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Good Corporate Governance
Good Corporate Governance

FOREWORD

PT Bank SBI Indonesia strives to improve good quality of the implementation of corporate governance not only to comply with the prevailing laws and regulations, but strives for improvement in terms of continuous innovation and refinement, as well as being the foundation for conducting business. In addition, the Bank continues to refine its prudential banking practices in every operational activity of the Bank.

Bank SBI Indonesia has benefited from the implementation of Good Corporate Governance practices, namely by the increase on financial and operational performances in 2018, as well as the trust of external parties towards the Bank, among others, as a nominee for the Best Performance Bank within the classification of BUKU II Bank by Bisnis Indonesia newspaper.

Implementation of Good Corporate Governance plays an important role in maintaining trust and providing added value to stakeholders. The Board of Commissioners, the Board of Directors and all employees are committed to establish an organization that is transparent, accountable, responsible, independent and fair as per the implementation of 5 (five) principles of governance, to ensure that Bank SBI Indonesia become a trustworthy Bank.

The implementation of the Good Corporate Governance principles of Bank SBI Indonesia is carried out on structured aspects of governance, namely governance structure, governance process and governance outcomes so they would serve to provide a comprehensive picture of the governance structure and system of Bank’s internal control.

1. DUTIES AND RESPONSIBILITIES IMPLEMENTATION OF BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS

1.1. BOARD OF COMMISSIONERS

1.1.1. Number, Composition, Criteria and Independency of Members of Board of Commissioners

Up to December 2018 position, the number of members of the Board of Commissioners are 3 (three) members, with a composition of 1 (one) President Commissioner and 2 (two) members as Independent Commissioners. The amount is in accordance with the provisions of Otoritas Jasa Keuangan, stating that the number of members of the Board of Commissioners must not exceed the number of members of the Board of Directors that are currently consisting of 5 (five) persons. Two of the members are Independent Commissioners (50% of the total number of members Board of Commissioners). As many as 2 (two) members of the Board of Commissioners are Indonesian citizens and are domiciled in Indonesia.

All members of the Board of Commissioners have met the criteria of having adequate integrity, competence and financial reputation and multiple positions as well as independence criteria in accordance with the Regulations of Otoritas Jasa Keuangan. The replacement and / or appointment of members of the Board of Commissioners has taken into account the recommendations of the Remuneration and Nomination Committee.

Hereinbelow is the structure of Board of Commissioners in 2018:

N a m a

J a b a t a n

Sujit Kumar Varma

Komisaris Utama / President Commissioner

Vincent Nangoi

Komisaris Independen / Independent Commissioner

Suranto Wignyoharjono *

Komisaris Independen / Independent Commissioner

* the person had effectively been designated as the Independent Commissioner on December 14th 2018

1.1.2. Board of Commissioners Development Program

The members of Board of Commissioners are sustainably consistent in giving efforts to support their duties and responsibilities as the member of Board of Commissioners, in attending the following trainings or seminars, amongst others are:

N a m e   o f  t h e   A c t i v i t y

Place

T i m e

Training on the Implementation of IFRS 9 Financial Instrument

Jakarta

February 2018

Risk Management Refreshment

Jakarta

February 2018

 

1.1.3. Board of Commissioners Meetings

In order to carry out the supervisory duties of the Board of Commissioners to the Board of Directors regarding the strategic aspects of the Bank, finance, operations, compliance, risk management, governance and control systems, the coordination meetings are held which waere attended by the Board of Commissioners and Directors. Throughout 2018, 8 (eight) coordination meetings were conducted according to the data below, both through physical attendance and videoconferencing.

During the 2018 period, the Board of Commissioners Meeting of Bank SBI Indonesia has been conducted periodically 15 (fifteen) times with the following attendance:

NO

Board of Commissioners

Board of Commissioners’ Meetings

Physical

Videoconference/

Teleconference

Circulation

Absent

1

Sujit Kumar Varma

3

5

7

-

2

Vincent Nangoi

8

-

7

-

3

Suranto Wignyoharjono *

-

1

-

-

* the person had effectively been designated as the Independent Commissioner on December 14th 2018

In the Coordination meeting between Commissioners & Directors, the Board of Commissioners has provided recommendations on the following aspects:

  1. Approval of the Bank Business Plan 2019 - 2021;
  2. The Bank’s performance related to realization compared to the target of the Bank’s Business Plan;
  3. Implementation of risk management and controlling systems through the Risk Monitoring Committee;
  4. Assessment of internal and external audit findings and compliance with the Bank’s commitment to regulators through Audit Monitoring Committee;
  5. Bank’s business developments in the areas of credit, trade finance, placement of securities, third party fund raising in both Branches and Divisions;
  6. Improvement of interest income, fee-based income and cost efficiency;
  7. Giving input in order to settle non-performing loans starting from collectability 2 - 5, Foreclosed Collateral and write off credit;
  8. Monitoring all factors of the Bank’s soundness level so that it can be controlled within a good rating;
  9. Availability of infrastructure that includes Information Technology, Human Resources in terms of quantity and quality, adequacy of policies and procedures;
  10. Bank operational activities from Business units, Supporting and Control to support the Bank’s business development.

Meeting decisions are made upon deliberation and consensus and there occurred no dissenting opinion in the decision of the meeting in 2018. Minutes of the meeting have been distributed to all meeting participants for follow-up and have been well-documented.

1.1.4. Duties and Responsibilities of Board of Commissioners.

Duties and Responsibilities of the Board of Commissioners regulated within the Articles of Association as well as within the Manual are amongst others:

  1. Carry out the supervisory function of the Bank, including carrying out supervision of the implementation of the duties and responsibilities of the Board of Directors, as well as providing advises to the Board of Directors, directing, monitoring, evaluating the implementation of the Bank’s strategic policies, ensuring the Directors follow up on internal audit findings and external audit results (OJK).
  2. In carrying out its duties, the Board of Commissioners has formed an Audit Committee, Risk Monitoring Committee and Remuneration and Nomination Committee. The composition of the Committee membership has been adjusted to the expertise required with 2 (two) members from an Independent Party and chaired by an Independent Commissioner.
  3. Ensuring the implementation of Good Corporate Governance is carried out in every business activity of the Bank at all levels of the organization.

1.2. BOARD OF DIRECTORS
1.2.1. Number, Composition, Criteria and Independency of Members of Board of Directors

Hereinbelow is the structure of Board of Commissioners in 2018:

Nama / Name

J a b a t a n / P o s i t i o n

Naresh Kumar Sharma

Direktur Utama / President Director

Amitabha Datta

Direktur Operasional / Director of Operations and IT

Sri Hartati

Direktur Kepatuhan / Director of Compliance

Hendra Simatupang

Direktur Pengembangan Bisnis / Director of Business Development

Tri Budi Yunianto

Direktur Treasury & International Banking / Director of Treasury & International Banking

 

1.2.2. Criteria and Independencies of the Board of Directors

  1. All the members of Board of Directors are at least possessing 5 years’ experience in the field of operational as Bank Executive Officers
  2. All the members of Board of Directors domiciles in Indonesia
  3. All the members of Board of Directors do not hold a double position as a member of Board of Directors, member of Board of Commissioners or Executive Officer in another Bank, company and/or institution
  4. On an individual or joint basis does not possess any shares on the tune of more than 25% from the stored capital on another company
  5. Possessing guidelines and Code of Conduct which amongst others regulate the working ethics, working hours and meeting regulations.
  6. All the members of Board of Directors do not have any family relationship until the second degree among the members of Board of Directors and/or with any member of Board of Commissioners.
  7. Between members of the Board of Directors and members of the Board of Commissioners and Bank Controlling Shareholders no one has any of financial relationship, management relationship, share ownership relationship, and family. Thus, all members of the Board of Directors are independent.

1.2.3. Board of Directors’ Development Program

Member of Board of Directors had been effectuating the sustainable learning culture by means of its involvement within trainings and seminars attended in order to support its duties and responsibilities:

No

N a m e  o f   t h e   A c t i v i t y

Place

Time

 1

Training on the Implementation of PSAK 71 Financial Instrument (IFRS 9)

Jakarta

February 2018

 2

Internal Socialization on Compliance Culture

Jakarta

June 2018

 3

Regulatory Socialization on Monetary Operations and the Participation on Monetary Operations

Jakarta

Mei 2018

 4

Seminar entitled “Prospect on Dispute Settlement through LAPSPI and the Execution Power on LAPSPI Arbitrary Decision”

Jakarta

April 2018

 5

Seminar entitled “Active Role on Banking Compliance Becomes Stability through the Combating of Financing of Terrorism

Jakarta

June 2018

 6

Regulatory Socialization on Average Minimum Statutory Reserves as well as Macro Prudential Intermediary Ratio (RIM) & Macro Prudential Liquidity Buffer (PLM)

Jakarta

April 2018

 7

Refreshment on General Banking Competencies

Jakarta

October 2018

 

1.2.4. Board of Directors Meetings

Board of Directors’ meetings of the Bank are held at least 2 (two) times a month, to establish, among other things, strategic decisions and policies to support the Bank’s business development. The Directors attend coordination meetings with the Board of Commissioners in 2018 through physical presence and teleconference.

Every meeting decision taken by the Board of Directors will be implemented in accordance with the prevailing policies, guidelines and work rules. All decisions made at the Board of Directors’ meetings are based on deliberations to reach consensus, there are no dissenting opinions in the meetings held in 2018.

Results of Board of Directors meeting had sufficiently been recorded in the form of Minutes of Meeting which is being well documented.

1.2.5. Duties and Responsibilities of Board of Directors

Duties and Responsibilities of the Board of Directors regulated within the Articles of Association as well as within the Manual are amongst others:

  1. Comprehensively responsible towards the managerial implementation of the Bank as per the function of each respective Directors asserted within the organizational structure:

    a.1. President Director :

    Oversees the Director of Finance and Information Technology, Director of Compliance & Risk Management, Director of Business Development, and Director of Treasury and International Banking. The President Director also oversees the Internal Audit Division, Corporate Secretary Division, Credit Review Division and Non-Performing Asset Division.

    a.2. Director of Compliance and Risk Management :

    Oversees the Compliance Division, Risk Management Division, Legal Division and Human Resources Division.

    a.3. Director of Finance and Information Technology :

    Oversees the Finance Division, Information Technology Division, Credit Administration Division, Operations Division.

    a.4. Director of Business Development :

    Oversees Indo-India Business Banking and Marketing Division.

    a.5. Director of Treasury and International Banking :

    oversees the Treasury Division, International Banking Division and the Financial Institution Department.

  2. All of the members of Board of Directors performing their duties and responsibilities in order to manage the Bank as per regulations assigned by the Articles of Association and the prevailing Law and Regulations or those stated within the elucidation of their respective duties and responsibilities.
  3. The implementation of duties and responsibilities of all members of Board of Directors is on an independent basis or without any intervention from the shareholders.

  4. In carrying out the business activities of the Bank, Board of Directors refer to the Good Corporate Governance principles and ensure the effective realization of Good Corporate Governance Principles, namely transparency, accountability, responsibility, independency and fairness.

  5. Follow up the audit findings and recommendations provided by Internal Audit Working Unit, External Audit as well as the monitoring results of Otoritas Jasa Keuangan (OJK).

  6. Provide data and information to Board of Commissioners on a complete, accurate, relevant and timely basis.

  7. All members of Board of Directors do not beneficiate the Bank for a personal interest, family and/or other party which could result in the loss or reduce the profit acquired by the Bank in any possible degree.

  8. Responsible towards the duty’s implementation in front of the shareholders by means of General Meeting of Shareholders.

  9. Provide approval for the Bank Business Plan 2019 - 2021.

  10. Monitor the control of the Bank’s RBBR so that it could be in accordance with good rating.

A. COMMITTEES UNDER THE BOARD OF COMMISSIONERS

In carrying out its duties and responsibilities, the Board of Commissioners are considerably assisted by Audit Committee, Risk Monitoring Committee and Nomination and Remuneration Committee. Each Committee is accounted to review the performance and holding supervisory function according to the duties and responsibilities stipulated within the working procedures of each respective committee.

2.1.1. Structure, Membership, Proficiency and Independency of Committee Audit Members.

Based on Decree of Directors No. 049 / KPTS / DIR-SBII / XII / 2018 dated 14 December 2018 concerning Modification in Members of the Audit Committee, the Audit Committee is established to assist the implementation of the Board of Commissioners in terms of financial information, internal control systems, internal and external audit and implementation of the Bank’s compliance function.

The Audit Committee has 4 (four) members and is led by an Independent Commissioner, 2 (two) of whom are Independent Parties from outside the Company.

The composition of the members of the Audit Committee in 2018 are as follows:

Nama / Name

Keanggotaan Status

Jabatan / Position

Suranto Wignyoharjono *

Independent Commissioner

Head

Vincent Nangoi

Independent Commissioner

Member

Fathor Rachman

Independent Party

Member

Subardiah

Independent Party

Member

* the person had effectively been designated as the Independent Commissioner on December 14th 2018

Member of Audit Committee originating from independent parties respectively possesses legal and/or banking background as well as relating to finance and/or accounting proficiencies. Independency of Audit Committee members reflected from the background of the members which come from outside the company’s management. On the other hand, an independent party does not possess any financial relationship, managerial relationship, share ownership and/or family relationship with Board of Commissioners, Board of Directors and/or Controlling Shareholders or any relation with the Bank which could lead to affect its capabilities to perform on an independent basis.

2.1.2. Duties and Responsibilities of Audit Committee.

The Audit Committee has conducted monitoring and evaluation including:

  1. Implementation of duties of the Internal Audit Work Unit (SKAI).
  2. Conformity of audit implementation by the Public Accountant Office with audit standards.
  3. Suitability of financial statements with financial accounting standards.
  4. Implementation of follow-up by the Board of Directors on the findings of the Internal Audit Unit, Public Accountants and findings of supervision by the Financial Services Authority (OJK).
  5. The Audit Committee also provides recommendations to the Board of Commissioners regarding the appointment of the Public Accounting and Public Accounting Office, to be subsequently submitted to the General Meeting of Shareholders (GMS).

2.1.3. Audit Committee Meetings

Audit Committee meetings have been held every month, where at least 51% of the total members of the Committee attended the meetings including Independent Commissioners and Independent Parties. During 2018 the Audit Committee held 12 (twelve) meetings with the following attendance:

N A M E

POSITION

PRESENT

ABSENT

Suranto Wignyoharjono *

Independent Commissioner

1

-

Vincent Nangoi

Independent Commissioner

12

-

Fathor Rachman

Independent Party

12

-

Subardiah

Independent Party

12

-

* the person had effectively been designated as the Independent Commissioner on December 14th 2018

2.1.4Action Plan and Realization of Audit Committee Working Plan.

  1. The results of audits that include the realization of the 2017 Audit Plan
  2. Inspection results of branch offices and follow-up.
  3. Progress commitment concerning follow up on OJK audits in 2017 and 2018.
  4. KAP findings in 2017.
  5. Compliance Division 2018 work and action plan.
  6. The results of the Audit committee’s evaluation of the implementation of audit services for annual financial statements by Public Accounting and Public Accounting Office.
  7. Evaluation of Grant Thornton’s 2017 Public Accountant Office (KAP) and KAP recommendations for fiscal year 2018.
  8. Performance evaluation of Internal Audit Division, Treasury, Indo-India Business Banking.
  9. Report on the results of inspection of the Operational Head Office Center.
  10. Appointment of Public Accountant Office for 2018.
  11. Audit plan 2019.
  12. Review of Audit Charter.

2.2.1. Structure, Membership, Proficiency and Independency of Risk Monitoring Committee Members

Based on Decree of Directors No. 048 / KPTS / DIR-SBII / XII / 2018 dated December 14, 2018 concerning Modification in Members of the Risk Monitoring Committee, the Risk Monitoring Committee was established to assist the Board of Commissioners in relation to supervision of the Bank’s risk management.

The Risk Monitoring Committee has 4 (four) members and is led by an Independent Commissioner. 2 (two) of them are Independent Parties from outside the Company. The membership of the Risk Monitoring Committee os as follows:

N a m e

S t a t u s

Position

Vincent Nangoi

Independent Commissioner

Head

Suranto Wignyoharjono *

Independent Commissioner

Member

Fathor Rachman

Independent Party

Member

Subardiah

Independent Party

Member

 * the person had effectively been designated as the Independent Commissioner on December 14th 2018

Member of Risk Monitoring Committee who comes from an Independent Party is respectively having adequate background in the field of finance and risk management. Independency of the member of Risk Monitoring Committee is reflected from the background of the aforementioned member which originating from an external or outside the company’s management. Apart from that, the Independent Party does not possess any financial relationship, managerial relationship, shares ownership and/or family relationship with member of Board of Commissioners, Board of Directors and/or Controlling Shareholders or any other relationship with the Bank which could lead to affect their capability to act on an independent basis.

2.2.2. Duties and Responsibilities of Risk Monitoring Committee

The Risk Monitoring Committee is responsible for assisting the Board of Commissioners in carrying out supervision in the implementation of risk management, including :

  1. Provide input and recommendations to the Board of Commissioners for information or events identified as possibly imposing risks.

  2. Monitor and evaluate the suitability of risk management policies with the implementation of these policies, to ensure adequate risk management and control has been carried out.

  3. Reviewing the Bank’s compliance with laws and regulations in the field of risk management and other laws and regulations related to bank activities.

  4. Monitoring and implementing the duties of the Risk Management Committee and the Risk Management Work Unit from the Bank’s risk profile report which includes the results of implementing risk management in Risk Taking Units including the control system.

  5. Provide recommendations to the Board of Commissioners on the implementation of risk and policy management on risk exposures as well as developments in the performance of the Bank related to the condition of risk profiles including recommendations for recommendations for improvements to increase risk control.

 2.2.3. Risk Monitoring Committee Meetings

Risk Monitoring Committee meetings have been held every month, where at least 51% of the total members of the Committee attended the meetings including Independent Commissioners and Independent Parties. During 2018 the Audit Committee held 12 (twelve) meetings with the following attendance:

N A M E

P O S I T I O N

PRESENT

ABSENT

Vincent Nangoi

Independent Commissioner

12

-

Suranto Wignyoharjono *

Independent Commissioner

1

-

Fathor Rachman

Independent Party

12

-

Subardiah

Independent Party

12

-

* the person had effectively been designated as the Independent Commissioner on December 14th 2018

Decisions of Committee Meetings are made upon deliberation to reach consensus.

In the event that there are dissenting opinions that occur in a Committee meeting, it must be clearly stated in the minutes of the meeting along with the reasons for the dissent.

The results of the Risk Oversight Committee meeting are stipulated in the minutes of the meeting and have been well-documented.

2.2.4. Action Plan and Realization of Risk Monitoring Committee Working Plan

  1. Risk profile.
  2. Development of Bank performance.
  3. KPMM calculation report according to risk profile.
  4. Review of the Operational Procedure System (SOP).
  5. Work Plan for Risk Management Unit in 2018 along with reports on its realization.
  6. Human Resource Architecture.
  7. Review of Economic Sector Limits.
  8. Review Limit for Inter Bank.
  9. Risk Based Bank Rating Self-Assessment.
  10. Review of Branch Performance.
  11. Bank’s Strategy in Responding to BI Rate Increase 7-Days Reverse Repo Rate (Market Risk).
  12. The Bank’s strategy in responding to rising exchange rate fluctuations (Market Risk).
  13. Discussion of the June 2018 ICAAP report.
  14. Determination of company securities limits.
  15. Review the Bank’s core values determination program and review its implementation.
  16. RCSA in managing the Bank’s operational risk.
  17. Strategic Bank objectives.
  18. SKMR work plan for 2019.
  19. IT strategic plan for 2019-2022 in supporting the achievement of the Bank’s Business Plan.

2.3.1. Structure, Membership, Proficiency and Independency of Remuneration and Nomination Committee Members

Based on the Decree of Directors No.050 / KPTS / DIR-SBII / XII / 2018 dated 14 December 2018, regarding the Modification in Members of the Remuneration and Nomination Committee, the Remuneration and Nomination Committee was established to assist the Board of Commissioners in relation to supervision related to remuneration and nomination policies in the Bank.

The Remuneration and Nomination Committee has 4 (four) members and is led by an Independent Commissioner. 2 (two) of them are Independent Parties from outside the Company. The Remuneration and Nomination Committee membership is as follows :

N a m e

S t a t u s

Position

Vincent Nangoi

Independent Commissioner

Head

Suranto Wignyoharjono *

Independent Commissioner

Member

Sujit Kumar Varma

Independent Party

Member

Dwi Ananta Wicaksono

Independent Party

Member

* the person had effectively been designated as the Independent Commissioner on December 14th 2018 

The number of Independent Commissioners and Executive Officers who are members of the Remuneration and Nomination Committee amounts to more than 51% (fifty one percent) of the total number of members of the Nomination and Remuneration Committee.

The committee members possess adequate knowledge on the remuneration system and / or nominations according to applicable regulations.

All independent members of the Remuneration and Nomination Committee do not have financial relations, management relations, share ownership, and / or family relations with members of the Board of Commissioners, Directors and / or Controlling Shareholders or relations with the Bank, which can affect their ability to act independently.

 

2.3.2.  Duties and Responsibilities of Remuneration and Nomination Committee :    

  1. Evaluate the Remuneration policy based on performance, risk, fairness with the peer group, targets, and the Bank’s long-term strategy, fulfillment of reserves as stipulated in legislation and the potential income of the Bank in the future;
  2. Deliver the evaluation results and recommendations to the Board of Commissioners regarding :

b.1. Remuneration policy for the Board of Directors and Board of Commissioners to be submitted to the General Meeting of Shareholders;

b.2. Remuneration policy for employees as a whole to be submitted to the Board of Directors;

      c. Ensure that the Remuneration policy is in accordance with applicable regulations; and

      d. Periodically evaluate the implementation of the Remuneration policy.

 

2.3.3. Remuneration and Nomination Committee Meetings :

No

Date of the Meetings

A g e n d a

MoM number

1

02 January 2018

  • Changes in salary for employees who have a salary below the Minimum Wage set by the government.
  • Substitution of Mr. Edwin Mardjuni as an Independent Party of Audit Committee and Risk Monitoring Committee and nomination of Ms. Subardiah as his successor, with a term of office of 1 (one) year.

001/NOT-RNC/SBII/I/2018

2

08 January 2018

  • Recommendation on Mr. Piter Abdullah as a Candidate for Commissioner by considering track record, ownership of bad financing or bankruptcy, achievement, ability to occupy an independent commissioner position, concurrent position
  • Remuneration package Mr. Piter Abdullah as Independent Commissioner of PT Bank SBI Indonesia

002/NOT-RNC/SBII/I/2018

3

07 March 2018

  • Approval on the Salary Increment of 2018, that the average increment accounts for 4.93% from the salary cost.

003/NOT-RNC/SBII/III/2018

4

15 March 2018

  • Performance Bonus for the Employees, which amongst others encompass the mechanism of bonus provision and the impact on bonus performance cost.
  • Performance Bonus for Directors and Commissioners stipulated by the shareholders within the General Meeting of Shareholders.

004/NOT-RNC/SBII/III/2018

5

09 April 2018

  • Extension of the Tenure of Mr. Naresh Kumar Sharma as the President Director
  • Remuneration Package of Mr. Naresh Kumar Sharma as the President Director of PT Bank SBI Indonesia

005/NOT-RNC/SBII/IV/2018

6

05 October 2018

  • Recommendation on Mr. Suranto Wignyoharjono as a Candidate for Independent Commissioner of Bank SBI Indonesia by considering track record and sanctions, ownership of credit / bad loans or bankruptcy, achievement, ability to occupy the position of independent commissioner and concurrent position.
  • Remuneration Package of Mr. Suranto Wignyoharjono as the Independent Commissioner of Bank SBI Indonesia.

006/NOT-RNC/SBII/X/2018

7

24 Oktober 2018

  • Extension of Mr. Vincent Nangoi’s tenure as Independent Commissioner for 3 (three) years.
  • Remuneration Package of Mr. Vincent Nangoi as an Independent Commissioner of Bank SBI Indonesia..

007/NOT-RNC/SBII/X/2018

 

2.3.4. Remuneration paid to the members of Remuneration Committee throughout the year:

Type of Remuneration

Members of Remuneration and Nomination Committee

2017

2018

person

in IDR mio

person

in IDR mio

Salaries, Bonuses, Regular Benefits, Tantiem, and other facilities in the form of non-nature

3

693

3

725

Other facilities in the form of natura (housing, health insurance and so on) that:

  1. can be owned;
  2. can't be owned.

1

22

1

22

 T o t a l

3

715

 

747

 

2.3.5. Remuneration Policies Formulation Process:

2.3.5.1. Review of background and purpose of Remuneration Policies

  1.  In order to support the achievement of the Bank’s vision and mission, management of human resources (HR) is needed to enhance optimal performance in order to encourage the achievement of the Bank’s business goals.
  2. Ensure that the remuneration is in accordance with the provisions / legislation in force,
  3. Based on the company’s financial performance.
  4. Remuneration is adjusted to the ability of the Bank.
  5. Estimating the potential of bank income in the future.
  6. Ensuring that remuneration is on target and can be accounted for

 2.3.5.2. Review of previous year’s Remuneration Policies as well as its amendments.

  1. This review considers regulations relating to remuneration such as Minimum Wages and Labor Laws.
  2. Fairness of the amount of remuneration based on the ability of the Bank.
  3. The remuneration study from the previous year is based on the structure of the salary scale, performance, fairness with the peer group, the Bank’s strategy and goals for the long term.

2.3.5.3. Mechanism to ensure that remuneration for employees in the control unit is independent from the supervised work unit.

  1. In the case of remuneration, the Bank has set a salary scale, the amount of benefits is based on the level of position, so this ensures that no intervention or pressure will emerge on the control unit regarding remuneration.
  2. To ensure independence between the control unit and the work unit it supervises, namely through different performance indicators as well as decision making on remuneration for employees in the control unit that does not involve the supervised work unit, so that the remuneration received by employees in the control unit is not related to the supervised work unit.

 

2.3.6. Coverage of Remuneration Policies and its implementation per business units, per region and on foreign subsidiaries or branches :

  1. The Remuneration Policy applies to employees in all Work Units and regions whose implementation is implemented and monitored centrally at the head office.
  2. The implementation of remuneration is based on factors: class, rank and position, so that the implementation of remuneration depends on these factors in each work unit, region and or branch office

 

2.3.7. Remuneration inherently connects with these following risks, amongst others are:

2.3.7.1. The key risk employed in implementing Remuneration

Bank SBI Indonesia determines 2 key risks in implementing the remuneration policies, namely Credit Risk and Market Risk. The determination of principal risks towards remuneration package is considering the potential impact that the risks may impose.

2.3.7.2. Criteria to determine the key risk, comprising the intangible risks:

  1. Credit Risk: Factors that influence credit risk are the increase in NPLs, Foreclosed Collaterals, write off loans, unattainable credit growth in accordance with established targets, the credit process is not based on prudential principles and prevailing legislation, so that it can possess an impact on the rating of the Bank’s soundness level.
  2. Market Risk: Factors that influence market risk are losses in the management of interest rate and exchange rate risks that have an impact on the Bank’s profitability.

2.3.7.3. Impact of key risk implementation towards the variable remuneration policies:

The Bank provides variable remuneration, especially in the provision of Bonuses with the Clawback and Malus mechanism, to safeguard problems that may arise later on.

2.3.7.4. Changes in determining the main types of risks compared to last year and the reasons, if any:

The Bank did not modify any key risk type in 2018.

 

2.3.8. Performance Assessment related to Remuneration

2.3.8.1. Review of Remuneration Policies relating to the Performance Assessment:

Performance assessment is a measuring tool in evaluating the performance results of each employee. To evaluate employee performance using two approaches, namely quantitative through key performance indicators and qualitative, and then calculate the amount of salary increments. Review of individual remuneration is carried out every year and remuneration adjustments are based on individual performance.

2.3.8.2. Methods in linking individual remuneration with bank performance, work units and individual performance:

Evaluation of remuneration, especially periodic salary increases, the magnitude of the increase taking into account several factors, namely the inflation rate, adjustments to minimum wages according to regulations and bank performance. While the implementation of remuneration for periodic salary increases and bonuses taking into account the performance results of each individual employee.

2.3.8.3.  Description of the method used by the Bank to declare that the agreed performance cannot be achieved so that remuneration adjustment is then considered necessary:                               

Dari hasil penilaian kinerja pegawai yang dilaksanakan setiap tahun , telah memberikan pengaruh terhadap pegawai yang memiliki kinerja yang telah disepakati tetapi tidak dapat tercapai ( kategori below average ), sehingga akan memiliki dampak kepada pemberian remunerasi kepada pegawai tersebut.

2.3.9. Remuneration Adjustment is linked with Performance and Risk which comprises:

2.3.9.1. Deferred Variable of Remuneration Policy, amount, and criteria for determining the amount

The Bank determines the amount of variable remuneration towards the period of deferral of variable remuneration payments, namely to be deferred between 70-30% (70% is paid in advance and the remaining 30% is deferred payment for 3 years.

2.3.9.2. Bank Policy concerning deferred Variable Remuneration which is delayed payment (malus), or withdrawn if it has been paid (clawback)

The provision of variable remuneration with the malus category or clawback in 2018 in the form of bonuses is not deferred or withdrawn because quantitatively the remuneration paid is not significant considering the bonuses are given based on the Bank’s performance.

 

2.3.10. Name of the external consultant and its duties on Remuneration Policies, in case the Bank employs any external consultant:

The Bank did not employ any external consultant to formulate remuneration policies.

 

2.3.11. Package of remuneration and facility received by Board of Directors and Board of Commissioners encompass the Remuneration structure and the detailed amount of nominal.

Type of Remuneration

Total Amount Received Within 1 Year

B O D

B O C

2017

2017

Person

in IDR mio

Person

in IDR mio

salary, bonuses, allowance, dividend, and other non-allowance facilities in form of non-natura

5

 3.246.766.345

2

 462.200.000

Other allowance facilities in form of natura (housing, transportation, health insurance, etc) which:             a. Available to be owned;                b. Not available to be owned.

5

 1.473.969.242

-

-

Total

5

 4.720.735.587

2

 462.200.000

-

Type of Remuneration

Total Amount Received Within 1 Year

B O D

B O C

2018

2018

Person

in IDR mio

Person

in IDR mio

salary, bonuses, allowance, dividend, and other non-allowance facilities in form of non-natura

5

 3.257.766.345 

2

 362.000.000

Other allowance facilities in form of natura (housing, transportation, health insurance, etc) which:             a. Available to be owned;                 b. Not available to be owned.

5

1.410.705.767 

-

-

Total

5

 4.306.472.112

2

362.000.000  

 

2.3.12. Variable Remuneration, comprising:

2.3.12.1.   Form of Variable Remuneration along with the reasons for choosing the form: For this year Bank SBI Indonesia did not provide Clawback Variable Remuneration.

2.3.12.2.   Description in case there is any difference on the provision of variable remuneration among Board of Directors, Board of Commissioners and/or employees: the Bank is yet to determine any difference on the provision of variable remuneration among Board of Directors, Board of Commissioners and/or employees.

2.3.12.3.   Number of Board of Directors, Board of Commissioners as well as the employee which obtained the variable remuneration in one year and total nominal is elucidated as follows

Number of Remuneration per Person in One Year

Number of BoD

Number of BoC

 

2017

2018

2017

2018

more than IDR 2 bio

1

-

-

-

more than IDR 1 bio until IDR 2 bio

1

1

-

-

more than IDR 500 mio to IDR 1 bio

2

2

-

-

IDR 500 mio or less

1

2

2

2

*   In 2017, director with a remuneration above 2 M was the President Director, Mr. Rizal Yamin, who is no longer effective in 2018

 

2.3.13. Material Risk Takers

Determination of Material Risk Takers (MRT) is carried out through 2 (two) approaches, namely:

  1. Qualitative Approach: Directors or other employees because of their duties and responsibilities make decisions that have a significant impact on the Bank’s risk profile
  2. Directors, Board of Commissioners, and or Employees who obtain Variable remuneration with great value

Based on this approach, Bank SBI Indonesia determines the parties that meet the criteria as Material Risk Takers (MRT) which consists of:

1. President Director

2. Director of Business Development, and

3. Director of Treasury & International Banking

 

2.3.14. Share options owned by Directors, Board of Commissioners and Executive Officer of Bank SBI Indonesia

Keterangan/Nama

Jumlah Saham yang Dimiliki (lembar saham)

Jumlah Opsi

Harga Opsi (Rp)

Jangka Waktu

Yang Diberikan (lembar saham)

Yang Telah Dieksekusi (lembar saham)

Komisaris

-

-

-

-

-

-

Direksi

-

-

-

-

-

-

Pejabat Eksekutif

-

-

-

-

-

-

Total

-

-

-

-

-

-

 

2.3.15. Ratio between the highest and lowest salary

No

Remarks

Ratio

2017

2018

1

Highest and lowest ratio of Employee salary

13.38 : 1   

14 : 1

2

Highest and lowest ratio of Directors salary

1.71 : 1

1.4 :1

3

Highest and lowest ratio of Commissioners salary

1.33 : 1

1.33:1

4

Highest salary ratio of Directors and Highest ratio of Employee

1.64 : 1

1.33:1

 

2.3.16. Numbers of beneficiary and total variable remunerations that is unconditionally guaranteed given by Bank to Candidate of Directors, Commissioners and/or Employees in 1 year of working period:

No

Jabatan

Numbers of beneficiary and total variable remunerations that is unconditionally guaranteed

Orang

Total

1

Prospective Director

-

-

2

Prospective Commissioner

-

-

3

Prospective Employee

-

-

 

2.3.17. Number of employee involved from work termination and total severance paid:

Total Nominal of Severance

paid per person in 1 year

Total

Employee in 2017

Total

Employee in 2018

Above IDR 1 bio

-

-

Above IDR 500 mio to IDR 1 bio

-

-

Less than IDR 500 mio

-

-

 

2.3.18. Total deferred Variable Remuneration, consisting of cash and/or share or instrument in a basis of shares issued by the Bank.:

Type

Deferred Variable Remuneration

Orang

Total

Cash

-

-

Shares

-

-

Shares-based Instruments

-

-

 

2.3.19 Total deferred Variable Remuneration paid in a year:

Total deferred Variable Remuneration paid in a year

Orang

Total

-

-

 

2.3.20. Detailed number of remuneration paid in a year is elucidated as follows:

Fixed and variable remuneration, deferred and non- deferred remuneration, remuneration given in cash and / or shares or stock-based instruments issued by the Bank:

A. Fixed Remuneration (in mio)

  1. Cash
 Rp. 3.879
  1. Shares-based shares/instrument issued by the Bank

-

 B. Remunerasi yang Bersifat Variabel

 

Tidak Ditangguhkan

Ditangguhkan

  1. Tunai

-

-

  1. Saham/instrumen yang berbasis saham yang diterbitkan Bank

-

-

 

2.3.21. Quantitative Information on:

The total remaining Remuneration that is still deferred is either exposed to implicit or explicit adjustments, the total reduction in Remuneration caused by explicit adjustments during the reporting period, the total reduction in Remuneration due to implicit adjustments during the reporting period:

Type of Remuneration - Variable

Remaining Amount Being Deferred

Total Reduction during Reporting Period

due to explicit adjustment

due to implicit adjustment

Total

( A + B )

Cash

 

-

-

-

Stock-based Shares / Instruments issued by the Bank (in shares and nominal million rupiahs which are conversions from the shares)

-

-

 -

-

2.1 RISK MANAGEMENT COMMITTEE

The Risk Management Committee is formed according to the revision of the Directors Decree No.003A / KPTS / DIR-SBII / I / 2018 dated 12 January 2018 aimed at monitoring and monitoring risk management throughout the Bank’s activities.

The formation of this Committee is based on OJK Regulation Number 18 / POJK.03 / 2016 concerning the Implementation of Risk Management for Commercial Banks.

The structure and membership of the Risk Management Committee are as follows:

NO

P O S I T I O N

 1

President Director

2

Director of Compliance and Risk Management

 3

Director of Finance and Information Technology

 4

Director of Business Development

 5

Director Treasury & International Banking

 6

Head of Risk Management Division

 7

Head of Internal Audit Division

Duties and Responsibilities of the Risk Management Committee are to provide recommendations to the President Director, including:

  1. Formulation of policies, strategies and guidelines for implementing risk management.
  2. Refinement or improvement of the implementation of risk management based on the results of evaluation of the implementation of risk management.
  3. Determination of matters related to business decisions that deviate from normal procedures.

The Risk Management Committee monitors the progress and conditions of the risk profile and provides suggestions and steps for improvement in the meeting forum that are at minimum held once on a quarterly basis in order to determine the risk profile ranking per risk type as well as the overall risk composite rating.

The ALCO Committee was formed according to the revision of the Directors Decree No 013A / KPTS / DIR-SBII / II / 2018 dated February 6, 2018 aimed at analyzing, evaluating, establishing strategies and objectives in the management of assets and liabilities.

The structure and membership of the ALCO Committee are as follows:          

NO

J A B A T A N

 1

President Director

2

Director of Compliance and Risk Management

 3

Director of Finance and Information Technology

 4

Director of Business Development

 5

Director Treasury & International Banking

 6

Head of Treasury Division

 7

Other Division Heads if considered necessary

 

2.2.2. Duties and Responsibilities of the ALCO Committee:

  1. Review the development and projections of the overall economic condition and fluctuations in national and international exchange rates and interest rates, to direct policies related to the management of assets and liabilities.
  2. Monitor developments and strategies for Third Party Funds and Loans related to interest rate risk, exchange rate risk and liquidity risk.
  3. Evaluating and pricing Credit Rates, Third Party Fund Interest Rates in increasing profitability in accordance with the Bank’s ALMA strategy.
  4. Develop, review and determine strategies, ALMA guidelines.
  5. Management of liquidity in adjusting the flow of funds both incoming and outgoing, through the management of the fund source structure by taking into account the conditions of concentration of depositors.
  6. Consider the impact on NII in the condition of Stressed Economic Scenarios with interest rates fluctuations.
  7. Delivering information on regulatory and provisionary developments that affect ALMA’s strategies and policies to the Directors
  8. Identify and observe funding and liquidity needs, and take appropriate steps to control certain liquidity and funding conditions.

2.2.3.   ALCO performance in 2018:

  1. Liquidity ratio: GWM, LCR, NSFR in accordance with internal and external regulations.
  2. The exchange rate ratio in terms of NOP is under controlled conditions.
  3. Investments in securities whose ratings are in line with the Bank’s internal policies to improve the profitability of the Bank, while still ensuring adequate liquidity under controlled conditions.
  4. Monitor and determine pricing strategies for third party funds and credit taking into account market conditions.

ALCO meetings are held every month, with performance results in accordance with the explanation of the points above.

In accordance with OJK Regulation No. 38 / POJK.03 / 2016 and Circular Letter of OJK No. 21 / SEOJK.03 / 2017 concerning the Implementation of Risk Management in the Use of Information Technology by Commercial Banks, the Information Technology Steering Committee was formed to determine and implement strategic information technology plans that are in accordance with the Bank’s strategic business plan.

2.3.1. The structure and membership of the Information Technology Steering Committee are as follows:

NO

P O S I T I O N

STATUS

 1

Director of Finance & IT

Head

 2

Director of Compliance and Risk Management

Member

 3

Head of IT Division

Member

 4

Head of Operation Division

Member

 

2.3.2. Duties and Responsibilities of IT Steering Committee:

Provide recommendations to the relevant Directors :

  1. Information technology strategic plan that is in line with the Bank’s strategic business plan
  2. Formulation of the principal information technology policies and procedures such as information technology security policies and risk management related to the use of information technology in the Bank.
  3. Conformity of agreed information technology projects with the Information Technology Strategic Plan.
  4. Conformity of the implementation of information technology projects with project plans agreed upon the service level agreement
  5. Conformity of information technology with the needs of management information systems that support the management of the Bank’s business activities.
  6. Effectiveness of risk minimization steps on Bank investments in the information technology sector and that these investments shall contribute to the achievement of the Bank’s business goals
  7. Monitoring the performance of information technology, and efforts to improve it.
  8. Efforts to resolve various problems related to information technology, which cannot be resolved by the user work unit and the organizing work unit. The committee can facilitate relations between the two work units.
  9. Adequacy and allocation of resources owned by the Bank.

2.3.3.  IT Steering Committee Meetings:

Meetings were held 3 (three) times in 2018 with the meeting agenda as follows:

                       

NO

D a t e

A g e n d a

 1

4 Mei 2018

  1. Online e-Account Opening
  2. Digital Banking
  3. Indo India Remittance
  4. Active Director Service
  5. Penetration Test
  6. Enhancement of AML
  7. Separate Internet Connectivity
  8. Display of Currency Rates at Branches
  9. Revised ATM Card with NPG Logo
  10. Customization of National Payment Switch
  11. Upgrade of SWIFT version 7.3
  12. DRC Testing
  13. Due Dilligence
  14. Modification of Menu Access to INB Admin
  15. Remote Access
  16. Demo Page of INB
  17. Implementation of NAM
  18. BI SLIK Reporting
  19. RD USD
 2

6 September 2018

  1. Update Digital Banking
  2. Active Director Service
  3. Dukcapil Agreement
  4. HR Aplication
  5. Fixed Asset Module
  6. Active Director Service
  7. Enhancement of AML Application
  8. National Payment Switch
  9. Upgrade of SWIFT Ver 7.2
  10. Separate Internet Connectivity
  11. RD USD
  12. Revised ATM Card with NPG Logo
  13. DRC Testing
  14. Due Dilligence
  15. ODA accrued interest validation
  16. BCP Non Natural
  17. Remote Access
  18. Increased Number of Merchants for Shopping Mall
  19. Implementation of NAM
 3

15 November 2018

  1. Active Directory Service
  2. Dukcapil Agreement
  3. HR Application
  4. Enhancement of AML Application
  5. National Payment Switch
  6. Development CBR
  7. Passing Exam BMSR/LSPP
  8. Upgrade of SWIFT Ver 7.2
  9. APOLO OJK Reporting
  10. Data Center Server Install Anti Virus
  11. Separate Internet Connectivity
  12. RD USD
  13. Due Dilligence
  14. Training IT Staff 2019

           

2.3.4. Realization on IT Working Plan of 2018:

  1. The online account opening form is prepared on the website to be filled by customers.
  2. The SBI Express put into function for remittance in INR currency
  3. Penetration tests are carried out every yea
  4. Chip-based GPN ATM card making and switching processes with national integration
  5. Switch Upgrade version 7.2 on schedule
  6. The implementation of Non-Natural BCP and Natural BCP has been carried out in coordination with the related Division.
  7. Demo page for internet banking customers
  8. The process and implementation of USD Recurring Deposit
  9. Fixed Asset Module Finacle application program replaces Activo.

The GCG Committee was formed in order to improve the quality of the implementation of the Bank’s Good Corporate Governance, which is an effort to strengthen the Bank’s internal conditions.

2.4.1. The structure and membership of the Good Corporate Governance Committee are as follows:          

NO

J A B A T A N

KEANGGOTAAN

 1

Director of Compliance and Risk Management

Head

2

Head of Finance Division

Member

 3

Head of Human Resources Division

Member

 4

Head of Internal Audit Division

Member

 5

Head of Corporate Secretary Division

Member

 6

Head of Compliance Division

Member

 

2.4.2. Duties and Responsibilities of GCG Committee:

  1. Assist the Board of Commissioners, Directors and Committees in the context of implementing GCG principles in each of the Bank’s business activities at all levels or levels of the organization.
  2. Conduct inventorization of all the obligations of the Bank both in submitting reports and the implementation of duties of the Board of Commissioners, Directors and Shareholders stipulated in the OJK regulations and other laws and regulations related to GCG implementation.
  3. Ensure that all obligations stipulated in OJK regulations and other prevailing laws and regulations related to GCG are fulfilled and implemented in a timely manner.
  4. Hold regular meetings to discuss GCG implementation with members of the GCG committee.
  5. Report the results of meetings and follow up on compliance with GCG provisions to the Board of Commissioners / Directors / Independent Committees.

2.4.3.  GCG Committee’s performance in 2018:

Based on the results of the implementation of GCG in December 2018, the Bank has a composite rating of 2 out of 11 parameters by implementing the Governance system in Governance Structure, Governance Process and Governance Outcome and based on the 5 basic principles of GCG, which results in the Bank’s performance in 2018 in accordance with the target set.

The Credit Committee was established in order to support the provision of sound credit in accordance with the prevailing policies and / or laws and regulations. 

2.5.1.   Membership of Credit Committee:

NO

P O S I T I O N

 1

President Director

2

Director of Finance and Information Technology

 3

Director of Business Development

 4

Director of Treasury and International Banking

 

2.5.2.   Duties and Responsibilities of Credit Committee:

  1. Ensure that each loan fulfills the banking provisions and in accordance with sound credit principles.
  2. Ensure that the implementation of the loan agreement is in accordance with Bank SBII credit policies.
  3. Ensure that credit is based on an honest, objective, careful and thorough assessment and regardless of the influence of the parties concerned within the proposal.
  4. Ensuring that the credit to be provided fulfills 3 pillar aspects.

2.5.3. Performance of Credit committee in 2018:

The Credit Committee has given approval for the granting of new loans, extensions, facility changes and restructuring based on analysis of financial and non-financial factors and aspects of the 3 pillars. The Bank has achieved a percentage of credit growth in 2018 that is in accordance with the target of the Bank’s established business plan.

According to the OJK Regulation No. 42 / POJK.03 / 2017 concerning Obligations to Formulate and Implement Credit or Financing Policies for Commercial Banks, credit policy committees are established so that the provision of credit or financing can be carried out consistently and based on sound credit principles.

2.6.1.   Structure and Membership of Credit Policies Committee are as Follows :

NO

P O S I T I O N

STATUS

 1

President Director

Head

2

Director of Business Development

Member

 3

Head of International Banking Division

Member

 4

Head of Credit Review Division

Member

 5

Head of Credit Administration Division

Member

 6

Head of Legal Division

Member

 7

Head of Risk Management Division

Member

 8

Head of Compliance Division

Member

 9

Head of Internal Audit Division

Member

 10

Head of NPA Division

Member

 11

Head of Indo-India Business Banking Division

Member

 

2.6.2.   Function and Responsibilities of Credit Policies Committee:

  1. Recommend the directors in the formulation of credit policies of the Bank, related to the formulation of prudential principles in the realm of credit.
  2. Monitor that the Credit Policies are being carried out on a consequent and consistent basis, alongside formulating solutions on any issues related to Credit Policies implementation.
  3. Regularly review the credit policies and recommend the Board of Directors in case there needs any amendments or refinements on the existing credit policies.
  4. Monitor and evaluate these following matters:
  • Development and quality of the overall credit or financing portfolio
  • Practical implementation of credit decision authority
  • Ensure that the process of granting, development and quality of credit given to parties related to certain large banks and debtors are in accordance with regulations.
  • Implementation of LLL provisions
  • The implementation of credit provision in accordance with the provisions of the applicable legislation
  • Settlement of bad Credit or Financing in accordance with Credit Policy
  • Fulfillment of the adequacy of the amount of credit write-off allowance.

 5. Submit a written report periodically to the board of directors with a copy to the board of commissioners which includes the results of supervision of the implementation of the Bank Credit Policy, as well as providing suggestions and corrective steps.

2.6.3.   Performance of Credit Policies Committee in 2018:

The results of the performance of the Credit Policy Committee in 2018 are as follows:

  1. The development of the loan portfolio was achieved according to the Bank’s business plan target, in line with the quality of gross NPL loans of 1.8 % and maintaining a net NPL of 0%,
  2. Settlement of bad loans starting from NPLs, Foreclosed Collaterals are carried out by auction or bilaterally
  3. The credit process is carried out according to the policies and regulations that apply to end to end processes.
  4. Adjustment of several policies related to credit activities regarding the issuance of regulations from regulators as well as the conditions of the Bank’s business development.

Risk-Based Bank Rating Committee is established in a purpose that the Bank’s soundness condition remains under control

2.7.1.   Structure and Membership of RBBR committee :

NO

POSITION

STATUS

 1

Director of Compliance and Risk Management

Head

2

Head of Indo India Business Banking Division

Member

 3

Head of Human Resources Division

Member

 4

Head of Information Technology Division

Member

 5

Head of Credit Administration Division

Member

 6

Head of International Banking Division

Member

 7

Head of Risk Management Division

Member

 8

Head of Compliance Division

Member

 9

Head of Internal Audit Division

Member

 10

Head of NPA Division

Member

 11

Head of Finance Division

Member

 12

Head of Operational Division

Member

 13

Head of Corporate Secretary Division

Member

 14

Head of Treasury Division

Member

 

2.7.2. Duties and Responsibilities of RBBR Committee:

  1. Ensure all aspects of the RBBR are held in accordance with the stipulated provisions and targets.
  2. Ensure that all obligations stipulated in the regulations of OJK, other applicable laws and regulations related to RBBR are carried out by each related Working Unit.
  3. Conduct analysis and plan for follow-up on all aspects of RBBR in order to control RBBR ratings.
  4. Conduct discussion related to the implementation of RBBR.

2.7.3. Performance of RBRR Committtee in 2018:

Hasil penilaian peringkat RBBR tahun 2018 :

NO

PARAMETER

Rating

 1

Good Corporate Governance

2

 2

Risk Profile

2

 3

Earnings

2

 4

Capital

2

 5

Composite Rating RBBR

2

The rating of risk based Bank Rating (RBBR) is “2” so that it is considered capable of dealing with significant negative effects of changes in business conditions and other external factors

Based on OJK Regulation No. 46 / POJK.03 / 2017 concerning Implementation of Compliance Function of Commercial Banks, the Bank conducts compliance risk management and ensures the implementation of compliance culture in overall activities of the Bank. Management of compliance risk is important because of the complexity of the Bank’s business activities which are increasing along with the development of information technology and globalization.

The Bank possesses a Director who oversees the compliance function so that the implementation of the compliance function can be carried out effectively, which is carried out by the Compliance Division that is independent against the Risk-Taking Unit, Risk Management and Internal Audit Work Unit.

The director in charge of the compliance function has made a report regarding the implementation of his duties, periodically to the President Director and Otoritas Jasa Keuangan with a copy to the Board of Commissioners.

3.1. The Role of BoD and BoC:

  1. The Board of Commissioners must actively monitor the implementation of the Compliance Function in the Bank, by evaluating the implementation of the Bank’s Compliance Function at least 2 (two) times in one year.
  2. Based on the results of the evaluation of the implementation of the Compliance Function, the Board of Commissioners submits a suggestion to the President Director with a copy to the Director in charge of the Compliance Function in order to improve the quality of implementation of the Bank’s Compliance Function.
  3. The Board of Directors is obliged to foster and realize the implementation of the Compliance Culture at all levels of the organization and business activities of the Bank and ensure the implementation of the Bank’s Compliance Function.

3.2. The Role of Compliance Director:

Formulate strategies to encourage the creation of a Bank Compliance Culture.

  1. Review and propose compliance policies or compliance principles that will be determined by the Board of Directors.
  2. Establish compliance systems and procedures that will be used to develop Bank internal rules and guidelines.
  3. Communicate policies and procedures to work units / employees through Circular or internal memos or internal e-mail.
  4. Ensure that all policies, provisions, systems and procedures, as well as business activities carried out by the Bank are in accordance with the provisions of Otoritas Jasa Keuangan based on the Bank’s prudential principles, good corporate governance and statutory regulations.
  5. Minimizing Bank Compliance Risk.
  6. Carry out various efforts to develop and improve internal provisions and mechanisms for reporting systems and internal controls.
  7. Take precautionary measures so that the policies and / or decisions taken by the Bank’s Directors do not deviate from the provisions of the Otoritas Jasa Keuangan and other laws and regulations.
  8. Perform other duties related to the Compliance Function, including monitoring and maintaining the Bank’s compliance with commitments made by the Bank to the Otoritas Jasa Keuangan and other authorized supervisory authorities.

3.3. Duties and Responsibilities of Compliance Division:

  1. Make steps to support the creation of a Compliance Culture in all business activities of the Bank at every level of the organization
  2. Identify, measure, monitor and control Compliance Risk by referring to the provisions of Otoritas Jasa Keuangan that regulate the implementation of risk management for commercial Bank.
  3. Assess and evaluate the effectiveness, adequacy, and suitability of policies, regulations, systems and procedures that are owned by the Bank with the provisions of legislation
  4. Review and / or recommend updating and refining policies, regulations, systems and procedures that are owned by the Bank so that they are in accordance with the provisions of Otoritas Jasa Keuangan and statutory provisions
  5. Make efforts to ensure that the policies, provisions, systems and procedures, as well as the Bank’s business activities are in accordance with the provisions of Otoritas Jasa Keuangan and statutory provisions
  6. Perform other duties related to the Compliance Function.

3.4. Compliance Function is a set of preventives (ex-ante) activities or steps in order to:

  1. Realizing the implementation of the Compliance Culture at all levels of the organization and business activities of the Bank.
  2. Managing Compliance Risk faced by the Bank.
  3. Ensure that the Bank’s policies, provisions, systems, procedures and business activities are in accordance with the provisions of Otoritas Jasa Keuangan and the prevailing laws and regulations
  4. Ensure the Bank’s compliance with the Bank’s commitment to Otoritas Jasa Keuangan and / or other authorized supervisory authorities

3.5. The Implementation of Compliance Function in 2018:

  1. Realizing the implementation of the Compliance Culture at all levels of the organization and business activities of the Bank:
  • Compliance Policies and Procedures which are the basic infrastructure in the implementation of Compliance Function governance that will be used as guidelines in implementing the Compliance Function
  • Disseminate OJK and BI regulations or other external regulations to all Work Units, Directors and Commissioners for the implementation of the new regulations.
  • Improve the quality of human resources in the Compliance Unit to improve the control system through training in Risk Management Certification, Compliance Certification, training held by the Banking Compliance Director Communication Forum (FKDKP).
  • Socialize compliance culture, code of ethics and AML and CFT implementation, to all Work Units to improve compliance functions in all lines of Bank operational activities.

b.  Management of Bank Compliance Risk:

  • Monitoring the principles of regulatory compliance, among others, KPMM, GWM, LLL, PDN, NPL, NSFR, LCR, PLN, so there is no violation of these regulations.
  • Coordinate with the Risk Management Work Unit to identify, measure, monitor, control risks, so that by 2018 the Bank has a compliance risk profile rating of “2”
  • Provide a reminder about the obligation to report to the regulator to each Work Unit to be carried out on time and accurately.
  • Conduct a gap analysis of each regulation issued by the regulator to make adjustments to the Bank’s Internal Policies and Procedures, so that the Bank’s operational activities are in accordance with applicable regulations.
  • Reviewing the fulfillment of documentation from the opening of the Semarang Branch in January 2018, through the compliance check list.
  • Submitting reports on the implementation of the compliance function to the President Director and Otoritas Jasa Keuangan with a copy to the Commissioner periodically.

c. Ensure that policies, regulations, systems and procedures as well as business activities carried out by the Bank are in accordance with the provisions of OJK, BI and applicable laws and regulations, including provisions related to Anti-Money Laundering & Combating of Terrorism Funding (AML-CTF):

  • Every product or activity issuance has been reviewed in terms of compliance with prevailing regulations.
  • Review internal policies and procedures, both new and existing, to be adjusted to the Bank’s business developments and to the prevailing laws and regulations.
  • Monitoring reporting that must be submitted to the application of AML and CTF in a timely manner and in accordance with the regulations to PPATK.
  • Updating OFAC list data, UN list, List of Terrorists in terrorist databases in the AML system which is the process of screening customers and monitoring transactions.
  • Providing opinions on new credit proposals, extensions, changes to credit facilities and credit restructuring in accordance with the Internal Credit Policy and Procedure and prevailing external regulations.

d. Ensuring compliance with the Bank’s commitment to the Otoritas Jasa Keuangan or Bank Indonesia:

  • Monitoring the follow-up to fulfill the Bank’s commitment from the results of the examination of Otoritas Jasa Keuangan or Bank Indonesia.
  • Follow up on requests for information or data from Otoritas Jasa Keuangan or Bank Indonesia in connection with Bank supervision.

The Internal Audit Function has an active role in shaping and improving the Bank’s controlling environment which is one component of GCG, so that it can provide added value, support the achievement of the Bank’s Business Plan (RBB) by evaluating its effectiveness and improving the Control function, implementing risk management and governance process.

The Bank has established an Internal Audit Work Unit which acts as a Strategic Business Partner for all work units.

The position, authority, responsibility, professionalism, organization and scope of duties of the Internal Audit Unit are in accordance with regulation No. 1 / POJK.03/2019 concerning the implementation of the internal audit function in Commercial Banks, as well as regulation no. 56 / POJK.04/2015 concerning the establishment and guidelines for the preparation of the internal audit unit charter.

4.1. Human Resources at the Internal Audit Unit

The Internal Audit Unit consists of members who have the expertise to conduct checks on operational activities, credit, technology and information systems as well as supporting functions at the Head Office.

To improve the quality competency of human resources, all members of the Internal Audit Unit already have audit certification, so that they are able to carry out the internal audit function adequately.

4.2.  Audit Charter

The audit charter is a formal document that explains the position, vision, mission, scope, independence, code of ethics, accountability, authority and responsibility of the Internal Audit Unit in the Bank’s Organization and the relationship with the Board of Directors and Board of Commissioners. The Head of the Internal Audit Unit is responsible to the President Director and reports the work results of the Internal Audit Unit to the Board of Directors with recommendations to the Commissioner and Director in charge of compliance, to ensure the completeness and effectiveness of the Internal Control System (SPI), making the Annual Audit Plan that must be approved by the President Director and its implementation monitored by the Board of Commissioners through the Audit Committee.

4.3. Evaluation or Review of the Implementation of Internal Audit Function

In the framework of conducting a review of the work results of the Internal Audit Unit and compliance with applicable regulations by external parties, it has been carried out in 2017. For the next period, it will be carried out in 2020.

4.4.  Audit Inspection Methodology    

For the implementation of internal audits, the Bank utilized Risk Based Audit methodology with the aim of evaluating completeness, evaluating the effectiveness of internal control systems inherent in each Work Unit so as to minimize the level of risk.

The findings of audit results are used as a basis for carrying out corrective actions from the control system and increasing risk awareness in risk control of the Bank’s operational activities.

4.5.  INSPECTION PLAN FOR AUDIT DIVISION:

NO

INSPECTION PLAN FOR AUDIT DIVISION

REALISASI TANGGAL/BULAN LAPORAN

 1

Operational Head Office

30 April 2018

 2

Pasar Baru Branch Office

16 August 2018

 3

Bandung Branch Office

20 September 2018

 4

Surabaya Branch Office

16 October 2018

 5

Medan Branch Office

31 October 2018

 6

Semarang Branch Office (Out of 2018 Working Plan)

23 November 2018

 7

Indo-India Business Banking Division

20 August 2018

 8

International Banking and Treasury Division

20 August 2018

 9

Finance Division

14 August 2018

 10

BI-SKN, BIRTGS, BI-SSSS, BI-ETP and KPDHN

28 March 2018

 11

Information Technology Division

14 August 2018

 12

NPA, Credit Review, Credit Administration and Legal Divisions

December 2018

In the implementation of good corporate governance, the availability of adequate financial reports and the adequacy of the financial reporting process are in accordance with the principles of transparency, accountability, responsibility, independence and fairness.

Based on the process of appointing a Public Accountant and Public Accountant Office, the Audit Committee has provided recommendations to the Board of Commissioners for approval from the GMS.

In accordance with the results of Bank SBI Indonesia GMS decision on November 9th 2018, The appointment of a Public Accountant Tagor Sidik Sugiro and the registered Public Accountant Office, Gani Sigiro & Handayani (Grant Thornton), to audit the financial statements of Bank SBI Indonesia, in the financial year which ended December 31, 2018.

Assignment of audits to the accounting office has fulfilled the following aspects :

  • Has a good reputation and capacity and is registered in Otoritas Jasa Keuangan
  • The audit is supported by an Audit Engagement Letter between the Bank and the Public Accountant Office.
  • The scope of the audit is in accordance with the auditing standards set by the Indonesian Institute of Accountants and the Professional Standards of the Public Accountant;
  • Professional standards of public accountants; and Communication of OJK with the accounting office has been running well.   

The audit results by KAP Gani Sigiro & HAndayani (Grant Thornton) have been reported on time to Otoritas Jasa Keuangan. The Public Accountant and KAP have completed the task independently in accordance with the guidelines of the standards of the public accounting profession, as well as in accordance with the specified work requirements and audit scope.

Bank SBI Indonesia had been implementing the risk management principles according to OJK Regulations no.18/POJK.03/2016 dated March 16th 2016 and SEOJK no.34/SEOJK.03/2016 dated September 1st 2016 concerning Risk Management Implementation for Commercial Banks

The implementation of risk management has a role in increasing added value and providing a comprehensive picture of the potential risks and losses of the Bank in the future that are adjusted to the complexity and internal conditions of the bank.

6.1. The implementation of good corporate governance and risk management framework by Bank SBI Indonesia includes 5 (five) pillars, namely :

  • Active supervision by the Board of Commissioners and Directors;
  • Policies and procedures and limits;
  • The process of identifying, measuring, monitoring and controlling risk;
  • Quantity and quality of Human Resources;
  • Internal control system.

6.2. Risk Management Unit

Is a work unit residing under the Director of Compliance and Risk Management that is independent of the business / operational work unit, Compliance Unit and Internal Audit Work Unit. The Risk Management Work Unit has a function to identify, monitor, measure and control risks and minimize the potential and impact of various types of risks faced in business activities and processes.

6.3.  Duties and Responsibilities of Risk Management Division

  1. Provide input to the Board of Directors in the preparation, policy, strategy and risk management framework.
  2. Develop procedures and tools for identification, measurement, monitoring and risk control.
  3. Monitor risk management strategies that have been approved by the Board of Directors.
  4. Monitoring the overall risk position / exposure and type of risk.
  5. Application of stress testing to determine the impact of implementing risk management policies and strategies.
  6. Conduct a risk assessment of new proposed products and / or activities
  7. Review and recommend risk limits from business and operational work units.
  8. Arrange and submit risk profile reports to the Risk Management Committee periodically to be submitted to the Directors and OJK.
  9. Prepare a report on Minimum Capital Requirement (KPMM) in the Internal Capital Adequacy Assessment Process (ICAAP) periodically to be submitted to the Directors and OJK.

6.4.  Internal Control System

The internal control system has been implemented by the Internal Audit Unit to assess the implementation of risk management processes and systems in the Bank’s operational activities. In the organizational structure there is a clear separation of functions between the operational work units (risk taking units) and work units that carry out risk management functions (risk management units). The application of risk management has been inherent in each of the Bank’s internal policies and procedures with the signature of the Head of the Risk Management Work Unit as evidence of the review of these policies and procedures.

6.5.  Risk Management Implementation in 2018

  • on an ongoing basis, Risk Culture socialization was held with participants from all employees as well as reading the pledge of Risk Awareness Day on September 3, 2018.
  • Based on the assessment of the risk profile of the December 2018 position from the results of the analysis in aggregate on inherent risk, the Bank has a value of “Low to moderate” and the quality of the application of risk management with “Satisfactory” so that there are 8 types of risks, the Bank’s risk profile is “2”
  • From the Minimum Capital Requirement (KPMM) report in the Internal Capital Adequacy Assessment Process (ICAAP), using a scenario to deal with stress conditions, the Bank still has adequate CAR excess because the December CAR position is as big as 39.73 %.
  • Every preparation and revision of the Bank’s internal policies and procedures, an analysis of the risks inherent in the Bank’s operational activities has been carried out in these policies and procedures.
  • Analyze the proposed internal limit policy in accordance with the risk appetite of a risk exposure.
  • Monitoring regulatory compliance related to compliance risk, including: LLL, NPL, GWM, LCR, PDN, CAR, NSFR, investment rating of securities, RBBR
  • To support credit risk control in terms of providing credit with the precautionary principle, a risk analysis inherent in the provision of credit has been carried out through giving opinion
  • The results of implementing risk management as described in point b are important factors in the assessment of soundness levels.

The Bank has an internal policy regarding the mechanism of providing funds to related parties and the provision of large funds, so that the provision of fixed credit is based on the principle of prudence and in accordance with applicable regulations.

Application of provision of funds by the Bank to related parties and / or the provision of large funds:

  • Based on the monthly report regarding the Legal Lending Limit (LLL), during 2018 there was no violation or exceeding the LLL
  • Diversification of the provision of large exposure of funds has been carried out by maintaining the core debtor ratio at a reasonable level in accordance with the Bank’s business strategy.
  • Reports on the provision of funds to related parties have been submitted to OJKin accordance with the provisions.

Position in December 2018, the provider of funds to related parties and core debtors / groups as follows:

NO

 

Fund Provision

A m o u n t

Debtor

Nominal (IDR mio)

1

to Related Parties

9

 3.117

2

to Core Debtors

 

 

 

 a.   Individual

11

 425.545

 

 b. Group

4

 1.005.463

The Bank’s strategic plan has been prepared taking into account the development of the global economy and Indonesia’s economic growth and the performance of the Indonesian banking sector. In addition, the bank’s strategic plan is prepared by considering the factors of Strengths, Weaknesses, Opportunities and Threats (SWOT), as stated in the Bank’s business plan.

8.1.  Supporting infrastructure factor and other factors in preparing the Bank’s strategic plan:

  • Adequacy of human resources according to the organizational structure.
  • Information technology that supports the Bank’s operational activities.
  • Office network to support Bank product marketing and customer service.
  • Policies and procedures for all Bank activities / products
  • External and internal factors that can affect the business continuity of the Bank
  • Prudential principles
  • the Implementation of risk management
  • Sound banking principles.

8.2. Realization of Bank’s Business Plan December 2018 position:

Component

Actual

December 2018

Target

December 2018

Variance

DPK

  2.276.589  2.200.000  76.589

Credit

 2.316.377  2.200.000  116.377

Asset

 4.864.229  4.412.669  451.560

Profit

 132.163   67.252  64.911

NPL Gross

1,81%

4,00%

-2,19%

NPL Net

0,00%

3,00%

-3,00%

NIM

4,64%

4,50%

0,14%

ROA

4,14%

2,24%

1,91%

ROE

10,39%

5,34%

5,05%

BOPO

59,04%

75,81%

-16,77%

Based on the table above, the Bank has achieved all of the Bank’s business plan targets that have been set for the position of December 2018. The Bank has attempted to settle non-performing loans as well as increase fee-based income from trade finance transactions, so as to achieve gross NPL targets and maintain NPL net at 0%. From the results of the profit, it has an impact on the ROA and ROE ratio.

The Bank possesses policies and procedures regarding the procedures for the implementation of transparency in financial and non-financial conditions, as well as transparency of financial and non-financial conditions, including quarterly publications of financial statements at the end of December 2018 are in accordance with the prevailing regulations.

9.1. SUBMISSION OF REPORTS ON THE IMPLEMENTATION OF GOOD CORPORATE GOVERNANCE

The governance report has been submitted based on the actual condition of the Bank with a self-assessment attachment which includes, among others:

  1. The governance principle as referred to in the provisions of Otoritas Jasa Keuangan;
  2. Members of the Board of Directors do not own shares and do not have financial relationships and family relationships with members of the Board of Directors with other members of the Board of Directors, members of the Board of Commissioners and / or Bank shareholders;
  3. Members of the Board of Commissioners do not own shares and do not have financial relationships and family relationships with members of the Board of Commissioners with other members of the Board of Commissioners, members of the Board of Directors, and / or shareholders of the Bank;
  4. Frequency of Board of Commissioners meetings
  5. There were no internal frauds that occurred at Bank SBI Indonesia
  6. There are no transactions that contain conflicts of interest;
  7. There is no buy back of shares and / or bank bonds;
  8. Funding for social activities, and the Bank does not provide funding for political activities.

9.2. SHARE OWNERSHIP, FINANCIAL RELATIONS AND FAMILY RELATIONS OF THE BOARD OF COMMISSIONERS AND DIRECTORS

Members of the Board of Directors do not own shares and do not have financial relationships and family relationships with members of the Board of Directors with other members of the Board of Directors, members of the Board of Commissioners and / or Bank shareholders;

Members of the Board of Commissioners do not own shares and do not have financial relationships and family relationships with members of the Board of Commissioners with other members of the Board of Commissioners, members of the Board of Directors, and / or shareholders of the Bank.

9.3. SHARES OPTION AND BUY BACK SHARES

During 2018 there were no shares options and buy back shares by members of the Board of Commissioners, Directors, Executive Officers and Bank employees. In accordance with the Articles of Association of Bank SBI Indonesia, there are no rules regarding share options and buy back shares.

9.4.  CONFLICT OF INTEREST, INTERNAL FRAUD AND LEGAL PROBLEMS

The Bank possesses policies and procedures regarding Conflict of Interest.

During 2018 there were no reports of transactions by the Board of Commissioners, Directors, Executive Officers containing conflicts of interest.

The Bank has policies, systems and procedures for resolving conflicts of interest that are binding on each of the Bank’s management and employees. With the issuance of a conflict of interest policy, it will consequently reduce the level of risk of loss to the Bank.

NO

name and position convicting in conflict of interest

name and position of the decision maker

type of transaction

amount of transaction (in IDR mio)

remarks

-

Nil

Nil

Nil

Nil

Nil

The Bank has anti-fraud policies and strategies which are prepared based on Bank Indonesia Circular No. 13/28 / DPNP dated December 9, 2011 concerning the Implementation of Anti-Fraud Strategies for Commercial Banks covering factors of Prevention, Detection, Investigation, and Reporting & Monitoring of follow-up.

INTERNAL FRAUD

Internal fraud within a year

number of cases convicted by

 

Management

Permanent Officer

Temporary Officer

 

2017

2018

2017

2018

2017

2018

Total Fraud

0

0

0

0

0

0

settled

Nil

Nil

Nil

Nil

Nil

Nil

on process internally

Nil

Nil

Nil

Nil

Nil

Nil

yet to be settled

Nil

Nil

Nil

Nil

Nil

Nil

legally followed up

Nil

Nil

Nil

Nil

Nil

Nil

 

Disclosure of Legal Problems

Number of Cases

Civic

Criminal

Has obtained a decision that has permanent legal force

1

Nil

on progress

Nil

Nil

Total

1

Nil

 

Provision of funds for Social Activities is a form of implementation of a Corporate Social Responsibility (CSR) program that is useful in creating conducive community conditions, so that it will create mutually beneficial relationships between Bank SBI Indonesia and the community and are expected to increase levels of public trust in the Bank that has an impact on the development and sustainability of the business environment.

Bank SBI Indonesia realizes that as a company that has social responsibility to develop and empower people’s lives, Bank SBI Indonesia focuses on helping the community in the fields of education, health and humanity, social and religious, environment and emergency response to every natural disaster.

Bank SBI Indonesia do not provide funds for political activities, but the provision of funds for social / educational activities during 2018 are as follows:

  1. Donations for notebooks to schools in need through UNESCO amounted to Rp. 22,500,000.
  2. Donations for orphans and poor people in collaboration with the Islamic Spiritual Development Agency of BAPEKIS - Graha Mandiri for Rp. 3 million.
  3. Donations for orphans in collaboration with the Indonesian Bankers Association (IBI) of Rp. 2,500,000.
  4. Donation for the Palu-Donggala natural disaster in collaboration with Aksi Cepat Tanggap (ACT) of Rp. 5 million.
  5. Donation for the Lombok natural disaster in collaboration with Aksi Cepat Tanggap (ACT) of Rp. 5 million.
  6. Donations for the sanitary infrastructure of the Al Husein school of IDR 9,500,000.

Self-Assessment Report on Good Corporate Governance

 

Rating

D e f i n i t i o n

Individual

2

The rating of Corporate Governance (individual) is 2 (Good), which reflects that the management of Bank SBI Indonesia have implemented good general governance. The existence of weaknesses in the application of the general governance principles does not significantly affect the company’s operations and can be resolved by the company’s management.

Analysis

The conclusion of the assessment of the implementation of Governance in a comprehensive and structured manner, includes both Governance Structure, Governance Process and Governance Outcome as follows:

Governance Structure

The structure and infrastructure of Bank Governance have met the prevailing regulations. In addition to the Bank forming a committee in order to support the supervisory duties of the Board of Commissioners in accordance with the provisions, the Bank also formed committees that supported the implementation of the duties and responsibilities of the Board of Directors in managing the company’s operational activities.

Policies and procedures, management information systems and the main tasks and functions of each organizational structure are prepared based on the provisions and risk-based framework and adjusted to the level of the organization within the company.

Governance Process

The structure and infrastructure of Corporate Governance are effective, in accordance with the role of duties and responsibilities based on the principles of Governance, the precautionary principle and the application of risk management.

Governance Outcome

Adequacy of reporting transparency, compliance with laws and regulations and bank performance are carried out in accordance with the prevailing regulations and supported by the adequacy of the Bank’s governance structure and infrastructure.

The Bank continues to be committed to carrying out recovery steps in order to support the continuation of the company’s business. Follow-up actions that will be taken by the bank so that the implementation of governance can be carried out properly, including:

  • The Board of Commissioners and Directors make efforts and establish strategies so that financial and non-financial performance that has been determined in the Bank’s Business Plan can be achieved.
  • Monitoring between Realization compared to the RBB target was discussed in the Board of Directors meeting and with the related Work Unit, so corrective actions were taken.
  • Make continuous efforts towards credit management so that the NPL ratio can be controlled according to the RBB including efforts to settle non-performing loans as well as collateral taken over considering this affects the bank’s profitability & capital.
  • Make efforts so that similar internal and external audit findings do not occur again by making corrective actions including: revisions to policies and procedures, increased supervision of Direct Supervisors. Increasing the role of Internal Control for checking daily transactions.

 

 
 
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Thank you! Your submission has been received!
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08001724636
02139838747

You are visitor number :

For More Information Please Contact 
Gedung Graha Mandiri Lantai 11, 15 & 24 
Jl.Imam Bonjol No.61.
Jakarta Pusat 10310 - INDONESIA 
Email : birdireksi@sbiindo.com 
Tel : +6221.39838747 (hunting)
Fax : +6221.39838750
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