Striving with New Ways amidst the Challenges - JACCS MPM ...

LAPORAN TAHUNAN TERINTEGRASIINTEGRATED ANNUAL REPORT

2020

Striving withNew Ways amidst the Challenges

Berusaha dengan Cara Baru di Tengah Tantangan

Sanggahan dan Batasan Tanggung JawabDisclaimer and Limitation of Liability

Laporan tahunan terintegrasi ini memuat pernyataan kondisi keuangan, hasil operasional, proyeksi, rencana, strategi, kebijakan, serta tujuan JACCS MPM Finance Indonesia, yang digolongkan sebagai pernyataan ke depan dalam pelaksanaan perundang-undangan yang berlaku, kecuali hal-hal yang bersifat historis. Pernyataan-pernyataan tersebut memiliki prospek risiko, ketidakpastian, serta dapat mengakibatkan perkembangan aktual secara material berbeda dari yang dilaporkan. Pernyataan-pernyataan prospektif dalam laporan tahunan terintegrasi ini dibuat berdasarkan berbagai asumsi mengenai kondisi terkini dan kondisi JACCS MPM Finance Indonesia pada masa mendatang serta lingkungan bisnis di mana JACCS MPM Finance Indonesia menjalankan kegiatan usaha. JACCS MPM Finance Indonesia tidak menjamin bahwa dokumen-dokumen yang telah dipastikan keabsahannya ini akan memberikan hasil yang diharapkan.

Laporan tahunan terintegrasi ini memuat kata “JACCS MPM Finance Indonesia” dan “Perseroan” yang didefinisikan sebagai PT JACCS Mitra Pinasthika Mustika Finance Indonesia yang menjalankan kegiatan usaha di bidang pembiayaan. Penyebutan satuan mata uang “Rupiah”, “Rp” atau "IDR" merujuk pada mata uang resmi Republik Indonesia, sedangkan “Dolar AS” atau "USD" merujuk pada mata uang resmi Amerika Serikat. Semua informasi keuangan disajikan dalam mata uang Rupiah sesuai dengan Standar Akuntasi Keuangan Indonesia. Laporan ini disajikan dalam dua bahasa yaitu Bahasa Indonesia dan Bahasa Inggris dengan menggunakan jenis dan ukuran huruf yang mudah dibaca dan dicetak dengan kualitas yang baik. Dalam hal terdapat perbedaan penafsiran informasi dalam Bahasa Inggris dengan informasi dalam Bahasa Indonesia, maka informasi yang digunakan sebagai acuan adalah informasi dalam Bahasa Indonesia.

This integrated annual report contains statements of financial conditions, results of operational, projections, plans, strategies, policies, and objectives of JACCS MPM Finance Indonesia, which are classified as forward-looking statements in the implementation of the prevailing legislation, except for historical matters. These statements have the prospect of risk, uncertainty, and can result in actual developments that are materially different from those reported. Prospective statements in this integrated annual report are based on various assumptions regarding the current conditions of JACCS MPM Finance Indonesia in the future and the business environment in which JACCS MPM Finance Indonesia conducts business activities. JACCS MPM Finance Indonesia does not guarantee that the documents that have confirmed their validity will provide the expected results.

This integrated annual report contains the words “JACCS MPM Finance Indonesia” and “the Company” which are defined as PT JACCS Mitra Pinasthika Mustika Finance Indonesia that carries out business activities in the finance sector. The denomination of the currency unit “Rupiah”, “Rp” or "IDR" refers to the official currency of the Republic of Indonesia, while “US Dollar” or "USD" refers to the official currency of the United States. All financial information is presented in Rupiah in accordance with Indonesian Financial Accounting Standards. This report is presented in two languages, Indonesian and English. The languages are easily readable, typed with sizes of letters in the best quality of print. In the event that there is any difference in interpretation of information in English with information in Indonesian, the information used as a reference is the information in Indonesian.

Pandemi Covid-19 telah menghantam berbagai sektor bisnis, termasuk sektor pembiayaan. Namun demikian, Perseroan tetap mampu menghadapi tantangan terberat yang pernah ada tersebut dengan berbagai cara. Dimulai dengan merubah strategi bisnis yang difokuskan pada peningkatan kualitas aset dengan memperketat kebijakan pemberian kredit dan penguatan dalam hal strategi penagihan termasuk penerapan restrukturisasi kredit untuk konsumen terdampak Covid-19 yang sejalan dengan kebijakan Otoritas Jasa Keuangan (OJK). Perseroan juga mengedepankan penerapan protokol kesehatan yang baik di kantor pusat maupun di kantor cabang. Semua upaya tersebut tentunya dilakukan untuk mempertahankan kelangsungan bisnis sekaligus meletakkan dasar yang kuat untuk pencapaian kinerja yang lebih baik di masa mendatang.

The Covid-19 pandemic has hit various business sectors, including the finance sector. However, the Company was still able to face the toughest challenges ever in various ways. Starting with changing the business strategy that focuses on improving asset quality by tightening credit policies and strengthening collection strategies, including the implementation of credit restructuring for customers affected by Covid-19, which is in line with the policies of the Financial Services Authority (OJK). The Company also puts forward the implementation of good health protocols both at the head and branch offices. All of these efforts were carried out in order to maintain business continuity while at the same time laying a solid foundation for the achievement of better performance in the future.

Striving withNew Ways amidst the Challenges

1

Prawacana Preface

Berusaha dengan Cara Baru di Tengah Tantangan

PT JACCS MPM Finance Indonesia | Laporan Tahunan Terintegrasi 2020 Integrated Annual Report

Laporan Tahunan Terintegrasi 2020 Integrated Annual Report | PT JACCS MPM Finance Indonesia2

Daftar Isi Contents

Sanggahan dan Batasan Tanggung JawabDisclaimer and Limitation of LiabilityPrawacana Preface

1

Daftar Isi Contents

2

Ikhtisar KinerjaPerformance HighlightsIkhtisar Kinerja Keuangan Financial Highlights

6

Grafik Kinerja KeuanganFinancial Highlights Graph

7

Ikhtisar Kinerja Saham dan Aksi KorporasiHighlights of Share Performance and Corporate Action

8

Ikhtisar ObligasiBonds Highlights

8

Ikhtisar Kinerja SosialSocial Performance Highlights

9

Ikhtisar Kinerja LingkunganEnvironmental Performance Highlights

9

Peristiwa Penting Tahun 2020 2020 Significant Events

10

Penghargaan Award

11

Laporan ManajemenManagement ReportSambutan Dewan Komisaris Message of the Board of Commissioners

14

Laporan Direksi Report of the Board of Directors

18

Profil Perusahaan Company ProfileData Perusahaan Company Data

24

Sekilas PerseroanCompany Brief History

25

Rekam Jejak Milestone

26

Visi, Misi, dan Nilai-Nilai PerusahaanVision, Mission, and Core Values

28

Kegiatan UsahaLine of Business

30

Keanggotaan pada AsosiasiMembership in Association

31

Struktur Organisasi Organizational Structure

32

Profil Dewan Komisaris Board of Commissioners' Profile

34

Profil Direksi Board of Directors' Profile

36

Struktur Kepemilikan SahamShare Ownership Structures

40

Komposisi Pemegang SahamShareholders Composition

40

Kronologis Pencatatan SahamSharelisting Chronology

40

Kronologis Pencatatan Efek LainnyaChronology of Other Securities Listing

40

Informasi Pada Situs Web PerseroanInformation on the Company’s Website

41

Wilayah OperasionalOperational Area

41

Lembaga dan Profesi Penunjang Pasar ModalCapital Market Supporting Institutions and Professions

42

Pendidikan dan/atau Pelatihan Organ Utama dan Organ Pendukung PerseroanTraining and/or Education of the Company’s Main Organs and Supporting Organs

43

Sumber Daya ManusiaHuman Resources

46

Teknologi InformasiInformation Technology

51

Analisis dan Pembahasan Manajemen Management Discussion and AnalysisTinjauan Makroekonomi dan IndustriMacroeconomics and Industry Review

54

Tinjauan Operasi per SegmenReview of Operation by Segment

56

Tinjauan Keuangan Financial Review

60

Kemampuan Membayar UtangDebt Paying Ability

66

Tingkat Kolektibilitas PiutangReceivables Collectability Level

67

Struktur Permodalan dan Kebijakan Manajemen atas Struktur PermodalanCapital Structure and Management Policy for Capital Structure

67

Ikatan Material Investasi Barang ModalMaterial Commitments for Capital Goods Investment

68

Informasi dan Fakta Material yang Terjadi Setelah Tanggal Laporan Akuntan 22 April 2021Material Information and Facts After Reporting Date April 22, 2021

68

Prospek UsahaBusiness Prospect

68

Perbandingan Antara Target dan Realisasi di Tahun 2020Comparison Between Target and Realization in 2020

69

Aspek Pemasaran Marketing Aspect

70

PT JACCS MPM Finance Indonesia | Laporan Tahunan Terintegrasi 2020 Integrated Annual Report 3

Striving with New Ways amidst the Challenges

Kebijakan Dividen Dividend Policy

72

Realisasi Penggunaan Dana Hasil Penawaran UmumUse of Public Offering Proceeds

72

Informasi Material Mengenai Investasi, Ekspansi, Divestasi, Penggabungan/Peleburan Usaha, Akuisisi, Restrukturisasi Utang/Modal, Transaksi Afiliasi, dan Transaksi yang Mengandung Benturan KepentinganMaterial Information Regarding Investment, Expansion, Divestment, Merger/Consolidation, Acquisition, Debt/Capital Restructuring, Affiliated Transactions, and Transactions Containing Conflict of Interest

73

Pengaruh Perubahan Regulasi Pemerintah Terhadap PerseroanEffect of Changes in Government Regulation on the Company

73

Pengaruh Perubahan Standar Akuntansi KeuanganTerhadap PerseroanImpact of Changes in Financial Accounting Standards on the Company

74

Informasi Kelangsungan UsahaBusiness Continuity Information

75

Tata Kelola PerusahaanGood Corporate GovernanceTata Kelola PerusahaanCorporate Governance

78

Rapat Umum Pemegang Saham General Meeting of Shareholders

82

Dewan Komisaris Board of Commissioners

88

Direksi Board of Directors

94

Penilaian Terhadap Kinerja Dewan Komisaris dan DireksiAssessment on Performance of the Board of Commissioners and the Board of Directors

100

Kebijakan Remunerasi bagi Dewan Komisaris dan DireksiRemuneration Policy for the Board of Commissioners and Directors

101

Hubungan Afiliasi Antara Anggota Dewan Komisaris, Direksi, dan Pemegang Saham UtamaAffiliation Relationships of Board of Directors, Board of Commissioners and Majority Shareholders

102

Komite Audit Audit Committee

103

Komite Nominasi dan RemunerasiNomination and Remuneration Committee

107

Komite Tata Kelola TerintegrasiIntegrated Governance Committee

112

Komite-Komite di Bawah DireksiCommittees Under the Board of Directors

116

Sekretaris Perusahaan Corporate Secretary

118

Audit Internal Internal Audit

120

Sistem Pengendalian InternInternal Control System

123

Audit Eksternal External Auditor

124

Manajemen Risiko Risk Management

125

Perkara PentingLegal Cases

130

Sanksi Administratif Administrative Sanctions

130

Akses Informasi dan Data PerseroanAccess to Information and Data of the Company

130

Program Kepemilikan Saham oleh Karyawan atau ManajemenManagament and Employee Stock Option Program

130

Kode EtikCode of Conducts

131

Sistem Pelaporan Pelanggaran Whistleblowing System

132

Kebijakan Anti-FraudAnti-Fraud Policy

133

Kebijakan PengadaanProcurement Policy

133

Pemangku KepentinganStakeholders

134

Tanggung Jawab Sosial PerusahaanCorporate Social ResponsibilityMembangun Budaya BerkelanjutanBuilding a Sustainable Culture

138

Kinerja KeberlanjutanSustainability Performance

138

Lingkungan HidupEnvironment

139

Praktik Ketenagakerjaan, Kesehatan dan Keselamatan KerjaOccupational Health and Safety Practices

141

Tanggung Jawab Terhadap Sosial KemasyarakatanResponsibility Towards Social Community

144

Tanggung Jawab Kepada PelangganResponsibility Towards Customers

145

Pernyataan Dewan Komisaris dan Direksi Tentang Tanggung Jawab atas Laporan Tahunan Terintegrasi 2020 PT JACCS Mitra Pinasthika Mustika Finance IndonesiaStatement of the Board of Commissioners and the Board of Directors on the Responsibility for the 2020 Integrated Annual Report of PT JACCS Mitra Pinasthika Mustika Finance Indonesia

147

Laporan KeuanganFinancial Statement

Ikhtisar KinerjaPerformance Highlights

Ikhtisar Kinerja Performance Highlights

6 Laporan Tahunan Terintegrasi 2020 Integrated Annual Report | PT JACCS MPM Finance Indonesia

Ikhtisar Kinerja KeuanganFinancial Highlights

Laporan Laba Rugi danPenghasilan Komprehensif Lain(dalam jutaan Rupiah, kecuali dinyatakan lain)

2020 2019* 2018Statement of Profit or Loss and

Other Comprehensive Income(in million Rupiah, unless otherwise stated)

Jumlah Pendapatan 1.774.836 1.839.122 1.660.398 Total Income

(Rugi) Laba Bruto 763.353 1.119.643 1.097.439 Gross Profit (Loss)

(Rugi) Laba Sebelum Pajak Penghasilan (369.932) 13.618 204.820 (Loss) Income Before Income Tax

(Rugi) Laba Bersih (296.375) (8.392) 151.070 Net Income (Loss)

Jumlah (Rugi)/Laba Komprehensif (404.358) (48.037) 52.847 Total Comprehensive (Loss)/Income

(Rugi) Laba Tahun Berjalan yang Dapat Diatribusikan kepada:

(Loss) Profit for the Year Attributable to:

Pemilik Entitas Induk (177.825) (5.035) 90.642 Owners of the Company

Kepentingan Non-Pengendali (118.550) (3.357) 60.428 Non-Controlling Interests

Jumlah (Rugi)/Laba Komprehensif Tahun Berjalan yang Dapat Diatribusikan Kepada:

Total Comprehensive (Loss)/Income for the Year Attributable to:

Pemilik Entitas Induk (242.615) (28.822) 31.708 Owners of the Company

Kepentingan Non-Pengendali (161.743) (19.215) 21.139 Non-Controlling Interests

Laba per Saham Dasar (dalam Rupiah penuh)

(242.043) (6.854) 123.375 Earnings per Share(in full Rupiah)

Laporan Posisi Keuangan(dalam jutaan Rupiah, kecuali dinyatakan lain)

Statement of Financial Position(in million Rupiah, unless otherwise stated)

Aset Lancar 4.725.452 5.124.723 4.050.412 Current Assets

Aset Tidak Lancar 4.790.790 6.420.363 6.614.131 Non-Current Assets

Jumlah Aset 9.516.242 11.545.086 10.664.543 Total Assets

Liabilitas Jangka Pendek 2.982.852 3.048.032 3.998.420 Current Liabilities

Liabilitas Jangka Panjang 5.154.243 6.696.506 4.817.538 Non-Current Liabilities

Jumlah Liabilitas 8.137.095 9.744.538 8.815.958 Total Liabilities

Jumlah Ekuitas 1.379.147 1.800.548 1.848.585 Total Equity

Jumlah Ekuitas yang Dapat Diatribusikan Kepada:

Total Equity Attributable to:

Pemilik Entitas Induk 734.685 734.685 734.685 Owners of the Company

Kepentingan Non-Pengendali 489.790 489.790 489.790 Non-Controlling Interests

Rasio Keuangan Financial RatioMargin Laba Bruto 43,01% 60,88% 66,09% Gross Profit Margin

Margin Laba Usaha (20,84%) 0,74% 12,34% Operating Profit Margin

Margin Laba Bersih (16,70%) (0,46%) 9,10% Net Profit Margin

Rasio Laba terhadap Total Aset (3,52%) 0,12% 2,20% Return on Assets

Rasio Laba terhadap Total Ekuitas (22,12%) (0,45%) 8,29% Return on Equity

Rasio Lancar 1,58x 1,68x 1,01x Current Ratio

Rasio Liabilitas terhadap Total Aset 0,86x 0,84x 0,83x Debt to Assets Ratio

Rasio Liabilitas terhadap Total Ekuitas 5,90x 5,41x 4,77x Debt to Equity Ratio

Tingkat Perputaran Jumlah Aset 0,30x 0,55x 0,81x Total Assets Turnover

Rasio Gearing 5,59x 5,23x 4,63x Gearing Ratio

*) Disajikan kembali karena perubahan kebijakan akuntansi lindung nilai akibat penerapan PSAK 71 telah diterapkan secara retrospektif.*) Restated because change in hedge accounting policy resulting from the adoption of PSAK 71 have been applied retrospectively.


7PT JACCS MPM Finance Indonesia | Laporan Tahunan Terintegrasi 2020 Integrated Annual Report

Grafik Kinerja KeuanganFinancial Highlights Graph

Jumlah AsetTotal Assets

Jumlah EkuitasTotal Equity

Pendapatan UsahaRevenue

Jumlah LiabilitasTotal Liabilities

(Rugi) Laba BersihNet (Loss) Income

(dalam jutaan Rupiah/in million Rupiah)





9.516.242

1.379.147 1.774.836

8.137.095

11.545.086

1.800.548

(296.375)

(8.392)

151.070

1.839.122

9.744.538

10.664.543

1.848.585 1.660.398

8.815.9582018

2018 2018

2018

2018

2019

2019 2019

2019

2019

2020

2020 2020

2020

2020



Ikhtisar Kinerja Saham dan Aksi KorporasiHighlights of Share Performance and Corporate Action

Ikhtisar ObligasiBonds Highlights

Perseroan tidak melakukan Penawaran Umum Perdana dan tidak mencatatkan sahamnya di Bursa Efek Indonesia (BEI). Oleh karena itu, Perseroan tidak memiliki kewajiban untuk mengungkapkan ikhtisar kinerja saham dan aksi korporasi seperti pemecahan saham (stock split), penggabungan saham (reverse stock), dividen saham, saham bonus, dan perubahan nilai nominal saham di dalam Laporan Tahunan Terintegrasi 2020. Adapun informasi terkait komposisi pemegang saham Perseroan dapat dilihat pada Bab “Profil Perusahaan”, sub-bab “Komposisi Pemegang Saham”.

The Company did not conduct an Initial Public Offering and did not list its share in the Indonesian Stock Exchange (IDX). Therefore, the Company has no obligation to disclose the highlights of share performance and corporate action such as stock split, reverse stock, share dividends, bonus shares, and changes in nominal value of shares in the Integrated Annual Report 2020. Information related to the composition of the Company’s shareholders can be found in Chapter “Company Profile”, Sub-Chapter “Shareholder Composition”.

Nama ObligasiName of Bonds

Nilai Nominal (Rp)

Nominal Value(IDR)

Tingkat BungaInterest Rate

(%)

Peringkat Obligasi

Bond Rating

Waktu Pembayaran

Payment Schedule

Jatuh TempoMaturity Date

Obligasi MPM Finance I Tahun 2019 Seri A MPM Finance I Bonds Year 2019 Series A

Rp616 miliarIDR616 billion

9,25% AA (idn) Triwulan Quarterly

24 September 2022 September 24, 2022

Obligasi MPM Finance I Tahun 2019 Seri B MPM Finance I Bonds Year 2019 Series B




Obligasi MPM Finance I Tahun 2019 Seri CMPM Finance I Bonds Year 2019 Series C






Ikhtisar Kinerja SosialSocial Performance Highlights

Ikhtisar Kinerja LingkunganEnvironmental Performance Highlights

Aspek SosialSocial Aspect 2020 2019 2018

Pendidikan dan Pelatihan (Rp)Education and Training (IDR) 1.822.178.890 8.411.261.315 7.266.168.087

Peserta pelatihan karyawanEmployee training participant 1.312 2.056 2.663

Aspek LingkunganEnvironmental Aspect 2020 2019 2018

Pemakaian Listrik (Rp) Electricity Usage (IDR) 4.291.870.719 4.575.896.557 4.422.984.330

Pemakaian Air (Rp)Water Usage (IDR) 131.080.963 136.048.898 119.092.184

Pemakaian BBM (Rp)Fuel Usage (IDR) 395.287.121 445.059.610 366.533.445

Penanaman PohonTree Planting 0 300 pohon/trees 370 pohon/trees



Peristiwa Penting Tahun 20202020 Significant Events

8 Juni/June

Perseroan telah meluncurkan aplikasi inti atau core system terbaru yaitu Confins R2, untuk mendukung kegiatan bisnis Perseroan.

The Company launched its new core system, namely Confins R2, to support the Company’s business activities.

8 Juni/June 13 Agustus/August 30 September

Fitch Ratings Indonesia telah mengafirmasi Peringkat Nasional Jangka Panjang MPM Finance Indonesia di ‘AA(idn)’, Peringkat Nasional Jangka Pendek di ‘F1+(idn)’ dan Outlook telah direvisi dari Negatif menjadi Stabil.

Fitch Ratings Indonesia affirmed the Long-Term National Rating of MPM Finance Indonesia’s at ‘AA(idn)’, Short-Term National Rating at ‘F1+(idn)’ and Outlook had been revised from Negative to Stable.

Fitch Ratings Indonesia telah mengafirmasi Peringkat Nasional Jangka Panjang MPM Finance Indonesia di ‘AA(idn)’, Peringkat Nasional Jangka Pendek di ‘F1+(idn)’ dan Outlook telah direvisi dari Stabil menjadi Negatif.

Fitch Ratings Indonesia affirmed the Long-Term National Rating of MPM Finance Indonesia’s at ‘AA(idn)’, Short-Term National Rating at ‘F1+(idn)’ and Outlook had been revised from Stable to Negative.

Fitch Ratings Indonesia telah mengafirmasi Peringkat Nasional Jangka Panjang MPM Finance Indonesia di ‘AA(idn)’, Peringkat Nasional Jangka Pendek di ‘F1+(idn)’ dan Outlook telah direvisi dari Negatif menjadi Stabil.

Fitch Ratings Indonesia affirmed the Long-Term National Rating of MPM Finance Indonesia’s at ‘AA(idn)’, Short-Term National Rating at ‘F1+(idn)’ and Outlook had been revised from Negative to Stable.



PenghargaanAward

12 November 2020

“The Excellent in Brand among Financial Award 2020 (Millenials’ Choice)” untuk kategori perusahaan pembiayaan beraset di bawah Rp15 triliun/

in the category of finance company with assets below IDR15 trillion.

RRI dan/and Iconomics

Laporan ManajemenManagement Report

Laporan Manajemen Management Report


Toshiya KanameKomisaris Utama/President Commissioner

Sambutan Dewan KomisarisMessage of the Board of Commissioners

Para pemegang saham dan pemangku kepentingan yang terhormat,

Atas nama Dewan Komisaris, perkenankan saya mengawali kata sambutan ini dengan mengucapkan syukur kepada Tuhan Yang Maha Esa, karena atas rahmat-Nya, Perseroan mampu menjaga kelangsungan usahanya di tengah situasi yang tidak pernah terbayangkan sebelumnya di tahun 2020.

Tidak ada yang pernah menduga bahwa kita semua akan menghadapi sebuah krisis yang bernama pandemi Covid-19. Seluruh aspek kehidupan umat manusia terkena dampak negatif dari pandemi ini, tidak hanya aspek kesehatan saja akibat penyebaran virus yang semakin meluas, namun juga aspek ekonomi. Kita semua dapat melihat bahwa banyak bisnis yang terpukul dan terpaksa dihentikan sehingga berakibat pada semakin meningkatnya tingkat pengangguran di berbagai negara di dunia.

Bisnis Perseroan juga turut terkena dampak dari pandemi tersebut dimana Perseroan menghadapi tantangan finansial yang besar dengan adanya kenaikan piutang tak tertagih karena merosotnya kualitas aset di semester pertama tahun 2020. Selain itu, pembiayaan baru juga mengalami penurunan sejalan dengan penurunan penjualan kendaraan roda empat dan roda dua di pasar sepanjang tahun 2020.

14


Our esteemed shareholders and stakeholders,

On behalf of the Board of Commissioners, allow me to begin this message by expressing my praise and gratitude to the Almighty God for His grace, enabling the Company to maintain its business continuity in the midst of unprecedented conditions in 2020.

Nobody ever expected that all of us would face a crisis called the Covid-19 pandemic. All aspects of human life have been adversely affected by this pandemic, not only the health aspect due to the increasingly widespread of the virus, but also the economic aspect. We all would see that many businesses have been hit and have to be terminated, resulting in increasing unemployment rates in various countries all over the world.

The Company’s business was also affected by the pandemic as it encountered major financial challenges with an increase in uncollectible accounts due to the decline in asset quality in the first half of 2020. In addition, new financing also decreased in line with the drop in sales of four-wheeled and two-wheeled vehicles in the market throughout 2020.

Laporan Tahunan Terintegrasi 2020 Integrated Annual Report | PT JACCS MPM Finance Indonesia


15PT JACCS MPM Finance Indonesia | Laporan Tahunan Terintegrasi 2020 Integrated Annual Report 15


Penilaian atas Kinerja Direksi Dilatarbelakangi kondisi tersebut, kami memberikan apresiasi yang besar atas kinerja Direksi yang tetap menunjukkan kerja sama yang solid dalam mengatasi berbagai kesulitan walaupun di tengah proses transisi perubahan jajaran Direksi. Kami juga merasa gembira dengan adanya dukungan yang besar baik dari sisi pendanaan maupun operasional dari pemegang saham kami, yaitu JACCS Co., Ltd. dan PT Mitra Pinasthika Mustika Tbk.

Kami sangat memahami bahwa situasi yang tidak biasa ini sangat berdampak signifikan terhadap kinerja Perseroan untuk tahun buku 2020 menderita kerugian sebesar Rp296 miliar. Direksi dianggap mampu dengan cepat merubah strategi bisnis yang difokuskan pada peningkatan kualitas aset dengan memperketat kebijakan pemberian kredit dan penguatan dalam hal penagihan termasuk penerapan restrukturisasi melalui program relaksasi kredit sejalan dengan kebijakan OJK. Sejalan dengan pembiayaan baru yang lebih selektif, Perseroan juga melakukan pengurangan jumlah pegawai dan berupaya untuk meningkatkan efisiensi dan produktivitas Perseroan. Kami juga melihat bahwa Direksi telah berupaya mempertahankan motivasi karyawan melalui komunikasi yang baik serta pemberian arahan yang jelas serta menghadirkan sistem pembelajaran secara online untuk meningkatkan pengetahuan dan kemampuan para karyawan.

Pengawasan terhadap Implementasi Strategi Perseroan dan Pemberian NasihatWalaupun di tengah pandemi, kami tetap berupaya menjalankan fungsi pengawasan sesuai dengan ketentuan OJK maupun Anggaran Dasar Perseroan. Setiap dua bulan sekali, Dewan Komisaris mengadakan rapat dengan Komite yang berada di bawah koordinasinya terutama untuk membahas kegiatan Komite-komite tersebut. Selain itu, Dewan Komisaris juga menyelenggarakan rapat gabungan dengan Direksi setiap empat bulan sekali untuk membahas implementasi strategi dan audit internal. Beberapa Komisaris biasanya juga hadir di rapat Direksi bulanan agar lebih memahami kondisi operasional maupun finansial Perseroan secara tepat waktu. Komunikasi dan diskusi dengan Direksi juga seringkali dilakukan secara informal melalui telepon ataupun email bilamana diperlukan.

Proyeksi Bisnis Tahun 2021 Pandemi Covid-19 merupakan faktor terbesar yang dapat mempengaruhi perekonomian di tahun 2021 dan pada akhirnya berdampak pada kegiatan bisnis Perseroan.

Namun demikian, kami merasa optimis bahwa Perseroan akan mengalami perbaikan kinerja di tahun 2021. Oleh karena itu, kami mendukung penuh langkah Direksi untuk menjalankan strategi guna mencapai hal tersebut, di antaranya dengan meningkatkan pembiayaan baru sejalan dengan pemulihan pasar kendaraan roda empat dan roda dua melalui perluasan jaringan dealer/supplier dan penguatan pemasaran untuk memperoleh pendapatan yang lebih besar, peningkatan kualitas aset serta efektivitas dan efisiensi kegiatan operasional.

Assessment of the Performance of the Board of DirectorsAgainst this backdrop, we give utmost appreciation for the performance of the Board of Directors who have demonstrated solid collaboration in overcoming various difficulties even in the midst of the transition process of changing the Board of Directors. We are also pleased with the great support both in terms of funding and operations from our shareholders, JACCS Co., Ltd. and PT Mitra Pinasthika Mustika Tbk.

We fully understand that this unexpected situation has given a deep impact on the Company’s performance for the financial year 2020, suffering a loss of IDR296 billion. The Board of Directors was considered capable of rapidly changing business strategies that are focused on improving asset quality by tightening credit policies and strengthening collections, including the implementation of restructuring through a credit relaxation program aligned with the policies of the OJK. In line with more selective new financing, the Company has also reduced the number of employees and strived to increase the Company’s efficiency and productivity. We also saw that the Board of Directors has endeavored to maintain employee motivation through good communication and providing clear directions and presenting an online learning system to improve the knowledge and capabilities of employees.

Supervision of the Implementation of the Company’s Strategy and Providing AdviceEven during a pandemic, we were still trying to carry out supervisory functions in accordance with the OJK provisions and the Company’s Articles of Association. Once every two months, the Board of Commissioners held a meeting with the Committees under its coordination, particularly to discuss the activities of these Committees. In addition, the Board of Commissioners also held joint meetings with the Board of Directors once every four months to discuss strategy implementation and internal audit. Several Commissioners usually attended the monthly Board of Directors meeting to get a better understanding of the Company’s operational and financial conditions in a timely manner. Communication and discussions with the Board of Directors were also often carried out informally by telephone or email when deemed necessary.

2021 Business ProjectionThe Covid-19 pandemic is the biggest factor that may affect the economy in 2021 and eventually, it will have an impact on the Company’s business activities.

However, we are optimistic that the Company will experience improved performance in 2021. Therefore, we fully support the initiatives taken by the Board of Directors to carry out strategies to achieve this, including increasing new financing in line with the recovery of the four-wheeled and two-wheeled vehicle market through expansion of the dealer/supplier network and strengthening marketing to obtain greater revenue, improvement of asset quality and the effectiveness and efficiency of operational activities.




Penerapan Tata Kelola Perusahaan Kami berpendapat bahwa penerapan Tata Kelola Perusahaan berjalan dengan baik walaupun di tengah pandemi Covid-19 di sepanjang tahun 2020. Hal ini tidak lepas dari peran seluruh Komite baik yang berada di bawah Dewan Komisaris maupun di bawah Direksi. Kami menilai bahwa Komite Audit, Komite Nominasi dan Remunerasi, serta Komite Tata Kelola Terintegrasi yang berada di bawah koordinasi kami telah menunjukkan kinerja yang cukup memuaskan. Komite Audit telah memberikan banyak rekomendasi yang berarti untuk kegiatan operasional serta fungsi internal audit yang lebih efektif, sedangkan Komite Nominasi dan Remunerasi telah memberikan rekomendasi yang tepat terkait perubahan jajaran Direksi dan Dewan Komisaris.

Selain itu, kami juga melihat bahwa Direksi bersama dengan para Komite secara aktif berdiskusi di berbagai rapat terkait peningkatan efektivitas dan efisiensi bisnis dan kegiatan operasional Perseroan di samping pembahasan mengenai manajemen risiko.

Implementation of Good Corporate GovernanceWe are of the opinion that the implementation of Corporate Governance ran well even amid the Covid-19 pandemic throughout 2020, thanks to the roles of all Committees, both under the Board of Commissioners and under the Board of Directors. We consider that the Audit Committee, the Nomination and Remuneration Committee, and the Integrated Governance Committee under our coordination have shown satisfactory performance. The Audit Committee has provided many meaningful recommendations for more effective operational activities and internal audit functions, while the Nomination and Remuneration Committee has provided appropriate recommendations regarding changes in the Board of Directors and the Board of Commissioners.

In addition, we also saw that the Board of Directors together with the Committees had active discussions at various meetings related to increasing the effectiveness and efficiency of the Company’s business and operational activities in addition to discussions on risk management.

Dewan Komisaris/Board of CommissionersJosaphat Budisatyawira, Surya Widjaja, Toshiya Kaname, Takahiro Nagoshi




Perubahan Komposisi Dewan Komisaris Di tahun 2020, terdapat perubahan komposisi Dewan Komisaris di mana Bapak Andi Esfandiari mengundurkan diri dari posisinya sebagai Komisaris Perseroan pada bulan Mei 2020. Pada kesempatan ini, kami ingin mengucapkan terima kasih atas kontribusi beliau selama bergabung bersama Perseroan. Susunan Dewan Komisaris per 31 Desember 2020 adalah:

1 Bapak/Mr. Toshiya Kaname Komisaris Utama/President Commissioner

2 Bapak/Mr. Takahiro Nagoshi Komisaris/Commissioner

3 Bapak/Mr. Josaphat Budisatyawira Komisaris Independen/Independent Commissioner

4 Bapak/Mr. Surya Widjaja Komisaris Independen/Independent Commissioner

PenutupKita semua tentu menyadari bahwa pandemi masih belum berakhir. Namun demikian, satu hal yang dapat kami petik dari krisis ini adalah jalinan hubungan Perseroan dengan seluruh pemangku kepentingan, khususnya para konsumen, dealer/supplier maupun bank-bank semakin baik. Hal ini tentunya sangat esensial bagi pertumbuhan berkelanjutan Perseroan untuk ke depannya.

Menutup kata sambutan ini, kami ingin menyampaikan apresiasi yang setinggi-tingginya kepada seluruh jajaran Direksi dan karyawan atas dedikasi, loyalitas dan kerja keras yang telah ditunjukkan sepanjang tahun 2020. Terima kasih juga kami ucapkan kepada seluruh konsumen, mitra bisnis, serta pemangku kepentingan lainnya atas dukungan dan kepercayaan yang telah diberikan kepada kami.

Changes in the Composition of the Board of CommissionersIn 2020, there was a change in the composition of the Board of Commissioners as Mr. Andi Esfandiari resigned from his position as Commissioner of the Company in May 2020. On this occasion, we would like to thank him for his great contribution during his long tenure with the Company. The composition of the Board of Commissioners as of December 31, 2020, was:

ClosingWe all realize that the pandemic is not over yet. However, one thing we can learn from this crisis is that the relationships between the Company and all stakeholders, particularly consumers, dealers/suppliers, and banks, are getting better. This is very essential for the Company’s sustainable growth going forward.

To conclude this message, we would like to express our utmost appreciation to all members of the Board of Directors and employees for their dedication, loyalty, and hard work they demonstrated throughout 2020. We also thank all customers, business partners, and other stakeholders for their support and trust.



Direksi/Board of DirectorsSupriyanto, Venky Charles Sutiono, Yenanto, Kojun Sato, Hajimu Yukimoto, Kazuaki Yamazaki

Laporan DireksiReport of the Board of Directors

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Para Pemegang Saham dan Pemangku Kepentingan yang Terhormat,

Sejak pandemi Covid-19 melanda berbagai belahan dunia, berbagai upaya penanggulangan dilakukan pemerintah di berbagai negara untuk meredam dampak dari pandemi tersebut di berbagai sektor. Bisa dikatakan hampir seluruh sektor usaha terkena imbas dari pandemi tersebut. Pembatasan aktivitas masyarakat sebagai bagian dari upaya penanggulangan pandemi pada akhirnya berdampak signifikan pada perekonomian.

Indonesia mencatat pertumbuhan ekonomi minus 2,07% berdasarkan data yang dikeluarkan oleh Badan Pusat Statistik (BPS) dan realisasi tersebut sejalan dengan proyeksi pemerintah Indonesia yaitu di kisaran minus 2,2% hingga 1,7%.

Industri otomotif merupakan salah satu sektor usaha yang terpukul hebat dimana bisnis penjualan mobil dan motor menurun drastis hampir 50%. Akibatnya, industri pembiayaan sepanjang tahun 2020 juga turut mengalami tekanan yang besar dimana piutang pembiayaan turun lebih dari 17%. Industri pembiayaan juga menghadapi berbagai kendala akibat situasi Covid-19. Namun demikian, kami berupaya mengatur ulang strategi dan beradaptasi terhadap situasi yang ada.

Kebijakan Strategis dan Pencapaian KinerjaSepanjang tahun 2020, kami berupaya mengadopsi kebiasaan baru (new normal) dalam semua aspek bisnis dan operasional dengan mengedepankan protokol kesehatan yang baik terutama di kantor-kantor cabang guna memastikan kesehatan dan keselamatan karyawan dan pelanggan.

Pada kuartal I tahun 2020, Perseroan masih mencatat rata-rata pembiayaan baru sebesar Rp400 miliar. Namun demikian, setelah pandemi terjadi, rata-rata pembiayaan baru turun sekitar 60% di bawah Rp200 miliar.

Untuk memperbaiki kinerja keuangan, kami melakukan efisiensi biaya, sedangkan untuk memperbaiki kualitas aset dan menjaga arus kas, Perseroan melaksanakan program relaksasi pembayaran kembali kepada pelanggan yang memenuhi syarat sesuai dengan kebijakan yang dikeluarkan oleh OJK. Sampai akhir tahun 2020, nilai restrukturisasi kredit yang dicatat oleh Perseroan adalah sebesar Rp2.838 miliar.

Masalah pendanaan termasuk salah satu tantangan yang dihadapi oleh kebanyakan perusahaan pembiayaan. Namun demikian, pemegang saham utama kami, yaitu JACCS Co., Ltd. memberikan dukungan dalam bentuk fasilitas pinjaman. Selain itu, kami tetap menjalin sinergi dan aliansi strategis dengan PT Mitra Pinasthika Mustika Tbk (Grup MPM) melalui jaringan MPM Mulia untuk mengoptimalkan dukungan ketersediaan unit kendaraan, akuisisi konsumen baru, maupun pemanfaatan infrastruktur khususnya dalam pemasaran produk-produk pembiayaan Perseroan.

19


Our Valued Shareholders and Stakeholders,

Since the Covid-19 pandemic hit all over the world, various countermeasures were made by the government in various countries to reduce the impact of the pandemic in various sectors. Broadly speaking, almost all business sectors were affected by the pandemic. Restrictions on community activities as part of the pandemic countermeasures ultimately had a significant impact on the economy.

Indonesia recorded economic growth of minus 2.07% based on data released by the Central Statistics Agency (BPS), and this realization was in line with the Indonesian government’s projection within the range of minus 2.2% to 1.7%.

The automotive industry was one of the hardest-hit business sectors as the business of selling cars and motorbikes has decreased drastically by almost 50%. As a result, the multi-finance industry throughout 2020 also experienced great pressure and financing receivables fell by more than 17%. Multi-finance industry also faced various obstacles caused by situation of Covid-19. However, we were trying to rearrange strategies and adapt to the current situation.

Strategic Policy and Performance AchievementThroughout 2020, we strived to adopt new normal in all aspects of business and operations by prioritizing good health protocols, especially at branch offices to ensure the health and safety of employees and customers.

In the first quarter of 2020, the Company still recorded an average new financing of IDR400 billion. However, after the pandemic occurred, the average new financing fell by around 60% to below IDR200 billion.

In order to improve our financial performance, we carried out cost efficiency, while to improve asset quality and maintain cash flow, the Company implemented repayment relaxation program to the eligible customers in accordance with the policies issued by the OJK. As of the end of 2020, the amount of repayment relaxation recorded by the Company was Rp2,838 billion.

The funding problem is one of the challenges faced by most finance companies. However, our majority shareholder, JACCS Co., Ltd., provided a loan facility as its support. In addition, we continued to build synergies and strategic alliances with PT Mitra Pinasthika Mustika Tbk (MPM Group) through the MPM Mulia network to optimize support for vehicle unit availability, new consumer acquisitions, and the use of infrastructure, especially in the marketing of the Company’s financing products.




Walaupun kinerja Perseroan masih di bawah target-target yang telah ditetapkan, namun Perseroan masih mampu mempertahankan kelangsungan bisnisnya. Pendapatan usaha Perseroan tercatat sebesar Rp1.774 miliar, turun 3,53% dibandingkan tahun sebelumnya sebesar Rp1.839 miliar. Dengan menurunnya pendapatan yang disertai dengan peningkatan biaya, maka Perseroan membukukan rugi bersih sebesar Rp296 miliar.

Prospek UsahaWalaupun pandemi Covid-19 belum berakhir, namun kami tetap optimis akan prospek bisnis pembiayaan di tahun 2021. Seiring dengan dimulainya program vaksinasi dan Pemulihan Ekonomi Nasional, industri pembiayaan diperkirakan tumbuh positif sekitar 5%.

Di tahun mendatang, kami akan tetap berupaya untuk meningkatkan kualitas aset melalui kebijakan kredit secara ketat dan memperkuat penagihan untuk menurunkan piutang tak tertagih. Selain itu, peningkatan efektivitas dan efisiensi kegiatan operasional juga akan dilakukan melalui perbaikan proses bisnis dan peningkatan produktivitas karyawan untuk menurunkan biaya operasional.

Kami berharap bahwa berbagai kebijakan stategis yang telah disiapkan untuk mengantisipasi prospek bisnis tahun depan dapat memperbaiki kinerja Perseroan secara keseluruhan sehingga Perseroan dapat kembali mencapai profitabilitas yang sehat.

Implementasi Tata Kelola Perusahaan Kami tetap konsisten menerapkan Tata Kelola Perusahaan yang Baik (Good Corporate Governance/GCG) untuk mendorong kinerja Perseroan di tengah ketidakpastian ekonomi akibat kondisi pandemi Covid-19.

Dengan adanya dukungan dari Komite-komite yang berada di bawah koordinasi Direksi yang terdiri dari Asset and Liability Committee, Early Alert Committee, Retail Alert Committee, Operational Risk Management Committee, Customer Experience Committee, serta Risk Management Committee, kami berupaya memastikan bahwa Perseroan berjalan secara efektif dan efisien sehingga kesehatannya terjamin.

Selain itu, komunikasi antara Direksi dengan Dewan Komisaris juga terjalin dengan baik selam masa pandemi. Melalui rapat gabungan yang diadakan sebanyak 3 (tiga) kali sepanjang tahun 2020, Direksi telah menerima berbagai arahan strategis dari Dewan Komisaris terutama yang berkaitan dengan peningkatan kualitas aset dan mitigasi risiko.

Komitmen terhadap Inisiatif KeberlanjutanKami menyadari bahwa perkembangan bisnis sebuah perusahaan tidak hanya ditentukan oleh pencapaian profit semata, tetapi juga karena dukungan dari seluruh pemangku kepentingan di lingkungan bisnis perusahaan.

Albeit below the predetermined target, the Company still managed to maintain its business continuity. The Company’s income stood at IDR1,774 billion, down 3.53% compared to IDR1,839 billion in the prior year. With a decrease in income coupled with an increase in expenses, the Company posted a net loss of IDR296 billion.

Business ProspectEven though the Covid-19 pandemic is not over yet, we are still optimistic about the prospects for the financing business in 2021. In line with the commencement of the vaccination program and the National Economic Recovery Program, the finance industry is expected to grow positively by around 5%.

In the coming years, we will continue to strive to improve asset quality through a strict credit policy and strengthen collection to reduce bad debts. In addition, the effectiveness and efficiency of operational activities will also be enhanced by improving business processes and increasing employee productivity to reduce operating expenses.

We expect that the various strategic policies that have been prepared to anticipate business prospects next year may improve the Company’s overall performance, enabling the Company to achieve healthy profitability.

Implementation of Good Corporate GovernanceWe remained consistent in implementing Good Corporate Governance (GCG) to encourage the Company's performance amidst economic uncertainty due to the Covid-19 pandemic.

With the support of committees under the coordination of the Board of Directors consisting of the Asset and Liability Committee, Early Alert Committee, Retail Alert Committee, Operational Risk Management Committee, Customer Experience Committee, and Risk Management Committee, we strived to ensure that the Company ran effectively and efficiently so that its health was guaranteed.

In addition, communication between the Board of Directors and the Board of Commissioners was well established during the pandemic. Through joint meetings held 3 (three) times throughout 2020, the Board of Directors has received various strategic directions from the Board of Commissioners, especially those related to improving asset quality and risk mitigation.

Commitment to Sustainability InitiativesWe realize that the business development of a company is not only determined by the profit but also because of the support of all stakeholders within a company's business.



Oleh karena itu, kami memiliki komitmen yang kuat untuk terus merealisasikan berbagai inisiatif keberlanjutan sebagai upaya membangun hubungan yang harmonis dan saling menguntungkan dengan lingkungan, masyarakat dan para pemegang kepentingan.

Perseroan memiliki target 5 (lima) tahun mendatang untuk menjadi perusahaan pembiayaan terdepan yang mendukung pembiayaan berkelanjutan dengan menyiapkan pemimpin dan sumber daya manusia (SDM) yang memiliki semangat dan komitmen untuk membuat kebijakan, prosedur, manajemen risiko dan produk-produk yang sesuai dengan prinsip keuangan berkelanjutan, sehingga dapat meningkatkan portofolio pembiayaan berkelanjutan.

Di tahun 2020, inisiatif keberlanjutan Perseroan difokuskan pada penanggulangan pandemi Covid-19 seperti melakukan sosialisasi atau pelatihan mengenai keuangan berkelanjutan yang dilakukan secara online untuk mengurangi kegiatan tatap muka dan menerapkan program hemat energi dengan mengajak seluruh karyawan untuk mengurangi pemakaian energi listrik di lingkungan kantor.

Susunan DireksiSusunan Direksi Perseroan per 31 Desember 2020 terdiri dari:

1 Bapak/Mr. Kojun Sato Direktur Utama/President Director

2 Bapak/Mr. Hajimu Yukimoto Direktur Keuangan/Finance Director

3 Bapak/Mr. Venky Charles Sutiono Direktur/Director

4 Bapak/Mr. Yenanto Direktur/Director

5 Bapak/Mr. Kazuaki Yamazaki Direktur/Director

6 Bapak/Mr. Supriyanto Direktur/Director

ApresiasiMenutup laporan ini, atas nama jajaran Direksi, perkenankan saya menyampaikan terima kasih yang sebesar-besarnya kepada Dewan Komisaris atas masukan dan nasihat yang telah diberikan, para karyawan atas dedikasi dan kerja keras yang telah ditunjukkan di masa-masa yang sulit ini. Selain itu, kami juga ingin menyampaikan apresiasi yang tinggi kepada para pemegang saham, mitra usaha, pelanggan, regulator dan seluruh pemangku kepentingan lainnya yang telah menaruh kepercayaan kepada Perseroan.

Therefore, we have a strong commitment to continue realizing various sustainability initiatives as an effort to build harmonious and mutually beneficial relationships with the environment, society, and stakeholders.

The Company has a target for the next 5 (five) years to become a leading finance company that supports sustainable financing by preparing leaders and human resources (HR) who have the passion and commitment to make policies, procedures, risk management, and products in accordance with sustainable financing principles, so as to increase the sustainable financing portfolio.

In 2020, the Company’s sustainability initiatives focused on tackling the Covid-19 pandemic, such as conducting online dissemination or training on sustainable financing to reduce face-to-face activities and implementing energy-saving programs by inviting all employees to reduce the use of electricity at their workplace.

The Composition of the Board of DirectorsThe composition of the Board of Directors of the Company as of December 31, 2020 consisted of:

AppreciationTo conclude this report, on behalf of the Board of Directors, allow me to express my deepest gratitude to the Board of Commissioners for their input and advice, employees for the dedication and hard work that have been shown in these difficult times. In addition, we also wish to express our high appreciation to shareholders, business partners, customers, regulators, and all other stakeholders who have put their trust in the Company.

Profil PerusahaanCompany Profile

Profil Perusahaan Company Profile


Data PerusahaanCompany Data

Nama PerusahaanCompany Name

PT JACCS Mitra Pinasthika Mustika Finance Indonesia (disingkat menjadi JACCS MPM Finance Indonesia).

PT JACCS Mitra Pinasthika Mustika Finance Indonesia (abbreviated to JACCS MPM Finance Indonesia).

Bidang Usaha Line of Business

Pembiayaan Investasi, Pembiayaan Modal Kerja, Pembiayaan Multiguna, dan Kegiatan usaha lain berdasarkan persetujuan OJK.

Investment Financing, Working Capital Financing, Multipurpose Financing, and Other business activities approved by OJK.

Alamat Kantor PusatHead Office Address

Lippo Kuningan, Lantai 23 & 25/23rd & 25th FloorJl. H.R. Rasuna Said Kav. B-12Kuningan, Jakarta 12940Indonesia

Layanan KonsumenCustomer Care

1500309

Tanggal PendirianDate of Establishment

3 Mei 1990May 3, 1990

Dasar Hukum PendirianLegal Basis of Establishment

Akta Notaris Rachmat Santoso, S.H., No. 26. Akta Notaris ini telah disahkan oleh Menteri Kehakiman Republik Indonesia (sekarang Menteri Hukum dan Hak Asasi Manusia) melalui Surat Keputusan No. C2-4110.HT.01.01.Th.90 tanggal 16 Juli 1990 dan telah dipublikasikan dalam Tambahan No. 85 pada Berita Negara Republik Indonesia No. 1583 tanggal 26 Juli 1990.

Notarial Deed No. 26 of Rachmat Santoso, S.H., and the Deed of Establishment was approved by the Ministry of Justice of the Republic of Indonesia (now Indonesian Ministry of Law and Human Rights) in its Decision Letter No. C2-4110.HT.01.01.Th.90 dated July 16, 1990, and was published in Supplement No. 85 to the State Gazette of the Republic of Indonesia No. 1583 dated July 26, 1990.

Modal Dasar, Ditempatkan, dan Disetor PenuhAuthorized Capital, Issued and Fully Paid

Rp1.224.475.000.000IDR1,224,475,000,000

Situs Web Website

www.jaccs-mpmfinance.com

Email [email protected]



Sekilas PerseroanCompany Brief History

PT JACCS Mitra Pinasthika Mustika Finance Indonesia (Perseroan) bermula dari sebuah perusahaan sekuritas bernama PT Elbatama Securindo yang didirikan pada 3 Mei 1990, berdasarkan Akta Pendirian No. 26 tanggal 3 Mei 1990, dibuat di hadapan Rachmat Santoso, S.H., Notaris di Jakarta, sebagaimana diperbaiki oleh Akta No. 327 tanggal 30 Juni 1990, dibuat di hadapan Rachmat Santoso, S.H., Notaris di Jakarta. Perseroan mendapatkan status hukum berdasarkan Surat Keputusan Menteri Kehakiman No. C2-4110.HT.01.01.Th.90 tanggal 16 Juli 1990 dan telah didaftarkan pada buku register Pengadilan Negeri Jakarta Pusat No. 1583/1990 tanggal 26 Juli 1990 serta telah diumumkan di Berita Negara Republik Indonesia (BNRI) No. 85 dan Tambahan Berita Negara Republik Indonesia (TBNRI) No. 8963 tanggal 22 Oktober 1996.

Pada tahun 1993, Perseroan merubah kegiatan usahanya menjadi perusahaan pembiayaan dan mengubah nama menjadi PT Elbatama Finance. Seiring dengan perkembangan, pada tahun 2000, PT Elbatama Finance diakuisisi oleh PT Austindo Nusantara Jaya (ANJ), dan kemudian di tahun 2003, PT Elbatama Finance mengubah namanya menjadi PT Austindo Nusantara Jaya Finance (ANJF). Pada tahun 2010, ANJ mengakuisisi 94% saham ANJF melalui PT Austindo Nusantara Jaya Rent (ANJR) salah satu anak perusahaan ANJ. Dan pada tahun 2012, ANJR melepaskan saham ANJF kepada PT Mitra Pinasthika Mustika Tbk (MPM) dan Perseroan mengubah nama menjadi PT Mitra Pinasthika Mustika Finance (MPM Finance). MPM kemudian menambah porsi kepemilikan saham Perseroan dari 64,9% menjadi 99,9% di 2013.

Pada tahun 2014 MPM melakukan merger anak usahanya, yaitu MPM Finance dan PT Sasana Artha Finance (SAF). Dalam merger ini, Perseroan menjadi penerima penggabungan (surviving entity). Sebagai pemegang saham mewakili 40% dari modal disetor SAF, JACCS Co.,Ltd. (JACCS) meningkatkan modal disetor kepada Perseroan sehingga kepemilikan sahamnya menjadi 40%.

Pada 17 Mei 2017 MPM mengalihkan 20% kepemilikan saham di Perseroan kepada JACCS sehingga JACCS menjadi pemegang saham mayoritas dengan kepemilikan 60% dan MPM 40%. Perseroan melakukan perubahan nama menjadi PT JACCS Mitra Pinasthika Mustika Finance Indonesia (JACCS MPM Finance Indonesia) sesuai dengan Keputusan Menteri Hukum dan Hak Asasi Manusia Republik Indonesia No. AHU-0103193AH.01.02. Tahun 2019 tanggal 10 Desember 2019.

PT JACCS Mitra Pinasthika Mustika Finance Indonesia (the Company) was initially established as a securities trading company named PT Elbatama Securindo, which was founded on May 3, 1990, based on Deed of Establishment No. 26 dated May 3, 1990, made before Rachmat Santoso, S.H., Notary in Jakarta, as amended by Deed No. 327 dated June 30, 1990, made before Rachmat Santoso, S.H., Notary in Jakarta. The Company obtained legal status based on the Decree of the Minister of Justice No. C2-4110.HT.01.01.Th.90 dated July 16, 1990, and has been registered in the register book of the Central Jakarta District Court No. 1583/1990 dated July 26, 1990, and has been announced in the State Gazette of the Republic of Indonesia (BNRI) No. 85 and Supplement to the State Gazette of the Republic of Indonesia (TBNRI) No. 8963 on October 22, 1996.

In 1993, the Company decided to change its business activities to become a finance company and change its name to PT Elbatama Finance. Along with developments, in 2000, PT Elbatama Finance was acquired by PT Austindo Nusantara Jaya (ANJ), and due to the acquisition, then in 2003, PT Elbatama Finance changed its name to PT Austindo Nusantara Jaya Finance (ANJF). In 2010, ANJ acquired 94% of ANJF shares through PT Austindo Nusantara Jaya Rent (ANJR), one of ANJ’s subsidiaries. And in 2012, ANJR released ANJF shares to PT Mitra Pinasthika Mustika Tbk (MPM) and the Company changed its name to PT Mitra Pinasthika Mustika Finance (MPM Finance). MPM then increased the portion of the Company’s share ownership from 64.9% to 99.9% in 2013.

In 2014, MPM made a strategic initiative by merging its subsidiaries, namely MPM Finance and PT Sasana Artha Finance (SAF). In this merger, MPM Finance functions as the recipient company of the merger (surviving entity). As a shareholder representing 40% of SAF’s paid-up capital, JACCS Co., Ltd. (JACCS) increased the paid-up capital to the Company, hence its ownership became 40%.

On May 17, 2017, MPM transferred 20% of shares owned in the Company to JACCS, so that JACCS became the majority shareholder with 60% ownership and followed by MPM with 40% ownership. The Company changed its name to PT JACCS Mitra Pinasthika Mustika Finance Indonesia (JACCS MPM Finance Indonesia) based on the Decree of the Minister of Law and Human Rights of the Republic of Indonesia No. AHU-0103193.AH.01.02. Tahun 2019 dated December 10, 2019.



Rekam JejakMilestone

Perseroan didirikan dengan nama PT Elbatama Securindo.The Company was established

under the name of PT Elbatama Securindo.

PT Elbatama Securindo berganti nama menjadi

PT Elbatama Finance dan mengubah haluan bisnis

menjadi perusahaan pembiayaan.

PT Elbatama Securindo changed its name to

PT Elbatama Finance and shifted its business to the

finance company.

1990 1994 2003 2012

1993 2000 2010 2013

PT Austindo Nusantara Jaya (ANJ) mengakuisisi

PT Elbatama Finance.PT Austindo Nusantara Jaya (ANJ) acquired PT Elbatama

Finance.

Memperoleh lisensi perusahaan pembiayaan dari

Kementerian Keuangan.Obtained a finance company

license from the Ministry of Finance.

Melakukan perubahan nama menjadi PT Austindo

Nusantara Jaya Finance (ANJF).

Changed its name to PT Austindo Nusantara Jaya

Finance (ANJF).

PT Mitra Pinasthika Mustika Tbk (MPM) mengakuisisi saham ANJF yang dimiliki

ANJR serta merubah namanya menjadi PT Mitra Pinasthika Mustika Finance (Perseroan).PT Mitra Pinashtika Mustika Tbk (MPM) acquired ANJF’s shares which were owned by ANJR and changed its

name to PT Mitra Pinasthika Mustika Finance (Company).

MPM menambah porsi kepemilikan saham Perseroan

dari 64,9% menjadi 99,9%.MPM increased its portion of share ownership in the Company, from 64.9% to

99.9%.

ANJ mengakuisisi 94% saham ANJF melalui PT Austindo

Nusantara Jaya Rent (ANJR), salah satu anak perusahaan

ANJ.ANJ acquired 94% of ANJF

shares through PT Austindo Nusantara Jaya Rent (ANJR),

one of ANJ’s subsidiaries.

26





2014 2016 2018 2021

2015 2017 2019

• Perseroan melakukan merger dengan PT Sasana Artha Finance (SAF) dan menjadi penerima penggabungan atau surviving entity. The Company merged with PT Sasana Artha Finance (SAF) and become the surviving entity.

• Sebagai pemegang saham dengan kepemilikan 40% dari modal disetor SAF, JACCS Co., Ltd. melakukan peningkatan modal disetor Perseroan menjadi 40%. As a shareholder representing 40% of SAF’s paid-up capital, JACCS Co., Ltd. increased its paid-up capital in the Company to 40%.

Perseroan memperoleh fasilitas pinjaman sindikasi luar negeri sebesar USD150

juta.The Company received an off-shore syndication loan facility amounting to USD150 million.

• Perseroan menerbitkan Medium Term Notes (MTN) senilai Rp300 miliar. The Company issued Medium Term Notes (MTN) amounting to IDR300 billion.

• Perseroan memperoleh fasilitas pinjaman sindikasi luar negeri sebesar USD133 juta. The Company received an off-shore syndication loan facility amounting to USD133 million.

• JACCS mengakuisisi 20% kepemilikan saham Perseroan dari MPM dan menjadi pemegang saham mayoritas dengan kepemilikan 60%, sedangkan MPM memegang 40% saham Perseroan. JACCS acquired 20% of the Company’s share ownership from MPM and becomes a majority shareholder with 60% ownership, while MPM still owns 40% of the Company’s shares.


• Perseroan memperoleh peringkat AA- dari PT Fitch Ratings Indonesia (Fitch). The Company obtained rating AA- from PT Fitch Ratings Indonesia (Fitch).


• Perseroan memperoleh peringkat AA dari Fitch. The Company obtained rating AA from Fitch.

• Total aset Perseroan mencapai Rp10 triliun. The Company’s total assets reached IDR10 trillion.


• Perseroan menerbitkan obligasi MPM Finance I 2019 sebesar Rp664 miliar. The Company issued MPM Finance I Bonds Year 2019 amounting to IDR664 billion.

• Perseroan berganti nama menjadi PT JACCS Mitra Pinasthika Mustika Finance Indonesia (JACCS MPM Finance Indonesia). The Company changed its name to PT JACCS Mitra Pinasthika Mustika Finance Indonesia (JACCS MPM Finance Indonesia).

Perseroan memperkenalkan logo baru Perseroan.

The Company introduced the Company’s new logo.

27





visi vision

misi mission

Visi, Misi, dan Nilai-Nilai PerusahaanVision, Mission, and Core Values

Menjadi perusahaan pembiayaan terpercaya yang memberikan pelayanan terbaik dengan inovasi berkesinambungan bagi seluruh masyarakat.

1. Memberikan solusi produk-produk pembiayaan yang dibutuhkan oleh masyarakat dan sesuai dengan ketetapan perundangan dan ketentuan yang berlaku.

2. Memiliki sumber daya manusia yang berkualitas tinggi, kreatif, inovatif, penuh integritas serta melayani dengan hormat dan rendah hati.

3. Berorientasi terhadap kemajuan dan perkembangan masa depan yang dinamis melalui keunggulan teknologi untuk memberikan keuntungan terbaik bagi seluruh stakeholder.



nilai-nilai perusahaancore values

Perseroan senantiasa mengimplementasikan nilai-nilai serta budaya kerja yang tertuang dalam nilai-nilai Perseroan “FAST FRIENDLY” yang diuraikan sebagai berikut:

The Company constantly implements its core values and work cultures as stipulated in the Company’s core values, “FAST FRIENDLY” as described below:

FocusFokus pada kebutuhan konsumen

AccurateMenyediakan solusi yang tepat sesuai

kebutuhan konsumen

SpeedMemberikan pelayanan yang cepat

TrustMenjadi mitra yang dapat dipercaya

FairMenjaga terlaksananya hak dan kewajiban

konsumen & Perseroan

RespectMenghormati konsumen

IntegrityBertindak sesuai dengan ketentuan

dan tanpa pamrih

EmpathyDapat merasakan perasaan konsumen namun tidak hanyut dalam suasananya

NurturancePeduli kepada kebutuhan konsumen

DynamicSelalu bersemangat dalam

melayani konsumen

ListenMenjadi pendengar yang baik

untuk konsumenYes, We Can!

Kita PASTI Bisa



Kegiatan UsahaLine of Business

Perseroan menjalankan kegiatan usaha pembiayaan sebagaimana tercantum dalam Anggaran Dasar Perseroan dengan rincian sebagai berikut:• Pembiayaan Investasi • Pembiayaan Modal Kerja • Pembiayaan Multiguna • Kegiatan usaha pembiayaan lain berdasarkan persetujuan

OJK

Dari kegiatan pembiayaan tersebut, saat ini Perseroan melakukan kegiatan pembiayaan konsumen, sewa pembiayaan, dan anjak piutang. Perseroan dalam menjalankan kegiatan usahanya telah mendapatkan izin usaha dalam bidang usaha lembaga pembiayaan berdasarkan keputusan Menteri Keuangan No. 68/KMK.017/1994 tanggal 5 Maret 1994 sebagaimana telah diubah dengan Keputusan Menteri Keuangan No. Kep-421/KM.6/2003 tanggal 1 Desember 2003 dan Keputusan Menteri Keuangan No. Kep-143/KM.10/2012 tanggal 16 Maret 2012.

Pembiayaan Konsumen

Kegiatan utama pembiayaan konsumen adalah pemberian kredit kepemilikan kendaraan roda empat dan kendaraan roda dua, serta pembiayaan multiproduk.

1. Pembiayaan kendaraan roda empat Perseroan menyediakan fasilitas pembiayaan kendaraan

roda empat baik kendaraan baru maupun kendaraan bekas, untuk keperluan pribadi atau komersial. Jenis kendaraan yang dapat dibiayai meliputi sedan, jeep, minibus, pickups, light truck dan heavy truck serta pembiayaan kendaraan roda empat melalui jaringan dealer resmi dan showroom rekanan yang luas.

2. Pembiayaan kendaraan roda dua Perseroan berfokus pada pembiayaan sepeda motor baru

merek Honda melalui sinergi yang baik dengan grup MPM, khususnya MPM Mulia dan MPM Motor.

3. Pembiayaan Multiproduk Perseroan menyediakan fasilitas pembiayaan untuk

keperluan pengadaan rumah tangga dan elektronik.

Sewa Pembiayaan

Perseroan menyediakan fasilitas pembiayaan untuk memenuhi kebutuhan modal di industri, termasuk manufaktur, perkebunan, transportasi, properti, logistik, dan pertambangan di Indonesia. Jenis barang modal yang dibiayai meliputi alat berat (excavator, wheel loader, forklift, crane, bulldozer) dan mesin (printing, molding) baik dalam keadaan baru atau bekas.

As stipulated in the Company’s Articles of Association, the Company engages in the following financing business:

• Investment Financing• Working Capital Financing• Multipurpose Financing• Other financing business approved by OJK

From the aforementioned financing activities, the Company is currently conducting consumer finance, finance leases, and factoring. In carrying out its business activities, the Company has obtained a business license in the field of business of financial institutions based on the decision of the Minister of Finance No. 68/KMK.017/1994 dated March 5, 1994, as amended by Decree of the Minister of Finance No. Kep-421/KM.6/2003 December 1, 2003, and Decree of the Minister of Finance No. Kep-143/KM.10/2012 dated March 16, 2012.

Consumer Financing

The main activity of consumer financing is the provision of credit for ownership of four-wheeled vehicles and two-wheeled vehicles, as well as multi-product financing.

1. Four-wheeled vehicle financing The Company provides financing facilities for four-wheeled

vehicles both new and used vehicles, for personal or commercial purposes. Types of vehicles that can be financed include sedans, jeeps, minibus, pickups, light trucks, and heavy trucks as well as four-wheeled vehicle financing through an extensive network of authorized dealers and partner showrooms.

2. Two-wheeled vehicle financing The Company focuses on the new motorcycle financing

of Honda, through good synergy with the MPM group, specifically MPM Mulia and MPM Motor.

3. Multi-product financing The Company provides financing facilities for household and

electronic goods.

Finance Lease

The Company provides financing facilities to meet capital needs in the industry, including manufacturing, plantations, transportation, property, logistics, and mining in Indonesia. Types of capital goods financed include heavy equipment (excavators, wheel loaders, forklifts, cranes, bulldozers) and machinery (printing, molding) both in new or used condition.



Keanggotaan pada AsosiasiMembership in Association

Produk Berdasarkan Jenis Aset

Portofolio produk berdasarkan jenis aset, adalah sebagai berikut: a. Mobil Baru b. Mobil Bekas c. Motor Baru d. Multiproduk e. Alat Berat, yang terdiri dari:

• Alat-alat berat • Truk dan alat transportasi umum • Mesin-mesin • Lain-lain

f. Properti

• APPI (Asosiasi Perusahaan Pembiayaan Indonesia) • BMPPVI (Badan Mediasi Pembiayaan Pergadaian dan

Ventura Indonesia)

Products by Type of Assets

Product portfolios based on the following types of assets:a. New Carb. Used Carc. New Motorcycled. Multi-productse. Heavy Equipment, consisting of:

• Heavy equipment• Trucks and public transportation• Machinery• Others

f. Property

• APPI (Indonesia Finance Services Association) • BMPPVI (Indonesian Financing, Pawnshop and Venture

Mediation Agency)



Struktur OrganisasiOrganizational Structure

Dewan KomisarisBoard of Commissioners

President Director*

Executive Assistant

Regional Manager (Corporate)

Willy Setyadi, Djony,

Tony Lim

Executive Committee under Board of Directors

Asset & LiabilityCommittee

Retail AlertCommittee

Risk ManagementCommittee

Early AlertCommittee

Operational Risk Management Committee

Customer ExperienceCommittee

CollectionWest

Nugroho Budi Santoso

CollectionEast

Arie Darmawan

Branch Manager (Corporate)

Business Process Management

Ana Listyowati Yohadi

Internal AuditMagdalena

Hendramartani

Corporate Business Director

Venky Charles Sutiono

Product Sales Management

Sales & MarketingGestik Dwi Puji M

Branch Manager (Retail)

Regional Manager (Retail)

Jamin, Lina Farida, Arwandi, Kristiawan Dwika, Sudarman, Anggie Mayang,

Tien Imelda, Melinda, Fajar Nugroho, Graha

Jusmanto

Retail Business DirectorYenanto

Branch Development

DireksiBoard of Directors

Per 31 Desember 2020As of December 31, 2020

*) Bapak Kojun Sato sudah lulus fit and proper test oleh OJK dan masih dalam proses pembuatan visa/izin kerja. Mr. Kojun Sato already passed the fit and proper test by OJK and his working visa/permit is under process.



AuditCommittee

Nomination & Remuneration

Committee

Integrated Governance Committee

Finance, Technology & Operations Director

Hajimu Yukimoto

Business Development Director

Kazuaki Yamazaki

Risk DirectorSupriyanto

Procedure & Customer Relations

Dony Qurniawan

Credit Risk Management

Human CapitalRio Andersen

Business Development

Financial Crime Risk, Fraud & Operational Risk Management

Fazwar Anwar

Legal, Litigation & Compliance

Bank RelationsTimothy Anugerah

General Affair & Asset ManagementI Ketut Jasa

OperationsLingling Liesuanto

Finance & AccountingTjahjono Budi Santoso

Information Technology

Corporate Secretary Expert

Suviana



Profil Dewan KomisarisBoard of Commissioners’ Profile

Toshiya KanameKomisaris UtamaPresident CommissionerKewarganegaraanNationality

JepangJapanese Citizen

UsiaAge

61 tahun/years old

DomisiliDomicile

Jakarta

Takahiro NagoshiKomisarisCommissionerKewarganegaraanNationality


UsiaAge

62 tahun/years old

DomisiliDomicile

JepangJapan

Dasar Hukum Pengangkatan Legal Basis of Appointment

Surat Keputusan Sirkuler Pemegang Saham sebagai pengganti dari Rapat Umum Pemegang Saham Luar Biasa tanggal 5 Oktober 2020.

Circular Resolutions of Shareholders in lieu of Extraordinary General Meeting of Shareholders on October 5, 2020.

Riwayat Pendidikan Educational Background

Sarjana di bidang Ekonomi, dari The University of Tokyo pada tahun 1983.

Bachelor of Economics, from the University of Tokyo, 1983.

Riwayat Jabatan Work Experience

• Wakil Direktur Utama Perseroan (2016 – 2017)

• General Manager of International Business Planning Division JACCS Co., Ltd. (2014 – 2016)

• Vice President Director of the Company (2016 – 2017)

• General Manager of International Business Planning Division JACCS Co., Ltd. (2014 – 2016)

Rangkap Jabatan Concurrent Position

Anggota Komite Nominasi dan Remunerasi (2019 – sekarang)

Member of Nomination and Remuneration Committee (2019 – present)

Hubungan Afiliasi Affiliate Relationship

Beliau tidak memiliki hubungan afiliasi dengan anggota Dewan Komisaris lainnya, anggota Direksi, atau dengan Pemegang Saham Utama Perseroan.

He has no affiliation relationship with other members of the Board of Commissioners, Board of Directors, or majority Shareholders.


Surat Keputusan Sirkuler Pemegang Saham sebagai pengganti dari Rapat Umum Pemegang Saham Luar Biasa tanggal 16 Desember 2019.

Circular Resolutions of Shareholders in lieu of Extraordinary General Meeting of Shareholders on December 16, 2019.


Sarjana di bidang Ekonomi dan Politik dari Meiji University Jepang pada tahun 1982.

Bachelor of Economics and Politics, from the Meiji University, Japan in 1982.


• Deputy General Manager of Business Strategy Department and Head of Sales Supervision JACCS Co., Ltd. (2014 – 2015)

• Executive Officer wilayah Touhoku JACCS Co., Ltd. (2012 – 2014)

• Deputy General Manager of Business Strategy Department and Head of Sales Supervision JACCS Co., Ltd. (2014 – 2015)

• Executive Officer of Touhoku area at JACCS Co., Ltd. (2012 – 2014)


General Manager di International Business Division JACCS Co., Ltd. (2015 – sekarang).

General Manager of the International Business Division of JACCS Co., Ltd. (2015 – present).






Josaphat BudisatyawiraKomisaris IndependenIndependent CommissionerKewarganegaraanNationality

IndonesiaIndonesian Citizen

UsiaAge

56 tahun/years old

DomisiliDomicile

Jakarta

Surya WidjajaKomisaris IndependenIndependent CommissionerKewarganegaraanNationality


UsiaAge

41 tahun/years old

DomisiliDomicile

Jakarta


Surat Keputusan Sirkuler Pemegang Saham sebagai pengganti dari Rapat Umum Pemegang Saham Luar Biasa tanggal 3 Februari 2020.

Circular Resolutions of Shareholders in lieu of Extraordinary General Meeting of Shareholders on February 3, 2020.


Sarjana Ekonomi Manajemen dari Universitas Prof. Dr. Moestopo tahun 2002.

Bachelor of Economics and Management from Prof. Dr. Moestopo University in 2002.


• Group Head Internal Audit di PT Wahana Optima Permai (2014 – 2015)

• Audit Manager, IT & Operations Audit Department di PT Bank Mandiri (Persero) Tbk (2013 – 2013)

• Group Head of Internal Audit of PT Wahana Optima Permai (2014 – 2015)

• Audit Manager, IT & Operations Audit Department of PT Bank Mandiri Persero Tbk (2013 – 2013)


• Ketua Komite Audit Perseroan (2019 – sekarang)

• Ketua Komite Tata Kelola Terintegrasi (2019 – sekarang)

• Ketua Komite Nominasi dan Remunerasi (2017 – sekarang)

• Chairman of the Company’s Audit Committee (2019 – present)

• Chairman of the Integrated Governance Committee (2019 – present)

• Chairman of the Nomination and Remuneration Committee (2017 – present)





Surat Keputusan Sirkuler Pemegang Saham sebagai pengganti dari Rapat Umum Pemegang Saham Luar Biasa tanggal 20 Juni 2019.

Circular Resolutions of Shareholders in lieu of Extraordinary General Meeting of Shareholders on June 20, 2019.


Bachelor of Business Administration dari University of New Brunswick, Fredericton, Canada pada tahun 2000.

Bachelor of Business Administration from University of New Brunswick, Fredericton, Canada, 2000.


• Head of Internal Audit PT Saratoga Investama Sedaya Tbk (2013 – 2015)

• Senior Manager di PwC Indonesia (2006 – 2013)

• Head of Internal Audit PT Saratoga Investama Sedaya Tbk (2013 – 2015)

• Senior Manager at PwC Indonesia (2006 – 2013)


• Anggota Komite Audit PT Indopoly Swakarsa Industry Tbk (2017 – 2020)

• Anggota Komite Audit PT Saratoga Investama Sedaya Tbk (2019 – sekarang)

• Anggota Komite Audit Perseroan (2019 – sekarang)

• Direktur PT Kreasi Abadi Interior (2017 – sekarang)

• Member of Audit Committee at PT Indopoly Swakarsa Industry Tbk (2017 – 2020)

• Member of Audit Committee at PT Saratoga Investama Sedaya Tbk (2019 – present)

• Member of Audit Committee at the Company (2019 – present)

• Director of PT Kreasi Abadi Interior (2017 – present)






Profil DireksiBoard of Directors’ Profile

Kojun SatoDirektur UtamaPresident DirectorKewarganegaraanNationality


UsiaAge

63 tahun/years old

DomisiliDomicile

Jakarta





School of Commerce Department of Commerce, dari Universitas Senshu, Jepang tahun 1980.

School of Commerce Department of Commerce, from Senshu University, Japan in 1980.


• Director and Managing Executive Officer JACCS Co., Ltd. - Supervisor of International Business

(2018 – 2020)- Supervisor of International Business

and Group Strategic Business (2016 – 2018)

- Supervisor of Corporate Planning (2015 – 2016)

• Direktur dan Senior Executive Officer JACCS Co., Ltd.- Supervisor of Corporate Planning

(2012 – 2015)• Executive Officer dan General Manager

di Hokkaido Area JACCS Co., Ltd. (2010 – 2012)

• Executive Officer of Auto Loans, Business Strategy JACCS Co., Ltd. (2007 – 2010)

• Director and Managing Executive Officer JACCS Co., Ltd.- Supervisor of International Business

(2018 – 2020)- Supervisor of International Business

and Group Strategic Business (2016 – 2018)

- Supervisor of Corporate Planning (2015 – 2016)

• Director and Senior Executive Officer JACCS Co., Ltd.- Supervisor of Corporate Planning

(2012 – 2015)• Executive Officer and General Manager

of Hokkaido Area JACCS Co., Ltd. (2010 – 2012)

• Executive Officer of Auto Loans, Business Strategy JACCS Co., Ltd. (2007 – 2010)


- -


Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi lainnya, anggota Dewan Komisaris, atau dengan Pemegang Saham Utama Perseroan.

He has no affiliation relationship with other members of the Board of Directors, Board of Commissioners, or majority Shareholders.



Venky Charles SutionoDirekturDirectorKewarganegaraanNationality


UsiaAge

56 tahun/years old

DomisiliDomicile

Jakarta

Hajimu YukimotoDirektur KeuanganFinance DirectorKewarganegaraanNationality


UsiaAge

56 tahun/years old

DomisiliDomicile

Jakarta


Surat Keputusan Sirkuler Pemegang Saham sebagai pengganti dari Rapat Umum Pemegang Saham Luar Biasa tanggal 12 Mei 2020.

Circular Resolutions of Shareholders in lieu of Extraordinary General Meeting of Shareholders on May 12, 2020.


Sarjana Mekanisasi Pertanian dari Universitas Hasanuddin pada tahun 1989.

Bachelor of Agricultural Mechanization from Hasanuddin University in 1989.


• Head of Corporate Finance (2010 – 2013)

• Regional Manager Consumer Finance area Jawa Tengah, Jawa Timur dan Bali di PT Austindo Nusantara Jaya Finance (2007 – 2010)

• Assistant Vice President, Product Support Manager Asset Based Finance di PT Bank Danamon Indonesia Tbk (2005 – 2006)

• Head of Corporate Finance (2010 – 2013)

• Regional Manager Consumer Finance of Central Java, East Java and Bali area at PT Austindo Nusantara Jaya Finance (2007 – 2010)

• Assistant Vice President, Product Support Manager Asset Based Finance of PT Bank Danamon Indonesia Tbk (2005 – 2006)


- -





Surat Keputusan Sirkuler Pemegang Saham sebagai pengganti dari Rapat Umum Pemegang Saham Luar Biasa tanggal 12 Mei 2020.

Circular Resolutions of Shareholders in lieu of Extraordinary General Meeting of Shareholders on May 12, 2020.


Sarjana di bidang bahasa asing, dari Universitas Osaka, Jepang tahun 1987.

Bachelor of foreign language, from Osaka University, Japan in 1987.


• Direktur Utama Perseroan (2013 – 2014)

• Direktur Keuangan Perseroan (2010 – 2013)

• Chief Manager Divisi Corporate Business Solution di Resona Bank, Limited (2010 – 2010).

• Wakil President Direktur di PT Bank Resona Perdania (2005 – 2010)

• President Director of the Company (2013 – 2014)

• Finance Director of the Company (2010 – 2013)

• Chief Manager Corporate Business Solution Division at Resona Bank, Limited (2010 – 2010)

• Vice President Director at PT Bank Resona Perdania (2005 – 2010)


- -






YenantoDirekturDirectorKewarganegaraanNationality


UsiaAge

52 tahun/years old

DomisiliDomicile

Jakarta

Kazuaki YamazakiDirekturDirectorKewarganegaraanNationality


UsiaAge

56 tahun/years old

DomisiliDomicile

Jakarta


Surat Keputusan Sirkuler Pemegang Saham sebagai pengganti dari Rapat Umum Pemegang Saham Luar Biasa tanggal 20 Februari 2019.

Circular Resolutions of Shareholders in lieu of Extraordinary General Meeting of Shareholders on February 20, 2019.


Sarjana Ekonomi Manajemen dari Universitas Kristen Duta Wacana pada tahun 1993.

Bachelor of Economy Management from Duta Wacana Christian University in 1993.


• Direktur Marketing di PT MNC Finance (2014 – 2016)

• Sales & Marketing General Manager di PT Suzuki Finance Indonesia (2011 – 2014)

• Marketing Director at PT MNC Finance (2014 – 2016)

• Sales & Marketing General Manager at PT Suzuki Finance Indonesia (2011 – 2014)


- -








Bachelor of Arts in Letters dari Universitas Kanto Gakuin pada tahun 1988.

Bachelor of Arts in Letters from Kanto Gakuin University in 1988.


• Business Advisor (2013 – 2017)• Manager Divisi Automobile Loan

Business di JACCS Co., Ltd. (2011 – 2013)

• Business Advisor (2013 – 2017)• Manager of Automobile Loan Business

Division at JACCS Co., Ltd. (2011 – 2013)


- -






SupriyantoDirekturDirectorKewarganegaraanNationality


UsiaAge

48 tahun/years old

DomisiliDomicile

Jakarta





• Magister Management Universitas Gunadarma – Manajemen Sistem Informasi – Sistem Informasi Bisnis tahun 2004.

• Sarjana Ekonomi Akuntansi dari Universitas Gunadarma tahun 1999.

• Magister of Management Gunadarma University – Management of Information System– Business Information System in 2004.

• Bachelor of Economics in Accounting from Gunadarma University in 1999.


• PT Bank Mizuho Indonesia, Executive Vice President- Sebagai Credit Risk Control Dept

Head (2011 - 2020)- Sebagai Compliance Dept Head

(2020)• PT Bank Chinatrust Indonesia, Vice

President- Sebagai Risk Management Dept Head

(2010 - 2011)• PT Bank Hana, Assistant Vice President

- Sebagai Risk Management Dept Head (2008 - 2010)

• PT Bank Mizuho Indonesia, Executive Vice President- As Credit Risk Control Dept Head

(2011 - 2020)- As Compliance Dept Head (2020)

• PT Bank Chinatrust Indonesia, Vice President- As Risk Management Dept Head

(2010 - 2011)• PT Bank Hana, Assistant Vice President

- As Risk Management Dept Head (2008 - 2010)


- -






Struktur Kepemilikan SahamShare Ownership Structures

Komposisi Pemegang SahamShareholders Composition

Kronologis Pencatatan SahamSharelisting Chronology

Kronologis Pencatatan Efek LainnyaChronology of Other Securities Listing

Sampai dengan akhir Desember 2020. komposisi pemegang saham Perseroan adalah sebagai berikut:

Nama Pemegang SahamName of Shareholders

Jumlah SahamTotal Shares

Jumlah Nilai Nominal (Rp)Total Nominal Value (IDR)

Persentase (%)Percentage (%)

JACCS Co., Ltd. 734.685 734.685.000.000 60

PT Mitra Pinasthika Mustika Tbk 489.790 489.790.000.000 40

Total 1.224.475 1.224.475.000.000 100

Kepemilikan Saham oleh Dewan Komisaris dan Direksi

Sampai akhir tahun 2020. tidak ada anggota Dewan Komisaris dan Direksi yang memiliki saham Perseroan.

PT JACCS Mitra Pinasthika Mustika Finance Indonesia

JACCS Co., Ltd.(JACCS)

PT Mitra Pinasthika Mustika Tbk (MPM)

PT Saratoga Investama Sedaya TbkMUFG Bank, Ltd.

Pemilik saham lainnya dan masyarakat

Other shareholders and public float

Pemilik saham lainnya dan masyarakat

Other shareholders and public float

20,28%

60% 40%

79,72% 52,21% 47,79%

As of the end of December 2020, the Company’s shareholders composition is as follows:

Share Ownership by the Board of Commissioners and Board of DirectorsAs of the end of 2020, all members of the Board of Commissioners and Board of Directors did not own the Company’s shares.

Pencatatan efek bersifat utang Perseroan dapat dilihat pada bagian Ikhtisar Obligasi.

Listing of the Company’s debt securities can be found in the Bond Highlights chapter.

The Company has never made an Initial Public Offering or listed its share on the Stock Exchange. Therefore, the Company does not provide information regarding share listing chronology and changes in the number of shares from the initial listing until the end of the fiscal year, as well as the name of the Stock Exchange where the Company’s share is listed.

Perseroan tidak pernah melakukan Penawaran Umum Perdana dan mencatatkan sahamnya di Bursa Efek. Oleh karena itu, Perseroan tidak menyajikan informasi mengenai kronologis pencatatan saham dan perubahan jumlah saham dari awal pencatatan hingga akhir tahun buku, serta nama Bursa Efek tempat saham Perseroan dicatatkan.

Struktur kepemilikan saham per 31 Desember 2020 adalah: As of December 31, 2020, the share ownership structure was as follows:



1 Sumatra 22 kantor cabang dan 1 kantor pemasaran 22 branches and 1 marketing office

4 Bali Nusa Tenggara 11 kantor cabang dan 2 kantor pemasaran 11 branches and 2 marketing offices

2 Jabodetabek 12 kantor cabang 12 branches

5 Kalimantan 10 kantor cabang dan 1 kantor pemasaran 10 branches and 1 marketing office

3 Jawa/Java 31 kantor cabang dan 1 kantor pemasaran 31 branches and 1 marketing office

6 Sulawesi 8 kantor cabang dan 1 kantor pemasaran 8 branches and 1 marketing office

Total94 kantor cabang dan 6 kantor pemasaran 94 branches and 6 marketing offices

Informasi Pada Situs Web PerseroanInformation on the Company’s Website

Wilayah OperasionalOperational Area

Dalam rangka menjamin ketersediaan informasi yang transparan dan relevan kepada para pemegang saham dan pemangku kepentingan lainnya, Perseroan menyediakan situs resmi yaitu www.jaccs-mpmfinance.com yang dapat diakses oleh publik.

Situs resmi tersebut memuat beragam informasi, di antaranya: • Produk Pembiayaan • Simulasi Kredit • Pengajuan Online • Promosi • Informasi Umum Perseroan • Informasi untuk Pelanggan, dan • Berita Terbaru Perseroan.

Agar publik selalu dapat memperoleh informasi yang terkini, Perseroan secara berkala memperbarui situs resminya.

1

2

34

6

5

In order to ensure the availability of transparent and relevant information to shareholders and stakeholders, the Company provides an official website at www.jaccs-mpmfinance.com in which the public can access.

The Company’s Official website provides the following information: • Financing Products • Credit Simulation • Online Submission • Promotion • General Information of the Company • Information for the customer, and • Latest Company News

The Company regularly updates its official website to ensure that the public can obtain the latest information.

Per 31 Desember 2020/As of December 31, 2020



Lembaga dan Profesi Penunjang Pasar ModalCapital Market Supporting Institutions and Professions

Akuntan PublikPublic Accountant

KAP Siddharta Widjaja & Rekan (a member Firm of KPMG International)Wisma GKBI, Lantai 33/33rd Floor Jl. Jend. Sudirman Kav. 28Jakarta 10210 – IndonesiaTel. : (62 21) 5742333Fax.: (62 21) 5741777

Jasa yang diberikan:Melakukan audit berdasarkan Standar Audit yang ditetapkan oleh Ikatan Akuntan Publik Indonesia. Standar tersebut mengharuskan Akuntan Publik merencanakan dan melaksanakan audit agar diperoleh keyakinan yang memadai bahwa laporan keuangan bebas dari salah saji yang material. Akuntan Publik bertanggung jawab atas pendapat yang diberikan terhadap laporan keuangan yang diaudit. Tugas Akuntan Publik meliputi pemeriksaan atas dasar pengujian bukti-bukti yang mendukung jumlah-jumlah dan pengungkapan dalam laporan keuangan.

Service provided:Conducting audits based on the Audit Standards established by the Indonesian Institute of Certified Public Accountants. This standard requires the Public Accountant to plan and carry out the audit in order to obtain adequate confidence that the financial statement is free from material misstatements. The public Accountant is responsible for opinions given on the audited financial statement. The Public Accountant’s duties involve checking on the basis of testing the evidence that supports the numbers and disclosures in the financial statement.

Wali AmanatTrustee

PT Bank Rakyat Indonesia (Persero) TbkDivisi Investment Services Bagian Trust & Corporate Services Gedung BRI II Lantai 30/30th Floor Jl. Jend. Sudirman Kav.44-46 Jakarta 10210 – Indonesia

Jasa yang diberikan:Mewakili kepentingan pemegang Obligasi baik di dalam maupun di luar pengadilan mengenai pelaksanaan hak-hak pemegang Obligasi sesuai dengan syarat-syarat Obligasi, dengan memperhatikan ketentuan-ketentuan yang tercantum dalam Perjanjian Perwaliamanatan serta peraturan perundang-undangan yang berlaku.

Service provided:Representing the interests of Bondholders both inside and outside the court regarding the implementation of the rights of the Bondholders in accordance with the conditions of the Bonds, by taking into account the provisions contained in the Trustee Agreement and applicable laws and regulations.

Lembaga PemeringkatRating Agency

Fitch Ratings Indonesia DBS Bank Tower Lantai 24/24th Floor Suite 2403, Jl. Prof. Dr. Satrio Kav. 3-5 Kuningan – Karet KuninganJakarta 12940 – IndonesiaTel. : (62 21) 29886800

Jasa yang diberikan:Menyediakan suatu peringkat atas risiko kredit yang objektif, independen, serta dapat dipertanggungjawabkan atas penerbitan surat utang yang diperdagangkan kepada masyarakat luas.

Service provided:Provides credit risk ratings in an objective, independent, and accountable manner in the issuance of debt securities to the general public.

NotarisNotary

Mala Mukti, S.H., LL.MAXA Tower Lantai 27/27th Floor Suite 06 Jl. Prof Dr. Satrio Kav. 18 KuninganJakarta 12940 – Indonesia

Jasa yang diberikan:Membuat akta-akta dalam rangka Penawaran Umum Obligasi, antara lain Perjanjian Perwaliamanatan, Pengakuan Utang dan Perjanjian Penjaminan Emisi Efek, serta akta-akta perubahannya.

Service provided:Preparing the necessary deeds for Bond Public Offering, including the Trustee Agreement, Recognition of Debt and Securities Agreement, and the deed of amendments.

Konsultan HukumLegal Consultant

Imran Muntaz & Co Law FirmOffice 8 Building Lantai 35/35th Floor Zona G Sudirman Central Business District Lot. 28 Jl. Jend. Sudirman Kav. 52-53 Jakarta 12190 – Indonesia

Jasa yang diberikan:Memberikan Pendapat Hukum mengenai Perseroan dalam rangka Penawaran Umum. Konsultan Hukum melakukan uji tuntas dari segi hukum atas fakta yang ada mengenai Perseroan dan keterangan lain yang berhubungan dengan itu sebagaimana disampaikan oleh Perseroan. Hasil pemeriksaan dan penelitian mana telah dimuat dalam Laporan Uji Tuntas Dari Segi Hukum yang menjadi dasar dari Pendapat Hukum yang dimuat dalam informasi tambahan sepanjang menyangkut segi hukum. Tugas lainnya adalah meneliti informasi yang dimuat dalam Informasi Tambahan sepanjang menyangkut segi hukum.

Service Provided:Providing Legal Opinions regarding the Company in the context of Public Offering. The Legal Consultant conducts due diligence in terms of the legal aspects of the Company and other information related to it disclosed by the Company. The results of the examination and research have been published in the Legal Due Diligence Report which is the basis of the Legal Opinion which are contained in additional information as long as it concerns the legal aspect. Another task is to examine the information contained in the Additional Information as far as it is concerning the legal aspect.



Pendidikan dan/atau Pelatihan Organ Utama dan Organ Pendukung PerseroanTraining and/or Education of the Company’s Main Organs and Supporting Organs

Dewan Komisaris Board of Commissioners

NamaName

JabatanDesignation

Nama PelatihanTraining Name

TanggalDate

PenyelenggaraOrganizer

Toshiya Kaname Komisaris UtamaPresident Commissioner

Seminar Nasional “Industri Pembiayaan di Tengah Pandemi Covid-19”National Seminar “Finance Industry During the Covid-19 Pandemic”

28 Mei/May 2020 APPI

Takahiro Nagoshi KomisarisCommissioner

Seminar Nasional “Multifinance Road to Recovery”National Seminar “Multifinance Road to Recovery”

1 Oktober/October 2020

APPI

Josaphat Budisatyawira Komisaris IndependenIndependent Commissioner

Seminar Nasional “Multifinance Road to Recovery”National Seminar “Multifinance Road to Recovery”


APPI

Surya Widjaja Komisaris IndependenIndependent Commissioner

Seminar Nasional “Arahan dan Kebijakan 2020”National Seminar “Direction and Policies in 2020”

20 Februari/February 2020

APPI


NamaName

JabatanDesignation


TanggalDate


Hajimu Yukimoto Direktur KeuanganFinance Director



APPI

Webinar Nasional “Pemulihan Kesehatan Industri Pembiayaan”National Webinar “Recovery of Finance Industry”

28 Juli/July 2020 APPI

Venky Charles Sutiono DirekturDirector



APPI



Yenanto DirekturDirector



APPI

Webinar Nasional “Pemulihan Kesehatan Industri Pembiayaan”National Webinar “Recovery of Finance Industry”

28 Juli/July 2020 APPI

Kazuaki Yamazaki DirekturDirector



APPI





SEKRETARIS PERUSAHAAN CORPORATE SECRETARY


TanggalDate


Pendalaman POJK No. 51/POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten dan Perusahaan Publik, serta sharing sessionUnderstanding POJK No. 51/POJK.03/2017 concerning the Implementation of a Sustainable Financial for Financial Service Institutions, Issuer, and Public Company, as well as sharing session

4 Februari/February 2020 PT Bursa Efek Indonesia & Indonesia Corporate Secretary Association (ICSA)

Penilaian Tata Kelola Perusahaan dan sharing terkait Implementasi Good Corporate Governance (GCG)Corporate Governance Assessment and sharing related to the Implementation of Good Corporate Governance (GCG)

3 Maret/March 2020 ICSA

Strengthen Brand Reputation & Crisis Management on Social Media 10 Maret/March 2020 MPM GroupSosialiasi POJK No. 17/POJK.04/2020 dan No. 42/POJK.04/2020Socialization of POJK No. 17/POJK.04/2020 and No. 42/POJK.04/2020

11 Agustus/August 2020 OJK

Sosialiasi POJK No. 37/POJK.04/2020 dan No. 43/POJK.04/2020Socialization of POJK No. 17/POJK.04/2020 and No. 42/POJK.04/2020

11 Agustus/August 2020 OJK

Kegiatan Sosialisasi Pasar ModalCapital Market Socialization

8 September 2020 OJK & Bursa Efek Indonesia (BEI)

Selling in New Normal 1 Oktober/October 2020 MDI TalkCompliance Forum: OJK Reporting 5 Oktober/October 2020 MPM GroupMembuat Press ReleaseWriting Press Release

23 Oktober/October 2020 Lentera Talenta Indonesia

MPM Digital Day 1 Oktober/October 2020 MPM GroupSocial Media Marketing for financial product 3 November 2020 HeroleadsWebinar Corporate Secretary Industri Keuangan Non BankWebinar of Corporate Secretary in Non-bank Finance Industry

7 Desember/December 2020 OJK

Memperingati Perjalanan Kongres Perempuan Indonesia 1928: Menuju Planet 50:50 - Kontribusi Bisnis Pada Pencapaian SDG 5Commemorating the Journey of Indonesian Women Congress 1928: Towards 50:50 Planet – Contribution of Business in the Achievement of SDG 5

16 Desember/December 2020 BEI

UNIT AUDIT INTERNAL INTERNAL AUDIT UNIT

NamaName

JabatanDesignation


TanggalDate


Ahmadrimawan Internal Audit Specialist

New Employee Orientation Program (NEOP) - Online 21 Januari/January 2020

Internal

Christiano Mecca Internal Audit Specialist

New Employee Orientation Program (NEOP) - Online 15 Maret/March 2020 Internal

Danang Priyo Aji Wicaksono

Internal Audit Specialist

New Employee Orientation Program (NEOP) - Online 15 Maret/March 2020 Internal

Siska Desylawati Internal Audit Reporting Staff

Online Training Newsletter: Kecerdasan Emosional Batch 1Online Training Newsletter: Emotional Intelligence Batch 1

21 September 2020 Internal


Online Training Newsletter: Emotional Intelligence Leadership Batch 2Online Training Newsletter: Emotional Intelligence Leadership Batch 2


Internal



Online Training Newsletter: Emotional Intelligence Leadership Batch 2Online Training Newsletter: Emotional Intelligence Leadership Batch 2


Internal



Online Training “Optimalisasi Sistem Anti-Fraud & Audit Forensik” Online Training “Optimization of Anti-Fraud & Forensic Audit System”

19 November 2020 Internal

Tessa Jogo Internal Audit Specialist



Almadani Internal Audit - East Dept Head



Syahbandi Prastowo

Internal Audit - West Dept Head





UNIT AUDIT INTERNAL INTERNAL AUDIT UNIT

NamaName

JabatanDesignation


TanggalDate


Magdalena Hendramartani

Internal Audit Div Head









Hotland Efendi Internal Audit Specialist



Juhandri Internal Audit Specialist




Online Training “Basic Excel” Batch 1 23 November 2020 Internal





Almadani Internal Audit - East Dept Head

Internal Audit MPM Group Forum 25 November 2020 Eksternal/External

Syahbandi Prastowo

Internal Audit - West Dept Head














Tessa Jogo Internal Audit Specialist


Juhandri Internal Audit Specialist



Online Training “Communication Skills” Batch 2 13 Desember/December 2020

Internal



Webinar Implementasi Sustainable Finance Sesuai POJK No. 51/POJK.03/2017 Webinar on the Implementation of Sustainable Finance in accordance with POJK No. 51/POJK.03/2017

4 Desember/December 2020

Eksternal/External



Sumber Daya ManusiaHuman Resources

Perseroan senantiasa memberikan perhatian khusus terhadap perkembangan kebutuhan dan kompetensi sumber daya manusia yang ada di lingkungan Perseroan mengingat sumber daya manusia merupakan kunci penggerak kinerja Perseroan dari internal.

Profil Karyawan

Pada tahun 2020, jumlah karyawan Perseroan berjumlah 2.460 orang, turun 15,75% dibandingkan tahun sebelumnya sebanyak 2.920 orang. Dari jumlah karyawan tersebut, sebanyak 1 (satu)orang karyawan asing (non direktur), yang menjabat sebagai Tenaga Ahli.

Berikut profil karyawan Perseroan pada tahun 2020 dan 2019:

Komposisi Karyawan Berdasarkan Status Kepegawaian Employee Composition Based on Employment Status

Keterangan 2020 % 2019 % Description

Tetap 1.535 62,40% 1.636 56,01% PermanentKontrak 925 37,60% 1.285 43,99% ContractTotal 2.460 100,00% 2.921 100,00% Total

Komposisi Karyawan Berdasarkan Jenis Kelamin Employee Composition Based on Gender


Laki-laki 1.896 77,07% 2.193 75,08% MalePerempuan 564 22,93% 728 24,92% FemaleTotal 2.460 100,00% 2.921 100,00% Total

Komposisi Karyawan Berdasarkan Kelompok Usia Employee Composition Based on Employment Age


18-25 tahun 269 10,93% 420 14,38% 18-25 years old26-35 tahun 1.195 48,58% 1.513 51,80% 26-35 years old36-45 tahun 833 33,86% 833 28,52% 36-45 years oldDi atas 46 tahun 163 6,63% 155 5,31% above 46 years oldTotal 2.460 100,00% 2.921 100,00% Total

Komposisi Karyawan Berdasarkan Jenjang Pendidikan Employee Composition Based on Education


Sarjana S2 15 0,61% 26 0,89% Master’s DegreeSarjana S1 1.412 57,40% 1.715 58,71% Bachelor’s DegreeDiploma 319 12,97% 393 13,45% DiplomaSMA 714 29,02% 786 26,91% Senior High SchoolLainnya 0 0,00% 1 0,03% OthersTotal 2.460 100,00% 2.921 100,00% Total

The Company constantly provides special attention to the development of needs and competencies of human resources in the Company, as human resources are the key to improve the Company’s performance internally.

Employee Profile

In 2020, the Company has 2,460 employees, which decreased by 15.75% compared to the previous year which was 2,920 employees. From the total employees, there are 1 (one) foreign employees (non director) working as Experts.

The following are the Company’s employee profiles in 2020 and 2019.



Komposisi Karyawan Berdasarkan Level Jabatan Employee Composition Based on Position


Dewan Komisaris dan Direksi

10 0,41% 10 0,34% Board of Commissioners and Board of Directors

General Manager 8 0,33% 12 0,41% General ManagerSenior Manager 4 0,16% 4 0,14% Senior ManagerManager 91 3,70% 98 3,36% ManagerJunior Manager 103 4,19% 101 3,46% Junior ManagerSupervisor 467 18,98% 548 18,76% SupervisorStaf 1.772 72,03% 2.142 73,33% StaffNon-Staf 5 0,20% 6 0,21% Non-StaffTotal 2.460 100,00% 2.921 100,00% Total

Program Pelatihan dan Pengembangan Kompetensi SDM

Guna mewujudkan visi dan misi Perseroan serta untuk mendapatkan sumber daya manusia yang dapat diandalkan, Perseroan berkomitmen untuk terus meningkatkan kualitas dari sumber daya manusia yang ada di Perseroan dengan menyediakan berbagai fasilitas pendidikan dan pelatihan bagi karyawannya baik secara internal maupun eksternal dari berbagai tingkat jabatan yang disesuaikan dengan kebutuhan Perseroan serta bertujuan untuk meningkatkan profesionalitas dan keahlian teknis karyawan.

Sepanjang tahun 2020, Perseroan telah memfasilitasi karyawan Perseroan untuk mengikuti berbagai program pelatihan dan pengembangan kompetensi yang sebagian besar dilakukan secara virtual sebagaimana dapat dilihat pada tabel di bawah ini:

No. Nama PelatihanTraining Name

Tanggal PelatihanDate of Training

LokasiVenue


Jumlah Peserta (Orang) Number of Attendees

(Persons)

1 Training Basic Custodian Mei-Juli 2020May-July 2020

Online Internal 116 Orang116 Attendees

2 Leadership For Supervisor 1-12 Maret 2020March 1-12, 2020

Jakarta Eksternal/External

29 Orang29 Attendees

3 Workshop Operational Risk Person (ORP) 16-18 Maret 2020March 16-18, 2020

Jakarta Internal 74 Orang74 Attendees

4 Training New Employee Orientation Program (NEOP)

Januari-Juni 2020January-June 2020


5 Workshop Branch Operations Supervisor (BOS)

13-17 Januari 2020January 13-17, 2020

Jakarta Internal 98 Orang98 Attendees

6 Advance SOP Writing & Improvement 17-18 Maret 2020March 17-18, 2020

Jakarta Eksternal/External

2 Orang2 Attendees

7 Grow To Great In Pandemic 7 April 2020April 7, 2020

Online Eksternal/External

4 Orang4 Attendees

8 How To Manage Your Team From Distance 30 April 2020April 30, 2020


2 Orang 2 Attendees

9 Team Empowerment in the New Normal 29 Mei 2020May 29, 2020


3 Orang 3 Attendees

10 Develop Your Emotional Agility Through Crisis 4 Juni 2020June 4, 2020


5 Orang5 Attendees

11 Bangkit kembali mental menangmuReawaken your winning mentality

9 Juni 2020June 9, 2020


2 Orang2 Attendees

12 Self Coaching 19 Juni 2020June 19, 2020


6 Orang6 Attendees

13 How to Build Winning Teams in New Normal 24 Juni 2020June 24, 2020


3 Orang 3 Attendees

HR Training and Competency Development Program

In order to realize the Company’s vision and mission as well as to obtain a reliable human resource, the Company is committed to continuously improve the quality of its human resources by providing employees in various positions with various education and training facilities both internally and externally which are adjusted based on the Company's needs and objective to improve employees professionalism and technical expertise.

Throughout 2020, the Company has facilitated its employees to attend various training and competency development programs which were mostly conducted virtually as presented in the following table:





LokasiVenue



(Persons)

14 Adapting Digital Gamification into HR Training Process

26 Juni 2020June 26, 2020


3 Orang 3 Attendees

15 Employee Support Program 8 Juli 2020July 8, 2020


7 Orang7 Attendees


11 Juli 2020July 11, 2020


17 Introduction Talkshow Program CHRP 14 Juli 2020July 14, 2020


3 Orang 3 Attendees

18 Webinar Engagement Survey & Strategy in Digital (and New Normal) Era

14 Juli 2020July 14, 2020


9 Orang9 Attendees

19 Webinar Service In “NEW NORMAL” Make Our Customer Feel Safe Again

18 Juli 2020July 18, 2020


2 Orang2 Attendees


20 Juli 2020July 20, 2020


21 Webinar Empowering Leaders Forum 25 Juli 2020July 25, 2020



22 Webinar Pemulihan Kesehatan Industri PembiayaanWebinar – Recovery of Finance Industry

28 Juli 2020July 28, 2020


3 Orang3 Attendees

23 Webinar MDI Talk Panduan Menciptakan Self Learning HabitMDI Talk Webinar – Guidelines in Developing Self Learning Habit

29 Juli 2020July 29, 2020


4 Orang4 Attendees

24 Webinar: MDI Talk Leading in “NEW NORMAL” 6 Agustus 2020August 6, 2020


5 Orang5 Attendees

25 Webinar: Executrain Introduction Business Analytics Using Power BI and Microsoft Excel

6 Agustus 2020August 6, 2020


3 Orang3 Attendees

26 Webinar: Qando Training “Future of Learning 4.0”



5 Orang5 Attendees




28 Online Training “Konsep & Hukum Pembiayaan” Batch 1Online Training “Concept & Financing Law” Batch 1

1 September 2020September 1, 2020


29 Training New Employee Orientation Program (NEOP) Manager

1-4 September 2020September 1-4, 2020

KonvensionalConventional

Internal 1 Orang1 Attendee

30 E-Learning Basic Credit Analyst Batch 1 2 September 2020September 2, 2020





32 Online Training Newsletter: Emotional Intelligence Leadership Batch 1



33 Webinar Meningkatkan Efektivitas Training Virtual Dalam Mengubah PerilakuWebinar – Improving Virtual Training Effectiveness in Changing Behaviour



2 Orang2 Attendees

34 Webinar SQC: Managing Stress Increasing Productivity



3 Orang3 Attendees




36 Online Training Newsletter: Kecerdasan Emosional Batch 1Online Training Newsletter: Emotional Intelligence Batch 1




21 & 23 September 2020September 21 & 23, 2020






LokasiVenue



(Persons)

38 Webinar City Training: Mengenal & Memahami Alat Tes untuk Para Recruiter Webinar City Training: Knowing & Understanding Test Equipment for Recruiter



1 Orang1 Attendee




40 Webinar MDI TALK Selling In “New Normal” 1 Oktober 2020October 1, 2020

Online External 3 Orang3 Attendees

41 Online Training Newsletter: Kecerdasan Emosional Batch 2 & 3Online Training Newsletter: Emotional Intelligence Leadership Batch 2 & 3

5 Oktober 2020October 5, 2020


42 Online Training Newsletter: Emotional Intelligence Leadership Batch 2 & 3








Online Internal 40 0rang40 Attendees

45 Online Training Newsletter: Emotional Intelligence Leadership Batch 4Online Training Newsletter: Emotional Intelligence Leadership Batch 4






47 Webinar MDI “Assertiveness & Self Confidence”



1 Orang1 Attendee

48 Webinar Lentera Talenta Indonesia: Membuat Press ReleaseWebinar Lentera Talenta Indonesia: Writing Press Release



3 Orang3 Attendees

49 Webinar Kubik: Pivot With Core Purpose: Becoming A Game Changer by Reconnecting to Your Core Purpose



7 Orang7 Attendees

50 Webinar City Training: Creative Thinking 24 Oktober 2020October 24, 2020


1 Orang1 Attendee

51 Webinar HR Wikipedia Indonesia: Impact SOP pada Kinerja KaryawanWebinar HR Wikipedia Indonesia: Impact of SOP on Employee Performance



4 Orang4 Attendees

52 Webinar Heroleads: “Social Media Marketing for Financial Products”

3 November 2020November 3, 2020


4 Orang4 Attendees

53 HR Gathering UMN 2020 3 November 2020November 3, 2020


2 Orang2 Attendees




55 Online Training Newsletter: Emotional Intelligence Leadership Batch 5

3 November 2020 November 3, 2020









LokasiVenue



(Persons)


17 November 2020 November 17, 2020


8 Orang8 Attendees

58 Online Training Selling To Win 19 November 2020November 19, 2020


5 Orang5 Attendees

59 Online Training “Optimalisasi Sistem Anti-Fraud & Audit Forensik” Online Training “Optimization of Anti-Fraud & Forensic Audit System”




60 Online Training “Cash Management Workshop”



4 Orang4 Attendees

61 Webinar Anti Mafia Fraud 19-21 November 2020November 19-21, 2020


7 Orang7 Attendees




63 Online Training “Basic Excel” Batch 1 23 November 2020November 23, 2020


64 Newsletter “Meningkatkan hubungan antar multigenerasi” Batch 1Newsletter “Improving multigeneration relationship” Batch 1






66 Internal Audit MPM Group Forum 25-27 November 2020November 25-27, 2020

Online External 9 Orang9 Attendees

67 Newsletter “Meningkatkan hubungan antar multigenerasi” Batch 2Newsletter “Improving multigeneration relationship” Batch 2

1 Desember 2020December 1, 2020


68 Online Training “Communication Skills” Batch 1 & 2

1 & 13 Desember 2020December 1 & 13, 2020


69 Webinar Implementasi Sustainable Finance Sesuai POJK No.51/POJK.03/2017 Webinar – Implementation of Sustainable Finance According to POJK No.51/POJK.03/2017




70 Online Training “Basic Excel” Batch 3 13 Desember 2020December 13, 2020


71 Newsletter “Meningkatkan Hubungan Antar Multigenerasi” Batch 3Newsletter “Improving Multigeneration Relationship” Batch 3











Teknologi InformasiInformation Technology

Perseroan terus berupaya untuk bertumbuh seiring dengan pekembangan bisnis yang dinamis. Kemajuan Teknologi Informasi (TI) terkini menjadi salah satu aspek yang diharapkan dapat meningkatkan efisiensi operasional, mempermudah pemantauan serta mempercepat aktivitas manajemen risiko.

Sepanjang 2020, Divisi TI telah melakukan berbagai pengembangan TI, antara lain:1. Pengadaan dual-link 4G solution untuk meminimalkan

risiko offline di cabang.2. Peningkatan keamanan TI dengan penggunaan next-

generation Antivirus and Firewalls.3. Peningkatan ketersediaan sistem di Disaster Recovery

Center (DRC).4. Migrasi sistem dari teknologi physical server ke virtual

server untuk memudahkan pemeliharaan sistem dan fleksibilitas pengembangan sistem.

5. Peremajaan infrastruktur perangkat TI di cabang, seperti: host server, think client, PABX untuk memberikan kinerja yang lebih baik dalam mendukung operasional.

6. Mengembangkan sistem B2B dengan pihak asuransi rekanan, sehingga proses order, claim dan endorsement dilakukan secara otomatis melalui sistem.

7. Implementasi Collection System dan Mobile Collection untuk memudahkan Collection dalam melakukan penagihan.

8. Peningkatan Core System menjadi Confins R2.9. Pembuatan Mobile Calculator untuk perhitungan simulasi

menggunakan mobile application.

In line with the dynamic business development, the Company strives to continue its developments. The latest development of Information Technology (IT) is one of the aspects to improve operational efficiency, facilitate monitoring and accelerate risk management activities.

Throughout 2020, the IT Division has carried out various IT developments, such as:1. Procuring dual-link 4G solution to minimize the risk of offline

at branches.2. Enhancing IT security with the utilization of next-generation

Antivirus and Firewalls.3. Improving system availability at Disaster Recovery Center

(DRC).4. Migrating system from physical technology server to the

virtual server to simplify system maintenance and flexibility of system developments.

5. Rejuvenating IT infrastructures in branches, such as host server, think client, PABX to provide a better performance in supporting operations.

6. Developing a B2B system with insurance partners, so that the process of orders, claims, and endorsements are carried out automatically by the system.

7. Implementing Collection System and Mobile Collection to facilitate the collection process.

8. Upgrading the Core System to Confins R2.9. Establishing Mobile Calculator to calculate simulations

through the mobile application.

Analisis dan Pembahasan ManajemenManagement Discussion and Analysis

Analisis dan Pembahasan Manajemen Management Discussion and Analysis


Tinjauan Makroekonomi dan IndustriMacroeconomics and Industry Review

Pertumbuhan ekonomi global diawali dengan optimisme yang cukup baik di mana Dana Moneter Internasional (IMF) memperkirakan ekonomi global akan tumbuh 3,3%. Namun demikian, perekonomian dunia mulai memburuk sejak Organisasi Kesehatan Dunia (WHO) mengumumkan adanya pandemi Covid-19 yang melanda berbagai belahan dunia, termasuk Indonesia. Pemerintah dari berbagai negara mulai menerapkan pembatasan sosial sebagai upaya untuk memutus mata rantai penyebaran virus tersebut. Kondisi ini pada akhirnya berpengaruh terhadap perekonomian di masing-masing negara. IMF kemudian memprediksi pertumbuhan ekonomi global 2020 menjadi minus 4,4%. Pemerintah Indonesia juga tidak ketinggalan dalam memberlakukan Pembatasan Sosial Berskala Besar (PSBB) pada bulan Maret dan April 2020 yang mana kebijakan ini menyebabkan sebagian besar aktivitas bisnis terhenti sehingga mempengaruhi roda perekonomian nasional. Menurut Badan Pusat Statistik (BPS), perekonomian nasional tumbuh minus 2,07% dengan laju inflasi yang cukup rendah di level 1,68%, sedangkan nilai tukar Rupiah terhadap Dolar AS pada akhir 2020 adalah sebesar Rp14.105, mengalami kelemahan dibandingkan nilai tukar Rupiah terhadap Dolar AS pada tahun 2019 sebesar Rp13.901.

Otomotif merupakan salah satu industri yang terkena pukulan paling berat dimana penjualan mobil dan motor merosot selama tahun 2020. Hal ini terutama disebabkan karena daya beli masyarakat yang semakin menurun dengan adanya pandemi.

Global economic growth was preceded by good optimism, with the International Monetary Fund (IMF) predicting that the global economy would grow by 3.3%. However, the world economy has begun to deteriorate since World Health Organization (WHO) announced the Covid-19 pandemic that has hit all over the world, including Indonesia. Governments from various countries have started to implement social restrictions in an effort to break the chain of spreading the virus. This condition eventually affected the economy in each country. The IMF then predicted global economic growth in 2020 to be minus 4.4%.

The Indonesian government also applied Large-Scale Social Restrictions (PSBB) in March and April 2020, causing most business activities to stop which affected the national economy. According to the Statistics Indonesia (BPS), the national economy grew minus 2.07% with a fairly low inflation rate of 1.68%, while the Rupiah exchange rate against the US Dollar was IDR14,105 at the end of 2020, depreciated compared to the Rupiah exchange rate against the US Dollar of IDR13,901 in 2019.

Automotive was one of the industries that has been hit hardest by the decline in sales of cars and motorcycles during 2020. This was mainly due to the decreasing people's purchasing power due to the pandemic. Based on data from the Association of



Berdasarkan data dari Gabungan Industri Kendaraan Bermotor Indonesia (GAIKINDO), penjualan mobil baru di tahun 2020 mengalami penurunan hingga 48,35% dari tahun sebelumnya, sedangkan penjualan motor baru mengalami penurunan hingga 43,54% dari tahun lalu berdasarkan data dari Asosiasi Industri Sepeda Motor Indonesia (AISI). Kondisi ini turut berdampak terhadap industri pembiayaan dimana untuk pertama kalinya industri pembiayaan mengalami kontraksi pertumbuhan negatif di tahun 2020. Menurut Asosiasi Perusahaan Pembiayaan Indonesia (APPI), penurunan paling besar terjadi di pembiayaan otomotif yaitu mencapai 65% dari portofolio pembiayaan.

Dalam upaya untuk mengoptimalisasi kinerja Lembaga Jasa Keuangan Non Bank (LKJNB), menjaga stabilitas keuangan dan mendukung pertumbuhan ekonomi dari dampak pandemi Covid-19, OJK mengeluarkan relaksasi dalam bentuk POJK No. 58/POJK.05/2020 tentang Perubahan atas POJK No. 14/POJK.05/2020 tentang Kebijakan Countercyclical Dampak Penyebaran Coronavirus Disease 2019 Bagi Lembaga Jasa Keuangan Non Bank. Hingga akhir Desember 2020, restrukturisasi pembiayaan perusahaan pembiayaan mencapai Rp189,96 triliun. Hal ini telah menjaga profil risiko perusahaan multifinance dengan NPF (Non Performing Financing) gross yang masih terkendali sebesar 4,01% di akhir 2020. Sementara itu, kinerja industri multifinance masih mengalami tekanan akibat dari pandemi Covid-19, dan piutang pembiayaan industri multifinance mengalami penurunan 18,23% (y-o-y).

Rencana Bisnis dan Realisasi

Menghadapi situasi yang tidak kondusif tersebut, Perseroan cepat merespon dengan melakukan beberapa kebijakan strategis untuk mempertahankan kelangsungan bisnisnya sebagai berikut:• Pemberian program restrukturisasi kredit untuk debitur yang

terdampak Covid-19;• Penyesuaian struktur pembiayaan Perseroan;• Proses analisa dan persetujuan kredit baru yang lebih

prudent (penerapan prinsip kehatian-hatian);• Pendanaan dan arus kas yang lebih terkontrol;• Efisiensi biaya operasional;• Memperkuat sinergi dengan perusahaan-perusahaan yang

tergabung dalam Grup MPM;• Dukungan dari pemegang saham mayoritas berupa fasilitas

pinjaman pemegang saham sebagai Back Up Facility; dan• Mengadopsi kebiasaan baru (new normal) dalam semua

aspek bisnis dan operasional dengan mengedepankan protokol kesehatan yang baik terutama di kantor-kantor cabang guna memastikan kesehatan dan keselamatan karyawan dan konsumen.

Indonesia Automotive Industries (GAIKINDO), sales of new cars in 2020 decreased by 48.35% from the previous year, while sales of new motorcycles decreased by 43.54% from last year based on data from Association of Indonesia Motorcycle Industry (AISI). This condition also had an impact on the finance industry where for the first time the finance industry experienced a negative growth contraction in 2020. According to Indonesia Finance Services Association (APPI), the largest decline in multi-finance financing occurred in automotive finance reaching 65% of the financing portfolio.

In an effort to optimize the performance of Non-Bank Financial Services Institutions (LKJNB), to maintain financial stability and support economic growth from the impact of the Covid-19 pandemic, OJK issued relaxation in the form of POJK No. 58/POJK.05/2020 concerning Amendments to POJK No. 14/POJK.05/2020 concerning the Countercyclical Policy on the Impact of the Spread of Coronavirus Disease 2019 for Non-Bank Financial Services Institutions. Until the end of December 2020, the restructured financing of finance companies reached Rp189.96 trillion. This has maintained the risk profile of multi-finance companies with a controlled gross NPF (Non Performing Financing) of 4.01% at the end of 2020. Meanwhile, the performance of the multi-finance industry still remained under pressure due to the Covid-19 pandemic, and financing receivables of multi-finance industry decreased by 18.23% (y-o-y).

Business Plan and Realization

Dealing with this unfavorable situation, the Company was agile to implement some strategic policies to maintain its business continuity as follows:• Providing a credit restructuring program for debtors affected

by Covid-19;• Adjustments to the Company’s financing structure;• A more prudent process for analyzing and approving new

financing (applying the principle of prudence);• More controlled funding and cash flow;• Operational cost efficiency;• Strengthening synergy with the companies that are members

of the MPM Group;• Support from the majority shareholder in the form of a

shareholder loan facility as a Back Up Facility; and• Adopting new normal in all aspects of business and

operations by prioritizing good health protocols, especially in branch offices to ensure the health and safety of employees and consumers.



Tinjauan Operasi per SegmenReview of Operation by Segment

Selama tahun 2020, Perseroan menjalankan kegiatan usaha yang meliputi bidang usaha pembiayaan investasi, pembiayaan modal kerja, pembiayaan multiguna dan kegiatan usaha pembiayaan lain berdasarkan persetujuan OJK.

Pembiayaan Konsumen

Perseroan membukukan penjualan baru pembiayaan konsumen sebesar Rp2.716 miliar, mengalami penurunan sebesar 40,95% dibandingkan tahun 2019. Di tahun 2020, pembiayaan baru roda empat (4W) tercatat sebesar Rp1.887 miliar mengalami penurunan sebesar 46,25% dibandingkan tahun sebelumnya, sedangkan pembiayaan baru roda dua (2W) sebesar Rp792 miliar yang mengalami penurunan sebesar 24,99% dibandingkan tahun sebelumnya.

Bekerja sama dengan MPM Mulia, pembiayaan motor baru tercatat sebanyak 39.850 unit di 2020, mengalami penurunan signifikan sebesar 26,40% dibandingkan tahun sebelumnya. Sedangkan pembiayaan baru multiproduk dan elektronik di tahun 2020 sebesar Rp36 miliar mengalami peningkatan 13,15% dibandingkan tahun sebelumnya.

Piutang pembiayaan 4W pada tahun 2020 didominasi oleh pembiayaan mobil baru sebesar Rp3,65 triliun, diikuti oleh pembiayaan mobil bekas sebesar Rp1,92 triliun. Berdasarkan tipe aset, piutang pembiayaan konsumen didominasi oleh MPV (25,90%), Sepeda Motor (19,04%), Pick Up (13,95%), Heavy Truck (13,60%), dan Light Truck (8,92%).

Mayoritas portofolio terkonsentrasi di wilayah Jawa dengan konsentrasi 34,77% untuk portofolio pembiayaan 4W dan konsentrasi 84,83% untuk portofolio pembiayaan 2W. Pasar sepeda motor merek Honda di Jawa Timur didominasi oleh MPM Group.

Piutang Pembiayaan Konsumen Berdasarkan Produk(dalam jutaan Rupiah, kecuali dinyatakan lain)

Consumer Finance Receivables by Products(in million IDR, unless otherwise stated)

ProdukProduct

2020

4W 2W Lain-lain/Others*

Total % Total % Total %

Baru/New 3.649.298 65,54% 1.263.520 97,41% 3.696 30,53%

Bekas/Used 1.919.061 34,46% 33.584 2,59% 8.411 69,47%

Grand Total 5.568.359 100,00% 1.297.104 100,00% 12.107 100,00%

During 2020, the Company carried out business activities which included investment finance, working capital finance, multipurpose finance and other finance business activities based on OJK approval.

Consumer Finance

The Company posted new sales of consumer finance of IDR2,716 billion, a decrease of 40.95% compared to 2019. In 2020, new financing of the four-wheeled vehicle (4W) was recorded at IDR1,887 billion, a decrease of 46.25% compared to the previous year, while new financing of the two-wheeled vehicle (2W) amounted to IDR792 billion, a decrease of 24.99% compared to the previous year.

In collaboration with MPM Mulia, new motorcycle financing was recorded at 39,850 units in 2020, a significant decrease of 26.40% compared to the previous year. Meanwhile, new financing for multi-product and electronic in 2020 amounted to IDR36 billion, an increase of 13.15% compared to the previous year.

4W financing receivables in 2020 were dominated by new car financing of IDR3.65 trillion, followed by used car financing of IDR1.92 trillion. Based on the type of asset, consumer financing receivables were dominated by MPV (25.90%), Motorcycle (19.04%), Pick Up (13.95%), Heavy Truck (13.60%), and Light Truck (8.92%).

The majority of the portfolios were concentrated in the Java region with a concentration of 34.77% for the 4W finance portfolio and 84.83% for the 2W finance portfolio. The Honda brand motorcycle market in East Java was dominated by the MPM Group.



ProdukProduct

2019



Baru/New 4.745.651 71,17% 1.547.120 98,12% 2.733 31,65%

Bekas/Used 1.922.524 28,83% 29.647 1,88% 5.903 68,35%

Grand Total 6.668.175 100,00% 1.576.767 100,00% 8.636 100,00%

*) Lainnya/Others: beraneka ragam produk dan barang elektronik/multiproduct and electronic goods

Piutang Pembiayaan Konsumen Berdasarkan Tipe Aset(dalam jutaan Rupiah, kecuali dinyatakan lain)

Consumer Finance Receivables by Asset Types(in million IDR, unless otherwise stated)

Tipe AsetAsset Types

2020 2019

Unit Total % Unit Total %

MPV 20.118 1.781.067 25,90% 20.716 2.103.495 25,48%

Motorcycle 117.201 1.309.211 19,04% 130.744 1.585.403 19,21%

Light Truck 4.526 613.651 8,92% 5.594 865.514 10,49%

Heavy Truck 3.598 935.072 13,60% 3.579 1.018.253 12,34%

Pick Up 12.924 959.215 13,95% 14.223 1.198.959 14,53%

Hatchback 7.241 579.400 8,42% 7.240 680.369 8,24%

SUV 3.329 430.210 6,26% 3.356 484.910 5,87%

Sedan 1.487 139.137 2,02% 1.445 154.027 1,87%

Bus 279 70.760 1,03% 342 84.322 1,02%

Double Cabin 194 28.066 0,41% 223 36.315 0,44%

Tractor 19 3.864 0,06% 20 4.761 0,06%

Lainnya/Other 978 27.917 0,41% 616 37.250 0,45%

Grand Total 171.894 6.877.570 100,00% 188.098 8.253.578 100,00%

Piutang Pembiayaan Konsumen Berdasarkan Wilayah(dalam jutaan Rupiah, kecuali dinyatakan lain)

Consumer Finance Receivables by Regions(in million IDR, unless otherwise stated)

WilayahRegions

2020



Sumatra 1.714.126 30,78% 272 0,02% 75 0,62%

Jabodetabek/Greater Jakarta 876.590 15,74% 20.399 1,57% 8.204 67,76%

Sulawesi 756.273 13,58% - 0,00% - 0,00%

Jawa Barat/West Java 289.374 5,20% 928 0,07% 6 0,05%

Kalimantan 940.250 16,89% - 0,00% 22 0,18%

Jawa Timur/East Java 540.912 9,71% 1.078.613 83,16% 58 0,48%

Jawa Tengah/Central Java 229.440 4,12% 347 0,03% 24 0,18%

Bali 112.848 2,03% 77.216 5,95% 22 30,53%

Nusa Tenggara 108.546 1,95% 119.329 9,20% 3.696 0,28%

Total 5.568.359 100,00% 1.297.104 100,00% 12.107 100,00%



WilayahRegions

2019

4W 2W Lain-lain/Others


Sumatra 2.074.495 31,11% - 0,00% 406 4,70%

Jabodetabek/Greater Jakarta 950.830 14,26% 49.213 3,12% 4.037 46,74%

Sulawesi 905.452 13,58% 1 0,00% 119 1,38%

Jawa Barat/West Java 564.989 8,47% 4.724 0,30% 210 2,44%

Kalimantan 1.054.595 15,82% - 0,00% 107 1,24%

Jawa Timur/East Java 600.275 9,00% 1.280.194 81,19% 735 8,51%

Jawa Tengah/Central Java 250.082 3,75% 812 0,05% 72 0,83%

Bali 142.264 2,13% 103.180 6,55% 133 1,54%

Nusa Tenggara 125.193 1,88% 138.643 8,79% 2.817 32,62%

Total 6.668.175 100,00% 1.576.767 100,00% 8.636 100,00%

*) Lainnya/Others: beraneka ragam produk dan barang elektronik/multiproduct and electronic goods

Sewa Pembiayaan

Di tahun 2020, Perseroan mencatat penjualan sewa pembiayaan sebesar Rp377 miliar, mengalami penurunan 73,89% dibandingkan tahun 2019. Berdasarkan jenis aset, piutang sewa pembiayaan didominasi oleh alat berat (47,96%), properti (31,25%), kendaraan (11,62%), mesin (7,29%), dan kapal (1,88%). Berdasarkan sektor industri, piutang sewa pembiayaan terbanyak di sektor industri jasa (22,81%), pertambangan (20,60%), perdagangan dan distribusi (16,42%), dan konstruksi (12,28%). Sebagian besar portofolio sewa pembiayaan berada di wilayah Jabodetabek (27,35%) dan Sulawesi (20,20%).

Piutang Sewa Pembiayaan Berdasarkan Tipe Aset(dalam jutaan Rupiah, kecuali dinyatakan lain)

Finance Lease Receivables by Asset Types(in million IDR, unless otherwise stated)

Tipe AsetAsset Types

2020 2019

Unit Total % Unit Total %

Alat Berat/Heavy Equipment 1.604 879.900 47,96% 2.012 1.305.028 50,36%

Kapal/Ships 26 34.404 1,88% 37 78.854 3,04%

Vehicle 683 213.242 11,62% 822 231.229 8,92%

Mesin/Machinery 215 133.827 7,29% 282 218.456 8,43%

Properti/Property 264 573.365 31,25% 320 757.921 29,25%

Grand Total 2.792 1.834.738 100,00% 3.473 2.591.488 100,00%

Piutang Sewa Pembiayaan Berdasarkan Sektor Industri(dalam jutaan Rupiah, kecuali dinyatakan lain)

Finance Lease Receivables by Industry Sector(in million IDR, unless otherwise stated)

Sektor IndustriIndustry Sector

2020 2019

Total % Total %

Pertambangan/Mining 378.010 20,60% 668.686 25,80%

Jasa/Services 418.586 22,82% 699.443 26,99%

Transportasi/Transportation 29.414 1,60% 64.603 2,49%

Perkebunan/Plantation 173.380 9,45% 267.115 10,31%

Konstruksi/Construction 225.391 12,28% 216.963 8,37%

Manufacturing 151.983 8,28% 190.092 7,34%

Kehutanan/Forestry 125.866 6,86% 149.691 5,78%

Finance Lease

In 2020, the Company recorded a new booking of finance lease amounting to IDR377 billion, a decrease of 73.89% compared to 2019. Based on the type of assets, finance lease receivables are dominated by heavy equipment (47.96%), property (31.25%), vehicles (11.62%), machinery (7.29%), and ships (1.88%). Based on the industrial sector, the largest proportion of finance lease receivables was in the services industry (22.81%), mining (20.60%), trading and distribution (16.42%), and construction (12.28%). Most of the finance lease portfolios were in the Greater Jakarta area (27.35%) and Sulawesi (20.20%).



Piutang Sewa Pembiayaan Berdasarkan Sektor Industri(dalam jutaan Rupiah, kecuali dinyatakan lain)

Finance Lease Receivables by Industry Sector(in million IDR, unless otherwise stated)

Sektor IndustriIndustry Sector

2020 2019

Total % Total %

Pertanian, Peternakan, PerikananAgriculture, Farms, Fisheries

30.927 1,69% 6.808 0,26%

Perdagangan & DistribusiTrading & Distribution

301.181 16,42% 310.229 11,97%

Lainnya/Others - 0,00% 17.858 0,69%

Grand Total 1.834.738 100,00% 2.591.488 100,00%

Piutang Sewa Pembiayaan Berdasarkan Wilayah(dalam jutaan Rupiah, kecuali dinyatakan lain)

Finance Lease Receivables by Regions(in million IDR, unless otherwise stated)

WilayahRegions

2020 2019

Total % Total %

Sumatra 352.711 19,22% 491.098 18,95%

Kalimantan 352.923 19,24% 541.712 30,90%

Jabodetabek/Greater Jakarta 501.711 27,34% 819.581 31,63%

Sulawesi 370.636 20,20% 411.561 15,88%

Jawa Timur/East Java 112.757 6,15% 180.947 6,98%

Jawa Tengah/Central Java 48.572 2,65% 61.668 2,38%

Jawa Barat/West Java 61.613 3,36% 42.773 1,65%

Bali 33.815 1,84% 42.148 1,63%

Grand Total 1.834.738 100,00% 2.591.488 100,00%



Tinjauan KeuanganFinancial Review

Analisis dan Pembahasan Manajemen mengenai kinerja keuangan disusun berdasarkan data-data keuangan yang disajikan sesuai dengan kaidah yang tertuang dalam Standar Akuntansi Keuangan (“SAK”) Indonesia. Pembahasan dan analisis berikut mengacu pada Laporan Keuangan Perseroan untuk tanggal dan tahun-tahun yang berakhir pada 31 Desember 2020 dan 2019 yang telah diaudit oleh Kantor Akuntan Publik Siddharta Widjaja & Rekan (KPMG) dalam laporannya tertanggal 22 April 2021 dengan opini wajar tanpa pengecualian.

Laporan Laba Rugi dan Penghasilan Komprehensif Lainnya

Statement of Profit or Loss and Other Comprehensive Income

(dalam jutaan Rupiah, kecuali dinyatakan lain) (in million IDR, unless otherwise stated)

UraianDescription 2020 2019* Perubahan

Change %

PendapatanRevenuePembiayaan**Financing

Pihak berelasi Related parties 234 13.681 (13.447) (98,29%)

Pihak ketigaThird parties 1.146.941 1.201.707 (54.766) (4,56%)

Sewa PembiayaanFinance lease

Pihak ketigaThird parties 256.190 304.171 (47.981) (15,77%)

Lain-lain Others

Pihak berelasi Related parties 50.048 27.474 22.574 82,16%

Pihak ketigaThird parties 321.423 292.089 29.334 10,04%

Jumlah PendapatanTotal Revenue 1.774.836 1.839.122 (64.286) (3,50%)

BebanExpensesBeban keuanganFinancing charges (1.011.483) (719.479) (292.004) 40,59%

Penyisihan kerugian penurunan nilaiProvision for impairment losses (617.132) (574.691) (42.441) 7,39%

Gaji dan tunjanganSalaries and allowances (292.919) (298.654) 5.735 (1,92%)

Umum dan administrasiGeneral and administrative (223.234) (232.680) 9.446 (4,06%)

Jumlah BebanTotal Expenses (2.144.768) (1.825.504) (319.264) 17,49%

(Rugi) Laba Sebelum Pajak Penghasilan(Loss) Income Before Income Tax (369.932) 13.618 (383.550) (2.816,49%)

Beban Pajak PenghasilanIncome Tax Expense 73.557 (22.010) 95.567 (434,20%)

Rugi BersihNet Loss (296.375) (8.392) (287.983) 3.431,64%

Management’s Discussion and Analysis regarding financial performance is prepared based on financial data presented in accordance with the principles set out in the Indonesian Financial Accounting Standards (“SAK”). The following discussion and analysis refers to the Company’s Financial Statements for the dates and years ended December 31, 2020 and 2019 which have been audited by Public Accountant Firm Siddharta Widjaja & Rekan (KPMG) in their report dated April 22, 2021 with an unqualified opinion.




UraianDescription 2020 2019* Perubahan

Change %

Penghasilan Komprehensif LainOther Comprehensive Income (107.983) (39.645) (68.338) 172,37%

Jumlah Rugi KomprehensifTotal Comprehensive Loss (404.358) (48.037) (356.321) 741,76%

Rugi Tahun Berjalan yang dapat Diatribusikan kepada:Loss for the Year Attributable to:

Pemilik Entitas IndukOwners of the Company (177.825) (5.035) (172.790) 3.431,78%

Kepentingan Non-PengendaliNon-Controlling Interests (118.550) (3.357) (115.193) 3.431,43%

Jumlah Rugi Komprehensif Tahun Berjalan yang dapat Diatribusikan kepada:Total Comprehensive Loss for the Year Attributable to:

Pemilik Entitas IndukOwners of the Company (242.615) (28.822) (213.793) 741,77%

Kepentingan Non-PengendaliNon-Controlling Interests (161.743) (19.215) (142.528) 741,75%

Laba Per Saham Dasar (dalam Rupiah penuh)Basic Earnings Per Share (in whole Rupiah) (242.043) (6.854) (235.189) 3.431,41%

*) Disajikan kembali karena perubahan kebijakan akuntansi lindung nilai akibat penerapan PSAK 71 telah diterapkan secara retrospektif. Restated because change in hedge accounting policy resulting from the adoption of PSAK 71 have been applied retrospectively.

**) Pembiayaan: Sebelumnya diklasifikasikan sebagai pembiayaan konsumen. Financing: Previously classified as consumer finance.

Jumlah Pendapatan Pada tahun 2020 Perseroan membukukan jumlah pendapatan sebesar Rp1.775 miliar, turun 3,50% dari tahun 2019 yang tercatat sebesar Rp1.839 miliar. Hal ini terjadi karena adanya penurunan pembiayaan baru akibat adanya pandemi Covid-19 di tahun 2020.

Biaya Beban KeuanganJumlah beban keuangan Perseroan naik signifikan 40,59% dari Rp719,48 miliar pada tahun 2019 menjadi Rp1.011 miliar di tahun 2020. Hal ini terutama karena kenaikan beban lindung nilai dari kontrak foreign currency option dalam kondisi kelemahan Rupiah terhadap Dolar AS dan Yen Jepang akibat dari pandemi Covid-19.

Jumlah Beban Selama tahun 2020, Perseroan mencatat jumlah beban sebesar Rp2.145 miliar atau meningkat 17,49% dibandingkan tahun sebelumnya sebesar Rp1.826 miliar. Hal ini disebabkan karena adanya peningkatan pada beban keuangan, dan penyisihan kerugian penurunan nilai.

Pendapatan Lainnya Pada tahun 2020, Perseroan membukukan pendapatan lainnya sebesar Rp371,47 miliar, naik 16,24% dibandingkan tahun 2019 sebesar Rp319,56 miliar. Hal ini disebabkan karena adanya keuntungan nilai tukar mata uang asing di tahun 2020.

(Rugi) Laba Sebelum Pajak Penghasilan Pada tahun 2020, Perseroan mencatat rugi sebelum pajak penghasilan sebesar Rp369,93 miliar, sedangkan laba sebelum pajak penghasilan yang dibukukan Perseroan pada tahun

Total RevenueIn 2020, the Company recorded a total revenue of IDR1,775 billion, decreased by 3.50% from IDR1,839 billion in 2019. This happened because of a decrease in new financing due to the Covid-19 pandemic in 2020.

Financing ChargesThe total financing charges of the Company significantly increased by 40.59% from IDR719.48 billion in 2019 to IDR1,011 billion in 2020. This increase happened especially because hedging cost of foreign currency option contracts increased under depreciation of Rupiah against US Dollar and Japanese Yen as a result of occurence of Covid-19 pandemic.

Total ExpensesDuring 2020, the Company recorded total expenses of IDR2,145 billion, an increase of 17.49% compared to IDR1,826 billion in previous year. This was due to an increase in financing charges and provision for impairment losses.

Other RevenuesIn 2020, the Company posted other revenues of IDR371.47 billion, an increase of 16.24% compared to IDR319.56 billion in 2019. This was due to the gain on foreign exchange in 2020.

(Loss) Income Before Income TaxIn 2020, the Company recorded a loss before income tax of IDR369.93 billion, while the income before income tax of IDR13.62 billion recorded by the Company in 2019. This was mainly due to



2019 sebesar Rp13,62 miliar. Hal ini terutama disebabkan oleh peningkatan beban keuangan dan penyisihan kerugian penurunan nilai.

Pajak Penghasilan Di tahun 2020, Perseroan mencatat pajak penghasilan sebesar (Rp73,56) miliar, menurun 434,20% dibandingkan tahun sebelumnya Rp22,01 miliar. Penurunan ini terutama disebabkan karena Perseroan membukukan rugi sebelum pajak penghasilan.

Rugi Bersih Perseroan membukukan rugi bersih sebesar Rp296,38 miliar, meningkat dibandingkan rugi bersih sebesar Rp8,39 tahun sebelumnya. Hal ini disebabkan karena adanya peningkatan beban keuangan dan penyisihan kerugian penurunan nilai.

Penghasilan Komprehensif LainPenghasilan komprehensif lain Perseroan menurun sebesar 172,37% dari (Rp39,65) miliar pada di tahun 2019 menjadi (Rp107,98) miliar di tahun 2020. Hal ini disebabkan oleh perubahan nilai wajar neto dari lindung nilai atas arus kas setelah pajak penghasilan.

Rugi KomprehensifPada tahun 2020, Perseroan membukukan rugi komprehensif sebesar Rp404,36 miliar, meningkat 741,76% dibandingkan tahun sebelumnya rugi komprehensif sebesar Rp48,04 miliar. Hal ini disebabkan karena kenaikan perubahan nilai wajar neto dari lindung nilai atas arus kas menjadi sebesar (Rp112,11) miliar dari (Rp33,12) miliar di tahun sebelumnya.

Laba Per Saham Dasar Pada tahun 2020, Perseroan membukukan rugi per saham dasar sebesar (Rp242.043) meningkat dibandingkan tahun sebelumnya sebesar (Rp6.854). Hal ini disebabkan karena Perseroan mengalami kerugian di tahun 2020 seperti yang telah dijelaskan sebelumnya.

Laporan Posisi Keuangan Statement of Financial Position


UraianDescription 2020 2019 Perubahan

Change %

AsetAssetsKas dan bankCash on hand and in banks 726.761 620.460 106.301 17,13%

Piutang pembiayaan-bersih*Financing receivables-net*

Pihak berelasiRelated parties - 9.485 (9.485) (100%)

Pihak ketigaThird parties 6.685.826 8.004.326 (1.318.500) (16,47%)

Piutang sewa pembiayaan-bersihFinance lease receivables- net

Pihak berelasiRelated parties 1.558.142 2.431.294 (873.152) (35,91%)

Beban dibayar dimukaPrepaid expenses 42.615 62.757 (20.142) (32,10%)

an increase in financing charges and provision for impairment losses.

Income TaxIn 2020, the Company recorded income tax of (IDR73.56) billion, a decrease of 434.20% compared to IDR22.01 billion in previous year. This decrease was mainly due to the fact that the Company recorded a loss before income tax.

Net LossThe Company posted a net loss of IDR296.38 billion, increased compared to a net loss of IDR8.39 billion in prior year. This was due to an increase in financing charges and provision for impairment losses.

Other Comprehensive IncomeThe Company’s other comprehensive income decreased by 172.37% from (IDR39.65) billion in 2019 to (IDR107.98) billion in 2020. This was due to net changes in fair value of cash flows hedge – net of tax.

Comprehensive LossIn 2020, the Company recorded a comprehensive loss of IDR404.36 billion, an increase of 741.76% compared to a comprehensive loss of IDR48.04 billion in prior year. This was due to the increase in net changes in fair value of cash flows hedge to (IDR112.11 )billion from (IDR33.12) billion in prior year.

Earnings per ShareIn 2020, the Company recorded a loss per share of (IDR242,043), an increase compared to (IDR6,854) in previous year. This was because the Company incurred a loss in 2020 as previously explained.




UraianDescription 2020 2019 Perubahan

Change %

Piutang lain-lainOther receivables 219.393 236.146 (16.753) (7,09%)

Aset derivatifDerivative assets 11.173 30.131 (18.958) (62,92%)

Klaim pengembalian pajakClaims for tax refund 15.598 12.486 3.112 24,92%

Aset pajak tangguhan-bersihDeferred tax assets-net 151.006 47.949 103.057 214,93%

Aset tetap-bersihFixed assets-net 77.094 37.707 39.387 104,46%

Aset tak berwujud-bersihIntangible assets-net 18.965 12.461 6.504 52,19%

Aset lain-lainOther assets 9.669 39.884 (30.215) (75,76%)

Jumlah AsetTotal Assets 9.516.242 11.545.086 (2.028.844) (17,57%)

LiabilitasLiabilitiesUtang pajak Taxes payable 2.847 3.852 (1.005) (26,09%)

Utang usahaAccount payables 34.558 56.645 (22.087) (38,99%)

Liabilitas lain-lainOther liabilities 61.022 32.722 28.300 86,49%

Beban yang masih harus dibayarAccrued expenses 50.569 53.336 (2.767) (5,19%)

Pinjaman yang diterimaBorrowings 6.750.537 8.448.101 (1.697.564) (20,09%)

Surat utang jangka menengahMedium term notes 304.090 303.980 110 0,04%

Utang obligasiBonds payable 659.975 658.621 1.354 0,21%

Liabilitas derivatifDerivative liabilities 273.497 181.484 92.013 50,70%

Liabilitas imbalan pasca-kerjaPost-employment benefits obligation - 5.797 (5.797) (100%)

Jumlah LiabilitasTotal Liabilities 8.137.095 9.744.538 (1.607.443) (16,50%)

EkuitasEquityModal sahamShare capital 1.224.475 1.224.475 - 0%

Tambahan modal disetorAdditional paid-in capital 243.689 243.689 - 0%

Cadangan lindung nilai arus kasCash flow hedging reserves (224.495) (112.387) (112.108) 99,75%

Komponen ekuitas lainOther equity components 1.971 1.971 - 0%

Saldo labaRetained earnings

Telah ditentukan penggunaannyaAppropriated 130.017 120.017 10.000 8,33%

Belum ditentukan penggunaannyaUnappropriated 3.490 322.783 (319.293) (98,92%)

Jumlah EkuitasTotal Equity 1.379.147 1.800.548 (421.401) (23,40%)

Jumlah Liabilitas dan EkuitasTotal Liabilities and Equity 9.516.242 11.545.086 (2.028.844) (17,57%)

*) Pembiayaan: Sebelumnya diklasifikasikan sebagai pembiayaan konsumen Financing: Previously classified as consumer finance



Aset Per 31 Desember 2020, total aset Perseroan tercatat sebesar Rp9,52 triliun, mengalami penurunan 17,57% dari tahun 2019 sebesar Rp11,55 triliun. Hal tersebut disebabkan oleh penurunan piutang pembiayaan dan sewa pembiayaan di tahun 2020.

Liabilitas Per 31 Desember 2020, total liabilitas Perseroan turun 16,50% menjadi Rp8,14 triliun dari Rp9,74 triliun di tahun sebelumnya. Hal tersebut disebabkan karena adanya pelunasan pinjaman di tahun 2020.

Ekuitas Jumlah ekuitas Perseroan mengalami penurunan sebesar 23,40% dari Rp1,80 triliun pada tahun 2019 menjadi Rp1,38 triliun pada tahun 2020. Penurunan ini dikarenakan adanya penurunan saldo laba.

Laporan Arus Kas Kas dan Bank Kas dan bank Perseroan mengalami kenaikan dari Rp620,46 miliar pada tahun 2019 menjadi Rp726,76 miliar pada tahun 2020. Hal ini terutama disebabkan oleh adanya kenaikan penerimaan kas dari transaksi pembiayaan dan penurunan pengeluaran kas untuk transaksi pembiayaan dan transaksi sewa pembiayaan.


Uraian Description 2020 2019 Perubahan

Change %

Kas bersih yang diperoleh dari (digunakan untuk) aktivitas operasiNet cash provided by (used in) operating activities

2.078.304 (526.024) 2.604.328 495,10%

Kas bersih digunakan untuk aktivitas investasiNet cash used in investing activities

(40.100) (20.232) (19.868) 98,20%

Kas bersih (digunakan untuk) diperoleh dari aktivitas pendanaanNet cash (used in) provided by financing activities

(1.931.903) 1.066.250 (2.998.153) (281,19%)

Kenaikan bersih kas dan bankNet increase in cash on hand and in banks

106.301 519.996 (413.695) (79,56%)

Kas dan bank, awal tahunCash on hand and in banks, beginning of the year

620.460 100.464 519.996 517,59%

Kas dan bank, akhir tahunCash on hand and in banks, end of the year

726.761 620.460 106.631 17,13%

Kas Bersih dari Aktivitas OperasiDi tahun 2020, Perseroan mencatat perolehan kas bersih dari aktivitas operasi sebesar Rp2.078 miliar, sementara di tahun 2019, Perseroan membukukan penggunaan kas bersih untuk aktivitas operasi sebesar Rp526,02 miliar. Hal ini terutama disebabkan oleh adanya kenaikan penerimaan kas dari transaksi pembiayaan dan penurunan pengeluaran kas untuk transaksi pembiayaan dan transaksi sewa pembiayaan di tahun 2020.

Kas Bersih dari Aktivitas InvestasiDi tahun 2020, kas bersih yang digunakan untuk aktivitas investasi tercatat sebesar Rp40,10 miliar, meningkat 98,20% dibandingkan tahun sebelumnya sebesar Rp20,23 miliar yang disebabkan adanya perolehan aset tak berwujud senilai Rp19,30 miliar.

AssetsAs of December 31, 2020, the Company’s total assets stood at IDR9.52 trillion, a 17.57% decline from IDR11.55 trillion in 2019. This was due to a decrease in financing receivables and finance lease receivables in 2020.

LiabilitiesAs of December 31, 2020, the Company’s total liabilities decreased by 16.50% to IDR8.14 trillion from IDR9.74 trillion in the previous year. This was due to loan repayments in 2020.

EquityTotal equity of the Company decreased by 23.40% from IDR1.80 trillion in 2019 to IDR1.38 trillion in 2020. This decrease was due to a drop in retained earnings.

Statement of Cash Flows

Cash on Hand and in BanksThe Company’s cash and banks experienced an increase from IDR620.46 billion in 2019 to IDR726.76 billion in 2020. This was mainly due to an increase in cash received from financing transactions and a decrease in cash disbursements for financing transactions and finance lease transactions.

Net Cash for Operating ActivitiesIn 2020, the Company recorded a net cash provided by operating activities of IDR2,078 billion, while in 2019, the Company recorded a net cash used in operating activities of IDR526.02 billion. This was mainly due to an increase in cash received from financing transactions and a decrease in cash disbursements for financing transactions and finance lease transactions in 2020.

Net Cash for Investing ActivitiesIn 2020, net cash used in investing activities was IDR40.10 billion, an increase of 98.20% compared to IDR20.23 billion in prior year due to the acquisition of intangible assets in the amount of IDR19.30 billion.



Kas Bersih dari Aktivitas PendanaanKas bersih yang digunakan untuk aktivitas pendanaan tahun 2020 adalah sebesar Rp1.932 miliar, sedangkan tahun sebelumnya, Perseroan memperoleh kas bersih dari aktivitas pendanaan sebesar Rp1.066 miliar. Hal ini terjadi karena adanya penurunan penerimaan dari pinjaman yang diterima, dan pelunasan pinjaman di tahun 2020.

Rasio Keuangan

ProfitabilitasRasio profitabilitas mencerminkan kemampuan Perseroan dalam memberdayakan sumber daya yang dimilikinya guna menghasilkan laba dan nilai tambah bagi para pemegang saham yang tercermin dari rasio-rasio sebagaimana terlihat pada tabel di bawah ini:

Uraian Description 2020 2019

Margin Laba BrutoGross Profit Margin 43,01% 60,88%

Margin Laba UsahaOperating Profit Margin (20,84%) 0,74%

Margin Laba BersihNet Profit Margin (16,70%) (0,46%)

Rasio Laba terhadap Total AsetReturn on Assets (3,52%) 0,12%

Rasio Laba terhadap Total EkuitasReturn on Equity (22,12%) (0,45%)

Margin Laba Bruto Pada akhir 2020, rasio margin laba bruto Perseroan tercatat sebesar 43,01%, mengalami penurunan dari tahun sebelumnya yaitu 60,88%.

Margin Laba Usaha Rasio margin laba usaha tahun 2020 tercatat sebesar (20,84%), mengalami penurunan dari tahun sebelumnya yaitu 0,74%.

Margin Laba BersihRasio margin laba bersih tahun 2020 tercatat sebesar (16,70%), mengalami penurunan dari tahun sebelumnya yaitu (0,46%).

Rasio Laba Terhadap Total Aset ROA tahun 2020 mengalami penurunan menjadi (3,52%) dari tahun sebelumnya 0,12%. Hal ini disebabkan oleh rugi bersih yang dibukukan oleh Perseroan.

Rasio Laba Terhadap Total Ekuitas ROE pada tahun 2020 turun menjadi (22,12%) dibandingkan pada tahun sebelumnya sebesar (0,45%). Penurunan ROE ini disebabkan oleh kerugian yang dialami Perseroan di tahun 2020.

Net Cash for Financing ActivitiesNet cash used in financing activities in 2020 amounted to IDR1,932 billion, while in the previous year, the Company received net cash used in financing activities of IDR1,066 billion. This was due to a decrease in proceeds from borrowings, and payments of borrowings in 2020.

Financial Ratios

ProfitabilityThe profitability ratio reflects the Company’s ability to empower its resources to generate profit and added value for shareholders as reflected in the ratios as shown in the table below:

Gross Profit MarginAt the end of 2020, the Company’s gross profit margin ratio stood at 43.01%, experiencing a decline from 60.88% in previous year.

Operating Profit MarginThe operating profit margin ratio in 2020 was (20.84%), experiencing a decline from 0.74% in previous year.

Net Profit MarginThe net profit margin ratio in 2020 stood at (16.70%), a decrease from (0.46%) in the previous year.

Return on Assets (ROA)ROA in 2020 decreased to (3.52%) from 0.12% in the previous year. This was due to the net loss recorded by the Company.

Return on Equity (ROE)ROE in 2020 fell to (22.12%) compared to (0.45%) in previous year. This decrease in ROE was caused by the losses the Company experienced in 2020.



Kemampuan Perseroan dalam membayar utangnya, baik jangka pendek ataupun jangka panjang sangat dipengaruhi oleh sumber likuiditas Perseroan. Untuk mengukurnya, Perseroan menggunakan rasio likuiditas dan rasio solvabilitas.

Likuiditas

Tingkat kemampuan Perseroan untuk memenuhi liabilitas jangka pendek diukur dengan rasio likuiditas dimana aset lancar dibandingkan dengan liabilitas jangka pendek. Rasio-rasio yang digunakan untuk mengukur likuiditas Perseroan adalah rasio lancar dan liquidity coverage ratio sebagaimana terlihat pada tabel di bawah ini:

Uraian Description 2020 2019 Perubahan (%)

Change (%)

Rasio LancarCurrent Ratio 1,58x 1,68x (5,95%)

Liquidity Coverage Ratio 158% 168% (5,95%)

Di akhir Desember 2020, Rasio Lancar Perseroan tercatat sebesar 1,58x, turun 5,95% dibandingkan tahun sebelumnya sebesar 1,68x. Hal ini disebabkan karena penurunan aset lancar di tahun 2020.

Sementara itu, Liquidity Coverage Ratio (LCR) Perseroan mencapai posisi 158%. Angka tersebut menunjukkan kondisi likuiditas Perseroan yang dinilai cukup baik, dikarenakan LCR Perseroan masih di atas ketentuan yang berlaku (ketentuan LCR minimal 100%).

Solvabilitas

Solvabilitas menunjukkan kemampuan Perseroan untuk melunasi seluruh utang yang ada dengan menggunakan seluruh aset yang dimilikinya. Adapun solvabilitas Perseroan untuk tahun yang berakhir pada tanggal 31 Desember 2020 adalah sebagai berikut:

Uraian Description 2020 2019 Perubahan (%)

Change (%)

Rasio Liabilitas terhadap Total AsetDebt to Assets Ratio 0,86x 0,84x 2,38%

Rasio Liabilitas terhadap Total EkuitasDebt to Equity Ratio 5,90x 5,41x 9,06%

Rasio GearingGearing Ratio 5,59x 5,23x 6,88%

Rasio-rasio di atas menunjukkan kondisi keuangan Perseroan yang tergolong cukup sehat dan mampu memenuhi kewajibannya baik untuk jangka pendek maupun jangka panjang.

Kemampuan Membayar UtangDebt Paying Ability

The ability of the Company to pay its debts, both current and non-current, is greatly influenced by the source of the Company’s liquidity. To measure this, the Company uses liquidity ratios and solvency ratios.

Liquidity

The level of the Company’s ability to meet current liabilities is measured by the liquidity ratio where current assets are compared to current liabilities. The ratios used to measure the Company’s liquidity are the current ratio and the liquidity coverage ratio as shown in the table below:

At the end of December 2020, the Company’s Current Ratio stood at 1.58x, a decrease of 5.95% compared to 1.68x in prior year. This was due to the decline in current assets in 2020.

Meanwhile, the Company’s Liquidity Coverage Ratio (LCR) reached a position of 158%. This figure showed that the Company’s liquidity condition was quite good, because the Company’s LCR was still above the applicable regulations (the minimum LCR requirement is 100%).

Solvency

Solvency shows the Company’s ability to pay off all existing debts by using all its assets. The solvency of the Company for the year ended 31 December 2020 is as follows:

The ratios above show that the Company’s financial condition are relatively healthy and capable of fulfilling its obligations for both the current and non-current.



Tingkat kolektabilitas piutang Perseroan dihitung berdasarkan piutang yang tidak tertagih lewat jatuh tempo lebih dari 90 hari (Non Performing Financing/NPF) dibagi dengan jumlah piutang yang dikelola. Tingkat NPF Perseroan pada akhir 2020 adalah 3,09%. Nilai ini berada di bawah NPF rata-rata industri sebesar 4,01%.

Struktur Permodalan dan Kebijakan Manajemen atas Struktur PermodalanCapital Structure and Management Policy for Capital Structure

Kebijakan Manajemen atas Struktur Modal

Manajemen berusaha menjaga struktur modalnya di tingkat yang sehat demi memastikan kelancaran dan kesesuaian usaha dengan peraturan perundang-undangan yang berlaku.

Dasar Penetapan Kebijakan atas Struktur Modal

Hal-hal yang menjadi dasar pertimbangan yakni prediksi ekonomi, potensi pertumbuhan bisnis, dukungan permodalan dari pemegang saham dan target rasio permodalan serta peraturan perundang-undangan yang berlaku.

Struktur permodalan Perseroan untuk periode yang berakhir tanggal 31 Desember 2020 adalah sebagai berikut:


Struktur ModalCapital Structure 2020 2019 Pertumbuhan

Growth

Liabilitas Liabilities 8.137.095 9.744.538 (1.607.443)

EkuitasEquity 1.379.147 1.800.548 (421.401)

Liabilitas dan EkuitasLiabilities and Equity 9.516.242 11.545.086 (2.028.844)

Tingkat Kolektibilitas PiutangReceivables Collectability Level

The Company’s receivables collectability level is calculated based on uncollectible receivables past due of more than 90 days (Non Performing Financing/NPF) divided by total managed receivables. The NPF ratio of the Company at the end of 2020 was 3.09%. This value was below the industry's average NPF of 4.01%.

Management Policy on Capital Structure

Management strives to maintain its capital structure at a healthy level in order to ensure the continuity and compliance of the business with the prevailing laws and regulations.

Basis for Determination of Policy on Capital Structure

The things that become the basis for consideration are economic predictions, business growth potentiality, capital support from shareholders and target capital ratios as well as applicable laws and regulations.

The capital structure of the Company for the period ended 31 December 2020 is as follows:



Ikatan Material Investasi Barang ModalMaterial Commitments for Capital Goods Investment

Throughout 2020, the Company did not have material commitments for capital goods investment.

Sepanjang tahun 2020, Perseroan tidak memiliki ikatan yang material untuk investasi barang modal.

Informasi dan Fakta Material yang Terjadi Setelah Tanggal Laporan Akuntan 22 April 2021Material Information and Facts After Reporting Date April 22, 2021

Tidak ada informasi atau fakta material yang terjadi setelah tanggal laporan akuntan.

There are no material information or facts which have occured after the reporting date.

Prospek UsahaBusiness Prospect

Dengan mulai pulihnya perekonomian nasional di kuartal III tahun 2020, pertumbuhan ekonomi Indonesia tahun 2021 diperkirakan berada di rentang 4,5%-5,3% yang dikontribusikan oleh adanya pemulihan sektor sisi penerimaan dan sisi produksi.

Seiring dengan membaiknya perekonomian nasional, pasar otomotif juga diprediksi akan mulai bergairah yang pada akhirnya juga akan berdampak terhadap industri pembiayaan yang diperkirakan tumbuh 5%.

Selain itu, sektor konstruksi juga diperkirakan memiliki prospek yang bagus di tahun 2021. Salah satu faktor pendorongnya adalah rencana Pemerintah untuk meluncurkan Sovereign Wealth Fund (SWF) dalam rangka mendanai kesenjangan antara APBN dan anggaran yang dibutuhkan untuk pembangunan infrastruktur.

With the initial recovery of the national economy in the third quarter of 2020, Indonesia’s economic growth in 2021 is estimated to be in the range of 4.5%-5.3% which is contributed by the recovery in the sector on the revenue side and on the production side.

Along with the improvement in the national economy, the automotive market is also predicted to start moving which in the end will also have an impact on the finance industry which is estimated to grow by 5%.

In addition, the construction sector is also predicted to have good prospects in 2021. One of the driving factors is the Government’s plan to launch a Sovereign Wealth Fund (SWF) in order to finance the gap between the State Budget and the budget required for infrastructure development.



Perbandingan Antara Target dan Realisasi di Tahun 2020Comparison Between Target and Realization in 2020


KeteranganDescription

2020

Realisasi 20202020 Realization

Target 20202020 Target

Persentase RealisasiPercentage of Realization

Pembiayaan Baru/New Financing 3.109.096 7.040.000 44,16%

Aset/Assets 9.516.242 13.030.676 73,03%

Liabilitas/Liabilities 8.137.095 11.150.578 72,97%

Ekuitas/Equity 1.379.147 1.880.098 73,36%

Pendapatan/Revenue 1.774.836 1.948.396 91,09%

Beban/Expenses 2.144.768 1.836.886 116,76%

Laba Bersih Tahun Berjalan/Net Profit for the Year (296.375) 83.632 (354,38%)

Budget Tahun 2021


KeteranganDescription

Budget 20212021 Budget

Pembiayaan Baru/New Financing 3.818.000

Aset/Assets 7.997.750

Liabilitas/Liabilities 6.822.521

Ekuitas/Equity 1.175.229

Pendapatan/Revenue 1.441.487

Beban/Expenses 1.549.579

Laba Bersih Tahun Berjalan/Net Profit for the Year (84.311)

FY 2021 Budget



Aspek PemasaranMarketing Aspect

Dalam setiap kegiatan usaha, tidak dapat dipungkiri bahwa aspek pemasaran memegang peranan penting untuk memperluas jangkauan usaha, mengantisipasi persaingan dan perubahan dalam tren bisnis serta dalam hal menawarkan produk baru yang berkualitas.

Dalam menentukan strategi pemasaran yang tepat, Perseroan senantiasa mempertimbangkan efektifitas, efisiensi dan manajemen risiko yang tepat. Pasar yang semakin kompetitif menuntut Perseroan untuk melakukan langkah-langkah perbaikan internal dengan cara memperkuat model operasional yang lebih efektif. Beberapa upaya yang dilakukan, di antaranya adalah memperluas kerja sama dengan dealer dari berbagai merek kendaraan sebagai bentuk penerapan multibrand strategy serta mempererat kerja sama dengan supplier/dealer dengan memberikan perhatian khusus pada akuisisi pembiayaan dengan kualitas tinggi. Selain itu, pembiayaan 4W akan berfokus pada segmen kendaraan penumpang dibandingkan kendaraan komersial.

Perseroan juga melakukan pengembangan end to end digital platform untuk proses pembiayaan dan layanan konsumen, serta pengembangan pembiayaan multiguna untuk pengadaan jasa konsumtif melalui microsite dan mobile application. Dalam rangka meningkatkan kontribusi pembiayaan, Perseroan berupaya mempertahankan hubungan yang baik serta

In every business activity, it is undeniable that the marketing aspect plays an important role in expanding business reach, anticipating competition and changes in business trends as well as in terms of offering new quality products.

In determining the right marketing strategy, the Company always considers effectiveness, efficiency and proper risk management. The increasingly competitive market demands that the Company takes steps for internal improvement by strengthening a more effective operational model. Several efforts were made, including expanding cooperation with dealers of various vehicle brands as a form of implementing a multibrand strategy as well as strengthening cooperation with suppliers/dealers by paying special attention to high quality finance acquisitions. In addition, 4W financing will focus on the passenger vehicle segment rather than commercial vehicles.

The Company also develops an end to end digital platform for the financing process and consumer services, as well as the development of multipurpose financing for the procurement of consumptive services through a microsite and mobile application. In order to increase the contribution of financing, the Company strives to maintain good relationships and increase



meningkatkan kepercayaan dan kepuasan mitra bisnis, baik dealer maupun agen-agen pemasaran.

Segmen UMKM tetap menjadi fokus pembiayaan investasi dan modal kerja. Sementara itu, pembiayaan untuk segmen korporasi akan berfokus pada konsumen aktif yang mempunyai track-record yang baik, serta mitra strategis di grup PT Saratoga Investama Sedaya Tbk.

Perseroan menyadari pentingnya sinergi dan aliansi strategis untuk mengoptimalkan dukungan ketersediaan unit kendaraan, akuisisi konsumen baru, maupun pemanfaatan infrastruktur khususnya dalam pemasaran produk-produk pembiayaan Perseroan. Oleh karena itu, Perseroan berupaya meningkatkan sinergi dan aliansi strategis dengan grup PT Mitra Pinasthika Mustika Tbk melalui jaringan MPM Motor, MPM Rent, MPM Insurance, MPM Lelang, Mustika Sales Operation (MSO), dan grup PT Saratoga Investama Sedaya Tbk.

Pangsa Pasar

Berdasarkan rilis data resmi yang dipublikasikan OJK, rata-rata total aset industri pembiayaan nasional untuk tahun yang berakhir pada 31 Desember 2020 dan 31 Desember 2019 masing-masing tercatat sebesar Rp456,06 triliun dan Rp518,14 triliun.

Total aset Perseroan untuk tahun yang berakhir pada 31 Desember 2020 dan 31 Desember 2019 masing-masing dibukukan sebesar Rp9,52 triliun dan Rp11,55 triliun. Jika dilakukan perbandingan antara total aset Perseroan terhadap rata-rata total aset industri pembiayaan nasional maka terlihat bahwa pangsa pasar Perseroan di tahun 2020 sedikit menurun menjadi sebesar 2,09% dari sebesar 2,23% di tahun 2019.

the trust and satisfaction of business partners, both dealers and marketing agents.

The MSME segment remains the focus of investment and working capital financing. Meanwhile, financing for the corporate segment will focus on existing customers with good track records, as well as strategic partners in PT Saratoga Investama Sedaya Tbk group.

The Company realizes the importance of synergies and strategic alliances to optimize support for the availability of vehicle units, new customer acquisitions, and the utilization of infrastructure, especially in the marketing of the Company’s financing products. Therefore, the Company seeks to improve synergies and strategic alliances with the PT Mitra Pinasthika Mustika Tbk group through the MPM Motor, MPM Rent, MPM Insurance, MPM Lelang, Mustika Sales Operation (MSO) group, and PT Saratoga Investama Sedaya Tbk group.

Market Share

Based on the official data published by the OJK, the average total assets of the national finance industry for the years ended December 31, 2020 and December 31, 2019 were IDR456.06 trillion and IDR518.14 trillion respectively.

The Company’s total assets for the years ended December 31, 2020 and December 31, 2019 were IDR9.52 trillion and IDR11.55 trillion respectively. If a comparison is made between the Company’s total assets against the average total assets of the national finance industry, it can be seen that the Company’s market share in 2020 slightly decreased to 2.09% from 2.23% in 2019.



Realisasi Penggunaan Dana Hasil Penawaran UmumUse of Public Offering Proceeds

UraianDescription

Jenis Penawaran Umum Obligasi Perseroan I Tahun 2019 Type of Public Offering of the Company I Bonds Year 2019

Tanggal EfektifEffective date 24 September 2019/September 24, 2019

Nilai Realisasi Hasil Penawaran Umum Value of Realization of Public Offering Results Rp664.000.000.000

Biaya Penawaran UmumPublic Offering Fee Rp6.861.507.949

Hasil BersihNet Results Rp657.138.492.051

Rencana Penggunaan Dana Modal Kerja PembiayaanPlan of Use of Working Capital Funds for New Financing Rp657.138.492.051

Penggunaan Dana Modal Kerja PembiayaanUse of Working Capital Funds for New Financing Rp657.138.492.051

Kebijakan DividenDividend Policy

Perseroan dapat membagikan dividen tunai pada tahun buku di mana Perseroan mencatatkan saldo laba positif yang ditetapkan melalui persetujuan Rapat Umum Pemegang Saham (RUPS) sebagaimana diatur dalam peraturan perundang-undangan yang berlaku di Indonesia.

Dalam menentukan dividen, RUPS juga mempertimbangkan kondisi keuangan Perseroan untuk tahun buku yang bersangkutan serta rencana jangka panjang Perseroan.

Berdasarkan keputusan Pemegang Saham, pada tahun 2020 Perseroan tidak melakukan pembagian dividen karena membukukan rugi bersih sebesar Rp8,39 miliar.

Di tahun sebelumnya, berdasarkan keputusan Pemegang Saham, pada tahun 2019 Perseroan juga tidak melakukan pembagian dividen. Adapun keuntungan usaha yang dihasilkan pada tahun buku 2018 dicatatkan sebagai laba ditahan untuk memperkuat permodalan.

The Company may distribute cash dividends in the financial year in which the Company records a positive profit balance which is determined through the approval of the General Meeting of Shareholders (GMS) as stipulated in the prevailing laws and regulations in Indonesia.

In determining dividends, the GMS also considers the Company’s financial condition for the fiscal year concerned as well as the Company’s long-term plans.

Based on the Shareholders’ decision, in 2020 the Company did not distribute dividends since it booked a net loss of IDR8.39 billion.

In the previous year, based on the Shareholders’ decision, the Company also did not distribute dividends. The operating profit generated in the 2018 financial year was recorded as retained earnings to strengthen capital.



Informasi Material Mengenai Investasi, Ekspansi, Divestasi, Penggabungan/Peleburan Usaha, Akuisisi, Restrukturisasi Utang/Modal, Transaksi Afiliasi, dan Transaksi yang Mengandung Benturan KepentinganMaterial Information Regarding Investment, Expansion, Divestment, Merger/Consolidation, Acquisition, Debt/Capital Restructuring, Affiliated Transactions, and Transactions Containing Conflict of Interest

Sepanjang tahun 2020, Perseroan melaporkan tidak ada informasi yang bersifat material mengenai investasi, ekspansi, divestasi, penggabungan/peleburan usaha, akuisisi atau restrukturisasi utang/modal, transaksi afiliasi, dan transaksi yang mengandung benturan kepentingan.

Di tahun 2020, peraturan pemerintah yang mengalami perubahan dan berpengaruh terhadap Perseroan yaitu POJK No. 14/POJK.05/2020 tentang Kebijakan Countercyclical Dampak Penyebaran Coronavirus Disease 2019 bagi Lembaga Jasa Keuangan Non Bank sebagaimana telah diubah dengan POJK No. 58/POJK.05/2020 tentang Perubahan atas POJK No. 14/POJK.05/2020 tentang Kebijakan Countercyclical Dampak Penyebaran Coronavirus Disease 2019 bagi Lembaga Jasa Keuangan Non Bank.

Throughout 2020, the Company reported no material information regarding investments, expansions, divestments, business mergers/consolidations, acquisitions or debt/capital restructuring, affiliated transactions, and transactions with conflicts of interest.

In 2020, a government regulation that has changed and had an effect on the Company, namely POJK No. 14/POJK.05/2020 concerning the Countercyclical Policy on the Impact of the Spread of Coronavirus Disease 2019 for Non-Bank Financial Services Institutions as amended by POJK No. 58/POJK.05/2020 concerning Amendments to POJK No. 14/POJK.05/2020 concerning the Countercyclical Policy on the Impact of the Spread of Coronavirus Disease 2019 for Non-Bank Financial Services Institutions.

Pengaruh Perubahan Regulasi Pemerintah Terhadap PerseroanEffect of Changes in Government Regulation on the Company



Pengaruh Perubahan Standar Akuntansi Keuangan Terhadap PerseroanImpact of Changes in Financial Accounting Standards on the Company

PSAK 71, Instrumen Keuangan

Perseroan telah menerapkan PSAK 71, Instrumen Keuangan yang berlaku efektif pada tanggal 1 Januari 2020. Oleh karena itu, kebijakan akuntansi untuk klasifikasi dan pengukuran instrumen keuangan, penurunan nilai aset keuangan dan atas perubahan nilai waktu dari kontrak foreign currency option telah berubah.

Selain itu, laporan keuangan mencakup pengungkapan tambahan tertentu untuk mengadopsi amandemen PSAK 60, lnstrumen Keuangan: Pengungkapan, yang diisyaratkan sehubungan dengan PSAK 71.

PSAK 72, Pendapatan dari Kontrak dengan Pelanggan

Efektif 1 Januari 2020, PSAK 72 menggantikan PSAK 23: Pendapatan. PSAK 72 menetapkan pendekatan berbasis prinsip yang lebih rinci, di mana waktu pengakuan pendapatan berkorelasi dengan kinerja kewajiban jasa yang dijanjikan. Standar ini berlaku untuk pendapatan biaya dan komisi tetapi tidak untuk instrumen keuangan dan kontrak sewa yang masing-masing diatur oleh PSAK 71 dan PSAK 73. Kebijakan akuntansi Perseroan saat ini untuk pengakuan pendapatan provisi dan komisi secara substansial konsisten dengan ketentuan PSAK 72. Oleh karena itu, penerapan standar baru tersebut tidak memberikan pengaruh yang signifikan terhadap laporan keuangan.

PSAK 73, Sewa

PSAK 73: “Sewa” berlaku efektif pada tanggal 1 Januari 2020. Sesuai dengan ketentuan transisi dari Pernyataan ini, Perseroan akan menerapkan panduan praktis dimana aset hak guna diukur pada jumlah yang sama dengan liabilitas sewa, yang disesuaikan dengan jumlah pembayaran sewa yang dibayar di muka atau terutang terkait sewa tersebut, yang diakui dalam laporan posisi keuangan segera sebelum tanggal 1 Januari 2020. Oleh karena itu, informasi yang disajikan untuk tahun 2019 tidak secara umum mencerminkan ketentuan PSAK 73, melainkan lebih kepada PSAK 30.

PSAK 71, Financial Instruments

The Company has adopted PSAK 71, Financial Insturments, which became effective on January 1, 2020. Accordingly, the accounting policy for classification and measurement of financial instrument for impairment of financial assets and for the change in time value of foreign currency option contracts has changed.

Also, the financial statements include certain additional disclosures in order to adopt the amendments to PSAK 60, Financial Insturment: Disclosures, which were required in conjunction with PSAK 71.

PSAK 72, Revenue from Contract with Customer

Effective January 1, 2020, PSAK 72 replaced PSAK 23: Revenue. PSAK 72 establishes a more detailed principles-based approach, whereby the timing of revenue recognition correlates with the performance of the promised service obligations. The standard applies to fee and commission income but not to financial instruments and lease contracts which are governed by PSAK 71 and PSAK 73. The Company’s current accounting policy for fee and commission income recognition is substantially consistent with the provisions of PSAK 72. Therefore, the adoption of the new standard has not had a significant effect on the financial statements.

PSAK 73, Leases

PSAK 73: “Leases” became effective on January 1, 2020. In accordance with the transitional provisions of the Standard, the Company will apply the practical expedient where the right-of-use assets are measured at an amount equal to lease liabilities, adjusted by the amount of any prepaid of accrued lease payments relating to that lease recognized in the statement of financial position immediately before January 1, 2020. Accordingly, the information presented for 2019 does not generally reflect the requirements of PSAK 73, but rather those of PSAK 30.



Informasi Kelangsungan UsahaBusiness Continuity Information

Manajemen Perseroan tidak melihat adanya peristiwa penting yang dapat mempengaruhi kelangsungan bisnis Perseroan. Asumsi-asumsi yang digunakan dapat dilihat pada Laporan Direksi dan Sambutan Dewan Komisaris di mana Dewan Komisaris dan Direksi telah membuat ringkasan kinerja bisnis untuk Tahun Buku terakhir serta pandangan mereka mengenai prospek bisnis.

The management of the Company does not see any important events that may affect the continuity of the Company’s business. The assumptions used can be seen in the Reports of the Board of Directors and Message of the Board of Commissioners in which the Board of Commissioners and the Board of Directors have prepared a summary of business performance for the last financial year and their views on business prospects.

Tata Kelola PerusahaanGood Corporate Governance

Tata Kelola Perusahaan Corporate Governance


Tata Kelola PerusahaanCorporate Governance

Konsistensi penerapan tata kelola perusahaan yang baik atau good corporate governance (GCG) merupakan kunci keberhasilan Perseroan dalam mengemban misi dan meraih visi dalam rangka menciptakan budaya yang menjunjung tinggi nilai-nilai integritas, profesionalisme dan kepatuhan terhadap peraturan yang berlaku. GCG merupakan salah satu faktor penting guna mencapai tujuan penerapan keuangan berkelanjutan atau disebut juga bisnis yang berkelanjutan, yaitu sebuah bisnis yang berorientasi pada keseimbangan aspek ekonomi, sosial, lingkungan dan menciptakan nilai tambah bagi kesejahteraan bersama secara berkesinambungan. Di saat yang sama melalui manajemen dan mitigasi risiko kami berusaha untuk mengurangi dampak negatif atas kegiatan operasional yang dijalankan terhadap seluruh pemangku kepentingan.

Perseroan senantiasa melakukan penyempurnaan kelengkapan perangkat pedoman penerapan GCG, sosialisasi pedoman GCG, penyesuaian terus menerus terhadap Standar Prosedur Operasional yang jelas dan transparan.

Penerapan Prinsip Tata Kelola Perusahaan yang Baik dan Berkelanjutan

Sebagai bagian dari komitmen Perseroan untuk menciptakan nilai tambah bagi para pemangku kepentingan, Perseroan senantiasa berupaya menetapkan strategi yang tepat dan menyempurnakan implementasi prinsip-prinsip GCG secara berkesinambungan yang meliputi: keterbukaan, akuntabilitas, tanggung jawab, kemandirian, dan kewajaran dengan melibatkan seluruh manajemen dan karyawan Perseroan di setiap tingkatan dan jenjang organisasi.

Prinsip-Prinsip Tata Kelola Perusahaan yang Baik Good Corporate Governance Principles

Keterbukaan Transparency

DeskripsiKeterbukaan dalam proses pengambilan keputusan dan keterbukaan dalam pengungkapan dan penyediaan informasi yang relevan mengenai Perseroan yang mudah diakses oleh pemangku kepentingan, sesuai peraturan perundang-undangan di bidang pembiayaan serta standar, prinsip dan praktik penyelenggaraan usaha pembiayaan yang sehat.

DescriptionThe openness in the decision-making process and openness in disclosing and providing relevant information concerning the Company that is conveniently accessible for the stakeholder, following the laws and regulations in the financing sector as well as the standards, principles, and practices of the sound financing business.

ImplementasiPerseroan berinisiatif untuk mengungkapkan informasi atau isu yang disyaratkan oleh peraturan perundang-undangan, juga hal-hal penting lainnya yang dinilai dapat memengaruhi pengambilan keputusan pemegang saham dan pemangku kepentingan lainnya, seperti pencantuman informasi yang dibutuhkan oleh debitur di dalam perjanjian pembiayaan, pengungkapan atas Laporan Tahunan, Laporan Keuangan, pengumuman melalui situs web Bursa dan situs web Perseroan (www.jaccs-mpmfinance.com).

ImplementationThe Company undertakes the initiative to disclose information or issues as required by the legislation, as well as any important information that is considered influential to the decision of shareholders and other stakeholders, such as the inclusion of information needed by the debtor in the financing agreement, disclosure of Annual Reports, Financial Statements, and Announcements through IDX website and the Company’s website (www.jaccs-mpmfinance.com).

Consistency in the implementation of good corporate governance (GCG) is the key to the Company’s success in carrying out its mission and achieving its vision in order to create a culture that upholds the values of integrity, professionalism, and compliance with applicable regulations. GCG is one of the important factors in achieving the goal of implementing sustainable finance, also known as a sustainable business, namely a business that is oriented towards balancing economic, social, environmental aspects and creating added value for the common welfare in a sustainable manner. At the same time, through risk management and mitigation we strive to reduce the negative impact of operational activities on all stakeholders.

The Company continues to make improvements to the completeness of the GCG implementation guidelines, socialization of GCG guidelines, continuous adjustment to clear and transparent Standard Operating Procedures.

Implementation of Good and Sustainable Corporate Governance Principles

As part of the Company’s commitment to create added value for stakeholders, the Company always strives to establish the right strategy and improve the implementation of GCG principles on an ongoing basis which includes: transparency, accountability, responsibility, independence, and fairness by involving all management and employees of the Company at every level of the organization.



Prinsip-Prinsip Tata Kelola Perusahaan yang Baik Good Corporate Governance Principles

Akuntabilitas Accountability

DeskripsiKejelasan fungsi dan pelaksanaan pertanggungjawaban organ Perseroan, sehingga kinerja Perseroan dapat berjalan secara transparan, wajar, efektif dan efisien.

DescriptionClarity of functions and implementation of the Company’s organ responsibility, so that the Company’s performance can run transparently, properly, effectively, and efficiently.

ImplementasiPerseroan berupaya melakukan pembagian yang jelas antar organ Perseroan, termasuk dengan membuat Piagam Dewan Komisaris, Direksi hingga Komite-komite penunjang Dewan Komisaris maupun Direksi. Perseroan juga menerapkan prinsip kehati-hatian (prudence) serta taat pada hukum dan peraturan yang berlaku dalam melaksanakan sistem pengendalian dan manajemen risiko Perseroan.

ImplementationThe Company strives to make clear segregation between its organs, including by preparing Charters of the Board of Commissioners, Board of Directors, as well as supporting Committees of the Board of Commissioners and the Board of Directors. The Company also implements the principle of prudence and complies with the prevailing laws and regulations in performing risk control and management systems of the Company.

Pertanggung Jawaban Responsibility

DeskripsiKesesuaian pengelolaan Perseroan dengan peraturan perundang-undangan di bidang pembiayaan dan nilai-nilai etika serta standar, prinsip dan praktik penyelenggaraan usaha pembiayaan yang sehat.

DescriptionThe compliance of the management of the Company with the laws and regulations in the financing sector and ethical values, as well as with the standards, principles, and practices of the sound financing business.

ImplementasiPerseroan menerapkan prinsip tanggung jawab dengan mematuhi ketentuan Anggaran Dasar dan peraturan perundang-undangan yang berlaku, melaksanakan Tanggung Jawab Sosial Perusahaan (CSR), serta melaksanakan kewajiban keterbukaan informasi sesuai regulasi yang ditetapkan.

ImplementationThe Company implements the principle of responsibility by complying with the Articles of Association and prevailing laws and regulations, performing Corporate Social Responsibility (CSR), and fulfilling compulsory information disclosure in line with the existing regulations.

Kemandirian Independency

DeskripsiPerseroan yang dikelola secara mandiri dan profesional serta bebas dari benturan kepentingan dan pengaruh atau tekanan dari pihak manapun yang tidak sesuai dengan peraturan perundang-undangan di bidang pembiayaan dan nilai-nilai etika serta standar, prinsip dan praktik penyelenggaraan usaha pembiayaan yang sehat.

DescriptionThe Company is managed independently and professionally as well as free from any conflict of interest and influence or pressure from any party that does not comply with the regulations in the financing sector, ethical values, standards, principles, and practices of the sound financing business.

ImplementasiPenerapan prinsip ini diwujudkan dengan saling menghormati hak, kewajiban, tugas, wewenang, serta tanggung jawab di antara organ Perseroan; Pemegang Saham dan Dewan Komisaris tidak melakukan intervensi terhadap pengurusan Perseroan; serta Dewan Komisaris, Direksi, dan seluruh karyawan senantiasa menghindari terjadinya benturan kepentingan dalam pengambilan keputusan.

ImplementationThe implementation of this principle is realized by mutually respecting the rights, obligations, duties, authority, as well as responsibilities among the Company’s organ; the Shareholders and the Board of Commissioners conduct no intervention to the management of the Company; and the Board of Commissioners, Board of Directors, and all employees avoid conflict of interests in decision-making at all times.

Kesetaraan dan Kewajaran Equality and Fairness

DeskripsiKesetaraan, keseimbangan dan keadilan dalam memenuhi hak-hak pemangku kepentingan yang timbul berdasarkan perjanjian, peraturan perundang-undangan serta nilai-nilai etika, standar, prinsip dan praktik penyelenggaraan usaha pembiayaan yang sehat.

DescriptionThe equality, balance, and fairness in fulfilling the rights of stakeholders which arise from the agreement, the regulations as well as the ethical values, standards, principles, and practices of the sound financing business.

ImplementasiPenerapan prinsip ini diwujudkan dengan memberikan hak yang sama bagi pemegang saham untuk menghadiri dan memberikan suara dalam RUPS sesuai ketentuan yang berlaku, serta memberikan kondisi lingkungan kerja yang baik dan aman bagi seluruh karyawan sesuai dengan kemampuan Perseroan dan peraturan perundangan yang berlaku.

ImplementationThe implementation of this principle is realized by giving the shareholders equal rights to attend and cast their votes in GMS according to the applicable provisions, as well as by providing a proper and safe working environment for the employees according to the Company’s ability and prevailing laws and regulations.



Dalam mengimplementasikan prinsip-prinsip GCG terbaik, Perseroan mengacu pada beberapa ketentuan yang berlaku, antara lain: Undang-Undang Republik Indonesia No. 8 Tahun 1995 tentang Pasar Modal, POJK, Anggaran Dasar dan Pedoman Kebijakan Perseroan, pedoman-pedoman yang berlaku secara umum mengenai pelaksanaan GCG, serta peraturan perundang-undangan lainnya yang relevan.

Implementasi Tata Kelola Perusahaan

Penerapan GCG di lingkungan Perseroan sepanjang tahun 2020 mencakup: 1. Perubahan struktur organisasi Perseroan terkait dengan

penyesuaian komposisi Direksi dengan adanya pergantian Direktur Utama dan penambahan satu Direktur yang membawahi fungsi manajemen risiko.

2. Memberikan pelatihan kepatuhan kepada seluruh supervisor marketing, sebagai salah satu program kebudayaan kepatuhan.

3. Salah satu bentuk implementasi prinsip keterbukaan yang dilakukan Perseroan, dengan menjadi anggota dan aktif dalam pendaftaran aset guna menghindari terjadinya pembiayaan ganda, hal ini sesuai dengan kewajiban dari regulator.

4. Perseroan telah menyampaikan informasi baik berupa informasi keuangan dan non-keuangan kepada publik secara transparan.

5. Perseoran terus menegakkan budaya disiplin dan kepatuhan di seluruh jenjang organisasi dengan menyusun Pakta Integritas untuk meningkatkan penegakan hukum, menjalankan kebijakan anti-fraud dan sistem pelaporan pelanggaran, menerapkan FAST FRIENDLY sebagai nilai-nilai dasar Perseroan, dan memperkuat sistem pengendalian internal.

Penilaian GCG

Pada tahun 2020, OJK menerbitkan POJK yang baru terkait dengan penerapan tata kelola, yaitu POJK No. 29/POJK.05/2020 tentang Perubahan atas POJK No. 30/POJK.05/2014 tentang Tata Kelola Perusahaan Yang Baik Bagi Perusahaan Pembiayaan. POJK baru ini menyempurnakan POJK No. 30/POJK.05/2014 yang telah keluar sebelumnya.

Pada tahun 2020 Perseoran melakukan penilaian secara mandiri (self-assessment) atas penerapan GCG di lingkungan Perseroan merujuk kepada beberapa peraturan OJK di bawah berikut:• POJK No. 29/POJK.05/2020 tentang Perubahan atas POJK

No. 30/POJK.05/2014 tentang Tata Kelola Perusahaan Yang Baik Bagi Perusahaan Pembiayaan

• POJK No. 28/POJK.05/2020 tentang Penilaian Tingkat Kesehatan Lembaga Jasa Keuangan Non-Bank

• Surat Edaran OJK (SEOJK) No. 15/SEOJK.05/2016 tentang Laporan Penerapan Tata Kelola Yang Baik Bagi Perusahaan Pembiayaan

• SEOJK No. 11/SEOJK.05/2020 tentang Penilaian Tingkat Kesehatan Perusahaan Pembiayaan dan Perusahaan Pembiayaan Syariah.

In implementing the best GCG principles, the Company refers to some applicable provisions, including: Law of the Republic of Indonesia No. 8 of 1995 concerning the Capital Market, POJK, the Company’s Articles of Association and Policy Guidelines, generally applicable guidelines regarding the implementation of GCG, as well as other relevant laws and regulations.

Implementation of Corporate Governance

The implementation of GCG within the Company throughout 2020 included:1. Changes in the Company’s organizational structure related

to adjustments to the composition of the Board of Directors with a replacement of the President Director and the addition of one Director in charge of the risk management function.

2. Providing compliance training to all marketing supervisors, as a compliance culture program.

3. Implementing the principle of transparency by being a member and active in registration of the financed asset to avoid double financing in accordance with the regulatory requirements.

4. The Company has submitted financial and non-financial information to the public in a transparent manner.

5. The Company continued to uphold a culture of discipline and compliance at all levels of the organization by formulating an Integrity Pact to improve law enforcement, implementing anti-fraud policies and a whistleblowing system, implementing FAST FRIENDLY as the Company’s core values and strengthening the internal control system.

GCG Assessment

In 2020, OJK issued a new POJK related to the implementation of governance, namely POJK No. 29/POJK.05/2020 concerning Amendments to the POJK No. 30/POJK.05/2014 concerning Good Corporate Governance for Finance Companies. This new POJK has been issued to complement POJK No. 30/POJK.05/2014.

In 2020 the Company will carry out an independent assessment (self-assessment) of the implementation of GCG within the Company, referring to the following OJK regulations: • POJK No. 29/POJK.05/2020 concerning Amendments to the

POJK No. 30/POJK.05/2014 concerning Good Corporate Governance for Finance Companies

• POJK No. 28/POJK.05/2020 on Business License and Institution of Finance Companies

• OJK Circular Letter (SEOJK) No. 15/SEOJK.05/2016 on Reports on the Implementation of Good Corporate Governance for Finance Companies

• SEOJK No. 11/SEOJK.05/2020 on Assessment of the Soundness Level of Finance Companies and Sharia Finance Companies.



Struktur Tata Kelola Perusahaan

Perseroan memiliki struktur tata kelola yang terdiri dari organ utama yang meliputi Pemegang Saham, Dewan Komisaris, dan Direksi. Dalam menjalankan tugas dan tanggung jawabnya, Dewan Komisaris dibantu oleh Komite Audit, Komite Nominasi dan Remunerasi, dan Komite Tata Kelola Terintegrasi sedangkan Direksi dibantu oleh unit Sekretaris Perusahaan, Audit Internal dan Manajemen Risiko. Masing-masing Komite-komite dan unit kerja tersebut telah memiliki kewenangannya dan bekerja secara independen guna memenuhi fungsi, peran dan tanggung jawabnya, sesuai dengan ketentuan Anggaran Dasar dan peraturan perundang-undangan yang berlaku.

Structure of Corporate Governance

The Company has a governance structure consisting of the main organs which include the Shareholders, the Board of Commissioners, and the Board of Directors. In carrying out its duties and responsibilities, the Board of Commissioners is assisted by the Audit Committee, the Nomination and Remuneration Committee, and the Integrated Governance Committee, while the Board of Directors is assisted by the Corporate Secretary, Internal Audit and Risk Management units. Each Committee and work unit has its authority and works independently to fulfill its functions, roles and responsibilities, in accordance with the provisions of the Articles of Association and the prevailing laws and regulations.

Komite Nominasi dan RemunerasiNomination and Remuneration

Committee

Komite Tata Kelola TerintegrasiIntegrated

Governance Committee

Komite AuditAudit Committee

Audit InternalInternal Audit

Sekretaris PerusahaanCorporate Secretary

Asset & Liability Committee (ALCO)Early Alert Committee (EAC)Retail Alert Committee (RAC)

Operational Risk Management Committee

Customer Experience Committee (CEC)Risk Management Committee



Rapat Umum Pemegang SahamGeneral Meeting of Shareholders



Rapat Umum Pemegang SahamGeneral Meeting of Shareholders

Pemegang Saham merupakan organ Perseroan yang memiliki wewenang yang tidak diberikan kepada Dewan Komisaris dan Direksi, sesuai dengan peraturan perundang-undangan yang berlaku dan/atau Anggaran Dasar Perseroan.

Rapat Umum Pemegang Saham (RUPS) merupakan media Pemegang Saham dalam mengambil keputusan terkait dengan seluruh kebijakan Perseroan. Selaku pemegang kekuasaan tertinggi dalam struktur kepengurusan, RUPS memiliki wewenang yang meliputi:1. Menyetujui dan mengesahkan Laporan Tahunan termasuk

Laporan Keuangan dan Laporan Tugas Pengawasan Dewan Komisaris, dan memberikan pelunasan dan pembebasan tanggung jawab kepada anggota Direksi dan Dewan Komisaris atas tindakan pengurusan dan pengawasan yang telah dilakukannya.

2. Menetapkan penggunaan laba bersih Perseroan. 3. Mengambil keputusan menyangkut Perseroan, misalnya

perubahan Anggaran Dasar, penggabungan, peleburan, pengambilalihan, pemisahan, pembubaran, dan likuidasi Perseroan.

4. Mengangkat dan/atau merubah susunan anggota Direksi dan Dewan Komisaris serta membuat penawaran pekerjaan dan memodifikasi pekerjaan untuk level General Manager di Perseroan.

5. Menetapkan remunerasi Direksi dan Dewan Komisaris, termasuk pembayaran pesangon untuk level General Manager.

6. Memberikan persetujuan terhadap transaksi yang mengandung benturan kepentingan (conflict of interest).

7. Melakukan penunjukan Kantor Akuntan Publik (KAP) dan Akuntan Publik terdaftar.

8. Memutuskan tindakan-tindakan yang berdasarkan Anggaran Dasar Perseroan dan peraturan perundangan yang berlaku.

Perseroan mengenal dua RUPS yaitu Rapat Umum Pemegang Saham Tahunan (RUPST) dan Rapat Umum Pemegang Saham Luar Biasa (RUPSLB).

RUPS Tahun 2020

Pada tanggal 14 September 2020, Perseroan menyelenggarakan RUPST Tahun Buku 2019. Adapun RUPST tersebut menghasilkan beberapa keputusan sebagai berikut:1. Menerima dan menyetujui Laporan Tahunan/kinerja

Perseroan atas kegiatan Perseroan selama tahun buku 2019.

2. Mengesahkan laporan tugas pengawasan tahunan Dewan Komisaris Perseroan untuk tahun buku yang berakhir pada tanggal 31 Desember 2019 sebagaimana termuat dalam Laporan Tahunan.

The Shareholders is the organ of the Company which has the authority not given to the Board of Commissioners and the Board of Directors, in accordance with the applicable laws and regulations and/or the Articles of Association of the Company.

The General Meeting of Shareholders (GMS) is a medium for Shareholders in making decisions related to all policies of the Company. As the highest authority in the management structure, the GMS has the authorities that include:

1. Approve and ratify the Annual Report including the Financial Report and the Supervisory Report of the Board of Commissioners, and grant a release and discharge of responsibilities to the members of the Board of Directors and the Board of Commissioners for their management and supervision actions.

2. Determine the use of the net profit of the Company. 3. Decide on issues concerning the Company, such as changes

in the Articles of Association, merger, consolidation, acquisition, separation, dissolution, and liquidation of the Company.

4. Appoint and/or change the composition of the Board of Directors and Board of Commissioners as well as make job offers and modify jobs for the General Manager level in the Company.

5. Determine the remuneration of the Board of Directors and Board of Commissioners, including severance payments for the General Manager level.

6. Give approval of transactions that contain conflict of interest.

7. Appoint a Public Accounting Firm (KAP) and a registered Public Accountant.

8. Decide on actions by the Company’s Articles of Association and applicable laws and regulation.

The Company recognizes two GMS, namely the Annual General Meeting of Shareholders (AGMS) and the Extraordinary General Meeting of Shareholders (EGMS).

GMS in 2020

On September 14, 2020, the Company held an AGMS for the Financial Year 2019. The AGMS resulted in the following resolutions: 1. Accept and approve the Annual Report/performance report

of the Company for the Company’s activities during the fiscal year of 2019.

2. Ratify the annual stewardship report of the Board of Commissioners of the Company for the fiscal year ended December 31, 2019, as attached in the Annual Report.



3. Menetapkan dan menyetujui Laba Bersih Setelah Pajak (LBSP) Perseroan Tahun 2019 adalah sebesar Rp17.990.985.955 (tujuh belas miliar sembilan ratus sembilan puluh juta sembilan ratus delapan puluh lima ribu sembilan ratus lima puluh lima Rupiah).

4. Menyetujui penyisihan dana sebesar Rp10.000.000.000 (sepuluh miliar Rupiah) dari LBSP digunakan sebagai cadangan umum untuk memenuhi ketentuan Pasal 19 ayat (1) Anggaran Dasar Perseroan dan Pasal 70 ayat (3) UUPT.

5. Menerima dan memberikan persetujuan atas laporan Tanggung Jawab Sosial Perseroan untuk tahun buku yang berakhir pada tanggal 31 Desember 2019 sebagaimana termuat dalam Laporan Tahunan.

6. Memberikan pelunasan dan pembebasan tanggung jawab sepenuhnya (acquit et de charge) kepada seluruh anggota Direksi atas tindakan pengurusannya dan kepada seluruh anggota Dewan Komisaris atas tindakan pengawasannya, yang telah mereka lakukan selama tahun buku 2019, demikian sepanjang tindakan-tindakan tersebut tercermin dalam laporan keuangan Perseroan tahun buku 2019.

Selain itu, Perseroan juga menyelenggarakan beberapa kali RUPSLB dengan rincian hasil keputusan antara lain sebagai berikut:

No. RUPSLB/EGMS Keputusan/Resolution

1 Surat Keputusan Sirkuler Pemegang Saham PT JACCS Mitra Pinasthika Mustika Finance Indonesia sebagai Pengganti dari Rapat Umum Pemegang Saham Luar Biasa (“Keputusan Sirkuler“) tanggal 21 Januari 2020.Circular Resolution of Shareholders of PT JACCS Mitra Pinasthika Mustika Finance Indonesia in Lieu of Extraordinary General Meeting of Shareholders (the “Circular Resolution”) dated January 21, 2020.

1. Menerima dan menyetujui pengunduran diri dari Bapak Johny Kandano dalam jabatannya selaku Direktur Utama Perseroan yang berlaku efektif terhitung sejak 31 Januari 2020.To accept and approve the resignation of Mr. Johny Kandano as a President Director of the Company which shall be effective on January 31, 2020.

2. Memberikan pelunasan dan pembebasan (acquit et de charge) kepada Bapak Johny Kandano atas pengurusannya pada Perseroan selama masa jabatannya sepanjang tindakan-tindakannya tidak bertentangan dengan atau melanggar ketentuan peraturan perundang-undangan yang berlaku.To give release and discharge (acquit et de charge) to Mr. Johny Kandano upon his service to the Company for his tenure to the extent all of his actions do not conflict with or violate any prevailing laws and regulations.

3. Sehubungan dengan pengunduran diri tersebut, maka susunan Direksi Perseroan adalah sebagai berikut:In relation to the said resignation, the composition of the Board of Directors of the Company shall be as follows:(1) Direktur Keuangan/Finance Director : Hajimu Yukimoto,(2) Direktur/Director : Yenanto, (3) Direktur/Director : Venky Charles Sutiono, (4) Direktur/Director : Kazuaki Yamazaki.

3. Resolve and approve that the Company’s Net Profit After Tax (NPAT) in 2019 amounted to IDR17,990,985,955 (seventeen billion nine hundred ninety million nine hundred eighty-five thousand nine hundred fifty-five Indonesian Rupiah).

4. Approve that the appropriation of IDR10,000,000,000 (ten billion Indonesian Rupiah) from NPAT is used for the general reserve to meet the provisions of Article 19 paragraph (1) of the Articles of Association of the Company and Article 70 paragraph (3) of the Company Law.

5. Accept and approve the Company’s Corporate Social Responsibility report for the fiscal year ended December 31, 2019, as attached in the Annual Report.

6. Grant full acquittal and discharge (acquit et de charge) to the members of the Board of Directors of the Company for the operation and control and the members of Board of Commissioners of the Company for their supervision during the fiscal year of 2019, to the extent such actions are reflected in the Company’s financial statements fiscal year 2019.

In addition, the Company also held several EGMS with details of the resolutions among others as follows:




2 Surat Keputusan Sirkuler Pemegang Saham PT JACCS Mitra Pinasthika Mustika Finance Indonesia sebagai Pengganti dari Rapat Umum Pemegang Saham Luar Biasa (“Keputusan Sirkuler“) tanggal 3 Februari 2020.

Circular Resolution of Shareholders of PT JACCS Mitra Pinasthika Mustika Finance Indonesia in Lieu of Extraordinary General Meeting of Shareholders (the “Circular Resolution”) dated February 3, 2020.

1. Menyetujui pengangkatan kembali Bapak Josaphat Budisatyawira sebagai Komisaris Independen Perseroan, yang berlaku efektif sejak tanggal 10 Februari 2020 sampai dengan tanggal 9 Februari 2023.To approve the reappointment of Mr. Josaphat Budisatyawira as Independent Commissioner of the Company, which shall be effective as of February 10, 2020 until February 9, 2023.

2. Dengan memperhatikan ketentuan butir 1 di atas, maka susunan Dewan Komisaris Perseroan adalah sebagai berikut:Subject to point 1 above, the composition of the Board of Commissioners of the Company shall be as follows:(1) Komisaris Utama/President Commissioner : Toshiya Kaname, (2) Komisaris/Commissioner : Takahiro Nagoshi, (3) Komisaris/Commissioner : Andi Esfandiari,(4) Komisaris Independen/Independent Commissioner : Josaphat Budisatyawira, (5) Komisaris Independen/Independent Commissioner : Surya Widjaja.

3 Surat Keputusan Sirkuler Pemegang Saham PT JACCS Mitra Pinasthika Mustika Finance Indonesia sebagai Pengganti dari Rapat Umum Pemegang Saham Luar Biasa (“Keputusan Sirkuler“) tanggal 22 Mei 2020.

Circular Resolution of Shareholders of PT JACCS Mitra Pinasthika Mustika Finance Indonesia in Lieu of Extraordinary General Meeting of Shareholders (the “Circular Resolution”) dated May 22, 2020.

1. Menerima pengunduran diri dari Bapak Andi Esfandiari dalam jabatannya selaku Komisaris Perseroan yang berlaku efektif terhitung sejak seluruh Pemegang Saham menandatangani keputusan sirkuler pemegang saham ini;To accept the resignation of Mr. Andi Esfandiari as a Commissioner of the Company which shall be effective upon this Circular Resolution has been signed by the Shareholders;

2. Memberikan pembebasan dan pelepasan (acquit et de charge) kepada Bapak Andi Esfandiari atas peran sertanya pada Perseroan selama masa jabatannya sepanjang tindakannya tercermin dalam buku Perseroan;To give release and discharge (acquit et de charge) to Mr. Andi Esfandiari upon his service to the Company for his tenure as long as all of his actions are reflected or recorded in the Company’s books/files;

3. Mengangkat Bapak Benny Redjo Setyono sebagai Komisaris Perseroan yang berlaku efektif terhitung sejak yang bersangkutan memperoleh penetapan kelulusan Penilaian Kemampuan dan Kepatutan oleh OJK;To appoint Mr. Benny Redjo Setyono as a Commissioner of the Company which will become effective on the date when the concerned passed fit and proper test held by OJK;

4. Dengan memperhatikan ketentuan butir 1, 2 dan 3 di atas maka susunan Dewan Komisaris Perseroan adalah sebagai berikut:Subject to point 1, 2 and 3 above, the composition of the Board of Commissioners of the Company shall be as follows:(1) Komisaris Utama/President Commissioner : Toshiya Kaname, (2) Komisaris/Commissioner : Takahiro Nagoshi, (3) Komisaris/Commissioner : Benny Redjo Setyono,(4) Komisaris Independen/Independent Commissioner : Josaphat Budisatyawira, (5) Komisaris Independen/Independent Commissioner : Surya Widjaja.

4 Surat Keputusan Sirkuler Pemegang Saham PT JACCS Mitra Pinasthika Mustika Finance Indonesia sebagai Pengganti dari Rapat Umum Pemegang Saham Luar Biasa (“Keputusan Sirkuler“) tanggal 12 Mei 2020.

Circular Resolution of Shareholders of PT JACCS Mitra Pinasthika Mustika Finance Indonesia in Lieu of Extraordinary General Meeting of Shareholders (the “Circular Resolution”) dated May 12, 2020.

1. Menyetujui pengangkatan kembali Bapak Venky Charles Sutiono sebagai Direktur dan Bapak Hajimu Yukimoto sebagai Direktur Keuangan Perseroan, yang berlaku efektif sejak tanggal 14 Mei 2020 sampai dengan tanggal 13 Mei 2023;To approve the reappointment of Mr. Venky Charles Sutiono as the Director and Mr. Hajimu Yukimoto as the Finance Director of the Company, which shall be effective as of May 14, 2020 until May 13, 2023;

2. Dengan memperhatikan ketentuan butir 1 di atas maka susunan Direksi Perseroan adalah sebagai berikut:Subject to point 1 above, the composition of the Board of Directors of the Company shall be as follows:(1) Direktur Keuangan/Finance Director : Hajimu Yukimoto,(2) Direktur/Director : Yenanto, (3) Direktur/Director : Venky Charles Sutiono, (4) Direktur/Director : Kazuaki Yamazaki.

3. Memberikan pelunasan dan pembebasan tanggung jawab sepenuhnya (acquit et de charge) kepada Bapak Venky Charles Sutiono selaku Direktur dan Bapak Hajimu Yukimoto selaku Direktur Keuangan atas tindakan pengurusan yang telah mereka lakukan pada masa jabatan sebelumnya dalam Perseroan.To give full acquittal and discharge (acquit et de charge) to Mr. Venky Charles Sutiono as the Director and Mr. Hajimu Yukimoto as the Finance Director upon their operation and control during the previous terms of office in the Company.




5 Surat Keputusan Sirkuler Pemegang Saham PT JACCS Mitra Pinasthika Mustika Finance Indonesia sebagai Pengganti dari Rapat Umum Pemegang Saham Luar Biasa (“Keputusan Sirkuler“) tanggal 30 Juli 2020.

Circular Resolution of Shareholders of PT JACCS Mitra Pinasthika Mustika Finance Indonesia in Lieu of Extraordinary General Meeting of Shareholders (the “Circular Resolution”) dated July 30, 2020.

1. Memberikan persetujuan kepada Direksi Perseroan untuk melakukan reorganisasi pada Direktorat Collection, yang berlaku efektif sejak tanggal 17 Juli 2020, sebagai berikut:To grant approval to the Board of Directors of the Company to reorganize Collection Directorate, which becomes effective commencing from July 17, 2020, as follows:

• Membagi wilayah kerja Divisi Collection menjadi 2 (dua) bagian yakni wilayah kerja east dan west, yang mana terhadap kepala bagian masing-masing wilayah bertanggung jawab langsung pada Direktur yang membawahi Direktorat Collection;Dividing the working area of the Collection Division into 2 (two) areas, the east and west areas, where the division head of each area is directly responsible to the Director in charge of the Collection Directorate;

2. Memberikan persetujuan kepada Direksi Perseroan untuk melakukan modifikasi pekerjaan terhadap:To grant approval to the Board of Directors of the Company to modify the employment of:a) Bapak Arie Darmawan sebagai Collection Division Head - East, yang sebelumnya

menjabat sebagai Product Sales Management Division Head; danMr. Arie Darmawan as Collection Division Head - East, who is previously as Product Sales Management Division Head; and

b) Bapak Nugroho Budi sebagai Collection Division Head - West, saat ini merangkap sebagai Regional Manager Retail, wilayah Regional Sumatra Bagian Selatan sampai dengan ditunjuknya Regional Manager Retail, wilayah Regional Sumatra Bagian Selatan yang baru;Mr. Nugroho Budi Santoso as Collection Division Head - West, who is concurrently as Regional Manager Retail, South Sumatra Area until new Regional Manager, South Sumatra Area is assigned;

Terhadap jabatan baru tersebut di atas berlaku efektif terhitung sejak tanggal 17 Juli 2020;The above-mentioned new position become effective as of July 17, 2020;

3. Memberikan kewenangan kepada Direksi Perseroan untuk menetapkan upah dan tunjangan yang akan diterima oleh pejabat yang bersangkutan;To authorize the Board of Directors of the Company to determine the salary and the allowances to be received by the relevant person;

4. Memberikan kewenangan kepada Direksi Perseroan untuk melakukan tindakan-tindakan lain yang dianggap perlu sehubungan dengan pelaksanaan keputusan tersebut di atas;To authorize the Board of Directors of the Company to take all actions deemed necessary regarding to the above resolution;

5. Meratifikasi setiap dan segala tindakan yang diambil oleh Direksi Perseroan sehubungan dengan pelaksanaan keputusan di atas sampai dengan ditandatanganinya keputusan ini.To ratify any and all actions taken by the Board of Directors regarding to the implementation of the above resolution until the signing of this resolution.

6 Surat Keputusan Sirkuler Pemegang Saham PT JACCS Mitra Pinasthika Mustika Finance Indonesia sebagai Pengganti dari Rapat Umum Pemegang Saham Luar Biasa (“Keputusan Sirkuler“) tanggal 26 Agustus 2020.

Circular Resolution of Shareholders of PT JACCS Mitra Pinasthika Mustika Finance Indonesia in Lieu of Extraordinary General Meeting of Shareholders (the “Circular Resolution”) dated August 26, 2020.

1. Menyetujui perubahan susunan Komite Nominasi dan Remunerasi Perseroan sebagai berikut:To approve the change of the composition of the Nomination and Remuneration Committee of the Company as follows:Ketua/Head : Josaphat BudisatyawiraAnggota/Member : Toshiya KanameAnggota/Member : Benny Redjo Setyono

Yang mana terhadap masa jabatan Bapak Benny Redjo Setyono selaku anggota Komite Nominasi dan Remunerasi berlaku efektif terhitung sejak tanggal 22 Mei 2020.Which the term of office Mr. Benny Redjo Setyono as a member of the Nomination and Remuneration Committee effective from May 22, 2020.

2. Memberikan persetujuan dan kewenangan kepada Dewan Komisaris Perseroan untuk tujuan di atas untuk melakukan segala tindakan apapun sepanjang tidak bertentangan dengan Peraturan Perundang-undangan, Peraturan Perseroan yang berlaku dan Anggaran Dasar Perseroan.To approve and authorize the Board of Commissioners of the Company for the above purposes to take all the actions which do not contradict Legislation, Regulations of the Company, and Articles of Association of the Company.




7 Surat Keputusan Sirkuler Pemegang Saham PT JACCS Mitra Pinasthika Mustika Finance Indonesia sebagai Pengganti dari Rapat Umum Pemegang Saham Luar Biasa (“Keputusan Sirkuler“) tanggal 26 Agustus 2020.

Circular Resolution of Shareholders of PT JACCS Mitra Pinasthika Mustika Finance Indonesia in Lieu of Extraordinary General Meeting of Shareholders (the “Circular Resolution”) dated August 26, 2020.

1. Memberikan persetujuan kepada Direksi untuk membuat penawaran pekerjaan kepada Bapak Katsushi Harada sebagai Collection Strategy Division Head dan Bapak Yoshio Nakajima sebagai Bank Relations Division Head (General Manager Level).To grant approval to the Board of Directors to make a job offer to Mr. Katsushi Harada as Collection Strategy Division Head, and Mr. Yoshio Nakajima as Bank Relations Division Head (General Manager Level).

2. Memberikan kewenangan kepada Direksi Perseroan untuk menetapkan upah dan/ atau tunjangan yang akan diterima oleh pejabat yang bersangkutan;To authorize the Board of Directors of the Company to determine the salary and/or the allowances to be received by the relevant person;

3. Memberikan kewenangan kepada Direksi Perseroan untuk melakukan tindakan-tindakan lain yang dianggap perlu sehubungan dengan pelaksanaan keputusan tersebut di atas;To authorize the Board of Directors of the Company to take all actions deemed necessary regarding to the above resolution;

8 Surat Keputusan Sirkuler Pemegang Saham PT JACCS Mitra Pinasthika Mustika Finance Indonesia sebagai Pengganti dari Rapat Umum Pemegang Saham Luar Biasa (“Keputusan Sirkuler“) tanggal 5 Oktober 2020.

Circular Resolution of Shareholders of PT JACCS Mitra Pinasthika Mustika Finance Indonesia in Lieu of Extraordinary General Meeting of Shareholders (the “Circular Resolution”) dated October 5, 2020.

1. Menyetujui pengangkatan kembali masing-masing anggota Direksi dan anggota Dewan Komisaris Perseroan sebagai berikut:To approve reappointment of the following member of the Board of Directors and member of the Board of Commissioners of the Company:a) Bapak Kazuaki Yamazaki, selaku Direktur untuk masa jabatan 3 (tiga) tahun,

terhitung berlaku mulai tanggal 20 Oktober 2020 sampai dengan 19 Oktober 2023; danMr. Kazuaki Yamazaki, as the Director for the office period of 3 (three) years, which shall be effective as of October 20, 2020 until October 19, 2023; and

b) Bapak Toshiya Kaname, selaku Komisaris Utama untuk masa jabatan 3 (tiga) tahun, terhitung berlaku mulai tanggal 24 Oktober 2020 sampai dengan 23 Oktober 2023.Mr. Toshiya Kaname, as the President Commissioner for the office period of 3 (three) years, which shall be effective as of October 24, 2020 until October 23, 2023.

2. Dengan memperhatikan ketentuan butir 1 di atas, maka susunan Direksi dan Dewan Komisaris Perseroan adalah sebagai berikut:Subject to point 1 above, the composition of the Board of Directors and the Board of Commissioners of the Company shall be as follows:

Susunan Direksi PerseroanThe composition of the Board of Directors of the Company(1) Direktur Keuangan/Finance Director : Hajimu Yukimoto,(2) Direktur/Director : Yenanto, (3) Direktur/Director : Venky Charles Sutiono, (4) Direktur/Director : Kazuaki Yamazaki.

Susunan Dewan Komisaris PerseroanThe composition of the Board of Directors of the Company(1) Komisaris Utama/President Commissioner : Toshiya Kaname, (2) Komisaris/Commissioner : Takahiro Nagoshi, (3) Komisaris/Commissioner : Benny Redjo Setyono,(4) Komisaris Independen/Independent Commissioner : Josaphat Budisatyawira, (5) Komisaris Independen/Independent Commissioner : Surya Widjaja.

3. Memberikan pelunasan dan pembebasan tanggung jawab sepenuhnya (acquit et de charge) kepada Bapak Kazuaki Yamazaki selaku Direktur dan Bapak Toshiya Kaname selaku Komisaris Utama atas tindakan pengurusan yang telah mereka lakukan pada masa jabatan sebelumnya dalam Perseroan.To give full acquittal and discharge (acquit et de charge) to Mr. Kazuaki Yamazaki as the Director and Mr. Toshiya Kaname as the President Commissioner upon their operation and control during the previous terms of office in the Company.






1. Mengangkat Bapak Kojun Sato sebagai Direktur Utama Perseroan.To appoint Mr. Kojun Sato as the President Director of the Company.

2. Mengangkat Bapak Supriyanto sebagai Direktur Perseroan.To appoint Mr. Supriyanto as the Director of the Company.

3. Terhadap masa jabatan Bapak Kojun Sato dan Bapak Supriyanto akan berlaku efektif setelah pihak yang bersangkutan memperoleh penetapan kelulusan Penilaian Kemampuan dan Kepatutan dari OJK.The term of office of Mr. Kojun Sato and Mr. Supriyanto will become effective on the date when they pass Fit and Proper Test held by OJK.

4. Dengan memperhatikan ketentuan-ketentuan di atas maka susunan Direksi Perseroan adalah sebagai berikut:Subject to points above, the composition of the Board of Directors of the Company shall be as follows:(1) Direktur Utama/President Director : Kojun Sato, (2) Direktur Keuangan/Finance Director : Hajimu Yukimoto,(3) Direktur/Director : Yenanto, (4) Direktur/Director : Venky Charles Sutiono, (5) Direktur/Director : Kazuaki Yamazaki,(6) Direktur/Director : Supriyanto.



1. Menetapkan penggunaan Jasa AP dan KAP Siddharta Widjaja & Rekan (KPMG) sehubungan dengan jasa audit atas informasi keuangan historis tahunan Perseroan untuk tahun buku 2020;To decide the assignment of PA and PAF Siddharta Widjaja & Rekan (KPMG) in connection with the audit services on annual historical financial information of the Company for the fiscal year of 2020.

2. Memberikan persetujuan dan kewenangan kepada Direksi Perseroan untuk tujuan di atas untuk melakukan segala tindakan apapun sepanjang tidak bertentangan dengan Peraturan Perundang-undangan, Peraturan Perusahaan yang berlaku dan Anggaran Dasar Perseroan.To approve and authorize the Board of Directors of the Company for the above purposes to do all along any actions which does not contradict with Legislations, applicable Regulations of the Company and the Articles of Association of the Company.

11 Surat Keputusan Sirkuler Pemegang Saham PT JACCS Mitra Pinasthika Mustika Finance Indonesia sebagai Pengganti dari Rapat Umum Pemegang Saham Luar Biasa (“Keputusan Sirkuler“) tanggal 10 Desember 2020.

Circular Resolution of Shareholders of PT JACCS Mitra Pinasthika Mustika Finance Indonesia in Lieu of Extraordinary General Meeting of Shareholders (the “Circular Resolution”) dated December 10, 2020.

1. Memberikan persetujuan atas Rencana Kerja dan Budget 2021 sebagaimana telah disusun dan disetujui oleh Direksi Perseroan yang ditelaah dan disetujui oleh Dewan Komisaris Perseroan;To grant approval on the Annual Work Plan and Budget 2021 that has been prepared and approved by the Board of Directors of the Company and has been reviewed and approved by the Board of Commissioners of the Company;

2. Menyetujui dan memberikan wewenang kepada Direksi Perseroan untuk mengimplementasikan Rencana Kerja dan Budget 2021 tersebut.To approve and authorize the Board of Directors of the Company to implement such Annual Work Plan and Budget 2021.

12 Surat Keputusan Sirkuler Pemegang Saham PT JACCS Mitra Pinasthika Mustika Finance Indonesia sebagai Pengganti dari Rapat Umum Pemegang Saham Luar Biasa (“Keputusan Sirkuler“) tanggal 18 Desember 2020.

Circular Resolution of Shareholders of PT JACCS Mitra Pinasthika Mustika Finance Indonesia in Lieu of Extraordinary General Meeting of Shareholders (the “Circular Resolution”) dated December 18, 2020.

1. Membatalkan pengangkatan Bapak Benny Redjo Setyono dalam jabatannya selaku Komisaris Perseroan, semata-mata karena adanya Keputusan OJK serta pemenuhan ketentuan POJK No. 27/POJK.03/2016 tentang Penilaian Kemampuan dan Kepatutan Bagi Pihak utama Lembaga Jasa Keuangan. To cancel the appointment of Mr. Benny Redjo Setyono as a Commissioner of the Company, solely because of the OJK Decree and to comply with POJK No. 27/POJK.03/2016 on Fit and Proper Test for key Person in Financial Services lnstitutions.

2. Dengan memperhatikan ketentuan butir 1 di atas maka susunan Dewan Komisaris Perseroan adalah sebagai berikut:Subject to point 1 above, the composition of the Board of Commissioners of the Company shall be as follows:(1) Komisaris Utama/President Commissioner : Toshiya Kaname, (2) Komisaris/Commissioner : Takahiro Nagoshi, (3) Komisaris Independen/Independent Commissioner : Josaphat Budisatyawira, (4) Komisaris Independen/Independent Commissioner : Surya Widjaja.

Seluruh keputusan yang dihasilkan oleh RUPST dan RUPSLB tersebut telah terealisasi sepenuhnya di tahun 2020.

All resolutions made by the AGMS and EGMS have been fully realized in 2020.




Dewan Komisaris merupakan struktur di dalam Perseroan yang bertugas melakukan fungsi pengawasan atas kinerja dan kebijakan Direksi dalam menjalankan rencana bisnis Perseroan, memberikan masukan atau pertimbangan lainnya mengenai isu-isu material kepada Direksi, mendorong penerapan prinsip-prinsip GCG di lingkungan Perseroan serta memantau efektivitas penerapan GCG yang dilaksanakan Perseroan.

Prosedur Pengangkatan/Pemilihan dan Pemberhentian/Pengunduran Diri Dewan Komisaris

Pengangkatan anggota Dewan Komisaris Perseroan dilakukan oleh RUPS dengan mempertimbangkan rekomendasi dari Komite Nominasi dan Remunerasi. Dewan Komisaris Perseroan diangkat untuk masa jabatan 3 (tiga) tahun yang terhitung sejak tanggal pengangkatan masing-masing anggota Dewan Komisaris.

Komisaris Independen yang telah menjabat 2 (dua) periode berturut-turut dapat diangkat kembali pada periode selanjutnya sebagai Komisaris Independen dalam hal menyatakan RUPS mengenai independensi yang bersangkutan.

Pada pelaksanaannya, Dewan Komisaris sewaktu-waktu dapat diberhentikan oleh RUPS mengacu pada Anggaran Dasar Perseroan, dan peraturan perundang-undangan yang berlaku.

Sesuai Anggaran Dasar Perseroan, Dewan Komisaris berhak untuk mengajukan pengunduran diri dari jabatannya dan Perseroan wajib menyelenggarakan RUPS untuk memutuskan permohonan pengunduran diri tersebut.

Komposisi dan Masa Jabatan Dewan Komisaris

Dewan Komisaris memiliki 4 (empat) anggota Dewan Komisaris di mana yang terdiri dari Komisaris Utama, Komisaris, dan dua Komisaris Independen. Per 31 Desember 2020, komposisi Dewan Komisaris Perseroan adalah sebagai berikut:

The Board of Commissioners is a structure within the Company that is tasked with performing a supervisory function on the performance and policies of the Board of Directors in carrying out the Company’s business plan, providing input or other considerations regarding material issues to the Board of Directors, encouraging the implementation of GCG principles in the Company and monitoring the effectiveness of GCG implementation carried out by the Company.

Procedure for Appointment/Selection and Dismissal/Resignation of Board of Commissioners

The appointment of members of the Board of Commissioners of the Company is carried out by the GMS considering the recommendations of the Nomination and Remuneration Committee. The Board of Commissioners is appointed for a term of three (3) years from the date of appointment of each member of the Board of Commissioners.

An Independent Commissioner who has been appointed for 2 (two) consecutive periods can be reappointed in the next period as an Independent Commissioner in terms of stating at the GMS regarding the independence concerned.

In the implementation, members of the Board of Commissioners at any time can be dismissed by the GMS referring to the Company’s Articles of Association, and applicable laws and regulations.

Referring to the Company’s Articles of Association, members of the Board of Commissioners are entitled to submit a request for resignation from their position, and the Company is required to hold a GMS to decide on the resignation request.

Composition and Term of Office of the Board of Commissioners

The Board of Commissioners has 4 (four) members, consisting of the President Commissioner, Commissioner, and two Independent Commissioners. As of December 31, 2020, the composition of the Company’s Board of Commissioners was as follows:



NamaName

JabatanDesignation

Dasar Hukum PengangkatanLegal Basis of Appointment

Tanggal Lulus dan Nomor Fit & Proper Test Date and Number

of Fit & Proper Test

Masa JabatanTerm of Office

Toshiya Kaname Komisaris Utama President Commissioner

Surat Keputusan Sirkuler Pemegang Saham sebagai pengganti dari Rapat Umum Pemegang Saham Luar Biasa tanggal 5 Oktober 2020.Circular Resolutions of Shareholders in lieu of Extraordinary General Meeting of Shareholders on October 5, 2020.

24 Oktober/October 2017(KEP-612/NB.111/2017)

2020 – 2023

Takahiro Nagoshi

Komisaris Commissioner

Surat Keputusan Sirkuler Pemegang Saham sebagai pengganti dari Rapat Umum Pemegang Saham Luar Biasa tanggal 16 Desember 2019.Circular Resolutions of Shareholders in lieu of Extraordinary General Meeting of Shareholders on December 16, 2019.

11 November/November 2019 (KEP-675/NB.11/2019)

2019 – 2022

Josaphat Budisatyawira

Komisaris Independen Independent Commissioner

Surat Keputusan Sirkuler Pemegang Saham sebagai pengganti dari Rapat Umum Pemegang Saham Luar Biasa tanggal 3 Februari 2020.Circular Resolutions of Shareholders in lieu of Extraordinary General Meeting of Shareholders on February 3, 2020.

10 Februari/February 2017(KEP-50/NB.11/2017)

2020 – 2023

Surya Widjaja Komisaris Independen Independent Commissioner

Surat Keputusan Sirkuler Pemegang Saham sebagai pengganti dari Rapat Umum Pemegang Saham Luar Biasa tanggal 20 Juni 2019.Circular Resolutions of Shareholders in lieu of Extraordinary General Meeting of Shareholders on June 20, 2019.

22 Oktober/October 2019 (KEP-621/NB.11/2019)

2019 – 2022

Perseroan memastikan seluruh anggota Dewan Komisaris tersebut di atas telah memenuhi persyaratan dan/atau kriteria yang tertuang dalam Anggaran Dasar Perseroan, Piagam Dewan Komisaris maupun ketentuan lainnya yang berlaku.

Keberagaman Komposisi Dewan Komisaris

Komposisi Dewan Komisaris Perseroan telah mencerminkan keberagaman anggotanya, baik dalam hal latar belakang pendidikan, keahlian, pengalaman dan usia yang dapat dilihat dari profil masing-masing anggota Dewan Komisaris. Tiap anggota Dewan Komisaris memiliki kompetensi tinggi yang mendukung pelaksanaan tugas dan tanggung jawabnya selaku Dewan Komisaris.

Piagam Dewan Komisaris

Dalam menjalankan tugas dan tanggung jawabnya, Dewan Komisaris mengacu kepada Piagam Dewan Komisaris yang mencakup hal-hal berikut:1. Landasan Hukum Piagam; 2. Pengangkatan dan Pemberhentian Dewan Komisaris; 3. Struktur dan Komposisi Dewan Komisaris; 4. Persyaratan Hukum dan Nominasi anggota Dewan Komisaris;

The Company ensures that all members of the Board of Commissioners mentioned above have met the requirements and/or criteria stated in the Company’s Articles of Association, the Board of Commissioners Charter, and other applicable provisions.

Diversity in Composition of the Board of Commissioners

The composition of the Company’s Board of Commissioners reflects the diversity of its members, both in terms of educational background, expertise, experience and age which can be found in the profile of each member of the Board of Commissioners. Each member of the Board of Commissioners has high competency to support the implementation of their duties and responsibilities as the Board of Commissioners.

Charter of the Board of Commissioners

In carrying out its duties and responsibilities, the Board of Commissioners (BOC) refers to the Board of Commissioners Charter which includes the following matters: 1. The legal base of the Charter; 2. Appointment and Dismissal of members of the BOC; 3. BOC Structure and Composition; 4. Legal Requirements and Nominations of members of the BOC;



5. Masa Jabatan; 6. Rangkap Jabatan; 7. Etika Kerja; 8. Tugas, Tanggung Jawab dan Kewenangan Dewan Komisaris; 9. Komite Penunjang Dewan Komisaris; 10. Rapat Dewan Komisaris; 11. Hubungan Dewan Komisaris dengan Direksi;12. Evaluasi Kinerja Dewan Komisaris; 13. Remunerasi; 14. Sertifikasi dan Syarat Keberlanjutan;15. Pelaporan dan Pertanggungjawaban; 16. Pengkajian dan Pembaharuan Piagam.

Tugas dan Tanggung Jawab Dewan Komisaris

Tugas dan tanggung jawab Dewan Komisaris Perseroan sesuai dengan Anggaran Dasar Perseroan adalah sebagai berikut:

1. Mengawasi kebijakan Direksi dalam menjalankan Perseroan serta memberikan nasihat kepada Direksi guna kepentingan Perseroan yang sesuai dengan maksud dan tujuan Perseroan.

2. Mengawasi Direksi dalam menjaga keseimbangan kepentingan semua pihak.

3. Mengawasi dan memantau efektivitas penerapan GCG dalam setiap kegiatan usaha pada seluruh tingkatan atau jenjang organisasi Perseroan.

4. Memeriksa dan mengulas rencana kerja dan anggaran tahunan Perseroan yang telah dibuat oleh Direksi.

5. Mengawasi pelaksanaan tanggung jawab Direksi terhadap penerapan program anti pencucian uang dan pencegahan pendanaan terorisme.

6. Memastikan adanya pembahasan terkait anti pencucian uang dan pencegahan pendanaan terorisme dalam rapat Direksi dan rapat Dewan Komisaris.

7. Memastikan Direksi telah menindaklanjuti temuan audit dan rekomendasi dari Internal Audit Perseroan, auditor eksternal, hasil pengawasan OJK dan/atau hasil pengawasan otoritas lainnya.

8. Dalam pelaksanaan tugas dan tanggung jawabnya, Dewan Komisaris wajib membentuk Komite-komite. Setiap Komite akan dipandu oleh pedoman yang ditetapkan dan/atau disetujui oleh Dewan Komisaris. Komite-komite tersebut adalah: • Komite Audit • Komite Nominasi dan Remunerasi • Komite Tata Kelola Terintegrasi

9. Memastikan Komite-komite yang dibentuk menjalankan tugasnya secara efektif.

10. Berkoordinasi dengan Direksi dalam menumbuhkan, memastikan dan mengawasi kepatuhan Perseroan terhadap peraturan internal maupun eksternal.

11. Wajib melaporkan informasi mengenai kepemilikan dan setiap perubahan kepemilikan atas saham Perseroan sesuai dengan ketentuan POJK yang berlaku.

5. Term of Office; 6. Concurrent Position; 7. Work Ethics ;8. Duties and Responsibilities of the BOC; 9. Supporting Committee of the BOC; 10. BOC Meeting; 11. Relationship of the BOC with the Board of Directors; 12. Performance Evaluation of the BOC; 13. Remuneration; 14. Certification and Sustainability Requirements; 15. Reporting and Accountability;16. Assessment and Renewal of the Charter.

Duties and Responsibilities of the Board of Commissioners

The duties and responsibilities of the Board of Commissioners of the Company in accordance with the Articles of Association of the Company are as follows: 1. Supervise the Board of Directors’ policies in running the

Company and provide advice to the Board of Directors for the interests of the Company in accordance with the aims and objectives of the Company.

2. Supervise the Board of Directors in balancing the interests of all parties.

3. Supervise and monitor the effectiveness of the implementation of GCG in all business activities at all levels of the organization of the Company.

4. Check and review the annual work plan and budget of the Company that has been prepared by the Board of Directors.

5. Supervise the exercise of the Board of Directors’ responsibilities in implementing anti-money laundering and preventing funding for terrorism.

6. Ensure the discussions relating to anti-money laundering and prevent funding for terrorism in the Board of Directors meetings and the Board of Commissioners meetings.

7. Ensure that the Board of Directors has followed up on audit findings and recommendations from the Internal Audit, external auditors, OJK supervision results, and/or other authority’s supervision results.

8. In carrying out its duties and responsibilities, the Board of Commissioners must establish Committees. Each Committee will be guided by the charter established and/or approved by the Board of Commissioners. The committees are:• Audit Committee• Nomination and Remuneration Committee • Integrated Governance Committee

9. Ensure that the Committees that have been formed carry out their duties effectively.

10. Coordinate with the Board of Directors in developing, ensuring, and supervising the Company’s compliance with internal and external regulations.

11. Report information on ownership and any change of ownership of shares of the Company in accordance with the provisions of the applicable POJK.



12. Menyelenggarakan rapat Dewan Komisaris yang mencakup frekuensi, kehadiran dan tata cara pengambilan keputusan sebagaimana diatur dalam Piagam Dewan Komisaris yang berlaku di Perseroan.

13. Komisaris Independen wajib melaporkan kepada OJK paling lambat 10 (sepuluh) hari kalender sejak ditemukan:• Pelanggaran peraturan perundang-undangan di bidang

pembiayaan; dan/atau • Keadaan atau perkiraan keadaan yang dapat

membahayakan kelangsungan usaha Perseroan.14. Melakukan tugas dan tanggung jawab Dewan Komisaris

lainnya yang ditetapkan oleh Anggaran Dasar, peraturan internal Perseroan dan ketentuan peraturan perundang-undangan yang berlaku bagi Dewan Komisaris.

Komisaris Independen

Pada tahun 2020, posisi Komisaris Independen tidak mengalami perubahan yang masih dijabat oleh Bapak Josaphat Budisatyawira dan Bapak Surya Widjaja. Persentase jumlah Komisaris Independen Perseroan adalah 50% dari total anggota Dewan Komisaris. Jumlah tersebut telah melebihi jumlah minimum yang disyaratkan oleh POJK, yaitu 30%.

Komisaris Independen Perseroan wajib memenuhi persyaratan sebagai berikut:1. Bukan merupakan orang yang bekerja atau mempunyai

wewenang dan tanggung jawab untuk merencanakan, memimpin, mengendalikan, atau mengawasi kegiatan Perseroan dalam waktu enam bulan terakhir, kecuali untuk pengangkatan kembali sebagai Komisaris Independen Perseroan pada periode berikutnya.

2. Tidak mempunyai saham baik langsung maupun tidak langsung pada Perseroan.

3. Tidak mempunyai hubungan afiliasi dengan Perseroan, anggota Dewan Komisaris, anggota Direksi, atau pemegang saham utama Perseroan.

4. Tidak mempunyai hubungan usaha baik langsung maupun tidak langsung yang berkaitan dengan kegiatan usaha Perseroan.

5. Komisaris Independen yang telah menjabat selama dua periode masa jabatan dapat diangkat kembali pada periode selanjutnya sepanjang Komisaris Independen tersebut menyatakan dirinya tetap independen kepada RUPS. Dan pernyataan independensi wajib diungkapkan dalam Laporan Tahunan.

6. Tidak pernah menjadi anggota Direksi, anggota Dewan Komisaris, anggota Dewan Pengawas Syariah atau menduduki jabatan 1 (satu) tingkat di bawah Direksi pada Perseroan atau perusahaan lain yang memiliki hubungan afiliasi dengan Perseroan dalam kurun waktu 2 (dua) tahun terakhir.

7. Memahami peraturan perundang-undangan di bidang pembiayaan dan peraturan perundang undangan lain yang relevan.

8. Memiliki pengetahuan yang baik mengenai kondisi keuangan Perseroan.

12. Organize the Board of Commissioners meetings fulfilling the frequency, attendance, and procedures for decision making as stipulated in the Board of Commissioners Charter in the Company.

13. Independent Commissioner must report to OJK no later than 10 (ten) calendar days since it was found:• Violations of laws and regulations in the financing sector;

and/or • Conditions or the prospect of conditions that could

endanger the Company’s business continuity. 14. Carry out other duties and responsibilities of the Board of

Commissioners determined by the Articles of Association, the Company’s internal regulations, and the provisions of the applicable laws and regulations for the Board of Commissioners.

Independent Commissioner

In 2020, the position of Independent Commissioner has not changed, which was still held by Mr. Josaphat Budisatyawira and Mr. Surya Widjaja. The Company’s Independent Commissioners made up 50% of the total members of the Board of Commissioners. This amount has exceeded the minimum amount required by POJK, which is 30%.

The Company’s Independent Commissioner must fulfill the following requirements:1. Not a person who has been working or having authority

and responsibility for planning, directing, controlling, or supervising the activities of the Company within six months, except for reappointment as an Independent Commissioner of the Company in subsequent periods.

2. Do not own shares, either directly or indirectly in the Company.

3. Not affiliated with the Company, members of the Board of Commissioners, members of the Board of Directors, or majority shareholders of the Company.

4. Do not have any business relationship either directly or indirectly with the Company’s business activities.

5. Independent Commissioners who have served for two periods may be reappointed for the next period as long as the Independent Commissioner declares himself to remain independent in the GMS. And the statement of independence must be disclosed in the Annual Report.

6. Have never been a member of the Board of Directors, a member of the Board of Commissioners, a member of the Sharia Supervisory Board or holds a position of 1 (one) level below the Board of Directors of the Company or another company that has affiliated relationship with the Company within the last 2 (two) years.

7. Understand the laws and regulations in the financing sector and other relevant laws and regulations.

8. Have good knowledge of the Company’s financial condition.



9. Memiliki kewarganegaraan Indonesia dan berdomisili di Indonesia.

Independensi Komisaris IndependenKedua Komisaris Independen Perseroan telah memenuhi kriteria yang disyaratkan dalam POJK No. 33/POJK.04/2014 tentang Direksi dan Dewan Komisaris Emiten atau Perusahaan Publik, pada saat pengangkatan dan selama menjabat sebagai Komisaris Independen. Masing-masing Komisaris Independen telah menandatangani surat pernyataan terkait independensinya tersebut dan telah menyerahkannya kepada Perseroan.

Program Orientasi Bagi Anggota Dewan Komisaris Baru

Saat ini Perseroan belum memiliki program khusus untuk orientasi bagi Dewan Komisaris yang baru menjabat. Meskipun demikian, jika ada anggota Dewan Komisaris baru yang diangkat, maka Sekretaris Perusahaan memberikan informasi yang cukup terkait kegiatan usaha Perseroan dan penjelasan mengenai tugas dan tanggung jawab Dewan Komisaris.

Rapat Dewan Komisaris

Sebagaimana tercantum dalam Piagam Dewan Komisaris, penyelenggaraan Rapat Dewan Komisaris harus memenuhi ketentuan sebagai berikut:1. Dewan Komisaris wajib mengadakan Rapat Dewan Komisaris

secara berkala paling sedikit 1 (satu) kali dalam 2 (dua) bulan.2. Rapat Dewan Komisaris dapat dilangsungkan apabila

dihadiri mayoritas dari seluruh anggota Dewan Komisaris. 3. Dewan Komisaris wajib menghadiri Rapat Dewan Komisaris

paling sedikit 75% (tujuh puluh lima persen) dari jumlah Rapat Dewan Komisaris dalam periode 1 (satu) tahun.

4. Dewan Komisaris bisa mengambil keputusan yang sah tanpa mengadakan Rapat Dewan Komisaris, dengan syarat semua anggota Dewan Komisaris telah diberitahukan secara tertulis, dan memberikan persetujuan mengenai usul yang diajukan serta menandatangani persetujuan tersebut. Persetujuan yang demikian itu dapat pula dibuat dalam bentuk counterpart. Keputusan yang diambil dengan cara demikian memiliki kekuatan sama dengan keputusan yang diambil sah dalam Rapat Dewan Komisaris.

5. Pengambilan keputusan Rapat Dewan Komisaris berdasarkan musyawarah mufakat.

6. Jika keputusan musyawarah mufakat tidak tercapai dalam rapat, pengambilan keputusan berdasarkan suara terbanyak.

7. Hasil Rapat Dewan Komisaris wajib dituangkan dalam risalah rapat yang ditandatangani oleh seluruh anggota Dewan Komisaris yang hadir dan didokumentasikan secara baik.

8. Perbedaan pendapat yang terjadi dalam Rapat Dewan Komisaris, wajib dicantumkan secara jelas dalam risalah rapat beserta alasan perbedaan pendapat tersebut.

9. Have Indonesian citizenship and domicile in Indonesia.

Independence of the Independent CommissionersThe two Independent Commissioners of the Company have met the criteria required in POJK No. 33/POJK.04/2014 concerning the Board of Directors and Board of Commissioners of Issuers or Public Companies, at the time of appointment and during their tenure as Independent Commissioners. Each Independent Commissioner has signed a statement letter regarding his independence and has submitted it to the Company.

Orientation Program for New Member of the Board of Commissioners

Currently, the Company does not have a special orientation program for the new member of the Board of Commissioners. However, the Corporate Secretary will provide sufficient information regarding the Company’s business activities and an explanation of the duties and responsibilities of the Board of Commissioners for the new member of the Board of Commissioners.

Meeting of the Board of Commissioners

As stated in the Charter of the Board of Commissioners, the Board of Commissioners’ Meeting (BOC Meeting) shall meet the following conditions: 1. The Board of Commissioners must hold BOC Meeting at least

1 (one) time in 2 (two) months. 2. BOC Meeting may be held if attended by a majority of all

members of the Board of Commissioners. 3. The Board of Commissioners must attend the BOC Meeting

at least 75% (seventy-five percent) of the total number of the BOC Meeting in 1 (one) year.

4. The Board of Commissioners can take a legitimate decision without holding the BOC Meeting, provided that all members of the Board of Commissioners have been notified in writing, and give approval of the proposal submitted and sign the approval. Such approval can also be made in the form of a counterpart. The decisions made in this way have the same power as a legitimate decision taken by the BOC Meeting.

5. Decision-making of the BOC Meeting is based on a unanimous agreement.

6. If a unanimous agreement is not reached in the meeting, such decision-making is made based on the majority vote.

7. The results of the BOC Meeting must be stated in the minutes of the meeting signed by all members of the Board of Commissioners who is present and properly documented.

8. Dissenting options that occur at the BOC Meeting must be clearly stated in the minutes of the meeting along with the reasons for the dissent.



Sepanjang tahun 2020, Dewan Komisaris telah melakukan sebanyak 6 kali rapat dengan frekuensi kehadiran sebagai berikut:

NamaName

JabatanDesignation

Jumlah RapatNumber of Meetings

KehadiranAttendance

Tingkat Kehadiran (%) Attendance Level (%)

Toshiya Kaname Komisaris UtamaPresident Commissioner

6 6 100%

Takahiro Nagoshi KomisarisCommissioner

6 6 100%

Josaphat Budisatyawira Komisaris Independen Independent Commissioner

6 6 100%

Surya Widjaja Komisaris Independen Independent Commissioner

6 6 100%

Di dalam rapat-rapat tersebut, Dewan Komisaris melakukan pembahasan terhadap beragam agenda sebagai berikut:

Tanggal Date

Agenda Rapat Meeting Agenda

29 Januari/January 2020 Pembahasan kinerja Komite-komite di bawah Dewan KomisarisReview of the performance of the Committees under the Board of Commissioners

14 April 2020 Pembahasan kinerja Komite-komite di bawah Dewan KomisarisReview of the performance of the Committees under the Board of Commissioners

20 Mei/May 2020 Pembahasan kinerja Komite-komite di bawah Dewan KomisarisReview of the performance of the Committees under the Board of Commissioners

19 Agustus/August 2020 Pembahasan kinerja Komite-komite di bawah Dewan KomisarisReview of the performance of the Committees under the Board of Commissioners

16 September 2020 Pembahasan kinerja Komite-komite di bawah Dewan KomisarisReview of the performance of the Committees under the Board of Commissioners

18 November 2020 Pembahasan kinerja Komite-komite di bawah Dewan KomisarisReview of the performance of the Committees under the Board of Commissioners

Penilaian Terhadap Kinerja Komite di Bawah Dewan Komisaris

Dalam menjalankan tugas dan tanggung jawabnya, Dewan Komisaris dibantu 3 (tiga) Komite yang terdiri dari Komite Audit, Komite Nominasi dan Remunerasi, serta Komite Tata Kelola Terintegrasi. Dewan Komisaris telah menerima laporan kegiatan Tahun Buku 2020 dari ketiga Komite tersebut dan menilai bahwa Komite-komite tersebut secara umum telah melaksanakan tugas dan tanggung jawabnya secara optimal, sesuai dengan pedoman kerjanya masing-masing.

Throughout 2020, the Board of Commissioners held 6 meetings with the frequency of attendance as follows:

In these meetings, the Board of Commissioners discussed various agendas as follows:

Performance Assessment of Committees Under the Board of Commissioners

In carrying out its duties and responsibilities, the Board of Commissioners is assisted by 3 (three) Committees consisting of the Audit Committee, the Nomination and Remuneration Committee, and the Integrated Governance Committee. The Board of Commissioners has received reports on the activities of the Fiscal Year 2020 from the three Committees and has considered that these Committees have generally carried out their duties and responsibilities optimally, in accordance with their respective work guidelines.




Direksi merupakan perangkat eksekutif Perseroan untuk menjalankan dan mengelola usaha sesuai dengan strategi, prosedur dan kebijakan yang telah ditetapkan. Direksi memiliki kewenangan dan tanggung jawab penuh atas pengelolaan Perseroan, dalam rangka untuk mencapai maksud dan tujuan Perseroan, serta mewakili Perseroan baik di dalam maupun di luar pengadilan sesuai dengan ketentuan Anggaran Dasar.

Prosedur Pengangkatan/Pemilihan dan Pemberhentian/Pengunduran Diri Direksi

Pengangkatan dan pemberhentian anggota Direksi dilakukan oleh RUPS dengan mempertimbangkan rekomendasi dari Komite Nominasi dan Remunerasi. Direksi diangkat untuk masa jabatan 3 (tiga) tahun terhitung sejak tanggal pengangkatan masing-masing Direksi. Pada pelaksanaannya, Direksi sewaktu-waktu dapat diberhentikan oleh RUPS mengacu pada Anggaran Dasar Perseroan, dan peraturan perundang-undangan yang berlaku. Sesuai Anggaran Dasar Perseroan, Direksi berhak untuk mengundurkan diri dari jabatannya dan Perseroan wajib menyelenggarakan RUPS untuk memutuskan permohonan pengunduran diri tersebut.

Komposisi dan Masa Jabatan Direksi

Per 31 Desember 2020, komposisi Direksi Perseroan adalah sebagai berikut:

NamaName

JabatanDesignation


Tanggal Lulus dan Nomor Fit & Proper Test

Date and Number of Fit & Proper Test


Kojun Sato Direktur UtamaPresident Director


30 Desember/December 2020 (KEP 480/NB.11/2020)

2020 – 2023

Hajimu Yukimoto

Direktur KeuanganFinance Director

Surat Keputusan Sirkuler Pemegang Saham sebagai pengganti dari Rapat Umum Pemegang Saham Luar Biasa tanggal 12 Mei 2020.Circular Resolutions of Shareholders in lieu of Extraordinary General Meeting of Shareholders on May 12, 2020.

15 April/April 2003 (No. 5/44/DGS/DPIP/ Rahasia)

2020 – 2023


DirekturDirector

Surat Keputusan Sirkuler Pemegang Saham sebagai pengganti dari Rapat Umum Pemegang Saham Luar Biasa tanggal 12 Mei 2020.Circular Resolutions of Shareholders in lieu of Extraordinary General Meeting of Shareholders on May 12, 2020.

27 September/ September 2017 (KEP 521/NB.1/20130)

2020 – 2023

The Board of Directors is the executive apparatus of the Company to run and manage the business in accordance with the predetermined strategies, procedures, and policies. The Board of Directors has full authority and responsibility for the management of the Company in order to achieve the purposes and objectives of the Company, and to represent the Company both inside and outside the court in accordance with the provisions of the Articles of Association.

Procedure for Appointment/Selection and Dismissal/Resignation of Board of Directors

The appointment and dismissal of members of the Board of Directors are carried out by the GMS considering the recommendations from the Nomination and Remuneration Committee. The Board of Directors is appointed for a term of three (3) years from the date of appointment of each member of the Board of Directors. In the implementation, members of the Board of Directors at any time can be dismissed by the GMS referring to the Company’s Articles of Association, and applicable laws and regulations. Referring to the Company’s Articles of Association, members of the Board of Directors are entitled to request for resignation from their position, and the Company is required to hold a GMS to decide on the resignation request.

Composition and Term of Office of the Board of Directors

As of December 31, 2020, the composition of the Company’s Board of Directors is as follows:



NamaName

JabatanDesignation


Tanggal Lulus dan Nomor Fit & Proper Test

Date and Number of Fit & Proper Test


Kazuaki Yamazaki

DirekturDirector


15 Juni/June 2016 (KEP 447/NB.111/2016)

2020 – 2023


Surat Keputusan Sirkuler Pemegang Saham sebagai pengganti dari Rapat Umum Pemegang Saham Luar Biasa tanggal 20 Februari 2019.Circular Resolutions of Shareholders in lieu of Extraordinary General Meeting of Shareholders on February 20, 2019.

20 Oktober/October 2017 (KEP-606/NB.111/2017)

2019 – 2022

Supriyanto DirekturDirector


30 Desember/December 2020 (KEP 475/NB.11/2020)

2020 – 2023

Perseroan memastikan seluruh anggota Direksi telah memenuhi persyaratan dan/atau kriteria yang tertuang dalam Anggaran Dasar Perseroan maupun ketentuan peraturan perundang-undangan yang berlaku.

Keberagaman Komposisi Direksi

Komposisi Direksi Perseroan telah mencerminkan keberagaman anggotanya, baik dalam hal latar belakang pendidikan, keahlian, pengalaman dan usia yang dapat dilihat dari profil masing-masing anggota Direksi. Tiap anggota Direksi memiliki kompetensi tinggi yang mendukung pelaksanaan tugas dan tanggung jawabnya selaku Direksi Perseroan.

Program Orientasi Bagi Anggota Direksi Baru

Saat ini Perseroan belum memiliki program khusus untuk orientasi bagi Direksi yang baru menjabat. Meskipun demikian, jika ada anggota Direksi baru yang diangkat, maka Sekretaris Perusahaan memberikan informasi yang cukup terkait kegiatan usaha Perseroan dan penjelasan mengenai tugas dan tanggung jawab Direksi.

Piagam Direksi

Dalam menjalankan tugas dan tanggung jawabnya, Direksi mengacu kepada Piagam Direksi yang mencakup hal-hal berikut:

1. Landasan Hukum Piagam; 2. Pengangkatan dan Pemberhentian Direksi; 3. Struktur dan Komposisi Direksi; 4. Persyaratan Hukum dan Nominasi anggota Direksi; 5. Masa Jabatan; 6. Rangkap Jabatan; 7. Etika Kerja;

The Company ensures that all members of the Board of Directors have met the requirements and/or criteria outlined in the Company’s Articles of Association and the provisions of the prevailing laws and regulations.

Diversity in Composition of the Board of Directors

The diversity of the Board of Directors has been reflected in terms of academic background, expertise, experience, and age, which can be seen from the profile of each member of the Board of Directors. Each member of the Board of Directors has high competence that supports the implementation of his duties and responsibilities as the Board of Directors.

Orientation Program for New Member of the Board of Directors

Currently, the Company does not have a special orientation program for the new member of the Board of Directors. However, the Corporate Secretary will provide sufficient information regarding the Company’s business activities and an explanation of the duties and responsibilities of the Board of Directors for the new member of the Board of Directors.

Charter of the Board of Directors

In carrying out its duties and responsibilities, the Board of Directors (BOD) refers to the Charter of the Board of Directors as follows: 1. The legal base of the Charter; 2. Appointment and Dismissal of the BOD; 3. BOD Structure and Composition; 4. Legal Requirements and Nominations of members of the BOD; 5. Term of Office; 6. Concurrent Position; 7. Work Ethics;



8. Tugas, Tanggung Jawab dan Kewenangan Direksi; 9. Komite Penunjang Direksi; 10. Rapat Direksi; 11. Hubungan Direksi dengan Dewan Komisaris;12. Evaluasi Kinerja Direksi;13. Remunerasi; 14. Sertifikasi dan Syarat Keberlanjutan; 15. Pelaporan dan Pertanggungjawaban; 16. Pengkajian dan Pembaharuan Piagam.

Tugas dan Tanggung Jawab Direksi

1. Direksi wajib mematuhi peraturan perundang-undangan, Anggaran Dasar dan peraturan internal Perseroan dalam melaksanakan tugasnya.

2. Direksi menyusun visi, misi dan nilai-nilai Perseroan, menyusun rencana bisnis jangka pendek, jangka menengah dan jangka panjang.

3. Direksi wajib melaksanakan prinsip kehati-hatian dalam menjalankan tugas dan tanggung jawabnya.

4. Direksi bertugas mengelola, menjalankan, dan bertanggung jawab atas pengurusan Perseroan sesuai dengan kewenangan dan tanggung jawabnya untuk kepentingan Perseroan sesuai dengan maksud dan tujuan Perseroan yang ditetapkan dalam Anggaran Dasar.

5. Direksi wajib menyelenggarakan RUPS Tahunan dan RUPS lainnya, serta mempertanggungjawabkan pelaksanaan tugasnya kepada RUPS sesuai Anggaran Dasar dan peraturan perundang-undangan yang berlaku.

6. Direksi memastikan agar Perseroan memperhatikan kepentingan semua pihak, khususnya kepentingan debitur, kreditur dan/atau pemangku kepentingan lainnya.

7. Direksi membantu menyediakan fasilitas dan/atau sumber daya untuk kelancaran pelaksanaan tugas dan wewenang organ Perseroan.

8. Direksi wajib melaksanakan prinsip-prinsip Tata Kelola Perusahaan yang Baik dalam setiap kegiatan usaha Perseroan pada seluruh jenjang organisasi.

9. Direksi wajib menindaklanjuti temuan audit dan rekomendasi dari Audit Internal Perseroan, auditor eksternal, hasil pengawasan OJK dan/atau hasil pengawasan otoritas lain.

10. Direksi menjamin pengambilan keputusan yang efektif, tepat, dan cepat serta dapat bertindak independen, tidak mempunyai kepentingan yang dapat mengganggu kemampuannya melaksanakan tugas secara mandiri dan objektif.

11. Direksi wajib menetapkan kebijakan dan rencana pembiayaan yang dituangkan dalam rencana bisnis tahunan Perseroan.

12. Direksi wajib mengambil keputusan pembiayaan secara profesional dan mengoptimalkan nilai tambah kekayaan Perseroan dengan tetap memperhatikan perlindungan terhadap debitur dan pemangku kepentingan lainnya.

13. Direksi wajib menetapkan pengendalian internal yang efektif dan efisien untuk memberikan keyakinan bahwa kegiatan usaha dijalankan sesuai dengan sasaran dan strategi bisnis serta Anggaran Dasar, aturan internal Perseroan dan peraturan perundang-undangan yang berlaku.

8. Duties and Responsibilities of the BOD; 9. Supporting Committee of the BOD; 10. BOD Meeting; 11. Relationship of the BOD with the Board of Commissioners; 12. Performance Evaluation of the BOD; 13. Remuneration; 14. Certification and Sustainability Requirements; 15. Reporting and Accountability; 16. Assessment and Renewal of the Charter.

Duties and Responsibilities of the Board of Directors

1. The Board of Directors must comply with the laws and regulations, the Articles of Association, and the internal regulations of the Company in carrying out its duties.

2. The Board of Directors prepares the vision, mission, and values of the Company and arranges the short-term, medium-term, and long-term business plans.

3. The Board of Directors must implement the principle of prudence in carrying out its duties and responsibilities.

4. The Board of Directors is in charge of managing, running, and is responsible for the management of the Company by the authority and responsibility for the interests of the Company in accordance with the aims and objectives of the Company as stipulated in the Articles of Association.

5. The Board of Directors is required to hold an Annual GMS and other GMS and is responsible for carrying out their duties to the GMS in accordance with the Articles of Association and applicable laws and regulations.

6. The Board of Directors ensures that the Company takes into account the interests of all parties, especially the interests of debtors, creditors, and/or other stakeholders.

7. The Board of Directors assists to provide facilities and/or resources for the smooth implementation of the duties and authority of the Company’s organs.

8. The Board of Directors must implement the principles of Good Corporate Governance in every business activity of the Company at all levels of the organization.

9. The Board of Directors must follow up on audit findings and recommendations from the Internal Audit, external auditors, OJK supervision results, and/or other authorities’ supervision results.

10. The Board of Directors must ensure effective, precise, and quick decision-making and can act independently, without any interest that could interfere with its ability to perform tasks independently and objectively.

11. The Board of Directors must establish policies and financing plans as outlined in the Company’s annual business plan.

12. The Board of Directors must professionally make financing decisions and optimize the value-added of the Company’s asset with due regard to the protection of the debtor and other stakeholders.

13. The Board of Directors must establish effective and efficient internal controls to ensure that business activities are carried out in accordance with business objectives and strategies as well as the Articles of Association, internal regulations of the Company, and applicable laws and regulations.



14. Anggota Direksi wajib tunduk pada Kode Etik Perseroan.

15. Dalam hal Direksi tidak berwenang mewakili Perseroan, maka yang berhak mewakili Perseroan adalah:

• Anggota Direksi lainnya yang tidak memiliki benturan kepentingan dengan Perseroan.

• Dewan Komisaris dalam hal seluruh anggota Direksi mempunyai benturan kepentingan dengan Perseroan.

• Pihak lain yang ditunjuk oleh RUPS dalam hal seluruh anggota Direksi atau Dewan Komisaris mempunyai benturan kepentingan dengan Perseroan.

Sedangkan tugas dan tanggung jawab masing-masing Direktur secara spesifik adalah sebagai berikut:

Nama Name

Jabatan Position

Tugas dan Tanggung JawabDuties and Responsibilities

Kojun Sato Direktur UtamaPresident Director

Sebagai pengambil keputusan tertinggi di Perseroan dan bertanggung jawab untuk mencapai target bisnis yang telah ditetapkan, serta wajib memastikan pelaksanaan strategi bisnis dan langkah-langkah inisiatif Perseroan yang telah ditetapkan. Direktur Utama menerima laporan langsung dari seluruh Direksi lainnya.

As the highest decision-maker in the Company and responsible for achieving the predetermined business targets, and must ensure the implementation of the Company’s designated business strategies and initiatives. The President Director receives direct reports from all other Directors.

Hajimu Yukimoto

Direktur KeuanganFinance Director

Bertanggung jawab untuk mengawasi seluruh kegiatan keuangan, dan menyajikan laporan keuangan sesuai dengan standar akuntansi keuangan dan peraturan yang diterapkan. Selain itu, beliau juga bertanggung jawab dalam melakukan pengembangan teknologi informasi, serta memastikan kegiatan operasional Perseroan berjalan dengan baik.

Responsible for supervising all financial activities, and presenting financial reports in accordance with prevailing financial accounting standards and regulations. In addition, he is responsible for developing information technology, as well as ensuring that the Company’s operational activities run well.


DirekturDirector

Bertanggung jawab membuat strategi dan rencana kerja untuk mencapai target bisnis pada pembiayaan korporasi.

Responsible for making strategies and work plans to achieve business targets in corporate financing.

Kazuaki Yamazaki

DirekturDirector

Bertanggung jawab membuat strategi dan rencana kerja untuk mencapai target dalam melakukan pengembangan bisnis, pengembangan produk dan program pemasaran. Selain itu beliau bertanggung jawab untuk memastikan prosedur kerja dan standar pelayanan dilaksanakan dengan baik.

Responsible for making strategies and work plans to achieve targets in developing business, product and marketing programs. In addition, he is also responsible for ensuring work procedures and service standards are implemented properly.


Bertanggung jawab membuat strategi dan rencana kerja untuk mencapai target bisnis pada pembiayaan retail yaitu pembiayaan kendaraan bermotor roda empat dan roda dua.

Responsible for making strategies and work plans to achieve business targets in retail financing, namely financing for four-wheeled and two-wheeled motor vehicles.

Supriyanto DirekturDirector

Bertanggung jawab membuat strategi dan rencana kerja serta memantau dan memastikan fungsi manajemen risiko Perseroan berjalan dengan baik. Selain itu beliau meninjau dan memantau implementasi manajemen risiko terkait setiap jenis risiko dan mitigasinya. Responsible for making strategies and work plans as well as monitoring and ensuring the Company’s risk management function runs well. In addition, he reviews and monitors the implementation of risk management in relation to each type of risk and its mitigation.

14. Members of the Board of Directors must comply with the Company’s Code of Conduct.

15. In the event that the Board of Directors is not authorized to represent the Company, those entitled to represent the Company is: • Other members of the Board of Directors who do not have

a conflict of interest with the Company. • The Board of Commissioners if all members of the Board

of Directors have a conflict of interest with the Company. • Other parties appointed by the GMS in case that all members

of the Board of Directors or the Board of Commissioners have a conflict of interest with the Company.

Meanwhile, the specific duties and responsibilities of each Director are as follows:



Rapat Direksi

Rapat Direksi diadakan paling sedikit 1 (satu) kali dalam setiap bulan dan/atau dapat diadakan setiap waktu bilamana dipandang perlu oleh Direksi. Anggota Direksi wajib menghadiri rapat Direksi paling sedikit 50% (lima puluh persen) dari jumlah rapat Direksi dalam periode 1 (satu) tahun sesuai POJK No. 30/POJK.05/2014 tentang Tata Kelola Perusahaan yang Baik bagi Perusahaan Pembiayaan. Pada pelaksanaannya, Direktur Utama bertugas memimpin rapat dan bila yang bersangkutan tidak dapat hadir, maka rapat Direksi tetap dapat berlangsung dengan mendelegasikan wewenang kepada anggota Direksi lain sebagai pengganti pemimpin rapat.

Selama tahun 2020, Direksi mengadakan 12 rapat dengan frekuensi kehadiran sebagai berikut:

NamaName

JabatanDesignation


KehadiranAttendance


Kojun Sato* Direktur Utama/President Director - - -

Hajimu Yukimoto Direktur Keuangan/Finance Director 12 12 100%

Venky Charles Sutiono Direktur/Director 12 12 100%

Kazuaki Yamazaki Direktur/Director 12 11 92%

Yenanto Direktur/Director 12 12 100%

Supriyanto* Direktur/Director - - -*) Belum efektif untuk mengikuti rapat Direksi di tahun 2020/Not yet effective for participating in Board of Directors meetings in 2020

Di dalam rapat-rapat tersebut, Direksi melakukan pembahasan terhadap beragam agenda sebagai berikut:

Tanggal Date


29 Januari/January 2020 Pembahasan kinerja bulanan PerseroanReview of monthly performance of the Company

26 Februari/February 2020 Pembahasan kinerja bulanan PerseroanReview of monthly performance of the Company

18 Maret/March 2020 Pembahasan kinerja bulanan PerseroanReview of monthly performance of the Company

14 April 2020 Pembahasan kinerja bulanan PerseroanReview of monthly performance of the Company

20 Mei/May 2020 Pembahasan kinerja bulanan PerseroanReview of monthly performance of the Company

17 Juni/June 2020 Pembahasan kinerja bulanan PerseroanReview of monthly performance of the Company

15 Juli/July 2020 Pembahasan kinerja bulanan PerseroanReview of monthly performance of the Company

19 Agustus/August 2020 Pembahasan kinerja bulanan PerseroanReview of monthly performance of the Company

16 September 2020 Pembahasan kinerja bulanan PerseroanReview of monthly performance of the Company

28 Oktober/October 2020 Pembahasan kinerja bulanan PerseroanReview of monthly performance of the Company

18 November 2020 Pembahasan kinerja bulanan PerseroanReview of monthly performance of the Company

Meeting of the Board of Directors

The Board of Directors Meeting is held at least 1 (one) time every month and/or can be held at any time when deemed necessary by the Board of Directors. Members of the Board of Directors must attend the Board of Directors Meeting at least 50% (fifty percent) of the total number of meetings in 1 (one) year in accordance with POJK No. 30/POJK.05/2014 concerning Good Corporate Governance for Finance Companies. In its implementation, the President Director is in charge of chairing the meeting and if the person concerned is unable to attend, the Board of Directors meeting can still take place by delegating authority to other members of the Board of Directors in lieu of the chairman of the meeting.

During 2020, the Board of Directors held 12 meetings with the frequency of attendance as follows:

In the meetings, the Board of Directors conducted discussions on various agendas as follows:



Tanggal Date


28 Desember/December 2020

Pembahasan kinerja bulanan Perseroan dan alternatif otorisasi untuk Direksi yang telah terinfeksi Covid-19. Review of the monthly performance of the Company and alternative authorization for Directors who have been infected with Covid-19.

Selain itu, Direksi juga menyelenggarakan rapat gabungan dengan Dewan Komisaris setidaknya sekali dalam 4 bulan. Selama tahun 2020, rapat gabungan telah diselenggarakan sebanyak 3 kali dengan rincian tingkat kehadiran dan agenda sebagai berikut:

NamaName

JabatanDesignation


KehadiranAttendance


Toshiya Kaname Komisaris Utama/President Commissioner

3 3 100%

Takahiro Nagoshi Komisaris/Commissioner 3 3 100%

Josaphat Budisatyawira Komisaris Independen/Independent Commissioner

3 3 100%

Surya Widjaja Komisaris Independen/Independent Commissioner

3 3 100%

Kojun Sato* Direktur Utama/President Director - - -

Hajimu Yukimoto Direktur Keuangan/Finance Director 3 3 100%

Venky Charles Sutiono Direktur/Director 3 3 100%

Kazuaki Yamazaki Direktur/Director 3 3 100%

Yenanto Direktur/Director 3 3 100%

Supriyanto* Direktur/Director - - -*) Belum efektif untuk mengikuti rapat gabungan Direksi dan Dewan Komisaris di tahun 2020 Not yet effective for participating in Board of Directors joint meetings with Board of Commissioners in 2020

Tanggal Date


14 April 2020 Pembahasan kinerja & pelaksanaan inisiatif-inisiatif PerseroanReview of performance and implementation of initiatives of the Company

15 Juli/July 2020 Pembahasan kinerja & pelaksanaan inisiatif-inisiatif PerseroanReview of performance and implementation of initiatives of the Company

18 November 2020 Pembahasan kinerja & pelaksanaan inisiatif-inisiatif PerseroanReview of performance and implementation of initiatives of the Company

In addition, the Board of Directors also holds joint meetings with the Board of Commissioners at least once every 4 months. During 2020, joint meetings were held 3 times with details on attendance levels and agenda as follows:





Kebijakan Policy

Kebijakan penilaian kinerja Dewan Komisaris didasarkan pada Piagam Dewan Komisaris.

Kebijakan penilaian kinerja Direksi didasarkan pada Piagam Direksi.

The performance assessment of the Board of Commissioners is based on the Charter of the Board of Commissioners.

The performance assessment of the Board of Directors is based on the Charter of the Board of Directors.

Kriteria dan Pihak yang Melakukan Penilaian Criteria and Assessing Party

Penilaian kinerja Dewan Komisaris dilaksanakan setiap tahun dengan metode penilaian kinerja secara self assessment.

Penilaian kinerja Dewan Komisaris berdasarkan kriteria sebagai berikut:1. Tercapainya 4 (empat) kinerja penunjang yang ada di jajaran

Dewan Komisaris.2. Terlaksananya pemantauan efektivitas praktik GCG dan Tata

Kelola Terintegrasi. 3. Tersusunnya KPI Direksi pada bulan Maret setiap tahun dan

evaluasi pencapaian triwulan. 4. Terlaksananya pemantauan atas implementasi Rencana

Bisnis Tahunan. 5. Terlaksananya pemantauan atas implementasi Rencana

Pengembangan Perseroan. 6. Terlaksananya tugas khusus.7. Terlaksananya pemantauan efektivitas pelaksanaan

Corporate Social Responsibility (CSR). 8. Adanya tanggapan Dewan Komisaris atas laporan triwulan

dan tahunan Direksi.

Penilaian kinerja Direksi dilaksanakan setiap tahun dengan metode penilaian kinerja secara self assessment yang kemudian akan dievaluasi oleh Dewan Komisaris.

Penilaian kinerja Direksi berdasarkan kriteria sebagai berikut: 1. Pencapaian target bisnis. 2. Pencapaian rencana jangka pendek dan jangka panjang

Perseroan. 3. Pencapaian anggaran dan pendapatan. 4. Pelaksanaan praktik GCG yang efektif di Perseroan. 5. Pelaksanaan CSR.

The performance assessment of the Board of Commissioners is carried out annually by the self-assessment method.

The performance assessment of the Board of Commissioners is based on the following criteria:1. The achievement of 4 (four) supporting performance in the

Board of Commissioners.2. The monitoring of the effectiveness of GCG and Integrated

Governance practices.3. The determination of the KPI of the Board of Directors

in March each year and the evaluation of quarterly achievements.

4. The monitoring on the implementation of the Annual Business Plan.

5. The monitoring on the implementation of the Company Development Plan.

6. The implementation of the special task. 7. The monitoring of the effectiveness of CSR implementation. 8. The response of the Board of Commissioners to the quarterly

and annual reports of the Board of Directors.

The performance assessment of the Board of Directors is carried out annually by the self-assessment method which will then be evaluated by the Board of Commissioners.

The performance assessment of the Board of Directors is based on criteria as follows: 1. The achievement of business targets. 2. The achievement of the Company’s short-term and long-term

plans. 3. The achievement of budget and revenue. 4. The implementation of effective GCG practices in the

Company.5. The implementation of CSR.

Prosedur Pelaksanaan Penilaian Kinerja Procedure for Performing Performance Assessment

Penilaian kinerja Dewan Komisaris dilakukan setiap tahun dan hasilnya diungkapkan dalam Laporan Tahunan dan disampaikan kepada Pemegang Saham Perseroan dalam RUPST untuk disetujui.

Penilaian kinerja Direksi dilakukan setiap tahun dan hasilnya diungkapkan dalam Laporan Tahunan dan disampaikan kepada Pemegang Saham Perseroan dalam RUPST untuk disetujui.

The performance assessment of the Board of Commissioners is carried out annually and the results are disclosed in the Annual Report and submitted to the Shareholders of the Company at the AGMS for approval.

The performance assessment of the Board of Directors is carried out annually and the results are disclosed in the Annual Report and submitted to the Shareholders of the Company at the AGMS for approval.

Penilaian Terhadap Kinerja Dewan Komisaris dan DireksiAssessment on Performance of the Board of Commissioners and the Board of Directors



Kebijakan Remunerasi bagi Dewan Komisaris dan DireksiRemuneration Policy for the Board of Commissioners and Directors

Kebijakan

RUPST berhak mendelegasikan kewenangan dalam penentuan jumlah remunerasi Dewan Komisaris dan Direksi setiap tahunnya kepada Dewan Komisaris dengan memperhatikan usulan dan rekomendasi dari Komite Nominasi dan Remunerasi.

Indikator Penetapan Remunerasi Penetapan remunerasi Direksi dan Dewan Komisaris memperhatikan hal-hal berikut: 1. Kinerja keuangan dan pemenuhan kewajiban Perseroan

sebagaimana diatur dalam peraturan perundang-undangan yang berlaku.

2. Prestasi kerja individual. 3. Kewajaran dengan Perseroan dan/atau level jabatan yang

setara (peer group). 4. Pertimbangan sasaran dan strategi jangka panjang.

Struktur RemunerasiStruktur remunerasi terdiri dari gaji pokok, tunjangan, fasilitas dan insentif.

Remunerasi per Orang Dalam 1 (satu) Tahun Total Remuneration per Person in 1 (one) yearUraian Description

Jumlah DirekturNumber of Directors

Jumlah KomisarisNumber of Commissioners

Di atas Rp2 miliar Above IDR2 billion

3 -

Di atas Rp1 miliar s/d Rp2 miliar Above IDR1 billion to IDR2 billion

- 1

Di atas Rp500 juta s/d Rp1 miliar Above IDR500 million to IDR1 billion

2 2

Di bawah Rp500 juta Below IDR500 million

- -

Remunerasi dan Fasilitas Lain Remuneration and Other Facilities

Uraian Description

Jumlah yang diterima dalam 1 (satu) tahunTotal Amount in 1 (one) Year



Orang Person Nominal Orang

Person Nominal

Termasuk gaji pokok, tunjangan dan lainnya Including the basic salary, allowance and others 5 Rp10.111.896.589 3 Rp2.637.669.369

Policy

The Annual GMS is entitled to delegate authority in determining the amount of remuneration for the Board of Commissioners and Board of Directors each year to the Board of Commissioners by taking into account proposals and recommendations of the Nomination and Remuneration Committee.

Indicators of Determining RemunerationDetermination of the remuneration of the Board of Directors and the Board of Commissioners considers the following matters:1. Financial performance and fulfillment of the Company’s

obligations as regulated in applicable laws and regulations.

2. Achievement of individual work. 3. Fairness to the Company and/or an equivalent level of

position (peer group). 4. Consideration of long-term goals and strategies.

Remuneration StructureThe remuneration structure consists of basic salary, benefits, facilities, and incentives.



Hubungan Afiliasi Antara Anggota Dewan Komisaris, Direksi, dan Pemegang Saham UtamaAffiliation Relationships of Board of Directors, Board of Commissioners and Majority Shareholders

Sampai dengan tanggal 31 Desember 2020, hubungan afiliasi antara anggota Direksi, Dewan Komisaris, dan Pemegang Saham Utama sebagai salah satu kriteria yang digunakan untuk mengukur independensi anggota Direksi dan Dewan Komisaris dapat dilihat pada tabel di bawah ini, yang meliputi:

NamaName

Hubungan Keuangan dan Keluarga Dewan Komisaris dan DireksiFinancial and Family Relationship of the Board of Commissioners and Board of Directors

Hubungan Keuangan dengan Financial Relationship with

Hubungan Keluarga dengan Family Relationship with

Dewan Komisaris Board of

Commissioners


Pemegang Saham Pengendali Controlling

Shareholders

Dewan Komisaris Board of

Commissioners


Pemegang Saham Pengendali Controlling

Shareholders

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

Toshiya Kaname √ √ √ √ √ √

Takahiro Nagoshi √ √ √ √ √ √

Josaphat Budisatyawira √ √ √ √ √ √

Surya Widjaja √ √ √ √ √ √

Kojun Sato √ √ √ √ √ √

Supriyanto √ √ √ √ √ √

Hajimu Yukimoto √ √ √ √ √ √

Venky Charles Sutiono √ √ √ √ √ √

Kazuaki Yamazaki √ √ √ √ √ √

Yenanto √ √ √ √ √ √

As of December 31, 2020, the affiliation between members of the Board of Directors, the Board of Commissioners, and Majority Shareholders is used as one of the criteria to measure the independence of the members of the Board of Directors and the Board of Commissioners. This can be seen in the table below, which includes:



Komite AuditAudit Committee

Keberadaan Komite Audit berfungsi untuk membantu Dewan Komisaris dalam memantau dan memastikan efektivitas sistem pengendalian internal. Komite Audit dibentuk dan bertanggung jawab kepada Dewan Komisaris.

Dasar Hukum

1. POJK No. 55/POJK.04/2015 tentang Pembentukan dan Pedoman Pelaksanaan Kerja Komite Audit.

2. POJK No. 33/POJK.04/2014 tentang Direksi dan Dewan Komisaris Emiten atau Perusahan Publik.

3. POJK No. 29/POJK.05/2020 tentang Perubahan atas POJK No. 30/POJK.05/2014 tentang Tata Kelola Perusahaan Yang Baik Bagi Perusahaan Pembiayaan.

4. Surat Keputusan Sirkuler Dewan Komisaris per tanggal 17 Juni 2019 mengenai Perubahan Susunan Komite Audit.

Piagam Komite Audit

Agar Komite Audit dapat menjalankan tugas dan tanggung jawab secara profesional dan independen, Komite Audit berpedoman pada Piagam Komite Audit yang telah disetujui oleh Dewan Komisaris pada tanggal 18 Juli 2017.

Keanggotaan Komite Audit

Anggota Komite Audit terdiri dari 3 (tiga) orang anggota yang berasal dari Komisaris Independen dan pihak dari luar Perseroan. Komite Audit diketuai oleh Komisaris Independen yang juga merangkap sebagai anggota. Adapun komposisi Komite Audit per 31 Desember 2020 adalah sebagai berikut:

NamaName

JabatanDesignation

Jabatan di Perseroan

Position in the Company


Keahlian Expertise

Masa Jabatan Term of Office


Ketua Chairman



Teknologi Informasi dan Audit Information Technology and Audit

2019-2022

Surya Widjaja Anggota Member



Keuangan dan Audit Finance and Audit

2019-2022

The function of the Audit Committee is to assist the Board of Commissioners in monitoring and ensuring the effectiveness of the internal control system. An Audit Committee is established and is responsible to the Board of Commissioners.

Legal Basis

1. POJK No. 55/POJK.04/2015 on the Formation and Guidelines for the Work Implementation of the Audit Committee.

2. POJK No. 33/POJK.04/2014 on the Board of Directors and Board of Commissioners of Issuers or Public Companies.

3. POJK No. 29/POJK.05/2020 concerning Amendments to the POJK No. 30/POJK.05/2014 concerning Good Corporate Governance for Finance Companies.

4. Circular Resolution of the Board of Commissioners dated June 17, 2019, concerning the Changes in the Composition of the Audit Committee.

Audit Committee Charter

In order to carry out its duties and responsibilities professionally and independently, the Audit Committee is guided by the Audit Committee Charter which was approved by the Board of Commissioners on July 18, 2017.

Audit Committee Membership

The Audit Committee’s membership consists of at least 3 (three) members, namely Independent Commissioners and parties from outside the Company. The Audit Committee is chaired by an Independent Commissioner who is also concurrently a member. The composition of the Audit Committee as of December 31, 2020 was as follows:



NamaName

JabatanDesignation




Keahlian Expertise


Yusuke Yoshimoto

Anggota Member

Pihak Independen Independent Party


Hukum Bisnis Internasional International Business Law

2019-2022

Profil Komite Audit


KetuaProfil beliau dapat dilihat pada Profil Dewan Komisaris dalam Laporan Tahunan Terintegrasi ini.

ChairmanHis profile can be seen in the Profile of the Board of Commissioners in this Integrated Annual Report.

Surya Widjaja

AnggotaProfil beliau dapat dilihat pada Profil Dewan Komisaris dalam Laporan Tahunan Terintegrasi ini.

MemberHis profile can be seen in the Profile of the Board of Commissioners in this Integrated Annual Report.

Yusuke Yoshimoto

Anggota Member

Warga Negara Jepang, lahir pada tanggal 6 April 1977. Menjabat sebagai anggota Komite Audit Perseroan sejak tanggal 17 Juni 2019. Meraih gelar Bachelor of Laws dari Tokyo University pada tahun 2001 di Tokyo, Jepang dan Master of Law di Columbia Law School, New York, Amerika Serikat pada tahun 2010. Saat ini beliau juga menjabat sebagai partner Nishimura & Asahi Law Firm.

Japanese, born on April 6, 1977. He has been serving as a member of the Audit Committee of the Company since June 17, 2019. He obtained Bachelor of Laws from Tokyo University in 2001 in Tokyo, Japan and Master of Law from Columbia Law School, New York, United States of America in 2010. He currently serves as a partner of Nishimura & Asahi Law Firm.

Independensi Komite Audit

Seluruh anggota Komite Audit merupakan pihak independen yang tidak memiliki hubungan afiliasi dengan anggota Dewan Komisaris, Direksi, maupun pemegang saham Perseroan. Dalam melaksanakan tugas dan tanggung jawabnya, para anggota senantiasa mengedepankan tingkat independensi dan profesionalisme yang tinggi serta menghindari adanya benturan kepentingan.

Tugas dan Tanggung Jawab Komite Audit

Sebagaimana tercantum dalam Piagam Komite Audit Perseroan, tugas dan tanggung jawab Komite Audit adalah sebagai berikut:1. Komite Audit bertindak secara independen dalam

melaksanakan tugas dan tanggung jawabnya.2. Melakukan penelaahan informasi keuangan yang akan

dikeluarkan Perseroan kepada publik dan/atau pihak otoritas antara lain laporan keuangan, proyeksi dan laporan lainnya terkait dengan informasi keuangan Perseroan.

3. Melakukan penelaahan atas ketaatan terhadap peraturan perundang-undangan yang berhubungan dengan kegiatan Perseroan.

Audit Committee Profile

Independence of Audit Committee

All members of the Audit Committee are independent parties who have no affiliation with members of the Board of Commissioners, Directors, or shareholders of the Company. In carrying out their duties and responsibilities, the members always prioritize a high level of independence and professionalism and avoid conflicts of interest.

Duties and Responsibilities of Audit Committee

As stated in the Company’s Audit Committee Charter, the duties and responsibilities of the Audit Committee are as follows: 1. The Audit Committee serves independently in carrying out its

duties and responsibilities. 2. Review financial information that will be issued by the Company

to the public and/or the other authorities, including among others, the financial statements, the projections, and other reports related to the financial information of the Company.

3. Review the Company’s compliance with the laws and regulations related to the Company’s activities.



4. Provide independent opinions in cases of the discrepancy of opinions that might occur between the management and the Public Accountant on the services that it provides.

5. Provide recommendations on the appointment of the Public Accountant and the Public Accountant Firm to the Board of Commissioners to be submitted to the GMS.

6. Monitor and evaluate the plan and conduct of audits and follow-up of the audit findings to assess the adequacy of internal controls including the adequacy of the financial reporting process.

7. Monitor the follow-up of the Board of Directors on the findings of the Internal Audit, Public Accountant Firm, and the supervision results of OJK, to make recommendations to the Board of Commissioners.

8. Review the risk management activities conducted by the Board of Directors if the Company does not have a risk monitoring function under the Board of Commissioners.

9. Review complaints related to the Company’s accounting and financial reporting process.

10. Keep confidentiality of the Company’s data, documents, and information.

Authorities of Audit Committee

In carrying out its duties, the Audit Committee has the following authority: 1. Access the documents, data, and information about the

Company’s employees, funds, assets, and resources of the Company that is required for the implementation of their duties.

2. Communicate directly with the Company’s employees, including the Board of Directors and the Internal Audit unit, functions that run the risk management and Public Accountant and/or Public Accountant Firm that provide services to the Company to carry out the duties and responsibilities of the Company’s Audit Committee.

3. The Audit Committee may involve independent parties outside the member of the Audit Committee to assist the implementation of the duty (if necessary) with the approval of the Board of Commissioners of the Company.

4. Perform other authorities granted by the Board of Commissioners.

Meeting of Audit Committee

The Audit Committee is required to hold regular meetings at least once every 3 (three) months. However, the implementation of meetings can also be held at any time (incidentally) if requested by the Board of Commissioners or there are important and urgent events that occur in the area of its supervision. Throughout 2020, the Company’s Audit Committee held 4 (four) meetings with details on attendance levels as follows:

4. Memberikan pendapat independen dalam hal terjadi perbedaan pendapat antara manajemen dan Akuntan Publik atas jasa yang diberikan.

5. Memberikan rekomendasi mengenai penunjukan Akuntan Publik dan Kantor Akuntan Publik kepada Dewan Komisaris untuk disampaikan kepada RUPS.

6. 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.

7. Melakukan pemantauan terhadap pelaksanaan tindak lanjut oleh Direksi atas hasil temuan kerja Audit Internal, Kantor Akuntan Publik dan hasil pengawasan OJK guna memberikan rekomendasi kepada Dewan Komisaris.

8. Melakukan penelaahan terhadap aktivitas pelaksanaan manajemen risiko yang dilakukan oleh Direksi, jika Perseroan tidak memiliki fungsi pemantau risiko di bawah Dewan Komisaris.

9. Menelaah pengaduan yang berkaitan dengan proses akuntansi dan pelaporan keuangan Perseroan.

10. Menjaga kerahasiaan dokumen, data dan informasi Perseroan.

Wewenang Komite Audit

Dalam menjalankan tugasnya, Komite Audit mempunyai wewenang sebagai berikut: 1. Mengakses dokumen, data dan informasi Perseroan tentang

karyawan, dana, aset dan sumber daya Perseroan yang diperlukan terkait dengan pelaksanaan tugasnya.

2. Berkomunikasi langsung dengan karyawan Perseroan, termasuk Direksi Perseroan dan unit Audit Internal Perseroan, fungsi yang menjalankan manajemen risiko dan Akuntan Publik dan/atau Kantor Akuntan Publik yang memberikan jasa kepada Perseroan dalam rangka menjalankan tugas dan tanggung jawab Komite Audit Perseroan.

3. Komite Audit Perseroan dapat melibatkan pihak independen di luar anggota Komite Audit Perseroan untuk membantu pelaksanaan tugasnya (jika diperlukan) dengan persetujuan Dewan Komisaris Perseroan.

4. Melakukan kewenangan lain yang diberikan oleh Dewan Komisaris Perseroan.

Rapat Komite Audit

Komite Audit wajib mengadakan rapat secara berkala paling sedikit 1 (satu) kali dalam 3 (tiga) bulan. Namun demikian, pelaksanaan rapat juga dapat diadakan sewaktu-waktu (insidentil) apabila diminta oleh Dewan Komisaris atau terdapat kejadian penting dan mendesak yang terjadi di bidang area pengawasannya. Sepanjang tahun 2020, Komite Audit Perseroan telah mengadakan 4 (empat) kali rapat dengan rincian tingkat kehadiran sebagai berikut:



NamaName

JabatanDesignation


KehadiranAttendance


Josaphat Budisatyawira Ketua/Chairman 4 4 100%

Surya Widjaja Anggota/Member 4 4 100%

Yusuke Yoshimoto Anggota/Member 4 4 100%

Tanggal Date


22 Januari/January 2020 Membahas kinerja Audit Internal di tahun 2019 dan rencana kerja Audit Internal di tahun 2020.Discussion on the performance of Internal Audit in 2019 and the work plan for Internal Audit in 2020.

9 April 2020 Membahas perkembangan Audit Internal, Compliance, dan Laporan Keuangan Perseroan.Discussion on the development of the Company’s Internal Audit, Compliance, and Financial Statements.

10 Juli/July 2020 Membahas perkembangan Audit Internal, Compliance, dan Laporan Keuangan Perseroan.Discussion on the development of the Company’s Internal Audit, Compliance, and Financial Statements.

11 November 2020 Membahas perkembangan Audit Internal, Compliance, dan Laporan Keuangan Perseroan.Discussion on the development of the Company’s Internal Audit, Compliance, and Financial Statements.

Pendidikan dan/atau Pelatihan yang Diikuti Komite Audit

Untuk pendidikan dan/atau pelatihan yang diikuti Komite Audit dapat dilihat pada Bab Profil Perseroan dalam Laporan Tahunan Terintegrasi ini.

Pelaksanaan Kegiatan Komite Audit

Sepanjang tahun 2020, Komite Audit telah melaksanakan berbagai kegiatan sebagai berikut: 1. Mengadakan rapat Komite Audit untuk membahas dan

menerima laporan kinerja pelaksanaan Audit Internal, dan laporan keuangan Perseroan.

2. Menerima dan meninjau laporan dari auditor eksternal terkait pelaksanaan audit keuangan Perseroan.

3. Mengevaluasi kinerja auditor eksternal dan merekomendasikan penunjukan auditor eksternal kepada Dewan Komisaris.

Education and/or Training Followed by the Audit Committee

For education and/or training that the Audit Committee has participated in, it can be seen in the Company Profile Chapter of this Integrated Annual Report.

Implementation of Activities of Audit Committee

Throughout 2020, the Audit Committee has carried out various activities as follows: 1. Holding Audit Committee meetings to discuss and receive

reports on the performance of the implementation of Internal Audit and the Company’s financial statements.

2. Receiving and reviewing reports from external auditors regarding the implementation of the Company’s financial audits.

3. Evaluating the performance of the external auditors and recommending the appointment of an external auditor to the Board of Commissioners.



Komite Nominasi dan RemunerasiNomination and Remuneration Committee

Keberadaan Komite Nominasi dan Remunerasi berfungsi untuk membantu Dewan Komisaris dalam menetapkan kebijakan nominasi dan remunerasi yang berlaku di Perseroan.

Dasar Hukum

1. POJK No. 34/POJK.04/2014 tentang Komite Nominasi dan Remunerasi Emiten atau Perusahaan Publik.

2. Surat Keputusan Sirkuler Dewan Komisaris tanggal 30 Juli 2020, mengenai Perubahan Susunan Komite Nominasi dan Remunerasi.

Piagam Komite Nominasi dan Remunerasi

Agar Komite Nominasi dan Remunerasi dapat menjalankan tugas dan tanggung jawab secara profesional dan independen, Komite Nominasi dan Remunerasi berpedoman pada Piagam Komite Nominasi dan Remunerasi yang telah disetujui oleh Dewan Komisaris.

Keanggotaan Komite Nominasi dan Remunerasi

Anggota Komite Nominasi dan Remunerasi paling kurang terdiri dari 3 (tiga) orang, yaitu:1. Seorang Ketua merangkap anggota, yang merupakan

Komisaris Independen. 2. Anggota lainnya yang dapat berasal dari:

a. Anggota Dewan Komisaris. b. Pihak yang berasal dari luar Perseroan yang wajib

memenuhi syarat:• Tidak mempunyai hubungan afiliasi dengan Perseroan,

anggota Direksi, Dewan Komisaris, atau Pemegang Saham Utama Perseroan.

• Memiliki pengalaman terkait nominasi dan remunerasi. • Tidak merangkap jabatan sebagai anggota Komite

lainnya yang dimiliki Perseroan. c. Pihak yang menduduki jabatan manajerial di bawah

Direksi yang membidangi sumber daya manusia.

Anggota Direksi Perseroan tidak dapat menjadi anggota Komite Nominasi dan Remunerasi.

The Nomination and Remuneration Committee functions to assist the Board of Commissioners in determining the nomination and remuneration policies applicable in the Company.

Legal Basis

1. POJK No. 34/POJK.04/2014 on the Nomination and Remuneration Committee of Issuers or Public Companies.

2. Circular Resolution of the Board of Commissioners dated July 30, 2020, on Changes in the Composition of the Nomination and Remuneration Committee.

Nomination and Remuneration Committee Charter

In order to carry out its duties and responsibilities professionally and independently, the Nomination and Remuneration Committee is guided by the Nomination and Remuneration Committee Charter which was approved by the Board of Commissioners.

Nomination and Remuneration Committee Membership

Members of the Nomination and Remuneration Committee shall consist of at least 3 (three) members, namely: 1. A Chairman concurrently as a member, who is an Independent

Commissioner. 2. Other members who may come from:

a. Member of the Board of Commissioners. b. Parties from outside the Company who are required to

fulfill the requirements:• Have no affiliation with the Company, members of the

Board of Directors, the Board of Commissioners, or the Majority Shareholders.

• Have experiences related to nomination and remuneration. • Have no concurrent positions as other Committee

members of the Company. c. Parties in managerial positions under the Board of

Directors in charge of human resources.

The Board of Directors can not be members of the Nomination and Remuneration Committee.



Adapun komposisi Komite Nominasi dan Remunerasi per 31 Desember 2020 adalah sebagai berikut:

NamaName

JabatanDesignation






Ketua Chairman


Surat Keputusan Sirkuler Dewan Komisaris tanggal 17 Juni 2019, mengenai Perubahan Susunan Komite Nominasi dan Remunerasi. Circular Resolution of the Board of Commissioners dated June 17, 2019 on Changes in the Composition of the Nomination and Remuneration Committee.

2019-2022

Toshiya Kaname

Anggota Member

Komisaris UtamaPresident Commissioner

Surat Keputusan Sirkuler Dewan Komisaris tanggal 17 Juni 2019, mengenai Perubahan Susunan Komite Nominasi dan Remunerasi. Circular Resolution of the Board of Commissioners dated June 17, 2019 on Changes in the Composition of the Nomination and Remuneration Committee.

2019-2022

Benny Redjo Setyono

Anggota Member

Pihak IndependenIndependent Party

Surat Keputusan Sirkuler Dewan Komisaris tanggal 30 Juli 2019, mengenai Perubahan Susunan Komite Nominasi dan Remunerasi. Circular Resolution of the Board of Commissioners dated July 30, 2020 on Changes in the Composition of the Nomination and Remuneration Committee.

2020-2023

Profil Komite Nominasi dan Remunerasi




Toshiya Kaname

AnggotaProfil beliau dapat dilihat pada Profil Dewan Komisaris dalam Laporan Tahunan Terintegrasi ini.

MemberHis profile can be seen in the Profile of the Board of Commissioners in this Integrated Annual Report.

Benny Redjo Setyono

Anggota Member

Warga Negara Indonesia, lahir pada tanggal 7 Desember 1960. Menjabat sebagai anggota Komite Nominasi dan Remunerasi Perseroan sejak tanggal 30 Juli 2020. Meraih gelar Sarjana Ekonomi dan Akuntansi di Fakultas Ekonomi dan Bisnis, Universitas Indonesia pada tahun 1995. Beliau juga memperoleh gelar MBA dari Graduate School of Business di University of Southern California tahun 1991, dan Master of Accounting dari School of Accounting, Graduate School of Business di University of Southern California pada tahun 1992. Saat ini beliau juga menjabat sebagai:

Indonesian, born on December 7, 1960. He has been serving as a member of the Nomination and Remuneration Committee of the Company since July 30, 2020. He obtained Bachelor of Economics majoring in Accounting, Economic and Business Faculty, University of Indonesia in 1995. He also obtained MBA from Graduate School of Business at University of Southern California in 1991, and Master of Accounting from School of Accounting, Graduate School of Business at University of Southern California in 1992. Currently, he also serves as:

• Wakil Direktur Utama PT Industri dan Perdagangan Bintraco Dharma Tbk

• Komisaris Independen dan Ketua Komite Risiko di PT Astra AVIVA Life Indonesia

• Anggota Komite Audit PT XL Axiata Tbk• Anggota Komite Tata Kelola Terintegrasi PT Bank Permata Tbk

• Penasihat Dana Pensiun Toyota Astra• Komisaris Independen PT MPM Tbk• Anggota Komite Audit dan anggota Komite GCG PT MPM Tbk

• Vice President Director of PT Industri dan Perdagangan Bintraco Dharma Tbk

• Independent Commissioner and Chairman of Risk Committee of PT Astra AVIVA Life Indonesia

• Member of Audit Committee of PT XL Axiata Tbk• Member of Integrated Governance Committee of PT Bank

Permata Tbk• Pension Fund Advisor of Toyota Astra• Independent Commissioner PT MPM Tbk• Member of Audit Committee and member of GCG Committee

of PT MPM Tbk

The composition of the Nomination and Remuneration Committee as of 31 December 2020 was as follows:

Nomination and Remuneration Committee Profile



Independensi Komite Nominasi dan Remunerasi

Bapak Josaphat Budisatyawira, selaku Ketua Komite Nominasi dan Remunerasi, telah memenuhi persyaratan independesi yang dinyatakan dalam Piagam Komite Nominasi dan Remunerasi.

Tugas dan Tanggung Jawab Komite Nominasi dan Remunerasi

Terkait dengan fungsi nominasi, Komite Nominasi dan Remunerasi memiliki tugas dan tanggung jawab sebagai berikut: 1. Mengkaji komposisi dan besarnya keanggotaan Dewan

Komisaris dan Direksi untuk memastikan bahwa anggota Dewan Komisaris dan Direksi memiliki keahlian yang memadai dan berasal dari berbagai latar belakang yang diperlukan Perseroan.

2. Membantu Dewan Komisaris dalam menetapkan rincian tugas (job description) dan persyaratan penunjukan, termasuk kriteria-kriteria bagi anggota Dewan Komisaris dan Direksi.

3. Merekomendasikan sistem nominasi dan evaluasi kinerja yang transparan bagi Dewan Komisaris dan Direksi yang selanjutnya diajukan untuk memperoleh persetujuan RUPS.

4. Mengkaji sistem manajemen karier yang diterapkan di Perseroan dan merekomendasikan upaya perbaikan dan penyelarasannya.

Terkait dengan tugas remunerasi, Komite Nominasi dan Remunerasi memiliki tugas dan tanggung jawab sebagai berikut: 1. Merekomendasikan sistem remunerasi bagi Dewan

Komisaris dan Direksi untuk selanjutnya diajukan guna memperoleh persetujuan RUPS.

2. Merekomendasikan gaji, tantiem, santunan purna jabatan dan kompensasi bagi Dewan Komisaris, Sekretaris Dewan Komisaris (apabila ada) dan Direksi.

3. Merekomendasikan manfaat lain bagi Dewan Komisaris dan Direksi.

4. Membantu Komisaris Utama dalam menyusun pengungkapan remunerasi Dewan Komisaris dan Direksi secara individual dan bersama-sama di dalam Laporan Tahunan Perseroan.

5. Mempertimbangkan hal-hal lain berkaitan dengan remunerasi atau syarat pekerjaan yang diberlakukan bagi Dewan Komisaris dan Direksi.

6. Memberikan rekomendasi tentang sistem kompensasi serta manfaat lainnya dalam hal dilakukannya program pengurangan pegawai.

7. Senantiasa melakukan studi banding, survei, dan penelitian dalam rangka mengembangkan sistem remunerasi bagi Dewan Komisaris dan Direksi.

8. Mengkaji sistem pemberian imbalan yang berlaku di Perseroan dan merekomendasikan upaya perbaikan dan penyelarasannya.

Independence of Nomination and Remuneration Committee

Mr. Josaphat Budisatyawira, as Chairman of the Nomination and Remuneration Committee, has met the independence requirements stated in the Nomination and Remuneration Committee Charter.

Duties and Responsibilities of Nomination and Remuneration Committee

Related to the function of nomination, the Nomination and Remuneration Committee has duties and responsibilities as follows: 1. Reviewing the composition and size of the membership of

the Board of Commissioners and the Board of Directors to ensure that members have adequate expertise and various backgrounds required by the Company.

2. Assisting the Board of Commissioners in determining job description and appointment requirements, including criteria for members of the Board of Commissioners and the Board of Directors.

3. Recommending a transparent nomination and performance evaluation system for the Board of Commissioners and the Board of Directors which is subsequently submitted to obtain GMS approval.

4. Reviewing the career management system implemented in the Company and recommending improvement and alignment efforts.

Related to the task of remuneration, the Nomination and Remuneration Committee has duties and responsibilities as follows: 1. Recommending a remuneration system for the Board of

Commissioners and the Board of Directors to be subsequently submitted to obtain GMS approval.

2. Recommending salary, bonuses, post-service compensation, and compensation for the Board of Commissioners, the Secretary of the Board of Commissioners (if any), and the Board of Directors.

3. Recommending other benefits for the Board of Commissioners and the Board of Directors.

4. Assisting the President Commissioner in preparing the disclosure of remuneration for the Board of Commissioners and the Board of Directors individually and aggregately in the Company’s Annual Report.

5. Considering other matters relating to remuneration or terms of employment that apply to the Board of Commissioners and the Board of Directors.

6. Providing recommendations on the compensation system and other benefits in terms of conducting a program to reduce headcounts.

7. Always carrying out comparative studies, surveys, and research to develop a remuneration system for the Board of Commissioners and the Board of Directors.

8. Reviewing the reward system that applies to the Company and recommending improvement and alignment efforts.



Wewenang Komite Nominasi dan Remunerasi

Dalam menjalankan tugasnya, Komite Nominasi dan Remunerasi mempunyai wewenang sebagai berikut:

1. Dengan sepengetahuan Dewan Komisaris, Komite Nominasi dan Remunerasi melakukan komunikasi secara langsung dan memelihara hubungan kerja yang efektif dengan Direksi, unit kerja, dan/atau pihak lain yang terkait dengan penerapan sistem Nominasi dan Remunerasi dalam Perseroan.

2. Apabila diperlukan, Komite Nominasi dan Remunerasi berhak melibatkan tenaga ahli dan/atau konsultan/pihak independen untuk membantu pelaksanaan tugasnya dengan mendapatkan persetujuan tertulis dari Dewan Komisaris.

Rapat Komite Nominasi dan Remunerasi

Komite Nominasi dan Remunerasi wajib mengadakan rapat secara berkala sekurang-kurangnya 3 (tiga) kali dalam setahun. Namun demikian, pelaksanaan rapat juga dapat diadakan sewaktu-waktu (insidentil) apabila diminta oleh Dewan Komisaris atau terdapat kejadian penting dan mendesak yang terjadi di bidang area pengawasannya. Sepanjang tahun 2020, Komite Nominasi dan Remunerasi Perseroan telah mengadakan 3 (tiga) kali rapat dengan rincian tingkat kehadiran sebagai berikut:

NamaName

JabatanDesignation


KehadiranAttendance



Toshiya Kaname Anggota/Member 3 3 100%

Benny Redjo Setyono Anggota/Member 2 2 100%

Tanggal Date


14 April 2020 Membahas implementasi aktivitas Komite Nominasi dan Remunerasi Perseroan.Discussion on the implementation of the duties of the Company's Nomination and Remuneration Committee activities.

19 Agustus/August 2020 Membahas implementasi aktivitas Komite Nominasi dan Remunerasi Perseroan.Discussion on the implementation of the duties of the Company's Nomination and Remuneration Committee activities.

18 November 2020 Membahas implementasi aktivitas Komite Nominasi dan Remunerasi Perseroan.Discussion on the implementation of the duties of the Company's Nomination and Remuneration Committee activities.

Authorities of Nomination and Remuneration Committee

In carrying out its duties and responsibilities, the Company’s Nomination and Remuneration Committee has the following authorities: 1. Under the acknowledgment of the Board of Commissioners,

the Nomination and Remuneration Committee communicates directly and maintains an effective work relationship with the Board of Directors, work units, and/or other parties related to the implementation of the Nomination and Remuneration system in the Company.

2. If it is necessary, the Nomination and Remuneration Committee reserves the right to involve experts and/or consultants/ independent parties to assist in carrying out their duties by obtaining the written consent of the Board of Commissioners.

Meeting of Nomination and Remuneration Committee

The Nomination and Remuneration Committee is required to hold regular meetings at least 3 (three) times a year. However, the implementation of meetings can also be held at any time (incidentally) if requested by the Board of Commissioners or there are important and urgent events that occur in the area of its supervision. Throughout 2020, the Company’s Nomination and Remuneration Committee held 3 (three) meetings with details on attendance levels as follows:



Pelaksanaan Kegiatan Komite Nominasi dan Remunerasi

Sepanjang tahun 2020, Komite Nominasi dan Remunerasi telah melaksanakan berbagai kegiatan sebagai berikut:1. Memberikan rekomendasi kepada Dewan Komisaris terkait

dengan nominasi penunjukan kandidat Direktur Utama dan anggota Direksi Perseroan, serta pembaruan masa jabatan anggota Direksi Perseroan.

2. Memberikan rekomendasi kepada Dewan Komisaris terkait dengan nominasi anggota Dewan Komisaris Perseroan.

3. Memberikan rekomendasi kepada Dewan Komisaris terkait dengan nominasi kandidat anggota komite-komite di bawah Dewan Komisaris.

4. Memberikan rekomendasi terkait sistem remunerasi bagi anggota Direksi dan Dewan Komisaris Perseroan.

Implementation of Duties of Nomination and Remuneration Committee

Throughout 2020, the Nomination and Remuneration Committee has carried out various activities as follows: 1. Providing recommendations to the Board of Commissioners

regarding the nomination of candidates for President Director and members of the Board of Directors of the Company, as well as renewal of the term of office of members of the Company’s Board of Directors.

2. Providing recommendations to the Board of Commissioners regarding the nomination of members of the Company’s Board of Commissioners.

3. Providing recommendations to the Board of Commissioners regarding the nomination of candidates for the members of the committees under the Board of Commissioners.

4. Providing recommendations regarding the remuneration system for members of the Board of Directors and the Board of Commissioners of the Company.



Komite Tata Kelola TerintegrasiIntegrated Governance Committee

Komite Tata Kelola Terintegrasi dibentuk bersama antara PT JACCS Mitra Pinasthika Mustika Finance Indonesia (Perseroan) dengan PT Asuransi Mitra Pelindung Mustika (MPM Insurance) sebagai suatu Konglomerasi Keuangan.

Dasar Hukum

1. POJK No. 17/POJK.03/2014 tentang Penerapan Manajemen Risiko Terintegrasi Bagi Konglomerasi Keuangan.

2. POJK No. 18/POJK.03/2014 tentang Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan.

3. SEOJK No.15/SEOJK.03/2015 tentang Penerapan Tata Kelola Terintegrasi bagi Konglomerasi Keuangan.

4. Surat Penunjukan Entitas Utama Konglomerasi Keuangan oleh PT Mitra Pinasthika Mustika Tbk (MPM) dengan No. L.MPM/Dir-029/VIII/15 tertanggal 11 Agustus 2015 yang menunjuk Perseroan sebagai Entitas Utama dari Konglomerasi Keuangan.

5. Surat Keputusan Sirkuler Dewan Komisaris pertanggal 11 September 2017 mengenai Pembentukan Komite Tata Kelola Terintegrasi.

6. POJK No. 45/POJK.03/2020 tentang Konglomerasi Keuangan.

Piagam Komite Tata Kelola Terintegrasi

Komite Tata Kelola Terintegrasi telah memiliki Piagam Komite Tata Kelola Terintegrasi yang mengatur antara lain mengenai tugas dan tanggung jawab, keanggotaan, prosedur kerja dan rapat dalam hal pelaksanaan kegiatan Komite Tata Kelola Terintegrasi.

Keanggotaan Komite Tata Kelola Terintegrasi

Pengangkatan dan pemberhentian anggota Komite Tata Kelola Terintegrasi didasarkan pada keputusan Dewan Komisaris Entitas Utama. Keanggotaan Komite Tata Kelola paling kurang terdiri dari:• Seorang Komisaris Independen yang menjadi Ketua pada

salah satu Komite pada Entitas Utama, sebagai Ketua merangkap Anggota.

• Komisaris Independen yang mewakili dan ditunjuk oleh masing-masing Perusahaan Terelasi dalam Konglomerasi Keuangan sebagai Anggota.

• Pihak Independen yang mempunyai kompetensi dalam membantu pelaksanaan tugas Komite Tata Kelola Terintegrasi.

Jumlah dan komposisi Komisaris Independen yang menjadi anggota Komite disesuaikan dengan kebutuhan konglomerasi keuangan serta efisiensi dan efektivitas pelaksanaan tugas Komite Tata Kelola Terintegrasi dengan memperhatikan paling sedikit keterwakilan masing-masing entitas dalam konglomerasi.

The Integrated Governance Committee was established jointly between PT JACCS Mitra Pinasthika Mustika Finance Indonesia (the Company) and PT Asuransi Mitra Pelindung Mustika (MPM Insurance) as a Financial Conglomerate.

Legal Basis

1. POJK No. 17/POJK.03/2014 on the Implementation of Integrated Risk Management for Financial Conglomeration.

2. POJK No. 18/POJK.03/2014 on the Implementation of Integrated Governance for Financial Conglomeration.

3. SEOJK No.15/SEOJK.03/2015 on the Implementation of Integrated Governance for Financial Conglomeration.

4. Letter of Appointment of the Main Entity of the Financial Conglomeration by PT Mitra Pinasthika Mustika Tbk (MPM) No. L.MPM/Dir-029/VIII/15 dated August 11, 2015, which appoints the Company as the Main Entity of the Financial Conglomeration.

5. Circular Resolution of the Board of Commissioners dated September 11, 2017, on the Establishment of the Integrated Governance Committee.

6. POJK No. 45/POJK.03/2020 on Financial Conglomerate.

Integrated Governance Committee Charter

The Integrated Governance Committee has an Integrated Governance Committee Charter which regulates the duties and responsibilities, membership, work procedures, and meetings in terms of carrying out the activities of the Integrated Governance Committee.

Integrated Governance Committee Membership

The appointment and dismissal of members of the Integrated Governance Committee are based on the decision of the Board of Commissioners of the Main Entity. The membership of the Integrated Governance Committee at least consist of: • An Independent Commissioner who serves as the Chairman

of one of the Committees in the Main Entity, as Chairman and also a Member.

• Independent Commissioners who represent and are appointed by each of the Related Companies in the Financial Conglomeration as Members.

• Independent Party who has competency in assisting the implementation of the Integrated Governance Committee’s duties.

The number and composition of Independent Commissioner who are members of the Committee are adjusted to the needs of the financial conglomeration, the efficiency, and effectiveness in carrying out the duties of the Integrated Governance Committee by taking into account at least the representation of each entity in the conglomeration.



Adapun komposisi Komite Tata Kelola Terintegrasi per 31 Desember 2020 adalah sebagai berikut:

NamaName

JabatanDesignation

Jabatan di Perseroan Position in the Company



Ketua Chairman

Komisaris Independen Independent Commissioner of PT JACCS MPM Finance Indonesia

Surat Keputusan Sirkuler Dewan Komisaris tanggal 11 September 2017, mengenai Pembentukan Komite Tata Kelola Terintegrasi.Circular Resolution of the Board of Commissioners dated September 11, 2017 on The Establishment of the Integrated Governance Committee.

Ir. H. Chairul Bahri

Anggota Member

Komisaris Independen Independent Commissioner of PT Asuransi Mitra Pelindung Mustika


Drs. Syafwanul Choiri

Anggota Member

Komisaris IndependenIndependent Commissioner of PT Asuransi Mitra Pelindung Mustika


Profil Komite Tata Kelola Terintegrasi




Ir. H. Chairul Bahri

AnggotaWarga Negara Indonesia. Menjabat sebagai anggota Komite Tata Kelola Terintegrasi Perseroan sejak tanggal 11 September 2017. Saat ini menjabat sebagai Komisaris Independen di MPM Insurance. Beliau meraih gelar Magister Manajemen dari Universitas Padjadjaran dan gelar sarjana dari Universitas Andalas.

MemberIndonesian. He has served as a member of the Integrated Governance Committee since September 11, 2017. He currently serves as the Independent Commissioner in MPM Insurance. He earned Master of Management degree from Padjadjaran University and a Bachelor’s degree from the University of Andalas.

Drs. Syafwanul Choiri

Anggota Member

Warga Negara Indonesia. Menjabat sebagai anggota Komite Tata Kelola Terintegrasi Perseroan sejak tanggal 11 September 2017. Saat ini menjabat sebagai Komisaris Independen di MPM Insurance. Beliau meraih gelar sarjana dari Universitas HKBP Nommensen.

Indonesian. He has served as a member of the Integrated Governance Committee since September 11, 2017. He currently serves as the Independent Commissioner in MPM Insurance. He earned a Bachelor’s degree from the University of HKBP Nommensen.

The composition of the Integrated Governance Committee as of December 31, 2020 was as follows:

Integrated Governance Committee Profile



Independensi Komite Tata Kelola Terintegrasi

Anggota Komite Tata Kelola Terintegrasi adalah pihak independen dari masing-masing entitas dalam konglomerasi keuangan yang tidak memiliki hubungan afiliasi dengan anggota Dewan Komisaris, Direksi, maupun pemegang saham masing-masing entitas. Dalam melaksanakan tugas dan tanggung jawabnya, para anggota senantiasa mengedepankan tingkat independensi dan profesionalisme yang tinggi serta menghindari adanya benturan kepentingan.

Tugas dan Tanggung Jawab Komite Tata Kelola Terintegrasi

Komite Tata Kelola Terintegrasi memiliki tugas dan tanggung jawab sebagai berikut: 1. Mengevaluasi pelaksanaan Tata Kelola Terintegrasi, paling

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

2. Memberikan rekomendasi kepada Dewan Komisaris Entitas Utama untuk penyempurnaan Piagam Komite Tata Kelola Terintegrasi.

3. Dalam melakukan evaluasi, Komite Tata Kelola Terintegrasi memperoleh informasi berupa hasil evaluasi atas pelaksanaan audit internal dan fungsi kepatuhan masing-masing entitas.

Rapat Komite Tata Kelola Terintegrasi

Komite Tata Kelola Terintegrasi wajib mengadakan rapat secara berkala sekurang-kurangnya 1 (satu) kali setiap 6 (enam) bulan. Namun demikian, pelaksanaan rapat juga dapat diadakan sewaktu-waktu (insidentil) apabila diminta oleh Dewan Komisaris atau terdapat kejadian penting dan mendesak yang terjadi di bidang area pengawasannya. Sepanjang tahun 2020, Komite Tata Kelola Terintegrasi Perseroan telah mengadakan 3 (tiga) kali rapat dengan rincian tingkat kehadiran sebagai berikut:

NamaName

JabatanDesignation


KehadiranAttendance



Ir. H. Chairul Bahri Anggota/Member 3 3 100%

Drs. Syafwanul Choiri Anggota/Member 3 3 100%

Tanggal Date


6 Februari/February 2020 Pembahasan laporan Tata Kelola Terintegrasi semester kedua 2019, yang terdiri dari: Laporan Penilaian Sendiri (Self Assessment) Pelaksanaan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan, Penilaian Profil Risiko Tata Kelola Terintegrasi dan Laporan Kecukupan Permodalan Terintegrasi.Discussion on the Integrated Governance report for the second half of 2019, which consists of: Self-Assessment Report on the Implementation of Integrated Governance for Financial Conglomerates, Assessment of Integrated Governance Risk Profile and Integrated Capital Adequacy Report.

19 Februari/February 2020 Pembahasan laporan Pelaksanaan Tata Kelola Terintegrasi semester kedua 2019 dan pembentukan Komite Manajemen Risiko Terintegrasi.Discussion on the Integrated Governance Implementation Report for the second half of 2019 and the establishment of the Integrated Risk Management Committee.

Independence of Integrated Governance Committee

Members of the Integrated Governance Committee are independent parties from each entity in a financial conglomeration that have no affiliation with members of the Board of Commissioners, Board of Directors, or shareholders of each entity. In carrying out their duties and responsibilities, the members always prioritize a high level of independence and professionalism and avoid any conflict of interest.

Duties and Responsibilities of Integrated Governance Committee

The Integrated Governance Committee has duties and responsibilities as follows: 1. Evaluate the implementation of Integrated Governance, at least

through an assessment of the adequacy of internal control and the implementation of the integrated compliance function.

2. Provide recommendations to the Board of Commissioners of the Main Entity for the improvement of the Integrated Governance Committee Charter.

3. In conducting the evaluation, the Integrated Governance Committee obtains information in the form of an evaluation of the internal audit and the compliance function of each entity.

Meeting of Integrated Governance Committee

The Integrated Governance Committee is required to hold regular meetings at least once every 6 (six) months. However, the implementation of meetings can also be held at any time (incidentally) if requested by the Board of Commissioners or there are important and urgent events that occur in the area of its supervision. Throughout 2020, the Integrated Governance Committee of the Company has held 3 (three) meetings with details on attendance levels as follows:



Implementation of Duties of Integrated Governance Committee

Throughout 2020, the Integrated Governance Committee has carried out various activities as follows:1. Conduct a review of the risk profile assessment and

implementation of integrated governance for the second semester of 2019 and first semester of 2020.

2. In 2020 OJK determined the criteria for financial conglomeration as stated in POJK No. 45/POJK.03/2020 concerning financial conglomerate. Based on the predetermined criteria for financial conglomerate, the Company and its related entities have not met the criteria for financial conglomerate. Apart from that, the Company will continued to carry out its obligations as a financial conglomerate until the end of 2020.

Tanggal Date


10 September 2020 Pembahasan laporan Tata Kelola Terintegrasi semester pertama 2020, yang terdiri dari: Penilaian Manajemen Risiko, Penilaian Sendiri Pelaksanaan Tata Kelola Terintegrasi, dan Laporan Kecukupan Permodalan Terintegrasi.Discussion on the Integrated Governance report for the first semester of 2020, which consists of: Risk Management Assessment, Self-Assessment of Integrated Governance Implementation, and Integrated Capital Adequacy Report..

Pelaksanaan Kegiatan Komite Tata Kelola Terintegrasi

Sepanjang tahun 2020, Komite Tata Kelola Terintegrasi telah melaksanakan berbagai kegiatan sebagai berikut:1. Melakukan peninjauan terhadap penilaian profil risiko dan

penerapan tata kelola terintegrasi semester II 2019 dan semester I 2020.

2. Pada tahun 2020 OJK menetapkan kriteria konglomerasi keuangan yang tercantum pada POJK No. 45/POJK.03/2020 tentang konglomerasi keuangan. Berdasarkan kriteria konglomerasi keuangan yang telah ditetapkan tersebut, Perseoran dan entitas terelasi Perseroan sudah tidak memenuhi kriteria konglomerasi keuangan. Terlepas dari itu, Perseroan tetap melaksanakan kewajibannya sebagai konglomerasi keuangan hingga akhir tahun 2020.



Komite-Komite di Bawah DireksiCommittees Under the Board of Directors

Dalam menjalankan tugas dan tanggung jawabnya, Direksi juga membentuk Komite-komite dengan mempertimbangkan kebutuhan Perseroan. Komite-komite tersebut bertanggung jawab kepada Direksi dengan kewenangan untuk mengkaji, memberikan rekomendasi dan/atau memberikan persetujuan atau keputusan.

Secara umum fungsi Komite adalah sebagai berikut:1. Membantu Direksi merumuskan kebijakan dan strategi

sesuai dengan bidangnya masing-masing. 2. Membantu Direksi merumuskan pemecahan masalah.

3. Memberikan masukan mengenai suatu masalah sesuai dengan bidangnya.

4. Memantau dan mengevaluasi masalah sesuai dengan bidangnya.

Semua Komite di bawah Direksi melakukan rapat rutin setiap bulan.

In carrying out its duties and responsibilities, the Board of Directors also establishes Committees by taking into account the needs of the Company. These Committees are responsible to the Board of Directors with the authority to review, provide recommendations and or give approval or decisions.

In general, the functions of the Committee are as follows: 1. Assisting the Board of Directors in formulating policies and

strategies in accordance with its respective field. 2. Assisting the Board of Directors in formulating problem-

solving. 3. Providing input on a problem in accordance with its respective

field. 4. Monitoring and evaluating problems in accordance with its

respective field.

All Committees under the Board of Directors hold regular monthly meetings.

No. Komite Committee

1. Asset & Liability Committee (ALCO)

Anggota KomiteDireksi dan Kepala Divisi/Departemen, antara lain:

Committee MemberThe following Directors and Heads of Divisions/Departments, among others:

Direksi/Board of Directors, Finance & Accounting, Bank Relations, Credit Risk Management, Financial Crime Risk, Fraud & Operational Risk Management

Tugas dan Tanggung Jawab

Meninjau indikator keuangan utama, pendanaan, risiko likuiditas, risiko nilai tukar, risiko suku bunga dan risiko ketidaksesuaian antara aset dan liabilitas (Funding GAP). Menetapkan strategi lindung nilai, memantau Net Interest Margin Perseroan, memantau pemenuhan terhadap kewajiban Perseroan dalam perjanjian kredit (Bank Covenants), memantau pemenuhan terhadap peraturan yang berlaku, dan mengelola neraca secara efisien dengan mengambil pandangan ke depan dalam perubahan ekonomi, peraturan, maupun perubahan lainnya.

Duties and Responsibilities

Reviewing key financial indicators, funding, liquidity risk, foreign exchange risk, interest rate risk, and the risk of a mismatch between assets and liabilities (Funding GAP). Setting a hedging strategy, monitor the net interest margin of the Company, monitor compliance with the Company’s obligations under the credit agreement (Bank Covenants), monitor compliance with applicable regulations, and manage the balance sheet efficiently by taking the view forward in a changing economic, regulatory, or other changes.

2. Early Alert Committee (EAC)



Direksi/Board of Directors, Credit Risk Management, Corporate Finance Regional Manager, Special Asset Management, Business Development


Memantau portofolio korporasi mulai dari pergerakan segmen penjualan, kualitas per akun, pembaharuan data, penetapan credit grading per debitur, penentuan pencadangan secara individual account, dan juga risiko konsentrasi terkait dengan industri.


Monitor corporate portfolios ranging from the movement of sales segments, quality per account, data updates, the establishment of credit grading per debtor, determination of individual provisioning account, and also concentration risks related to the industry.



No. Komite Committee

3. Retail Alert Committee (RAC)



Direksi/Board of Directors, Business Development, Sales & Marketing, Credit Risk Management, General Affair & Asset Management, Operations, Collection, Financial Crime Risk, Fraud & Operational Risk Management


Memantau tren penjualan dan kualitas aset portofolio retail untuk setiap produk/merek/kategori segmen pasar/tipe di tingkat nasional, regional dan cabang. Menentukan dan melakukan pengecekan kriteria risk acceptance per produk, merek, kategori segmen pasar.


Monitor sales trends and the asset quality of the retail portfolio for each product/brand/market segment categories/types of national, regional, and branch. Determine and check the risk acceptance criteria per product, brand, and category of market segment.

4. Operational Risk Management Committee



Direksi/Board of Directors, Business Development, Sales & Marketing, Credit Risk Management, General Affair & Asset Management, Operations, Financial Crime Risk, Fraud & Operational Risk Management, Legal, Litigation & Compliance, Procedure & Customer Relations, Collection, Information Technology, Human Capital


Memastikan proses manajemen risiko operasional Perseroan berjalan dengan baik, melakukan penilaian terhadap Kebijakan Manajemen Risiko Operasional Perseroan, memantau profil Risiko Operasional yang dihadapi bisnis dari waktu ke waktu, kompleksitas proses, kesiapan sistem, eksternal event, maupun kepatuhan terhadap regulasi yang terkait (lini pertama, lini kedua dan lini ketiga), serta membahas mengenai trend fraud alert detection yang dapat terjadi.


Ensure that the Company’s operational risk management process runs well, assess the Company’s Operational Risk Management Policy, monitor the Operational Risk profiles faced by the business from time to time, process complexity, system readiness, external events, and compliance with related regulations (first line, second line and third line), and also discuss the trend of fraud alert detection that can occur.

5. Customer Experience Committee (CEC)



Direksi/Board of Directors, Sales & Marketing, Collection, Operations, Financial Crime Risk, Fraud & Operational Risk Management, Procedure & Customer Relations


Mengawasi pembentukan budaya pelayanan yang prima kepada pemangku kepentingan Perseroan, memastikan perjalanan konsumen pada Perseroan telah berjalan dengan baik sesuai ketentuan yang berlaku, melakukan evaluasi terhadap pelayanan konsumen untuk mencapai service excellent, memberikan keputusan aksi yang dilakukan untuk penanganan keluhan konsumen.


Monitor the establishment of a culture of excellent service to the Company’s stakeholders, ensure that the Customer Experience Journey runs well according to applicable regulations, evaluate customer service to achieve excellent service, provide action taken to handle consumer complaints.

6. Risk Management Committee



Direksi/Board of Directors, Business Development, Sales & Marketing, Credit Risk Management, General Affair & Asset Management, Operations, Collection, Financial Crime Risk, Fraud & Operational Risk Management, Legal, Litigation & Compliance, Finance & Accounting, Internal Audit


Mengawasi keseluruhan dari 8 (delapan) profil risiko yang terjadi (end to end risk profiles), penyebab terjadinya risiko, indikator risiko, mitigasi risiko, serta perangkat pemantauan risiko.


Overseeing all of the 8 (eight) risk profiles that occur (end to end risk profiles), causes of risk, risk indicators, risk mitigation, and risk monitoring tools.



Sekretaris PerusahaanCorporate Secretary

Sekretaris Perusahaan merupakan organ pendukung Perseroan yang berperan penting dalam memfasilitasi komunikasi antar organ Perseroan, hubungan antara Perseroan dengan pemegang saham, regulator seperti OJK dan pemangku kepentingan lainnya. Sekretaris Perusahaan bertanggung jawab dalam memastikan kepatuhan Perseroan terhadap peraturan perundang-undangan di bidang pasar modal.

Profil Sekretaris Perusahaan

Suviana

Warga Negara Indonesia, 39 tahun.

Berdomisili di Jakarta. Beliau menjabat sebagai Sekretaris Perusahaan sejak tahun 2019 berdasarkan Surat Keputusan Direksi No. 116/LGL-MPMF/SK-DIR/VI/2019 tanggal 24 Juni 2019. Bergabung dengan Perseroan sejak tahun 2007. Sebelum menjabat sebagai Sekretaris Perusahaan, menjabat sebagai Promotion and Branding Department Head (2016-2019). Meraih gelar Sarjana Teknik dari Universitas Bina Nusantara, jurusan Teknik Industri pada tahun 2003.

Indonesian, 39 years old.

Domiciled in Jakarta. She has been serving as Corporate Secretary since 2019 pursuant to Resolution of the Board of Directors No. 116/LGL-MPMF/SK-DIR/VI/2019 dated June 24, 2019. She joined the Company in 2017. Prior to her appointment as Corporate Secretary, she served as Promotion and Branding Department Head (2016-2019). She earned Bachelor of Engineering from University of Bina Nusantara, majoring in Industrial Engineering in 2003.

Tugas dan Tanggung Jawab Sekretaris Perusahaan

Sekretaris Perusahaan mengemban tugas dan tanggung jawab sebagai berikut:1. Mengikuti perkembangan pasar modal khususnya peraturan

perundang-undangan yang berlaku di pasar modal. 2. Memberikan masukan kepada Direksi dan Dewan Komisaris

untuk mematuhi ketentuan peraturan perundang-undangan di bidang pasar modal.

3. Membantu Direksi dan Dewan Komisaris dalam pelaksanaan Tata Kelola Perusahaan yang meliputi: a. Keterbukaan informasi kepada masyarakat, termasuk

melalui situs web Perseroan.b. Penyampaian laporan kepada OJK tepat waktu. c. Penyelenggaraan dan dokumentasi RUPS. d. Penyelenggaraan dan dokumentasi rapat Direksi dan/

atau Dewan Komisaris. e. Pelaksanaan program orientasi mengenai Perseroan

bagi Direksi dan/atau Dewan Komisaris. 4. Sebagai penghubung antara Perseroan dengan pemegang

saham, OJK dan pemangku kepentingan lainnya.

The Corporate Secretary is a supporting organ of the Company that plays an important role in facilitating communication between the Company’s organs, the relationship between the Company and shareholders, regulators such as OJK, and other stakeholders. The Corporate Secretary is responsible for ensuring the Company’s compliance with laws and regulations in the capital market.

Profile of Corporate Secretary

Duties and Responsibilities of Corporate Secretary

The Corporate Secretary has the following duties and responsibilities: 1. Keep abreast of development of the capital market, especially

the prevailing laws and regulations in the capital market. 2. Providing feedback to the Board of Directors and Board

of Commissioners to comply with the provisions of the legislation in the capital market.

3. Assist the Board of Directors and Board of Commissioners in implementing corporate governance which includes: a. Information disclosure to the public, including through

the Company’s website. b. Submission of reports to OJK. c. Implementation and documentation of the GMS. d. Organization and documentation of the Board of

Directors and/or Board of Commissioners meetings. e. Organization of the orientation program about the Company

for the Board of Directors and/or Board of Commissioners. 4. As a liaison between the Company and shareholders, OJK,

and other stakeholders.



Pendidikan dan/atau Pelatihan yang Diikuti Sekretaris Perusahaan

Untuk pendidikan dan/atau pelatihan yang diikuti Sekretaris Perusahaan dapat dilihat pada Bab Profil Perseroan dalam Laporan Tahunan Terintegrasi ini.

Pelaksanaan Kegiatan Sekretaris Perusahaan

Sepanjang tahun 2020, Sekretaris Perusahaan telah melaksanakan berbagai kegiatan sebagai berikut:1. Menyelenggarakan dan menghadiri rapat Direksi, rapat

Dewan Komisaris dan rapat komite di bawah Dewan Komisaris.

2. Membuat dan mendokumentasikan risalah rapat yang diselenggarakan.

3. Mengikuti perkembangan peraturan pasar modal serta memberikan masukan kepada Direksi maupun Dewan Komisaris khususnya terkait dengan dikeluarkannya peraturan baru dari otoritas pasar modal maupun dari OJK.

4. Melakukan keterbukaan informasi kepada masyarakat melalui situs web Perseroan, dan melaporkan kepada Bursa Efek Indonesia maupun OJK setiap informasi yang bersifat material.

5. Mempersiapkan dan mengkoordinasikan kegiatan Perseroan yaitu perubahan logo Perseroan sehubungan dengan telah dilakukannya perubahan nama Perseroan pada tahun 2019.

6. Mempersiapkan Laporan Tahunan Perseroan.7. Mempersiapkan dan menyampaikan laporan-laporan

berkala dan insidentil yang wajib disampaikan kepada Bursa Efek Indonesia dan OJK.

Education and/or Training Attended by the Corporate Secretary

For education and/or training attended by the Corporate Secretary, it can be seen in the Company Profile Chapter of this Integrated Annual Report.

Implementation of Activities of Corporate Secretary

Throughout 2020, the Corporate Secretary has carried out various activities as follows: 1. Organizing and attending Board of Directors meetings, Board

of Commissioners meetings, and committee meetings under the Board of Commissioners.

2. Making and documenting minutes of meetings.

3. Keeping abreast of developments in the capital market regulations and providing input to the Board of Directors and the Board of Commissioners, particularly in relation to the issuance of new regulations from the capital market authority and from the OJK.

4. Conducting information disclosure to the public through the Company’s website, and reporting to the Indonesia Stock Exchange and OJK any material information.

5. Preparing and coordinating the Company’s activities, changing the Company’s logo in connection with the change in the Company’s name in 2019.

6. Preparing the Company’s Annual Report. 7. Preparing and submitting periodic and incidental reports

that must be submitted to the Indonesia Stock Exchange and OJK.



Audit InternalInternal Audit

Audit Internal dibentuk dengan tujuan untuk mendukung pelaksanaan GCG yang efektif di lingkungan Perseroan sesuai POJK No. 56/POJK.04/2015 tentang Pembentukan dan Pedoman Penyusunan Piagam Unit Audit Internal.

Audit Internal Perseroan bertugas melaksanakan pemantauan dan evaluasi atas pengendalian internal Perseroan, juga memberikan pandangan serta keyakinan dan konsultasi yang bersifat independen dan objektif guna meningkatkan nilai serta memperbaiki kinerja operasional Perseroan.

Sesuai dengan Surat Keputusan Direksi No. Ref. 0657/MPMF/ HRM/02/2017 tanggal 28 Februari 2017, Perseroan telah menunjuk Sdri. Magdalena Hendramartani selaku Kepala Divisi Audit Internal, yang kemudian ditegaskan kembali dalam Surat Keputusan Direktur Utama No. 130/LGL-MPMF/SK-DIR/VII/2019 tanggal 24 Juli 2019. Penunjukan Kepala Divisi Audit Internal telah memenuhi persyaratan yang diatur dalam POJK No. 30/POJK.05/2014 tentang Tata Kelola Perusahaan Yang Baik Bagi Perusahaan Pembiayaan dan POJK No. 56/POJK.04/2015 tentang Pembentukan dan Pedoman Penyusunan Piagam Unit Audit Internal.

Profil Kepala Divisi Audit Internal


Warga Negara Indonesia, 54 tahun.

Menjabat sebagai Kepala Divisi Audit Internal sejak tahun 2017. Memperoleh gelar Sarjana Ekonomi dari Sekolah Tinggi Ilmu Ekonomi Jayakarta, jurusan Akuntansi pada tahun 1989. Bergabung dengan Perseroan sejak tahun 2010. Sebelum menjabat sebagai Kepala Divisi Audit Internal, menjabat sebagai Kepala Divisi Procedure & Quality Assurance (2014 – 2017), dan Kepala Divisi Operation di PT Sasana Artha Finance (2014 – 2014).

Indonesian, 54 years old.

She has served as Head of the Internal Audit Division since 2017. She obtained a Bachelor of Economics degree from Jayakarta College of Economics, majoring in Accounting in 1989. She has joined the Company in 2010. Prior to serving as Head of the Internal Audit Division, she served as Head of the Procedure & Quality Assurance Division (2014-2017), and Operations Division Head of PT Sasana Artha Finance (2014-2014).

Piagam Audit Internal

Sejak tanggal 1 April 2017, Audit Internal telah memiliki pedoman kerja berupa Piagam Audit Internal yang memuat tentang: 1. Visi dan Misi Audit Internal 2. Tugas dan tanggung jawab 3. Ruang lingkup 4. Kewenangan 5. Kedudukan dalam Perseroan 6. Kode Etik

Internal Audit was formed with the aim of supporting the effective implementation of GCG within the Company in accordance with POJK No. 56/POJK.04/2015 concerning the Establishment and Guidelines for the Preparation of the Internal Audit Unit Charter.

The Company’s Internal Audit is tasked with monitoring and evaluating the Company’s internal control, as well as providing independent and objective views and assurance and consultations to increase value and improve the Company’s operational performance.

In accordance with the Resolution of the Board of Directors No. Ref. 0657/MPMF/HRM/02/2017 dated February 28, 2017, the Company has appointed Ms. Magdalena Hendramartani as Head of the Internal Audit Division which was later reaffirmed in the President Director’s Decree No. 130/LGL-MPMF/SK-DIR/VII/2019 dated July 24, 2019. The appointment of the Head of the Internal Audit Division has met the requirements as stipulated in POJK No. 30/POJK.05/2014 concerning Good Corporate Governance for Finance Companies and POJK No. 56/POJK.04/2015 concerning the Establishment and Guidelines for the Preparation of the Internal Audit Unit Charter.

Profile of Head of Internal Audit Division

Internal Audit Charter

Since April 1, 2017, Internal Audit has had a working guideline in the form of an Internal Audit Charter which contains: 1. Vision and Mission of Internal Audit 2. Duties and responsibilities 3. Scopes 4. Authorities 5. Position in the Company 6. Code of Conducts



Struktur dan Kedudukan Audit Internal

Sesuai dengan Piagam Audit Internal, Kepala Divisi Audit Internal bertanggung jawab langsung, diangkat dan diberhentikan oleh Direktur Utama. Khusus jabatan dengan level General Manager harus ada persetujuan sampai Pemegang Saham. Seorang Kepala Divisi Audit Internal membawahi beberapa anggota Audit Internal yang terdiri dari:1. Minimal 1 (satu) orang Internal Audit Department Head, yang

bertanggung jawab langsung kepada Kepala Divisi Audit Internal. 2. Minimal 1 (satu) orang Internal Audit Specialist, yang bertanggung

jawab langsung kepada Internal Audit Department Head. 3. Minimal 1 (satu) orang Internal Audit Reporting Staff, yang

bertanggung jawab langsung kepada Internal Audit Division Head.

Internal Audit Department Head

DIREKTUR UTAMAPresident Director

Internal Audit Specialist Internal Audit Reporting Staff

KEPALA DIVISI AUDIT INTERNALHead of Internal Audit Division

Tugas dan Tanggung Jawab Audit Internal

Tugas dan tanggung jawab Audit Internal adalah sebagai berikut: 1. Menyusun dan melaksanakan rencana kerja tahunan Audit

Internal. 2. Melakukan pemeriksaan dan penilaian atas efisiensi dan

efektivitas di bidang operasional, sumber daya manusia, bisnis, teknologi informasi, dan lainnya.

3. Memberikan rekomendasi atas hasil audit, dan memonitor tindak lanjut hasil audit yang telah dilakukan.

4. Membuat laporan hasil audit dan menyampaikan laporan tersebut kepada Direktur Utama.

5. Menguji dan mengevaluasi pelaksanaan pengendalian internal, dan sistem manajemen risiko sesuai dengan kebijakan Perseroan.

6. Menyusun, mengembangkan dan menjalankan program audit untuk mengevaluasi dan meningkatkan kualitas Audit Internal.

7. Melakukan pemeriksaan khusus, apabila diperlukan. 8. Memantau, menganalisa dan melaporkan hasil tindak lanjut

perbaikan yang telah disarankan.

Structure and Position of Internal Audit

In accordance with the Internal Audit Charter, the Head of the Internal Audit Division is directly responsible, appointed, and dismissed by the President Director. Especially for positions at the General Manager level, there must be approval from the Shareholders. A Head of the Internal Audit Division is in charge of several members of Internal Audit consisting of: 1. At least 1 (one) Internal Audit Department Head, who reports

directly to the Head of the Internal Audit Division.2. At least 1 (one) Internal Audit Specialist, who reports directly

to the Internal Audit Department Head.3. At least 1 (one) Internal Audit Reporting Staff, who is directly

responsible to the Internal Audit Division Head.

Duties and Responsibilities of Internal Audit

The duties and responsibilities of the Internal Audit are as follows:1. Prepare and implement an annual Internal Audit work plan.

2. Conduct audit and evaluation of the efficiency and effectiveness in the fields of operations, human resources, business, information technology, and others.

3. Provide recommendations on audit results, and monitor the follow-up of audit results that have been carried out.

4. Prepare an audit report and submit the report to the President Director.

5. Conduct test and evaluation of the implementation of internal control and risk management systems in accordance with the Company’s policy.

6. Formulate, develop, and carry out an audit program to evaluate and improve the quality of Internal Audit.

7. Conduct a special audit if necessary. 8. Monitor, analyze, and report the results of the improvements

that have been suggested.



Education and/or Training Attended by Internal Audit Unit

For education and/or training attended by the Internal Audit Unit, it can be seen in the Company Profile Chapter of this Integrated Annual Report.

Implementation of Duties of Internal Audit Unit

Throughout 2020, the Internal Audit Unit has carried out the following tasks: 1. In 2020, Internal Audit has carried out an audit process for 9

(nine) branches and 4 (four) work units at the head office, as well as conducted a special review on the implementation of a) mobile collection and tele collection, b) provisions for the use of mobile application and mobile collection for marketing and collection activities , c) development of an e-litigation system.

2. Deliver audit results and recommendations for improvements to the Board of Directors and the Audit Committee on a regular basis.

3. Conduct regular meetings with the Audit Committee to discuss developments in Internal Audit performance.

Pendidikan dan/atau Pelatihan yang Diikuti Unit Audit Internal

Untuk pendidikan dan/atau pelatihan yang diikuti Unit Audit Internal dapat dilihat pada Bab Profil Perseroan dalam Laporan Tahunan Terintegrasi ini.

Pelaksanaan Tugas Unit Audit Internal

Sepanjang tahun 2020, Unit Audit Internal telah melaksanakan tugas-tugas sebagai berikut: 1. Di tahun 2020, Audit Internal telah melaksanakan proses

audit kepada 9 (sembilan) cabang dan 4 (empat) unit kerja di kantor pusat, serta melakukan peninjauan khusus terhadap implementasi, a) mobile collection dan tele collection, b) ketentuan penggunaan mobile application dan mobile collection untuk aktivitas marketing dan collection, c) pembuatan sistem e-litigation.

2. Menyampaikan hasil audit dan rekomendasi perbaikan kepada Direksi dan Komite Audit secara berkala.

3. Melakukan pertemuan dengan Komite Audit secara berkala untuk membahas perkembangan kinerja Audit Internal.



Sistem Pengendalian InternInternal Control System

Untuk memberikan keyakinan yang memadai dalam rangka pencapaian tujuan Perseroan, maka diperlukan penerapan sistem pengendalian intern yang dimulai dari penetapan sasaran dan strategi di seluruh organisasi, identifikasi kemungkinan terjadinya suatu kejadian yang dapat mempengaruhi sasaran dan strategi dimaksud, dan pengelolaan risiko agar tetap berada dalam batas toleransi.

Adapun sistem pengendalian internal Perseroan bertujuan untuk: 1. Menjaga dan mengamankan harta kekayaan Perseroan. 2. Menjamin tersedianya laporan yang lebih akurat. 3. Meningkatkan kepatuhan terhadap ketentuan yang berlaku. 4. Mengurangi dampak kerugian keuangan, termasuk

kecurangan/fraud, dan pelanggaran terhadap prinsip kehati-hatian.

5. Meningkatkan efektivitas organisasi dan efisiensi biaya.

Peraturan dan kebijakan Perseroan mengharuskan adanya upaya untuk memelihara catatan dan menyajikan laporan keuangan sesuai prinsip-prinsip akuntansi yang berlaku, yang mewajibkan pengungkapan seluruh transaksi material yang mempengaruhi perubahan nilai aset, kewajiban dan modal. Hal tersebut untuk menghindarkan dari penyelewengan keuangan.

Kerangka pengendalian internal menerapkan pendekatan pertahanan berlapis, yang masing-masing bekerja secara independen yaitu: 1. Pertahanan Lapis Pertama dilaksanakan oleh risk officer/

unit/fungsi bisnis/karyawan yang melakukan aktivitas operasional Perseroan sehari-hari, terutama yang merupakan garis depan atau ujung tombak organisasi. Seluruh karyawan harus dipastikan memahami seluruh kebijakan, SOP yang ditetapkan Perseroan.

2. Pertahanan Lapis Kedua dilaksanakan oleh fungsi-fungsi manajemen risiko operasional, quality assurance dan kepatuhan, yang bertanggung jawab dalam mengembangkan, memantau dan memastikan kecukupan mitigasi risiko, kebijakan dan prosedur, memastikan koordinasi atau fasilitas aktivitas pengelolaan risiko secara menyeluruh serta melakukan pengawasan fungsi bisnis dalam koridor kebijakan manajemen risiko, SOP yang ditetapkan Perseroan.

3. Pertahanan Lapis Ketiga dilaksanakan oleh Audit Intenal yang akan memastikan secara independen bahwa semua risiko residual telah dikelola sesuai dengan toleransi risiko yang telah disetujui.

To provide adequate assurance in the achievement of the Company’s objectives, it is necessary to implement an internal control system starting from setting goals and strategies throughout the organization, identifying the possibility of an event that may affect the intended goals and strategies, and managing risk to keep it within tolerance limits.

The Company’s internal control system aims to: 1. Maintaining and securing the assets of the Company. 2. Ensuring the availability of accurate reports. 3. Improving compliance with applicable regulations. 4. Reducing the impact of the financial losses, including

irregularities/fraud, and breach of prudence principles.

5. Increasing the organization's effectiveness and cost-efficiency.

The Company’s regulations and policies require the efforts to keep records and present financial reports in accordance with the accounting principles, which requires disclosure of the whole material transactions that affect the changes in the value of assets, liabilities, and capital. This must be executed to avoid financial abuse.

The internal control framework applies a layered defense approach, each of which works independently, as follows:

1. First Line of Defense is carried out by risk officer/units/functions of business/employees who carry out the Company’s daily operational activities, especially those that are the front line of the organization. All employees must be ensured to understand all policies, SOP established by the Company.

2. The Second Line of Defense is carried out by operational risk management, quality assurance, and compliance functions, which are responsible for developing, monitoring, and ensuring the adequacy of risk mitigation, policies, and procedures, ensuring coordination or facilities of overall risk management activities and supervising business functions in risk management policy corridor, SOP established by the Company.

3. The Third Line of Defense is carried out by an Internal Audit that will independently ensure that all residual risks have been managed in accordance with agreed risk tolerances.



Auditor EksternalExternal Auditor

Dalam rangka menjamin independensi atas penyajian laporan keuangan Perseroan serta pemenuhan ketentuan Pasal 68 ayat (1) sub (c) UUPT dan POJK No. 13/POJK.03/2017 tentang Penggunaan Jasa Akuntan Publik dan Kantor Akuntan Publik (KAP) dalam Kegiatan Jasa Keuangan, Laporan Keuangan Konsolidasian Perseroan untuk Tahun Buku yang berakhir tanggal 31 Desember 2020 telah diaudit dengan menggunakan jasa auditor eksternal independen yang telah ditunjuk oleh Perseroan, yaitu KAP Siddharta Widjaja & Rekan (KPMG), berdasarkan Surat Keputusan Sirkuler Pemegang Saham Perseroan sebagai Pengganti dari Rapat Umum Pemegang Saham Luar Biasa tertanggal 27 Oktober 2020. Penunjukan KAP sebagai Auditor Eksternal bagi Perseroan selama lima tahun terakhir adalah sebagai berikut:

Tahun Buku Fiscal Year

Kantor Akuntan Publik Public Accounting Firm

Nama Akuntan Name of Accountant

Jenis Jasa Type of Service

2020 KAP Siddharta Widjaja & Rekan Public Accounting Firm Siddharta Widjaja & Rekan

Rialiany Arista Ku, S.E., CPA Audit Laporan Keuangan Financial Statement Audit


Rialiany Arista Ku, S.E., CPA Audit Laporan Keuangan Financial Statement Audit


Novie, S.E., CPA Audit Laporan Keuangan Financial Statement Audit





In order to ensure the independence of the presentation of the Company’s financial statements and compliance with the provisions of Article 68 paragraph (1) sub (c) of the Company Law and POJK No. 13/POJK.03/2017 concerning the Use of Public Accountant and Public Accounting Firms Services (KAP) in Financial Services Activities, the Company’s Consolidated Financial Statements for the Financial Year ended December 31, 2020 have been audited using the services of an independent external auditor appointed by the Company, namely KAP Siddharta Widjaja & Rekan (KPMG), based on a Circular Resolution of the Company’s Shareholders in Lieu of the Extraordinary General Meeting of Shareholders dated October 27, 2020. The appointment of KAP as External Auditor for the Company for the last five years is as follows:



Manajemen RisikoRisk Management

Perseroan menjalankan kegiatan bisnis yang dipengaruhi oleh berbagai risiko. Direksi selalu berusaha melakukan kajian risiko untuk menetapkan kebijakan yang tepat dalam pengambilan keputusan. Seperti bidang usaha lainnya, bidang usaha Perseroan juga tidak lepas dari tantangan dan risiko secara makro dan mikro.

Penerapan manajemen risiko di Perseroan mengacu pada POJK No. 44/POJK.05/2020 tentang Penerapan Manajemen Risiko bagi Lembaga Jasa Keuangan Non-Bank, POJK No. 28/POJK.05/2020 tentang Penilaian Tingkat Kesehatan Lembaga Jasa Keuangan Non-Bank, SEOJK No. 15/SEOJK.05/2016 tentang Penerapan Tata Kelola Perusahaan yang Baik dan SEOJK No. 11/SEOJK.05/2020 tentang Penilaian Tingkat Kesehatan Perusahaan Pembiayaan dan Perusahaan Pembiayaan Syariah, mencakup hal-hal berikut:

1. Pengawasan aktif Direksi dan Dewan Komisaris

Pengawasan aktif Direksi dan Dewan Komisaris dilakukan pada penyusunan dan pelaksanaan kebijakan dan strategi manajemen risiko sesuai dengan tingkat risk appetite dan risk tolerance Perseroan, hal ini dapat dilihat dari pembentukan Komite yang aktif dalam mengawasi 8 (delapan) profil risiko.

2. Kecukupan kebijakan, prosedur, dan penetapan limit risiko Kebijakan dan prosedur manajemen risiko sudah cukup

mencakup 8 (delapan) profil risiko yang diatur dalam regulasi. Masing-masing profil risiko memiliki kebijakan dan prosedur yang diinventaris dalam situs web kebijakan internal Perseroan.

Penetapan limit risiko ditentukan melalui pendelegasian wewenang mencakup wewenang kredit yaitu kewenangan terkait persetujuan kredit, kewenangan biaya yaitu kewenangan terkait pengeluaran biaya yang terjadi maupun pemberian penetapan bunga, kewenangan operasional yaitu kewenangan terkait proses, dokumen, sumber daya manusia yang terlibat, dan penerapan sistem yang dinamis.

Hal lain menyangkut penetapan limit risiko adalah penetapan batas maksimum pemberian pembiayaan untuk intra-business yang terkait dengan Perseroan, limit pembiayaan per debitur dan konsentrasi risiko di setiap lini industri yang dibiayai.

3. Kecukupan proses, identifikasi, pengukuran, pemantauan dan pengendalian risiko

Identifikasi jenis risiko melekat (inherent) dilakukan atas setiap produk dan aktivitas usaha untuk mengetahui kemungkinan timbulnya risiko dan dampak yang diakibatkan.

The Company carries out business activities that are exposed to various risks. The Board of Directors always strives to conduct a risk study to establish the right policies in decision making. Like other business fields, the Company’s line of business is also inseparable from challenges and risks at macro and micro levels.

The application of risk management in the Company refers to POJK No. 44/POJK.05/2020 concerning Application of Risk Management for Non-Bank Financial Services Institutions, POJK No. 28/POJK.05/2020 concerning the Level of Soundness of Non-Bank Financial Service Institutions, SEOJK No.15/SEOJK.05/2016 concerning the Implementation of Good Corporate Governance and SEOJK No.11/SEOJK.05/2020 concerning Assessment of Soundness Level of Finance Companies and Sharia Finance Companies, covering the following:

1. Active Supervision of the Board of Directors and Board of Commissioners

Active supervision by the Board of Directors and the Board of Commissioners is carried out in the preparation and implementation of risk management policies and strategies in accordance with the level of risk appetite and risk tolerance of the Company. This can be seen from the establishment of an active Committee in overseeing 8 (eight) risk profiles.

2. Adequacy of policies, procedures, and determination of risk limits

Risk management policies and procedures are sufficient to include 8 (eight) risk profiles that are defined in regulations. Each risk profile has policies and procedures listed on the Company’s internal policy website.

Determination of risk limits is carried out through the delegation of authority which includes credit authority, that is the authority related to credit approval; cost authority, that is the authority related to expenses incurred as well as the provision of interest; operational authority, that is authority related to processes, documents, human resources involved, and the application of dynamic systems.

Other subject regarding setting the risk limit is the determination of the maximum limit of financing to intra-business related to the Company, financing limit per debtor, and risk concentration in every line of industry which is financed.

3. Adequacy of processes, identification, measurement, monitoring and risk control

Identification of the inherent risk type is conducted on each product and business activities to determine the potential risks and their impacts. Risk measurement is conducted



Pengukuran risiko dilakukan sebagai bahan evaluasi hasil penerapan manajemen risiko.

Pengukuran eksposur risiko dilakukan berdasarkan parameter risiko yang ditetapkan dan menyesuaikan dengan kompleksitas produk dan aktivitas Perseroan. Pemantauan dan pengendalian dilakukan pada eksposur risiko dan limit risiko serta pelaporan berkala kepada Komite Manajemen Risiko.

4. Sistem informasi manajemen risiko Perseroan memiliki data warehouse khusus pengelolaan

sistem informasi manajemen risiko dan didukung dengan ketersediaan program Statistical Analysis System (SAS) sebagai analytics tools untuk analisa data indikator risiko, forecast, fraud modeling, dan juga portfolio monitoring. Sistem informasi ini mendukung penelitian statistik dari indikator kredit yang ada yang digunakan dalam pembentukan skor per aplikasi baru yang masuk. Sistem informasi juga sangat membantu untuk menjaga kebersihan data sebagai komitmen pelaporan Sistem Layanan Informasi Keuangan (SLIK).

5. Sistem pengendalian internal yang menyeluruh Perseroan memiliki pertahanan 3 (tiga) lapis meliputi; lini

pertahanan pertama adalah seluruh karyawan, Business Unit Manager yang menerapkan etika, budaya manajemen risiko, integritas, dan ketentuan regulasi dalam objektif bisnis.

Lini pertahanan kedua adalah pihak yang melakukan pemeriksaan silang terhadap kepatuhan proses sesuai dengan kebijakan yang berlaku yaitu manajemen risiko, di antaranya adalah Quality Assurance, tim risiko operasional di kantor pusat dan Operational Risk Person di cabang, dan Kepala Divisi yang memeriksa dan menilai identifikasi risiko di lini pertahanan pertama dan mengawasi fungsi bisnis tetap dalam koridor kebijakan manajemen risiko dan sesuai dengan SOP Perseroan.

Pada lini pertahanan ketiga, didukung oleh tim audit internal sebagai pengawas internal yang memberikan penilaian independen mengenai risiko yang sudah dikelola sesuai toleransi risiko, serta mengevaluasi kontrol manajemen risiko terhadap kebijakan internal.

Jenis Risiko dan Mitigasi Risiko

Perseroan mengelompokkan risiko-risiko dan upaya mitigasinya sebagai berikut:

Risiko Strategi Risiko Strategi adalah risiko akibat ketidaktepatan dalam pengambilan dan/atau pelaksanaan suatu keputusan strategis serta kegagalan dalam mengantisipasi perubahan lingkungan bisnis.

Pengelolaan Risiko Strategi dilakukan melalui pengawasan aktif dari Dewan Komisaris dan Direksi. Direksi bertanggung jawab menyiapkan rencana bisnis Perseroan untuk kemudian dikaji dan disetujui oleh Dewan Komisaris. Selain itu, Direksi bertanggung

as an evaluation of the results of risk management implementation.

Measurement of risk exposure is carried out based on defined risk parameters and adjusts to the complexity of the Company’s products and activities. Monitoring and control are carried out on the risk exposure and risk limits as well as regular reporting to the Risk Management Committee.

4. Risk management information system The Company has a dedicated data warehouse that manages

risk management information systems and is supported by the availability of the Statistical Analysis System (SAS) program as an analytics tool for analyzing risk indicator data, forecasts, fraud modeling, and portfolio monitoring. This information system supports statistical research from existing credit indicators that are used in the formation of new scores per application entry. Information systems are also very helpful to maintain data cleanliness as a commitment to Financial Information Services System (SLIK) reporting.

5. Comprehensive internal control system The Company has 3 (three) lines of defense including; The

first line of defense is all employees, Business Unit Managers who implement ethics, risk management culture, integrity, and regulatory provisions in business objectives.

The second line of defense is cross-examination of compliance process in accordance with the prevailing policy of risk management, including Quality Assurance, operational risk team at head office and Operational Risk Person in the branch, and Division Heads who examine and assess risk identification in the first line of defense and supervise business functions remain within the corridors of risk management policies and in accordance with the Company’s SOP.

In the third line of defense, it is supported by an internal audit team as an internal supervisor who provides an independent assessment of risks that have been managed according to risk tolerance, as well as evaluates risk management controls on internal policies.

Types of Risk and Risk Mitigation

The Company classifies the risks which it faces as follows:

Strategy RiskStrategy Risk is the risk due to inaccuracy in making and/or implementing a strategic decision as well as failure to anticipate changes in the business environment.

Strategy Risk management is conducted through active supervision from the Board of Commissioners and Board of Directors. The Board of Directors is responsible for preparing the Company’s business plan to be reviewed and approved by the Board of Commissioners.



In addition, the Board of Directors is responsible for the monitoring and evaluation of performance indicators periodically.

Operational RiskOperational Risk is the risk due to inadequacy and/or malfunctioning of internal processes, human error, system failure, and/or external events that affect the operational activities of the Company.

Operational Risk management is conducted through:1. The 3 (three) lines of defense:

• The First Line of Defense, which is all employees, and Business Unit Managers who carry out all the established policies/SOP/SKEP.

• The Second Line of Defense, namely Operational Risk Person and Quality Assurance & other control functions which are owners of risk control/Division Head.

• The Third Line of Defense is Internal Audit as an internal supervisor.

2. Establish the Fraud Control Policy and the implementation of the Anti-Fraud Strategy as a preventive measure for internal and external cases of operational irregularities at the Company.

3. Establish a Business Continuity Plan (BCP) as guidance for the continuation of the Company’s operations in the event of disruption or disaster that affects the Company’s operational activities.

Liquidity RiskLiquidity Risk is the risk due to the inability of the Company to meet liabilities due from cash flow funding sources and/or from liquid assets that can be easily converted into cash, without disrupting the activities and financial condition of the Company.

Market RiskMarket Risk is the risk in the position of assets, liabilities, equity, and/or off-balance sheet accounts including derivative transactions due to overall changes in market conditions.

Asset and liabilities risk management are conducted:

1. The Company has an Asset and Liability Committee (ALCO) that actively monitors liquidity risk, interest rate risk, foreign currency risk, and the risk of duration gaps between assets and liabilities (mismatch risk).

2. Establish a hedging policy to minimize the effects of movements in interest rates and foreign currencies.

Compliance RiskCompliance Risk is the risk due to the Company not complying with and/or not implementing the laws and regulations. The main objective of risk management for Compliance Risk is to minimize the possibility of negative impacts from the Company’s behavior both as an institution and the work instruments of the Company that deviate or violate the provisions and/or statutory regulations.

jawab melakukan pemantauan dan evaluasi terhadap indikator performa secara berkala.

Risiko Operasional Risiko Operasional adalah risiko akibat ketidakcukupan dan/atau tidak berfungsinya proses internal, kesalahan manusia, kegagalan sistem, dan/atau adanya kejadian eksternal yang memengaruhi kegiatan operasional Perseroan.

Pengelolaan Risiko Operasional dilakukan melalui:1. Adanya pertahanan 3 (tiga) lapis, yaitu:

• Lini Pertahanan Pertama, yaitu seluruh karyawan, dan Bisnis Unit Manajer yang menjalankan semua kebijakan/SOP/SKEP yang ditetapkan.

• Lini Pertahanan Kedua, yaitu Operational Risk Person dan Quality Assurance & fungsi kontrol lainnya yaitu para pemilik kontrol risiko/Kepala Divisi.

• Lini Pertahanan Ketiga, adalah Audit Internal sebagai pengawas internal.

2. Menetapkan kebijakan Pengendalian Fraud dan Penerapan Strategi Anti-Fraud sebagai langkah pencegahan terjadinya kasus-kasus penyimpangan operasional pada interen dan eksternal Perseroan.

3. Menetapkan Business Continuity Plan (BCP) sebagai panduan kelanjutan operasional Perseroan ketika terjadi gangguan atau bencana yang berimbas pada kegiatan operasional Perseroan.

Risiko LikuiditasRisiko Likuiditas adalah risiko akibat ketidakmampuan Perseroan untuk memenuhi liabilitas yang jatuh tempo dari sumber pendanaan arus kas dan/atau dari aset likuid yang dapat dengan mudah dikonversi menjadi kas, tanpa mengganggu aktivitas dan kondisi keuangan Perseroan.

Risiko Pasar Risiko Pasar adalah risiko pada posisi aset, liabilitas, ekuitas, dan/atau rekening administratif termasuk transaksi derivatif akibat perubahan secara keseluruhan dari kondisi pasar.

Pengelolaan risiko aset dan liabilitas yang dilakukan Perseroan adalah:1. Perseroan telah memiliki Komite Aset dan Liabilitas (ALCO)

yang secara aktif melakukan pengawasan terhadap risiko likuiditas, risiko perubahan suku bunga, risiko pergerakan mata uang asing, dan risiko terhadap gap antara jangka waktu aset dan kewajiban.

2. Menetapkan kebijakan lindung nilai untuk meminimalisir efek dari pergerakan suku bunga dan mata uang asing.

Risiko KepatuhanRisiko Kepatuhan adalah risiko akibat Perseroan tidak mematuhi dan/atau tidak melaksanakan peraturan perundang-undangan dan ketentuan. Tujuan utama manajemen risiko untuk Risiko Kepatuhan adalah untuk meminimalkan kemungkinan dampak negatif dari perilaku Perseroan baik secara instansi maupun perangkat kerja dari Perseroan yang menyimpang atau melanggar



dari ketentuan dan/atau peraturan perundang-undangan. Adapun penerapan manajemen risiko terhadap Risiko Kepatuhan ini dilakukan Perseroan dengan cara adanya pengawasan aktif dari Direksi dan Dewan Komisaris melalui Komite Manajemen Risiko.Perseroan telah memiliki fungsi kepatuhan yang independen dan tidak rentan terhadap konflik kepentingan.

Risiko HukumRisiko Hukum adalah risiko yang timbul akibat tuntutan hukum dan/atau kelemahan aspek hukum.

Tujuan utama manajemen risiko untuk Risiko Hukum adalah untuk meminimalkan kemungkinan dampak negatif dari kelemahan aspek yuridis, ketiadaan dan/atau perubahan peraturan perundang-undangan dan proses litigasi.

Risiko ReputasiRisiko Reputasi adalah risiko akibat menurunnya tingkat kepercayaan pemangku kepentingan yang bersumber dari persepsi negatif terhadap Perseroan.

Pengelolaan Risiko Reputasi bertujuan untuk meminimalisir dampak kerugian dari menurunnya tingkat kepercayaan pemangku kepentingan (stakeholder) yang timbul karena adanya pemberitaan media dan/atau rumor mengenai Perseroan yang bersifat negatif, serta komunikasi Perseroan yang kurang efektif. Risiko Reputasi dikelola melalui:1. Pengawasan aktif Direksi dan Dewan Komisaris

Risiko Reputasi dibahas dalam meeting Customer Experience Committee yang dihadiri oleh Direksi, anggota Dewan Komisaris, serta unit terkait. Pembahasannya antara lain, penanganan pengaduan dan pemberitaan negatif terhadap Perseroan.

2. Sumber Daya Perseroan telah memiliki Sekretaris Perusahaan yang

menjalankan fungsi kehumasan dan menindaklanjuti pemberitaan negatif atau kejadian lainnya yang mempengaruhi reputasi Perseroan dan juga mengkomunikasikan informasi yang dibutuhkan oleh pemangku kepentingan (stakeholder). Selain daripada Sekretaris Perusahaan, Perseroan juga telah memiliki unit kerja terkait penanganan pengaduan konsumen disertai dengan mekanisme pengaduan.

3. Kebijakan Penjabaran kebijakan penanganan pengaduan dituangkan

dalam bentuk kebijakan dan SOP. Mekanisme pengaduan yang diterapkan oleh Perseroan antara lain:• Walk in customer (penerimaan keluhan konsumen yang

datang langsung ke kantor Perseroan)• Hotline JACCS MPM Finance Indonesia: 1500309• Email ke: [email protected]• Mengirimkan pesan atau komentar pada Media Sosial• Menghubungi nomor telepon kantor pusat: 021-29710100• Mengirimkan surat resmi kepada Perseroan.

The implementation of risk management for Compliance Risk is carried out by the Company by means of active supervision from the Board of Directors and the Board of Commissioners through the Risk Management Committee. The Company has an independent compliance function and is not prone to conflicts of interest.

Legal RiskLegal Risk is risk that arises as a result of legal claims and/or weaknesses in legal aspects.

The main objective of risk management for Legal Risk is to minimize the possible negative impact from weaknesses in juridical aspects, absence and/or changes in laws and regulations and the litigation process.

Reputation RiskReputation Risk is the risk due to a decrease in the level of stakeholders' trust derived from negative perceptions of the Company.

Reputation Risk management aims to minimize the impact of losses from decreased levels of stakeholders' trust that arise due to negative media coverage and/or rumors about the Company, as well as ineffective communication of the Company. Reputation Risk is managed through:

1. Active supervision by the Board of Directors and the Board of Commissioners

Reputation risk is discussed in the Customer Experience Committee meeting which is attended by the Board of Directors, members of the Board of Commissioners, and related units. The discussion includes the handling of complaints and negative news against the Company.

2. Resources The Company has a Corporate Secretary who carries out the

public relations function and follows up on negative news or other events that affect the Company’s reputation and also communicates information needed by stakeholders. Apart from the Corporate Secretary, the Company also has a work unit related to handling consumer complaints accompanied by a complaint mechanism.

3. Policy The description of the complaint handling policy is outlined

in the form of a policy and SOP. The complaint mechanisms implemented by the Company include:• Walk in customer (acceptance of the complains from the

customers who directly come to the Company's office)• JACCS MPM Finance Indonesia Hotline: 1500309• Email to: [email protected]• Send messages or comments on Social Media• Contact head office telephone number: 021-29710100• Send an official letter to the Company.



Risiko Pembiayaan (Risiko Kredit) Perseroan menghadapi Risiko Pembiayaan, yaitu ketidak mampuan debitur untuk membayar kembali fasilitas pembiayaan yang diberikan. Risiko ini timbul jika struktur pembiayaan kredit, kelayakan konsumen dan piutang tidak dikelola secara hati-hati.

Pengelolaan Risiko Kredit bertujuan untuk mengukur, mengantisipasi dan meminimalisir kerugian akibat kegagalan konsumen dalam memenuhi kewajibannya. Risiko Kredit dikelola melalui:1. Kebijakan pembiayaan Penjabaran kebijakan pembiayaan secara operasional

dituangkan dalam bentuk SOP. Proses pengelolaan pembiayaan diawali dengan penetapan target market, melakukan risk assessment dan monitoring atas pemberian pembiayaan. Perseroan menerapkan prinsip kehati-hatian dalam pemberian pembiayaan, dimana fungsi analisa kredit dilakukan oleh unit bisnis dan unit manajemen risiko yang independen.

2. Persetujuan pembiayaan Dalam menilai aplikasi pembiayaan, Perseroan mengacu

pada regulasi dan prinsip kehati-hatian, diantaranya berdasarkan faktor penilaian kemampuan membayar, prospek usaha dan kinerja debitur. Implementasi sistem credit scoring telah diterapkan pada segmen bisnis retail. Model credit scoring secara berkala dilakukan validasi untuk memastikan keakuratannya. Untuk mempercepat proses persetujuan pembiayaan, Perseroan telah memberikan kewenangan persetujuan pembiayaan kepada pejabat yang ditunjuk berdasarkan kualifikasi tertentu.

3. Pemantauan kredit Pemantauan pembiayaan pada segmen korporasi dilakukan

secara terstruktur dan komprehensif dalam memantau kinerja debitur, sehingga dapat segera dilakukan penanganan dini untuk mencegah penurunan kualitas pembiayaan debitur. Pemantauan untuk pembiayaan retail dilakukan pada tingkat portofolio melalui analisa portofolio. Perseroan juga melakukan pemantauan secara berkala terhadap pejabat pemegang kewenangan persetujuan kredit.

4. Collection dan recovery Perseroan secara khusus menjalankan kebijakan

penanganan collection dan recovery yang dibuat secara lebih terfokus, sistematis, agresif dan terintegrasi berdasarkan jenis produk dan masing-masing bucket collection.

Evaluasi Efektivitas Penerapan Sistem Manajemen Risiko

Berdasarkan hasil penilaian sendiri sesuai dengan POJK No. 28/POJK.05/2020 tentang Penilaian Tingkat Kesehatan Lembaga Jasa Keuangan Non-Bank dan SEOJK No. 11/SEOJK.05/2020 tentang Penilaian Tingkat Kesehatan Perusahaan Pembiayaan dan Perusahaan Pembiayaan Syariah, peringkat faktor profil risiko Perseroan untuk tahun 2020 berada pada peringkat 2 (dua) “Sedang Rendah”.

Financing Risk (Credit Risk)The Company faces Financing Risk, namely the debtor’s inability to repay the financing facilities which is provided. This risk arises if the structure of credit financing, consumer eligibility and receivables are not managed carefully.

Credit Risk management aims to measure, anticipate, and minimize losses due to customer’s failure in fulfilling its obligations. Credit Risk is managed through:

1. Financing policy The description of the operational financing policy is outlined

in the form of SOP. The financing management process begins with the determination of the target market, risk assessment, and monitoring of the provision of financing. The Company applies the principle of prudence in the provision of financing, where credit analysis functions are conducted by independent business units and risk management units.

2. Credit approval In assessing financing applications, the Company refers

to the regulations and the principle of prudence, based on the assessment on the factors such as the debtor’s ability to pay, business prospects and business performance. Implementation of the credit scoring system has been applied to the retail business segment. The credit scoring model is periodically validated to ensure its accuracy. To accelerate the credit approval process, the Company has given the authority of financing approval to appointed officials based on certain qualifications.

3. Credit monitoring Monitoring of financing in the corporate segment is carried

out in a structured and comprehensive manner in monitoring the performance of debtors so that early management can be done immediately to prevent a decline in the quality of financing. Monitoring for retail financing is carried out at the portfolio level through portfolio analysis. The Company also conducts periodic monitoring of officials holding credit approval authority.

4. Collection and recovery The Company specifically implements collection and

recovery policies that are made in a more focused, systematic, aggressive, and integrated way based on the product type and each bucket collection.

Evaluation of the Implementation of Risk Management Systems

Based on the results of self-assessment in accordance with POJK No. 28/POJK.05/2020 concerning the Level of Soundness of Non-Bank Financial Service Institutions and SEOJK No. 11/SEOJK.05/2020 concerning the Assessment of Soundness Level of Finance Companies and Sharia Finance Companies, the rating of the Company’s risk profile for 2020 is in the level of 2 (two) "Moderate to Low".



Perkara Penting Legal Cases

Sanksi AdministratifAdministrative Sanctions

Program Kepemilikan Saham oleh Karyawan atau ManajemenManagament and Employee Stock Option Program

Akses Informasi dan Data PerseroanAccess to Information and Data of the Company

Pada tahun 2020, tidak terdapat perkara penting yang dihadapi oleh Perseroan, anggota Direksi maupun anggota Dewan Komisaris.

In 2020, there were no important cases faced by the Company, members of the Board of Directors or members of the Board of Commissioners.

In 2020, the Company received an administrative sanction in the form of a fine of IDR20,500,000 for corrections of the data to the Financial Information Service System (SLIK).

As of the end of 2020, the Company did not have a Management and Employee Stock Option Program.

The Company continues to be committed to providing access to stakeholders regarding the Company’s performance as part of the application of the principle of transparency. Throughout 2020, the availability of information relating to the Company can be accessed or can be reached, among others through: • Website: www.jaccs-mpmfinance.com • Email: [email protected] • Investor Relations:

[email protected]• Hotline: 1500309 • Social Media:

Facebook : @jaccsmpmfinance Instagram : @jaccs_mpmfinance LinkedIn : JACCS MPM Finance Indonesia

Pada tahun 2020, Perseroan menerima sanksi administratif berupa denda sebesar Rp20.500.000 atas pelanggaran koreksi Sistem Layanan Informasi Keuangan (SLIK).

Sampai akhir tahun 2020, Perseroan belum memiliki program kepemilikan saham oleh karyawan ataupun manajemen.

Perseroan terus berkomitmen untuk menyediakan akses kepada para pemangku kepentingan terkait kinerja Perseroan sebagai bagian dari penerapan prinsip transparansi. Sepanjang 2020, ketersediaan informasi yang berkaitan dengan Perseroan dapat diakses atau dapat menghubungi antara lain:• Situs web: www.jaccs-mpmfinance.com • Email: [email protected] • Hubungan investor:

[email protected]• Hotline: 1500309 • Media sosial:

Facebook : @jaccsmpmfinance Instagram : @jaccs_mpmfinance LinkedIn : JACCS MPM Finance Indonesia



Kode Etik Code of Conducts

Kode Etik (Code of Conduct) merupakan seperangkat aturan Perseroan yang menjelaskan nilai dan aturan bisnis standar yang menjadi pedoman bagi karyawan untuk bekerja dengan mengedepankan aspek-aspek integritas, tertib dan disiplin yang diwujudkan untuk mencegah terjadinya tindakan penyelewengan atau fraud oleh seluruh insan Perseroan.

Etika Bisnis

1. Direksi, Dewan Komisaris dan karyawan Perseroan dilarang menawarkan atau memberikan sesuatu, baik langsung maupun tidak langsung kepada pihak lain untuk mempengaruhi pengambilan keputusan yang terkait dengan transaksi pembiayaan dan/atau kegiatan operasional Perseroan lainnya, dengan melanggar ketentuan perundang-undangan yang berlaku.

2. Direksi, Dewan Komisaris, dan karyawan Perseroan dilarang menerima sesuatu untuk kepentingan pribadinya dengan melanggar ketentuan perundang-undangan yang berlaku, baik langsung maupun tidak langsung, dari siapa pun, yang dapat mempengaruhi pengambilan keputusan yang terkait dengan transaksi pembiayaan dan/atau kegiatan operasional Perseroan lainnya.

Etika Perusahaan

Lingkup etika bisnis Perseroan wajib mencakup upaya yang mendorong terbinanya hal-hal berikut yang mencakup, namun tidak terbatas pada:1. Komitmen: Perseroan memberikan komitmen untuk

menjunjung tinggi dan menegakkan standar etika yang tinggi di setiap jenjang Perseroan.

2. Kompetensi: Perseroan wajib membangun dan mengasah kompetensi dalam menjalankan kegiatan bisnisnya.

3. Kepatuhan: Perseroan menerapkan sebuah sistem kepatuhan untuk menerapkan standar etika Perseroan yang mewajibkan pegawai Perseroan pada setiap jajaran untuk mematuhi peraturan Perseroan yang berlaku.

4. Komunikasi: Perseroan menerapkan suatu mekanisme komunikasi perihal etika bisnis yang jelas dan berkesinambungan agar dapat membangun budaya etika tinggi dalam Perseroan.

5. Konsistensi: Perseroan mengadakan mekanisme penghargaan maupun sanksi atas tindakan yang menyangkut etika yang jelas, adil, dan konsisten.

6. Kontrol: Perseroan menjalankan sistem pengawasan dan pengendalian efektif untuk mengidentifikasi pelanggaran etika dan melakukan pencegahan atas terjadinya pelanggaran etika tersebut.

7. Kepeloporan: Perseroan menghargai pegawai/karyawan yang bertindak selaku pelopor dalam penegakan standar etika yang tinggi.

Ketentuan terkait Etika Bisnis dan Etika Perusahaan di atas berlaku bagi seluruh insan Perseroan tanpa terkecuali.

Sosialisasi Kode Etik dan Upaya Penegakkan

Perseroan mensosialisasikan mengenai kode etik melalui Pakta Integritas karyawan setiap tahunnya, dan seluruh karyawan berkomitmen untuk melaksanakan Pakta Integritas dengan sebaik-baiknya.

The Code of Conduct is a set of the Company rules that explain the values and standard business rules that serve as guidelines for employees to work by prioritizing aspects of integrity, order and discipline which are realized to prevent fraud by all Company personnel.

Business Ethics

1. The Board of Directors, Board of Commissioners and employees of the Company are prohibited from offering or providing anything, either directly or indirectly to other parties to influence the decision making related to financing transactions and/or other operational activities of the Company, in violation of the prevailing laws and regulations.

2. The Board of Directors, Board of Commissioners and employees of the Company are prohibited from receiving anything for its own personal interest in violation of the prevailing statutory provisions, whether direct or indirect, from any person, which may affect decision making related to financing transactions and/or other operational activities of the Company.

Corporate Ethics

The scope of the Company’s business ethics must include efforts to encourage the development of the following items which include, but are not limited to:1. Commitment: The Company commit itself to uphold and

enforce high ethical standards at every level of the Company.

2. Competence: The Company must build and hone competence in carrying out its business activities.

3. Compliance: The Company implements a compliance system to enforce the Company’s ethical standards in which the Company’s employees are required to comply with applicable Company regulations.

4. Communication: The Company applies a communication mechanism regarding clear and sustainable business ethics to build a high ethical culture within the Company.

5. Consistency: The Company operates a mechanism of rewards and sanctions for actions involving clear, fair, and consistent ethics.

6. Control: The Company implements effective monitoring and control system to identify ethical violations and to prevent the occurrence of such ethical violations.

7. Pioneering: The Company appreciates the officer/employee who acts as a pioneer in the enforcement of high ethical standards

The provisions related to Business Ethics and Company Ethics above apply to all Company personnel without exception.

Code of Conduct Socialization and Enforcement Efforts

The Company socializes the Code of Conducts through the employee Integrity Pact every year, and all employees are committed to implementing the Integrity Pact as well as possible.



Sistem Pelaporan Pelanggaran Whistleblowing System

Sistem pelaporan merupakan sistem yang disediakan bagi karyawan, pelanggan atau pihak lainnya untuk memperkuat pendeteksian tindakan pelanggaran disiplin serta menyediakan sarana bagi pegawai untuk menyampaikan pelanggaran di Perseroan. Perseroan menerapkan sistem whistleblowing meliputi hal-hal sebagai berikut:

Perlindungan bagi Pelapor

Perseroan memberikan perlindungan kepada pelapor, guna menumbuhkan rasa aman dan mendorong pelapor (untuk berani melaporkan pelanggaran).

Kerahasiaan

Perseroan menjamin rahasia identitas pelapor dan seluruh informasi yang dilaporkan oleh pelapor.

Cakupan Pelaporan

Tindakan pelanggaran yang dapat dilaporkan antara lain adalah: • Fraud (Internal atau Eksternal Fraud);• Pelanggaran hukum;• Kesalahan operasional yang signifikan;• Pelanggaran peraturan Perseroan;• Pelanggaran kode etik;• Pelanggaran benturan kepentingan.

Mekanisme Pengaduan dan Pihak yang Mengelola Pengaduan

Perseroan menunjuk pihak atau satuan kerja yang menangani, menginvestigasi dan menyelesaikan pengaduan. Pihak atau satuan kerja yang ditunjuk dapat berasal dari satuan pengendalian fraud, manajemen risiko operasional, audit internal, sumber daya manusia dan/atau satuan kerja kepatuhan.

Media Pelaporan

Perseroan menyediakan media atau sarana pelaporan yang dapat digunakan oleh pelapor baik berupa media email, faksimile, telepon atau sarana lain yang disediakan Perseroan. Fungsi pengelola sistem whistleblowing dalam proses menyortir pelaporan, verifikasi kebenaran atas pelaporan, serta melaporkan pihak terkait sesuai dengan kebijakan yang berlaku. Setiap laporan yang diterima beserta hasil investigasi akan diregistrasi dan dilaporkan kepada manajemen dan Komite Operation Risk Management secara berkala.

The whistleblowing system is a system provided for employees, customers or other parties to strengthen the detection of disciplinary violations and provide a means for employees to report violations in the Company. The Company implements a whistleblowing system which includes the following:

Protection for Whistleblower

The Company provides protection to whistleblowers, in order to foster a sense of security and encourage whistleblowers (to dare to report violations).

Confidentiality

The Company guarantees the confidentiality of the whistleblowers’ identity and all information reported by the whistleblowers.

Reporting Coverage

Acts of violation that can be reported are among others: • Fraud (Internal or External Fraud); • Violation of the law; • Significant operational errors; • Violation of Company regulations; • Violation of the Code of Conducts; • Violation of conflicts of interest.

Reporting Mechanism and the Party Managing the Report

The Company designates a party or unit of work that handles, investigates, and solves the reports. The designated party or work unit may come from a work unit of fraud control, operational risk management, internal audit, human resources, and/or compliance.

Media Reporting

The Company provides media or reporting facilities that can be used by the whistleblowers either in the form of email media, facsimile, telephone, or other facilities provided by the Company. Whistleblowing system management functions in the process of sorting reports, verifying the truth of the report and reporting related parties in accordance with applicable policies. Every report received along with the results of the investigation will be registered and reported to management and the Operation Risk Management Committee periodically.



Kebijakan Anti-Fraud Anti-Fraud Policy

Kebijakan Pengadaan Procurement Policy

Perseroan berupaya menciptakan praktik bisnis yang bersih dan menjauhi segala bentuk kecurangan serta memenuhi seluruh aspek regulasi yang berlaku di Indonesia. Hal tersebut diwujudkan dengan implementasi Kebijakan Pengendalian Fraud dan Penerapan Strategi Anti-Fraud, yang wajib ditaati oleh seluruh karyawan Perseroan dalam menjalankan tugas dan tanggung jawabnya.

Perseroan memastikan bahwa barang dan/atau jasa yang diperlukan diperoleh dengan harga yang kompetitif, memiliki kualitas yang baik dan tidak terdapat benturan kepentingan pada pelaksanaannya. Perseroan telah memiliki kebijakan yang mengatur mengenai prinsip-prinsip pengadaan, mekanisme pengadaan barang dan/atau jasa dan kriteria yang diperlukan dalam memilih pemasok.

Seleksi dan Evaluasi Vendor/Pemasok

Dalam proses pengadaan, Perseroan wajib melakukan penilaian terhadap kriteria, kinerja dan kelayakan vendor. Pemilihan vendor dapat dilakukan melalui penunjukan langsung, pemilihan langsung dan tender kompetitif. Metode pemilihan vendor dapat dilakukan sesuai dengan kebijakan Perseroan.

The Company strives to create clean business practices and avoid all forms of fraud and fulfill all aspects of regulations that prevail in Indonesia. This is realized by the implementation of the Fraud Control Policy and the implementation of the Anti-Fraud Strategy, which must be obeyed by all the employees of the Company in carrying out their duties and responsibilities.

The Company ensures that the necessary goods and/or services are obtained with competitive price and good quality and without any conflict of interest. The Company has a policy governing the principles of procurement, the mechanism of procurement of the goods and/or services and criteria required in selecting suppliers.

Selection and Evaluation of Vendor/Supplier

In the procurement process, the Company is required to conduct an assessment on the criteria, performance, and eligibility of vendors. The selection of vendors can be done through direct appointments, direct selection, and competitive tenders. The vendor selection method can be done in accordance with the Company’s policy.

Pelaporan Pelanggaran Tahun 2020

Sepanjang tahun 2020, terdapat 1 (satu) pengaduan whistleblowing yang masuk terkait pelanggaran, dan telah ditindaklanjuti oleh unit kerja Financial Crime, Fraud and Operational Risk Management. Kebijakan Anti-Fraud Perseroan berupaya menciptakan praktik bisnis yang bersih dan menjauhi segala bentuk kecurangan serta memenuhi seluruh aspek regulasi yang berlaku di Indonesia. Hal tersebut diwujudkan dengan implementasi Kebijakan Pengendalian Fraud dan Penerapan Strategi Anti-Fraud, yang wajib ditaati oleh seluruh karyawan Perseroan dalam menjalankan tugas dan tanggung jawabnya.

Whistleblowing Reports in 2020

Throughout 2020, there were 1 (one) whistleblowing complaint that was submitted related to violations, and this has been followed up by the Financial Crime, Fraud and Operational Risk Management work unit.The Company’s Anti-Fraud Policy seeks to create clean business practices and avoid all forms of fraud and comply with all aspects of prevailing regulations in Indonesia. This is manifested by the implementation of the Fraud Control Policy and the implementation of the Anti-Fraud Strategy, which all employees of the Company must comply with in carrying out their duties and responsibilities.



Pemangku Kepentingan Stakeholders

Para pemangku kepentingan adalah bagian yang tidak bisa dipisahkan dari perjalanan dan pertumbuhan usaha Perseroan. Para pemangku kepentingan adalah pihak yang bisa memberikan sekaligus menerima dampak dalam perjalanan usaha Perseroan. Kami ingin menciptakan hubungan yang harmonis dan bersama-sama dalam mencapai tujuan kesejahteraan. Dengan memberikan nilai tambah kepada seluruh pemangku kepentingan itu artinya kami telah berada di jalan yang benar dalam mencapai tujuan-tujuan untuk kemajuan Perseroan.

Kami telah mengidentifikasi siapa saja pemangku kepentingan yang relevan, yaitu: Konsumen, Karyawan, Regulator (Pemerintah), Masyarakat, Pemegang saham, Rantai Pasokan (supplier), dan Media. Melalui berbagai sarana komunikasi, baik interaksi di media sosial, layanan customer service, komunikasi dengan karyawan di internal Perseroan, interaksi di seluruh wilayah operasional, pertemuan dengan investor dan semua regulator yang terkait kami menyerap informasi berupa keluhan, harapan dan masukan untuk perbaikan dan kemajuan bisnis yang kami jalankan. Semua aspirasi tersebut kami tampung untuk kami kelola lebih lanjut.

Kami telah mengidentifikasi para pemangku kepentingan yang relevan sebagai berikut:


Dasar PemilihanBasis of Selection

Pendekatan keterlibatanEngagement Approach

Isu/Topik yang dikemukakanIssues/Topics Raised

Respons PerseroanResponse of the Company

Konsumen

Consumers

Kepuasan konsumen menentukan pertumbuhan usaha.

Consumer satisfaction to determine business growth.

Komunikasi sehari-hari di showroom/dealer, front office cabang, call centre, dan media sosial.

Daily communications in showroom/dealer, branch front offices, call centre, and social media.

Kualitas pelayanan kepada konsumen, keterbukaan informasi terkait produk, menjaga kerahasiaan identitas konsumen.

Quality of service to customers, disclosure of product-related information, maintaining the confidentiality of customer identities.

Memberikan informasi mengenai produk dan layanan kepada konsumen melalui selebaran/poster di front office dan media sosial.

Provide information about products and services to customers through leaflets/posters at the front office and social media.

Karyawan

Employees

Aset perusahaan yang penting dan perlu dikembangkan terus.

Important company assets that need to be developed continuously.

Kegiatan kerja setiap hari, pertemuan berkala, pengembangan karier.

Daily work activities, regular meetings, career development.

Kesejahteraan karyawan dan Kesehatan dan Keselamatan Kerja (K3), pengembangan karyawan.

Employee welfare and Occupational Health and Safety (K3), employee development.

Memberi asuransi atau BPJS, melengkapi sarana dan prasarana K3, pendidikan dan pelatihan.

Provide insurance or BPJS (National Social Security), complete K3 facilities and infrastructure, education and training.

Masyarakat

Community

Pihak yang berpotensi terdampak atas kegiatan operasional.

Parties that are potentially affected by operational activities.

Literasi dan edukasi keuangan, pelaksanaan kegiatan CSR.

Financial literacy and education, implementation of CSR activities.

Dampak nyata yang positif.

Positive real impact.

Pemberian literasi dan edukasi, dan kegiatan CSR.

Providing literacy and education, and CSR activities.

Stakeholders are an inseparable part of the Company’s journey and business growth. Stakeholders are parties who can provide and receive an impact of the Company’s business journey. We want to create harmonious and common relationships in achieving the goals of prosperity. By providing added value to all stakeholders, it means that we are on the right track in achieving the goals for the advance of the Company.

We have identified the relevant stakeholders, namely: Consumers, Employees, Regulators (Government), Community, Shareholders, Supply Chain (suppliers), and the Media. Through various means of communication, both interactions on social media, customer service, communication with employees within the Company, interactions in all operational areas, meetings with investors and all related regulators, we absorb information in the form of complaints, expectations and input for business improvement and progress. We accommodate all of these aspirations for further management of it.

We have identified the following relevant stakeholders:




Dasar PemilihanBasis of Selection

Pendekatan keterlibatanEngagement Approach

Isu/Topik yang dikemukakanIssues/Topics Raised

Respons PerseroanResponse of the Company

Pemerintah

Government

Kepatuhan peraturan.

Regulatory compliance.

Pemenuhan peraturan dan perundang-undangan.

Comply with laws and regulations,

Kepatuhan terhadap peraturan dan perundang-undangan.

Comply with laws and regulations.

Memenuhi setiap ketentuan yang berlaku.

Comply with each prevailing provision.

Pemegang saham/ Investor

Shareholder/Investor

Organ tertinggi dalam RUPS, Dukungan investasi.

Highest organ in GMS, Investment support.

Penyampaian informasi dan laporan secara berkala melalui RUPS, Laporan Tahunan, dan keterbukaan informasi.

Delivery of information and reports periodically through GMS, Annual Report, and information disclosure.

Pencapaian kinerja Perseroan.

Performance achievement of the Company.

Melalui pengelolaan perusahaan yang baik dapat meningkatkan kinerja keuangan.

A proper management of the company may increase financial performance.

Pemasok Utama (Principal) dan Pemasok lainnya

Principal Supplier and other Suppliers

Mitra kerja penunjang kelancaran operasional usaha.

Business partner to support operations.

Proses tender, evaluasi atau review bersama.

Tender, evaluation or joint review processes.

Kemudahan dan perlakuan yang sama, Kepatuhan.

Convenience and equal treatment, Compliance.

Perlakuan inklusif bagi semua mitra, memberi keterbukaan informasi.

Inclusive treatment for all partners, providing information disclosure.

Media Sarana komunikasi, publikasi/ keterbukaan informasi.

Channels of communication, publication/information disclosure.

Situs web, media sosial.

Website, social media.

Keterbukaan informasi.

Information disclosure.

Bekerja sama melalui saluran media yang tersedia, baik karena ketentuan regulasi maupun kepentingan Perseroan.

Working closely through available media channels, both in meeting regulations and the Company’s interest.

Melalui pendekatan-pendekatan dengan para pemangku kepentingan tersebut, kami mengolah semua informasi, harapan, keluhan, masukan dan saran untuk perbaikan dan kemajuan ke depannya. Dengan mempertimbangkan kapasitas Perseroan dan prioritas, yaitu yang mempunyai pengaruh atau kepentingan yang penting terhadap Perseroan, kami meresponnya dengan mengeluarkan kebijakan dan program-program untuk bisa meningkatan peran serta dalam memberikan nilai tambah bagi seluruh pemangku kepentingan.

Melalui proses pemetaan pemangku kepentingan, kami mendapatkan harapan-harapan yang berkembang yang perlu tanggapi sebagai wujud menciptakan nilai tambah bagi seluruh pemangku kepentingan. Adapun harapan-harapan yang dimaksud dapat dilihat pada tabel di atas.

Dari tabel di atas bisa dilihat isu Sosial, Ekonomi, dan Lingkungan yang sesuai dengan kebutuhan pemangku kepentingan dan dianggap relevan oleh Perseroan.

Through these approaches with such stakeholders, we process all information, expectations, complaints, input and suggestions for improvement and progress in the future. By considering the Company’s capacity and priorities, those with an important influence or interest in the Company, we respond to this by issuing policies and programs to increase participation in providing added value for all stakeholders.

Through the stakeholder mapping process, we get growing expectations that need to be responded to as a form of creating added value for all stakeholders. The expectations referred to can be seen in the table above.

From the table above, we can see that Social, Economic and Environmental issues are in accordance with the needs of stakeholders and are considered relevant by the Company.

Tanggung Jawab Sosial PerusahaanCorporate Social Responsibility

Kinerja Keberlanjutan Sustainability Performance


Membangun Budaya BerkelanjutanBuilding a Sustainable Culture

Kinerja KeberlanjutanSustainability Performance

Seluruh elemen Perseroan memiliki tanggung jawab dalam menjalankan bisnis yang berkelanjutan dan dalam hal ini secara khusus Sekretaris Perusahaan bertanggung jawab atas implementasi keuangan berkelanjutan. Tata kelola usaha yang bertanggung jawab terhadap aspek sosial (tenaga kerja, konsumen, masyarakat) dan lingkungan menjadi pedoman bagi Perseroan dalam menjalankan bisnis yang berkelanjutan.

Dalam membangun budaya keberlanjutan Perseroan akan terus melakukan sosialisasi, pembangunan kapasitas melalui seminar dan training yang sesuai dengan kebutuhan. Perseroan juga telah melakukan sosialisasi dan pelatihan internal “Implementasi Keuangan Berkelanjutan sesuai POJK No. 51/POJK.03/2017” pada tanggal 4 Desember 2020.

Perseroan menyadari setiap hasil yang diperoleh Perseroan dalam meningkatkan pertumbuhan usaha tidak akan berjalan lancar tanpa dukungan seluruh pemangku kepentingan. Oleh karena itu, Perseroan berupaya membangun hubungan yang harmonis dan saling menguntungkan dengan para pemangku kepentingan. Salah satunya adalah melalui program-program tanggung jawab sosial perusahaan (Corporate Social Responsibility/CSR) dengan mengacu kepada Undang-Undang Perseroan Terbatas (UUPT) dan Peraturan Pemerintah No. 47 tahun 2012 tentang Tanggung Jawab Sosial dan Lingkungan Perseroan Terbatas. Melalui sejumlah kegiatan CSR, Perseroan merencanakan pengembangan bisnis yang berkelanjutan dan bersinergi dengan lingkungan sekitar, serta dapat memberikan manfaat yang luas kepada seluruh pemangku kepentingan.

Landasan Penerapan CSR

Perseroan memiliki empat pokok pilar yang menjadi landasan penerapan CSR sebagai berikut: 1. Sahabat Rakyat (Pilar Ekonomi) merupakan bentuk

kepedulian Perseroan terhadap pemberdayaan masyarakat khususnya dalam bidang usaha kecil menengah.

2. Sahabat Cerdas (Pilar Pendidikan) mencakup kegiatan yang mendukung kegiatan pendidikan.

3. Sahabat Sehat (Pilar Kesehatan) merupakan bentuk kepedulian Perseroan dalam bidang kesehatan.

4. Sahabat Hijau (Pilar Lingkungan) merupakan bentuk kepedulian Perseroan terhadap lingkungan sekitar baik internal maupun eksternal.

All elements of the Company have a responsibility in running a sustainable business and in this case the Corporate Secretary in particular is responsible for the implementation of sustainable finance. Responsible business governance towards social aspects (manpower, consumers, community) and the environment has become the guidelines for the Company in carrying out a sustainable business.

In building a culture of sustainability, the Company will continue to conduct socialization and build capacity through seminars and training when deemed necessary. The Company has also conducted socialization and internal training "Implementation of Sustainable Finance in accordance with POJK No.51/POJK.03/2017" on December 4, 2020.

The Company realizes that every achievement in increasing business growth will not run smoothly without the support of all stakeholders. Therefore, the Company strives to build a harmonious and mutually beneficial relationship with its stakeholders. One of them is through Corporate Social Responsibility (CSR) programs with reference to the Limitied Liability Company Law and Government Regulation No. 47 of 2012 concerning Social and Environmental Responsibility of Limited Liability Companies. Through a number of CSR activities, the Company plans to develop a sustainable business which is synergized with the surrounding environment, and may provide broad benefits to all stakeholders.

Basis for CSR Implementation

The Company has four main pillars which become the basis for implementing CSR as follows: 1. Sahabat Rakyat (Economic Pillar) is a form of the Company’s

concern to the community empowerment, especially in the field of a small and medium enterprise.

2. Sahabat Cerdas (Educational Pillar) includes the support for educational activities.

3. Sahabat Sehat (Healthcare Pillar) is a form of the Company’s concern to the health sector.

4. Sahabat Hijau (Environment Pillar) is a form of the Company’s concern to either internal or external surrounding environment.



Lingkungan HidupEnvironment

Dalam upaya mendukung pelestarian lingkungan, Perseroan berinisiatif melaksanakan kegiatan yang dapat memberi manfaat langsung bagi peningkatan kualitas kondisi lingkungan.

Penggunaan Material Ramah Lingkungan

Perseroan senantiasa berupaya mengurangi penggunaan botol plastik mengingat limbah dari material plastik dapat menimbulkan dampak yang sangat serius terhadap lingkungan. Oleh karena itu, Perseroan secara konsisten menghimbau para karyawan untuk menggunakan botol air minum sendiri dan mengurangi penggunaan botol plastik sekali pakai.

Penghematan Energi

Penghematan energi tidak saja berdampak positif bagi lingkungan, namun juga dapat mengurangi biaya operasional Perseroan. Dalam kegiatan operasional sehari-hari, Perseroan menghimbau dan secara berkala melakukan sosialisasi kepada seluruh karyawan untuk mencabut stopkontak jika tidak sedang menggunakan perangkat elektronik seperti komputer. Selain itu, mereka juga dihimbau untuk mematikan lampu di siang hari terutama saat jam istirahat serta mematikan AC dan lampu pada ruangan-ruangan bila sedang tidak digunakan.

In an effort to support environmental preservation, the Company has taken the initiative to carry out activities that may provide direct benefits for improving the quality of environmental conditions.

Use of Environmentally Friendly Material

The Company always strives to reduce the use of plastic bottles considering the waste from plastic materials can have a very serious impact on the environment. Therefore, the Company consistently urges employees to use their own tumblers and reduce the use of single-use plastic bottles.

Energy Efficiency

Energy efficiency is not merely have a positive impact on the environment, but can also reduce the Company’s operating expenses. In daily operational activities, the Company urges and periodically conducts outreach to all employees to pull out the socket when they are not using electronic devices such as computer. In addition, they are also advised to turn off the lights during the day, especially during recess and turn off the air conditioning and lights in the rooms when they are not in use.



Efesiensi Penggunaan Kertas

Komitmen ini diwujudkan oleh Perseroan melalui berbagai program dan kebijakan go green untuk mengurangi konsumsi kertas (paperless), pemakaian kertas secara bolak-balik atau pemakaian kembali kertas bekas, pengiriman dokumen melalui email, dan memo secara elektronik (e-Memo). Selain itu, Perseroan juga menggunakan sistem untuk melakukan pengajuan memorandum, cuti, permintaan slip gaji, performance appraisal sebagai bagian dari penghematan pemakaian kertas.

Sistem Pengolahan Limbah

Sebagai perusahaan yang bergerak di bidang pembiayaan, kegiatan usaha Perseroan tidak bersentuhan langsung dengan lingkungan dimana produk dan layanan yang diberikan Perseroan tidak menghasilkan limbah. Adapun pengelolaan sampah sehari-hari dilakukan oleh pengelola gedung kantor dimana Perseroan beroperasi.

Mekanisme Pengaduan Masalah Lingkungan

Sepanjang tahun 2020 Perseroan tidak mendapat pengaduan, sanksi atau denda terkait masalah lingkungan.

Paper Use Efficiency

This commitment is manifested by the Company through various programs and go green policies to reduce paper consumption (paperless), the use of paper back and forth or reuse paper, sending documents via email, and electronic memos (e-Memo). In addition, the Company also uses the system to submit memo, leave, request for salary slips, and performance assessment as part of the paper use efficiency.

Waste Management System

As a company which is engaged in the financing sector, the Company’s business activities do not come into direct contact with the environment as the products and services provided by the Company do not produce waste. The daily waste management is carried out by the manager of the office building where the Company operates.

Environmental Complaints Mechanism

Throughout 2020, the Company received no complaints, sanctions or fines related to environmental issues.



Praktik Ketenagakerjaan, Kesehatan dan Keselamatan KerjaOccupational Health and Safety Practices

Hubungan Industrial

Perseroan berupaya untuk menjaga hubungan yang harmonis dengan para karyawan dalam aktivitas operasional sehari-hari. Oleh karena itu, Perseroan memberi kesempatan bagi setiap karyawan untuk berdialog dan mengungkapkan ide kreatif maupun aspirasi yang dapat memajukan bisnis Perseroan.

Kesetaraan Gender, Kesempatan Kerja dan Menghormati HAM

Perseroan menjunjung tinggi prinsip kesetaraan gender dan memberikan kesempatan kerja yang setara kepada seluruh individu tanpa perbedaan suku, ras, agama dan kelas sosial. Selain itu kami juga menjunjung tinggi HAM diantaranya dengan tidak menjalankan kerja paksa dan pekerja di bawah umur.

Pada 2020, jumlah karyawan Perseroan berdasarkan gender terdiri dari 1.896 karyawan pria dan 564 karyawan wanita.

Deskripsi Description 2020 2019 2018

Persentase Karyawan PerempuanPercentage of Female Employees

23% 25% 23%

Persentase Karyawan Tetap Perempuan di Tingkat Manajerial Percentage of Permanent Female Employees in Managerial Level

23% 23% 24%

Persentase Perempuan dalam Dewan Komisaris dan DireksiPercentage of Female in the Board of Commissioners and Board of Directors

0% 0% 0%

Sarana dan Keselamatan Kerja

Untuk menciptakan lingkungan kerja yang baik dan aman, kami senantiasa memperhatikan fasilitas, sarana dan prasarana yang dibutuhkan. Secara umum, Perseroan telah menyediakan sarana penunjang keselamatan kerja baik di kantor pusat maupun di kantor-kantor cabang, di antaranya: 1. Alat Pemadam Api Ringan (APAR); 2. Smoke Detector dan Fire Sprinkler; 3. Hidran; 4. Kotak P3K; 5. CCTV 24 Jam.

Selain itu, di masa pandemi Covid-19 ini, Perseroan juga secara khusus membentuk Tim Penanggulangan Keadaan Darurat Covid-19 dengan fokus kegiatan pada protokol pencegahan Covid-19 berupa kebijakan-kebijakan penangangan Covid-19, SOP penanganan Covid-19, metode pencegahan Covid-19, beserta pengadaan sarana pencegahan Covid-19.

Industrial Relations

The Company strives to maintain a harmonious relationship with its employees in daily operations. Therefore, the Company provides an opportunity for every employee to have a dialogue and express their creative ideas and aspirations that can advance the Company’s business.

Gender Equality, Job Opportunities and Respect for Human Rights

The Company upholds the principle of gender equality and provides equal occupational opportunities to all individuals regardless of ethnicity, race, religion and social class. In addition, we also uphold human rights, including by not carrying out forced labor and underage workers.

In 2020, the number of the Company’s employees based on gender consisted of 1,896 male employees and 564 female employees.

Work Safety Facilities

To create a sound and safe work environment, we always pay attention to the necessary facilities and infrastructure. In general, the Company has provided work safety support facilities both at the head office and at branch offices, including:

1. Fire Extinguisher;2. Smoke Detector and Fire Sprinkler;3. Hydrant;4. First Aid;5. 24-hour CCTV.

In addition, during the Covid-19 pandemic, the Company also specifically formed a Covid-19 Emergency Management Team with its activities focusing on the Covid-19 prevention protocol in the form of Covid-19 handling policies, Covid-19 handling SOPs, methods of preventing Covid-19, along with the supply of facilities for prevention of Covid-19.



Fasilitas KesehatanSelain gaji yang kompetitif, Perseroan juga memberikan fasilitas kesehatan bagi para karyawan dalam bentuk manfaat rawat jalan dan rawat inap, jaminan perawatan gigi dan kacamata, cuti melahirkan, serta istirahat panjang.

Tingkat Turnover Pada 2020, tingkat turnover Perseroan adalah sebesar 30,8%, naik 4,3% dibandingkan tahun sebelumnya sebesar 26,5%.

Tingkat Kecelakaan Kerja Perseroan senantiasa berupaya menciptakan lingkungan kerja yang aman dan nyaman bagi seluruh karyawan. Di tahun 2020, Perseroan mencatat 5 kasus kecelakaan kerja kategori ringan.

Pendidikan dan Pelatihan Seluruh karyawan Perseroan memiliki kesempatan yang sama untuk mengembangkan kompetensinya melalui berbagai program pelatihan.

Sebagai bagian dari komitmen Perseroan untuk menerapkan keuangan berkelanjutan secara efektif, maka seluruh jajaran Direksi, Dewan Komisaris, Kepala Divisi dan sebagian Kepala Departemen diwajibkan mengikuti pelatihan maupun sosialisasi terkait keuangan berkelanjutan.

Dikarenakan pandemi Covid-19 yang terjadi, maka implementasi program pelatihan dan pengembangan kompetensi bagi karyawan dilaksanakan secara online. Untuk lebih lengkapnya dapat dilihat pada Bab Sumber Daya Manusia dalam Laporan Tahunan Terintegrasi ini.

Health FacilitiesIn addition to competitive salaries, the Company also provides health facilities for employees in the form of outpatient and inpatient benefits, dental and glasses care, maternity leave, and long leave.

Turnover RateIn 2020, the Company’s employee turnover rate was 30.8%, an increase of 4.3% compared to 26.5% in the previous year.

Work Accident RateThe Company strives to create a safe and comfortable work environment for all employees. In 2020, the Company recorded 5 cases of minor work accidents.

Education and TrainingAll employees of the Company have equal opportunities to develop their competencies through various training programs.

As part of the Company’s commitment to implement sustainable finance effectively, all levels of the Board of Directors, Board of Commissioners, Division Heads and some Department Heads are required to attend training and socialization related to sustainable finance.

Due to the Covid-19 pandemic, the implementation of training programs and competency development for employees was carried out by online. More details can be seen in the Human Resources Chapter of this Integrated Annual Report.



Remunerasi Perseroan memberikan remunerasi dan berbagai tunjangan serta fasilitas kepada para karyawan dengan mempertimbangkan kinerja atau pemenuhan Key Performance Indicator, posisi dan kontribusi karyawan terhadap kemajuan Perseroan, dengan mengacu kepada struktur/skala upah serta peraturan perundang-undangan yang berlaku. Penjelasan lebih lanjut mengenai hal-hal ini dapat dilihat pada Bab Sumber Daya Manusia.

Uraian Description 2020 2019 2018

Rasio Antara Gaji Pegawai Tertinggi dan TerendahRatio Between Highest and Lowest Employee Salaries

42 42 40

Persentase Gaji Pegawai Terendah terhadap Upah Minimum RegionalPercentage of the Employee’s Lowest Salaries to Regional Minimum Wage

100% 100% 100%

Mekanisme Pengaduan Masalah Ketenagakerjaan

Perseroan menyediakan fasilitas bagi karyawan untuk menyampaikan pengaduan terkait masalah ketenagakerjaan berupa: • Melalui email ke Divisi Human Capital, atau• Wistleblowing system

RemunerationThe Company provides remuneration and various benefits and facilities to employees by taking into account the performance or fulfillment of Key Performance Indicators, the position and contribution of employees to the advancement of the Company, with reference to the structure/scale of wages and prevailing laws and regulations. Further explanation regarding these subjects can be found in the Human Resources Chapter.

Occupational Issues Complaints Mechanism

The Company provides facilities for employees to submit complaints related to occupational issues in the form of:

• By email to Human Capital Division, or• Whistleblowing system



Tanggung Jawab Terhadap Sosial KemasyarakatanResponsibility Towards Social Community

Penggunaan Tenaga Kerja Lokal

Perseroan selalu mendukung kesejahteraan masyarakat setempat dimana komitmen tersebut diwujudkan melalui perekrutan tenaga kerja lokal yang tinggal di daerah dimana kantor-kantor cabang Perseroan.

Literasi dan Inklusi Keuangan

Untuk meningkatkan akses masyarakat pada suatu produk, lembaga atau layanan jasa keuangan sesuai dengan POJK No. 76/POJK.07/2016 tentang Peningkatan Literasi dan Inklusi di sektor Jasa Keuangan bagi Pelanggan dan/atau Masyarakat, Perseroan secara konsisten menjalankan beberapa program terkait literasi dan inklusi keuangan.

Kegiatan literasi keuangan Perseroan dilakukan melalui website atau sosial media, di antaranya mengenai:• Tips mengatur keuangan• Mempersiapkan keuangan darurat• Mengatasi permasalahan keuangan karyawan• Cara-cara pembayaran angsuran• Protokol kesehatan/new normal untuk mencegah Covid-19• Tips untuk menghemat listrik.

Selain itu, Perseroan juga melakukan kegiatan inklusi keuangan dengan mengembangkan website www.mycash.co.id untuk menjangkau masyarakat secara lebih luas serta berpartisipasi dalam Booth Virtual, acara Bulan Inklusi Keuangan OJK selama bulan Oktober 2020.

Mekanisme Pengaduan Masyarakat Serta Jumlah Pengaduan Masyarakat yang Diterima dan Ditindaklanjuti

Sepanjang tahun 2020 Perseroan tidak mendapat pengaduan, sanksi atau denda terkait masalah sosial kemasyarakatan.

Local Hiring

The Company always supports the welfare of the local community as the commitment is realized through the recruitment of local workers who live in areas where the Company’s branch offices are located.

Financial Literacy and Inclusion

To increase public access to a product, institution or financial service in accordance with POJK No.76/POJK.07/2016 concerning Increasing Literacy and Inclusion in the Financial Services sector for Customers and/or Communities, the Company consistently carries out several programs related to financial literacy and inclusion.

The Company’s financial literacy activities are carried out through the website or social media, among others regarding:• Tips for managing finances• Preparing for financial emergencies• Overcoming employee financial problems• Methods of payment of installments• Health/new normal protocol to prevent Covid-19• Tips for saving electricity.

In addition, the Company also carried out financial inclusion activities by developing a website www.mycash.co.id to reach a wider community and participate in Virtual Booths, the OJK Financial Inclusion Month event during October 2020.

Community Complaint Mechanisms and the Number of the Complaints Received and Followed Up

Throughout 2020, the Company received no complaints, sanctions or fines related to social issues.



Tanggung Jawab Kepada PelangganResponsibility Towards Customers

Perseroan senantiasa menjalin hubungan yang baik dengan para pelanggan melalui penyediaan berbagai informasi mengenai produk dan jasa dan sarana pengaduan pelanggan yang memadai.

Selain itu, Perseroan juga secara konsisten mengadakan kegiatan literasi dan inklusi keuangan bagi para pelanggan agar mereka, terutama pelanggan baru semakin mendapat pemahaman yang mendalam mengenai produk-produk keuangan, terutama yang berkaitan dengan pembiayaan. Untuk pembahasan terkait hal ini dapat dilihat pada bagian Tanggung Jawab terhadap Sosial Kemasyarakatan.

Perseroan juga akan terus mengembangkan produk-produk baru yang sesuai dengan kebutuhan pelanggan di segmen korporasi maupun retail serta pembentukan komite pelayanan pelanggan dan penanganan keluhan pelanggan melalui struktur yang telah dibentuk di tahun 2017 yaitu Customer Experience Committee.

Dalam rangka meningkatkan kepuasan pelanggan, Perseroan juga menyediakan suatu saluran untuk menjawab pertanyaan, pengaduan, saran, dan kritik dari pelanggan berupa layanan pengaduan pelanggan yang berpedoman pada Peraturan OJK No. 01/POJK.07/2013 tentang Perlindungan Konsumen Sektor Jasa Keuangan dan Surat Edaran OJK No. 2/SEOJK.07/2014 tentang Pelayanan dan Penyelesaian Pengaduan Konsumen pada Pelaku Usaha Jasa Keuangan serta ketentuan peraturan perundang-undangan lain yang relevan.

Terdapat beberapa platform media pengaduan pelanggan seperti Hotline, SMS Pengaduan, Email Pengaduan, dan menu “Hubungi Kami” di website resmi Perseroan.

Selama tahun 2020, Perseroan menerima 258 pengaduan pelanggan, di mana seluruh pengaduan tersebut telah ditindaklanjuti dan diselesaikan.

The Company always maintains a good relationship with its customers by providing various information regarding products and services and adequate customer complaint facilities.

In addition, the Company also consistently conducts financial literacy and inclusion activities for customers so that they, especially new customers, are able to gain a deeper understanding of financial products, especially those related to financing. For a discussion related to this, it can be seen in the section of Responsibility towards Social Community.

The Company will also continue to develop new products according to the needs of customers in the corporate and retail segments as well as the establishment of a committee for customer service and customer complaint handling through a structure that was formed in 2017, the Customer Experience Committee.

In order to improve customer satisfaction, the Company also provides a channel to answer questions, complaints, suggestions and criticism from customers in the form of customer complaint services guided by OJK Regulation No. 01/POJK.07/2013 concerning Consumer Protection in the Financial Services Sector and OJK Circular No. 2/SEOJK.07/2014 concerning Service and Settlement of Consumer Complaints on Financial Service Business Operators as well as other relevant laws and regulations.

There are several media platforms for customer complains such as Hotline, Complaint SMS, Complaint Email, and the “Contact Us” menu on the official website of the Company.

During 2020, the Company received 258 customer complaints, all of which have been followed up and resolved.

Pernyataan Dewan Komisaris dan Direksi Tentang Tanggung Jawab atas Laporan Tahunan Terintegrasi 2020

PT JACCS Mitra Pinasthika Mustika Finance IndonesiaStatement of the Board of Commissioners and the Board of Directors

on the Responsibility for the 2020 Integrated Annual Report of PT JACCS Mitra Pinasthika Mustika Finance Indonesia

We, the undersigned, hereby declare that all information in the 2020 Integrated Annual Report of PT JACCS Mitra Pinasthika Mustika Finance Indonesia has been presented in its entirety and we are fully responsible for the accuracy of the contents in this Integrated Annual Report.

This statement is hereby made in all integrity.

Kami yang bertanda tangan di bawah ini menyatakan bahwa semua informasi dalam Laporan Tahunan Terintegrasi PT JACCS Mitra Pinasthika Mustika Finance Indonesia Tahun 2020 telah dimuat secara lengkap dan kami bertanggung jawab penuh atas kebenaran isi Laporan Tahunan Terintegrasi ini.

Demikian pernyataan ini dibuat dengan sebenarnya.

Jakarta, 27 Mei 2021Jakarta, May 27, 2021

Toshiya KanameKomisaris Utama/President Commissioner

Hajimu YukimotoDirektur Keuangan/Finance Director

Kojun SatoDirektur Utama/President Director

Venky Charles SutionoDirektur/Director

YenantoDirektur/Director

SupriyantoDirektur/Director

Kazuaki YamazakiDirektur/Director

Josaphat BudisatyawiraKomisaris Independen/Independent Commissioner

Surya WidjajaKomisaris Independen/Independent Commissioner

Takahiro NagoshiKomisaris/Commissioner





Lembar Umpan BalikFeedback Form

Kami mengucapkan terima kasih saudara telah membaca Laporan Tahunan Terintegrasi ini. Untuk meningkatkan kualitas dan memenuhi harapan ke depannya kami berharap bisa mendapatkan masukan. Respons saudara sangat berarti bagi kami, oleh karenanya izinkan kami menanyakan beberapa hal terkait laporan ini.

We would like to thank you for reading this Integrated Annual Report. To improve our report quality and fulfil future expectations, kindly please give input about it. As your opinion really matters, allow us to ask you a few questions regarding this report.

Jenis Kelamin/Gender : Usia/Age : Pekerjaan/Job : Pendidikan Akhir/Latest Education :

Profil Pemangku Kepentingan/Stakeholder Profile

( ) Pemegang Saham/InvestorShareholder/Investor

( ) KaryawanEmployee

( ) KonsumenConsumer

( ) Masyarakat Community

( ) Pemerintah Government

( ) Mitra Bisnis Business Partner

( ) MediaMedia

( ) LSMNGOs

( ) Lain-lainOthers

Terima kasih atas partisipasi Anda. Mohon agar lembar umpan balik ini dikirimkan kembali ke alamat: Thank you for your participation. Please return this feedback form:

No. Pertanyaan/Question Ya/Yes Tidak/No

1. Laporan ini memberi informasi yang bermanfaat./This report contains useful information.

2. Laporan ini mudah dimengerti./This report is easily understood.

3. Laporan ini telah mendorong saudara untuk berkontribusi dalam keberlanjutan.This report inspires you to make contribution within the sustainability aspect.

Seberapa penting/menarik kinerja di bawah ini:/How important/interesting the following performance: (Skala/Scale 1-10)

4. Kinerja Ekonomi/Economic Performance

5. Kinerja Sosial/Social Performance

6. Kinerja Lingkungan /Environment Performance

7. Materi apa yang dirasa perlu ditambahkan:/ What other kind of information should be included in next report?

8. Kontribusi apa yang dirasa perlu ditingkatkan Perseroan:/What kind of contribution does the Company need to improve?

9. Saran dan masukan lain:/Any other input or advice:

PT JACCS Mitra Pinasthika Mustika Finance Indonesia Lippo Kuningan, Lantai 23 & 25/23rd & 25th FloorJl. H.R. Rasuna Said Kav. B-12Kuningan, Jakarta 12940Indonesia

Laporan KeuanganFinancial Statement

PT JACCS MPM Finance Indonesia | Laporan Tahunan Terintegrasi 2020 Integrated Annual Report 151


PT JACCS MITRA PINASTHIKA MUSTIKA FINANCE INDONESIA

Lippo Kuningan, Lantai 23 & 25/23rd & 25th FloorJl. H.R. Rasuna Said Kav. B-12Kuningan, Jakarta 12940Indonesia

T. 1500309

www.mpm-finance.com

LAPORAN TAHUNAN TERINTEGRASIINTEGRATED ANNUAL REPORT2020

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