyelenggaraInstitution

Tempat & WaktuLocation & Time

1 Irfanto Oeij Leveraging Fintech To Support Financial Innovation & Development

IFC Singapore, Februari 2017

2 Benny Sudarsono Tan

Leveraging Fintech To Support Financial Innovation & Development

IFC Singapore, Februari 2017

3 Tjahojo Bengawan Refocusing on Credit BARA Jakarta, Maret 2017

4 Irfanto Oeij ICON Fifth Bali Conference ICION Leadership Bali, Maret 2017


Seminar On Chaning Consumer OJK Bali, Mei 2017


Digital Transformation Perbanas Jakarta, Juli 2017

7 Ricky Budiono Refreshment SMR Parameter Likuiditas OJK Jakarta, Agustus 2017

8 Jap Chin Phing Seminar Executive HAB Bank USA USA, Agustus 2017

9 Tiolina Tumanggor Indonesia Journey HR Expo 2017 One Point Indonesia Bandung, Oktober 2017

10 Ricky Budiono Political Economy Outlook 2018 Indef Jakarta, November 2017

11 Tjahojo Bengawan Political Economy Outlook 2018 Indef Jakarta, November 2017

12 Jap Chin Phing Political Economy Outlook 2018 Indef Jakarta, November 2017

Singapore, February 2017

Singapore, February 2017

Jakarta, March 2017

Bali, March 2017

Bali, May 2017

Jakarta, July 2017

Jakarta, August 2017

USA, August 2017

Bandung, October 2017

Jakarta, November 2017



213




Di samping program pengembangan kompetensi, Direksi Bank MAYORA juga mengikuti program Sertifikasi Manajemen Risiko dengan rincian sebagai berikut :

Program Orientasi Bagi Anggota Direksi Baru

Program orientasi diadakan bagi anggota Direksi baru, agar yang bersangkutan dapat menjalankan tugas dan tanggung jawab sebagai anggota Direksi dengan sebaik-baiknya.

Program orientasi meliputi:1. Pengetahuan mengenai Bank MAYORA, antara lain

visi, misi, strategi dan rencana jangka menengah dan jangka panjang, kinerja, serta keuangan Bank MAYORA;

2. Pemahaman tentang tugas dan tanggung jawab sebagai anggota Direksi, limit wewenang, waktu kerja, hubungan dengan Dewan Komisaris, aturan-aturan/ketentuan-ketentuan dan lain-lainnya.

3. Mengadakan Diskusi dengan anggota Direksi lainnya dan Dewan Komisaris terhadap permasalahan yang ada di Bank MAYORA dan informasi lain-lain yang dibutuhkan.

Penilaian Kinerja Direksi Dan Dewan Komisaris

Bank MAYORA melakukan Penilaian Kinerja Direksi dan Dewan Komisaris secara transparan dan efektif dengan mengukur pelaksanaan fungsi mereka dalam melakukan implementasi masing-masing program kerja yang telah dilaksanakan melalui persetujuan Komisaris Utama pada RUPS.

NamaName

JabatanPosition

LevelLevel

ExpiredExpired


Level 5 15 Oktober 201815 October 2018


Level 5 10 Agustus 201910 August 2019










Besides competency development program, Bank MAYORA’s Board of Directos also participated in Risk Management Certification Program with detail as follows:

Orientation Program for New Board of Directors Member

Orientation program is held for new Board of Directors member to be able in carrying out duty and responsibility as Board of Directors members appropriately.

Orientation program includes:1. Knowledge about Bank MAYORA, among others,

vision, mission, middle-term and long-term strategy andplan, performance and financial condition of Bank MAYROA;

2. Understanding on duty and responsibility as Board of Directors members, limit of authority, working hours, relationship with Board of Commissioners, regulation/provisions and others.

3. Organize discussion with other Board of Directors and Board of Commissioners members regarding issues at Bank MAYORA and other required information.

As part of the implementation of GCG principles, the Company has conducted assessment to the performance of the Board of Commissioners and the Board of Directors. The assessment is meant to measure the work effectiveness of the Board of Commissioners and the Board of Directors.

Performance Assessment of the Board of Commissioners and the Board of Directors

214



Hal-Hal Penilaian Kinerja Direksi1. Penilaian kinerja Direksi dilakukan dengan

mempertimbangkan target kinerja dari seluruh anggota Direksi sesuai dengan tugas dan tanggung jawab masing-masing anggota Direksi yang tercantum dalam pedoman dan tata tertib Direksi, Peraturan perundang-undangan yang berlaku serta Anggaran Dasar maupun amanat Pemegang Saham.

2. Penilaian kinerja anggota Direksi dilakukan oleh Direktur Utama.

3. Penilaian kinerja anggota Direksi dilakukan atau dievaluasi oleh Komisaris Utama setiap tahun berdasarkan tugas dan tanggung jawab Dewan Komisaris dan sesuai keputusan RUPS yang “menyetujui dan memberikan wewenang sepenuhnya kepada Komisaris Utama Perseroan untuk menetapkan gaji/penghasilan dan tunjangan lain bagi para anggota Direksi, dan menetapkan honorarium dan tunjangan bagi Dewan Komisaris Perseroan”.

4. Hasil Penilaian kinerja anggota Direksi secara keseluruhan dan kinerja masing-masing Anggota Direksi secara individual merupakan bagian tak terpisahkan dalam skema penetapan gaji dan pemberian remunerasi bagi Anggota Direksi.

Hal-Hal Penilaian Kinerja Dewan Komisaris

1. Penilaian kinerja Dewan Komisaris dilakukan dengan mempertimbangkan beberapa komponen antara lain struktur dan komposisi Dewan Komisaris, pelaksanaan strategi dan pengelolaan perusahaan, efektivitas pelaksanaan program kerja komite-komite, penerapan manajemen risiko dan pengendalian internal serta penerapan Tata Kelola Perusahaan khususnya dalam hal pelaksanaan fungsi Dewan Komisaris dalam melakukan pengawasan dan memberikan nasihat kepada Direksi demi kepentingan Bank dan Pemegang Saham serta pihak yang berkepentingan pada umumnya.

2. Penilaian kinerja Dewan Komisaris ditentukan berdasarkan tugas kewajiban yang tercantum dalam pedoman dan tata tertib Dewan Komisaris dan Peraturan Perundang-undangan serta Anggaran Dasar maupun amanat Pemegang Saham.

3. Penilaian kinerja anggota Dewan Komisaris dilakukan oleh Komisaris Utama setiap tahun berdasarkan tugas dan tanggung jawab Dewan Komisaris dan sesuai keputusan RUPS yang “menyetujui dan memberikan wewenang sepenuhnya kepada Komisaris Utama Perseroan untuk menetapkan gaji/penghasilan dan tunjangan lain bagi para anggota Direksi, dan menetapkan honorarium dan tunjangan bagi Dewan Komisaris Perseroan”.

4. Hasil penilaian kinerja anggota Dewan Komisaris secara keseluruhan dan kinerja masing-masing Anggota Dewan Komisaris secara individual merupakan bagian tak terpisahkan dalam skema

Board of Directors Performance Assessment aspects:1. The performance assessment of the Board of Di

is conducted by considering performance target of all Board of Directors member as disclosed in the Board of Directors Charter, prevailing Law and Articles of Association and Shareholders’ aspiration.

2. The performance assessment of members of the Board of Directors is conducted by the President Director and evaluated by the Board of Commissioners.

3. The performance assessment of members of the Board of Directors is conducted and evaluated annually in accordance with duties and responsibilities of the Board of Commissioners and based on the GMS resolutions that ““approve and give full authority to the Company’s President Commissioner to set salary/income and other incentives for members of the Board of Directors, and set honorarium and incentives for members of the Company’s Board of Commissioners.”

4. The overall result of the performance assessment of the Board of Directors and the individual performance of each member of the Board of Directors is an inseparable part in the scheme of determining salary and remuneration for members of the Board of Directors.

Board of Commissioners Performance Assessment aspects:1. The performance assessment of the Board of

Commissioners is conducted in consideration of several components, among others are structure and composition of the Board of Commissioners, strategic implementation and management of the company, effectiveness of the implementation of the work programs of committees, risk management and internal control implementation as well as GCG implementation, particularly in executing functions of the Board of Commissioners in supervising and giving advise to the Board of Directors for the interest of the Bank, shareholders and other stakeholders in general.

2. The performance assessment of the Board of Commissioners is based on duties and responsibilities written in guidelines and code of conduct of the Board of Commissioners, applicable legislation as well as articles of association and the mandate of shareholders.

3. The performance assessment of members of the Board of Commissioners is conducted by the President Commissioner annually, in accordance with the Board’s duties and responsibilities and based on the GMS resolutions that “approve and give full authority to the Company’s President Commissioner to set salary/income and other incentives for members of the Board of Directors, and set honorarium and incentives for members of the Company’s Board of Commissioners.”

4. The overall result of the performance assessment of the Board of Commissioners and the individual performance of each member of the Board of Commissioners is an inseparable part in the

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penetapan gaji dan pemberian remunerasi bagi Anggota Dewan Komisaris.

5. Penilaian kinerja masing-masing Anggota Dewan Komisaris secara individual merupakan salah satu dasar pertimbangan bagi Pemegang Saham untuk memberhentikan dan/atau menunjuk kembali Anggota Dewan Komisaris yang bersangkutan, Hasil Penilaian kinerja tersebut merupakan sarana penilaian serta peningkatan efektivitas Dewan Komisaris.

Penerapan Tata Kelola Dalam Pemberian Remunerasi

Remunerasi adalah imbalan yang ditetapkan dan diberikan kepada anggota Dewan Komisaris, Direksi dan karyawan Bank yang bersifat tetap maupun variabel dalam bentuk tunai maupun tidak tunai sesuai dengan tugas, wewenang, dan tanggung jawabnya.

Kebijakan Remunerasi

Proses Penyusunan Kebijakan Remunerasi

Bank MAYORA memandang penting untuk menerapkan prinsip tata kelola remunerasi yang baik untuk menjaga tingkat remunerasi di Bank MAYORA agar selalu kompetitif di market, sehingga dapat memotivasi karyawan untuk memberikan kontribusi yang terbaik kepada Bank MAYORA serta mendukung kelangsungan bisnis, visi dan misi Bank MAYORA untuk menjadi lembaga jasa keuangan yang berkualitas.

Kebijakan remunerasi bertujuan untuk mengatur proses dan pendekatan untuk menentukan remunerasi bagi seluruh Direksi, Dewan Komisaris, dan karyawan berdasarkan pekerjaan, target, sasaran market dan kontribusinya kepada Bank MAYORA.

Untuk memastikan remunerasi karyawan di unit kontrol bersifat independen, dipastikan masing-masing karyawan memiliki Key Performance Indicator (KPI) tersendiri sebagai ukuran kinerjanya yang tidak terkait dengan KPI di unit kerja yang diawasinya.

Hal ini sesuai dengan Peraturan Otoritas Jasa Keuangan No. 45/POJK.03/2015 tanggal 23 Desember 2015 tentang Penerapan Tata Kelola Dalam Pemberian Remunerasi Bagi Bank Umum dan Surat Edaran Otoritas Jasa Keuangan No. 40/SEOJK.03/2016 tanggal 26 September 2016 tentang Penerapan Tata Kelola dalam Pemberian Remunerasi Bagi Bank Umum yang dituangkan Bank MAYORA dalam Surat Edaran Manajemen No. 12/SE-MJM/XI/2016 tanggal 30 November 2016 perihal Tata Kelola dalam Pemberian Remunerasi.

scheme of determining salary and remuneration for members of the Board of Commissioners.

5. The individual performance assessment of each member of the Board of Commissioners is one of the fundamental considerations for shareholders to discharge and/or re-appoint the concerned member of the Board of Commissioners. This performance assessment’s result is a means of assessment and increasing the effectiveness of the Board of Commissioners.

Remuneration refers to reward which is regulated and paid to the Board of Commissioners and Board of Directors members as well as employees of the Bank in cash or non-cash according to their duty, authority and responsibility.

Remuneration Policy

Remuneration Policy Formulation Process

Bank MAYORA views the importance of good remuneration governance principle implementation to maintain level of remuneration at Bank MAYORA to stay competitive at the market in order to motivate employees in delivering best contribution to Bank MAYORA and support business going concern, vision and mission of Bank MAYORA to become a qualified financial service institution.

Remuneration policy aims to regulate process and approach to determine remuneration for all of the Board of Directors, Board of Commissioners and employees based on work, target, targeted market and contribution to Bank MAYORA.

To ensure employee remuneration at control unit has been independent, every employee is ensured to have individual Key Performance Indicators (KPI) as performance indicators which is not related with KPI of the supervised working unit.

This complies with Financial Service Authority Regulation Number 45/POJK.03/2015 dated December 23, 2015 concerning Governance Implementation in Remuneration Procedure for Commercial Bank and Financial Service Authority Circular Letter Number 40/SEOJK.03/2016 dated September 26, 2016 concerning Governance Implementation in Remuneration Procedure in Commercial Bank as disclosed by Bank MAYORA under Management Circular Letter number 12/SE-MJM/XI/2016 dated November 30, 2016 concerning Governance in Remuneration Procedure.

Governance Implementation in Remuneration Procedure

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Pengukuran Kinerja dikaitkan dengan Remunerasi

Untuk memberikan imbalan yang adil kepada setiap karyawan, Bank MAYORA selalu memperhatikan dan mempertimbangkan bobot pekerjaan, target dan kemampuan karyawan serta kontribusi yang diberikan kepada Bank MAYORA. Untuk penentuan besarnya gaji/upah karyawan: a. Peninjauan gaji/upah karyawan berdasarkan atas

prestasi kerja diberikan kepada karyawan tetap dengan kondisi sebagai berikut :1. Pelaksanaan dapat dilakukan secara berkala

setiap tahun dengan tetap memperhatikan produktifitas dan kemampuan Perusahaan (Bank).

2. Besarnya peninjauan tergantung atas prestasi kerja karyawan.

b. Peninjauan gaji/upah dilaksanakan sebagai penyesuaian harga kebutuhan hidup minimum.

c. Besarnya gaji karyawan berbeda berdasarkan: 1. Kompetensi skill2. Kinerja3. Pengalaman.

Berdasarkan pengukuran kinerja dan kontribusi pada setiap tahunnya, karyawan yang berhak akan mendapat imbalan berupa bonus kinerja tahunan. Bonus kinerja ditujukan untuk memotivasi dan mendorong karyawan untuk berkinerja dan berkontribusi lebih tinggi pada Bank MAYORA. Besaran nilai bonus diberikan sesuai dengan kebijakan Perusahaan dan kondisi Perusahaan. Distribusi bonus harus sejalan dengan kinerja unit dan kinerja individu serta dengan mempertimbangkan risiko.

Penyesuaian Remunerasi dikaitkan dengan Kinerja dan Risiko

Untuk Pejabat yang ditunjuk sebagai Material Risk Taker (MRT) karena wewenang yang dimiliki dalam pengambilan keputusan dapat berdampak signifikan pada profil risiko Bank MAYORA maka sebagian dari bonus kinerja tahunannya akan dilakukan ketentuan sebagai berikut:

a. Sebagian dari bonus kinerja tahunan ditangguhkan paling sedikit untuk periode 3 tahun.

b. Ditangguhkan (Malus) sebesar 3% (tiga persen) dari jumlah Remunerasi yang bersifat Variabel yang diberikan oleh Perusahaan (Bank).

c. Porsi yang ditangguhkan dibagi menjadi dalam bentuk tunai dan/atau dalam bentuk saham/instrument berbasis saham.

d. Bank tidak membagikan atau membagikan dengan nilai yang relatif kecil dalam hal Material Risk Taker (MRT) melakukan fraud dan menyebabkan risiko yang berdampak negatif pada keuangan Bank dan ada tendensi tindakan fraud yang dilakukan.

e. Untuk pegawai yang tergolong sebagai Material Risk Taker (MRT) dapat dibayarkan remunerasi yang bersifat Variabel yang ditangguhkan (malus),

Performance Assessment Related to The Remuneration

To give fair remuneration to every employee, Bank MAYORA always concerns and considers weight of work, target and capability of employees as well as contribution to Bank MAYORA. To determine amount of employee salary/wage:

a. Employee salary/wage review based on working achievement for permanent employee with condition, as follows:1. The implementation can be done regularly

every year by always considering the Company (Bank)’s productivity and capability.

2. Amount of the review based on employee working achievement.

b. Salary/wage review is done to adjust with minimum living cost price.

c. Amount of employee salary is different based on:1. Skill competence2. Performance3. Experience.

Based on the annual performance assessment and contribution, eligible employee will receive rewards as annual performance bonus. The performance bonus aims to motivate and encourage the employees to have higher performance and contribution at Bank MAYORA. Amount of the bonus will be paid based on Company Policy and condition. Bonus distribution shall be in line with unit and individual performance as well as considering risk.

Remuneration Appraisal Related to Performance and Risk

For the Executive who is appointed as Material Risk Taker (MRT) due to authority in decision-making which may significantly affect risk profile of Bank MAYORA, part of the annual performance bonus is regulated below:

a. Part of the annual performance bonus is deferred at least for 3 years period.

b. A 3% (three per cent) of total Remuneration which is Variable and provided by the Company (Bank) will be deferred (Malus).

c. The deferred portion will be divided into cash and/or stocks/equity-based instrument.

d. Bank does not distribute or distribute in small amount in the case of the Material Risk Taker (MRT) committed fraud and caused risk with negative impact on Bank’s Financial and there’s any fraud indication found.

e. For the employee who is classified as Material Risk Taker (MRT), deferred (Malus) Variable remuneration can e paid, as follows:

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adalah sebagai berikut :1) Pegawai yang meninggal dunia2) Pegawai yang di PHK (Pemutusan Hubungan

Kerja) karena mencapai usia Pensiun.f. Untuk pegawai yang tergolong sebagai Material

Risk Taker (MRT) dapat tidak dapat dibayarkan remunerasi yang bersifat Variabel yang ditangguhkan (malus), adalah sebagai berikut :1) Pegawai dengan perjanjian kerja waktu

tertentu (PKWT).2) Pegawai yang mengundurkan diri atau

berhenti atas permintaan sendiri.3) Pegawai yang di PHK (Pemutusan Hubungan

Kerja) atas kebutuhan Bank.

Jabatan dan Jumlah Pihak yang Menjadi Material Risk Taker

Dalam penerapan Peraturan Otoritas Jasa Keuangan No. 45/POJK.03/2015 tentang Penerapan Tata Kelola Dalam Pemberian Remunerasi Bagi Bank Umum, Bank MAYORA menerapkan prinsip remunerasi dengan kehati-hatian terhadap risiko untuk pejabat yang memiliki wewenang membuat keputusan yang dapat berdampak signifikan terhadap profil risiko bank. Untuk itu perusahaan telah menentukan pejabat Bank MAYORA yang dikategorikan sebagai Material risk Taker (MRT) untuk posisi jabatan sebagai berikut:

- Direksi - Dewan Komisaris- Pegawai

Dengan penerima Remunerasi yang bersifat Variabel diatas sama dengan Rp. 1.000.000.000,- (satu milyar rupiah) per tahun.

Konsultan Terkait Remunerasi

Terkait penyusunan Remunerasi , Bank MAYORA mengikuti pelatihan dengan tema Kebijakan Remunerasi yang diselenggarakan oleh One Point.

Komite Remunerasi dan Nominasi

Komite Remunerasi dan Nominasi terdiri dari 3 anggota Dewan Komisaris dan 1 pejabat yang membawahi bagian Sumber Daya Manusia.

Total remunerasi yang dibayarkan kepada seluruh anggota Komite Remunerasi selama tahun 2017 adalah Rp. 1.600.000.000,- (satu milyar enam ratus juta rupiah)

Remunerasi Direksi dan Dewan KomisarisTahun 2017

Paket Remunerasi dan Fasilitas yang diterima oleh Direksi dan Dewan Komisaris mencakup struktur Remunerasi dan rincian jumlah nominal, sebagaimana dalam tabel di bawah ini:

1). The employee is passed-away.2). The employee is terminated due to reaching

retirement age.f. For employee who is classified as Material

Risk Taker (MRT) the deferred (malus) Variable remuneration can not be paid, as follows:1). Employee with specific time working contract

(PKWT).2). Employee is resigned on self-request.3). Employee is terminated based on Bank’s

requirement.

Position and Party as Material Risk Taker

In the implementation of Financial Service Authority Regulation Number 45/POJK.03/2015 concerning Governance Implementation in Remuneration Procedure for Commercial Bank, Bank MAYORA implements remuneration policy prudently on risk for executives with authority to take decision with significant impact on bank’s risk profile. Therefore, the Company has appointed executives of Bank MAYORA to be classified as Material Risk Taker (MRT) for positions, as follows:

- Board of Directors- Board of Commissioners- Employees

with the Variable remuneration beneficiaries as mentioned above equal to Rp1,000,000,000 (one billion rupiah) per year.

Consultant Related to Remuneration

Related to Remuneration procedure, Bank MAYORA participated in training with theme “Remuneration Policy” held by One Point.

Remuneration for the Nomination Committee

Remuneration Committee and Nomination consists of 3 Board of Commissioners members and 1 executive supervising Human Capital Division.

Total remuneration paid to all Remuneration Committee members in 2017 amounted Rp1,600,000,000 (one billion six hundred million rupiahs)

Remuneration of the Board of Directors and Board of Commissioners in 2017

Remuneration and Facilities package for the Board of Directors and Board of Commissioners covers Remuneration structure with detail amount as tabulated below:

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Remunerasi Direksi Dan Dewan Komisaris Berdasarkan Tingkat Penghasilan Tahun 2017

Paket Remunerasi yang dikelompokkan dalam tingkat penghasilan yang diterima oleh Direksi dan anggota Dewan Komisaris dalam 1 (satu) tahun, sebagaimana dalam tabel di bawah ini:

Keterangan: *) yang diterima secara tunai

Remunerasi yang bersifat Variabel selama Tahun 2017

Jumlah Direksi, Dewan Komisaris, dan Pegawai yang menerima Remunerasi yang Bersifat Variabel selama 1 (satu) tahun dan total nominal sebagaimana dalam tabel di bawah ini:

Jenis Remunerasi dan FasilitasTypes of Remuneration and Facilities

Jumlah Diterima dalam 1 (satu) TahunAmount Received in 1 year

DireksiBoard of Directors

Dewan KomisarisBoard of Commissioners

OrangPerson

Jutaan RupiahMillion Rupiah

OrangPerson

Jutaan RupiahMillion Rupiah

Gaji, bonus, tunjangan rutin, tantiem, dan fasilitas lainnya dalam bentuk non naturaSalary, Bonus, Routine Allowance, Tantiem dan Other Non-Nature Facilities

6 Rp. 10.520,00- 5 Rp. 2.399,00-

Fasilitas lain dalam bentuk natura (perumahan, asuransi kesehatan, dan sebagainya) dan sebagainya) yang:A. dapat dimiliki;B. tidak dapat dimiliki Other (natura) facilities (housing, transporation, health insurance and others) which:A. To possessB. Not to possess

6 Rp. 704,00- 5 Rp. 275,00-

Total 6 Rp. 11.224,00- 5 Rp. 2.674,00-

Jumlah Remunerasi per Orang dalam 1 (satu) Tahun *)Remuneration Amount Per Person In 1 Year *)

Jumlah DireksiTotal Board of Directors

Jumlah Dewan KomisarisTotal Board of Commissioners

Di atas Rp2 miliarAbove Rp2 billion

- -

Di atas Rp1 miliar s.d Rp2 miliarBetween Rp1 billion and Rp2 billion

6 -

Di atas Rp500 juta s.d Rp1 miliarBetween Rp500 million and Rp1 billion

- -

Rp500 juta ke bawahBelow Rp500 million

- 5

Remarks: *) received in cash

Board of Directors and Board of Commissioners Remuneration Based on Salary Level 2017

Remuneration package which is classified into salary level received by Board of Directors and Board of Commissioners member sin 1 (one) year is tabulated below:

Variable Remuneration in 2017

Total Board of Directors, Board of Commissioners and employees receiving Variable Remuneration in 1 (one) year and total amount are tabulated below:

Remunerasi yang Bersifat Variabel

Variable Remuneration

Jumlah Diterima dalam 1 (satu) TahunTotal Amount in 1 (one) year


Dewan KomisarisBoard of Commissioners

PegawaiEmployee

OrangPerson

Jutaan RupiahRp million

OrangPerson


OrangPerson


Total 6 Rp. 1.682,00 5 Rp. 164,00 697 Rp. 5.901,00

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Remunerasi yang Bersifat Variabel yang Dijamin Tanpa Syarat

Bank MAYORA tidak memberikan remunerasi yang bersifat variabel yang dijamin tanpa syarat kepada calon Direksi, Dewan Komisaris, dan/atau Karyawan selama 1 (satu) tahun pertama.

Remunerasi yang Bersifat Variabel yang Ditangguhkan

Penerapan remunerasi yang bersifat variabel yang ditangguhkan akan diterapkan mulai pada bonus kinerja tahunan 2017 yang akan dibayarkan pada bulan April 2018.

Rasio Gaji Tertinggi dan Terendah

Gaji adalah hak pegawai yang diterima dan dinyatakan dalam bentuk uang sebagai imbalan dari perusahaan kepada pegawai yang ditetapkan dan dibayarkan menurut suatu perjanjian kerja, kesepakatan, atau peraturan perundang-undangan, termasuk tunjangan bagi pegawai dan keluarganya atas suatu pekerjaan dan/atau jasa yang telah dilakukannya.

Rasio gaji tertinggi dan terendah pada tahun 2017, disajikan dalam tabel berikut :

Opsi Saham Bank MAYORA

Bank MAYORA tidak menerbitkan program share option untuk Direksi, Dewan Komisaris, maupun karyawan sepanjang tahun 2017.

Pemutusan Hubungan Kerja dan Total Nominal Pesangon yang Dibayarkan

Jumlah Pegawai yang terkena pemutusan hubungan kerja dan total nominal pesangon yang dibayarkan selama tahun 2017 sebagaimana dalam tabel di bawah ini:

Unconditional Guaranteed Variable Remuneration

Bank MAYORA did not paid unconditional guaranteed variable remuneration to the Board of Directors, Board of Commissioners and employees candidates for the first 1 (one) year.

Deferred Variable Remuneration

Stipulation of variable remuneration will beapplied starting from annual performance bonus 2017 and paid in April 2018.

Highest and Lowest Salary Ratio

Salary is the right of the employees which they receive in the form of monetary cash as the payment by the Company to the employees based on the work agreement, arrangement, and law and regulations, including bonus and allowance for the employees and their family for a job and/or service rendered.

The highest and lowest salary ratio in 2017 is presented in the table below:

Jenis RasioType of Ratio

Besarnya RasioRatio

Rasio Gaji Pegawai Yang Tertinggi dan terendah Rasio gaji pegawai yang tertinggi dan terendah 30,43x

Rasio gaji Direksi yang tertinggi dan terendah 1,58x

Rasio gaji Komisaris yang tertinggi dan terendah 1,19x

Rasio gaji Direksi yang tertinggi dan pegawai yang tertinggi 1,67x

Highest and Lowest Employee Salary Ratio

Highest and Lowest Director Salary Ratio

Highest and Lowest Commissioner Salary Ratio

Ratio of Highest Director Salary and Highest Employee Salary

Bank MAYORA Shares Option

Bank MAYORA did not issue any shares option program for the Board of Directors, Board of Commissioners and employees throughout 2017.

Employment Termination and Total Severance Allowance

Total terminated employees and total amount of severance allowance paid in 2017 are tabulated below:

Jumlah Nominal Pesangon yang Dibayarkan per Orang dalam 1 (satu) TahunTotal Severance Paid per Person in 1 (One) Year

Jumlah PegawaiTotal Employees

Di atas Rp1 miliar -

Di atas Rp500 juta s.d. Rp1 miliar -

Rp500 juta ke bawah 42

More than Rp1 billion

More than Rp500 million to Rp1 billion

Below Rp500 million

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Buy Back Saham dan Buy Back Obligasi Bank

Tidak terdapat kegiatan pembelian kembali baik saham maupun obligasi dalam tahun 2017.

Transaksi yang Mengandung Benturan Kepentingan

Transaksi Benturan Kepentingan diatur dalam Surat Edaran Manajemen No.08/SE-MJM/VI/2016 tanggal 02 Juni 2016 Perihal Pedoman Tata Kelola Perusahaan (Corporate Governance).

Selama tahun 2017, Bank MAYORA tidak memiliki transaksi yang mengandung benturan kepentingan.

Sesuai dengan peraturan Bank Indonesia dan Otoritas Jasa Keuangan, Bank MAYORA wajib mengungkapkan hubungan afiliasi antara Direksi, Dewan Komisaris dan Pemegang Saham Pengendali yang dijabarkan dalam tabel berikut:

Kesimpulan : 1. Salah satu anggota Dewan Komisaris, yaitu

Dharmawan Atmadja memiliki hubungan keluarga dan hubungan keuangan dengan Pemegang Saham Pengendali dikarenakan beliau adalah merupakan salah satu Pemegang Saham di PT Mayora Inti Utama yang merupakan Pemegang Saham Pengendali Bank MAYORA.

Bank’s Shares Buy Back and Bonds Buy Back

There was no shares or bonds activity in 2017.

Transaction With Conflict of Interest

Transaction with conflict of interest is regulated under Management Letter Number 08/SE-MJM/VI/2016 dated June 2, 2016 concerning Code of Corporate Governance.

Throughout 2017, Bank MAYORA did not have any transaction with conflict of interest.

Based on the regulations of Bank Indonesia and the Financial Services Authority, Bank MAYORA is obliged to disclose any affiliated relationship between the Board of Directors, Board of Commissioners and Controlling Shareholders, as presented in the table below:

Affiliated Relationship between Board of Directors,Board of Commissioners, and Controlling Shareholders

Hubungan Afiliasi Direksi, Dewan Komisaris dan Pemegang Saham PengendaliBoard of Directors, Board of Commissioners and Controlling Shareholders Affiliated Relationship

NamaName

Hubungan KeluargaFamily Affiliation

Hubungan Keuangan Financial Affiliation

Dewan Komisaris



Pemegang Saham

PengendaliControlling

Shareholders

Dewan Komisaris



Pemegang Saham

PengendaliControlling

Shareholders

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

Dharmawan Atmadja - √ - √ √ - - √ - √ √ -Timotius Adidjaja - √ - √ - √ - √ - √ - √Taryadi Supangkat - √ - √ - √ - √ - √ - √

Joys Djajanto - √ - √ - √ - √ - √ - √Rufina Tinawati Marianto - √ - √ - √ - √ - √ - √

Direksi | DirectorsIrfanto Oeij - √ - √ - √ - √ - √ - √

Ricky Budiono - √ - √ - √ - √ - √ - √Tjahojo Bengawan - √ - √ - √ - √ - √ - √Tiolina Tumanggor - √ - √ - √ - √ - √ - √

Jap Chin Phing - √ - √ - √ - √ - √ - √Benny Tan - √ - √ - √ - √ - √ - √

Conclusion:1. One of the Board of Commissioners members,

Dharmawan Atmadja, has family and financial affiliation with the Controlling Shareholders as he is one of the shareholders of PT Mayora Inti Utama, which is the Controlling Shareholder of Bank MAYORA.

Hubungan Afiliasi Dewan Komisaris, Direksi Dan Pemegang Saham Pengendali

Dewan Komisaris | Board of Commissioners

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2. Seluruh anggota Direksi tidak memiliki hubungan keluarga dan hubungan keuangan dengan anggota Direksi lainnya dan anggota Dewan Komisaris serta Pemegang Saham Pengendali.

Keberagaman Komposisi Direksi Dan Dewan Komisaris

Komposisi Dewan Komisaris dan Direksi yang beragam mendorong pengambilan keputusan yang lebih objektif dan komprehensif dikarenakan keputusan diambil dengan memperhatikan berbagai sudut pandang.

Sampai dengan 31 Desember 2017, Bank MAYORA belum memiliki aturan tertulis yang mengatur keberagaman komposisi Dewan Komisaris dan Direksi. Dalam mengangkat anggota Dewan Komisaris dan Direksi, Bank MAYORA mempertimbangkan kompetensi kandidat dan mengacu pada peraturan perundangan yang berlaku.

Adapun keberagaman komposisi Dewan Komisaris dan Direksi Bank MAYORA saat ini adalah sebagai berikut:

2. All of the Board of Directors members do not have family and financial affiliation with Board of Directors and Board of Commissioners members as well as with the Controlling Shareholders.

Diversity of composition of the Board of Commissioners and the Board of Directors will encourage more objective and comprehensive decision making as the decision takes into consideration various points of view.

As of December 31, 2017, Bank MAYORA had not had any written statute which governs the diversity of composition of the Board of Commissioners and the Board of Directors. In appointing a member of the Board of Commissioners and the Board of Directors, Bank MAYORA considers the needs of the Company and the nomination competence of members of the Board of Commissioners and the Board of Directors.

Board of Commissioners and Board of Directors Composition Diversity at Bank MAYORA is as follows:

Board of Directors and the Board Commissioners Composition Diversity

Keberagaman Komposisi DireksiBoard of Directors Composition Diversity

NamaName

Jenis KelaminGender

Jenjang PendidikanLevel of Education

UsiaAge

PengalamanExperience

Irfanto Oeij PriaMale

S-1 52 • Head Division of Marketing Bank Fama. • Cash Management Division Head dan Commercial Funding

Division Head Bank OCBC NISP.• Branch Manager Bank Guna.• Branch Manager Bank Modern dan lain-lain.• Head of Marketing Division Bank Fama.• Head of Cash Management Division and Head of

Commercial Funding Division Bank OCBC NISP.• Branch Manager of Bank Guna.• Branch Manager of Bank Modern and others.

Ricky Budiono PriaMale

S-1 53 • Kepala Bidang Audit Bank Central Asia (BCA).• Kepala Urusan Audit Bank Central Asia (BCA).• Kepala Divisi Audit Bank MAYORA. • Direktur Kredit Bank MAYORA dan lain-lain.• Head of Audit Department Bank Central Asia (BCA).• Head of Audit Affairs Bank Central Asia (BCA).• Head of Audit Division Bank MAYORA.• Director of Credit Bank MAYORA.

Tjahojo Bengawan PriaMale

Sarjana Muda 53 • Cash Office Supervisor Lippo Bank.• Team Leader Marketing Haga Bank. • Credit and Marketing Group Head.• Marketing Division Head Bank MAYORA dan lain-lain.• Cash Office Supervisor Lippo Bank.• Team Leader Marketing Haga Bank. • Credit and Marketing Group Head.• Marketing Division Head Bank MAYORA and others.

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Komite Di Bawah Dewan Komisaris

Dalam rangka mendukung tugas dan tanggung jawab Dewan Komisaris, Bank memiliki 3 (tiga) komite yang bertanggung jawab kepada Dewan Komisaris, yaitu:

1. Komite Audit;2. Komite Remunerasi dan Nominasi; dan3. Komite Pemantau Risiko.

Setiap komite wajib memiliki Pedoman dan Tata Tertib Kerja Komite yang disusun dan ditinjau secara berkala berdasarkan peraturan yang berlaku.

Peniliaian Kinerja Komite Dibawah Dewan Komisaris

Dewan Komisaris melakukan penilaian atas kinerja komite-komite dibawah Dewan Komisaris berdasarkan laporan pelaksanaan tugas dan tanggung jawab yang disampaikan oleh masing-masing komite secara berkala. Kinerja komite-komite dibawah Dewan Komisaris selama tahun 2017 dinilai baik oleh Dewan Komisaris dan memberikan kontribusi dalam mendukung pelaksanaan tugas dan tanggung jawab Dewan Komisaris.

Tiolina Tumanggor WanitaFemale

S-2 51 y System and Procedure Officer.y Financial Control & Accounting Manager.y Financial Control and Accounting Group Head Bank Haga dan

lain-lain.y System and Procedure Officer.y Financial Control & Accounting Manager.y Financial Control and Accounting Group Head Haga Bank

and others.

Jap Chin Phing WanitaFemale

S-1 48 y Regional Coordinator Bank OCBC NISPy Senior Corporate Executive Bank OCBC NISPy Corporate Banking Division Head Bank OCBC NISPy Enterprise Banking Division Head Bank OCBC NISP dan lain-

lain.y Regional Coordinator Bank OCBC NISPy Senior Corporate Executive Bank OCBC NISPy Corporate Banking Division Head Bank OCBC NISPy Enterprise Banking Division Head Bank OCBC NISP and

others.

Benny Tan PriaPria

S-2 47 y Interpretation Support Engineery Summer Intern di Citibank N.Ay Credit Officer, Credit Card Products di Citibank Management

Associatey Special Projects Head, Global Consumer Banking di Citibank

N.A dan lain-lain.y Interpretation Support Engineery Summer Intern at Citibank N.Ay Credit Officer, Credit Card Products at Citibank Management

Associatey Special Projects Head, Global Consumer Banking at Citibank

N.A and others.

In order to support Board of Commissioners’ duty and responsibility, Bank has 2 (three) committees who are responsible to the Board of Commissioners, among others:1. Audit Committee;2. Remuneration and Nomination Committee; and3. Risk Monitoring Committee.

Every Committee shall have Committee Charter which is drafted and reviewed regularly according to prevailing Law.

Committees Under the Board of Commisssioners

Assessment on Performance of Board of Commissioners’ Committee

Board of Commissioners evaluates performance of the Committees under the Board of Commissioners based on duty and responsibility implementation report submitted by each Committee regularly. Performance of the Board of Commissioners’ Committee throughout 2017 is evaluated good by the Board of Commissioners and had contributed in supporting the Board of Commissioners’ duty and responsibility.

Keberagaman Komposisi DireksiBoard of Directors Composition Diversity

NamaName

Jenis KelaminGender

Jenjang PendidikanLevel of Education

UsiaAge

PengalamanExperience

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Komite Audit

Komite Audit merupakan pihak independen yang tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham, dan/atau hubungan keluarga dengan Dewan Komisaris, Direksi, Pemegang Saham Pengendali, dan/atau hubungan lainnya dengan Bank MAYORA yang dapat mempengaruhi independensinya. Komite ini bertujuan untuk membantu dan memfasilitasi Dewan Komisaris dalam menjalankan fungsi pengawasan atas hal-hal yang terkait dengan informasi keuangan, sistem pengendalian intern serta efektivitas pemeriksaan auditor intern dan ekstern.

Dasar Pembentukan Komite Audit

Untuk mendukung efektivitas pelaksanaan tugas dan tanggung jawab Dewan Komisaris dalam rangka penerapan tata kelola yang baik sesuai dengan Peraturan Otoritas Jasa Keuangan Nomor 55/POJK.03/2016 tanggal 7 Desember 2016 tentang Penerapan Tata Kelola Bagi Bank Umum.

Pedoman dan Tata Tertib Kerja Komite Audit

Pedoman dan Tata Tertib kerja Komite Audit diatur dalam Surat Keputusan Direksi No. 051/SK-DIR/IX/2016 tanggal 20 September 2016 tentang Pedoman dan Tata Tertib Komite Audit. Pedoman dan Tata Tertib Komite Audit memuat antara lain:1. Struktur dan Keanggotaan2. Tugas dan Tanggung Jawab3. Wewenang4. Rapat5. Pelaporan6. Rencana Kerja7. Etika Kerja8. Waktu Kerja

Tugas dan Tanggung Jawab Komite Audit

Tugas dan tanggung jawab Komite Audit adalah melakukan pemantauan dan evaluasi atas perencanaan dan pelaksanaan audit serta pemantauan atas tindak lanjut hasil audit dalam rangka menilai kecukupan pengendalian internal termasuk kecukupan proses pelaporan keuangan.Dalam rangka melaksanakan tugasnya, Komite Audit telah melakukan pemantauan dan evaluasi terhadap:1. Pelaksanaan tugas Satuan Kerja Audit Intern.2. Kesesuaian pelaksanaan audit oleh Kantor

Akuntan Publik dengan standar audit yang berlaku.

3. Kesesuaian laporan keuangan dengan standar akuntansi yang berlaku.

4. Pelaksanaan tindak lanjut oleh Direksi atas hasil temuan pemeriksaan Satuan Kerja Audit Intern, akuntan publik, dan hasil pengawasan Bank Indonesia, guna memberikan rekomendasi kepada Dewan Komisaris.

Audit Committee is an independent party with no relationship related to financial, management, shares ownership, and/or family with the Board of Commissioners, Board of Directors, Controlling Shareholders, and/or other relationship with Bank MAYORA which may affect its independency. The committee is in charge to assist and facilitate the Board of Commissioners in performing its oversight function on matters related to financial information, internal control system and the effectiveness of the internal and external auditors.

Audit Committee Establishment Basis

To support effectiveness of Board of Commissioners’ duty and responsibility implementation in implementing the good governance according to Financial Service Authority Regulation Number 55/POJK.03/2016 dated December 7, 2016 concerning Governance Implementation for Commercial Bank.

Audit Committee Charter

Audit Committee Charter is stipulated in the Board of Directors Decree number 051/SK-DIR/IX/2016 dated September 20, 2016 concerning The Audit Committee Charter. The Audit Committee Charter discloses, among others:1. Structure and Membership2. Duties and Responsibilities3. Authorities4. Meetings5. Reporting6. Working Plan7. Work Ethics8. Working Hours

Audit Committee Duties and Responsibilities

Duty and responsibility of the Audit Committee are monitoring and evaluation over audit planning and implementation as well as monitoring the audit finding follow-up in order to assess the adequacy of internal control including the financial reporting process. The Audit Committee has conducted monitoring and evaluation of:

1. Implementation of the Internal Audit Unit’s duties.2. Conformity of the audit process by the Public

Accounting Firm with the prevailing audit standard.3. Conformity of the financial statements with the

prevailing accounting standard.4. Follow-up by the Board of Directors on the findings

of the Internal Audit Unit, public accountant, and monitoring by Bank Indonesia, to provide recommendation to the Board of Commissioners.

Audit Committee

224



5. Selain itu, Komite Audit juga memberikan rekomendasi mengenai penunjukan Akuntan Publik kepada Dewan Komisaris untuk disampaikan kepada Rapat Umum Pemegang Saham.

Struktur dan Keanggotaan Komite Audit

Berdasarkan Surat Keputusan Direksi No. 048/SK-DIR/IX/2016 tanggal 20 September 2016 tentang Keanggotaan Komite Audit, susunan keanggotaan Komite Audit sebagai berikut:

Profil Anggota Komite Audit

Nama : Timotius Adidjaja Tempat, Tanggal Lahir : Salatiga, 24 April 1943Pendidikan : S-1, Universitas TrisaktiRiwayat Pekerjaan : 1. September 2016 s/d Sekarang PT. Bank Mayora, Ketua Komite Audit2. 2008 s/d Sekarang PT. Bank Mayora, Komisaris Independen 3. 1994-1998 PT. Bank Bali, Chief Manager Internal Audit

Department4. 1990-1994 PT. United Overseas Bank Bali, Deputy President

Director SK Pengangkatan : SK DIR No.048/SK-DIR/IX/2016 tanggal 20 September 2016

5. In addition, the Audit Committee also provides recommendation on the appointment of Public Accountant to the Board of Commissioners to be submitted to General Meeting of Shareholders.

Audit Committee Structure and Membership

Based on the Board of Directors Decree Number 048/SK-DIR/IX/2016 dated September 20, 2016 on Audit Committee, the composition of the Audit Committee is as follows:

NamaName

JabatanPosition

KeahlianExpertise


Timotius Adidjaja KetuaChairman

Operasional, Kredit & AuditOperational, Credit & Audit

Komisaris Independen Independent Commissioner


AnggotaMember

Operasional KreditOperational Credit


R. Budi Santoso AnggotaMember

Akuntansi, AuditAccounting, Audit

Pihak Independen Independent Party

Tinawati Lismanto AnggotaMember

Akuntansi, AuditAccounting, Audit


Profile of Audit Committee Members

Name : Timotius Adidjaja Place, Date of Birth : Salatiga, April 24, 1943Education : Bachelor Degree, Trisakti UniversityCareer Experience : 1. September until now PT Bank MAYORA, Chairman of the Audit Committee2. 2008 until now PT Bank MAYORA, Independent Commissioner3. 1994-1998 PT Bank Bali, Chief Manager Internal Audit Department4. 1990-1994 PT United Overseas Bank Bali, Deputy President Director

Appointment Decree : Board of Directors Decree Number 048/SK-DIR/IX/2016 dated September 20, 2016

225



Nama : Rufina Tinawati MariantoTempat, Tanggal Lahir : Semarang, 08 Mei 1959Pendidikan : S-1, Parahyangan Catholic UniversityRiwayat Pekerjaan : 1. September 2016 s/d Sekarang PT. Bank Mayora, Anggota Komite Audit2. Juni 2016 s/d Sekarang PT. Bank Mayora, Komisaris Independen3. 2012-2013 PT. Bank OCBC NISP Tbk, Executive Vice

President in the Commercial Bisnis Unit4. 2009-2011 PT. Bank OCBC NISP Tbk, Division Head at

Commercial Bisnis Unit

SK Pengangkatan : SK DIR No.048/SK-DIR/IX/2016 tanggal 20 September 2016

Nama : R. Budi SantosoTempat, Tanggal Lahir : Samarinda, 12 Juli 1957Pendidikan : S-1 Ekonomi Manajemen Universitas Gadjah Mada. Riwayat Pekerjaan : 1. April 2007 - Sekarang PT. Bank MAYORA, Anggota Komite Audit2. Januari 2017 - Sekarang PT. Berdikari Insurance, Kepala satuan pengawas

internal3. Agustus 2013-15 Januari 2017 PT. Berdikari Insurance, Staf Ahli Akuntansi in

Head Office4. April 2013-Agustus 2013 PT. Berdikari Insurance, Staf Ahli Direktur

KeuanganSK Pengangkatan : SK DIR No.048/SK-DIR/IX/2016 tanggal 20 September 2016

Nama : Tinawati LismantoTempat, Tanggal Lahir : Jakarta, 21 Juli 1961Pendidikan : S-2, Universitas Terbuka

Riwayat Pekerjaan : 1. September 2016 s/d Sekarang PT. Bank MAYORA, Anggota Komite Audit2. 2001 - Sekarang PT. Triniti Solusi Kreatifindo, Director - As Quality

Management System Consultant3. 1997 - 2001 PT. Bank Sumitomo Mitsui Indonesia, Assistent

Vice President4. 1989-1996 PT. Bank Mitsubishi, Senior Manager5. 1986-1989

PT. Bank Bali, Banking AuditorSK Pengangkatan : SK DIR No.048/SK-DIR/IX/2016 tanggal 20 September 2016

Name : Rufina Tinawati MariantoPlace, Date of Brith : Jakarta, May 8, 1959Education : Bachelor Degree, Parahyangan

Catholic UniversityCareer Experience : 1. September 2016 until now PT Bank MAYORA, member of Audit Committee2. June 2016 until now PT Bank MAYORA, Independent Commissioner3. 2012-2013 PT Bank OCBC NISP Tbk, Executive Vice President

in the Commercial Business Unit4. 2009-2011 PT Bank OCBC NISP Tbk, Division Head at Commercial Business Unit Appointment Decree : Board of Directors Decree Number 048/SK-DIR/IX/2016 dated September 20, 2016

Name : R. Budi SantosoDate, Place of Birth : Samarinda, July 12, 1957Education : Bachelor as Drs - Major in Man-

agement Economy, Universitas Gadjah Mada

Career Experience : 1. April 2007 - now PT Bank MAYORA, Audit Commitee Team Member2. January 2017 - now PT Berdikari Insurance, Head of Internal Audit Unit3. August 2013-15 January 2017 PT Berdikari Insurance, Accounting Expert Staff in

Head Office4. April 2013-August 2013 PT. Berdikari Insurance, Expert Staff for Finance

DirecotrAppointment Decree : Board of Directors Decree Num-ber 048/SK-DIR/IX/2016 dated September 20, 2016

Nama : Tinawati LismantoPlace, Date of Birth : Jakarta, July 21, 1961Education : Master Degree, Universitas

TerbukaCareer Experience : 1. September until now PT Bank MAYORA, Audit Committee Team Member2. 2001 - now PT Triniti Solusi Kreatifindo, Director - As Quality

Management System Consultant3. 1997 - 2001 PT Bank Sumitomo Mitsui Indonesia, Assistant Vice

President4. 1989-1996 PT Bank Mitsubishi, Senior Manager5. 1986-1989 PT. Bank Bali, Banking Auditor Appointment Decree : Board of Directors Decree Num-ber 048/SK-DIR/IX/2016 dated September 20, 2016

226



Independensi Komite Audit

• Komite Audit Bank MAYORA terdiri dari 4 (empat) orang. Dua orang anggota Komite Audit berasal dari Komisaris Independen, Satu orang merangkap sebagai ketua Komite Audit dan dibantu 1 (satu) anggota Komite Audit dari Komisaris Independen dan 2 (dua) anggota Komite Audit lainnya yang berasal dari pihak independen.

• Kompetensi/kualifikasi sebagai anggota Komite Audit telah memenuhi persyaratan bahwa setiap anggota Komite Audit harus memiliki integritas yang baik dan memiliki pengetahuan serta pengalaman yang cukup, paling tidak dalam salah satu bidang audit, perbankan, keuangan, atau akuntansi, serta memiliki pengetahuan serta pengalaman yang cukup dalam bidang-bidang lain yang dianggap perlu dalam melaksanakan tugasnya.

• Anggota Komite Audit Bank MAYORA tidak ada yang berasal dari Direksi Bank MAYORA maupun dari Bank lain.

• Anggota Komite Audit dari pihak independen tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham dan/atau hubungan keluarga dengan Dewan Komisaris, Direksi dan/atau Pemegang Saham Pengendali atau hubungan dengan Bank MAYORA, yang dapat mempengaruhi kemampuannya untuk bertindak independen.

Rapat Komite Audit

Selama tahun 2017, Komite Audit telah mengadakan 11 (sebelas) kali pertemuan. Dalam setiap rapat dibuat risalah rapat dan disampaikan ke Dewan Komisaris.

Audit Committee Independency

• Audit Committee of Bank MAYORA comprises 4 (four) members. Two of the members are Independent Commissioners, One member also acts as the Chairman of the Audit Committee and assisted by 1 (one) member of the Audit Committee who is also an Independent Commissioner and 2 (two) other members come from independent parties.

• Competence/qualification of the Audit Committee members is that each member possesses integrity, as well as having wide knowledge and experience, at least in one area of audit, banking, financial, or accounting. The members are also required to possess adequate knowledge and experience in fields deemed necessary in performing the auditing duties.

• None of the members of Bank MAYORA’s Audit Committee is a member of the Board of Directors of Bank MAYORA or from other banks.

• Members of the Audit Committee from the independent parties don’t have financial, management, shares ownership and/or familial relationship or connection with any members of the Board of Commissioners, the Board of Directors and/or Controlling Shareholders, nor do they have any relationship or connection with Bank MAYORA which may affect them to work independently.

Audit Committee Meetings

In 2017, the Audit Committee held 11 (elevent) meetings. Each meeting has its minutes of the meeting and submitted to the Board of Commissioners.

Audit Committee meeting agenda and attendance are as follows:

No TanggalDate

Agenda Agenda

TA RTM RBS TL

KeteranganRemarks

1 02.02.2017 • Laporan Pemeriksaan Terhadap KC Ahmad Yani, Bandung (2016), Divisi Corporate Comunication (2017) dan Loan Product Development (2017).

√ √ √ √

2 03.03.2017 • Kesalahan Berulang Yang Terjadi di KC/KCP/KK Tahun 2016.

• Laporan Hasil Pemeriksaan Terhadap Funding Product Development, 2016.

√ √ √ √

• Audit Report on Ahmad Yani Branch Office, Bandung (2016, Corporate Communication Division (2017), and Loan Product Development (2017)

• Recurring Mistakes at Branch Office/Sub-Branch Office/Cash Office in 2016.

• Audit Report on Funding Product Development, 2016.

KehadiranAttendance

227



3 31.03.2017 • Laporan Hasil Pemeriksaan Terhadap Divisi International Banking, Treasury, Learning & Development, dan Human Capital.

√ √ √ √

4 28.04.2017 • Laporan Hasil Pemeriksaan Terhadap Kegiatan Operasional Sistem Bank Indonesia Real Time Gross Settlement (BI-RTGS), Keamanan Tehnologi Informasi Internal Peserta Sistem BI-RTGS (Security Audit), Kegiatan Operasional Sistem Kliring Nasional Bank Indonesia (SKN-BI), Keamanan Tehnologi Informasi Internal Peserta SKN-BI (Security Audit), Kantor Pengelola Daftar Hitam Nasional Cek & Bilyet Giro Kosong (KPDHN), Keamanan Tehnologi Informasi Internal Peserta Sistem BI-ETP (Security Audit) dan Keamanan Tehnologi Informasi Internal Peserta SistemBI-SSSS (Security Audit).

√ √ √ √

5 09.06.2017 • Laporan Hasil Pemeriksaan Terhadap KCP Pondok Indah, KCP Taman Galaxy, KCP BSD, dan KCP Tajur.

√ √ √ √

6 14.07.2017 • Laporan Hasil Pemeriksaan Terhadap KCP Merdeka Mas & KK Jatake, 2017, serta aktivitas AML/CFT (APU-PPT), 2017.

√ √ √ √

7 18.08.2017 • Laporan Hasil Pemeriksaan Terhadap Divisi Finance, Controll & Reporting, 2017, serta Bagian Micro, Small Business & Credit Pension, 2017. .

√ √ √ √

8 22.09.2017 • Laporan Hasil Pemeriksaan Aktivitas Perkreditan Marketing Lending (2017), Divisi Kredit (2017), dan KCP Daan Mogot (2017).

√ √ √ √

9 20.10.2017 • Laporan Hasil Pemeriksaan Terhadap KC Tomang, KCP Lippo Cikarang, KCP Galuh Mas, KCP Ahmad Yani, Bekasi, dan KCP Pasar Anyar.

√ √ √ √

10 21.11.2017 • Laporan Hasil Pemeriksaan Terhadap KC Bandar Lampung, KCP Antasari, Lampung, dan Divisi GA

√ √ √ √

• Audit Report on Bank Indonesia Real Time Gross Settlement (BI-RTGS) Operational System, BI – RTGS System Participant Internal Information Technology Security (Security Audit), Bank Indonesia National Clearing System (SKN-BI) Operational Activity, SKN-BI System Participant Internal Information Technology Security (Security Audit), National Black List & Empty Current Accounts Bilyet Manager Office (KPDHN), BI-ETP System Participant Internal Information Technology Security (Security Audit), and BI-SSS System Participant Internal Information Technology Security (Security Audit).

• Audit Report on Pondok Indah Sub-Branch Office, Taman Galaxy Sub-Branch Office, BSD Sub-Branch Office, and Tajur Sub-Branch Office.

• Audit Report on Merdeka Mas Sub-Branch Office & Jatake Cash Office, 2017, and AML/CFT (APU-PPT) Activity, 2017.

• Audit Report on Finance, Control & Reporting Divi-sion, 2017, and Report on Micro, Small Business & Credit Pension Unit, 2017.

• Audit Report on Credit (Marketing Lending) Activity, 2017, Credit (Credit Division) Activity, 2017, and Daan Mogot Sub-Branch Office, 2017.

• Audit Report on Tomang Branch Office, Lippo Cikarang Sub-Branch Office, Galuh Mas Sub-Branch Office, Ahmad Yani Sub-Branch Office, Bekasi, and Pasar Anyar Sub-Branch Office

• Audit Report on Bandar Lampung Branch Office, Antasari Sub-Branch Office, Lampung, and Division.

No TanggalDate

Agenda Agenda

TA RTM RBS TL

KeteranganRemarks

KehadiranAttendance

228



Ket/Remarks : Ket : TA = Timotius Adidjaja

RTM = Rufina Tinawati Marianto

RBS = R. Budi Santoso

TL = Tinawati Lismanto

11 22.12.2017 • Laporan Hasil Pemeriksaan Terhadap Unit Kerja Other Risk & Reporting, 2017, dan Aktivitas Treasury, 2017.

√ √ √ √

JumlahTotal

11 11 11 11

%Kehadiran% Attendance

100% 100% 100% 100%

• Audit Report on Bandar Lampung Branch Office, Antasari Sub-Branch Office, Lampung, and Division.

No TanggalDate

Agenda Agenda

TA RTM RBS TL

KeteranganRemarks

KehadiranAttendance

Laporan Singkat Pelaksanaan Tugas Komite Audit

1. Melakukan pembahasan terkait Laporan Hasil Pemeriksaan Internal Audit.

2. Memberikan rekomendasi mengenai penunjukan Akuntan Publik kepada Dewan Komisaris untuk disampaikan kepada Rapat Umum Pemegang Saham.

3. Evaluasi kesesuian Laporan Keuangan Bank dengan standar akuntansi

4. Evaluasi hasil pelaksanaan audit kontrol internal

Rekomendasi Komite Audit

Salah satu tugas Komite Audit adalah memberikan rekomendasi kepada Dewan komisaris terkait dengan kontrol terhadap organisasi internal Bank. Sepanjang tahun 2017, rekomendasi yang diberikan Komite Audit kepada Dewan Komisaris antara lain :

1. Terkait temuan-temuan yang berulang agar segera ditindak lanjuti dan kriteria penilaian SKAI untuk kesalahan berulang perlu di review.

2. Kontrol Internal di masing-masing unit harus ditingkatkan.

3. Perlu ditingkatkan sosialisasi dan pembahasan secara rutin terhadap ketentuan/prosedur sehingga dapat dipahami dan diterapkan secara konsisten.

Pengembangan Kompetensi Komite Audit

Untuk menunjang pelaksanaan tugasnya, anggota Komite Audit mengikuti Program Pelatihan dalam rangka meningkatkan kompetensi anggota Komite Audit yang dilaksanakan baik secara formal maupun secara informal. Pada tahun 2017, anggota Komite Audit telah menghadiri dan berpartisipasi dalam berbagai pelatihan, workshop, konferensi, dan seminar, sebagai berikut:

Audit Committee Brief Duty Implementation Report

1. Conducted discussions related to Internal audit Report.

2. Provided recommendation related to Public Accountant appointment to the Board of Commissioners to be presented to the General Meetings of Shareholders.

3. Bank financial performance evaluation with accounting standard

4. Evaluation of Internal audit control implementation’s outcome

Audit Committee Recommendation

One of the Audit Committee’s duties is to provide recommendation to the Board of Commissioners related to control over the Bank’s internal organization. Throughout 2017, the recommendations provided by Audit Committee to the Board of Commissioners are among others:1. Related to recurring findings, shall be followed-up

immediately and Internal Audit assessment criteria for recurring issues shall be reviewed.

2. Internal control in each unit shall be improved.

3. Periodic socialization and discussion on the regulation/procedure shall be intensified in order to be understood and implemented consistently.

Audit Committee Competency Development

In order to support their duty implementation, the Audit Committee members participated in Training Program to develop competency of the Audit Committee members both formally and non-formally implemented. In 2017, the Audit Committee members had attended and participated in various trainings, workshops, conferences and seminars, as follows:

No NamaName

Judul PelatihanTraining Title

PenyelenggaraOrganizer

Tempat & WaktuTime & Location

1 Timotius Adidjaja Refreshment Manajemen Risiko PT Kiran Resources Indonesia Jakarta, Juli 2017

229



Komite Remunerasi Remuneration and Nomination Committee

Komite Pemantau RisikoRisk Monitoring Committee

Komite Audit Audit Committe

230



Komite Remunerasi Dan Nominasi

Komite ini dibentuk bertujuan untuk mendukung efektivitas pelaksanaan tugas dan tanggung jawab Dewan Komisaris yang terkait dengan kebijakan remunerasi dan nominasi.

Dasar Pembentukan Komite Remunerasi dan Nominasi

Bank MAYORA membentuk Komite Remunerasi dan Nominasi sesuai Peraturan Otoritas Jasa Keuangan Nomor 55/POJK.03/2016 tanggal 7 Desember 2016 tentang Penerapan Tata Kelola Bagi Bank Umum dan Peraturan Otoritas Jasa Keuangan Nomor 45/POJK.03/2015 tentang Penerapan Tata Kelola Dalam Pemberian Remunerasi Bagi Bank Umum.

Pedoman dan Tata Tertib Kerja Komite Remunerasi dan Nominasi

Pedoman dan Tata Tertib kerja Komite Remunerasi dan Nominasi diatur dalam Surat Keputusan Direksi No. 053/SK-DIR/IX/2016 tanggal 20 September 2016 tentang Pedoman dan Tata Tertib Komite Remunerasi dan Nominasi. Pedoman dan Tata Tertib Komite Remunerasi dan Nominasi memuat antara lain:1. Struktur dan Keanggotaan2. Tugas dan Tanggung Jawab3. Wewenang4. Rapat5. Pelaporan6. Rencana Kerja7. Etika Kerja8. Waktu Kerja

Tugas dan Tanggung Jawab Komite Remunerasi dan Nominasi

Komite Remunerasi dan Nominasi mempunyai tugas dan tanggung jawab paling kurang:1. Terkait Kebijakan Remunerasi

a. Melakukan evaluasi terhadap kebijakan remunerasi.

b. Menyampaikan hasil evaluasi dan memberikan rekomendasi kepada Dewan Komisaris mengenai:1) Kebijakan Remunerasi bagi Dewan

Komisaris dan Direksi untuk disampaikan kepada Rapat Umum Pemegang Saham.

2) Kebijakan remunerasi bagi Pejabat Eksekutif dan pegawai secara keseluruhan untuk disampaikan kepada Direksi.

3) Memastikan bahwa kebijakan Remunerasi telah sesuai dengan ketentuan yang berlaku.

The committee is formed to support the effectiveness the duties and responsibilities of the Board of Commissioners related to the remuneration and nomination policy.

Remuneration and Nomination Committee Establishment Basis

Bank MAYORA established Remuneration and Nomination Committee according to Financial Service Authority Regulation Number 55/POJK.03/2016 dated December 7, 2016 concerning Governance Implementation for Commercial Bank and Financial Service Authority Regulation Number 45/POJK.03/2015 concerning Governance Implementation on Remuneration Procedure in Commercial Bank.

Remuneration and Nomination Committee Charter

The Remuneration and Nomination Committee Charter is stipulated in the Board of Directors Decree Number 053/SK-DIR/IX/2016 dated September 20, 2016 concerning the Remuneration and Nomination Committee Charter. The Remuneration and Nomination Committee Charter discloses:1. Structure and Membership2. Duties and Responsibilities3. Authorities4. Meetings5. Reporting6. Work Plan7. Work Ethics8. Working Time

Duties and Responsibilities of the Remuneration and Nomination Committee

The Remuneration and Nomination Committee has duties and responsibilities, at least as follows:1. Related to Remuneration Policy

a. To evaluate remuneration policy.b. To provide evaluation and recommendation to

the Board of Commissioners on:

1) Remuneration policy for the Board of Commissioners and the Board of Directors to be submitted to GMS.

2) Remuneration policy for all of the Bank’s Executives and Employees to be submitted to the Board of Directors.

3) Ensure that the Remuneration policy has complied with prevailing law.

Remuneration and Nomination Committee

231



4) Melakukan evaluasi secara berkala terhadap penerapan kebijakan Remunerasi.

2. Terkait Kebijakan Nominasi a. Menyusun dan memberikan rekomendasi

mengenai sistem, serta prosedur pemilihan dan/atau penggantian anggota Dewan Komisaris dan Direksi kepada Dewan Komisaris untuk disampaikan kepada Rapat Umum Pemegang Saham.

b. Memberikan rekomendasi mengenai calon anggota Dewan Komisaris dan/atau Direksi kepada dewan Komisaris untuk disampaikan kepada Rapat Umum Pemegang Saham.

c. Memberikan rekomendasi mengenai Pihak Independen yang akan menjadi anggota Komite kepada Dewan Komisaris.

Dalam menjalankan tugas dan tanggung jawab terkait kebijakan remunerasi, paling kurang wajib memperhatikan :a. Kinerja keuangan, risiko, kewajaran dengan peer

group, tingkat inflasi dan sasaran jangka panjang Bank sebagaimana yang diatur dalam peraturan perundang-undangan yang berlaku.

b. Prestasi kerja individual.

Struktur dan Keanggotaan Komite Remunerasi dan Nominasi

Anggota Komite Remunerasi dan Nominasi Bank MAYORA tahun 2017 adalah berdasarkan Surat Keputusan Direksi No.050/SK-DIR/IX/2016 tanggal 20 September 2016 tentang Komite Remunerasi dan Nominasi, susunan keanggotaan Komite Remunerasi dan Nominasi adalah sebagai berikut:

4) To perform evaluation regularly on Remuneration policy implementation.

2. Related to Nomination Policya) Formulating and providing

recommendations about the system and procedure for nominating and/or replacing the members of the Board of Commissioners and the Board of Directors to the Board of Commissioners to be submitted to GMS.

b) Providing recommendations on prospective members of the Board of Commissioners and/or the Board of Directors to the Board of Commissioners to be submitted to GMS.

c) Providing recommendations on Independent Parties set to be the member of a committee to the Board of Commissioners.

In carrying out the duty and responsibility related to remuneration policy, shall consider at lesat:

a) Financial performance, risk, fairness with peer group, inflation rate and Bank’s long-term target as regulated in the prevailing Law.

b) Individual working achievement.

Remuneration and Nomination Committee Structure and Membership

The Remuneration and Nomination Committee membership at Bank MAYORA in 2017 is based on the Board of Directors Decree Number 050/SK-DIR/IX/2016 dated September 20, 2016 concerning the Remuneration and Nomination Committee, the composition of the Remuneration and Nomination Committee is as follows:

NamaName

JabatanPosition

KeahlianExpertise


Taryadi Supangkat KetuaChairman

Operasional, Sistem & Teknologi dan KreditOperational, System, Technology and Credit


Dharmawan Atmadja AnggotaMember

Manajemen BisnisBusiness Management

Komisaris UtamaPresident Commissioner

Joys Djajanto AnggotaMember

Akuntansi, KeuanganAccounting, Finance


Retno Murtiningsih AnggotaMember

Manajemen SDMHuman Capital Management

Human Capital HeadHuman Capital Head

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Profil Anggota Komite Remunerasi dan Nominasi

Nama : Taryadi SupangkatTempat, Tanggal Lahir : Jakarta, 23 September 1953Pendidikan : S-1, Fachhochschule Fuer

Technik, Stuttgart Jerman

Riwayat Pekerjaan : 1. September 2016 s/d Sekarang PT. Bank Mayora, Ketua Komite Remunerasi &

Nominasi2. Agustus 2007 s/d Sekarang PT. Bank Mayora, Komisaris Independen3. 2000 - 2001 PT. Bank Bali, Dept Head MIS, Corp Olicy &

Procedure4. 1999 - 2000 PT. Bank Bali, Chief General Manager CPC

Commercial


Nama : Joys DjajantoTempat, Tanggal Lahir : Jakarta, 25 November 1966Pendidikan : S-1, Universitas Katholik

AtmajayaRiwayat Pekerjaan : 1. September 2016 s/d Sekarang PT. Bank Mayora, Anggota Komite Remunerasi &

Nominasi2. Agustus 2016 s/d Sekarang PT. Bank Mayora, Komisaris Independen3. 2008 - 2011 PT. Kiran Resources Indonesia, Instruktur Executive

Development Program4. Juli 2007-Desember 2007 PT. Bank Permata Tbk, Staff Office of the Board5. April 2007-Juni 2007 PT. Bank Permata, Strategic Initiative


Profile of Remuneration and Nomination Committee Members

Name : Taryadi SupangkatDate, Place of Birth : Jakarta, September 23, 1953Education : Bachelor Degree,

Fachhochschule Fuer Technik, Stuttgart Germany

Career Experience : 1. September 2016 until now PT. Bank MAYORA, Chairman of the Nominee &

Remuneration2. August 2007 until now PT. Bank Mayora, Independent Commissioner3. 2000 - 2001 PT. Bank Bali, Dept Head MIS, Corp Policy &


CommercialAppointment Decree : Board of Directors Decree Number 050/SK-DIR/IX/2016 dated September 20, 2016

Name : Joys DjajantoDate, Place of Birth : Jakarta, November 25, 1966Education : Atmajaya Catholic University

Career Experience : 1. September 2016 until now PT Bank MAYORA, member of of the Nominee &

Remuneration2. August 2016 until now PT Bank MAYORA, Independent Commissioner3. 2008 - 2011 PT Kiran Resources Indonesia, Instructor of

Executive Development Program4. July 2007-December 2007 PT Bank Permata Tbk, Staff Office of the Board5. April 2007-June 2007 PT. Bank Permata, Strategic Initiative

Appointment Decree : Board of Directors Decree Number 050/SK-DIR/IX/2016 dated September 20, 2016

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Nama : Dharmawan AtmadjaTempat, Tanggal Lahir : Jakarta, 10 Januari 1958Pendidikan : Singapore Academy, Business

AdministrationRiwayat Pekerjaan :1. September 2016 s/d Sekarang PT. Bank Mayora, Anggota Komite Remunerasi &

Nominasi2. Desember 2000 s/d Sekarang PT. Bank Mayora, Komisaris Utama3. PT. Bank MAYORA, Wakil Direktur Utama

tanggal 20 September 2016

Name : Dharmawan AtmadjaDate, Place of Birth : Jakarta, January 10, 1958Education : Singapore Academy, Business

AdministrationCareer Experience :1. September 2016 until now PT Bank MAYORA, member of of the Nominee &

Remuneration2. December 2000 until now PT Bank MAYORA, President Commissioner

PT Bank MAYORA, Vice President Director

Appointment Decree : Board of Directors Decree

2016

Nama : S. Retno MurtiningsihTempat, Tanggal Lahir : Surabaya, 28 Januari 1968Pendidikan : S-1 Psikologi, Universitas SurabayaRiwayat Pekerjaan :1. September 2016 s/d Sekarang PT. Bank Mayora, Anggota Komite Remunerasi & Nominasi2. 2011 - sekarang PT. Bank Mayora, Kepala Bagian Human Capital

3. 2002 - 2011 PT Bank MAYORA, Kepala Bagian Personalia & Umum4. 1997-2002 PT Bank MAYORA, HRD Officer5. 1991 -1994 PT Jaya Bank InternationalSK Pengangkatan : SK DIR No.050/SK-DIR/IX/2016tanggal 20 September 2016

Name : S. Retno MurtiningsihDate, Place of Birth : Surabaya, January 28, 1968Education : Bachelor Degree of Psyhcology, Universitas SurabayaCareer History :1. September 2016 until now PT Bank MAYORA, PT Bank MAYORA, member of the Nominee & Remuneration2. 2011 - now PT Bank MAYORA, Head of Human Capital Department3. 2002 - 2011 PT Bank MAYORA, Head of Human Resources & General Affairs Unit4. 1997-2002 PT Bank MAYORA, HRD Officer5. 1991 -1994 PT Jaya Bank InternationalAppointment Decree : Board of Directors DecreeNumber 050/SK-DIR/IX/2016 dated September 20,2016

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Independensi Komite Remunerasi dan Nominasi

Komite Remunerasi dan Nominasi diketuai oleh seorang Komisaris Independen, dengan anggota yang terdiri dari 3 (tiga) orang yaitu 1 (satu) Komisaris Utama, 1 (satu) Komisaris Independen, dan 1 (satu) Human Capital Head. Seluruh anggota Komite Remunerasi memiliki kompetensi dan pengetahuan mengenai system remunerasi, sistem nominasi dan succession plan Bank, Tata Kelola Perusahaan yang Baik dan Budaya Kerja. Susunan dan komposisi, keahlian dan kriteria independensi Komite Remunerasi dan Nominasi tersebut telah sesuai dengan ketentuan Regulator.

Rapat Komite Remunerasi dan Nominasi

Selama tahun 2017, Komite Remunerasi dan Nominasi telah mengadakan 2 (dua) kali pertemuan. Dalam setiap rapat dibuat risalah rapat dan disampaikan ke Dewan Komisaris.

Adapun agenda dan kehadiran dalam rapat Komite Remunerasi dan Nominasi adalah sebagai berikut :

Laporan Singkat Pelaksanaan Tugas Komite Remunerasi dan Nominasi

1. Memberikan rekomendasi Pihak Independen yang akan menjadi Anggota Komite Pemantau Risiko kepada Dewan Komisaris.

2. Memberikan rekomendasi kenaikan honor Komite.

Rekomendasi Komite Remunerasi dan Nominasi

Salah satu tugas Komite Remunerasi dan Nominasi adalah memberikan rekomendasi kepada Dewan komisaris terkait fungsi remunerasi dan nominasi. Sepanjang tahun 2017, rekomendasi yang diberikan Komite Remunerasi dan Nominasi kepada Dewan Komisaris antara lain :

Remuneration and Nomination Committee Independency

Remuneration and Nomination Committee is chaired by an Independent Commissioner,comprises of 3 (three) members including 1 (one) President Commissioner, 1 (one) Independent Commissioner, and 1 (one) Human Capital Head. All of the Remuneration and Nomination Committee members possess the competence and knowledge related to the remuneration system, nomination system, and the Bank’s succession plan, Good Corporate Governance and Work Culture. The structure and composition, expertise and independence criteria of the Remuneration and Nomination Committee adhere to the regulations set by the regulator.

Remuneration and Nomination Committee Meetings

In 2017, the Audit Committee held 11 (elevent) meetings. Each meeting has its minutes of the meeting and submitted to the Board of Commissioners.

Audit Committee meeting agenda and attendance are as follows:

NoTanggal

DateAgendaAgenda

KehadiranAttendance Keterangan

RemarksTSTS

DADA

JDJD

RMRM

1 31 Januari 2017 Pengusulan Sdr. Ivan Purnama Sanoesi sebagai Anggota Independen Komite Pemantau RisikoRecommendation on Mr. Ivan Purnama Sanoesi as Independent Member of the Risk Monitoring Committee

√ √ √ √

2 19 Mei 2017 Pengusulan Kenaikan honor KomiteRecommendation on Committee’s members salary appraisal

√ √ √ √

Jumlah / Jumlah 2 2 2 2

% Kehadiran / % Attendance 100% 100% 100% 100%

Remuneration and Nomination Committee Brief Duty Implementation Report

1. Provided recomemndation about Independent Parties to be appointed as Risk Monitoring Committee members to the Board of Commissioners.2. Provided recommendation about Committee’s salary appraisal.

Remuneration and Nomination Committee Recommendation

One of the Remuneration and Nomination Committee’s duties is to provide recommendation to the Board of Commissioners related to remuneration and nomination functions. Throughout 2017, the recommendations provided by Remuneration and Nomination Committee to the Board of Commissioners are among others:

Ket/Remarks : TS = Taryadi Supangkat DA = Dharmawan Atmadja JD = Joys Djajanto RM = Retno Murtiningsih

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1. Sehubungan dengan pengunduran diri Sdri. Maryam Idawati sebagai Anggota Independen Komite Pemantau Risiko dan perlunya peningkatan pengawasan terhadap Manajemen Bank maka, Sdr. Ivan Purnama Sanoesi layak dipertimbangkan menggantikan Sdri. Maryam Idawati sebagai Anggota Independen Komite Pemantau Risiko.

2. Kenaikan Honor untuk Komite.

Pengembangan Kompetensi Komite Remunerasi dan Nominasi

Untuk menunjang pelaksanaan tugasnya, anggota Komite Remunerasi dan Nominasi mengikuti Program Pelatihan dalam rangka meningkatkan kompetensi anggota Komite Remunerasi dan Nominasi yang dilaksanakan baik secara formal maupun secara informal. Pada tahun 2017, anggota Komite Remunerasi dan Nominasi telah menghadiri dan berpartisipasi dalam berbagai pelatihan, workshop, konferensi, dan seminar, sebagai berikut:

Komite Pemantau Risiko

Komite ini dibentuk dalam rangka mengevaluasi perumusan dan pelaksanaan kebijakan di bidang risiko yang diantaranya melakukan evaluasi tentang kesesuaian antara kebijakan dengan pelaksanaan manajemen risiko serta memantau pelaksanaan tugas Komite Manajemen Risiko dan Satuan Kerja Manajemen Risiko.

Dasar Pembentukan Komite Pemantau Risiko

Bank MAYORA membentuk Komite Pemantau Risiko sesuai Peraturan Otoritas Jasa Keuangan Nomor 55/POJK.03/2016 tanggal 7 Desember 2016 tentang Penerapan Tata Kelola Bagi Bank Umum

1. Related to resignation of Mrs. Maryam Idawati as Independent Member of Risk Monitoring Committee and the importance to improve supervision over the Bank’s Management, Mr. Ivan Purnama Sanoesi shall be considered to replace Mrs. Maryam Idawati as Independent Member of the Risk Monitoring Committee.

2. Salary appraisal for the Committee’s members.

Remuneration and Nomination Committee Competency Development

In order to support their duty implementation, the Remuneration and Nomination Committee members participated in Training Program to develop competency of the Remuneration and Nomination Committee members both formally and non-formally implemented. In 2017, the Remuneration and Nomination Committee members had attended and participated in various trainings, workshops, conferences and seminars, as follows:

No NamaName




1 Dharmawan Atmadja Liquidity Issues & Liquidity ManagementLiquidity Issues & Liquidity Management

RMG Bali, Februari 2017Bali, February 2017

2 Dharmawan Atmadja Revamp, Focus, and be ExcellentRevamp, Focus, and be Excellent

PT. Bank MAYORA Jakarta, Juli 2017Jakarta, July 2017

3 Joys Djajanto Revamp, Focus, and be ExcellentRevamp, Focus, and be Excellent

PT. Bank MAYORA Jakarta, Juli 2017Jakarta, July 2017

4 Dharmawan Atmadja Political Economy Outlook 2018Political Economy Outlook 2018

Indef Jakarta, November 2017 Jakarta, November 2017

This Committee is established to evaluate the formulation and implementation of risk management policies, including evaluation of the conformity between the policy and the implementation of risk management and monitor the implementation of duties of the Risk Management Committee and the Risk Management Work Unit.

Risk Monitoring Committee Structure and Membership

Bank MAYORA established Risk Monitoring Committee according to Financial Serivce Authority Regualtion Number 55/POJK.03/2016 dated December 7, 2016 concerning Governance Implementation for Commercial Bank.

Risk Monitoring Committee

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Pedoman dan Tata Tertib Kerja Komite Pemantau Risiko

1. Struktur dan Keanggotaan2. Tugas dan Tanggung Jawab3. Wewenang4. Rapat5. Pelaporan6. Rencana Kerja7. Etika Kerja8. Waktu Kerja

Tugas dan Tanggung Jawab Komite Pemantau Risiko1. Melakukan evaluasi tentang kesesuaian antara

kebijakan, strategi dan kerangka Manajemen Risiko yang telah disusun oleh Direksi terhadap pelaksanaannya;

2. Melakukan evaluasi atas pelaksanaan tugas Komite Manajemen Risiko dan Satuan Kerja Manajemen Risiko; guna memberikan rekomendasi kepada Dewan Komisaris.

Struktur dan Keanggotaan Komite Pemantau Risiko

Sesuai dengan Surat Keputusan Direksi No.018/SK-DIR/V/2017 tanggal 17 Mei 2017 tentang Komite Pemantau Risiko, susunan keanggotaan Komite Pemantau Risiko adalah sebagai berikut:

Profil Anggota Komite Pemantau Risiko

Nama : Joys DjajantoTempat, Tanggal Lahir : Jakarta, 25 November 1966Pendidikan : S-1, Universitas Katolik

AtmajayaRiwayat Pekerjaan : 1. September 2016 s/d Sekarang PT. Bank Mayora, Anggota Komite Remunerasi &

Nominasi2. Agustus 2016 s/d Sekarang PT. Bank Mayora, Komisaris Independen3. 2008 - 2011 PT. Kiran Resources Indonesia, Instruktur Executive

Development Program4. Juli 2007-Desember 2007 PT. Bank Permata Tbk, Staff Office of the Board5. April 2007-Juni 2007 PT. Bank Permata, Strategic Initiative

SK Pengangkatan : SK DIR No.018/SK-DIR/V/2017 tanggal 17 Mei 2017

Risk Monitoring Committee Charter

1. Structure and Membership2. Duties and Responsibilities3. Authorities4. Meetings5. Reporting6. Working Plan7. Work Ethics8. Working Hours

Risk Monitoring Committee Duty and Responsibility

1. Evaluating the conformity between policies, strategies, and framework of the Risk Management formulated by the Board of Directors and their implementation;

2. Evaluating the implementation of duties of the Risk Management Committee and Risk Management Work Unit in order to provide recommendation to the Board of Commissioners.

Risk Monitoring Committee Structure and Membership

According to the Board of Directors Decree Number 018/SK-DIR/V/2017 dated May 17, 2017 concerning Risk Monitoring Committee, the composition of the Risk Monitoring Committee is as follows:

NamaName

JabatanPosition

KeahlianExpertise


Joys Djajanto KetuaChairman

Akuntansi, KeuanganAccounting, Finance


Taryadi Supangkat AnggotaMember

Operasional, Sistem & Teknologi dan KreditOperational, System & Technology and Credit


I Gde Yadnya Kusuma AnggotaMember

Manajemen RisikoRisk Management


Ivan Purnama Sanoesi AnggotaMember

Operasional, Kredit, Manajemen Risiko, Multi FinanceOperational, Credit, Risk Management, Multi Finance


Profile of Risk Monitoring Committee Members

Name : Joys DjajantoPlace, Date of Birth : Jakarta, November 25, 1966Education : Bachelor Degree, Universitas Katolik

AtmajayaCareer Experience : 1. September 2016 until now PT Bank MAYORA, PT Bank MAYORA, member of of the

Nominee & Remuneration2. PT. Bank Mayora, Komisaris Independen PT Bank MAYORA, Independent Commissioner3. 2008 - 2011 PT Kiran Resources Indonesia, Instructor of Executive

Development Program4. July 2007-December 2007 PT Bank Permata Tbk, Staff Office of the Board

5. April 2007-Juni 2007PT Bank Permata, Strategic Initiative Appointment Decree : Board of Directors Decree Number 018/SK-DIR/V/2017 dated May 17, 2017

237



Nama : Taryadi SupangkatTempat, Tanggal Lahir : Jakarta, 23 September 1953Pendidikan : S-1, Fachhochschule Fuer

Technik, Stuttgart JermanRiwayat Pekerjaan : 1. September 2016 s/d Sekarang PT. Bank Mayora, Ketua Komite Remunerasi &

Nominasi2. Agustus 2007 s/d Sekarang PT. Bank Mayora, Komisaris Independen3. 2000 - 2001 PT. Bank Bali, Dept Head MIS, Corp Olicy &


Commercial

SK Pengangkatan : SK DIR No.018/SK-DIR/V/2017 tanggal 17 Mei 2017

Nama : I Gde Yadnya KusumaTempat, Tanggal Lahir : Singaraja, Bali - 19 Mei 1954Pendidikan : S-1 Ekonomi, Sekolah Tinggi

Ilmu Ekonomi Swadaya, Jakarta, 1993 S-2 Ekonomi Universitas Indonesia, Jakarta, 2006

Riwayat Pekerjaan : 1. 2014 - sekarang PT. Bank MAYORA, Anggota Komite Pemantau

Risiko2. 2009-2010 Pengawas Bank Madya Senior (Deputi Direktur),

Bank Indonesia Direktorat Pengawasan Bank.3. 2003-2009 Direktur Riset dan Analisis, Pusat Pelaporan dan

Analisis Transaksi Keuangan (PPATK).4. 1994-2003 Pengawas Bank Senior, Bank Indonesia, Direktorat

Pengawasan Bank III dan II SK Pengangkatan : SK DIR No.018/SK-DIR/V/2017 tanggal 17 Mei 2017

Nama : Ivan Purnama SanoesiTempat, Tanggal Lahir : Jakarta, 29 Mei 1961Pendidikan : S-1 Akuntansi, Universitas

Tarumanagara, 1988 S-2 Manajemen Keuangan, Sekolah Tinggi Manajemen PPM, Juli 2004

Riwayat Pekerjaan : 1. 17 Mei 2017 - sekarang PT. Bank MAYORA, Anggota Komite Pemantau Risiko2. 1986-Mei 2016

PT. Bank Central Asia, Tbk - Divisi Audit Internal3. 1999-Mei 2016 Wakil Kepala Divisi dengan penugasan:• Okt 2015 – Mei 2016 Audit Kantor Pusat dan Anak

Perusahaan• Nov 2008 – Sep 2015 Audit Kredit• Feb 2004 – Okt 2008 Audit Kantor Pusat• Mei 1999 – Jan 2004 Audit Operasional Cabang• 1989 – 1992 Kepala Bagian/Urusan Audit• 1986 – 1989 Staf Audit• 1992 – 1999 Kepala Biro AuditSK Pengangkatan : SK DIR No.018/SK-DIR/V/2017 tanggal 17 Mei 2017

Name : Taryadi SupangkatDate, Place of Birth : Jakarta, September 23, 1953Education : Bachelor Degree Fachhochschule

Fuer Technik, Stuttgart, GermanyCareer Experience : 1. September 2016 until now PT Bank MAYORA, Chairman of the PT Bank

MAYORA, member of of the Nominee & Remunerationr

2. August 2007 until now PT Bank MAYORA, Independent Commissioner3. 2000 - 2001 PT Bank Bali, Dept Head MIS, Corp Policy &

Procedure4. 1999 - 2000 PT Bank Bali, Chief General Manager CPC

CommercialAppointment Decree : SK DIR No.018/SK-DIR/V/2017 dated May 17, 2017

Name : I Gde Yadnya KusumaDate, Place of Birth : Singaraja, Bali – May 19, 1954Education : Bachelor Degree of Economics, Sekolah

Tinggi Ilmu Ekonomi Swadaya, Jakarta, 1993 Bachelor Degree of Economics, Universitas Indonesia, Jakarta, 2006

Career Experience : 1. 2014 - now PT Bank MAYORA, Risk Monitoring Committee Member2. 2009-2010 Senior Middle-Bank Supervisor (Deputy of Director), Bank

Indonesia Bank Supervision Directorate.3. 2003-2009 Research and Analysis Director, Center of Financial

Transaction Reporting and Analysis (PPATK).4. 1994-2003 Senior Bank Supervisor, Bank Indonesia, Bank Supervision

Directorate III and II Appointment Decree : Board of Directors Number 018/SK-DIR/V/2017 dated May 17, 2017

Name : Ivan Purnama SanoesiPlace, Date of Birth : Jakarta, May 29, 1961Education : Bachelor Degree of Accounting,

Universitas Tarumanagara, 1988 Master Degree of Finance Management, Sekolah Tinggi Manajemen PPM, July 2004

Career Experience : 1. May 17, 2017 - now

PT Bank MAYORA, Risk Monitoring Committee Member2. 1986-May 2016

PT Bank Central Asia, Tbk – Internal Audit Division3. 1999-May 2016 Vice Division Head with assignments:• Oct 2015 – May 2016 Audit at Head Office and

Subsidiaries• Nov 2008 – Sep 2015 Credit Audit• Feb 2004 – Oct 2008 Audit at Head Office• May 1999 – Jan 2004 Branch Operational Audit1989 – 1992 Head of Audit Unit/Affairs1986 – 1989 Audit Staff1992 – 1999 Head of Audit BureauAppointment Decree : Board of Directors Decree Number 018/SK-DIR/V/2017 dated May 17, 2017

238



Independensi Komite Pemantau Risiko

Komite Pemantau Risiko telah memenuhi ketentuan, yaitu beranggotakan 2 (dua) orang pihak independen yang ahli di bidang perbankan dan manajemen risiko dan diketuai oleh seorang Komisaris Independen.

Rapat Komite Pemantau Risiko

Selama tahun 2017, Komite Pemantau Risiko telah mengadakan 12 (dua belas) kali pertemuan. Dalam setiap rapat dibuat risalah rapat dan disampaikan ke Dewan Komisaris.

Adapun agenda dan kehadiran dalam rapat Komite Pemantau Risiko adalah sebagai berikut :

Risk Monitoring Committee Independency

The Risk Monitoring Committee has complied to the prevailing regulations, which states that the Committee have 2 (two) independent members who have expertise in banking and risk management, and chaired by an Independent Commissioner.

Risk Monitoring Committee Meetings

Throughout 2017, the Risk Monitoring Committee held 12 (twelve) meetings. Each meeting had its minutes of the meeting and submitted to the Board of Commissioners.

The Risk Monitoring Committee meeting agenda and attendance are as follows:

No TanggalDate

AgendaAgenda

KehadiranAttendance

JDJD

TSTS

IGYKIGYK

MIMI

IPSIPS

1 06/01/2017 Pembahasan Profil Risiko posisi November 2016√ √ √ √ -

2 27/01/2017 Pembahasan Profil Risiko posisi Triwulan IV (Oktober – Desember) 2016

√ √ √ √ -

3 24/02/2017 Pembahasan Profil Risiko posisi Januari 2017√ √ √ √ -

4 17/03/2017 Pembahasan Profil Risiko posisi Februari 2017 √ √ √ - √

5 28/04/2017 Pembahasan Profil Risiko posisi Triwulan I 2017√ √ √ - √

6 19/05/2017 Pembahasan Profil Risiko posisi April 2017√ √ √ - √

7 07/07/2017 Pembahasan Profil Risiko posisi Mei 2017√ √ √ - √

8 28/07/2017 Pembahasan Profil Risiko poisisi Triwulan II (April – Juni) 2017

√ √ √ - √

9 25/08/2017 Pembahasan Profil Risiko posisi Juli 2017√ √ √ - √

10 29/09/2017 Pembahasan Profil Risiko Agustus 2017√ √ √ - √

11 03/11/2017 Pembahasan Profil Risiko posisisi Triwulan III (Juli – September) 2017

√ √ √ - √

12 24/11/2017 Pembahasan Profil Risiko posisi Oktober 2017

√ √ √ - √

Jumlah / Total 12 12 12 3 9

% Kehadiran / % Attendance 100% 100% 100% 25% 75%

Discussion of Risk profile as of November 2016

Discussion of Risk Profile as of 4th Quarter (October – December) 2016 Position

Discussion of Risk Profile as of January 2017 Position

Discussion of Risk Profile as of February 2017

Discussion of Risk Profile as of 1st Quarter 2017 Position

Discussion of Risk Profile as of April 2017 Position

Discussion of Risk Profile as of May 2017 posi-tion

Discussion of Risk Profile as of 2nd Quarter (April – June) 2017 Position

Discussion of Risk Profile as of July 2017 Posi-tion

Discussion of Risk Profile as of August 2017 Position

Discussion of Risk Profile as of 3rd Quarter (July – September) 2017 Position

Discussion of Risk Profile as of October 2017 Position

Ket/Remarks: JD = Joys Djajanto TS = Taryadi Supangkat IGYK = Taryadi Supangkat MI = Maryam Idawati* (sampai dengan tanggal 17 Mei 2017 sebagai anggota Komite Pemantau Risiko/Until on 17 may 2017 as member of Risk Monitoring Comittee) IPS = ivan Purnama Sanoesi** (mulai efektif tanggal 17 Mei 2017 sebagai anggota Komite Pemantau Risiko menggantikan Maryam Idawati / effective on 17 May 2017 as Risk Monitoring Comittee to subtituted Maryam Idawati)

239



Laporan Singkat Pelaksanaan Tugas Komite Pemantau Risiko

a. Melakukan evaluasi laporan profil risiko secara berkala.

b. Memberikan rekomendasi kepada Dewan Komisaris mengenai perencanaan dan pelaksanaan kebijakan, strategi dan kerangka Manajemen Risiko Bank.

c. Mengevaluasi parameter profil risiko secara berkala.

Rekomendasi Komite Pemantau Risiko

Salah satu tugas Komite Pemantau Risiko adalah memberikan rekomendasi kepada Dewan komisaris terkait dengan kontrol terhadap risiko Bank. Sepanjang tahun 2017, rekomendasi yang diberikan Komite Pemantau Risiko kepada Dewan Komisaris antara lain :

Risk Monitoring Committee Brief Duty Implementation Report

a. Evaluating risk profile report regularly.b. Providing recommendation to the Board of

Commissioners about Bank’s Risk Management policy, strategy and framework planning and implementation.

c. Evaluating risk profile parameter regularly.

Risk Monitoring Committee Recommendation

One of the Risk Monitoring Comittee’s duties is to provide recommendation tot he Board of Commissioners related to control over the Bank’s risks. Throughout 2017, recommendations provided by the Risk Oversight Commmittee to the Board of Commissioners are as follows:

TanggalDate

PerihalConcern

06/01/2017 Risiko Kredit

a. para AO untuk harus lebih baik dalam membina relationship melalui frekuensi komunikasi yang lebih sering dengan debitur.

b. Untuk debitur-debitur bermasalah yang kolektibilitasnya terus menurun, agar dimonitor dan digali informasinya secara cermat untuk mengetahui prospek penyelesaian atas kredit bermasalahnya.

c. Untuk debitur-debitur yang sudah lama ada di kolektibilitas 2 dan belum menunjukkan perbaikan yang signifikan agar menjadi perhatian khusus manajemen

d. Untuk debitur valas agar dipastikan sudah melakukan hedging untuk memitigasi risiko nilai tukar, khususnya debitur dengan pendapatan Rupiah.

e. Melihat perkembangan yang tidak signifikan dalam penyelesaian kredit bermasalah, portofolio AYDA yang cukup tinggi, dan pertumbuhan kredit yang rendah, yang secara keseluruhan akan berdampak pada peningkatan NPL gross, maka Komite menilai bahwa tren risiko kredit adalah”Meningkat”. Oleh karena itu, direkomendasikan agar hal ini menjadi perhatian khusus bagi Manajemen di tahun 2017.

Risiko HukumHambatan-hambatan yang timbul setelah keputusan hukum dimenangkan oleh Bank atas kasus-kasus yang ada agar dimasukkan sebagai faktor yang harus dipertimbangkan dalam menilai tingkat risiko hukum.

Credit Risk

a. Encourage AOs to build better relationship in more frequent communication with the debtors.

b. For non-performing debtors with decreasing collectability, shall be monitored and observed the information thoroughly to examine the non-performing loans settlement prospect.

c. For the debtors who have been long rated at collectability 2 and not yet indicating significant improvement, shall be placed as special concern of the management

d. For foreign exchange debtor shall be ensured for having implemented hedging to mitigate exchange rate risk, especially debtor with income in Rupiah

e. Considering less significant progress on non-performing loans settlement, high Foreclosed Assets portfolio and low credit growth, the overall condition will affect to increasing NPL gross, the Committee evaluates that the credit risk trend is “Increasing.” Therefore, this is recommended to be placed as special concern by the Management in 2017

Legal RiskIssues which occurred after the legal verdict won by the Bank on existing cases shall be included as factors to be considered in assessing legal risk level. Fore example: constraint in emptying Foreclosed Assets on behalf of debtor Harry Juna, due to legal case by Local Taxation Office on Foreclosed Assets of 2 shop houses owned by Kantor debtor Abdurrohman due to the debtor’s tax overdue.

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27/01/2017 Risiko Kredita. Untuk debitur-debitur yang dianggap sudah tidak memiliki itikad baik untuk memenuhi kewajiban kepada

Bank, sebaiknya kolektibilitas ditetapkan sekurang-kurangnya menjadi kolektibilitas 4 (Diragukan) dan agunan diupayakan dapat segera dikuasai Bank,

b. Implementasi pemberian kredit harus sesuai dengan fokus strategi yang telah ditetapkan, termasuk dalam hal penyaluran kredit berdasarkan sektor ekonomi.

Credit Riska. For the debtors who are considered not having good will to fulfill liabilities to the Bank, the collectability

shall be stipulated at least to collectability 4 (doubtful) and the collateral shall be attempted to be possessed by the Bank (immediately)

b. Implementation of loans disbursement shall comply with designated strategy focus, including in terms of loans disbursement based on economic sector

Risiko OperasionalDalam penilaian risiko operasional, Manajemen harus menerapkan prinsip bahwa tidak ada toleransi untuk fraud.

Operational RiskIn operational risk assessment, the Management shall implement zero fraud tolerance principle.

Risiko StratejikBobot penilaian untuk elemen-elemen penilaian tingkat risiko stratejik agar ditinjau kembali supaya mencerminkan prioritas dan kinerja Bank yang lebih aktual.

Strategic RiskAssessment weight for strategic risk assessment element shall be reviewed to reflect more actual priority and performance of the Bank.

24/02/2017 Risiko KreditUnused Committed Facility per 31 Januari 2017 mencapai hampir 30% dari total kredit, Komite merekomendasikan untuk menyusun strategi peningkatkan utilization dari unused committed facility, dengan tetap memperhatikan prinsip manajemen risiko dan kehati-hatian perbankan.

Credit RiskAs of January 31, 2017, Unused Committed Facility reached almost 30% of total loans. The committee recommended to formulate increasing utilization strategy from unused committed facility by considering risk management and banking prudent principles

Risiko LikuiditasAs of January 31, 2017, Unused Committed Facility reached almost 30% of total loans. The committee recommended to formulate increasing utilization strategy from unused committed facility by considering risk management and banking prudent principles

Liquidity RiskAs of January 31, 2017, Unused Committed Facility reached almost 30% of total loans. The committee recommended to formulate increasing utilization strategy from unused committed facility by considering risk management and banking prudent principles

Risiko StratejikKecenderungan pertumbuhan kredit yang masih negatif harus segera diatasi dengan menyusun strategi yang jelas dan harus diimplementasikan secara fokus, antara lain dalam penetapan segmentasi bisnis.

Strategic RiskNegative credit growth trend shall be overcome immediately by formulating clear strategy which shall be implemented with focus, namely in setting the business segmentation.

TanggalDate

PerihalConcern

241



TanggalDate

PerihalConcern

17/03/2017 Risiko Kredit

a. Mempertimbangkan tren rasio NPL yang masih terus meningkat (sudah di atas 3%), maka Komite merekomendasikan untuk tren parameter Kualitas Penyediaan Dana dan Kecukupan Pencadangan adalah “Meningkat”.

b. Mempertimbangkan tren pertumbuhan kredit Bank per Desember 2016 berada di bawah persentase pertumbuhan peer group, dan peringkat risiko naik dari Low menjadi High, maka Komite merekomendasikan tren untuk parameter Strategi Penyediaan Dana danSumberTimbulnya Penyediaan Dana adalah“Meningkat”.

c. Dengan demikian, tren tingkat risiko inheren untuk Risiko Kredit adalah “Meningkat”. Credit Risk

a. Considering increasing NPL ratio trend (exceedign 3%), the Committee recommended for Funds Povision Quality and “Provision Adequacy” parameters trend is “Increasing.”

b. Considering Bank’s credit growth trend as of December 2016 below the peer group’s growth percentage and the risk rating increased from low to High, the Committee recommended trend for Funds Provision Strategy and Fund Provision Source parameters is “Increasing.”

c. Therefore, inhrent risk level for Credit Risk is “Incrasing.”

Risiko OperasionalKomite merekomendasikan agar penilaian Risiko Operasional untuk parameter Penerapan Manajemen Sumber Daya Manusia (MSDM) lebih dikembangkan lagi agar dapat menggambarkan kondisi yang lebih riil. Misalnya: penilaian terhadap lemahnya supervise atasan terhadap bawahan, pemahaman SDM terhadap peraturan internal dan eksternal yang berlaku, kualitas analisis kredit oleh Account Officer.

Operational RiskThe committee recommended that Operational Risk assessment for Human Capital Management (MSDM) Implementation to be mode developed in order to illustrate more real condition.

Fore example: assessment on weak supervision from the supervisor to subordinate, understanding of the personnel on prevailing internal and external regulation, quality of credit analysis by Account Officer

Risiko ReputasiKomite merekomendasikan untuk menambahkan pemenuhan Service Level Agreement (SLA) sebagai salah satu faktor untuk mengukur parameter Frekuensi dan Materialitas Keluhan Nasabah.

Reputation RiskThe Committee recommended to add fulfillment of Service Level Agreement (SLA) seas a factor to measure Customer Complaint Frequency and Materiality parameter.

28/04/2017 Risiko Kredita. Penilaian peringkat profil risiko agar memperhitungkan pula konsentrasi kredit berdasarkan segmentasi

dan sektor ekonomi internal Bank.b. Unit kerja Remedial agar ditingkatkan fungsinya untuk mempercepat penyelesaian kredit bermasalah

dan AYDA.

Credit Riska. Risk profile rating assessment shall calculate credit concentration scheme based on Bank’s segmentation

and internal economy sector.b. Remedy working unit’s functions shall be improved to accelerate Non-Performing Loan and AYDA

settlement.

Lain-lainSetiap penambahan dan/atau perubahan parameter dan/atau indikator penilaian profil risiko agar dilengkapi dengan latar belakang dan historis perkembangan parameter/indikator tersebut.

OthersEvery risk profile assessment parameter/indicator addition or revision shall be completed with the parameter/indicator progress background and historical data.

242



TanggalDate

PerihalConcern

19/05/2017 Risiko KreditWalaupun hasil scoring penilaian tingkat risiko inheren kredit April 2017 turun dibandingkan Maret 2017, namun berdasarkan kenyataan dan informasi di lapangan, maka Komite berpendapat bahwa tren risiko kredit adalah “Meningkat”. Hal ini di-reconfirmed pula dengan pencapaian kredit yang masih di bawah target RBB 2017.

Credit RiskDespite inherent credit risk rating assessment scoring result as of April 2017 was decreased compared to March 2017, however, based on actual condition and information in the field, the Committee assumed that the credit risk trend is “Increasing.” This was also reconfirmed by credit achievement below the RBB 2017 target.

Risiko Stratejik

Walaupun hasil scoring penilaian tingkat risiko inheren kredit April 2017 turun dibandingkan Maret 2017, namun berdasarkan kenyataan dan informasi di lapangan, maka Komite berpendapat bahwa tren risiko kredit adalah “Meningkat”. Hal ini di-reconfirmed pula dengan pencapaian kredit yang masih di bawah target RBB 2017.

Strategic Risk

Despite inherent credit risk rating assessment scoring result as of April 2017 was decreased compared to March 2017, however, based on actual condition and information in the field, the Committee assumed that the credit risk trend is “Increasing.” This was also reconfirmed by credit achievement below the RBB 2017 target

Lain-lain

Meskipun peraturan eksternal sudah tidak mewajibkan lagi opini SKAI untuk dilampirkan di laporan Profil Risiko Bank, namun Komite merekomendasikan agar hal ini tetap dijalankan untuk laporan internal Bank, guna menyelaraskan antara penilaian tingkat risiko Bank dengan hasil internal audit Bank.

Others

Despite the external regulation has no longer obliged Internal Audit opionion to be presented in the Bank’s Risk Profile report, the Committee recommended this shall be continuously implemented for Bank’s internal report to align between bank’s risk rating assessment with Bank’s internal audit report

07/07/2017 Risiko KreditMonitoring terhadap debitur dengan kolektibilitas 2 agar lebih ditingkatkan melihat cukup banyaknya debitur yang setiap bulan ada di daftar kolektibilitas 2, beberapa diantaranya memiliki nilai outstanding yang cukup besar.

Credit RiskMonitoring on debtors with collectability 2 shall be improved considering high number of debtors who were monthly listed on collectability 2 list. Some of the debtors with high total outstanding

Risiko StratejikRange indikator Komposisi Aset, Kewajiban dan TRA agar di-review kembali untuk sub-parameter rasio Aset Likuid Primer dan Sekunder terhadap Total Aset, agar lebih sesuai dengan posisi likuiditas perbankan pada umumnya.

Strategic RiskRange of Assets composition, liabilities and TRA indicators shall be reviewed for Primary and Secondary Liquid Assets to Total Assets Ratio to be more suitable with banking liquidity position generally.

28/07/2017 Risiko KreditSelain laporan eksposur kredit berdasarkan sektor ekonomi versi OJK, Komite juga merekomendasikan agar menyajikan laporan eksposur kredit berdasarkan sektor ekonomi versi internal, dalam rangka pembahasan risiko konsentrasi kredit.

Credit RiskBesides credit exposure report based on economy sector in OJK version, the Committee also recommended to present credit exposure risk based on economy sector in internal version to discuss credit concentration risk.

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TanggalDate

PerihalConcern

28/07/2017(lanjutan)

Risiko StratejikKomite merekomendasikan agar Dewan Komisaris meminta laporan progress realisasi strategi bisnis, khususnya bidang perkreditan, secara berkala minimal setiap 3 bulan termasuk pencapaian target dan permasalahan yang dihadapi

Strategic RiskThe Committee recommended that the Board of Commissioners requested business strategy realization progress report, especially in credit sector regularly minimum every 3 months including target achievement and occurring issues.

Risiko KepatuhanRisk Management agar menjelaskan dengan lebih rinci penyebab terjadinya denda akibat kekurangan GWM dan mengusulkan perbaikan untuk mencegah terulangnya kesalahan serupa.

Compliance RiskRisk Management shall explained more detail about penalty due to insufficient GWM and recommended improvement to prevent recurring mistake.

25/08/2017 Risiko KreditKecukupan CKPN untuk debitur-debitur bermasalah harus secara konsisten dipantau, khususnya debitur-debitur yang diperkirakan recovery rate-nya rendah.

Credit RiskSufficiency of CKPN for non-performing debtors shall be monitored consistently, especially debtors whose recovery rates are estimated low

Risiko LikuiditasAgar ditetapkan kebijakan batas maksimum LFR valas.

Liquidity RiskMaximum foreign Exchange LFR limit policy shall be stipulated.

Risiko OperasionalSemua perubahan data dan/atau parameter oleh vendor wajib disetujui oleh minimal Kepala Divisi IT Bank Mayora.

Operational RiskEvery change in data and/or parameter by vendor shall be approved by minimum Head of IT Division at Bank Mayora.

29/09/2017 Risiko Kredita. Komite merekomendasikan agar analisis kredit dilakukan dengan lebih mendalam terhadap bisnis/

source of income debitur.b. Para pejabat kredit harus dimintakan pertanggungjawaban secara tertulis jika ada kredit yang

bermasalah, khususnya jika kolektibilitasnya sudah turun ≤ 6 bulan sejak pencairan kredit. c. Kecukupan CKPN harus selalu dijaga dengan baik, untuk kredit maupun AYDA.d. Pelaksanaan action plan terhadap debitur bermasalah dan watch list account agar dipantau secara

lebih intensif.

Credit Riska. The Committee recommended that credit analyst shall be done deeper on debtor’s business/source of

income.b. If credit officer shall be requested for written accountability report due to non-performing loans case,

especially if the collectability is decreasing ≤ 6 months since the loans disbursement.c. CKPN adequacy shall be well-maintained both for loans or AYDA.d. Implementation of action plan on non-performing debtors and account watch list shall be monitored

more intensively.

TanggalDate

PerihalConcern

03/11/2017 Risiko KreditMenanggapi informasi yang disampaikan oleh Direktur Risk, Komite mendukung rencana penghapusbukuan kredit bermasalah sepanjang CKPN telah terpenuhi.

Credit RiskResponding to information submitted by Risk Director, the Committee supported write-off on non-performing loans as long the CKPN has been sufficient.

244



Pengembangan Kompetensi Komite Pemantau Risiko

Untuk menunjang pelaksanaan tugasnya, anggota Komite Pemantau Risiko mengikuti Program Pelatihan dalam rangka meningkatkan kompetensi anggota Komite Pemantau Risiko yang dilaksanakan baik secara formal maupun secara informal. Pada tahun 2017, anggota Komite Pemantau Risiko telah menghadiri dan berpartisipasi dalam berbagai pelatihan, workshop, konferensi, dan seminar, sebagai berikut:

24/11/2017 Risiko Kredita. NPL per sektor ekonomi, khususnya berdasarkan definisi internal, agar dipantau oleh Risk Management

dalam implementasi kebijakan penyebaran portofolio kredit, dan hasil pemantauannya disampaikan kepada unit bisnis jika ada hal-hal yang perlu ditindaklanjuti oleh unit bisnis.

b. Opini Dewan Komisaris dalam menjalankan fungsi pengawasan terhadap penyaluran kredit untuk jumlah tertentu sebaiknya tercatat. Oleh karena itu, opini tersebut disarankan untuk disampaikan secara tertulis.

Credit Riska. NPL per economy sector, especially based on internal definition, shall be monitored by Risk Management

in the credit portfolio dissemination policy implementation and the monitoring report shall be submitted to business unit if any issues to be followed-up by business unit.

b. Board of Commissioners opinion in carrying out supervisory function on loans disbursement in specific amount shall be documented. Therefore, the opinion is recommended to be submitted in written document.

Risiko OperasionalUntuk bidang Manajemen Sumber Daya Manusia:a. Aktivitas coaching harus ditingkatkan oleh setiap atasan di semua level untuk memastikan pemahaman

para staff yang dibawahinya terhadap SOP yang berlaku sehingga dapat terhindar dari kesalahan berulang.

b. Guna meningkatkan kualitas SDM, Human Capital Division direkomendasikan untuk menyusun program job enrichment untuk posisi tertentu, minimal Unit Head, baik di unit bisnis maupun non-bisnis, sehingga karyawan yang bersangkutan dapat memiliki pengetahuan tentang proses operasional di Bank MAYORA maupun perbankan secara umum dengan lebih maksimal. Program ini juga dimaksudkan untuk meretensi karyawan yang potensial dan loyal.

Operational Riska. Coaching activity shall be improved by every supervisor at all levels to ensure understanding of the

supervised staffs on prevailing SOP to prevent recurring mistake. b. To improve Human Capital quality, the Human Capital Division is recommended to formulate job

enrichment program for particular position, minimum Unit Head, either at business unit or non-busines unit, therefore respective employee will obtain knowledge about operational process at Bank Mayora or general banking more optimally. This program also aims to retain potential and loyal employees.

No NamaName




1 Joys Djajanto Revamp, Focus, and be Excellent PT. Bank MAYORA Jakarta, Juli 2017 Jakarta, July 2017

Risk Monitoring Committee Competency Development

In order to support their duty implementation, the Risk Monitoring Committee members participated in Training Program to develop competency of the Risk Monitoring Committee members both formally and non-formally implemented. In 2017, the Risk Monitoring Committee members had attended and participated in various trainings, workshops, conferences and seminars, as follows:

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Komite Di Bawah Direksi

Dalam rangka menunjang pelaksanaan tugas Direksi agar dapat menciptakan efektivitas dan efisiensi operasional bisnis yang dijalankan Bank, Direksi Bank MAYORA membentuk Komite yang berada di bawah Direksi. Komite-komite Direksi dibentuk dengan mempertimbangkan kebutuhan bisnis Bank dan sesuai peraturan yang berlaku.Komite di bawah Direksi di antaranya: 1. Komite Manajemen Risiko2. Asset Liability Committee (ALCO)3. Komite Pengarah Teknologi Informasi4. Komite Merchant EDC5. Komite Image

Komite Manajemen Risiko

Dalam rangka pelaksanaan proses dan system Manajemen Risiko yang efektif, Bank telah membentuk Komite Manajemen Risiko melalui Surat Keputusan Direksi No. 032/SK-DIR/VIII/2017 tentang Susunan Keanggotaan Komite Manajemen Risiko. Komite Manajemen Risiko secara rutin menyelenggarakan rapat untuk mengantisipasi setiap perubahan akibat perkembangan usaha maupun adanya perubahan kondisi eksternal.

Wewenang dan Tanggung Jawab

Wewenang dan tanggung jawab Komite Manajemen Risiko adalah memberikan rekomendasi kepada Direktur Utama, yang mencakup:• Penyusunan Kebijakan Manajemen Risiko serta

perubahannya, termasuk strategi Manajemen Risiko, tingkat risiko yang diambil dan toleransi risiko, kerangka Manajemen Risiko serta rencana kontinjensi untuk mengantisipasi terjadinya kondisi tidak normal.

• Penyempurnaan proses Manajemen Risiko secara berkala maupun bersifat insidental sebagai akibat dari suatu perubahan kondisi eksternal dan internal Bank yang mempengaruhi kecukupan permodalan, profil risiko Bank, dan efektifnya penerapan Manajemen Risiko berdasarkan hasil evaluasi

• Penetapan kebijakan dan/atau keputusan bisnis yang menyimpang dari prosedur normal, seperti pelampauan ekspansi usaha yang signifikan dibandingkan dengan Rencana Bisnis Bank yang telah ditetapkan sebelumnya atau pengambilan posisi/eksposur risiko yang melampaui batas yang ditetapkan.

In order to support implementation of Board of Directors’ duty to create effectiveness and efficiency in the business operational run by the Bank, Board of Directors of Bank MAYORA has established Committees under the Board of Directors by considering the Bank’s business needs and according to prevailing regulation.The Committees under the Board of Directors are as follows:1. Risk Management Committee2. Asset Liability Committee (ALCO)3. Information Technology Steering Committee4. EDC Merchant Committee5. Image Committee

To ensure effective processing and system of risk management, Bank MAYORA established Risk Management Committee as stipulated in the Board of Directors Decree Number KPTS/030/DIR/X/2013 concerning the Change in the Risk Management Committee Composition. The Risk Management Committee holds meetings regularly to anticipate any changes as the consequence of business growth or external changes.

Authority and Responsibility

Authority and responsibility of the Risk Management Committee are to provide recommendations to the President Director including:• Formulating Risk Management Policies and their

amendment, including Risk Management strategy, risk levels and risk tolerance, Risk Management framework as well as contingency plan to anticipate non-normal conditions.

• Improving Risk Management processes either periodically or incidentally, as the result of external conditions and internal conditions, which may affect capital adequacy, risk profiles, and the effectiveness of the risk management implementation based on the result of the evaluation.

• Determining business policies and/or decision that stray from normal procedures, such as significant exceed of the business expansion against the set Bank’s business plan, or risk position/exposure exceeding the approved limit.

Committees Under the Board of Directors

Risk Management Committee

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Komposisi Komite Manajemen Risiko

Rapat Komite Manajemen Risiko

Dalam pelaksanaan fungsinya, Komite Manajemen Risiko melakukan rapat sekurang-kurangnya 1 (satu) kali dalam 3 (tiga) bulan untuk Profil Risiko Triwulanan Bank dan sekurang-kurangnya 1 (satu) kali dalam 1 (satu) tahun untuk Evaluasi kesesuaian pengukuran risiko terhadap kondisi dan perkembangan aktivitas Bank.Sepanjang tahun 2017, Komite Manajemen Risiko mangadakan rapat sebanyak 5 (lima) kali dengan rincian sebagai berikut :

PosisiPosition

NamaName

JabatanPosition

KetuaChairman


SekretarisSecretary

Stephanie Lucy Kepala Bagian Other Risk & ReportingHead of Other Risk & Reporting Unit

Anggota TetapPermanent Members

Tiolina Tumanggor

Jap Chin Ping

Ricky Budiono

Tjahojo Bengawan

Benny Tan

Suliatno

Ester D. Susilowati

Direktur KepatuhanCompliance DirectorDirektur BisnisBusiness DirectorDirektur OperasionalOperational DirectorDirektur RiskRisk DirectorDirektur IT & eBankingIT & e-Banking DirectorKepala Divisi Internal AuditHead of Internal Audit DivisionKepala Divisi KepatuhanHead of Compliance Division

Anggota Tidak TetapNon-Permanent Members

Ray C. Djayasaputra

-

Slamet Riyadi

Silvia

Erik Andrijanus K.

Wakky Antonio

Hellen Gultom

-

Yoewanty Dirgantoro

Kepala Divisi Credit RiskHead of Credit Risk DivisionKepala Bagian Operational RiskHead of Operational RiskKepala Divisi Corporate PlanningDivision Head of Corporate PlanningKepala Divisi Channel & Central OperationDivision Head of Channel & Central OperationKepala Divisi Information & TechnologyDivision Head of Technology & InformationKepala Divisi Human CapitalDivision Head of Human CapitalKepala Divisi TreasuryDivision Head of TreasuryKepala Divisi Corporate Secretary & CorporateLegalDivision Head of Corporate Secretary &Corporate Legal.Kepala Divisi Corporate Communication &Quality ManagementDivision Head Corporate communication &Quality Management

Risk Management Committee Meetings

In implementing its functions, the Risk Management Committee held meetings minimum 1 (once) in 3 (three) months for Bank’s Quarter Risk Profile and minimum 1 (once) in 1 (one) year to evaluate conformity between risk measurement to Bank’s activity condition and progress.

Throughout 2017, the Risk Management Committee held 5 (five) meetings with detail as follows:

No TanggalDate

AgendaAgenda

1 16/01/2017 Pembahasan Profil Risiko Triwulan IV (Oktober – Desember) 2016

2 27/02/2017 Perubahan Parameter dan Indikator Risiko Inheren dan Faktor Permodalan.

3 20/04/2017 Pembahasan Profil Risiko Triwulan I (Januari – Maret) 2017

4 17/07/2017 Pembahasan Profil Risiko Triwulan II (April – Juni 2017)

5 16/10/2017 Pembahasan Profil Risiko Triwulan III (Juli – September 2017)

Discussion of Risk Profile as of 4th Quarter (October – December) 2016 Position

Change in Inherent Risk and Capital Factor Parameter and Indicator.

Discussion of Risk Profile as of 1st Quarter (January – March) 2017 Position

Discussion of Risk Profile as of 2nd Quarter (April – June 2017) Position

Discussion of Risk Profile as of 3rd Quarter (July – September 2017)

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Rekomendasi Komite Manajemen Risiko

Sebagai bagian dari tugas dan tanggung jawabnya, Komite Manajemen Risiko memberikan rekomendasi kepada Direktur Utama penerapan manajemen risiko di Bank. Sepanjang tahun 2017, rekomendasi yang diberikan Komite Manajemen Risiko antara lain :

Risk Management Committee Recommendation

As part of its duty and responsibility, the Risk Management Committee provided recommendation to President Director regarding risk management implementation at the Bank. Throughout 2017, the recommendations from Risk Management Committee are as follows:

TanggalDate

PerihalConcern

16 Januari 2017 Risiko Kredit

a. Mengacu kepada Peraturan Bank Indonesia Nomor : 11/1/PBI/2009 tentang Bank Umum ditetapkan bahwa Kantor Kas berfungsi secara terbatas sebagai sarana pembayaran dan penyetoran dalam hal pelayanan penyediaan dana (misalnya pencairan kredit kepada nasabah) dan/atau penghimpunan dana dari nasabah.

b. Telah dilakukan pembahasan bersama dengan Pengawas Bank MAYORA bahwa Kantor Kas tidak boleh terlibat dalam proses penyaluran kredit.

c. Terdapat pencatatan rekening kredit di Kantor Kas Torabika Cikupa dan Kantor Kas ITC Cempaka Mas yang harus dipindahkan ke Kantor Cabang Pembantu yang membawahi Kantor Kas tersebut.

Credit Risk

a. Referring to Bank Indonesia Regulation Number 11/1/PBI/2009 concerning Commercial bank, Cash Office is stipulated to be functioned limitedly as payment and deposit channels in terms of funds provision (such as loans disbursement to the customers) and/or funds collection from the customers.

b. Joint discussion with the Supervisor of Bank MAYORA had been done that the Cash Office shall not be involved in loan disbursement process.

c. Credit account administration at Torabika Cikupa Cash Office and ITC Cempaka Mas Cash Office which shall be transferred immediately to Branch Offices who supervises those Cash Offices.

Risiko Likuditas

a. Konsentrasi kepemilikan dana 25 deposan inti pada triwulan IV (Oktober – Desember) 2016 adalah sebagai berikut :– Untuk 25 deposan inti termasuk dengan pihak terkait total dana yang terhimpun sebesar Rp. 1.435.114

(35,80%). – Untuk 25 deposan inti tanpa pihak terkait total dana yang terhimpun adalah sebesar Rp. 808.067 juta

(20,16%). b. Perlu diupayakan peningkatan penghimpunan dana dari pihak tidak terkait terutama untuk rekening CASA,

sehingga dapat mengurangi ketergantungan konsentrasi dana pihak terkait.

Liquidity Riska. Funds ownership concentration for 25 core depositors as of 4th Quarter (October – December) 2016 are as

follows:b. For 25 Core Depositors including with related parties, total collected funds amounted Rp1,435,114 (35.80%). c. For 25 core depositors without related parties, total collected funds amounted Rp808,067 million (20.16%). d. Funds collection shall be increased from non-related parties, especially for CASA account to reduce dependency

on related funds concentration.

Risiko Operasional

a. Teknologi informasi & infrastruktur pendukung– Untuk sub-parameter Kegagalan Sistem Teknologi Informasi diusulkan ditambahkan durasi offline ATM. – Terkait dengan data durasi offline ATM akan dilakukan pembahasan dengan unit kerja IT, review akan

dilakukan setelah data dapat diperoleh dari unit kerja IT.b. Fraud eksternal

Terdapat kejadian di ATM Bank MAYORA Pasar Jonggol, sebagai tindak lanjut dari kejadian ini diperlukan adanya koordinasi dengan pihak keamanan setempat untuk meningkatkan pengamanan area ATM Center, disarankan untuk menampilkan nomor Call Center Bank MAYORA pada display layar ATM Bank MAYORA.

Operational Riska. Information technology & Supporting Infrastructure

- For Information Technology System Failure Sub-Parameter, offline ATM duration is recommended to be added.

- Related to offline ATM duration, discussion with IT unit will be done, with review after acquiring data from IT working unit.

b. External FraudCase at Bank MAYORA ATM at Pasar Jonggol, as follow-up to this event, coordination with local security officer is needed to improve ATM center area security, recommendation to present Bank MAYORA Call Center number on Bank MAYORA ATM screen display.

248



TanggalDate

PerihalConcern

16 Januari 2017 (lanjutan)

Risiko Stratejik

Disarankan untuk review metode penilaian parameter Pencapaian Rencana Bisnis Bank :a. Penyesuaian komposisi bobot yang digunakan untuk menilai pencapaian target keuangan dan target

rasio.b. Penilaian komposisi pencapaian CASA terhadap DPK, sehingga dapat mencerminkan dampak risiko jika

komposisi pencapaian CASA lebih rendah dari target.c. Penilaian pencapaian rasio yang realisasinya harus lebih kecil (≤) dari target (seperti rasio NPL dan

BOPO), sehingga jika hasil realisasinya lebih besar dari target lebih menggambarkan tingkat risiko yang dihadapi Bank.

Strategic RiskParameter assessment method review is recommended on Bank Business Plan achievement:a. Alignment between weight composition used to measure financial target and ratio target achievement.b. CASA to DPK realization composition assessment to reflect risk impact if CSA achievement is below

the target.c. Ratio achievement evaluation shall be smaller (≤) than target (such as NPL and BOPO ratio), therefore,

of the realization is bigger than target will illustrate Bank’s risk rating better.

27 Februari 2017

Risiko Kredita. Faktor yang dapat diperhitungkan sebagai komponen untuk mengurangi kerugian kredit bermasalah

adalah kecukupan agunan dan pembentukan Cadangan Kerugian Penurunan Nilai (CKPN). b. Agunan tidak bisa secara langsung mengurangi dampak kerugian dari kredit bermasalah.c. CKPN dibentuk untuk mengurangi dampak kerugian pada saat ini dari kredit bermasalah dengan

memperhitungkan nilai agunan, arus kas dan kemungkinan debitur wanprestasi, sehingga pembentukan CKPN yang lebih besar diperlukan untuk mengantisipasi jika tren kredit bermasalah meningkat.

Credit Riska. Factors which can be calculated as component to reduce non-performing loan loss is sufficiency of

collateral and provision for impairment losses (CKPN). b. The collateral can not directly reduce loss impact from the non-performing loans.c. CKPN is allocated to reduce current loss impact caused by the non-performing loans by calculating

collateral value, cash flows and possibility of debtor’s default, therefore, bigger CKPN allocation is needed to anticipate if the non-performing loans trend is increasing.

Risiko Likuiditas

a. Pendanaan non-inti merupakan pendanaan yang relatif tidak stabil (volatile) dan cenderung tidak mengendap, sehingga perlu diantisipasi oleh kecukupan aset likuid yang dimiliki oleh Bank.

b. Jika Bank dapat melakukan komunikasi dan negosiasi dengan nasabah yang memiliki dana dalam jumlah besar, serta melakukan analisis berdasarkan history, maka transaksi dari pendanaan non-inti dapat diprediksi sehingga aset likuid yang diperlukan untuk mengantisipasi kebutuhan likuiditas pendanaan non-inti dapat disesuaikan.

Liquidity Riska. Non-core financing as unstable (volatile) and non-deposited financing which shall be anticipated by

sufficient liquid assets of the Bank.b. If the Bank is able to communicate and negotiate with customers with large exposures, as well as

conducts analysis based on history, the non-core financing transaction can be predicted so that the liquid assets required to anticipate non-core financing liquidity needs can be adjusted.

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Asset Liability Committee (Alco)

Komite ALCO merupakan forum untuk menetapkan kebijakan dan strategi pengendalian risiko suku bunga serta pengambilan keputusan yang berhubungan dengan penyediaan, penggunaan serta pengalokasian dana. Selain itu perlunya proses pengambilan keputusan finansial serta batasan-batasannya dalam suatu standar tertentu yang didasari oleh ketentuan yang berlaku serta prinsip kehati-hatian yang berbasis risiko. Komite ALCO dibentuk sesuai dengan Surat Keputusan Direksi No. 011/SK-DIR/II/2016 tentang Penunjukan Anggota Asset Liability Committee (ALCO).


• Menetapkan kebijakan pengelolaan sumber dana dan penggunaannya baik jangka pendek maupun jangka panjang.

• Menetapkan tingkat suku bunga kredit dan suku bunga Dana Pihak Ketiga.

• Mengevaluasi antara anggaran/rencana kerja

TanggalDate

PerihalConcern

27 Februari 2017 (lanjutan)

Risiko Likuiditas (lanjutan)

a. Mengacu kepada Lampiran Surat Edaran Bank Indonesia Nomor 13/24/DPNP tanggal 25 Oktober 2011 perihal Penilaian Tingkat Kesehatan Bank Umum, Total Pendanaan adalah seluruh sumber dana yang diperoleh oleh Bank baik berupa dana pihak ketiga maupun pinjaman yang diterima.– Untuk sub-parameter Pendanaan non-Inti terhadap Total Pendanaan, perhitungan Total Pendanaan

disesuaikan dengan definisi yang dicantumkan pada Lampiran Surat Edaran Bank Indonesia Nomor 13/24/DPNP tanggal 25 Oktober 2011 perihal Penilaian Tingkat Kesehatan Bank Umum.

– Hal ini mengkoreksi metode perhitungan Total Pendanaan sebelumnya yang menghitung dana pihak ketiga, pinjaman yang diterima dan modal.

b. Pada sub-parameter Kewajiban Komitmen ditambah Kewajiban Kontinjensi terhadap Kewajiban dan Kewajiban Jangka Pendek terhadap Kewajiban, Total Kewajiban yang diperhitungkan adalah Total Kewajiban on-balance sheet pada Laporan Bulanan Bank Umum (LBU) dikurangi Modal.– Hal ini mengkoreksi metode perhitungan sebelumnya, yaitu Total Kewajiban memperhitungkan

Total Kewajiban on dan off-balance sheet pada Laporan Bulanan Bank Umum (LBU) dikurangi Modal.

– Metode perhitungan ini berlaku untuk seluruh perhitungan Total Kewajiban yang digunakan pada kertas kerja profil risiko.

Liquidity Risk (Cont’d)a. Pursuant to Attachment of Bank Indonesia Circular Letter Number 13/24/DPNP dated October 25,

2011 concerning Risk-Based Rating for Commercial Bank, Total Financing refers to total sources of funds acquired by the Bank both as third party funds or borrowings.

- For non-core Financing sub-parameter to Total Financing, the Total Financing calculation is adjusted with definition mentioned in Attachment of Bank Indonesia Circular Letter Number 13/24/DPNP dated October 25, 2011 concerning Risk-Based Rating for Commercial Bank.

- This will revise previous Total Financing calculation method which calculated third party funds, borrowings and equity.

b. In Commitment Liabilities sub-parameter added with Contingency Liabilities on Liabilities and Current Liabilities to Liabilities, total calculated liabilities is Total on-balance sheet Liabilities on Commercial Banks Monthly Report (LBU) deduced by Equity.

- This will revise previous calculation method, Total Liabilities calculated Total Liabilities on and off-balance sheet in Commercial Banks Monthly Report (LBU) deduced by Equity.

- This calculation method applies for all Total Liabilities calculation used in risk profile work sheets.

ALCO is a forum to determine the policies and strategy to control the interest rate risk and the decision making related to provision, utilization, and allocation of funds. There is also a decision making process related to finance and its limitations based on a specific standard which adheres to the existing Law and risk-based prudence principles. ALCO is established under Borad of Directors Decree Number 011/SK-DIR/2016 concerning Appointment of the Asset Liability Committee (ALCO) Members.

Duty and Responsibility

• Determining the policy of fund resources management and the utilization, either for short term or long term.

• Determining the loan interest rate and third-party fund interest rate.

• Evaluation the work budget/plan with its realization.

Asset Liability Committee (ALCO)

250



dengan realisasinya.• Mengevaluasi cost of fund.• Membahas perubahan-perubahan yang terjadi

antara lain perundang- undangan/peraturan yang baru dari Pemerintah.

• Menetapkan tujuan strategi pengelolaan risiko yangmelekat pada neraca.

• Hal-hal lain yang berkaitan.

Komposisi Anggota Komite ALCO

Rapat Komite ALCO

Dalam pelaksanaan fungsinya, Komite ALCO melakukan rapat sekurang-kurangnya 1 (satu) kali dalam 1 (satu) bulan.

Sepanjang tahun 2017, Komite ALCO mangadakan rapat sebanyak 12 (dua belas) kali dengan rincian sebagai berikut :

• Evaluating the cost of fund.• Discussing any changes, such as the new law/

regulations from the Government.• Determining the strategy for managing inherent

risks in the balance sheet.• Other related matters.

PosisiPosition

NamaName

JabatanPosition

KetuaChairman

Ricky Budiono Direktur yang Membidangi Treasury

Sekretaris I1st Secretary

Helen Gultom Kepala Divisi Treasury

Sekretaris II2nd Secretary

Mangasa Kepala Bagian Treasury

AnggotaMembers

▪ Irfanto Oeij

▪ Tjahojo Bengawan

▪ Jap Chin Ping

▪ Tiolina Tumanggor

▪ Benny Tan

▪ Stephanie Lucy

▪ Maryati Karino

▪ Hendrik

▪ Rudi Wahyudi/Gunawan Haryanto/Alexander Untoro

▪ Teguh Lestiono

▪ Kiki Anggraeni

▪ Slamet Riyadi

▪ Direktur Utama

▪ Direktur Risk ▪ Direktur Bisnis ▪ Direktur Kepatuhan ▪ Direktur IT & EB ▪ Kepala Bagian Other Risk & Reporting ▪ Kepala Divisi Finance, Control & Reporting Division Head of Finance, Control & Reporting▪ Regional Coordinator Regional Coordinator▪ Area Coordinator Marketing Lending Area Coordinator Marketing Lending

▪ Kepala Divisi Loan Product Division Head of Loan Product▪ Kepala Bagian Funding Product Development Head of Funding Product Development Unit▪ Kepala Divisi Corporate Planning Division Head of Corporate Planning

Director who supervises Treasury

Head of Treasury Division

Head of Treasury Unit

President Director

Risk Director

Business Director

Compliance Director

IT & EB Director

Head of Other Risk & Reporting

ALCO Committee Meeting

In implementing its function, ALCO Committee held meetings minimum 1 (once) in 1 (one) month.

Throughout 2017, ALCO Committee held 12 (twelve) meetings with detail as follows:

No TanggalDate

AgendaAgenda

1 19 Januari 2017

Pembahasan kinerja Bank MAYORA bulan Desember 2016, ditinjau dari sisi Aset dan Liabilitas Likuiditas Bank serta update perubahan yang terjadi di pasarkeuangan baik global maupun domestik.

Discussion of Bank MAYORA’s performance as of December 2016, based on Bank’s Asses, and Liabilities Liquidity and update change in global and domestic financial market.

2 16 Februari 2017

Pembahasan kinerja Bank MAYORA bulan Januari 2017, ditinjau dari sisi Aset dan Liabilitas Likuiditas Bank serta update perubahan yang terjadi di pasar keuangan baik global maupun domestik.

Discussion of Bank MAYORA’s performance as of January 2017, based on Bank’s Asses, and Liabilities Liquidity and update change in global and domestic financial market.

251



3 17 Maret 2017

Pembahasan kinerja Bank MAYORA bulan Februari 2017, ditinjau dari sisi Aset dan Liabilitas Likuiditas Bank serta update perubahan yang terjadi di pasar keuangan baik global maupun domestik.

Discussion of Bank MAYORA’s performance as of February 2017, based on Bank’s Asses, and Liabilities Liquidity and update change in global and domestic financial market.

4 21 April 2017

Pembahasan kinerja Bank MAYORA bulan Maret 2017, ditinjau dari sisi Aset dan Liabilitas Likuiditas Bank serta update perubahan yang terjadi di pasar keuangan baik global maupun domestik.

Discussion of Bank MAYORA’s performance as of March 2017, based on Bank’s Asses, and Liabilities Liquidity and update change in global and domestic financial market.

5 19 Mei 2017

Pembahasan kinerja Bank MAYORA bulan April 2017, ditinjau dari sisi Aset dan Liabilitas Likuiditas Bank serta update perubahan yang terjadi di pasar keuangan baik global maupun domestik.

Discussion of Bank MAYORA’s performance as of April 2017, based on Bank’s Asses, and Liabilities Liquidity and update change in global and domestic financial market.

6 16 Juni 2017

Pembahasan kinerja Bank MAYORA bulan Mei 2017, ditinjau dari sisi Aset dan Liabilitas Likuiditas Bank serta update perubahan yang terjadi di pasar keuangan baik global maupun domestik.

Discussion of Bank MAYORA’s performance as of May 2017, based on Bank’s Asses, and Liabilities Liquidity and update change in global and domestic financial market.

7 20 Juli 2017

Pembahasan kinerja Bank MAYORA bulan Juni 2017, ditinjau dari sisi Aset dan Liabilitas Likuiditas Bank serta update perubahan yang terjadi di pasar keuangan baik global maupun domestik.

Discussion of Bank MAYORA’s performance as of June 2017, based on Bank’s Asses, and Liabilities Liquidity and update change in global and domestic financial market.

8 23 Agustus 2017

Pembahasan kinerja Bank MAYORA bulan Juli 2017, ditinjau dari sisi Aset dan Liabilitas Likuiditas Bank serta update perubahan yang terjadi di pasar keuangan baik global maupun domestik.

Discussion of Bank MAYORA’s performance as of July 2017, based on Bank’s Asses, and Liabilities Liquidity and update change in global and domestic financial market.

9 25 September 2017

Pembahasan kinerja Bank MAYORA bulan Agustus 2017, ditinjau dari sisi Aset dan Liabilitas Likuiditas Bank serta update perubahan yang terjadi di pasar keuangan baik global maupun domestik.

Discussion of Bank MAYORA’s performance as of August 2017, based on Bank’s Asses, and Liabilities Liquidity and update change in global and domestic financial market.

10 20 Oktober 2017

Pembahasan kinerja Bank MAYORA bulan September 2017, ditinjau dari sisi Aset dan Liabilitas Likuiditas Bank serta update perubahan yang terjadi di pasar keuangan baik global maupun domestik.

Discussion of Bank MAYORA’s performance as of September 2017, based on Bank’s Asses, and Liabilities Liquidity and update change in global and domestic financial market.

11 17 November 2017

Pembahasan kinerja Bank MAYORA bulan Oktober 2017, ditinjau dari sisi Aset dan Liabilitas Likuiditas Bank serta update perubahan yang terjadi di pasar keuangan baik global maupun domestik.

Discussion of Bank MAYORA’s performance as of October 2017, based on Bank’s Asses, and Liabilities Liquidity and update change in global and domestic financial market.

12 15 Desember 2017

Pembahasan kinerja Bank MAYORA bulan November 2017, ditinjau dari sisi Aset dan Liabilitas Likuiditas Bank serta update perubahan yang terjadi di pasar keuangan baik global maupun domestik.

Discussion of Bank MAYORA’s performance as of November 2017, based on Bank’s Asses, and Liabilities Liquidity and update change in global and domestic financial market.

No TanggalDate

AgendaAgenda

252



Komite Pengarah Teknologi Informasi

Komite Pengarah Teknologi Informasi berwenang untuk menetapkan rencana strategis teknologi informasi sesuai dengan kegiatan usaha Bank. Pembentukan Komite Pengarah Teknologi Informasi sesuai dengan Surat Keputusan Direksi No. 028/SK-DIR/VI/2016 tentang Susunan Keanggotaan Komite Pengarah Teknologi Informasi PT Bank MAYORA.

Wewenang dan Tanggung Jawab

Komite Pengarah Teknologi Informasi dibentuk untukmemberikan rekomendasi kepada Direktur Utama terkait dengan:• Rencana strategis teknologi informasi yang sesuai

dengan rencana strategis kegiatan usaha Bank MAYORA;

• Perumusan kebijakan dan prosedur teknologi informasi;

• Kesesuaian proyek-proyek teknologi informasi yang disetujui dengan rencana strategis teknologi informasi;

• Kesesuaian pelaksanaan proyek-proyek teknologi informasi dengan rencana proyek yang disepakati dalam service level agreement;

• Kesesuaian teknologi informasi dengan kebutuhan sistem informasi manajemen yang mendukung pengelolaan kegiatan usaha Bank;

• Efektivitas langkah-langkah minimalisasi risiko atas investasi Bank di sektor teknologi informasi;

• Pemantauan atas kinerja teknologi informasi dan upaya peningkatannya;

• Upaya penyelesaian berbagai masalah terkait teknologi informasi;

• Kecukupan dan alokasi sumber daya teknologi informasi yang dimiliki Bank;

Information Technolocy Steering Committee has the authority to determine the IT strategic planning based on the Bank’s operations. The establishment of this committee is referring to Board of Directors Decree Numbe028/SK-DIR/VI/2016 concerning PT Bank MAYORA Information Technology Steering Committee Membership Composition.

Authority and Responsibility

Information Technology Steering Committee is established to provide recommendation to President Director related to:• IT strategic plans which conform to Bank MAYORA’s

business strategies.• Formulation of IT policies and procedures.• Conformity of the approved IT projects with the IT

strategic plans.• Conformity of the implementation of IT projects

with the project plans approved in the service level agreement.

• Conformity of IT with the management information system required to support the Bank’s business operations.

• Effectiveness of the measures to minimize risks on investment in the IT sector.

• Monitoring the IT performance and the efforts to improve it.

• Solution to problems related to IT.• Adequacy and allocation of IT resources owned by

the Bank.

Information Technology Steering Committee

253



Susunan Komite Pengarah Teknologi Informasi

Rapat Komite Pengarah Teknologi Informasi

Dalam pelaksanaan fungsinya, Komite Pengarah Teknologi Informasi melakukan rapat diselenggarakan secara periodik minimal 3 (tiga) bulan sekali.

Sepanjang tahun 2017, Komite Pengarah Teknologi Informasi mangadakan rapat sebanyak 4 (empat) kali dengan rincian sebagai berikut :

PosisiPosition

NamaName

JabatanPosition

KetuaChairman

Benny Tan Direktur IT & eBankingIT & e-Banking Director

SekretarisSecretary

Erik Andrijanus Kepala Divisi ITHead of IT Division

AnggotaMember

1. Ricky Budiono

2. Tjahojo Bengawan

3. Tiolina Tumanggor

4. Jap Chin Ping

5. Silvia

6. Jauw Shinta Dewi

7. Jap Wirianto

8. Adi Haryadi

9. Teguh Lestiono

10. Andreas Agustinus

11. Kurniawan

12. Kiki Anggraeni

13. Stephanie Lucy

1. Direktur Operasional Operational Director

2. Direktur Risk Risk Director

3. Direktur Kepatuhan Compliance Director

4. Direktur Bisnis Business Director

5. Kepala Divisi CCO

6. Kepala Divisi Kredit

7. Kepala Divisi Accounting & MIS

8. Kepala Divisi E-Banking

9. Kepala Divisi Loan Product

10. Kepala Bagian IT Operasional

11. Kepala Bagian IT Development

12. Kepala Bagian Funding Product

13. Kepala Bagian Manajemen Risiko

Information Technology Steering Committee Composition

Division Head of CCO

Division Head of Credit

Division Head of Accounting & MIS

Division Head of e-Banking

Division Head of Loan Product

Head of IT Operation Unit

Head of IT Development Unit

Head of Funding Product Unit

Head of Risk Management Unit

Information Technology Steering Committee Meetings

In implementing its function, the Information Technology Steering Committee held meetings periodically minimum once in 3 (three) months.

Throughout 2017, Information Technology Steering Committee held 4 (four) meetings with detail as follows:

No TanggalDate

AgendaAgenda

1 27 Januari 2017

Update Project IT :1. Colocation Phase 2, Perubahan ketentuan terkait terbitnya Peraturan Otoritas Jasa

Keuangan No.38/POJK.03/2016, Migrasi Link Backhaul & Internet, Reorganisasi IT Operasional.

2. Internet Banking, E-Collection, Wealth Management System, E-Tax, SLIK, Confidential Account & LOS.

Update IT Project:1. Colocation Phase 2, Change in regulation related to issuance of Financial Service Authority

Regulation Number 38/POJK.03/2016, Migration of Link Backhaul & Internet, IT Operation Reorganization.

2. Internet Banking, E-Collection, Wealth Management System, E-Tax, SLIK, Confidential Account & LOS.

2 10 April 2017

Update Project IT :1. Pengadaan Jaringan Internet VPN untuk H2H, Update Progress Colocation, Penggunaan

Email, Internet, Penggunaan License Anti Virus Kaspersky, Penggunaan PC, Reorganisasi IT Operasional.

2. Internet Banking, m-Banking USSD, Wealth Management System, E-Tax, SLIK, Confidential Account, Pinpad & CR T24.

Update IT Project:1. Procurement of VPN Internet Network for H2H, Colocation Progress Update, Use of Email,

Internet, License Anti Virus Kaspersky, PC, IT Operation Reorganization.2. Internet Banking, m-Banking USSD, Wealth Management System, E-Tax, SLIK, Confidential

Account, Pinpad & CR T24.

254



Komite Merchant EDC

Fungsi Komite Merchant dan Merchant Analyst sebagai unit yang berwenang dalam mengambil keputusan tentang persetujuan atau penolakan atas permohonan menjadi Merchant Bank MAYORA. Pembentukan Komite Merchant sesuai dengan Surat Keputusan Direksi No.062/SK-DIR/XII/2016 tanggal 08 Desember 2016 tentang Komite Merchant.

Tugas dan Tanggung Jawab Komite Merchant EDC

Mengambil keputusan tentang persetujuan atau penolakan atas permohonan menjadi Merchant Bank MAYORA.

Susunan Keanggotaan Komite Merchant EDC

Komite A :• Direktur Utama • Direktur • Direktur IT & E-Banking• Koordinator Regional Komite B :• Kepala Divisi Electronic Banking • E - Banking Sales Head

Selama tahun 2017, Komite Merchant telah menyetujui 2 (dua) Permohonan Merchant yaitu:1. 72 Persetujuan untuk Merchant Retail yang telah

tersebat ke beberapa wilayah di Indonesia.2. Dua Persetujuan untuk Merchant Corporate.

3 14 Juli 2017

Update Project IT :1. Update Progress IT Infra, Telkom Migration Process, Update Progress Colocation,

Pembukaan Kantor Cabang Cibadak, Penggunaan Antivirus Kaspersky.2. Internet Banking, m-Banking USSD, Wealth Management System, Bank Persepsi,

SLIK, Confidential Account, Pinpad & CR T24.

Update IT Project:1. IT Infra, Telkom Migration Process and Colocation Progress Upadte, Cibadak

Branch Office Opening, Kaspersky Antivirus application.2. Internet Banking, m-Banking USSD, Wealth Management System, Perception

Bank, SLIK, Confidential Account, Pinpad & CR T24.

4 25 Oktober 2017

Update Project IT :1. Perapihan Infrastruktur, Peningkatan Proses IT, Monitoring dan Evaluasi, GSM

Audio Conference, Kaseya-Management & Monitoring Devices, Action Plan 2018, Hightlight Problem.

2. Internet Banking, m-Banking USSD, Wealth Management System, Bank Persepsi, Confidential Account, Pinpad & Next Year Project.

Update IT Project:1. Arrangement of IT Infrastructure and Process Enhancement, Monitoring and

Evaluation, GSM Audio Conference, Kaseya-Management & Monitoring Devices, Action Plan 2018, Problem Highlight.

2. Internet Banking, m-Banking USSD, Wealth Management System, Perception Bank, Confidential Account, Pinpad & Next Year Project.

Merchant Committee and Merchant Analyst have function as authorized unit to take decision on aprpoval or rejection for proposal submitted to be Merchants of Bank MAYORA. The Merchant Committee establishment is referring to Board of Directors Decree Number 062/SK-DIR/XII/2016 dated December 8, 2016 concerning Merchant Committee.

Duty and Responsibility of EDC Merchant Committee

To take decision on aprpoval or rejection for proposal submitted to be Merchants of Bank MAYORA.

EDC Merchant Committee Membership Composition

A Committee:• President Director• Director• IT & e-Banking Director• Regional CoordinatorB Committee:• Head of Electronic Banking Division• E-Banking Sales Head.

Throughout 2017, the Merchant Committee approved 2 (two) Merchant proposals, as follows:1. 72 Approvals for Retail Merchants spread in several regions across Indonesia.2. 2 approvals for Corporate Merchant.

Merchant Electronic Data Capture (EDC) Committee

No TanggalDate

AgendaAgenda

255



Komite Image

Pembentukan Komite Image sesuai dengan Surat Keputusan Direksi No. 040/SK-DIR/XI/2017 tentang Susunan Komite Image.

Fungsi Komite Image

Fungsi Komite Image merupakan kelompok pengambil keputusan yang memiliki wewenang untuk memberikan persetujuan terhadap usulan kegiatan pembentukan dan pemeliharaan company image Bank MAYORA.

Wewenang

1. Memberikan persetujuan terhadap Design Project/Program yang diatur sebagai berikut:a. Pembuatan desain barang promosi.b. Desain Pakaian Seragam dan aksesorisnya,

standar desain interior dan eksterior gedung/kantor, desain agenda/kalender/annual report, desain barang corporate identity.

c. Mengambil tindakan yang dianggap penting untuk memastikan terbentuk dan terpeliharanya Company Image Bank MAYORA.


1. Memberikan arahan dan rekomendasi terhadap rencana kegiatan promosi atau kegiatan lainnya yang akan berdampak, baik secara langsung maupun tidak langsung, terhadap Company Image Bank MAYORA.

2. Memeriksa usulan-usulan desain yang diajukan dengan standar yang sudah dimiliki dan memastikan tidak terdapat perbedaaan yang mengurangi Company Image yang ada.

3. Mendorong unit-unit kerja yang terkait untuk selalu mengikuti standar yang telah ditetapkan atau membuat desain yang memperkuat Company Image Bank MAYORA.

Susunan Komite Image

• Irfanto Oeij (Direktur Utama)• Tiolina Tumanggor (Direktur)• Ricky Budiono (Direktur) • Jap Chin Phing (Direktur)• Benny Sudarsono Tan (Direktur)• Yoewanty Dirgantoro (Corporate Communication

& Quality Management Division Head)

Establishment of the Image Committee is referring to Board of Directors Decree Number 040/SK-DIR/XI/2017 concerning Image Committee Composition.

Image Committee Function

Image Committee has the authority to approve the recommendation of activities which help to create and maintain Bank MAYORA’s corporate image.

Authority

1. To give approval on Project/Program Deisgn regulated as follows:a. Preparation of promotion goods design.b. Design of the uniform and its accessories, building/office interior and exterior design standard, agenda/calendar/annual report design and corproate identity goods design.c. To take necessary action in ensuring establishment and amintenance of Bank MAYORA Company Image.


1. Provide guidance and recommendation on plans regarding any promotional activity or other activities which directly or indirectly help to build Bank MAYORA’s positive image.

2. Examine ideas for design proposal based on the established standards and ensure that there is no discrepancy in the design proposal which may hurt the corporate image.

3. Encourage related work units to always follow the established standards or come up with a design which will strengthen the corporate image..

Image Committee Composition

• Irfanto Oeij (President Director)• Tiolina Tumanggor (Director)• Ricky Budiono (Director) • Jap Chin Phing (Director)• Benny Sudarsono Tan (Director)• Yoewanty Dirgantoro (Corporate Communication & Quality Management Division Head)

Image Comittee

256



Rapat Komite Image

Selama tahun 2017, Komite Image telah menyelenggarakan 4 (empat) kali rapat dengan rincian sebagai berikut :

Keputusan Rekomendasi Komite Image

1. Memilih Vendor “Lee Design” untuk Creative Design & Printing Kalender dan Agenda tahun 2018.

2. Memilih Vendor “JE Komunika” sebagai Vendor untuk Copy Writing dan Summary Report tahun 2017.

3. Memilih2 (dua) Vendor untuk melanjutkan pitching tahap II yaitu Lee Design & Pro AD.

4. Memilih Vendor “Lee Design” untuk Creative Design & Printing Laporan Tahunan 2017.

Sekretaris Perusahaan

Sekretaris Perusahaan diangkat, diberhentikan dan bertanggung jawab kepada Direktur Utama. Adapun fungsi Sekretaris Perusahaan yang dijalankan adalah Membantu Direksi dan Dewan Komisaris dalam pelaksanaan tata kelola perusahaan dan memberikan masukan kepada Direksi dan Dewan Komisaris untuk mematuhi ketentuan peraturan perundang-undangan.

Tugas dan Tanggung Jawab Sekretaris Perusahaan

• Mengelola pendokumentasian kebijakan, prosedur, surat keputusan Dewan Komisaris dan Direksi, daftar pemegang saham, risalah rapat Dewan Komisaris dan Direksi serta RUPS dan RUPS LB.

• Bekerja sama dengan Satuan Kerja Kepatuhan untuk menyakini bahwa kebijakan dan prosedur Bank telah sesuai dengan peraturan perundang-undangan yang berlaku.

• Bekerja sama dengan bagian Corporate Legal untuk menginformasikan Direksi terkait peraturan perundang-undangan terkini.

• Mendukung Dewan Komisaris dan Direksi dalam hal pelaksanaan rapat dan rapat gabungan, pendistribusian undangan dan risalah rapat.

• Meyakini bahwa pemegang saham telah mendapatkan hak-haknya, antara lain dalam hal

No TanggalDate

AgendaAgenda

1 06 September 2017Seleksi Vendor Kalender dan Agenda tahun 2018Vendor Selection for Calendar and Agenda 2018

2 28 September 2017Finalisasi Seleksi Vendor Kalender dan Agenda tahun 2018Finalization of Vendor Selection for Calendar and Agenda 2018

3 04 Desember 2017Seleksi Pemilihan Vendor Copywriting dan Design Laporan Tahunan 2017Vendor Selection for Annual Report 2017 Copywriting and Design

4 18 Desember 2017Finalisasi Seleksi Pemilihan Vendor Design Laporan Tahunan 2017Finalization of Annual Report 2017 Design Vendor Selection

Image Committee Meeting

Throughout 2017, Image Committee held 4 (four) meetings with detail as follows:

Image Committee Recommendation and Resolution

1. Appointed “Lee Design” as Vendor for Creative Calendar & Agenda 2018 Design & Printing.

2. Appointed “JE Komunika” as Vendor for Summary Report 2017 Copy Writing.

3. Appointed 2 (two) vendors to continue pitching process to 2nd stage, which are Lee Design & Pro AD.

4. Appponted “Lee Design” as Vendor for Annual Report 2017 Creative Design & Printing 2017.

Corporate Secretary is appointed, dismissed and being responsible to the President Director. The functions are to assist the Board of Directors and Board of Commissioners in implementing corporate governance and provide input to the Board of Directors and Board of Commissioners in compliance with the law and regulations, which includes duties such as:

Duty and Responsibility of Corporate Secretary

• Manage the documentation of policies, procedures, the Board of Commissioners and the Board of Directors Decree, shareholder list, minutes of meetings for the Board of Commissioners and the Board of Directors meetings as well as GMS and Extraordinary GMS.

• Cooperate with Compliance Work Unit to ensure that all policies and procedures are in compliance with the prevailing law and regulations.

• Cooperate with the Corporate Legal unit to inform the Board of Directors in matters related to the current Law and regulations.

• Provide supports for the Board of Commissioners and the Board of Directors in meetings, joint meetings, distribution of meeting invitation and minutes of the meetings.

• Ensure e that shareholders receive their rights,

Corporate Secretary

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RUPS dan RUPS LB serta pencatatan transaksi/perpindahan saham.

• Melaksanakan keterbukaan informasi sesuai denganketentuan dan peraturan perundang-undangan.

Profil Sekretaris Perusahaan

Nama : Uliya ArianiTempat, Tanggal Lahir : Palembang, 6 Januari 1977 Pendidikan : Sarjana Hukum, Universitas

IndonesiaRiwayat Pekerjaan : 1. Januari 2016 - 2017 Corporate Secretary and Corporate Legal Division Head, PT. Bank MAYORA.2. November 2013 s/d November 2015 Executive Assistant of Board of Commissioners (BOC), PT Bank OCBC NISP Tbk3. Juni 2013 s/d Oktober 2013 Corporate Secretary and Corporate Legal Division Head, PT. Bank QNB Indonesia Tbk.4. Januari 2003 s/d April 2009 Corporate Legal Head, PT. Bank OCBC NISP Tbk.5. Juni 2000 s/d Desember 2002 Konsultan Hukum pada Bahar, Tjajo and Partners, Counsellors at Law.

Pengangkatan : 11 Januari 2016

Laporan Pelaksanaan Tugas Sekretaris Perusahaan

Pada tahun 2017, Sekretaris Perusahaan telah melakukan tugas-tugas sebagai berikut :• Mengelola pendokumentasian kebijakan,

prosedur, surat keputusan Dewan Komisaris dan Direksi, daftar pemegang saham, risalah rapat Dewan Komisaris dan Direksi serta RUPS dan RUPS LB.

• Bekerja sama dengan Satuan Kerja Kepatuhan untuk meyakini bahwa kebijakan dan prosedur Bank telah sesuai dengan peraturan perundang-undangan yang berlaku, serta menginformasikan Direksi terkait peraturan perundang-undangan terkini.

• Mendukung Dewan Komisaris dan Direksi dalam hal pelaksanaan rapat dan rapat gabungan, pendistribusian undangan dan pembuatan risalah rapat.

• Membantu Direksi dalam hal penyelengaraan pelaksanaan Rapat Umum Pemegang Saham Tahunan dan penyelenggaraan Rapat Umum Pemegang Saham Luar Biasa serta melakukan pencatatan transaksi/perpindahan saham.

among others, in matters related to GMS and Extraordinary GMS, and transaction recording/shares transfer.

• Perform information disclosure based on law and regulations.

Name : Uliya ArianiPlace, Date of Birth : Palembang, January 6, 1977 Education : Bachelor Degree, Universitas

IndonesiaCareer Experience : 1. January 2016 - 2017 Corporate Secretary and Corporate Legal Division

Head, PT. Bank MAYORA.2. November 2013 until November 2015 Executive Assistant of Board of Commissioners

(BOC), PT. OCBC NISP Tbk3. June 2013 until October 2013 Corporate Secretary and Corporate Legal Division

Head, PT. Bank QNB Indonesia Tbk.4. Januari 2003 until April 2009 Corporate Legal Head, PT. Bank OCBC NISP Tbk.5. June 2000 until December 2002 Legal Consultant at Bahar, Tjajo and Partners,

Counselors at Law.

Appointment Date : January 11, 2016

Corporate Secretary Duty Implementation Report

In 2017, the Corporate Secretary had carried out duties as follows:• Managed the documentation of policies,

procedures, the Board of Commissioners and the Board of Directors Decree, shareholder list, minutes of meetings for the Board of Commissioners and the Board of Directors meetings as well as GMS and Extraordinary GMS.

• Cooperated with Compliance Work Unit to ensure that all policies and procedures are in compliance with the prevailing law and regulations.

• Supported for the Board of Commissioners and the Board of Directors in meetings, joint meetings, distribution of meeting invitation and minutes of the meetings.

• Supproted the Board of Directors in the implementation of Annual General Meetings of Shareholders and Extraordinary General Meetign of Shareholders as well as administering shares transaction/transfer.

Corporate Secretary Profile

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Audit Internal

Fungsi Audit Intern Bank MAYORA sangat penting karena peranan yang diharapkan dari fungsi tersebut untuk membantu semua tingkatan Manajemen dalam mengamankan kegiatan operasional Bank MAYORA yang melibatkan dana dari masyarakat luas. Dalam menjalankan fungsinya serta mendukung pencapaian kinerja Bank, Divisi Audit Internal melakukan proses audit berbasis risiko (risk based audit).

Dasar Pembentukan

Pembentukan Audit Intern Bank MAYORA mengacu kepada:• Peraturan Bank Indonesia No.1/6/PBI/1999 tanggal

20 September 1999 tentang Penugasan Direktur Kepatuhan (Compliance Director) dan Penerapan Standar Pelaksanaan Fungsi Audit Intern Bank (SPFAIB).

• Peraturan Otoritas Jasa Keuangan No.18/POJK.03/2016 tanggal 16 Maret 2016 tentang Penerapan Manajemen Risiko Bagi Bank Umum.

• Surat Edaran Otoritas Jasa Keuangan No.34/SEOJK.03/2016 tanggal 1 September 2016 tentang Penerapan Manajemen Risiko Bagi Bank Umum.

Pedoman Kerja Audit Internal

Berdasarkan standar Pelaksanaan Audit Internal, Bank MAYORA telah menyusun Piagam Audit Internal (Internal Audit Charter) yang ditetapkan dan disahkan di Jakarta pada tanggal 7 Oktober 2014 oleh Komisaris Utama dan Direktur Utama sebagai pedoman kerja Audit Intern yang mengatur antara lain: • Kebijakan Umum• Misi Audit Intern Bank• Kedudukan dan Hubungan Audit Intern Dengan

Manajemen dan Dewan Komisaris• Ruang Lingkup Kegiatan Audit Intern• Independensi

Tugas dan Tanggung Jawab Audit Internal

Tugas Audit Internal adalah membantu Direktur Utama dan Dewan Komisaris dengan menjabarkan secara operasional perencanaan, pelaksanaan dan pemantauan atas hasil audit. Dalam melaksanakan hal ini, Internal Audit mewakili pandangan dan kepentingan profesinya dengan membuat analisis dan penelitian di bidang keuangan, akuntansi, operasional dan kegiatan lainnya melalui pemeriksaan secara on-site dan pemantauan secara off-site, serta memberikan saran perbaikan dan informasi yang obyektif tentang kegiatan yang di-review kepada semua tingkatan Manajemen.

Internal Audit Unit of Bank MAYORA holds a very im-portant function as the unit supports all levels of the management in ensuring the smooth operations of Bank MAYORA inmanaging the public funds. In exe-cuting its functions and supporting the Bank’s perfor-mance achievement,Internal Audit Unit conducts risk-based audit.

Basis of Establishment

Bank MAYORA’s Internal Audit is established with ref-erence to:• Bank Indonesia Regulaton Number 1/6/PBI/1999

dated September 20, 1999 on the Assignment of Compliance Director and the Standard Implemen-tation of the Bank Internal Audit Function (SPFAIB).

• Financial Services Authority Regulation Number 18/POJK.03/201 6dated March 16, 2016 on the Im-plementation of Risk Management for Public Bank.

• Financial Services Authority Circular Letter Num-ber 34/SEOJK.03/2016dated September 1, 2016 on the Implementation of Risk Management for Public Bank.

Internal Audit Charter

With reference to the Internal Audit Standard, Bank MAYORA has drafted the Company’s Internal Audit Charter, that was stipulated and ratified in Jakarta on October 7, 2014 by President Commissioner and Pres-ident Director as the Internal audit working guideline, namely regulating:• General Policy• Mission of the Bank’s Internal Audit • Position and relationship of the Internal Audit Divi-

sion with the Management and the Board of Com-missioners

• Scope of Acitivites of the Internal Audit Division• Independency

Internal Audit Duty and Responsibility

Internal Audit’s duty is to help the President Director and Board of Commissioners by explaining opera-tionally the audit planning, implementation and audit report monitoring. In doing these activities, the Inter-nal Audit represented its professional opinion and in-terest by preparing analysis and research in financial, accounting, operational and other activities through on-site audit and off-site monitoring, as wlel as provid-ing improvement suggestion and objective information about the reviewed activities in all Management levels.

Internal Audit

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Kedudukan Audit Internal di Bank MAYORA adalah independen dalam melakukan audit untuk mengungkapkan pandangan serta pemikiran sesuai dengan profesi dan standar audit yang berlaku umum. Internal Audit diberikan wewenang, kedudukan, dan tanggung jawab sedemikian rupa didalam organisasi sehingga dapat dan mampu melaksanakan tugasnya dengan ukuran-ukuran standar pekerjaan yang dianut oleh profesinya sebagai auditor intern Bank, termasuk melakukan akses terhadap catatan, karyawan, sumber daya, dan dana serta aset Bank lainnya yang berkaitan dengan pelaksanaan Audit Internal.

Penunjukan Kepala Divisi Audit Internal

Kepala Divisi Audit Internal diangkat oleh Direksi dengan persetujuan dari Dewan Komisaris. Hal ini sesuai dengan Peraturan Bank Indonesia No.1/6/PBI/1999 tanggal 20 September 1999 tentang Penugasan Direktur Kepatuhan (Compliance Director) dan Penerapan Standar Pelaksanaan Fungsi Audit Intern Bank (SPFAIB). Kepala Audit Internal Bank MAYORA yang diangkat berdasarkan Surat Keputusan Direksi No.KPTS/020/DIR/2002 tanggal 01 Oktober 2002.

Profil Kepala Audit Internal

Nama : Suliatno Tempat, Tanggal Lahir : Mempawah, 25 Maret 1967Pendidikan : Sarjana Ekonomi, Universitas TarumanagaraRiwayat Pekerjaan : • 2002 sampai sekarang PT. Bank MAYORA, posisi

sebagai Internal Audit Division Head.• 1998 - 2002 Sinar Mas Group, posisi sebagai

Asistant Manager Corporate Audit .• 1991 - 1998 PT.Bank Surya, mulai posisi sebagai

Senior Assistance Manager Internal Audit dan terakhir posisi sebagai Branch Manager.

• 1989 - 1991 PT.Bank Central Asia, posisi sebagai Staf Internal Audit Head Office.

Pengangkatan : SK Direksi No.KPTS/020/DIR/2002 tanggal 1 Oktober 2002

Position of Internal Audit at Bank MAYORA is indepen-dent in doing audit to disclose opinion and perspec-tive accordign to generally applied audit profession and standard. The Internal Audit‘s authority, position and responsibility are designed in the organziation to enable duty implementation according to profession standard indicators as adopted by the profession as the Bank’s internal auditor, including to access every record, employee, resource and fun as well as other Bank’s assets related to internal audit implementation.

Appointment of Head of Internal Audit Division

Head of Internal Audit Division is appointed by the Board of Directors with the approval of the Board of Commissioners. This is complied with Bank Indonesia Regulation Number 1/6/PBI/1999 dated September 20, 1999 on the Appointment of Compliance Director and the Standard Implementation of the Bank Internal Audit Function (SPFAIB). Division Head of Internal Au-dit Bank MAYORA was appointed based on the Board of Directors Decree NumberKPTS/020/DIR/2002 dated October 1, 2002.

Name : Suliatno Place, Date of Birth : Mempawah, March 25, 1967

Education : Bachelor Degree of Economics, Universitas TarumanagaraCareer Experience : • 2002 until now PT Bank MAYORA, as Internal Audit

Division Head.• 1998 - 2002 Sinar Mas Group, position as Corporate

Audit Manager Assistant.• 1991 - 1998 PT Bank Surya, starting position as Se-

nior Assistance Manager Internal Audit with the lat-est position as Branch Manager.

• 1989 - 1991 PT Bank Central Asia, position as Internal Audit Staff at Head Office.

Appointment : Board of Directors Decree Number KPTS/020/DIR/2002 dated October 1, 2002

Profile of Internal Audit Division Head

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Struktur Organisasi Internal Audit

Jumlah Pegawai dan Sertifikasi Profesi

Jumlah pegawai Audit Internal per 31 Desember 2017 sebanyak 9 (sembilan) orang, dengan rincian sebagai berikut:

No Pegawai Internal AuditInternal Audit Personnel

Sertifikasi Yang DimilikiCertification

1 Suliatno Sertifikat Manajemen Risiko, Level 3 Sertifikat Manajemen Risiko, Level 3

2 Nur Sapto Adi

- Sertifikat Manajemen Risiko, Level 3 Sertifikat Manajemen Risiko, Level 3

- Sertifikat Audit Intern Bank, Level 2 Sertifikat Audit Intern Bank, Level 2

3 Hendra Suparyadi



4 Anastasia Herlinawati Tandyo



5 Anastasia Yuna -

6 Rangga Ramanda Santoso -

7 Luthfi Dalih Wicaksono -

8 Rangga Perdana Banyu Saputro -

9 Muhamad Reza Dinantha -

Total Employees and Professional Certification

As of December 31, 2017, total Internal Audit personnel is 9 (nine) personnel with detail as follows:

President Director

Internal Audit Division Head

Internal Audit Head I

Auditor(IT & E-Channel Audit)

Auditor(Active Audit)

Auditor(Active Audit)

Auditor(Passive Audit)

Auditor(Special Audit - Anti Fraud)

Internal Audit Head II

Audit Unit Head I Audit Unit Head II (Special Audit - Anti Fraud)Unit Head

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Pengembangan Kompetensi Audit Internal

Selain mengikuti program sertifikasi profesi, pegawai Audit Internal juga mengikuti program pengembangan kompetensi, antara lain :

Laporan Pelaksanaan Tugas Audit Internal

Laporan hasil pemeriksaan telah disampaikan kepada Dewan Komisaris dan Direktur Utama dengan tembusan kepada Direktur Kepatuhan dan Direktur terkait lainnya. Hasil pemeriksaan sepanjang tahun 2017, Internal Audit berpendapat bahwa kualitas penerapan manajemen risiko secara umum dinilai cukup memadai.

Temuan dan Tindak Lanjut

Berdasarkan pemeriksaan terhadap seluruh aktivitas Bank, serta pemeriksaan penerapan Anti Pencucian Uang dan Pencegahan Pendanaan Teroris (APU & PPT), ditemukan adanya beberapa penyimpangan ketentuan/prosedur yang disebabkan karena adanya kekurangpahaman/ kekurangtaatan atas penerapan beberapa ketentuan/prosedur yang berlaku, serta adanya kesalahan/kekurangan dalam proses pembukaan rekening, proses transaksi dan proses penutupan rekening karena kekurangtelitian/kesalahan manusia (human error) dan karena pelaksanaan pemantauan/pemeriksaan ulang yang berjalan secara kurang optimal.

Seluruh temuan telah langsung dilengkapi/diperbaiki dan telah melakukan koordinasi dengan unit kerja terkait di Kantor Pusat untuk membuat/merevisi ketentuan dan prosedur yang berlaku sebagai pedoman operasional serta setiap unit kerja terkait akan meningkatkan ketelitian dan melaksanakan fungsi pemeriksaan ulang.

Program Kerja Audit Internal 2018

Divisi Audit Internal telah menyusun rencana kerja yang telah disetujui oleh Direktur Utama.

Untuk Tahun 2018, Internal Audit merencanakan 66 (enam puluh enam) kali pemeriksaan yang mencakup KC/KCP/KK/Aktivitas/Kegiatan Operasional Unit Kerja di Kantor Pusat.

Untuk peningkatan kompetensi dan penambahan pengetahuan di Tahun 2018, Divisi Internal Audit telah menyusun Road Map Training yang akan mengikutsertakan seluruh karyawan Internal Audit dalam training internal/eksternal serta secara bertahap melakukan Sertifikasi Audit Internal Bank di Lembaga Sertifikasi Profesi Perbankan (LSPP) sesuai jabatan karyawan.

Internal Audit Competency Development

Besides participating in professional certification program, the Internal Audit personnel also participated in competency development program, as follows:

Internal Audit Duty Implementation Report

The audit report had been submitted to the Board of Commissioners and President Director with copy sent to Compliance Director and other related Directors. The audit report for 2017 period reported that Internal Audit evaluated quality of risk management implementation is generally sufficient.

Finding and Follow-Up

Based on audit on entire Bank’s activities, as well as audit on Anti Money Laundering and TAnti Money Laundering and Countering Financing Terrorism (AML CFT) implementation, several deviation to the regulation/procedure were found due to less understanding/obedience on the implementation of prevailing regulations/procedures as well as mistakes/weakness in account opening process, transaction process and account closing process due to less careful/human error and due to implementation of review/examination was less optimum.

All of the findings had been directly completed/fixed through coordination with related units at Head Office to prepare/revise the applicable regulation and procedure as operational standard where every related unit will improve accuracy and perform review function.

Internal Audit Working Plan 2018

Internal Audit Division has prepared working plan as approved by President Director.

For 2018, the Internal Audit plans 66 (sixty six) audit including KC/KCP/KK/Activity/Operational Activity at Business Unit in Head Office.

To develop competency and knowledge, in 2018, the Internal Audit Division has prepared Training Road Map to participate all Internal Audit personnel in internal/external trainings as well as to participate in Bank Internal Audit Certificate gradually at Banking Professional Certification Agency (LSPP) based on job level of the employees.

NoNama Pendidikan dan Pengembangan

KaryawanEducation and Development Program

Nama PenyelenggaraOrganizing Institution

Tanggal PenyelenggaraanImplementation Date

1 Ujian Sertifikasi Internal Audit Bank, Level 2 Lembaga Sertifikasi Profesi Perbankan (LSPP). 21 Januari 2017

2 Refreshment Sertifikasi Manajemen Risiko PT. Kiran Resources Indonesia, Jakarta. 16 Juni 2017

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Akuntan Publik Dan Auditor Eksternal

Penunjukan Audit Eksternal

Sesuai dengan RUPS Bank yang telah diselenggarakan pada tanggal 03 Oktober 2017, bahwa RUPS memberikan kuasa dan wewenang kepada Dewan Komisaris untuk menetapkan Kantor Akuntan Publik dalam rangka kebutuhan atas Audit Laporan Keuangan Tahun Buku 2017. Selanjutnya, Dewan Komisaris menunjuk Kantor Akuntan Publik Paul Hadiwinata, Hidajat, Arsono, Achmad, Suharli & Rekan yang terdaftar di Otoritas Jasa Keuangan untuk melakukan audit independen atas laporan keuangan Bank MAYORA tahun 2017.

Jumlah Periode Akuntan & Kantor Akuntan Publik (KAP)

Sesuai Peraturan PBI No. 3/22/PBI/2001 tanggal 13 Desember 2001 tentang Transparansi Kondisi Keuangan Bank dan Peraturan Otoritas Jasa Keuangan No.13/POJK.03/2017 tanggal 27 Maret 2017 tentang Penggunaan Jasa Akuntan Publik dan Kantor Akuntan Publik dalam Kegiatan Jasa Keuangan, penunjukkan KAP yang sama hanya bisa dilakukan selama tiga tahun berturut-turut kecuali jika memenuhi kondisi tertentu dan dilaksanakan atas persetujuan Bank Indonesia.

Selama periode tahun 2013 - 2017, Kantor Akuntan Publik Paul Hadiwinata, Hidajat, Arsono, Achmad, Suharli & Rekan telah mengaudit laporan keuangan Bank MAYORA sebanyak tiga periode. Dengan demikian, KAP Paul Hadiwinata, Hidajat, Arsono, Achmad, Suharli & Rekan telah memenuhi persyaratan pada PBI dan POJK tersebut di atas.

Berikut Kantor Akuntan Publik yang melakukan audit Bank MAYORA selama 5 (lima) tahun terakhir:

External Audit Appointment

According to Bank’s GMS held on October 3, 2017, the GMS delegated attorney and authority to the Board of Commissioners to appoint Public Accountant Firm with regards to requirement of Financial Statements Fiscal Year 2017 audit. Next, the Board of Commissioners appointed Public Accountant Firm Paul Hadiwinata, Hidajat, Arsono, Achmad, Suharli & Partners that is registered at Financial Service Authority to perform audit independent on Bank MAYORA’s Financial Statements 2017.

Total Period of Public Accountant & Public Accountant Firm (KAP)

According to PBI Regulation Number 3/22/PBI/2001 dated December 13, 2001 concerning Bank’s Financial Condition Transparency and Financial Service Authority Regulation Numeb 13/POJK.03/2017 dated March 27, 2017 concerning Use of Public Accountant and Public Accountant Firm Service, appointment of the same KAP is only eligible to be done in five consecutive years unless under special condition and with approval from Bank Indonesia.

During 2013 – 2017 period, Public Accountant Firm Paul Hadiwinata, Hidajat, Arsono, Achmad, Suharli & Partners had audited Bank MAYORA Financial Statemetns for three periods. Therefore, the KAP Paul Hadiwinata, Hidajat, Arsono, Achmad, Suharli & Partners had complied to requiremetns as in the PBI and POJK mentioned above.

List of Public Accountant Firm who audited Bank MAYORA in the last 5 (five) years is as follows:

Public Accountant and External Auditor

No TahunYear

Kantor Akuntan PublikPublic Accountant Firm

Nama AkuntanAccountant Name

1 2017 KAP Paul Hadiwinata, Hidajat, Arsono, Achmad, Suharli & Rekan Santoso Chandra



4 2014 Mulyamin Sensi Suryanto & Lianny Eddy Setiawan

5 2013 Mulyamin Sensi Suryanto & Lianny Yelly Warsono

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Fungsi Manajemen Risiko

Penerapan manajemen risiko Bank MAYORA merupakan bagian dari seluruh aktivitas perbankan, sehingga setiap pengambilan keputusan stratejik Bank selalu memperhitungkan risiko yang dihadapi. Melalui penerapan manajemen risiko secara komprehensif tersebut, diharapkan Bank dapat melindungi dan menciptakan nilai tambah bagi stakeholders.

Manajemen risiko Bank MAYORA diimplementasikan dengan mengacu kepada Peraturan Otoritas Jasa Keuangan No.18/POJK.03/2016 tanggal 16 Maret 2016 tentang Manajemen Risiko bagi Bank Umum dan Surat Edaran Otoritas Jasa Keuangan No.34/SEOJK.03/2016 tanggal 1 September 2016 tentang Penerapan Manajemen Risiko Bagi Bank Umum ,serta surat edaran maupun ketentuan Otoritas lainnya, terkait penerapan manajemen risiko bagi bank.

Penerapan manajemen risiko dilaksanakan dengan mencakup paling kurang 4 (empat) pilar sebagai berikut: 1. Pengawasan aktif Dewan Komisaris dan Direksi

Dewan Komisaris secara aktif melakukan pengawasan atas pelaksanaan kebijakan strategis Bank yang telah memperhitungkan berbagai risiko yang dihadapi Bank. Untuk memastikan efektivitas penerapan manajemen risiko, Direksi telah menetapkan kebijakan-kebijakan strategis yang disampaikan kepada karyawan melalui berbagai forum dan media. Selain itu, untuk memastikan dilaksanakannya fungsi pengawasan yang independen, Direksi telah menetapkan struktur organisasi yang menggambarkan secara jelas adanya pemisahan tugas dan tanggung jawab berbagai unit kerja Bank.

2. Kecukupan kebijakan, prosedur dan limitMelalui penetapan berbagai ketentuan internal serta limit-limit untuk berbagai aktivitas perbankan, Bank memastikan terjaganya eksposur risiko yang sesuai dengan karakteristik dan ukuran bisnis. Ketentuan ketentuan internal tersebut selalu dievaluasi dan dikinikan secara berkala untuk memastikan kesesuaiannya terhadap perundang-undangan dan peraturan eksternal yang berlaku.

3. Kecukupan proses manajemen risikoProses manajemen risiko yang diterapkan meliputi proses identifikasi, pengukuran, pemantauan dan pengendalian risiko dengan memanfaatkan system informasi manajemen. Proses manajemen risiko ini dilaksanakan dengan bekerjasama dengan seluruh unit kerja pemilik risiko. Hasil dari proses manajemen risiko secara berkala disampaikan kepada Direksi dan Dewan Komisaris melalui Komite Manajemen Risiko dan Komite Pemantau Risiko.

The risk management at Bank MAYORA is part of overall banking activities, therefore, every strategic decision making always concerns the risk potential. With the comprehensive implementation of risk management, the Bank can protect and create added value for the stakeholders.

The implementation of risk management at BankMAYORA refers to Financial Service Authority Regulation Number 18/POJK.03/2016 dated March 16, 2016 concerning Risk Management for Commercial Bank and Financial Service Authority Circular Letter Number 34/SEOJK.03//2016 dated September 1, 2016 concerning Risk Management Implementation for Commercial Bank as well as circular letter and other provisions issued by the Authority related to risk management implementation for the Bank.The risk management implementation includes at least 4 (four) pillars, as follows:

1. Active Monitoring by the Board of Commissioners and Board of DirectorsThe Board of Commissioners actively conducts monitoring on the implementation of the Bank strategic policies after taking into account various possible risks.To ensure the effectiveness of the implementation, the Board of Directors set up strategic policies which are informed to the employees using various forum and media. Moreover, to ensure independent oversight, the Board of Directors set an organization structure which clearly describes the division of duties and responsibilities of various work units.

2. Sufficiency of policies, procedures and limitsBy determining different internal regulations and limits to various banking activities, the Bank makes sure that the risk exposures are in line with the business characteristic and scope. These internal regulations are periodically evaluated and updated to ensure that they adhere to the prevailing law and external regulations.

3. Sufficiency of risk management processThe risk management process includes the process of identification, measuring, monitoring and mitigating risks by utilizing management information system. The risk management process is carried out with cooperation between all work units that face the risk. The result of the risk management process is periodically submitted to the Board of Directors and the Board of Commissioners through Risk Management Committee and Risk Monitoring Committee.

Risk Management Function

264



4. Pengendalian internal yang komprehensifPelaksanaan struktur pengendalian internal diwujudkan dengan adanya ketentuan dan limit internal, fungsi pengawasan yang melekat maupun independen serta pelaksanaan audit dengan mempertimbangkan tingkat risiko dari berbagai aktivitas dan unit kerja pelaksana aktivitas.

Struktur Organisasi Manajemen Risiko

Profil Kepala Satuan Kerja Manajemen Risiko

Nama : Stephanie Lucy DjunaediTempat, & Tanggal Lahir : Bandung 28 April 1964Pendidikan : S1 di Institut Teknologi Bandung tahun 1990

Karir :1. Februari 2013 – Sekarang.

PT. Bank MAYORA, Risk Management Department Head.

2. Agustus 2012 – Februari 2013, PT Bank Sahabat Sampoerna, Compliance Manager.

3. Februari 2010 – Juli 2011, PT Bank Panin Syariah, Head of Risk Management Group.

Tugas dan Tanggung Jawab Satuan Kerja Manajemen Risiko

1. Memberikan masukan kepada Direksi dalam penyusunan kebijakan, strategi, dan kerangka Manajemen Risiko.

2. Bertanggung jawab atas pelaksanaan proses manajemen risiko, mencakup perencanaan, pelaksanaan, pengawasan dan koordinasi terhadap proses indentifikasi, pengukuran, pemantauan dan pengendalian terhadap setiap aspek risiko yang melekat pada seluruh kegiatan usaha Bank.

3. Mengembangkan prosedur dan alat untuk identifikasi, pengukuran, pemantauan, dan pengendalian Risiko.

4. Comprehensive internal controlThe internal control structure follows the internal regulations and limits, the attached and independent oversight function, and audit process by taking into account the risk level of various activities and work units that execute the activities.

Risk Management Organization Structure

Profile Head of Risk Management Department

Duty and Responsibility of Risk Management Unit

1. To provide recommendation to the Board of Directors in formulating Risk Management policy, strategy and framework.

2. Being responsible on risk management process implementation, including the planning, implementation, monitoring and coordination on identification, measurement, monitoring and mitigation for every risk aspect which is inherent in every business activity of the Bank.

3. To develop procedure and tools for risk identification, measurement, monitoring and mitigation.

Name : Stephanie Lucy DjunaediPlace, Date of Birth : Bandung 28 April 1964Education : Bachelor Degree, from National

Technology Institute Bandung on 1990

Career Experience : 1. Feb 2013 – now

PT. Bank MAYORA Risk Management Department Head

2. Aug 2012 – Feb 2013, PT Bank Sahabat Sampoerna, Compliance Manager

3. Feb 2010 – Jul 2011, PT Bank Panin Syariah Head of Risk Management Group

President Director

Risk Director

CreditOperationDIvision

CreditAdministration

CommercialCredit

ReviewerAppraisal

SME &Consumer

CreditReviewer

CreditLegal

CreditPortofolioMonitoring

OperationRisk

Remedial CreditPolicy

Other Risk & Reporting

CreditRisk

DIvision

265



4. Meyakinkan bahwa seluruh aktivitas operasional Bank telah dilaksanakan sesuai prinsip manajemen risiko serta sesuai dengan batas risiko yang ditetapkan dan pengawasan internal yang independen.

5. Mengidentifikasi, mengukur, memantau dan mengendalikan serta melaporkan profil risiko Bank kepada pihak internal dan eksternal yang berkepentingan secara periodik.

6. Memantau pelaksanaan strategi dan rencana kerja Manajemen Risiko yang telah disetujui oleh Direksi.

7. Memastikan seluruh satuan kerja memiliki kemampuan memahami risiko yang terkandung dalam tiap aktivitasnya.

8. Memastikan penyusunan laporan-laporan manajemen risiko yang diperlukan oleh pihak internal dan eksternal, termasuk laporan Tingkat Kesehatan Bank berdasarkan Risiko (Risk-Based Bank Rating/RBBR) secara berkala dan laporan Internal Capital Adequacy Assessement Process (ICAAP) secara berkala sesuai ketentuan yang berlaku.

9. Mengevaluasi usulan aktivitas dan atau produk baru yang diajukan oleh unit kerja, termasuk sistem dan prosedur yang digunakan serta dampaknya terhadap eksposur risiko Bank secara keseluruhan.

10. Melakukan perhitungan stress-testing guna mengetahui dampak dari implementasi kebijakan dan strategi manajemen risiko.

11. Berkoordinasi dengan bagian terkait untuk pemenuhan sertifikasi Manajemen Risiko bagi pejabat Bank sesuai dengan tingkatannya.

12. Melakukan tugas-tugas lain terkait penerapan manajemen risiko sesuai penunjukkan Direksi.

13. Melaksanakan fungsi sebagai Social & Environmental Officer sesuai ketentuan internal yang berlaku serta menyampaikan laporan berkala kepada Direksi atas pelaksanaan tugas tersebut.

14. Sekurang-kurangnya 4 (empat) kali dalam setahun atau sesuai dengan kebutuhan Bank, menyelenggarakan Rapat dengan Komite Pemantau Risiko untuk menyampaikan proses manajemen risiko yang telah dilaksanakan serta tingkat risiko yang dihadapi Bank.

Pengembangan SDM di Bidang Manajemen Risiko

Untuk menerapkan manajemen risiko yang berkualitas serta mendapatkan SDM yang handal dalam bidang manajemen risiko sekaligus memenuhi ketentuan regulator, dibutuhkan pemenuhan sumber daya manusia yang berkompeten dalam bidang tugasnya masing-masing dengan mengedepankan budaya risiko dan pelaksanaan manajemen risiko dalam aktivitas operasionalnya sehari-hari.

4. To ensure every operational activity of the Bank has been carried out based on risk management principle and according to the stipulated risk limit and independent internal audit.

5. To identify, measure, monitor and control Bank’s risk profile to internal and external interested party periodically.

6. To supervise implementation of Risk Management strategy and working plan as approved by the Board of Directors.

7. To ensure that every working unit has capability to understand inherent risk in every activity.

8. To ensure preparation of risk management reports required by internal and external parties, including Risk-Based Bank Rating (RBBR) Report and Internal Capital Adequacy Assessment Process (ICAAP) report regularly according to prevailing regulation.

9. To evaluate recommendation of new activity or product submitted by the working unit, including applied system and procedure as well as impact on the Bank’s risk exposure generally.

10. To perform stress-testing calculation to observe impact of the risk management policy and strategy implementation.

11. To coordinate with related unit to fulfill Risk Management Certification for Bank’s Executive based on level.

12. To perform other assignments related to risk management implementation based on appointment by the Board of Directors.

13. To implement function as Social & Environmental Officer according to prevailing internal policy and submit regular report to the Board of Directors regarding the duty implementation.

14. To organize minimum 4 (four) meetings with the Risk Monitoring Committee in a year or based on the Bank’s needs to present progress of implemented risk management process as well as risk exposure of the Bank.

Human Capital Development in Risk Management Aspect

To implement qualified risk management and recruit reliable personnel in risk management aspect, as well as to comply with provisions issued by the Regulator, fulfillment of competent human capital in each scope of work is needed by prioritizing risk culture and im-plementing risk management in daily operational ac-tivities.

No Nama Pendidikan dan Pengembangan KaryawanEducation and Development Program

Nama PenyelenggaraOrganizing Institution

Tanggal PenyelenggaraanImplementation Date

1 Proses Perhitungan Kecukupan Modal Secara InternalInternal Capital Adequacy Calculation Process

Info Bank Learning CenterInfo Bank Learning Center

13-14 Maret 201713-14 March 2017

2 Business Continuity PlanBusiness Continuity Plan

Andalan Nusantara TeknologiAndalan Nusantara Teknologi

3 – 4 April 20173 – 4 April 2017

3 Analisa Cash Flow Projection dalam Kaitannya dengan penetapan kemampuan Pembayaran RestrukturisasiCash Flow Projection Analysis Related to Restructured Payment Capability Stipulation

Risk Management GuardRisk Management Guard

17-18 Mei 201717-18 May 2017

4 Implementasi Sistem Pengendalian Dalam Pengelolaan Risiko Operasional PerbankanImplementation of Controlling System in Banking Operational Risk Management

One PointOne Point

14 – 15 September 2017

14 – 15 September 2017

266




Bank MAYORA telah mengirim para karyawan untuk mengikuti pendidikan manajemen risiko sebagai bentuk kepatuhan dalam rangka memenuhi Peraturan Otoritas Jasa Keuangan No. 18/POJK.03/2016 tanggal 16 Maret 2016 tentang Penerapan Manajemen Risiko Bagi Bank Umum dan Peraturan Bank Indonesia No. 11/19/PBI/2009 tentang Sertifikasi Manajemen Risiko Bagi Pengurus dan Pejabat Bank Umum sebagaimana telah diubah dengan Peraturan Bank Indonesia No. 12/7/PBI/2010. Peningkatan kompetensi karyawan di bidang manajemen risiko merupakan suatu kewajiban bagi para pejabat eksekutif Bank MAYORA.

Pada tahun 2017, Bank MAYORA telah mempunyai pengurus/pejabat/karyawan yang memiliki sertifikasi manajemen risiko dengan rincian sebagai berikut:

Dari jumlah kepemilikan sertifikasi di atas, Bank telah memenuhi pencapaian sebesar 87,01% dari yang di persyaratkan.

Sosialisasi Manajemen Risiko

Pada bulan Maret 2017, bagian Risk Management melakukan sosialisasi Pelaporan Kejadian Risiko Operasional kepada tim Acccount Officer untuk menyampaikan sekaligus mengingatkan mengenai pelaporan kejadian risiko operasional melaui aplikasi risk management.

Profil Risiko


Bank MAYORA had delegated its employees to participate in risk management education as manifestation of compliance to Financial Service Authority Regulation Number 18/POJK.03/2016 dated March 16, 2016 concerning Risk Management Implementation for Commercial Bank and Bank Indonesia Regulation Number 11/19/PBI/2009 concerning Risk Management Certification for Management and Executives of Commercial Bank as amended under Bank Indonesia Regulation Number 12/7/PBI/2010. Employee competency development in risk management becomes obligation for Executive of Bank MAYORA.In 2017, Bank MAYORA had been supported by management/executive/employee with risk management certification with detail as follows:

From total certification above, Bank had fulfilled 87.01% of the requirement.

Risk Management Socialization

In March 2017, Risk Management Unit had performed Operational Risk Event Reporting Socialization to Account Officer Team to explain as well as warn the operational risk case reporting through risk management application.

JabatanPosition

LevelLevel Jumlah

TotalI II III IV V

Pengurus dan Pejabat EksekutifManagement and Executive 2 12 18 1 8 41

Karyawan (yang disyaratkan)Employee (with requirement) 105 60 3 - - 168

Karyawan (yang tidak disyaratkan)Employee (without requirement) - 8 1 - - 9

JumlahTotal 107 80 22 1 8 218

No Profil RisikoRisk Profile

Posisi : 31 Desember 2017Position : December 31, 2017

Posisi : 31 Desember 2016Position : December 31, 2016

TingkatRisiko

InherenInherent Risk

Level

Kualitas Penerapan Manajemen

RisikoRisk Management Implementation

Quality

TingkatRisiko

Risk Level

TingkatRisiko

InherenInherent Risk

Level

Kualitas Penerapan Manajemen RisikoRisk Management Implementation

Quality

TingkatRisiko

Risk Level

1 Risiko KreditCredit Risk

Moderate Satisfactory Low to Moderate Moderate Satisfactory Low to

Moderate

2 Risiko LikuditasLiquidity Risk

Moderate Satisfactory Low to Moderate Moderate Satisfactory Low to

Moderate

3 Risiko OperasionalOperation Risk

Low to Moderate Fair Low to

ModerateLow to

Moderate Fair Low to Moderate

267



Profil Risiko PT. BANK MAYORA posisi Triwulan IV (Oktober - Desember) 2017 secara Komposit adalah Low to Moderate (Rendah), dengan Risiko Inheren Low to Moderate (Rendah) dan Kualitas Penerapan Manajemen Risiko Satisfactory (Memadai).

• Risiko InherenMempertimbangkan aktivitas bisnis yang dilakukan PT. Bank MAYORA, kemungkinan kerugian yang dihadapi PT. Bank MAYORA dari Risiko Inheren komposit tergolong Low to Moderate (Rendah) selama periode waktu tertentu pada masa datang.

• Kualitas Penerapan Manajemen RisikoKualitas Penerapan Manajemen Risiko secara komposit Satisfactory (Memadai). Dalam hal ini terdapat kelemahan minor, kelemahan tersebut perlu mendapatkan perhatian Manajemen.

Evaluasi Penerapan Manajemen RisikoTabel Portfolio Kredit per 31 Desember 2017

4 Risiko StratejikStrategic Risk

Low to Moderate Satisfactory Low to

ModerateLow to

Moderate Satisfactory Low to Moderate

5 Risiko KepatuhanCompliance Risk

High Satisfactory Moderate Low to Moderate Satisfactory Low to

Moderate

6 Risiko PasarMarket Risk

Low to Moderate Satisfactory Low to

ModerateLow to

Moderate Satisfactory Low to Moderate

7 Risiko ReputasiReputation Risk

Low Satisfactory Low Low Satisfactory Low

8 Risiko HukumLegal Risk

Low Satisfactory Low Low Satisfactory Low

Risk profile of PT bank MAYORA s of 4th Quarter (October – December) 2017 compositely achieved Low to Moderate (Low) with inherent risk Low to Moderate (Low) and Risk Management Implementation Quality is Satisfactory (Sufficient).

• Inherent RiskConsidering business activity operated by PT Bank MAYORA, potential loss of PT Bank MAYORA from composite inherent risk is classified Low to Moderate (Low) during specific period in the future.

• Risk Management Implementation QualityComposite Risk Management Implementation Quality is Satisfactory (Sufficient). In this case, there is minor weakness which shall be concerned by the Management.

Risk Management Implementation EvaluationTable Credit Portfolio as of December 31, 2017

31/12/17

Rp. (%)

1. KolektibilitasCollectibility

LancarPass

3.724.387 95,63%

Dalam Perhatian KhususSpecial Mention

53.642 1,38%

Kurang LancarSubstandard

2.533 0,07%

DiragukanDoubtful

3.949 0,10%

MacetLoss

110.066 2,83%

TOTAL 3.894.577 100,00%

2. GeografiGeography

Jawa 3.520.259 90,39%

Sumatera 67.095 1,72%

Sulawesi, Maluku 307,223 7.89%

TOTAL 3.894.577 100,00%

(dalam jutaan Rupiah)

268



Tabel Profil Non-Performing Loan (NPL) per 31 Desember 2017

Table Profile of Non-Performing Loan (NPL) as of December 31, 2017

3. WilayahArea

Bandung 193.000 4.96%

Bekasi 283.588 7.28%

Bogor 250.905 6.44%

Jakarta 2.052.780 52.71%

Jatim,Madura 265.205 6,81%

Lampung 307.223 7,89%

Sukabumi 6.053 0,16%

Sulawesi, Maluku 307.223 7.89%

Tangerang 67,095 1.72%

TOTAL 3.894.577 100,00%

4. Kategori UMKMSME Category

Bukan UMKMNon SME

2.476.052 63,58%

MikroMicro

2.616 0,07%

KecilSmall

91.684 2,35%

MenengahMedium

1.324.225 34,00%

TOTAL 3.894.577 100,00%

5. Jenis PenggunaanDisbursement Type

Kredit InvestasiInvestmen Loan

1.413.260 36,29%

Kredit KonsumsiConsumer Loans

182.493 4,69%

Kredit Modal KerjaWorking Capital Loans

2,298,824 59,03%

TOTAL 3.894.577 10,.00%

31/12/17

KeteranganDescription Rp. (%)

NPL Gross NPL Gross

116.548 2,98%

NPL NetNPL Net

87.120 2,23%

(in million Rupiah)(dalam Jutaan Rupiah)

31/12/17

Rp. (%)

269



Tabel Portfolio Kredit berdasarkan Sektor Ekonomi per 31 Desember 2017 (angka penuh)

NoSektor EkonomiEconomics Sector

31/12/17

1 Administrasi Pemerintah, Pertahanan Dan Jaminan Sosial Wajib -

2 Badan Internasional Dan Badan Ekstra Internasional Lainnya -

3 Bukan Lapangan Usaha Lainnya 718.133.801

4 Industri Pengolahan 955.862.400.112

5 Jasa Kemasyarakatan, Sosial Budaya, Hiburan Dan Perorangan Lainnya 12.349.919.404

6 Jasa Kesehatan Dan Kegiatan Sosial 51.240.508.056

7 Jasa Pendidikan 38.101.681.508

8 Jasa Perorangan Yang Melayani Rumah Tangga -

9 Kegiatan Yang Belum Jelas Batasannya 762.856

10 Konstruksi 319.603.398.956

11 Listrik, Gas Dan Air -

12 Penyediaan Akomodasi & Penyediaan Makan Minum 348.935.301.613

13 Perantara Keuangan 207.348.316.880

14 Perdagangan Besar Dan Eceran 837.247.974.907

15 Perikanan -

16 Pertambangan Dan Penggalian 36.741.241.080

17 Pertanian, Perburuan Dan Kehutanan 51.992.676.187

18 Real Estate, Usaha Persewaan, Dan Jasa Perusahaan 672.865.130.224

19 Rumah Tangga 140.814.191.052

20 Transportasi, Pergudangan Dan Komunikasi 220.755.533.228

Grand Total 3.894.577.169.864

Table Credit Portfolio Based on Economy Sector as of December 31, 2017 (full amount)

Government administration, the defense and compulsory social security

International agency and other extra agencies

Non-Other Business

Manufacturing Industry

Community, sociocultural, Entertainment and Other Individual Services

Health and social services

Education services

Individual services which serve households

Business Activities which are not clearly defined

Construction

Electriciy, gas and water

Accomodation, Food & Beverages

Financial Intermediary

Wholesale and Retail

Fisheries

Mining and Quarrying

Agriculture, hunting and forestry

Real estate, Rental business and corporate service

Household

Transportation, warehouse and communication

270



Tabel Pembentukan CKPN Kolektif per 31 Desember 2017 (angka penuh)

Tabel Pembentukan CKPN Individual per 31 Desember 2017 (angka penuh)

Tabel ATMR Risiko Pasar per 31 Desember 2017

Table Provision of Collective CKPN as of December 31, 2017 (full amount)

Table Provision of Individual CKPN as of December 31, 2017 (full amount)

Table RWA for Market Risk as of December 31, 2017

NoKualitasQuality

Baki DebetDebit Outstanding Individual CKPN

Individual CKPN

1 Kurang LancarSubstandard

9.125.827.317 754.261.464

2 DiragukanDoubtfull

3 MacetLoss

96.158.633.596 14.327.391.232,39

Total CKPN Individual 105.284.460.913 15.081.652.696,56

NoJenis Risiko

Risk TypeBeban ModalCapital Expense

ATMR/ RWA

1 Risiko Suku BungaInterest Rate Riska. Risiko Spesifik Spesific Riskb. Risiko Umum General Risk

2 Risiko Nilai TukarExchange Rate Risk

328 4.097

3 Risiko EkuitasEquity Risk

4 Risiko KomoditasCommodity Risk

5 Risiko OptionOption Risk

Total 328 4.097

NoKualitasQuality

Baki DebetDebit Outstanding CKPN Kolektif

Collective CKPN

1 LancarPass

3.742.812.924.023 0

2 Dalam Perhatian KhususSpecial Mention

45.104.615.529 2.207.777.977

3 Kurang LancarSubstandard

2.521.721.250 1.311.766.433

4 DiragukanDoubtful

3.962.308.762 3.111.850.823

5 MacetLoss

13.865.141.152 11.218.980.472

Total CKPN kolektif 3.808.266.710.718 17.850.375.707


271



Laporan Profil MaturitasNo : 150/TRS/I/2018

Saldo

Pos-Pos s.d 1 Minggu > 1 Minggu s.d.2 minggu

I. NERACA Rp USD Rp USD

A. Aset

1. Kas 2. Penempatan pada Bank Indonesia

a. SBI b. Giro c. Lainnya ( TD & FASBI )

3. Penempatan pada bank lain 4. Surat Berharga **)

a. SUN i. diperdagangkan ii. tersedia untuk dijual iii. dimiliki hingga jatuh tempo iv. pinjaman yang diberikan dan piutang

b. Surat berharga korporasi i. diperdagangkan ii. tersedia untuk dijual iii. dimiliki hingga jatuh tempo iv. pinjaman yang diberikan dan piutang

c. Lainnya (SBI, SDBI & RR SUN ) 5. Kredit Yang Diberikan

a. belum jatuh tempo b. sudah jatuh tempo ***)

6. Tagihan lainnya a. Tagihan atas Surat Berharga yang dibeli dengan janji dijual kembali (Reverse Repo)b. Lainnya

7. Lain-lain

Total Aset

B. Kewajiban 1. Dana Pihak Ketiga

a. Giro b. Tabungan c. Simpanan Berjangka

i. Deposit on call ii. Deposito berjangka iii. Lainnya

2. Kewajiban kepada Bank Indonesia 3. Kewajiban kepada bank lain 4. Surat Berharga yang Diterbitkan

a. Obligasi b. Subordinasi ****) c. Lainnya

5. Pinjaman yang Diterima a. Pinjaman Subordinasi ****) b. Lainnya

6. Kewajiban lainnya a. Kewajiban atas Surat Berharga yang dijual dengan janji dibeli kembali

(Repo) b. Lainnya

7. Lain-lain

Total Kewajiban

Selisih Aset dengan Kewajiban dalam Neraca

II. REKENING ADMINISTRATIF A. Tagihan Rekening Administratif

1. Komitmen a. Fasilitas pinjaman yang belum ditarik b. Posisi pembelian spot dan derivatif yang masih berjalan

i. Spotii. Derivatif

c. Lainnya 2. Kontijensi *****)

Total Tagihan Rekening Administratif

B Kewajiban Rekening Administratif 1. Komitmen

a. Fasilitas kredit yang belum ditarik b. Irrevocable L/C yang masih berjalan c. Posisi penjualan spot dan derivatif yang masih berjalan

i. Spot ii. Derivatif

d. Lainnya 2. Kontijensi ******)

Total Kewajiban Rekening Administratif

Selisih Tagihan dan Kewajiban dalam Rekening Administratif

58,352 737,178 - 255,252 481,926 172,246 696,189 285,035 - 285,035 - - 169,162 - 149,162 20,000 - 241,991 3,670,317 3,598,985 71,332 - -

156.52 16,309.83 - 2,308.23 14,001.60 7,153.51 1,998.29 - -

- 1,998 - - 1,998 - - 16,529.25 16,529.25 - -

4,048,953 538,481 634,216 2,876,255 10,350 2,865,905 - - 128,518

---

--

-

--

-

----

--

-----

-

-

41,736.24 19,440.92 1,233.44 21,061.88 - 21,061.88 - - -

---

--

-

--

-

----

--

-----

-

-

58,352 737,178

255,252 481,926 151,776.71 29,650 - - - - - - - - - - 29,650 79,849 8,518 71,332 - -

156.52 16,309.83 - 2,308.23 14,001.60 7,153.51 - - - - - - - - - - -

0.01 0.01 - -

1,568,168 538,481 634,216 395,471 10,350 385,121 - - 78,514

---

--

-

--

-

----

--

-----

-

-

21,104.36 19,440.92 1,233.44 430.00 - 430.00 - - -

---

--

-

--

-

----

--

-----

-

-

Maturity Profile Report

272



Tabel Beban Modal Risiko Operasional per 31 Desember 2017

Fungsi Kepatuhan

Pelaksanaan fungsi kepatuhan merupakan salah satu unsur penting dalam upaya peningkatan Tata Kelola Perusahaan. Bank memiliki Direktur yang membawahkan fungsi kepatuhan dan membentuk Satuan Kerja Kepatuhan yang independen dibentuk secara tersendiri dan bebas dari pengaruh satuan kerja lainnya serta mempunyai akses langsung kepada Direktur yang membawahkan fungsi kepatuhan.

Dalam melakukan fungsi kepatuhan, Bank mengacu pada Peraturan Otoritas Jasa Keuangan No.46/POJK.03/2017 tanggal 12 Juli 2017 tentang Pelaksanaan Fungsi Kepatuhan Bank Umum.

Fungsi kepatuhan Bank meliputi tindakan untuk:1. Mewujudkan terlaksananya budaya kepatuhan

pada semua tingkatan organisasi dan kegiatan usaha Bank.

2. Mengelola risiko kepatuhan yang dihadapi Bank.3. Memastikan agar kebijakan, ketentuan, sistem

dan prosedur serta kegiatan yang dilakukan oleh Bank telah sesuai dengan ketentuan Regulator dan peraturan perundang-undangan yang berlaku.

4. Memastikan kepatuhan Bank terhadap komitmen yang dibuat Bank kepada Regulator.

Struktur Organisasi Kepatuhan

Pendekatan Yang DigunakanApproach Used

Pendapatan Bruto (Rata-rata 3 Tahun Terakhir)

Gross Income (Average 3 Years)

Beban ModalCapital Expenses

Pendekatan Indikator Dasar Basic Indicator Approach

232.666 34.900

Table Operational Risk Capital Expense as of December 31, 2017

Compliance function is an important element in Cor-porate Governance improvement initiative. The Bank has appointed a Director tu supervise the compliance functions and established Compliance Work Unit, an independent unitthat is free from the influence of other work units andhas direct access to Director of Compliance.

In implementing the compliance function, the Bank refers to Bank Indonesia Regulation Number 13/2/PBI/2011 dated January 12, 2011 on the Implementa-tion of the Compliance Functions.

The Compliance Functions comprise actions as fol-lows:1. To create compliance cultures in all levels of the

organization and business operations.2. To manage compliance risks faced by the Bank.3. To ensure that the Bank policies, regulations,

system and procedures as well as activities adhere to the law and regulations.

4. To ensure the Bank complies with its commitment to the Regulator.

Compliance Organization Structure

Compliance Function


Compliance Director

AML/CFT Unit HeadCompliance Unit Head

AML/CFT StaffCompliance Staff

Compliance & AML/CFT Division Head

273



Direktur yang Membawahi Fungsi Kepatuhan

BANK MAYORA telah menunjuk Direktur Kepatuhan yang membawahi jajaran kepatuhan sesuai dengan Peraturan Otoritas Jasa Keuangan No.46/POJK.03/2017 tanggal 12 Juli 2017 tentang Pelaksanaan Fungsi Kepatuhan Bank Umum. Saat ini Direktur Kepatuhan dijabat oleh Ibu Tiolina Tumanggor

Direktur Kepatuhan tidak membawahkan unit kerja operasional maupun layanan bisnis. Direktur Kepatuhan telah lolos Fit and Proper Test dari OJK, hal ini membuktikan bahwa independensi telah terpenuhi. Direktur Kepatuhan telah memenuhi persyaratan independensi serta kriteria lain sebagaimana ditetapkan oleh Bank Indonesia dan Otoritas Jasa Keuangan.

Dalam rangka memitigasi risiko kepatuhan dan menerapkan prinsip-prinsip kehati-hatian serta meningkatkan budaya kepatuhan, sepanjang tahun 2017 satuan kerja kepatuhan melaksanakan :1. Pembuatan Compliance Opinion Selama tahun 2017 telah dibuat sebanyak 102

(seratus dua) memo atas rancangan kebijakan, ketentuan, sistem dan prosedur intern Bank, dan ketentuan produk/program serta pengajuan aktivitas dan/atau produk baru.

2. Melakukan Uji Kepatuhan terhadap Permohonan Kredit dengan limit tertentu.

Selama tahun 2017 telah dilakukan sebanyak 111 (seratus sebelas) Uji Kepatuhan atas permohonan kredit.

3. Melakukan Uji Kepatuhan Pemberian Kredit kepada Bank Perkreditan Rakyat (BPR) dengan limit tertentu.

Selama tahun 2017 telah dilakukan sebanyak 7 (tujuh) Uji Kepatuhan atas permohonan kredit.

4. Melakukan Uji Kepatuhan terhadap Pembelian Surat Berharga

Selama tahun 2017 telah dilakukan Uji Kepatuhan sebanyak 22 (dua puluh dua) memo atas proposal pembelian surat berharga.

5. Distribusi/Sosialisasi Ketentuan Baru Telah dilakukan pemantauan penerbitan ketentuan-ketentuan terkini dari Regulator (Bank Indonesia, Otoritas Jasa Keuangan, dan Pusat Pelaporan dan Analisis Transaksi Keuangan) melalui website Regulator. Terhadap ketentuan baru tersebut, Satuan Kerja Kepatuhan telah melakukan sosialisasi dengan membuat ringkasan dan mendistribusikan ketentuan baru tersebut kepada pejabat dan petugas dari unit kerja terkait, Direksi dan Dewan Komisaris, serta memasukkannya ke dalam web internal Bank agar mudah diakses oleh Karyawan. Terkait ketentuan baru yang memuat adanya kewajiban Bank berupa pelaporan yang harus disampaikan oleh Bank, Direksi menunjuk Satuan Kerja Kepatuhan untuk menunjuk Unit Kerja PIC yang bertanggung jawab atas pembuatan laporan tersebut. Selanjutnya

Compliance Function Supervising Director

Bank MAYORA has appointed Compliance Director to superise compliance unit according to Financial Service Authority Regulation Number 46/POJK.03/2017 dated July 12, 2017 concerning Implementation of Compliance Function in Commercial Bank. Currently, Compliance Director is served by Mrs. Tiolina Tumanggor.

Compliance Director neither supervises operational and business units. The Compliance Director has passed Fit and Proper Test by OJK, this proves that independency has been fulfilled. The Compliance Director has also fulfilled independency requirement and other criteria as stipulated by Bank Indonesia and Financial Service Authority.

In order to mitigate compliance risk and implement prudent principle as well as improve compliance cul-ture, throughout 2017, the compliance unit has carried out following activities:1. Compliance Opinion Drafting.Throughout 2017,

102 (one hundred and two) memo on Bank’s internal policy, regulation, system and procedure drafts had been prepared as well as product/program provision and new activity and/or product proposal.

2. Performed Compliance Test on Loan Application with specific limit.

3. Throughout 2017, 111 (one hundred and eleven) Compliance Test on loan application had been completed.

4. Performed Compliance Test on Loan Disbursement to Rural Banks (BPR) with specific limit. Throughout 2017, 7 (seven) Compliance Test on Loan Application had been completed. Performed Compliance Test on Marketable Securities Purchase. Throughout 2017, Compliance Test had been done on 22 (twenty two) memo on marketable securities purchase proposal.

5. New Regulation Distribution/Socialization.Monitoring on Current reuglation issuance by the Regulator (Bank Indonesia, Financial Service Authority and Center of Financial Transaction Reporting and Analysis) had been done through the Regulator’s website. Towards the regualtion, the Compliance Unit had prepared summary and distributed the new regulation to the Executive and officer from related unit, the Board of Directors and Board of Commissioners as well as published at the Bank’s internal website to be accessible by the employees. Related to the new regulation which included Bank’s obligation as mandatory report submission by the Bank, the Board of Directors has appointed Compliance Unit to assign PIC on

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Satuan Kerja Kepatuhan melakukan koordinasi dengan unit-unit kerja apabila terdapat kewajiban baru seperti pelaporan, kegiatan pemantauan dan lain sebagainya dan memantau pelaksanaan pembuatan pelaporan baru tersebut.

6. Membuat dan melengkapi database peraturan dari Regulator Bank untuk dijadikan Buku Kumpulan Peraturan.

7. Melakukan pemantauan transaksi nasabah dan Permintaan blokir rekening dari Regulator (Komisi Pemberantasan Korupsi, Dirjen Pajak, PPATK, Bea Cukai, dan Tim Pengurus Penundaan Kewajiban Pembayaran Utang) sebanyak 148 (seratus empat puluh delapan) surat dan telah dilakukan pemblokiran sebanyak 2 (dua) rekening sesuai surat Dirjen Pajak dan Tim Pengurus Penundaan Kewajiban Pembayaran Utang.

8. Memantau penyampaian laporan kepada Regulator setiap bulannya dengan mengirim Daftar Laporan yang harus disampaikan unit kerja kepada Regulator beserta batas waktunya.

9. Mengadministrasikan feedback pemantauan laporan yang disampaikan oleh unit kerja terkait.

10. Memantau pembuatan dan penyampaian Surat Tanggapan yang perlu disampaikan oleh unit kerja terkait sehubungan dengan Surat Masuk dari Regulator.

11. Membuat Aplikasi MyCompliance - Laporan Rutin Unit Kerja untuk mempermudah penyampaian laporan rutin kepada unit kerja dan melakukan pemantauan pengembalian feedback laporan kepada Satuan Kerja Kepatuhan.

Tabel Kepatuhan Regulasi Utama

the report preparation. Next, the Compliance Unit coordinates with working units if any new obligation such as reporting, monitoring activity and others and supervises the implementation of new report preparation.

6. Prepared and completed regulation database from the Bank’s regulator to draft Regulation Book.

7. Reformed monitoring on customer transaction and account blocking request from teh regulator (Corruption Eradication Comission, General Directorate of Taxation, Custom and Debt Payment Liability Postpone Committee Team) in 148 (one hundred and forty eight) letters and had blocked 2 (two) accounts according to letters from General Directorate of Taxation and the Debt Payment Liability Postpone Committee Team.

8. Supervised report submission to the Regulator every month by sending List of Report which shall be submitted by the working units to the Regulator altogether with the due date.

9. Administered report monitoring feedback submitted by related working unit.

10. Superised preparation and submission of Feedback Letter which shall be submitted to related unit in relation to Incoming Letter from the Regulator.

11. Developed MyCompliance Application – A Working Unit Regular Report to ease regular report submission to the working unit and supervise report feedback submission to the Compliance Unit.

ParameterParameter

Persyaratan RegulatorRegulator Requirement

Bank MAYORA

Status

Kewajiban Penyediaan Modal MinimumMinimum 9% until 10%

Minimal 9% s/d 10%Minimum 9% until 10%

25.08% Sesuai KetentuanComply

Rasio NPL (Gross)NPL (Gross) Ratio

Maksimal 5%Maximum 5%


BMPK Pihak TerkaitLegal Lending Limit to Related Party

Maksimal 10%Maximum 10%


Giro Wajib Minimum (Rupiah)Minimum Statutory Reserve (Rupiah)

Minimal 6.5%Minimum 6.5%


Giro Wajib Minimum (Valuta Asing)Minimum Statutory Reserve (Foreign Currency)

Minimal 8%Minimum 8%


Posisi Devisa NettoNet Open Position

Maksimal 20% dari ModalMaksimal 20% dari Modal


Table of Compliance With Main Regulation

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Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU PPT)

Bank MAYORA senantiasa melaksanakan penerapan program APU dan PPT dalam aktivitas pengenalan nasabah dengan mengacu pada peraturan dan perundang-undangan yang berlaku.

Dalam rangka mengantisipasi terjadinya pencucian uang dan pendanaan terorisme, Bank menerapkan program APU dan PPT dalam aktivitas pengenalan nasabah dengan mengacu pada Peraturan Otoritas Jasa Keuangan No.12/POJK.01/2017 tanggal 16 Maret 2017 tentang Penerapan Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme di Sektor Jasa Keuangan dan Surat Edaran Jasa Keuangan No.32/SEOJK.03/2017 tanggal 22 Juni 2017 tentang Penerapan Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme di Sektor Jasa Perbankan.

Sepanjang tahun 2017, Kegiatan terkait pelaksanaan program APU-PPT yang telah dilaksanakan Bank antara lain:1. Revisi Kebijakan dan SOP APU PPT

Dengan berlakunya POJK dan SE OJK terkait APU PPT, Bank melakukan revisi terhadap Kebijakan dan SOP APU dan PPT yang telah disosialisasikan ke seluruh KC/KCP/KK Bank MAYORA.

2. Pemantauan penerimaan Nasabah BaruIdentifikasi dan verifikasi Nasabah baru dilakukan melalui screening di Aplikasi Accuity Online Compliance. Screening juga dilakukan terhadap penerimaan calon debitur dan saction screening untuk transaksi divisi International Banking.

3. Pemantauan Profil dan Transaksi NasabahPemantauan dilakukan melalui Aplikasi MyCompliance berdasarkan parameter yang telah ditetapkan. Selain itu pemantauan dilakukan berdasarkan Daftar Terduga Teroris dan Organisasi Teroris (DTTOT) serta Daftar Proliferasi Senjata Pemusahan Masal yang disampaikan oleh pihak regulator.

4. Pengkinian Data NasabahUntuk meningkatkan pemantauan transaksi nasabah, maka dilakukan pengkinan atas data nasabah yang dilakukan secara berkesinambungan. Laporan rencana dan realisasi pengkinian data nasabah Bank MAYORA telah disampaikan ke pihak regulator.

Bank MAYORA always implements AML and CFTprogram in know your customer activity referring to prevailing Law.

In order to anticipate money laundering and terrorism financing case, the Bank has implemented the AML and CFT program in know your customer activities referring to the Financial Services Authority Regulation Number 12/POJK.01/2017 dated March 16, 2017 concerning the Implementation of Anti Money Laundering and Terrorism Financing Prevention Program in Financial Services Sector and Financial Services Circular Letter Number 32/SEOJK.03/2017 dated June 22, 2017 concerning Implementation of Anti-Money Laundering and Terrorism Financing Prevention Program in the Banking Services Sector.

In 2017, the activities related to the AML-CFT program implementation that had been implemented by the Bank are including:1. Revised AML CFT Policy and SOP

After issuance of POJK and SE OJK related to AML PTT, the Bank revised AML and CFT Policy and SOP of which had been socialized to all Branch Office/Sub-Branch Office/Cash Office of Bank MAYORA.

2. Monitoring New Customer AcquisitionThe identification and verification of the new Customer shall be done through screening on the Acuity Online Compliance Application. The Screening is also done during the debtor candidate acquisition and sanction screening for International Banking division transactions.

3. Client Profile and Transaction MonitoringMonitoring is done through the MyCompliance Application based on designated parameters. In addition, the monitoring is conducted on the Suspected Terrorists and Terrorist Organizations (DTTOT) List as well as the List of Mass Weapons Proliferation presented by the regulators.

4. Updating of Customer DataTo improve the monitoring of customer transactions, an ongoing update of customer data is made. Report of the plan and realization of Maybank Bank customer update data has been submitted to the regulator.

Anti Money Laundering and Countering Financing Terrorism (AML CFT)

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5. Penilaian Penerapan program APU & PPTGuna mengetahui kualitas penerapan program APU PPT di seluruh KC/KCP, Bank melakukan penilaian yang dilakukan setiap semester dan hasilnya disampaikan kepada Direksi dan Dewan Komisaris.

6. Penyampaian Laporan ke PPATKKewajiban penyampaian Laporan Transaksi Keuangan Tunai (LTKT), Laporan Transaksi Keuangan Mencurigakan (LTKM), Laporan Transaksi Keuangan Transfer Dari dan Keluar Negeri (LTKL) serta Sistem Informasi Pengguna Jasa Terpadu (SIPJT) selama tahun 2017 telah disampaikan Bank ke PPATK sesuai dengan ketentuan batas penyampaian laporan.

7. Laporan Penerapan Program APU PPT Kegiatan penerapan program APU & PPT di Bank MAYORA selama tahun 2017 telah dilaporkan kepada Direksi dan Dewan Komisaris secara triwulanan dan disampaikan ke OJK setiap semesternya dalam Laporan Pelaksanaan Tugas dan Tanggung Jawab Direktur yang Membawahkan Fungsi Kepatuhan.

Sistem Pengendalian Intern

Pengendalian Keuangan dan OperasionalSistem Pengendalian Internal dilakukan berdasarkan prinsip pemisahan fungsi (four eyes principle) secara memadai dan konsisten.1. Kesesuaian sistem pengendalian intern dengan

jenis dan tingkat risiko inheren dari aktivitas operasional Bank.

2. Kecukupan prosedur untuk setiap aktivitas operasional Bank.

3. Penetapan wewenang dan tanggung jawab untuk memantau kepatuhan terhadap peraturan internal dan eksternal.

4. Pelaporan keuangan dan akivitas operasional yang akurat dan tepat waktu.

5. Evaluasi periodik terhadap kebijakan dan prosedur Bank.

6. Dokumentasi lengkap terhadap ketentuan internal serta temuan hasil pemeriksaan audit dan penyelesaian temuan.

Sistem Pengendalian Internal dengan Kerangka yang Diakui Secara Internasional (COSO–Internal Control Framework)

1. Pengawasan oleh Manajemen dan Kultur Pengendalian (Management Oversight and Control Culture)

5. Assessment on AML& CFTProgram ImplementationIn order to evalaute quality of AML CFT program implementation in all Branch Office/Sub Branch Office, the Bank conducted assessment every semester and the result is submitted to the Board of Directors and Board of Commissioners.

6. Report Submission to PPATKObligation to submit Cash Transaction Report (LTKT), Suspicious Financial Transaction Report (LTKM), Transaction Report of Financial Transfers From and to Overseas (LTKL) and SIPJT during 2017 has been conducted by Bank through submission to PPATK in accordance with the of report submission boundary.

7. AML CFT Program Implementation ReportThe AML & CFT program implementation at Bank MAYORA during 2017 had been reported to the Board of Directors and Board of Commissioners quarterly and submitted to OJK every semester in Compliance Function Supervision Director Duty and Responsibility Implementation Report.

Financial and Operational ControlInternal Control System is carried out based on segregation of functions (four eyes principle) implementation sufficiently and consistently.1. Conformity of internal control system with inherent

risk type and level in the Bank’s operational activities.

2. Sufficient procedure for each operational activities

3. Determination of the authority and responsibility to monitor the level of compliance with internal and external regulations

4. Accurate and on time financial and operational activities reporting.

5. Periodic evaluation on the Bank’s policies and procedures.

6. Complete documentation on internal regulations and audit findings as well as the finding settlement.

Internal Control System with Internationally-Recognized Framework (COSO-Internal Control Framework)

1. Management Oversight and Control Culture

Internal Control System

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a. Dewan Komisaris Dewan Komisaris Bank MAYORA bertanggung jawab mengesahkan dan mengkaji ulang secara berkala terhadap kebijakan dan strategi usaha Bank MAYORA secara Keseluruhan.

b. Direksi Direksi Bank MAYORA bertanggung jawab melaksanakan kebijakan dan strategi yang telah disetujui oleh Dewan Komisaris.

c. Budaya Pengendalian Dewan Komisaris dan Direksi Bank MAYORA bertanggungjawab dalam meningkatkan etika kerja dan integritas yang tinggi serta menciptakan suatu kultur organisasi yang menekankan kepada seluruh pegawai Bank MAYORA mengenai pentingnya pengendalian intern yang berlaku.

2. Identifikasi dan Penilaian Risiko (Risk Recognition and Assessment)a. Penilaian risiko merupakan suatu serangkaian

tindakan yang dilaksanakan oleh Direksi dalam rangka identifikasi, analisis dan menilai risiko yang dihadapi Bank MAYORA untuk mencapai sasaran usaha yang ditetapkan.

b. Penilaian tersebut harus mencakup semua risiko yang dihadapi, baik oleh risiko individual maupun secara keseluruhan (aggregate), yang meliputi risiko kredit, risiko pasar, risiko likuiditas, risiko operasional, risiko hukum, risiko reputasi, risiko stratejik, dan risiko kepatuhan.

c. Pengendalian intern perlu dikaji ulang secara tepat dalam hal terdapat risiko yang belum dikendalikan, baik risiko yang sebelumnya sudah ada maupun risiko yang baru muncul.

Pelaksanaan kaji ulang tersebut antara lain dengan melakukan evaluasi secara terus menerus mengenai pengaruh dari setiap perubahan lingkungan dan kondisi serta dampak dari pencapaian target atau efektivitas pengendalian intern dalam kegiatan operasi dan organisasi Bank.

3. Kegiatan Pengendalian dan Pemisahan Fungsi (Control Activities and Segregation of Duties)

Kegiatan Pengendalian Kegiatan pengendalian meliputi kebijakan, prosedur dan praktik yang memberikan keyakinan pejabat dan pegawai Bank MAYORA bahwa arahan Dewan Komisaris dan Direksi telah dilaksanakan secara efektif.

Kegiatan pengendalian diterapkan pada semua tingkatan fungsional sesuai struktur organisasi Bank, meliputi:a. Kaji Ulang Manajemen (Top Level Reviews)

Direksi Bank MAYORA secara berkala meminta penjelasan (informasi) dan laporan kinerja dari

a. Board of Commissioners. The Board of Commissioners of Bank MAYORA is responsible for approving and periodically reviewing Bank MAYORA’s overall policies and business strategies.

b. Board of Directors. The Board of Directors of Bank MAYORA is responsible to implement policy and strategy as approved by the Board of Commissioners.

c. Control Culture. The Board of Commissioners and the Board of Directors of Bank MAYORA are responsible to develop high work ethics and integrity as well as establish an organization culture focusing ol all Bank MAYROA’s employees about the importance of internal control.

2. Risk Recognition and Assessment

a. Risk assessment refers a series of actions taken by the Board of Directors to identify, analyse, and assess the risks which are encountered by Bank MAYORA in order to achieve the set targets.

b. The assessment shall cover every risk potential, both individual and aggregate risks, including credit risk, market risk, liquidity risk, operational risk, legal risk, reputation risk, strategic risk, and compliance risk.

c. Internal control shall be reviewed correctly in the case of any unmitigated risk, either existing or newly occured risk.

The review is done namely by doing continuous evaluation on impact of every changing environment and condition as well as impact from target acheivement or itnernal control effectiveness in the Bank’s operational activity and organization.

3. Control Activities and Segregation of Duties

Control ActivitiesControl activities include policy, procedure and practice which provides sassurance to Bank MAYORA’s Executives and employees that the Board of Commissioners and the Board of Directors’ direction has been implemented effectively.

The control activities are applied in all functional level based on the Bank’s organization structure, including:

a. Top Level Review The Board of Directors of Bank MAYORA

requests for Executive and employee’s

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pejabat dan staf sehingga memungkinkan untuk mengkaji ulang hasil kemajuan (realisasi) dibandingkan dengan target yang akan dicapai, seperti laporan keuangan dibandingkan dengan rencana anggaran yang ditetapkan.

b. Kaji Ulang Kinerja Operasional (Functional Review) Kaji ulang ini dilaksanakan oleh SKAI dengan frekuensi yang lebih tinggi, baik kaji ulang secara harian, mingguan, maupun bulanan.

c. Pengendalian Sistem Informasi. Kegiatan pengendalian sistem informasi yaitu pengendalian umum dan pengendalian aplikasi:i. Pengendalian umum meliputi

pengendalian terhadap operasional pusat data, sistem pengadaan dan pemeliharaan software, pengamanan akses, serta pengembangan dan pemeliharaan sistem aplikasi yang ada. Pengendalian umum ini diterapkan terhadap mainframe, server, dan users workstation, serta jaringan internal - eksternal.

ii. Pengendalian aplikasi diterapkan terhadap program yang digunakan Bank MAYORA dalam mengolah transaksi dan untuk memastikan bahwa semua transaksi adalah benar, akurat dan telah diotorisasi secara benar. Selain itu, pengendalian aplikasi harus dapat memastikan tersedianya proses audit yang efektif dan untuk mengecek kebenaran proses audit dimaksud.

d. Pengendalian Aset Fisik (Physical Controls)Kegiatan ini meliputi pengamanan aset, catatan dan akses terbatas terhadap program komputer dan file data, serta membandingkan nilai aktiva dan pasiva Bank MAYORA dengan nilai yang tercantum pada catatan pengendali, khususnya pengecekan nilai aktiva secara berkala.

e. Dokumentasi kebijakan, prosedur, sistem dan standar akuntansi serta proses audit secara memadai.

Pemisahan Fungsi

Pemisahan fungsi ini dirancang agar setiap individu dalam jabatannya tidak memiliki peluang untuk melakukan dan menyembunyikan kesalahan atau penyimpangan dalam pelaksanaan tugasnya pada seluruh jenjang organisasi dan seluruh langkah kegiatan operasional dengan mematuhi prinsip pemisahan fungsi Four Eyes Principle.

performance information and report periodically to enable review activity over the progress (realization) compared to expected target, such as financial statements comparison with designated budget plan.

b. Functional Review The review is carried out by SKAI with higher

frequency, either conducted daily, weekly or monthly.

c. Informaton System Control. Information system control includes general control

and application control:i. General control includes control over the data

center operations, software procurement and maintenance system, access security as well as development and maintenance of the existing application system. The general control is applied to mainframe, server and users workstation as well as internal-external network.

ii. Application control is applied on the programs used by Bank MAYORA to process transactions and to make sure all transactions have been correct, accurate and authorized. Moreover, application control shall ensure availability of effective audit process and to check validity of the audit process.

d. Physical Controls These activities include security of assets,

records and limited access to computer program and data file, as well as comparing the values of Bank MAYORA assets and liabilities to the values recorded in the controlling record, particularly the periodic checking of the assets value.

e. Documentation of policy, procedure, accounting system and standard, as well as audit process sufficiently.

Segregation of Duties

The segregation of duties is designed so that each individual in his or her position has no opportunity to intentionally conduct bad practice or conceal any fraud or violation in carrying out his or her duties at organization levels and operational activities by complying to the Four Eyes Principle.

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Direksi Bank MAYORA telah menetapkan prosedur (kewenangan), termasuk penetapan daftar petugas yang dapat mengakses suatu transaksi atau kegiatan usaha yang berisiko tinggi.

4. Sistem Akuntansi, Informasi dan Komunikasi (Accountancy, Information and Communication)

Sistem Akuntansi Sistem Akuntansi meliputi metode dan catatan dalam rangka mengidentifikasi, mengelompokkan, menganalisis, mengklasifikasi, mencatat/membukukan dan melaporkan transaksi Bank.

Sistem Informasi Sistem Informasi menghasilkan laporan mengenai kegiatan usaha, kondisi keuangan, penerapan manajemen risiko dan pemenuhan ketentuan yang mendukung pelaksanaan tugas Dewan Komisaris dan Direksi.

Sistem Komunikasi Sistem komunikasi memberikan informasi kepada seluruh pihak, baik intern maupun ekstern, seperti Otoritas Pengawasan Bank, auditor ekstern, Pemegang Saham dan nasabah Bank MAYORA.

5. Kegiatan Pemantauan dan Tindakan Koreksi Penyimpangan (Monitoring and Correcting Deficiencies)

Kegiatan Pemantauan Kegiatan pemantauan dilakukan secara terus menerus terhadap efektivitas keseluruhan pelaksanaan pengendalian intern.

Fungsi SKAI Bank MAYORA melaksanakan kegiatan audit intern secara efektif dan menyeluruh terhadap sistem pengendalian intern. Pelaksanaan audit intern tersebut dilakukan oleh SKAI yang didukung oleh tenaga auditor yang independen, kompeten, dan memiliki jumlah yang cukup memadai.

Perbaikan Kelemahan dan Tindakan Koreksi Penyimpangan

Kelemahan dalam pengendalian intern, baik yang diidentifikasi oleh satuan kerja operasional (risk taking unit), SKAI maupun pihak lainnya, dilaporkan kepada Pejabat atau Direksi yang berwenang. Kelemahan pengendalian intern yang material juga dilaporkan kepada Dewan Komisaris.

Evaluasi Atas Efektivitas Sistem Pengendalian Intern

1. SKAI memantau dan mengevaluasi kecukupan Sistem Pengendalian Intern secara terus menerus berkaitan dengan adanya perubahan kondisi internal dan eksternal serta harus meningkatkan kapasitas sistem pengendalian intern tersebut agar efektivitasnya dapat ditingkatkan.

The Board of Directors of Bank MAYORA has stipulated the procedure (authority), including determining list of the staffs who are eligible to access high-risk business transaction or activity.

4. Accountancy, Information and Communication System

Accountancy SystemThis includes methods and records to identify, cluster, analyze, classify, record/book and report the Bank’s transaction.

Information SystemInformation system generates reports about business activity, financial condition, implementation of risk management and compliance to the regulations which support the Board of Commissioners and the Board of Directors’ duties.

Communication SystemCommunication system provides information to every party both internal and external, such as Bank Supervisory Authority, external auditor, Shareholders and Customers of Bank MAYORA.

5. Monitoring and Correcting Deficiencies

MonitoringMonitoring activity is carried out continuously to monitor effectiveness of overall internal control implementation.

SKAI functionBank MAYORA performs internal audit effectively and comprehensively to the internal control system. The Internal Audit is conducted out by SKAI supported by independent, competent and sufficient auditors.

Correcting Deficiencies and Lapses

Deficiencies in the internal control, either identified by the operational work unit (risk taking unit), SKAI or other parties, shall be reported to the Executive or the related Director. Material deficiencies also shall be reported to the Board of Commissioners.

Evaluation on the Effectiveness of Internal Control System1. SKAI continuously oversees monitors and evaluates

sufficiency of the Internal Control System related to changes in the internal and external conditions, and shall upgrade the internal control system’s capacity to improve its effectiveness.

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2. Sebagai bagian dari Sistem Pengendalian Intern, SKAI melaporkan hasil temuannya secara langsung kepada Dewan Komisaris atau Komite Audit, Direktur Utama, dan Direktur yang Membawahkan Fungsi Kepatuhan.

3. SKAI harus melakukan penilaian yang independen mengenai kecukupan dari dan kepatuhan Bank terhadap kebijakan dan prosedur yang telah ditetapkan.

Dalam menetapkan kedudukan, wewenang, tanggung jawab, profesionalisme, organisasi dan ruang lingkup tugas SKAI berpedoman pula kepada ketentuan Bank Indonesia yang berlaku tentang Penugasan Direktur Kepatuhan (Compliance Director) dan Penerapan Standar Pelaksanaan Fungsi Audit Intern (SPFAIB) Bank Umum.

Penyimpangan Internal

Bank telah menerbitkan Pedoman Penanganan Indikasi Fraud (Whistleblowing) yang bertujuan untuk meningkatkan efektivitas penerapan sistem pengendalian fraud dengan menitikberatkan pada pengungkapan dari pengaduan dan membentuk Tim Pengelolaan Laporan Indikasi Fraud serta hotline pelaporan indikasi fraud baik yang terjadi di Kantor Pusat/Kantor Cabang/Kantor Cabang Pembantu/Kantor Kas. Untuk meningkatkan kompetensi penanganan Anti Fraud , Bank secara berkala telah mengirimkan beberapa anggota tim Anti Fraud untuk mengikuti pelatihan eksternal (external training) dibidang Anti FraudSelama tahun 2017, Bank menghadapi beberapa internal fraud. Perbandingan internal fraud dengan tahun sebelumnya disajikan dalam tabel berikut :

*) Tidak ada kerugian financial bagi bank

Internal Fraud dalam 1 Tahun

Internal Fraud in 1 Year

Jumlah Kasus yang DIlakukan OlehTotal Case Committed By

PengurusManagement

Pegawai TetapPermanent Employee

Pegawai Tidak TetapNon-Permanent Employee

Tahun SebelumnyaPrevious Year

Tahun BerjalanCurrent Year





Total Fraud

Total Fraud

- - 3 2 1 -

Telah diselesaikan

Settled

- - 3 2 1 -

Dalam proses penyelesaian di internal Bank

Under Bank’s Internal Settlement Process

- - - - - -

Belum diupayakan penyelesaiannya

No Settlement

- - - - - -

Telah ditindaklanjuti melalui proses hukum

Followed-up Under Legal Process

- - - - - -

2. As part of the Internal Control System, SKAI reports its findings directly to the Board of Commissioners or the Audit Committee, President Director, and Compliance Supervising Director.

3. SKAI shall perform independent assessment on sufficiency of the Bank’s compliance to the stipulated policy and Procedure.

In determining the SKAI’s position, authority, responsibility, professionalism, organization and scope of work, SKAI adheres to Bank Indonesia Regulation on Compliance Director and Internal Audit Standards (SPFAIB).

Bank has issued Fraud Indication (Whistleblowing) Guideline aiming to improve the effectiveness of the fraud controlling system by emphasizing on disclosure of the complaints and established Fraud Indication Report Management Team and hotline for fraud indication reporting either occured in the Head Office/Branch Office/Sub-Branch Office/ Cash Office. Periodically, to develop Anti Fraud handling competency, the Bank had participated the Anti Fraud team personnel to participate in external Anti Fraud training.

Throughout 2017, the Bank encountered some internal fraud cases. Comparison of internal fraud case with previous year is presented in table below:

Internal Fraud

*) No Financial loss for the Bank

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Litigation

Perkara Penting

Pada tahun 2017, Bank MAYORA tidak menghadapi Perkara Penting dalam hal Perkara Hukum Perdata maupun Perkara Hukum Pidana.

Akses Informasi Dan Data Perusahaan

Sebagai bentuk transparansi kepada masyarakat, Bank MAYORA secara berkala menyebarluaskan informasi material mengenai aktivitas dan kinerja Bank. Keterbukaan informasi tersebut juga dalam rangka memenuhi amanat dan ketentuan yang disyaratkan pada POJK Nomor 6/POJK.03/2015 tanggal 31 Maret 2015 tentang Transparansi dan Publikasi Laporan Bank sebagaimana telah diubah dengan POJK Nomor 32/POJK.03/2016 tanggal 8 Agustus 2016.

Adapun bentuk dari keterbukaan informasi yang dilakukan oleh Bank MAYORA, adalah sebagai berikut:

Bank MAYORA senantiasa memberikan akses informasi penting kepada Stakeholders antara lain mengenai aspek finansial, peraturan terbaru perusahaan, dan kegiatan Corporate Social Responsibility (CSR).

Penyebaran informasi Bank MAYORA dilakukan melalui media sebagai berikut:1. Media elektronik seperti situs internal dan

emailblast dari Divisi Corporate Communication untuk menyampaikan informasi terkini mengenai berita kegiatan perusahaan, CSR, peraturan terbaru, informasi berita duka dan data karyawan yang baru masuk maupun yang mengundurkan diri.

2. Pada situs eksternal Bank MAYORA tersedia bagian khusus informasi berbagai laporan publikasi laporan keuangan yang bisa diunduh oleh Stakeholders termasuk ragam produk dan layanan Bank MAYORA, termasuk di antaranya informasi kurs dan lokasicabang Bank MAYORA.

3. Informasi melalui media lainnya, seperti e-Newsletter yang terbit setiap bulan, press release, poster dan banner. Seluruh informasi tersebut disajikan dalam situs yang senantiasa diperbaharui secara berkala.

As means of transparency to the society, Bank MAYORA disseminates material information about the Bank’s activity and performance regularly. The information disclosure also aims to fulfill mandate and requirement as regulated by PJK under Regulation Number 6/POJK.03/2015 dated March 31, 2015 on Bank’s Report Transparency and Publication as revised under POJK Number 32/POJK.03/2016 dated August 8, 2016.

The information disclosure activity done by Bank MAYORA is as follows:

Bank MAYORA always provides access to important information to Stakeholders namely through financial aspect, newest Company’s regulation and Corporate Social Responsibility (CSR).

Bank MAYORA information dislcosure is disseminated through media, as follows:1. Electronic media, such as internal website and

email blast from Corporate Communication Division to disseminate the latest information on the Company’s activities, CSR, new regulations, obituary and information on new recruits or information on employees who resigned from the Company.

2. At external website, Bank MAYORA provides special section for information about various published financial statements which stakeholders can download, and information on Bank MAYORA products and services, including exchange rate and locations of Bank MAYORA’s branch offices.

3. Other media, such as the monthly e-Newsletter, press releases, posters and banners.All of the information is presented on the website which is always updated.

In 2017, Bank MAYORA did not encounter any litigation either Civil or Criminal Case.

Access to Company Information and Data

Keterbukaan InformasiInformation Disclosure

2017 2016

Iklan Publikasii PengumumanAnnouncement Publication Advertisement

4 4

Iklan Publikasi Laporan Keuangan KuartalQuarter Financial Statements Publication Advertisement

4 4

Laporan TahunanAnnual Report

1 1

Siaran PersPress Release

6 7

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can maintain the reputation, reputation and the going concern of the Company. Therefore, the management establish the regulation concerning the Code of Ethics through the Management Circular Letter and perform reaffirmation through Internal Memo.

The Code of Ethics observed and practiced at Bank MAYORA are described as follow:

1. Conflict of InterestAll employees shall avoid any situation which leads to a conflict of interest between personal and family interests, and others with the Company’s interests which resulted in the loss of objectivity in decision making. This conflict of interest includes:

• Relationship between Employee and the Company. While being employed by the Company, an employee is not allowed to be attached to another work agreement with other employers. While working for the Company, all employees are required to use and good care of the equipment and facilities owned by the Company. Employees are required to avoid making a decision which put to the fore his or her personal or family interest. Thus, during the recruitment process, it is necessary that prospective employees not to have any familial relationship with the current employees of the Company.

• Relationship between Employee and Other Parties. In establishing relationship with customers, relations and/or partners, an employee must always honor the confidentiality of the information belonging to the customers, relations and/or partners, with regard to the prevailing law and regulations. The relationship between employees and other parties include:

Kode Etik

Dalam rangka mewujudkan visi dan misi Bank MAYORA, maka diperlukan komitmen seluruh insan Bank MAYORA baik Komisaris, Direksi dan karyawan yang tertuang dalam Kode Etik Bank MAYORA. Kode Etik merupakan pedoman bagi karyawan dalam bertingkah laku dan bersikap hati-hati sesuai dengan nilai-nilai moral yang menyangkut integritas, hati nurani dan profesionalisme yang diharapkan mampu menjaga nama baik dan kelangsungan usaha perusahaan. Kode Etik Bank MAYORA menjabarkan prinsip dasar perilaku pribadi dan profesional seluruh jajaran yang ada di Bank MAYORA dalam bersikap dan berperilaku yang sesuai dengan standar etika perbankan. Maka dengan diterapkannya Kode Etik di Bank MAYORA, karyawan dapat menjaga reputasi, nama baik dan kelangsungan Perusahaan. Oleh karena itu, manajemen menetapkan ketentuan Kode Etik Bank MAYORA melalui Surat Edaran Manajemen dan melakukan penegasan kembali dengan melalui Memo Intern.

Adapun Kode Etik yang berlaku di Bank MAYORA antara lain:

1. Pertentangan KepentinganSeluruh karyawan harus menghindari situasi benturan kepentingan antara kepentingan pribadi, keluarga dan pihak-pihak lain dengan kepentingan perusahaan yang mengakibatkan pada kehilangan obyektifitas dalam pengambilan keputusan. Pertentangan kepentingan ini mencakup:• Hubungan Karyawan dengan Perusahaan.

Karyawan selama bekerja di Perusahaan tidak diperbolehkan terikat perjanjian kerja dengan pemberi kerja lain. Selama bekerja di Perusahaan, karyawan juga diwajibkan untuk menggunakan dan memelihara peralatan dan fasilitas perusahaan dengan baik. Dalam hubungan karyawan dengan perusahaan, karyawan jugadiharuskan menghindari pengambilan keputusan yang mengutamakan kepentingan pribadi dan keluarganya. Oleh karena itu, dalam proses seleksi penerimaan karyawan sangat dihindari calon karyawan yang mempunyai hubungan keluarga langsung dengan salah seorang karyawan Perusahaan.

• Hubungan Karyawan dengan Pihak-pihak Lain. Dalam menjalin hubungan dengan nasabah, relasi dan/atau rekanan, karyawan harus menjaga kerahasiaan nasabah, relasi dan/atau rekanan tersebut sesuai dengan ketentuan yang berlaku. Adapun hubungan karyawan dengan pihak-pihak lainnya mencakup:

Code of Ethics

To achieve its vision and mission, Bank MAYORA commitment from personnel of Bank MAYORA is needed, including the Board of Commissioners and Directors and all employees as stipulated in Bank MAYORA Code of Ethics. The Code of Ethics is a guideline for the employees to practice prudence and uphold moral values which include integrity, clear conscience and professionalism. Everyone is expected to be able to uphold the reputation of Bank MAYORA and support the continuity of the Bank’s operations and activities. Bank MAYORA Code of Ethics describes the basic principles of personal and professional behaviour of all levels in Bank MAYORA in attitude and behavior in accordance with ethical standards of banking. With the implementation of the Code of Ethics, employees

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• Pelayanan Kepada Nasabah• Hubungan dengan Pihak ketiga• Pemberian dan Penerimaan Hadiah• Entertainment• Penyuapan• Aktivitas di Luar Perusahaan• Hubungan Antar Karyawan. Dalam menjalin

hubungan dengan nasabah, relasi dan/atau rekanan, karyawan harus menjaga kerahasiaan nasabah.

2. Penanganan InformasiKaryawan bertanggungjawab untuk mengamankan dan menjaga kerahasiaan informasi yang ditanganinya sesuai dengan ketentuan yang berlaku. Karyawan hanya diperkenankan memperlihatkan dan/atau membawa keluar dari Perusahaan, turunan atau catatan-catatan yang ada kaitannya dengan dokumentasi atau informasi tersebut atas ijin atasan dan sesuai dengan prosedur yang berlaku. Selain itu, karyawan tidak diperbolehkan memberi informasi kepada pihak-pihak lain baik secara langsung maupun tidak langsung serta menyalahgunakan wewenang yang dapat merugikan pihak Perusahaan atau dengan tujuan untuk memperoleh manfaat pribadi, kelompok atau golongan tertentu.

3. Kepatuhan dan EtikaKaryawan wajib untuk memahami dan mentaati setiap ketentuan, kebijakan dan peraturan yang berlaku. Bagi karyawan yang melakukan pelanggaran, penyimpangan atau kelalaian terhadap setiap ketentuan, kebijakan atau peraturan yang berlaku, maka akan dikenakan sanksi sesuai dengan prosedur dan ketentuan yang berlaku.

4. Penegakan Kode EtikSeluruh karyawan memiliki peran dan tanggungjawab dalam penegakan kode etik sehingga seluruh karyawan wajib memahami, mentaati dan melaksanakan kode etik. Karyawan diharapkan mesosialisasikan kode etik kepada rekan kerja. Apabila terjadi pelanggaran ataupun percobaan pelanggaran terhadap kode etik, maka karyawan wajib melaporkan kepada atasan dan atau Bagian Human Capital. Selain itu, atasan bertanggungjawab untuk mensosialisasikan kode etik kepada karyawan/bawahannya dan memastikan karyawan memahami dan menjalankan kode etik tersebut. Setiap pelanggaran, penyimpangan atau kelalaian terhadap kode etik dan atau jika karyawan mengetahui adanya pelanggaran dan percobaan pelanggaran namun tidak melaporkannya, akan dikenakan sanksi baik secara perdata maupun pidana sesuai dengan prosedur dan ketentuan yang berlaku dan pada tingkat tertentu dapat mengakibatkan Pemutusan Hubungan Kerja dengan atau tanpa Peringatan.

Jumlah pelanggaran kode etik di Bank MAYORA di tahun 2017 adalah “Nihil”.

• Service to customers• Relationship with a Third Party• Giving and receiving gifts• Entertainment• Bribery• Activities outside of the Company• Relationship between Employees.

The relationship is based on mutual trust, appreciation and respect with regard to the Company’s values.

2. Information ManagementEmployees are responsible to secure and protect confidentiality of any information they are entrusted with based on the regulation. Employees are permitted only to show and/or takeout of the Company derivatives or records related to the documentation or information after getting approval from their superior and based on the prevailing regulation. Moreover, an employee is not allowed to share information with other parties either directly or indirectly, nor is he or she allowed to misuse his or her position which resulting in the Company experiencing loss or the employee gaining personal benefit or benefit for particular group.

3. Compliance and EthicsAll employees are required to understand and comply to every prevailing rule, policy and regulation. An employee who has committed a violation, irregularity or omission against any rule, policy and regulation will be charged by sanction based on the prevailing procedure and regulation.

4. Enforcing the Code of EthicsAll employees have role and responsibility to uphold the Company’s Code of Ethics. This means all employees are required to understand, adhereto, and exercise the Company’s Code of Ethics. Employees are expected to disseminate the content of the Code of Ethics to their colleagues. Any attempt to violate or against the Code of Ethics should be reported to the employee’s superior and/or Human Resources Division. The superior is responsible for the dissemination of the Code of Ethics to his or her subordinates, and makes sure that the employees understand and exercise the Code of Ethics. If an employee fails to report any violation, irregularity or omission, and/or any attempt of violation of the Code,he or she is a subject to a civil or criminal sanction based on the procedure or regulation, which to some extent may lead to termination of employment withor without due notice. Throughout 2016, the Human Capital unit did not find violations of the code of ethics in Bank MAYORA.

Total Code of Conduct at Bank MAYORA in 2017 is “Zero.”

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Budaya Kerja

Sejak tahun 2016 Bank MAYORA memperkenalkan Corporate Values yang dikenal dengan IMPACT (Integrity, Focus on Customer, Passion,Continuous Improvement, Team Work). Corporate Values ini akan terus menerus diinternalisasi kepada seluruh karyawan Bank MAYORA melalui berbagai macam kegiatan antara lain : sosialisasi ke seluruh karyawan, program awareness yang di ikuti oleh seluruh karyawan seperti lomba pembuatan video impact, quiz impact dan sebagainya.

Pada tahun 2016, Bank MAYORA memperkenalkan nilai-nilai perusahaan yang menjadi dasar budaya kerja Bank MAYORA. Nilai-Nilai Dasar inilah yang menjadi acuan perilaku para karyawan Bank MAYORA, agar senantiasa dapat memberikan kepercayaan terbaik.• Integrity

Sikap konsisten dalam perkataan dan tindakan dalam rangka melaksanakan tugas dengan penuh tanggungjawab.

• Focus on Customers Memahami kebutuhan dan harapan customer dalam rangka memberikan layanan dan solusi yang tepat dan bermanfaat.

• Passion Semangat dan kecintaan dalam bekerja dengan penuh dedikasi untuk memberikan hasil yang terbaik.

• Continuous Improvement Inisiatif untuk melakukan perbaikan terus menerus dalam rangka menyediakan produk dan layanan yang memberi nilai tambah.

• TeamworkMemahami diri sendiri dan orang lain untuk bekerjasama secara efektif.

Whistleblowing System

Seiring dengan dinamika bisnis yang semakin kompleks, maka kemungkinan tingkat dan pola penyimpangan pengelolaan Bank MAYORA juga semakin meningkat. Berdasarkan pada prinsip aman, responsif, transparan, akuntabel dan bertanggung jawab, diperlukan upaya optimalisasi peran serta dari jajaran pengurus dan karyawan dalam mengungkap pelanggaran yang terjadi di lingkungan Bank MAYORA.

Untuk menangani kejadian fraud, Bank telah membentuk Tim Anti Fraud melalui Surat Keputusan Direksi No.021/SK-DIR/VIII/2014 tentang Penunjukan Tim Anti Fraud.

Since 2016, Bank MAYORA has introduced Corporate Values, known as IMPACT (Integrity, Focus on Customer, Passion, Continuous Improvement, Teamwork). Corporate Values will continuously be internalized to all employees of Bank MAYORA through a variety of activities including: dissemination to all employees, awareness programs followed by all employees such as impact video contest, impact quiz, etc.

In 2016, Bank MAYORA introduces corporate values that become the foundation of Bank MAYORA’s work culture. The Core Values become the guideline for employees in conducting operations and providing the best services.

• IntegrityConsistency between words and actions in implementing the duties with full responsibility.

• Focus on CustomersUnderstanding customer’s need and expect in order to provide appropriate and beneficial services and solutions.

• PassionPassion and devotion in working dedicatedly to provide the best results.

• Continuous ImprovementInitiatives to perform continuous improvement in order to provide added value products and services.

• TeamworkUnderstanding ourselves and others to collaborate effectively.

In line with more complex business dynamics, the probability of irregularities in the management of Bank MAYORA also increases. Based on the safety, effective response, transparency, accountability and responsibility principles, the management and employees need to optimize the effort to disclose any irregularities ocured at Bank MAYORA.

To handle fraudulent acts, Bank MAYORA has established Anti Fraud Team as stipulated in the Board of Directors Decision Letter No.021/SK-DIR/VIII/2014 on the Appointment of Anti Fraud Team.

Whistleblowing System

Corporate Culture

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Membership CompositionSupervisor: President DirectorChairman: Head of Internal Audit DivisionMembers : Head of Risk Management Work Unit Head of Compliance Head of Human Capital Head of System & Procedure Head of Internal Audit


Duty and Responsbility of Anti Fraud Team are as follows:• Receive reports on the indication of fraud from

internal and external party (whistleblowing).• Conduct in-depth investigation of the report.

• Conduct in-depth analysis of the fraudulent cases which have happened and involved the internal party (employees/staff) or external party (customers of Bank MAYORA).

• Report the result of the analysis of fraudulent act indication to President Director, with a copy sent to the Director of Compliance.

• Maintain the confidentiality of the whistleblower’s identity based on whistleblowing regulations.

• Conduct oversight of fraudulent risk management.• Other matters related to possible fraudulent acts.

As part of the anti fraud strategy and part of the implementation of GCG, Bank MAYORA has developed the facility/media to support whistleblowing, using a systematic, simple and efficient Whistleblowing System, with high level of confidentiality as stipulated in a written guideline.

Fraud Report Submission

Every employee who is aware of a fraudulent act or misappropriation which causes a material or non-material loss to the Company is required to report it to the Anti Fraud Team using one of these methods:

1. Reporting via Hot LineThe report is submitted via Bank MAYORA PO BOX, or a hot line by contacting a specified telephone number or email.

2. Reporting via Anti Fraud TeamReporting via telephone/email/letter by contacting one of the members of the Anti Fraud Team on each member’s telephone number/email address.

Susunan KeanggotaanPenanggung Jawab: Direktur UtamaKetua : Kepala Divisi Internal AuditAnggota : Kepala Bagian Satuan Kerja

Manajemen Risiko Kepala Bagian KepatuhanKepala Bagian Human CapitalKepala Bagian System & ProcedureKepala Bagian Internal Audit


Tugas dan tanggung jawab Tim Anti Fraud adalah sebagai berikut:• Menerima laporan indikasi fraud dari internal dan

eksternal (whistleblowing).• Melakukan pendalaman atas laporan indikasi fraud

yang diterima.• Melakukan pendalaman analisa atas kasus fraud

yang terjadi baik yang melibatkan pihak internal (karyawan) maupun pihak eksternal (nasabah Bank MAYORA).

• Melaporkan hasil analisa atas indikasi fraud yang terjadi kepada Direktur Utama dan ditembuskan kepada Direktur yang Membawahkan Fungsi Kepatuhan.

• Menjaga kerahasiaan karyawan yang melaporkan indikasi fraud sesuai ketentuan whistleblowing.

• Melakukan pemantauan pengelolaan risiko fraud.• Hal-hal lain yang berhubungan dengan fraud yang

mungkin terjadi. Sebagai bagian dari strategi anti fraud dan penerapan prinsip Tata Kelola Perusahaan yang Baik, Bank MAYORA mengembangkan sarana/media pengaduan/penyingkapan pelanggaran dengan menetapkan metode Whistleblowing System yang sistematis, sederhana dan mudah, dengan tingkat kerahasiaan yang tinggi yang diatur dalam suatu pedoman tertulis.

Penyampaian Laporan Pelanggaran

Setiap karyawan yang mengetahui adanya perbuatan curang atau penyalahgunaan yang mengakibatkan kerugian bagi perusahaan baik secara materi atau tidak, diharuskan melaporkannya kepada Tim Anti Fraud dengan cara sebagai berikut:1. Pengaduan Melalui Hot Line

Pengaduan melalui surat menyurat ke PO BOX Bank MAYORA, hot line dengan menghubungi nomor telepon atau email tertentu.

2. Pengaduan Melalui Tim Anti FraudPengaduan melalui telepon/email/surat tertulis dilakukan dengan menghubungi salah satu dari anggota Tim Anti Fraud dengan nomor telepon/email dari masing-masing anggota.

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3. Pengaduan Dengan Tatap MukaPengaduan dengan cara tatap muka dapat dilakukan di kantor maupun di luar kantor baik pada jam kerja maupun di luar jam kerja.

Di seluruh unit bisnis terkait (kantor Bank) sudah melakukan penempelan brosur mengenai mekanisme pelaporan indikasi fraud (Whistleblowing), sehingga diharapkan pendeteksian dini dan pelaporan indikasi fraud dapat berjalan secara cepat dan efektif dengan adanya media penyampaian yang disediakan oleh Bank.

Perlindungan bagi Whistleblower

1. Bagi karyawan yang melaporkan/memberikan pengaduan atas indikasi fraud/kasus yang terjadi maka Manajemen akan berkomitmen untuk memberikan dukungan dan perlindungan kepada setiap pelapor indikasi fraud serta menjamin kerahasiaan identitas pelapor indikasi fraud dan laporan indikasi fraud yang disampaikan.

2. Pelapor indikasi fraud dapat mengadukan kepada Tim Anti Fraud, apabila mendapatkan tindak balasan berupa pemberian tekanan, ancaman, atau tindakan yang merugikan dirinya, seperti pemecatan yang tidak adil, penurunan jabatan atau pangkat, pelecehan, maupun diskriminasi dalam segala bentuk dan catatan negative dalam catatan data pribadinya (personal file record).

Jumlah laporan yang masuk melalui mekanisme Whistleblowing System (WBS) tahun 2017 adalah “Nihil”.

Pengungkapan Aspek Lainnya

1. Penyediaan Dana Kepada Pihak Terkait dan Dana BesarPenyediaan Dana Kepada Pihak Terkait (Related Party) dan Penyediaan Dana Besar (Large Exposure)Pendanaan kepada pihak terkait dan penyediaan dana besar, Bank MAYORA senantiasa memperhatikan prinsip kehati-hatian dan berpedoman pada ketentuan Bank Indonesia tentang Batas Maksimum Pemberian Kredit (BMPK).

Pendanaan kepada pihak terkait dan debitur inti posisi Desember 2017 adalah sebagai berikut :

3. Direct ReportA direct report can be made by the whistleblower at the office or outside of the office either during work hours or outside the work hours.

Brochures have been posted at all of the related business units (Bank offices) regarding the mechanism of whistleblowing. This way, early detection and reporting on the indication of fraud can be swift and effective by the provision of reporting media provided by the Bank.

Protection for Whistleblower

1. The Management is committed to provide protection and support for any employee who files a report of an indication of fraud. The confidentiality of the whistleblower’s identity and the report of the indication of fraud are certainly guaranteed by the Management.

2. The whistleblower can file a report to the Anti Fraud Team for any retaliation form of pressure, threats, or other harmful acts addressed to him or to her, including unfair termination of employment, demotion, harassment, as well as any kind of discrimination acts and negative notes in his or her personal file record.

Total report submitted via Whistleblowing System (WBS) mechanism in 2017 is “Zero.”

1. Funds Provision to Related Party and Large Exposures Funds Provision to Related Parties and Large Exposures Financing to related party and large exposures, Bank MAYORA always concerns prudent principle and complies to Bank Indonesia concerning Legal Lending Limit (BMPK).

Financing to related party and core debtors as of December 2017 position is as follows:

Disclosure of Other Aspects

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No Penyediaan DanaFund Provision

JumlahTotal

Debitur Debtors

Nominal (Jutaan Rp)Amount (Million Rp)

1 Kepada Pihak Terkait

Kepada Pihak Terkait

31 61.618

2 Kepada Debitur Inti

Kepada Debitur Inti

a. Individu Individu

b. Group Group 5

10

475.360

972.110

2. Kredit yang DirestrukturisasiRestrukturisasi Kredit adalah upaya perbaikan yang dilakukan Bank dalam kegiatan perkreditan terhadap debitur yang mengalami kesulitan untuk memenuhi kewajibannya.

Selama tahun 2017, Bank MAYORA melakukan restrukturisasi kredit dengan :• Perubahan Fasilitas Kredit;• Perubahan Angsuran;• Perubahan Jangka Waktu Kredit;• Penurunan Plafond;• Perpanjangan Avalaible Period dan Grace

Period.

3. Pemberian Dana Kegiatan Sosial dan/atau Politik Kegiatan SosialBank MAYORA secara aktif berkontribusi dalam meningkatkan kesejahteraan masyarakat melalui maupun dalam perbaikan kondisi lingkungan hidup melalui kegiatan sosial berupa donor darah dan bakti sosial.

Selama tahun 2017, Bank MAYORA telah melaksanakan kegiatan donor darah dan bakti sosial, sebagai berikut :

Pemberian dana untuk kegiatan politikSelama tahun 2017, Bank MAYORA tidak pernah melakukan pemberian dana untuk kegiatan politik.

2. Restructured LoansRestructured Loans refers to improvement action done by the Bank in credit activity to debtors who experienced difficulty in fulfilling their liabilities.

Throughout 2017, Bank MAYORA conducted credit restructuring through:• Changing Credit Facility;• Changing Installment;• Changing Credit Terms;• Lower Plafond;• Extension of Available Period and Grace

Period.

3. Funds Donation in Social and/or Political activitySocial ActivityBank MAYORA actively contributes to improve welfare of the society throughand improvement of environment condition through social activity as blood donation and social charity.

Throughout 2017, Bank MAYORA had conducted blood donation and social charity activity, as follows:

Funds Donation for Political ActivityThroughout 2017, Bank MAYORA had never been involved in fund donation for political activity.

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4. Anti Corruption and Gratification Control Policy Bank MAYORA has Anti Fraud and Code of

Conducts Guideline which reflects Anti Corruption and Gratification Control Policy.

Daftar Kegiatan CSR 2017List of CSR Activities 2017

NoBiaya

Donation

Peserta KegiatanParticipants

Lokasi KegiatanPlace

Tanggal Pelaksanaan

Dates

Nama KegiatanActivities

1 3,150,000 106 donor Kantor Pusat 17 Juli 2017 Donor Darah karyawan bank MAYORA

2 7,800,000 80 donor RPTRA Kenanga, Cideng

23 Juli 2017 Donor Darah warga Cideng

3 3,490,000 100 donor Kantor Pusat 28 Oktober 2017 Donor Darah karyawan bank MAYORA

4 3,150,000 50 meja anak RPTRA Kenanga 21 Juli 2017 Donasi meja lipat RPTRA kenanga

5 27,173,250 9 penerima KP Tomang 28 Juli 2017 Bidik Misi MAYORA

6 12,147,320 400 goodie bag RPTRA Kenanga 30 Mei 2017 Sponsorship HUT RPTRA Kenanga

7 17,392,400 4 unit AC, 5 unit akrilik jendela

RPTRA Kenanga 30 Mei 2017 Donasi infrastruktur RPTRA Kenanga

8 4,867,200 32 karton Bakmi Mewah

Gereja St Matias Rasul

3 Maret 2017 Bakti sosial Gereja St. Matias Rasul

9 5,000,000 Donasi Rp 5 juta

Donasi 30 April 2017 Bakti Sosial anak yatim yayasan Pesantren Nurul Huda, Bogor

10 5,000,000 Donasi Rp 5 juta

Donasi 31 Mei 2017 Santunan 500 anak yatim bersama Ikatan Bankir Indonesia (IBI)

11 8,552,400 Kegiatan bakti sosial

KC Ambon 10 Desember 2017 Bakti Sosial panti asuhan Caleb House , Ambon

Total Dana

CSR 2017

2017 Total

Donations

97,722,570

4. Kebijakan Anti Korupsi dan Pengendalian Gratifikasi Bank MAYORA memiliki Pedoman Anti Fraud

dan Kode Etik Perusahaan yang mencerminkan Kebijakan Anti Korupsi dan Pengendalian Gratifikasi.

06Tata Kelola Perusahaan - Bank Mayora

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