TINJAUAN BISNIS - Bank Ganesha · PT Bank Ganesha Tbk. Laporan Tahunan 2015 88. Tata Kelola Perusahaan ... handal, serta fasilitas layanan yang memadai, berupa kemudahan akses transaksi

ProfilPerusahaanCompany Profi le

I Laporan ManajemenManagement Report

II Analisis & Pembahasan ManajemenManagement Discussion And Analysis

III Tinjauan BisnisBusiness Support Review

IV

88 PT Bank Ganesha Tbk. Laporan Tahunan 2015

Tata Kelola Perusahaan Corporate Governance

V Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility

VI Data PerusahaanThe Corporate Data

VII

89 2015 Annual Report PT Bank Ganesha Tbk.

TINJAUAN BISNISBUSINESS SUPPORT REVIEW

Dalam mendukung peningkatan kinerja dan menjaga keberlangsungan

usaha, Bank Ganesha senantiasa memperhatikan sektor-sektor

pendukung bisnis Bank, selain meningkatkan kinerja operasional dan

keuangan.

In supporting the enhancement of performance and maintaining the continuity of business, Bank Ganesha constantly observed the business support sectors of the

Bank, besides enhanced the operational and fi nancial performance.

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Profil PerusahaanCompany Profile




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Dalam mendukung peningkatan kinerja dan menjaga keberlangsungan usaha, Bank Ganesha senantiasa memper ati an se tor se tor pendu ung isnis Ban selain meningkatkan kinerja operasional dan keuangan. Bank Ganesha senantiasa memperhatikan penyediaan pelayanan prima, kehandalan teknologi informasi dan sumber daya manusia, serta integrasi manajemen risiko sebagai bagian yang tidak terpisahkan dari proses pengelolaan perbankan yang baik.

PELAYANAN PRIMAEXCELLENT SERVICES

Dalam menghadapi persaingan dunia perbankan yang semakin ketat dan kompetitif, Bank Ganesha memandang bahwa pelayanan prima merupakan kewajiban yang harus dipenuhi untuk menjaga keberlangsungan usaha

In supporting the enhancement of performance and maintaining the continuity of business, Bank Ganesha constantly observed the business support sectors of the Ban esides en anced t e operational and financial performance. Bank Ganesha always concerned with providing excellent services, reliability of information technology and human resources, as well as integration of risk management as integral parts of the good banking management process.

In facing the banking world competition which was increasingly tight and competitive, Bank Ganesha feel that excellent service is an obligation that must be met to maintain the Bank business continuity as a whole.

Tinjauan Pendukung BisnisBusiness Support Review




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Bank secara keseluruhan. Produk dan program yang handal, serta fasilitas layanan yang memadai, berupa kemudahan akses transaksi melalui jaringan dan infrastruktur, perlu ditunjang dengan pelayanan prima sehingga mampu meningkatkan kepuasan nasabah.

Dalam memberikan pelayanan prima kepada seluruh nasabah, Bank Ganesha menerapkan slogan “SIGAP” yang memiliki makna “Kami tanggap dan siap melayani kebutuhan Anda dengan cepat, tepat, serta akurat”. Adapun slogan tersebut merupakan penjabaran dari:

S I G A PSaya

(I)Insan

(Human Being)Ganesha

(Ganesha)Andal(Reliable)

Profesional(Professional)

Dalam menerapkan slogan tersebut, Bank Ganesha memiliki sikap dasar pelayanan “SAYA SIGAP” yang merupakan penjabaran dari: S = Sambut dengan hangat, tulus dan berikan kesan

positifA = Arahkan nasabah untuk menyampaikan kebutuhanY = Yakinkan nasabah bahwa kita memahami

kebutuhan nasabahA = Analisa alternatif solusi yang akurat, cepat dan

tanggap

S = Sampaikan alternatif solusi untuk menjawab kebutuhan atau memecahkan masalah nasabah dengan jelas dan akurat

ngat untu mela u an onfirmasi atas pemeca an masalah

G = Galang komunikasi yang positif dengan nasabahA = Akhiri percakapan dengan menawarkan bantuan

lainP = Pastikan pelayanan tuntas dan kebutuhan/masalah

nasabah terpenuhi dengan baik.

TEKNOLOGI INFORMASIINFORMATION TECHNOLOGY

Teknologi informasi (TI) berperan penting dalam mendukung kinerja Bank Ganesha secara keseluruhan. Tersedianya TI yang handal dapat meningkatkan

Relia le programs and products and also ade uate service facilities in the form of easy access to transactions through network and infrastructure, needed to be supported by excellent services in order to be able to en ance customers satis action

In providing excellent services to all customers, Bank Ganesha has applied the “SIGAP” slogan which has a meaning “We are responsive and ready to serve your needs rapidly, properly, and accurately”. The slogan itself is an elaboration or a translation of:

In implementing the slogan, Bank Ganesha has a basic attitude of services of “SAYA SIGAP” which is an elaboration of: S = Sambut … Greet warmly, sincerely and provide

positive impressionA = Arahkan… Direct customers to convey their needsY = Yakinkan… Convince customers that we understand

their needsA = Analisa… Alternative solutions which are accurate,

rapid and responsive

S = Sampaikan… Deliver alternative solutions to answer the needs or to solve problems of customers clearly and accurately

I = Ingat Remem er to ma e confirmation upon problem solving

G = Galang… Develop positive communication with customers

A = Akhiri nd conversation y o ering ot er assistances

P = Pastikan… Make sure the complete service and the customers needs pro lems o are met well

Information Technology (IT) has a critical role in supporting the overall performance of Bank Ganesha. The availability of a reliable IT could enhance the Bank





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efisiensi dan iner a Ban le arena itu Ban senantiasa memperhatikan kecukupan infrastruktur TI dalam seluruh lingkup usaha yang dilakukan.

Target utama pengelolaan TI di Bank adalah memperkuat infrastruktur TI melalui penyempurnaan dan pengembangan perangkat lunak maupun perangkat keras. Hal ini dilaksanakan untuk mendukung strategi bisnis Bank dalam memberikan fasilitas dan kemudahan bertransaksi, serta meningkatkan pelayanan kepada nasabah.

Dalam memperkuat infrastruktur TI, manajemen mela sana an identifi asi a tor internal dan e sternal yang dapat memberikan keuntungan maupun mendatangkan kerugian bagi perkembangan bisnis Ban Berdasar an identifi asi terse ut Ban menyusun dan melaksanakan langkah strategis terkait TI. Adapun langkah strategis yang telah ditempuh selama tahun 2015 sebagai berikut.

1. Pengembangan Sistem dan Aplikasi Baru yang Diwajibkan Oleh Lembaga Negara dan Bank Indonesia a. Sistem Kliring Nasional Bank Indonesia Next

Generation S B Merupa an pengem angan apli asi S B

yang dilakukan oleh Bank Indonesia ini bertujuan agar penyediaan dan penyelenggaraan sistem kliring memiliki jangkauan yang lebih luas, serta proses penyediaan kebutuhan akan informasi yang le i cepat dan le i es i el

b. Real Time Gross Settlement Gen. Two (RTGS G2) Melalui penyediaan S se agai plat orm

apli asi B R S dan B SSSS Ban anes a dapat menggunakan sistem satu pintu dan standar yang sama baiknya untuk bertransaksi, baik di dalam maupun di luar negeri. Selain itu, pengembangan ini dilakukan untuk mempersingkat jalannya proses transaksi sehingga tingkat kesalahan operasional dapat

er urang dan men adi le i efisienc. International Fund Transfer Instruction Merupakan kewajiban dari Pusat Pelaporan

dan Analisis Transaksi Keuangan (PPATK) bagi semua penyelenggara jasa keuangan untuk menyampaikan laporan yang berkenaan dengan transaksi pengiriman dana dari dan ke luar negeri. Oleh karena itu, diperlukan ketersediaan data transaksi transfer dana.

d. Lalu Lintas Devisa (LLD) Merupakan pengembangan yang dilakukan

dalam memenuhi laporan Bank Indonesia yang

e ciency and per ormance ence Ban constantly pays attention to t e su ciency o in rastructure in the overall business scope conducted.

The main target of IT management in the Bank is to strengthen IT infrastructure through the improvement and development of software and hardware. This is conducted to support the Bank business strategy in providing facilities and easiness in making transactions, and also in enhancing services to customers.

In strengthening IT infrastructure, the management carried out t e identification o internal and e ternal actors t at could provide enefits and incur losses

for the Bank business development. Based on the identifications t e Ban developed and implemented strategic measures related to IT. The strategic measures that have been taken during 2015 are as follows.

1. System Development and New Application Required by State Institutions and Bank Indonesia a. Bank Indonesia National Clearing System – Next

eneration S B is development o S B application

carried out by Bank Indonesia so that the provision and implementation of the clearing system had a more expansive outreach, while the provision process of the needs for information

ecame aster and more e i le b. Real Time Gross Settlement Gen. Two (RTGS G2) roug t e provision o S as t e plat orm

or B R S and B SSSS applications Ban Ganesha could use one door system and the standard as good as to make transactions, both in the country and overseas. Aside from that, this development was carried out to simplify transaction processes so that the operating error rate could be reduced and became more e cient

c. nternational und rans er nstruction The obligation from the Center for Reporting and

Analysis o inancial ransaction Pusat Pelaporan dan Analisis Transaksi Keuangan-PPATK) for all financial service providers to su mit reports related to the transactions of fund transfer from and to foreign countries. The availability of transaction data using foreign currencies is re uired

d oreign c ange ra c Lalu Lintas Devisa-LLD) The development carried out in order to meet

Bank Indonesia reports related to the foreign




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berkenaan dengan kegiatan lalu lintas devisa bank umum terkait transaksi surat berharga yang aliran dananya dapat erpinda sewa tuwaktu.

e. Unusual Transaction Merupakan pengembangan atas sistem

pelaporan Suspesious Transaction Report and Cash Transaction Report, khususnya untuk transaksi nasa a yang dila u an di luar profil

2. Pengembangan dan Penyempurnaan Core Banking System a. Central Operation

1) Penggabungan transaksi kliring dan transaksi post date cheque (PDC);

2) Layanan terpusat untuk permintaan buku cek dan giro nasabah;

3) Layanan terpusat untuk pembukaan dan administrasi pinjaman nasabah.

b. Pengaduan Nasabah Penyempurnaan administrasi pengaduan

nasabah yang sebelumnya dilakukan secara manual menjadi sesuai sistem aplikasi Core Banking System.

c. Penggajian Penyempurnaan aplikasi penggajian yang

dilakukan secara otomatis oleh sistem sesuai dengan jadwal waktu pembayaran dan daftar account penerima pembayaran di Bank Ganesha ataupun di bank lain.

d Profil Risi o asa a Pengelompokan dan pengkategorian nasabah

berdasarkan bobot risiko dikembangkan guna mengetahui tingkat risiko nasabah.

3. Pengembangan dan Penyempurnaan Delivery Channel a. Anjungan Tunai Mandiri (ATM)

1) Memperbanyak jaringan mesin ATM; 2) Melakukan pemeliharaan dan mengganti

mesin ATM yang telah usang; serta3) Menyediakan mesin Electronic Data Capture

DC untu mening at an layanan agi nasabah yang tidak terjangkau oleh kantor cabang Bank Ganesha.

4. Penyempurnaan dan Pengembangan Perangkat Hardwarea. Melakukan penambahan dan penggantian

hardware yang telah usang;b. Senantiasa melakukan peremajaan hardware

agar kinerjanya senantiasa terjaga.

e c ange tra c activities o commercial an s related to securities w ic ow o unds can e transferred at any time.

e. Unusual Transaction Reporting system for Suspicious Transaction

Report and Cash Transaction Report developed especially for unusual transactions made by customers.

2. Development and Improvement of Core Banking Systema. Central Operation

1) Combination of clearing transactions and post date c e ue PDC transactions

Centrali ed services or re uest o c e ue books and current accounts of customers;

3) Centralized services for opening and administration of customer loans.

b. Customer Complaints Improvement of customer complaints

administration from the manual system previously conducted to a system in accordance with the Core Banking System application.

c. Payroll Improvement of payroll application shall be

done automatically by the system in accordance with the payment time schedule and the list of

eneficiary accounts in Ban anes a or ot er banks.

d Ris Profile o Customers Grouping and categorizing customers based on

risk weight for reporting needs.

3. Development and Improvement of Delivery Channel a. Automated Teller Machines (ATM)

1) Multiply ATM network; 2) Perform maintenance and replacement of

obsolete ATM; and Provide lectronic Data Capture DC

machines to improve services for customers unreac a le y ranc o ces o Ban Ganesha.

4. Improvement and Development of Hardware Devicesa. Make addition and replacement of obsolete

hardware;b. Always conduct hardware rejuvenation so as to

maintain its performance.





IV


SUMBER DAYA MANUSIAHUMAN RESOURCES

Sumber daya manusia (SDM) merupakan aset yang berharga bagi Bank Ganesha. Oleh karena itu, Bank senantiasa memperhatikan pengelolaan SDM yang e e ti dan efisien secara ai dan enar Pela sanaan pengelolaan SDM Bank Ganesha juga dilakukan sebagai upaya dalam meningkatkan persaingan Bank di industri per an an yang sema in etat o us pengelolaan SDM tersebut antara lain dapat dikelompokkan menjadi:

a. Mempersiapkan dan menyediakan kualitas SDM sejalan dengan perkembangan bisnis dan usaha Bank, serta menganalisa efektivitas kebutuhan dan kesesuaian penempatan SDM dengan bidang kerjanya;

b. Mempersiapkan proses rotasi, mutasi dan promosi karyawan sesuai kebutuhan dan pengembangan organisasi;

c. Meningkatkan kompetensi dan produktivitas SDM melalui pendidikan dan pelatihan dengan menggunakan pihak internal maupun eksternal dengan program pelatihan yang lebih efektif dan fokus.

Pengelolaan SDM yang dilakukan Bank dimulai dari aspek rekrutmen, pendidikan dan pelatihan, remunerasi, promosi, mutasi, dan demosi pegawai, dan lainnya. Dalam melakukan rekrutmen, Bank memperhatikan aspek keadilan dan kesetaraan. Bank merekrut pegawai sesuai dengan kompetensi yang dimiliki. Perekrutan pegawai tersebut dilakukan secara adil dengan tidak memandang perbedaan jenis kelamin. Selama tahun 2015, Bank telah melakukan rekrutmen dalam jumlah yang terbatas. Hal ini disebabkan Bank mempertim ang an unsur e e tivitas dan efisiensi pegawai yang tela dimili i Adapun profil pegawai Ban Ganesha diuraikan sebagai berikut.

Jumlah Pegawai Berdasarkan Jenis Kelamin Number of Employees Based on Gender

Jenis KelaminGender

2015 2014 PertumbuhanGrowth

OrangPeople

KomposisiComposition

OrangPeople


OrangPeople

%

PriaMale

224 62,57% 242 64,02% (18) (7,44%)

Wanitaemale

134 37,43% 136 (2) (1,47%)

JumlahTotal 358 100,00% 378 100,00% (20) (5,29%)

Human Resources (HR) are valuable assets of Bank Ganesha. Therefore, the Bank always pays attention to t e management o R t at is e ective and e cient in a well and correct manner. The implementation of Bank

anes a R management was carried out as an e ort to enhance the Bank competitiveness in the increasingly competitive banking industry. The focus of the HR management among others can be grouped into:

a Preparing and providing uality o R in line wit t e business development and the Bank business, as well as analysing t e e ectiveness o t e needs and t e suita ility o R placement in t eir wor fields

b. Preparing the process of rotation, mutation and promotion of employees in accordance with the needs and development of organization;

c. Improving competency and productivity of HR through education and training by using internal and external parties with training programs that is more e ective and ocus

HR management performed by the Bank start from recruitment, education and training, remuneration, promotion, movement/transfer, and demotion of employees, and others. In conducting the recruitment, Bank shall pay attention to the aspect of fairness and e uality Ban s all recruit employees in accordance with the competencies that they owned. The recruitment of employees shall be conducted in fairness by not considering the gender. During 2015, Bank has recruited only a limited number, due to Bank considered the elements o e ectiveness and e ciency o t e e isting employees Ban anes a employees profile is described as follows.




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Jumlah Pegawai Berdasarkan Jenis KelaminNumber of Employees Based on Gender

pria

37,44%

62,56%

35,98%

64,02%

wanita

2015 2014

Di tahun 2015, jumlah pegawai mengalami penurunan sebanyak 20 orang atau menjadi 358 orang dari 378 orang di tahun 2014. Penurunan ini merupakan dampak dari usaha Bank Ganesha untuk melakukan e e tivitas dan efisiensi pegawai Berdasar an enis kelamin, baik jumlah karyawan pria maupun karyawan wanita mengalami penurunan. Karyawan pria menurun sebanyak 18 orang dan karyawan wanita menurun sebanyak 2 orang. Adapun berdasarkan komposisinya, pegawai Bank masih didominasi oleh pegawai pria.

Jumlah Pegawai Berdasarkan Status KepegawaianNumber of Employees Based on Employment Status

StatusStatus


OrangPeople


OrangPeople


OrangPeople

%

Tetap / Permanent 343 (4) (1.17%)

Kontrak / Contract 5.31% 35 (16) (45.71%)

Jumlah / Total 358 100.00% 378 100.00% (20) (5.29%)

Jumlah Pegawai Berdasarkan Status KepegawaianNumber of Employees Based on Employment Status

Kontrak

5,31%

94,69%

9,26%

90,74%Tetap

2015 2014

In 2015, the number of employees experienced a decrease of 20 people or became 358 from 378 people in 2014. This decrease was the impact of Bank Ganesha e ort in per orming e ectiveness and e ciency o employees. Based on gender, both the number of male and female employees has experienced a decrease. The male employees were declined by 18 people and female employees by 2 people. Based on its composition, the Bank employees are still dominated by male employees.

Profi l PerusahaanCompany Profi le




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Berdasarkan status kepegawaian, baik karyawan tetap maupun karyawan kontrak mengalami penurunan. Jumlah karyawan tetap menurun sebanyak 4 orang dan karyawan kontrak menurun sebanyak 16 orang. Adapun berdasarkan komposisinya, pegawai Bank masih didominasi oleh pegawai tetap.

Jumlah Pegawai Berdasarkan UsiaNumber of Employees Based on Age

UsiaAge


OrangPeople


OrangPeople


OrangPeople

%

<31 61 17,04% (18) (22,78%)

31 – 35 45 12,57% 64

36 – 45 122 34,08% 141 37,30% (13,48%)

46 – 50 22,07% 62 16,40% 17 27,42%

>50 51 14,25% 32 8,47%

JumlahTotal 358 100,00% 378 100,00% (20) (5,29%)

Jumlah Pegawai Berdasarkan UsiaNumber of Employees Based on Age

31-35

22,07%

14,25% 17,04%

12,57%

34,08%

8,47%20,90%

37,30%

16,40%

16,93%

<31

46-50

>50

36-45

2015 2014

Berdasar an usia umla aryawan yang erusia tahun dan yang lebih besar dari 50 tahun mengalami pening atan masing masing se anya orang dan orang. Sedangkan karyawan yang berusia lebih kecil dari 31 tahun mengalami penurunan sebanyak 18 orang, serta usia ta un dan ta un mengalami penurunan masing masing se anya orang Adapun berdasarkan komposisinya, pegawai Bank masih didominasi oleh pegawai dalam masa usia produktif, ya ni usia ta un

2015 2014

Based on the employment status, both permanent employees and contract employees has experienced a decline. The number of permanent employees has decreased by 4 people and contract employees by 16 people. Based on its composition, the Bank employees are still dominated by the permanent employees.

Based on t e age t e num er o employees aged 50 years and over 50 years has experienced an increase respectively y people and people Meanw ile employees aged less than 31 years has experienced a decrease by 18 people, whereas employees aged

years and years e perienced a decrease respectively y people Based on its composition t e Bank employees are still dominated by employees in t eir productive age i e years




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Jumlah Pegawai Berdasarkan Tingkatan ManajemenNumber of Employees Based on Management Level

Tingkatan Manajemen Management Level


OrangPeople


OrangPeople


OrangPeople

%

Komisaris Commissioner

3 0.84% 3 0 0.00%

Direksi Director

3 0.84% 3 0 0.00%

Senior Kepala Divisi Senior Division Head

1 0.28% 0 0.00% 1 100.00%

Kepala Divisi Division Head

5 1.40% 3 2 66.67%

Kepala Bagian Department Head

5.31% 17 4.50% 2 11.76%

Pimpinan Cabang/Cabang Pembantu eaders o Branc Su

Branch

14 14 3.70% 0 0.00%

Kepala Seksi Section Head

17 4.75% 5.03% (2) (10.53%)

StaSta

(22)

JumlahTotal 358 100,00% 378 100,00% (20) (5,29%)

2015 2014


Direksi

0,84%

0,56% 0,28%

1,40%

3,91%

5,31%

4,75%

82,96%

0,79%0,79% 0,79%

4,50%

84,39%

0,00%

3,70%

5,03%

Komisaris

Kepala Divisi

Kepala Bagian

Senior Kepala Divisi

Kepala Seksi

Staff

Pimpinan Cabang/Cabang Pembantu

Berdasarkan tingkatan manajemen, terdapat beberapa perubahan jumlah pegawai. Perubahan tersebut

ususnya erasal umla sta yang mengalami penurunan sebanyak 22 orang. Selain itu, perubahan juga antara lain terkait dengan pengembangan bisnis usaha Bank Ganesha. Pada tahun 2015, terdapat penambahan jabatan di Bank, diantaranya adalah 1

Based on the management level, there were several changes in the number of employees. The changes were particularly derived rom t e num er o sta w ic experienced a decline by 22 people. Besides, the changes were also among others related to the development the Bank Ganesha business. In 2015, there were additional positions in the Bank, among others 1 Senior Division





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posisi Senior Kepala Divisi dan 2 posisi Kepala Divisi, yakni: Kepala Divisi Kredit dan Branch Coordinator. Selain itu, terdapat penambahan 2 posisi Kepala Bagian, yakni Kepala Bagian Operation Service Development dan Kepala Bagian Operation Monitoring and Control.

Jumlah Pegawai Berdasarkan PendidikanNumber of Employees Based on Education

EducationPen i i an


OrangPeople


OrangPeople


OrangPeople

%

lementary SD 4 1.12% 4 1.06% 0 0.00%

Junior High (SMP) 1 0.28% 1 0.26% 0 0.00%

Senior High (SMA) 84 23.46% 24.07% (7)

Diploma (D3) 65 18.16% 68 (3) (4.41%)

Bac elor Sar ana S 187 52.23% 203 53.70% (16) (7.88%)

Magister (S2) 16 4.47% 10 2.65% 6 60.00%

Doctoral (S3) 1 0.28% 1 0.26% 0 0.00%

JumlahTotal 358 100,00% 378 100,00% (20) (5,29%)

0,26%1,06%

0,26%

24,07%

2,65%

53,70%

17,99%

53,70%

2015

Jumlah Pegawai Berdasarkan PendidikanNumber of Employees Based on Education

SMP

0,28%1,12%

0,28%

23,46%

4,75%

52,23%

18,16%

SD

DIPLOMA (D3)

SARJANA (S1)

SMA

Doktor (S3)

Magister (S2)

2014

Berdasarkan pendidikan, jumlah pegawai dengan tingkat pendidikan SMA, Diploma 3, dan Sarjana mengalami penurunan yang masing masing se anya orang orang, dan 16 orang. Namun, pegawai dengan tingkat pendidikan Magister mengalami peningkatan sebanyak 6 orang. Adapun berdasarkan komposisinya, pegawai Bank masih didominasi oleh pegawai dengan tingkat pendidikan Sarjana.

Head position and 2 Division Head positions, i.e. Head of Credit Division and Branch Coordinator. In addition to that, there were additional of 2 Department Head positions, i.e. Head of Operation Service Development Department and Head of Operation Monitoring and Control Department.

Based on their education, the number of employees with education level of Senior High, Diploma 3, and Bachelor has experienced a decline respectively by 7, 3, and 16 people. However, employees with Master Degree increased by 6 people. Based on its composition, the Bank employees are still dominated by the employees with education level of Bachelor degrees.




VII


Dalam rangka untuk meningkatkan kualitas pegawai tersebut, maka Bank fokus untuk mengembangkan pegawai melalui kegiatan pendidikan, pelatihan dan pengembangan SDM. Pendidikan dan pelatihan yang diberikan kepada pegawai diselenggarakan, baik oleh pihak internal maupun eksternal, secara individual maupun berkelompok. Pengikutsertaan pegawai dalam program tersebut dilakukan dengan memperhatikan kebutuhan Bank dan pegawai terkait. Bank juga memberikan kesempatan yang sama kepada seluruh pegawai untuk ikut serta dalam pendidikan, pelatihan dan pengembangan SDM.

Selama tahun 2015, Bank Ganesha telah mengikutsertakan sebagian besar pegawai dalam program pendidikan, pelatihan dan pengembangan. Program terse ut antara lain meliputi sertifi asi manajemen risiko, strategi jitu membangun corporate, penerapan tata kelola menajemen risiko terintergrasi bagi konglomerasi keuangan, penerapan fungsi kepatuhan dan pengawasan, serta service pelayanan bermutu. Atas pelaksanaan program pendidikan, pelatihan dan pengembangan SDM, Bank telah mengeluarkan biaya sebesar Rp1,14 miliar.

Selanjutnya, seiring dengan upaya peningkatan dan pelatihan karyawan, Bank Ganesha mengembangkan portal Bank Ganesha yang merupakan suatu fasilitas yang dapat diakses oleh seluruh karyawan di seluruh kantor Bank Ganesha untuk mengetahui dan mempelajari berbagai macam peraturan dan kebijakan, baik eksternal maupun internal (Standard Operating Procedure/SOP). Selain itu, untuk meningkatkan rasa kebersamaan dan persatuan, serta semangat kerja dalam aktivitasnya, Bank Ganesha juga melakukan berbagai employee gathering, seperti fun walk CFD, perayaan HUT Bank Ganesha, dan sebagainya.

MANAJEMEN RISIKORISK MANAGEMENT

Manajemen risiko merupakan faktor penting untuk dapat menghadapi setiap risiko bisnis perbankan yang bersifat dinamis, khususnya di tengah kondisi ekonomi yang tidak pasti dan persaingan bisnis yang semakin kompetitif. Oleh karena itu, Bank Ganesha menerapkan proses manajemen risiko secara konsisten pada setiap proses aktivitas bisnis maupun operasional perbankan se ari ari al ini ertu uan untu memasti an pencapaian target kinerja yang telah ditetapkan, yaitu

n order to improve t e uality o t e employees t e Bank focuses to develop its employees through the activities of HR development, training and education. The education and training provided to employees shall be held by both internal and external parties, individually and in group. The engagement of employees in the program is carried out by taking into consideration the needs of Bank and the concerned employees. Bank also provides the same opportunity to all employees to participate in HR development, training and education.

During 2015, Bank Ganesha has engaged most of the employees in the education, training and development program e program among ot ers covers certification of risk management, right strategy of corporate building, implementation of integrated risk management for financial conglomerates implementation o compliance and supervisory unction and uality service or t e implementation of education, training and development program of HR, the Bank has spent Rp1.14 billion.

urt ermore in line wit t e e orts o en ancement and training of employees, Bank Ganesha has developed a Bank Ganesha portal, which is a facility that can be access by all employees throughout Bank Ganesha o ces in order to discover and learn various inds o regulations and policies, both external and internal (Standard Operating Procedure/SOP). Apart from that, to enhance togetherness and unity, as well as the work spirit in their activities, Bank Ganesha also organized various employees gat ering suc as un wal C D celebration of Bank Ganesha anniversary, etc.

Risk management is an important factor in order to be able to face every risk in banking business that has a dynamic nature, especially during uncertainty economic condition and the increasingly competitive business. Therefore, Bank Ganesha has implemented the process of risk management consistently on every business activity process and daily banking operations. This is intended to ensure the achievement of performance target t at as een defined i e to ecome a sound





IV


menjadi Bank yang sehat dan bertumbuh secara berkesinambungan, serta kesinambungan bisnis Bank.

Penerapan manajemen risiko di Bank Ganesha dilakukan berdasarkan ketentuan Bank Indonesia, antara lain :a. Peraturan Bank Indonesia (PBI) No. 5/8/PBI 2003

tentang Penerapan Manajemen Risiko Bagi Bank Umum (dengan perubahannya dalam PBI No.

PB Surat daran Ban ndonesia S B o

DPNP tentang Penerapan Manajemen Risiko Bagi Ban mum dengan peru a annya dalam S B No. 13/23/DPNP).

Penerapan manajemen risiko di Bank Ganesha sejalan dengan penerapan Basel II khususnya Pilar 3 (market discipline). Bank Ganesha mengungkapkan jenis risiko dan potensi kerugian, serta praktek manajemen risiko yang diterapkan. Dalam hal ini Bank Ganesha berpedoman dalam Peraturan Bank Indonesia No. 14/14/PBI/2012 tentang Transparansi dan Publikasi Laporan Ban dan Surat daran Ban ndonesia o DPNP. Pengungkapan ini diharapkan dapat memberikan informasi yang lebih transparan kepada publik maupun pelaku pasar untuk melakukan penilaian terhadap risiko Bank Ganesha dan upaya Bank Ganesha memitigasi risiko tersebut melalui penerapan manajemen risiko.

ORGANISASI MANAJEMEN RISIKORISK MANAGEMENT ORGANIZATION

Organisasi manajemen risiko Bank Ganesha melibatkan pengawasan dari Dewan Komisaris dan Direksi. Di tingkat Dewan Komisaris, Bank memiliki Komite Pemantau Risiko sebagai pengawas tertinggi. Komite Pemantau Risiko diketuai oleh Komisaris Independen dan beranggotakan Komisaris dan pihak independen yang memiliki keahlian di bidang manajemen risiko dan/atau keuangan. Komite ini membantu Dewan Komisaris dalam memantau dan mengevaluasi pelaksanaan tugas Komite Manajemen Risiko dan Satuan Kerja Manajemen Risiko, serta melakukan evaluasi kesesuaian kebijakan manajemen risiko dengan pelaksanaannya.

Di tingkat Direksi, Bank telah membentuk Komite Manajemen Risiko serta kontrol unit, yakni Satuan Kerja Manajemen Risiko. Komite Manajemen Risiko bertanggungjawab atas penerapan kerangka manajemen risiko secara keseluruhan. Komite ini melakukan

Bank that grows sustainably, and the business continuity of the Bank.

The implementation of risk management in Bank Ganesha was carried out based on Bank Indonesia regulations, among others:a. Bank Indonesia Regulation (PBI) No. 5/8/PBI 2003

concerning Implementation of Risk Management for Commercial Banks (with its amendment in PBI

o PB Ban ndonesia Circular etter S B o

DPNP concerning Implementation of Risk Management for Commercial Banks (with its amendment in S B o DP P

The implementation of risk management in Bank Ganesha was in line with the implementation of Basel II, in particular the Pillar 3 (market discipline). Bank Ganesha should disclose types of risk and potential losses, and also the practice of risk management applied. In this case Bank Ganesha was guided by Bank Indonesia Regulation No. 14/14/PBI/2012 concerning Transparency and Publication of Bank Reports, and Bank Indonesia Circular Letter No. 14/35/DPNP. This disclosure was expected to provide more transparent information to the public and market players to conduct assessment toward the risks o Ban anes a and t e e orts o Ban anes a to mitigate the said risks through the implementation of risk management.

Bank Ganesha risk management organization has involved the supervision of the Board of Commissioners and Directors. At the level of the Board of Commissioners, the Bank has the Risk Monitoring Committee as the highest supervisory board. The Risk Monitoring Committee is led by an Independent Commissioner and has members of Commissioners and independent parties who have e pertise in t e field o ris management and or finance This committee assists the Board of Commissioners in monitoring and evaluating the duty implementation of the Risk Management Committee and Risk Management Work Unit, and also conducts evaluation of the suitability of the risk management policy and its execution.

At the level of Board of Directors, the Bank has established a Risk Management Committee and its control unit, namely the Risk Management Work Unit. The Risk Management Committee is responsible for the implementation of the risk management framework as




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evaluasi atas proses manajemen risiko di Bank. Komite ini diketuai oleh Direktur yang membidangi Satuan Kerja Manajemen Risiko dan beranggotakan beberapa Direksi, serta pejabat eksekutif unit bisnis dan/atau unit support, dan Kepala Satuan Kerja Manajemen Risiko.

Sedangkan, Satuan Kerja Manajemen Risiko bertanggung jawab dalam melakukan fungsi koordinasi dan sosialisasi seluruh proses manajemen risiko Bank untuk meminimalkan potensi maupun dampak dari berbagai jenis risiko yang dihadapi oleh Bank. Satuan Kerja Manajemen Risiko membangun proses yang

ompre ensi dalam mengidentifi asi mengu ur memantau dan mengendalikan risiko, menyampaikan laporan atas tingkat risiko, serta membangun sistem pengendalian internal yang handal.

KERANGKA MANAJEMEN RISIKORISK MANAGEMENT FRAMEWORK

Kerangka manajemen risiko Bank Ganesha diimplementasi an melalui e i a an e i a an prosedur limit limit transa si dan ewenangan toleransi risiko, serta perangkat manajemen risiko. Penerapan manajemen risiko tersebut mencakup:a. Pengawasan aktif Dewan Komisaris dan Direksi;

b. Kecukupan kebijakan, prosedur dan penetapan limit;

c ecu upan proses identifi asi pengu uran pemantauan dan pengendalian risiko, serta sistem informasi manajemen risiko;

d. Pengendalian internal Bank yang menyeluruh dengan melakukan kaji ulang atas kebijakan dan prosedur secara periodik, terutama jika terdapat perubahan kondisi perekonomian, perubahan peraturan dan/atau pendekatan bisnis.

Dalam menerapkan proses manajemen risiko secara konsisten, Bank senantiasa melaksanakan pengelolaan dan pengawasan secara aktif dan prudent. Bank memeta an profil risi o yang di adapi dan lang alangkah mitigasi yang perlu dilakukan. Setiap risiko yang dimiliki Bank dikomunikasikan bersama untuk dilakukan pencegahan dan pemantauan tindak lanjut.

Bank secara aktif melakukan evaluasi atas efektivitas manajemen risiko. Berdasarkan hasil evaluasi tersebut, Bank kemudian meningkatkan kebijakan manajemen risiko, menyempurnakan prosedur, dan mengembangkan sistem terkait. Bank senantiasa

a whole. This committee conducts evaluation on the risk management process in the Bank. This committee is led by the Director responsible for the Risk Management Work Unit and with several Directors as members, and t e usiness unit e ecutive o cers and or support units as well as the Head of Risk Management Work Unit.

Meanwhile, the Risk Management Work Unit is responsible for conducting the function of coordination and socialization of the entire risk management process of Bank in order to minimize potentials and impacts from various types of risks encountered by Bank. The Risk Management Work Unit develops a comprehensive process in identifying, measuring, monitoring and controlling risks, submits reports on risk level, and develops a reliable internal control system.

Ban anes a Ris Management ramewor as een implemented through policies, procedures, transactions and authority limitations, risk tolerances, and risk management instruments. The implementation of risk management included:a. Active supervision of the Board of Commissioners

and Directors; Ade uacy o policies procedures and limit

determination;c Ade uacy o t e process o identification

measurement, monitoring and control of risks, as well as risk management information system;

d. A comprehensive internal control of Bank by performing reviews on policies and procedures periodically, especially if there are changes in the economic condition, changes in the regulations and/or business approaches.

In applying risk management process consistently, the Bank constantly conducted implementation of management and supervision actively and prudently. Ban s conducted mapping o t e ris profiles con ronted and mitigation measures t at need to e done very risk owned by the Bank jointly communicated in order to per orm prevention and monitoring o t e ollow up

The Bank actively conducted evaluation of the e ectiveness o t e ris management Based on the evaluation result, Bank then improved its risk management policy, improved the procedures, and developed related systems. The Bank always





IV


melakukan pengembangan manajemen risiko secara berkesinambungan sesuai dengan peningkatan perkembangan dan kompleksitas bisnis, strategi dan sistem informasi manajemen.

KEBIJAKAN UMUM MANAJEMEN RISIKOGENERAL POLICY OF RISK MANAGEMENT

Dalam melaksanakan pengendalian risiko secara efektif, kebijakan dan prosedur manajemen risiko harus didasarkan pada strategi manajemen risiko, serta dilengkapi dengan toleransi risiko. Kebijakan manajemen risiko merupakan petunjuk tertulis atas pelaksanaan manajemen risiko. Kebijakan manajemen risiko dibentuk untuk memastikan agar Bank memelihara eksposur risiko agar konsisten dengan kebijakan, prosedur internal, dan peraturan eksternal, serta sesuai dengan hukum dan regulasi yang berlaku. Kebijakan manajemen risiko tersebut disusun sesuai dengan arahan Direksi mengenai tingkat risiko yang akan diambil dan toleransi risiko bank.

THREE LINES OF DEFENSE

Terkait dengan penerapan manajemen risiko yang efektif, Bank menerapkan kerangka kerja pengendalian internal yang menggunakan pendekatan pertahanan berlapis (three lines of defense yang masing masing bekerja secara independen.· Lini pertama adalah peran dari pada pemilik risiko

(unit bisnis) sebagai first line of defense dalam fungsinya mengelola aspek internal control di unit kerjanya;

· Lini kedua, Satuan Kerja Manajemen Risiko bersama Satuan er a epatu an mela u an pendefinisian pernyempurnaan dan pemeliharaan metodologi pengelolaan risiko, memastikan kecukupan mitigasi risiko, kebijakan dan prosedur, serta melakukan koordinasi/fasilitasi dari aktivitas pengelolaan risiko operasional secara menyeluruh.

· Lini ketiga, auditor internal akan memastikan secara independen bahwa semua risiko residual telah dikelola sesuai dengan toleransi risiko yang telah disetujui.

RISK APPETITE DAN RISK TOLERANCE

Ban mendefinisi an risk appetite sebagai jumlah dan tipe risiko yang dapat diterima oleh Bank dalam rangka mencapai tujuan stratejiknya melalui sistem manajemen

conducts risk management development continuously in accordance with the enhancement of business development and complexity, strategy and management information system.

n implementing ris control e ectively t e policy and procedure of risk management must be based on the risk management strategy, and completed with risk tolerances. The policy of risk management constitutes written guidelines for the implementation of risk management. The risk management policy has been established to ensure that Bank maintained the risk exposure so that it was consistent with the policy, internal procedure, and external regulations, as well as in compliance with the applicable laws and regulations. The risk management has been developed in accordance with the direction of the Board of Directors concerning the level of risk that will be taken and bank risk tolerances.

THREE LINES OF DEFENSE

n relation to t e implementation o an e ective ris management, the Bank has applied an internal control framework using a layered defense approach (three lines of defense), each of which worked independently.

irst line t e role o t e ris owner usiness units as t e first line o de ense in t eir unction in managing the aspect of internal control in their respective work unit;

Second line t e Ris Management or nit toget er wit t e Compliance or nit s all define improve and maintain the risk management methodology, ensure t e ade uacy o ris mitigation policies and procedures, and also conduct coordination/facilitation of overall operational risk management activities.

ird line internal auditors will ensure independently that all residual risks have been managed in accordance with the risk tolerance already agreed.

RISK APPETITE AND RISK TOLERANCE

e Ban as defined ris appetite as t e num er and types of risks that can be accepted by Bank in order to ac ieve its strategic goal t roug an e ective




VII


risiko yang efektif. Risk appetite uga mendefinisi an batasan untuk aktivitas risk taking dan eksposur yang dapat diterima dalam kaitannya dengan tujuan stratejik Bank. Penetapan risk appetite dilakukan sejalan dengan strategi bisnis dan permodalan Bank yang kemudian diterjemahkan dalam bentuk metode pengambilan

eputusan isnis se ari ari

Dalam mela u an a tifitas isnis Ban memper ati an e spe tasi ting at pengem alian agar dapat meng cover risi o yang ada serta mela u an diversifi asi porto olio untuk meminimalisir risiko. Oleh karena itu, Bank hanya akan menjalankan bisnis sesuai keahlian, pengetahuan dan kemampuan yang memadai di bidangnya.

ANTI FRAUD MANAGEMENT

e tivitas pengendalian fraud pada dasarnya merupakan tanggung jawab pihak manajemen. Oleh karenanya, diperlukan pemahaman yang tepat dan menyeluruh tentang fraud oleh manajemen agar dapat memberikan arahan dan menumbuhkan kesadaran (awareness) tentang resiko fraud pada Bank.

Bank mewajibkan seluruh karyawan untuk bertindak secara jujur, memiliki integritas serta profesionalisme yang tinggi untuk ikut berperan secara aktif melindungi, menjaga aset, dana nasabah, dan kepentingan stakeholders dengan mematuhi seluruh ketentuan internal dan peraturan perundang undangan yang berlaku. Setiap karyawan juga diharapkan berperan aktif dalam mencegah terjadinya fraud, antara lain dengan menyampaikan pengaduan/ memberikan informasi adanya (indikasi) peristiwa fraud (whistleblowing).

MANAJEMEN RISIKO PRODUK DAN AKTIVITAS BARU

Produk dan aktivitas baru di Bank dikaji secara ompre ensi se alan dengan prinsip e ati atian yang

mempertimbangkan sisi keuntungan maupun risiko sebelum produk tersebut diluncurkan bagi nasabah. Kaji ulang atas risiko produk dan aktivitas baru meliputi analisa terhadap 8 jenis risiko yang mungkin dihadapi Bank dan nasabah dengan menyesuaikan pada tingkat toleransi risiko Bank dalam menyerap risiko. Pada proses kaji ulang, Bank akan mempertimbangkan faktor SDM, infrastruktur dan sistem informasi manajemen dalam manajemen risiko. Analisis risiko untuk produk dan aktivitas baru dilakukan oleh Satuan Kerja Manajemen Risiko bersama dengan unit kerja terkait lainnya.

ris management system Ris appetite also defines limitations for risk taking activities and exposures that can be accepted in its relation to the Bank strategic goal. The establishment of risk appetite shall be performed in line with the business strategy and capital of Bank which then is translated into a form of daily business decision making method.

In performing business activities, the Bank considered the expected returns in order to cover the existing risks, and also conducted port olio diversifications to minimi e risks. Therefore, the Bank would only run its business in accordance wit t e e pertise nowledge and ade uate a ility in its field

ANTI FRAUD MANAGEMENT

e e ectiveness o raud control asically is t e responsi ility o t e management ere ore it re uires a proper and thorough understanding concerning fraud by the management in order to be able to give directions and develop awareness on the risk fraud on the Bank.

e Ban re uired all employees to act onestly to ave high integrity and professionalism in order to actively participate in safeguarding, maintaining assets, customer funds and the interests of the stakeholders by complying with all internal regulations and the applicable laws and regulations very employee also e pected to ave an active role in preventing the occurrence of fraud, among others by conveying complaints/providing information on the indications of fraud (whistleblowing).

RISK MANAGEMENT OF NEW PRODUCTS AND ACTIVITIES

New products and activities in the Bank were studied comprehensively in line with the prudential principle taking into consideration t e sides o enefits and ris s prior to launching the new product to customers. Reviews on the risks of new products and activities will covered the analysis toward 8 types of risks that might be faced by Bank and customers by adjusting the risk tolerance level of the Bank in absorbing risks. In the review process, the Bank would consider the factors of HR, infrastructure and management information system in the risk management. The risk analysis for new products and activities shall be performed by the Risk Management Work Unit together with other related work units.





IV


PENGUNGKAPAN PERMODALAN

Bank Ganesha mengelola permodalan dengan tujuan untuk mempertahankan posisi modal yang kuat dalam rangka mendukung pertumbuhan bisnis dan mempertahankan investor, deposan, pelanggan dan kepercayaan pasar. Dalam pengelolaan permodalan, Ban mempertim ang an a tor a tor seperti pengembalian modal yang optimal pada Pemegang Saham, terjaganya keseimbangan antara keuntungan yang lebih tinggi dengan gearing ratio, serta keamanan yang diberikan oleh posisi modal yang sehat.

Pengelolaan permodalan tersebut menjadi perhatian Dewan Komisaris dan Direksi, serta manajemen terkait. Dalam merencanakan permodalan yang merupakan elemen penting untuk mencapai tujuan strategis Bank, dilakukan analisis atas kecukupan modal Bank saat ini dan masa mendatang dengan proses perencanaan strategis. Manajemen menggunakan peraturan rasio permodalan untuk memantau kecukupan modal. Pendekatan Bank Indonesia untuk pengukuran modal tersebut terutama didasarkan pada pemantauan kebutuhan modal yang diwajibkan terhadap modal yang tersedia, yakni sebesar 8% dari aktiva tertimbang menurut risiko.

Sejalan dengan rencana penerapan Basel II dalam hal permodalan, Bank secara berkesinambungan melakukan pengembangkan metodologi untuk penerapan Internal Capital Adequacy Assessment Process (ICAAP). ICAAP merupakan proses untuk menetapkan

ecu upan modal yang sesuai dengan profil risi o Ban Hal ini merupakan bagian dari peningkatan efektivitas praktek manajemen risiko Bank.

Pada pengelolaan modal atas risiko kredit, Bank menggunakan pendekatan standar. Berdasarkan pendekatan standar yang digunakan, perhitungan ATMR secara umum dilakukan dengan mengacu kepada bobot risiko sesuai dengan ketentuan Bank Indonesia dan hasil peringkat yang diterbitkan oleh lembaga pemeringkat yang telah ditetapkan oleh Bank Indonesia.

Merujuk kepada ketentuan dari Bank Indonesia (BI) dan Otoritas Jasa Keuangan (OJK) yang berlaku, saat ini Bank mengukur kecukupan modal risiko operasional dengan menggunakan metode Pendekatan Indikator Dasar (PID). Berdasarkan metode tersebut, Bank mengalokasikan modal minimum untuk risiko operasional berdasarkan historical data, yaitu se esar rata rata dari pen umla an pendapatan bruto (gross income) tahunan selama 3 tahun terakhir (nilai positif) dikali tarif yang berlaku, yaitu 15%.

CAPITAL DISCLOSURE

Bank Ganesha managed its capital with the objective to maintain a strong capital position in order to support the business growth and maintain investors, depositors, customers and mar et confidence n t e managing t e capital, the Bank considered factors such as optimal capital return to Shareholders, maintained balance

etween ig er profits and gearing ratio and also security given by a sound capital position.

The management of capital shall be the concern of the Board of Commissioners and Directors, and related management. In planning the capital which was the important element in achieving strategic goal of Bank, analysis on t e capital ade uacy o Ban currently and in the future, was conducted by the process of strategic planning. The management used regulation on capital ratio to monitor its capital ade uacy Ban ndonesia s approach to capital measurement mainly was based on t e determination o capital re uirement re uired for the existing capital, i.e. at 8% from the risk weighted assets (RWA).

In line with the plan for applying Basel II in regard to capital, the Bank continuously conducted the development of a methodology for implementing nternal Capital Ade uacy Assessment Process CAAP

ICAAP constitutes a process to determine capital ade uacy in accordance wit t e ris profile o t e Ban

is was also a part o e ectiveness en ancement o Bank risk management practices.

In the capital management of credit risk, the Bank used the standard approach. Based on the standard used, the calculation of RWA in general was carried out by referring to the risk weight according to Bank Indonesia regulation and the results of ratings issued by the rating agency already determined by Bank Indonesia.

Referring to the applicable regulations of Bank Indonesia B and inancial Services Aut ority currently t e

Ban measures t e operational ris o capital ade uacy by using the method of Basic Indicator Approach (Pendekatan Indikator Dasar-PID). Based on the method, Bank has allocated a minimum capital for operational ris ased on istorical data w ic was e ual to t e average of the sum of the annual gross income for the last 3 years (a positive value) multiplied by the applicable rate, i.e. 15%.




VII


Adapun kondisi permodalan Bank Ganesha sampai pada tanggal 31 Desember 2015 yang diterapkan berdasarkan peraturan Bank Indonesia yang berlaku menunjukkan bahwa penilaian atas rasio permodalan Bank cukup baik, yaitu di atas persyaratan yang ditentukan oleh Bank Indonesia. Hal tersebut antara lain ditunjukkan melalui:

a. Komponen permodalan secara umum didominasi oleh kelompok permodalan yang bersifat permanen dengan modal inti sebagai unsur terbesar dari modal Bank;

b. Pada posisi bulan Desember 2015, rasio modal inti terhadap ATMR adalah 13,63 %. Rasio tersebut berada di atas ketentuan yang ditetapkan oleh Bank Indonesia, yaitu minimal 6 %.

c. Angka KPMM Bank telah memenuhi ketentuan minimum yang dipersyaratkan Bank Indonesia, yakni

sesuai dengan asil self assessment peringkat profil risi o Ban

PROFIL RISIKORISK PROFILE

Penerapan manajemen risiko Bank dilakukan secara menyeluruh pada berbagai aktivitas, seperti perkreditan, treasury dan investasi, pendanaan, SDM, TI dan MIS, operasional dan jasa. Terhadap aktivitas tersebut, Bank memiliki 8 risiko, yaitu risiko kredit, pasar, operasional, likuiditas, hukum, reputasi, stratejik, dan kepatuhan yang diuraikan sebagai berikut:

RISIKO KREDIT

Risiko kredit adalah risiko yang timbul sebagai akibat kegagalan nasabah, klien atau rekanan Bank dalam memenuhi liabilitasnya. Risiko kredit terutama berasal dari pinjaman. Dalam melakukan pengelolaan risiko kredit, Bank menyusun strategi dan kerangka kerja, serta menjalankan upaya mitigasi risiko atas aspek bisnis perkreditan, UMKM, komersial, konsumsi, penempatan antar bank, dan pembelian surat berharga.

Penerapan manajemen risiko kredit dilakukan melalui desain struktur organisasi yang menggambarkan keterlibatan seluruh pihak yang terkait manajemen risiko kredit, yakni Dewan Komisaris, Direksi, Komite Kredit, Bisnis Unit, Satuan Kerja Manajemen Risiko, Satuan Kerja Kepatuhan, serta Audit Intern. Bank juga memiliki Komite Kebijakan Perkreditan untuk membahas permasalahan yang berkaitan dengan

Meanwhile, the capital condition of Bank Ganesha up to 31 December 2015 was implemented based on the applicable regulation of Bank Indonesia indicated that t e assessment on t e Ban capital ratio was su ciently good w ic was a ove t e re uirement set y Ban Indonesia. This condition among others was indicated through:a. Capital components in general were dominated by

permanent capital groups with the core capital as the largest element of the Bank capital;

b. At the position of December 2015, the core capital ratio to RWA was 13.63 %. Such ratio was above the provision set by Bank Indonesia, namely a minimum of 6 %.

c e figure o t e minimum capital re uirement (KPMM) of Bank has met the minimum condition re uired y Ban ndonesia i e in accordance wit t e sel assessment result o Ban ris profile rating.

Implementation of the Bank risk management has been conducted overall to various activities, such as credit, treasury and investment, funding, HR, IT and MIS, operational and services. Toward the activities, the Bank has 8 risks, namely credit, market, operational, li uidity legal reputation strategic and compliance ris described as follows:

CREDIT RISK

Credit risk is a risk arising as the result of failures of customers, clients or counterparties of Bank in meeting their liabilities. Credit risk primarily is derived from loans. In conducting credit risk management, the Bank has developed strategies and ramewor and made e orts to mitigate risks upon the business aspects of credit, MSM commercial consumption inter an placement and purchase of securities.

Implementation of credit risk management was conducted through the design of organizational structure illustrating the involvement of the entire parties related to the credit risk management, i.e. the Board of Commissioners, Directors, Credit Committee, Business Units, Risk Management Work Unit, Compliance Work Unit, and Internal Audit. The Bank also has a Credit Policy Committee to discuss problems related to the





IV


kebijakan perkreditan, penetapan eksposur risiko kredit, dan penerapan manajemen risiko kredit.

Dalam rangka mengelola risiko kredit, Bank telah menetapkan beberapa prinsip prudential banking yang tercermin dalam kebijakan perkreditan, tata cara penilaian kualitas kredit, dan proses putusan kredit. Beberapa diantaranya adalah pemisahan fungsi pejabat kredit antara pengusul dan pemutus kredit, penerapan Four Eyes Principle, dan pemisahan pengelolaan kredit bermasalah.

Bank telah memiliki kebijakan pengelolaan risiko kredit melalui pedoman penetapan limit risiko kredit. Pedoman tersebut ditujukan untuk menetapkan limit risiko kredit pada level portofolio atau level bank secara keseluruhan yang dilaksanakan untuk seluruh produk dan aktivitas bank yang berisiko kredit, dengan tetap memperhatikan kemampuan modal untuk menyerap risiko atau kerugian yang timbul, dan tinggi rendahnya eksposur. Penetapan limit risiko kredit bertujuan untuk mengurangi risiko yang ditimbulkan karena adanya konsentrasi penyaluran pinjaman.

Bank juga melakukan pemantauan atas konsentrasi kredit dan eksposur risiko kredit aktual secara portofolio berdasarkan segmen bisnis dan sektor ekonomi yang terkait dengan limit risiko kredit dan target yang telah ditetapkan. Bank telah melakukan analisa Stress Testing secara berkala menggunakan data makro ekonomi dan data internal dalam berbagai skenario. Pengendalian risiko kredit ini dilakukan melalui berbagai risk control yang telah built-in dalam prosedur pemberian kredit yang diatur sejak proses prakarsa atau permohonan kredit, pembinaan dan monitoring, restrukturisasi, sampai dengan penyelesaian untuk kredit bermasalah.

Bank melakukan pengukuran kebutuhan modal minimum risiko kredit dengan menggunakan ketentuan yang mengacu pada ketentuan Bank Indonesia, yaitu Standardized Approach Basel II, sejak Januari 2012. Perhitungan risiko kredit tercermin dalam nilai ATMR Risiko Kredit yang dihitung secara bulanan yang terdiri dari risiko kegagalan debitur, risiko kegagalan counterparty, dan risiko kegagalan settlement.

Dalam rang a memitigasi risi o risi o redit Ban menerap an er agai e i a an dan lang a lang a pelaksanaan. Bank menerapkan berbagai panduan atas enis enis agunan yang dapat diterima dalam

credit policy, determination of credit risk exposure, and implementation of credit risk management.

In order to manage credit risk, the Bank has established several an ing prudential principles re ected in t e credit policy t e procedure o credit uality assessment and the process of credit decision. Some of them were t e segregation o loan o cers unctions etween t e o cer proposing t e loan and t e o cer deciding t e loan implementation o our yes Principle and segregation o management or non per orming loans

The Bank has policy on credit risk management through the guidelines for credit risk limit determination. The guidelines was intended to determine credit risk limit at the portfolio level or at the bank level as a whole, implemented to all products and activities of bank which have credit risks, by still observing the capital ability to a sor ris s or losses arising and t e ig low o exposures. The determination on credit risk limit aimed to reduce risk posed due to the concentration of loan distribution.

The Bank also conducted monitoring on the credit concentration and actual credit risk exposures in portfolio based on business segment and economic sector related to the credit risk limit and the set target. The Bank has conducted analysis of Stress Testing periodically using economic macro data and internal data in various scenarios. This credit risk control was carried out t roug various ris control already uilt in the procedure of lending regulated since the process of initiative or loan application, coaching and monitoring, restructuring up to t e settlement or non per orming loans.

The Bank conducted measurement of credit risk for the minimum capital re uirement y using t e provision that refers to Bank Indonesia regulation, namely Standardized Approach Basel II, since January 2012. The credit ris calculation was re ected in t e value o Credit Risk RWA calculated monthly consisted of debtor failure risk, counterparty failure risk, and settlement failure risk.

In order to mitigate credit risks, the Bank has applied policies and implementation measures. The Bank implemented various guidelines or types of collateral that can be accepted in order to mitigate credit risks. The




VII


rang a memitigasi risi o redit enis enis agunan atas pinjaman yang diberikan antara lain:a. Jaminan, berupa uang tunai,giro, tabungan dan

deposito;b. Logam mulia;c. Agunan, berupa properti hunian dan aset usaha,

seperti tanah dan bangunan;d. Kendaraan dan mesin.

Pengungkapan Tagihan BersihDisclosures of Receivable Net (dalam juta rupiah/million rupiah)

No. Kategori Portofolio Portfolio Category

Desember2015 e ember

Tagihan BersihNet Receivables

1 Tagihan Kepada PemerintahReceivables from Government

501,603.18

2 agi an epada ntitas Se tor Pu liReceiva les rom Pu lic Sector ntities

3 Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga InternasionalReceivables from Multilateral Development Banks and International Institutions

4 Tagihan Kepada BankReceivables from Banks

5 Kredit Beragun Rumah TinggalResidential Property Collateralized Loans

53,383.20

6 Kredit Beragun Properti KomersialCommercial Property Collateralized Loans

7 Kredit Pegawai/Pensiunanmployee Retirement oans

8 Tagihan Kepada Usaha Mikro, Usaha Kecil, dan Portofolio RitelReceivables from Microbusiness, Small Business, and Retail Portfolio

Tagihan Kepada KorporasiReceivables from Corporations

620,141.03

10 Tagihan Yang Telah Jatuh TempoDue Receivables

31,240.48

11 Aset LainnyaOther Assets

61,873.62

12 posur di nit Syaria apa ila adaposure in S aria Business nit i any

TOTAL 1,938,840.95

types of collaterals for lending, among others:

a. Collaterals in the form of cash, demand deposits, savings and deposits;

b. Precious metals;c. Collaterals in the form of residential properties and

business assets, such as land and buildings;d. Vehicles and machineries.

PENGUNGKAPAN KUANTITATIF RISIKO KREDITQUANTITATIVE DISCLOSURES OF CREDIT RISKS





IV


Bersih / Net (dalam juta rupiah/million rupiah)


Desember 2015e ember

Tagihan BersihNet Receivables

1 Tagihan Kepada PemerintahReceivables from Government 525,073.01



4 Tagihan Kepada BankReceivables from Banks 323,742.42


6 Kredit Beragun Properti KomersialCommercial Property Collateralized Loans 18,345.55



Tagihan Kepada KorporasiReceivables from Corporations 607,354.53

10 Tagihan Yang Telah Jatuh TempoDue Receivables 34,834.33


12 posur di nit Syaria apa ila adaposure in S aria Business nit i any

TOTAL 2,093,064.94




VII


Pengungkapan Tagihan dan PencadanganDisclosures of Receivables and Reserves (dalam juta rupiah/million rupiah)

No. KeteranganRemarks


Tagihan BersihReceivables Total

1 TagihanReceivables

1,251,811.84

2 Tagihan Yang Mengalami Penurunan Nilai (Impaired)Impairment of Receivable

28,210.32

a. Belum Jatuh Tempo / Undue 27,155.48

b. Telah Jatuh Tempo / Due 1,054.83

3 Cadangan erugian Penurunan ilai C P ndividualAllowance or mpairment osses ndividual

4 Cadangan erugian Penurunan ilai C P ole tiAllowance or mpairment osses Collective

4,886.18

5 Tagihan yang hapus bukuReceiva les ritten

No. KeteranganRemarks


Total TagihanReceivables Total

1 TagihanReceivables

2 Tagihan Yang Mengalami Penurunan Nilai (Impaired)Impairment of Receivable

a. Belum Jatuh Tempo / Undue 2,131.10

b. Telah Jatuh Tempo / Due 1,054.83

3 Cadangan erugian Penurunan ilai C P ndividualAllowance or mpairment osses ndividual

4 Cadangan erugian Penurunan ilai C P ole tiAllowance or mpairment osses Collective

4,134.76

5 Tagihan yang hapus bukuReceiva les ritten

243.74





IV


Pengungkapan Tagihan dan Pencadangan Berdasarkan Sektor EkonomiDisclosures of Receivable and Reserves Based on Economic Sector (dalam juta rupiah/million rupiah)

No. Sektor EkonomiEconomic Sector


TagihanReceivables

Tagihan yang

mengalami penurunan

NilaiImpaired

Receivables

Tagihan yang telah

jatuh tempoDue

Cadangan Kerugian

Penurunan Nilai(CKPN) IndividualIndividual

ImpairmentLosses

Allowance (ILA)

Cadangan Kerugian

Penurunan Nilai(CKPN)

KolektifCollective

ImpairmentLosses

Allowance (ILA)

Tagihan Yang

dihapus Buku

Receivables ri en

1 Pertanian, perburuan dan kehutananAgriculture, hunting and forestry

2.87

2 Perikananis ery

2.62

3 Pertambangan dan penggalianMining and excavation

1,560.08 34.12

4 Industri pengolahanProcessing industry

135,622.68

5 Listrik, gas dan airPower, gas and water

0.36

6 KonstruksiConstruction

112.86

7 Perdagangan besar dan eceranWholesale and retail trading

268,045.75 1,054.83 1,460.08 1,054.83 2,104.04

8 Penyediaan akomodasi dan penyediaan makan minumProvision of accomodation and foods & beverages

4.72

Transportasi, pergudangan dan komunikasiTransportation, warehousing and communications

60,684.52 42.73

10 Perantara keuangannancial agency

11 Real estate, usaha persewaan, dan jasa perusahaanReal estate, leasing and corporate services

73,170.45

12 Administrasi pemerintahan, pertahanan dan jaminan sosial wajibGovernment administration, land business and mandatory social service

13 Jasa pendidikanducational services

1,116.00 22.81

14 Jasa kesehatan dan kegiatan sosialHealth and social services

768.74 60.12




VII




TagihanReceivables

Tagihan yang

mengalami penurunan

NilaiImpaired

Receivables

Tagihan yang telah

jatuh tempoDue

Cadangan Kerugian


ImpairmentLosses

Allowance (ILA)

Cadangan Kerugian


KolektifCollective

ImpairmentLosses

Allowance (ILA)

Tagihan Yang

dihapus Buku

Receivables ri en

15 Jasa kemasyarakatan, sosial budaya, hiburan dan perorangan lainnyaSocietal, sociocultural, entertainment and other individual services

8,002.28 260.08

16 Jasa perorangan yang melayani rumah tanggandividual ouse old related

services

351.40 68.87

17 Badan internasional dan badan ekstra internasional lainnyaInternational and other extrainternational agencies

18 Kegiatan yang belum jelas batasannya

on defined activities

Rumah tanggaHousehold

20 Bukan lapangan usaha lainnyaon usiness

Total Rupiah 1,251,811.84 28,342.08 2,271.72 13,009.05 4,886.18 289.37

(dalam juta rupiah/million rupiah)



TagihanReceivables

Tagihan yang

mengalami penurunan

NilaiImpaired

Receivables

Tagihan yang telah

jatuh tempo

Due

Cadangan Kerugian


ImpairmentLosses

Allowance (ILA)

Cadangan Kerugian


KolektifCollective

ImpairmentLosses

Allowance (ILA)

Tagihan Yang

dihapus Buku

Receivables ri en

1 Pertanian, perburuan dan kehutananAgriculture, hunting and forestry

1,202.74

2 Perikananis ery

1.37

3 Pertambangan dan penggalianMining and excavation

1.38

4 Industri pengolahanProcessing industry

124,580.33 667.57

5 Listrik, gas dan airPower, gas and water

1.32





IV





TagihanReceivables

Tagihan yang

mengalami penurunan

NilaiImpaired

Receivables

Tagihan yang telah

jatuh tempo

Due

Cadangan Kerugian


ImpairmentLosses

Allowance (ILA)

Cadangan Kerugian


KolektifCollective

ImpairmentLosses

Allowance (ILA)

Tagihan Yang

dihapus Buku

Receivables ri en

6 KonstruksiConstruction

20,237.75 0.06 23.33

7 Perdagangan besar dan eceranWholesale and retail trading

1,054.83 1,054.83

8 Penyediaan akomodasi dan penyediaan makan minumProvision of accomodation and foods & beverages

10.67

Transportasi, pergudangan dan komunikasiTransportation, warehousing and communications

10 Perantara keuangannancial agency

36.73

11 Real estate, usaha persewaan, dan jasa perusahaanReal estate, leasing and corporate services

12 Administrasi pemerintahan, pertahanan dan jaminan sosial wajibGovernment administration, land business and mandatory social service

13 Jasa pendidikanducational services

47.23

14 Jasa kesehatan dan kegiatan sosialHealth and social services

125.13

15 Jasa kemasyarakatan, sosial budaya, hiburan dan perorangan lainnyaSocietal, sociocultural, entertainment and other individual services

6,274.34

50.83

16 Jasa perorangan yang melayani rumah tanggandividual ouse old related

services

17 Badan internasional dan badan ekstra internasional lainnyaInternational and other extrainternational agencies

18 Kegiatan yang belum jelas batasannya

on defined activities

Rumah tanggahousehold

284,323.20 2,131.10 476.12 1,252.16 582.25 243.74

20 Bukan lapangan usaha lainnyaon usiness

Total Rupiah 1,216,943.54 3,185.93 1,667.28 2,306.99 4,134.78 243.74




VII


Pengungkapan Rincian Mutasi Cadangan Kerugian Penurunan NilaiDisclosures on the Details of Movements in Allowance for Impairment Losses (dalam juta rupiah/million rupiah)

No. Keteranganemar s

31 Desember 2015e ember

CKPN IndividualIndividual ILA

CKPN KolektifCollective ILA

1 Saldo awal CKPNA Starting Balance

2,307 4,135

2 Pembentukan (pemulihan) CKPN pada periode berjalan (Net)sta lis ment Recovery o A in current period et

10,702 1,702

3 CKPN yang digunakan untuk melakukan hapus buku tagihan pada periode berjalan

A used or writing o receiva les in current period

4 Pembentukan (pemulihan) lainnya pada periode berjalan (Net)t er sta lis ment Recovery in current period

662

Saldo akhir CKPNILA - Ending Balance

13,009 6,209


No. Keteranganemar s

31 Desember 2014e ember

CKPN IndividualIndividual ILA

CKPN KolektifCollective ILA

1 Saldo awal CKPNA Starting Balance

1,464 5,611

2 Pembentukan (pemulihan) CKPN pada periode berjalan (Net)sta lis ment Recovery o A in current period et

3 CKPN yang digunakan untuk melakukan hapus buku tagihan pada periode berjalan

A used or writing o receiva les in current period

5,866 1,850

4 Pembentukan (pemulihan) lainnya pada periode berjalan (Net)t er sta lis ment Recovery in current period

1,420

Saldo akhir CKPNILA - Ending Balance

2,307 6,974





IV


PENGUNGKAPAN RISIKO KREDIT DENGAN PENDEKATAN STANDAR DISCLOSURES OF CREDIT RISK BY STANDARD APPROACH

Pengungkapan Tagihan Bersih Berdasarkan Kategori Portofolio dan Skala PeringkatDisclosures of Net Charges by Portfolio and Rating Scale Categories w(dalam juta rupiah/million rupiah)

No. PortofolioPortfolio Category

Lembaga PemeringkatRating Agency

31 Desember 2014 / e ember

Tanp

a Pe

ring

kat

Not

Rat

ed

Tota

l

Tagihan Bersih / Net Receivables

Pemeringkat Jangka Panjang / Long Term Rating Pemeringkat Jangka PendekShort Term Rating

Fitch Ratings Indonesia AAA(ind)

AA+(ind)s.d

AA-(ind)AA+ to

AA-

A+(idn)s.d

A-indA+(idn)to A-ind

BBB+(ind)s.d

BBB-(ind)BBB+(ind)

to BBB-(ind)

BB+(ind)s.d

BB-(ind)BB+(ind)

toBB-(ind)

B+(ind)s.d

B-(ind)B+(ind)

to B-(ind)

Kurang dari B-(ind)Lower

than B-(ind)

F1+(ind)s.d

F1(ind)in

toin

F2(ind) F3(ind)kurang dari

F3(ind)Lower

han in

PT ICRA Indonesia [Idr]AAA

[Idr]AA+s.d

[Idr]AA-AA+ to

AA-

[Idr]A+s.d

[Idr]A-[Idr]A+

to [Idr]A-

[Idr]BBB+s.d

[Idr]BBB-[Idr]BBB+

to[Idr]BBB-

[Idr]BB+s.d

[Idr]BB-[Idr]BB+

to[Idr]BB-

[Idr]B+s.d

[Idr]B-[Idr]B+

to[Idr]B-

Kurang dari [Idr]B-Lower

than [Idr]B-

[Idr]A1+s.d

[Idr]A1r Ator A

[Idr]A2+s.d

[Idr]A2r Ator A

[Idr]A3+s.d

[Idr]A3r A

o r A

kurang dari [Idr]A3Lower

han r A

PT Pemeringkat Efek Indonesia idAAA

idAA+s.d

idAA-idAA+

to idAA-

idA+s.d

idA-idA+

to idA-

idBBB+s.d

idBBB-idBBB+

to idBBB-

idBB+s.d

idBB-idBB+

to idBB-

idB+s.didB-idB+

to idB-

Kurang dari indB-Lower

than indB-idA1 idA2

idA3s.d

idA4i Ao i A

kurang dari idA4Lower

hani A










30,281 620,141



12 posur di nit Syaria apa ila adaposure in S aria Business nit

(if any)

TOTAL 20,269 - 30,281 9,592 - - - - - - - 679,495 739,637




VII


PENGUNGKAPAN RISIKO KREDIT DENGAN PENDEKATAN STANDAR DISCLOSURES OF CREDIT RISK BY STANDARD APPROACH

Pengungkapan Tagihan Bersih Berdasarkan Kategori Portofolio dan Skala PeringkatDisclosures of Net Charges by Portfolio and Rating Scale Categories w(dalam juta rupiah/million rupiah)




Tanp

a Pe

ring

kat

Not

Rat

ed

Tota

l




AA+(ind)s.d

AA-(ind)AA+ to

AA-

A+(idn)s.d


BBB+(ind)s.d

BBB-(ind)BBB+(ind)

to BBB-(ind)

BB+(ind)s.d

BB-(ind)BB+(ind)

toBB-(ind)

B+(ind)s.d

B-(ind)B+(ind)

to B-(ind)


than B-(ind)

F1+(ind)s.d

F1(ind)in

toin


F3(ind)Lower

han in


[Idr]AA+s.d

[Idr]AA-AA+ to

AA-

[Idr]A+s.d

[Idr]A-[Idr]A+

to [Idr]A-

[Idr]BBB+s.d

[Idr]BBB-[Idr]BBB+

to[Idr]BBB-

[Idr]BB+s.d

[Idr]BB-[Idr]BB+

to[Idr]BB-

[Idr]B+s.d

[Idr]B-[Idr]B+

to[Idr]B-


than [Idr]B-

[Idr]A1+s.d

[Idr]A1r Ator A

[Idr]A2+s.d

[Idr]A2r Ator A

[Idr]A3+s.d

[Idr]A3r A

o r A


han r A


idAA+s.d

idAA-idAA+

to idAA-

idA+s.d

idA-idA+

to idA-

idBBB+s.d

idBBB-idBBB+

to idBBB-

idBB+s.d

idBB-idBB+

to idBB-

idB+s.didB-idB+

to idB-


than indB-idA1 idA2

idA3s.d

idA4i Ao i A


hani A










30,281 620,141




(if any)

TOTAL 20,269 - 30,281 9,592 - - - - - - - 679,495 739,637





IV




31 Desember 20145/ e ember

Tanp

a Pe

ring

kat

Not

Rat

ed

Tota

l




AA+(ind)s.d

AA-(ind)AA+ to

AA-

A+(idn)s.d


BBB+(ind)s.d

BBB-(ind)BBB+(ind)

to BBB-(ind)

BB+(ind)s.d

BB-(ind)BB+(ind)

toBB-(ind)

B+(ind)s.d

B-(ind)B+(ind)

to B-(ind)


than B-(ind)

F1+(ind)s.d

F1(ind)in

toin


F3(ind)Lower

han in


[Idr]AA+s.d

[Idr]AA-AA+ to

AA-

[Idr]A+s.d

[Idr]A-[Idr]A+

to [Idr]A-

[Idr]BBB+s.d

[Idr]BBB-[Idr]BBB+

to[Idr]BBB-

[Idr]BB+s.d

[Idr]BB-[Idr]BB+

to[Idr]BB-

[Idr]B+s.d

[Idr]B-[Idr]B+

to[Idr]B-


than [Idr]B-

[Idr]A1+s.d

[Idr]A1r Ator A

[Idr]A2+s.d

[Idr]A2r Ator A

[Idr]A3+s.d

[Idr]A3r A

o r A


han r A


idAA+s.d

idAA-idAA+

to idAA-

idA+s.d

idA-idA+

to idA-

idBBB+s.d

idBBB-idBBB+

to idBBB-

idBB+s.d

idBB-idBB+

to idBB-

idB+s.didB-idB+

to idB-


than indB-idA1 idA2

idA3s.d

idA4i Ao i A


hani A





323,741 323,741






15,151 10,153 532,737 607,355




(if any)

TOTAL 15,151 - 49,314 10,153 - - - - - - - 856,478 931,096

Pengungkapan Tagihan Bersih Berdasarkan Kategori Portofolio dan Skala Peringkat (lanjutan)Disclosures of Net Charges by Portfolio and Rating Scale Categories w(dalam juta rupiah/million rupiah)




VII




31 Desember 20145/ e ember

Tanp

a Pe

ring

kat

Not

Rat

ed

Tota

l




AA+(ind)s.d

AA-(ind)AA+ to

AA-

A+(idn)s.d


BBB+(ind)s.d

BBB-(ind)BBB+(ind)

to BBB-(ind)

BB+(ind)s.d

BB-(ind)BB+(ind)

toBB-(ind)

B+(ind)s.d

B-(ind)B+(ind)

to B-(ind)


than B-(ind)

F1+(ind)s.d

F1(ind)in

toin


F3(ind)Lower

han in


[Idr]AA+s.d

[Idr]AA-AA+ to

AA-

[Idr]A+s.d

[Idr]A-[Idr]A+

to [Idr]A-

[Idr]BBB+s.d

[Idr]BBB-[Idr]BBB+

to[Idr]BBB-

[Idr]BB+s.d

[Idr]BB-[Idr]BB+

to[Idr]BB-

[Idr]B+s.d

[Idr]B-[Idr]B+

to[Idr]B-


than [Idr]B-

[Idr]A1+s.d

[Idr]A1r Ator A

[Idr]A2+s.d

[Idr]A2r Ator A

[Idr]A3+s.d

[Idr]A3r A

o r A


han r A


idAA+s.d

idAA-idAA+

to idAA-

idA+s.d

idA-idA+

to idA-

idBBB+s.d

idBBB-idBBB+

to idBBB-

idBB+s.d

idBB-idBB+

to idBB-

idB+s.didB-idB+

to idB-


than indB-idA1 idA2

idA3s.d

idA4i Ao i A


hani A





323,741 323,741






15,151 10,153 532,737 607,355




(if any)

TOTAL 15,151 - 49,314 10,153 - - - - - - - 856,478 931,096

Pengungkapan Tagihan Bersih Berdasarkan Kategori Portofolio dan Skala Peringkat (lanjutan)Disclosures of Net Charges by Portfolio and Rating Scale Categories w(dalam juta rupiah/million rupiah)





IV


PENGUNGKAPAN RISIKO KREDIT PIHAK LAWANDISCLOSURES OF CREDIT RISK OF COUNTERPARTIES

No. Kategori PortofolioPortfolio Category


Tagihan Bersih Nilai MRK

Tagihan Bersih

setelah MRK

ATMR setelah MRK






6 Tagihan Kepada KorporasiReceivables from Corporations

Total

Tabel Pengungkapan Risiko Kegagalan Pihak Lawan (Transaksi Reverse Repo) Table of Risk Disclosures of Counterparty Failures (Reverse Repo Transactions) (dalam juta rupiah/million rupiah)




Tagihan Bersih

Net Receivables

Nilai MRK

Tagihan Bersih

setelah MRK

ATMR setelah MRK

Past-MRK RWA






6 Tagihan Kepada KorporasiReceivables from Corporations

Total 39,801.5 - 39,801.5 -




VII



31 Desember 2015 / 31 December 2015 ATMR sebelum

MRKPre MRK

NetReceivables

ATMR setelah

MRKPost MRK

NetRecevables

Beban ModalCapital

Expenses

Tagihan Bersih

Net Receivables

Bagian Yang Tidak

dijaminPart Not

Guaranteed

Bagian Yang Dijamin (Pengakuan Teknik Mitigasi Risiko Kredit)

0% 20% 50% 100% LainnyaOthers

A Ekposur NeracaBalance Sheet Exposure


501,603 501,603

2 Tagihan Kepada ntitas Se tor Pu li

Receivables from Pu lic Sector ntities



2,528

38,722


53,383 53,383

20,087 20,087 1,607


61,682 61,277 405

61,682 61,277

7 Kredit Pegawai/Pensiunan

mployeeRetirement Loans


481,137 8,258

367,067 360,853 28,868


620,141 613,466 6,675

588,786 582,111


31,141 31,240

3,583


61,874

12 posur di nit Syariah (apabila ada)

posure in S aria Business Unit (if any)

Tagihan Bersih Berdasarkan Bobot Risiko Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit Bank Secara Individual Net Charges by Risk Weight after Calculating the Impacts of Bank Credit Risk Mitigation Individually






IV




MRKPre MRK

NetReceivables

ATMR setelah

MRKPost MRK

NetRecevables

Beban ModalCapital

Expenses

Tagihan Bersih

Net Receivables

Bagian Yang Tidak

dijaminPart Not

Guaranteed



TOTAL EKSPOSUR NERACATOTAL BALANCE SHEET EXPOSURE

1,938,742 1,859,074 17,866 - - - - 1,121,137 1,106,579 88,526

B Ekposur Kewajiban Komitmen Kontijensi Transaksi Rekening Administratif






50 50 25 25

2






200 25 175 150

2


3,066 18,728

3,066 245






22,044 3,141 3,110




VII




MRKPre MRK

NetReceivables

ATMR setelah

MRKPost MRK

NetRecevables

Beban ModalCapital

Expenses

Tagihan Bersih

Net Receivables

Bagian Yang Tidak

dijaminPart Not

Guaranteed



C posur A i at Kegagalan Pihak Lawan ( Counterparty Credit Risk)





















IV




MRKPre MRK

NetReceivables

ATMR setelah

MRKPost MRK

NetRecevables

Beban ModalCapital

Expenses

Tagihan Bersih

Net Receivables

Bagian Yang Tidak

dijaminPart Not

Guaranteed



A Ekposur NeracaBalance Sheet Exposure


525,073 525,073





323,742 3,143


53,873 53,873 20,642 20,642 1,651


18,346 18,346 18,346 18,346 1,468


mployee Retirement Loans


5,222 346,434 342,517 27,401


607,355 570,576 554,601 44,368


34,834 50,502


3,500 76,537 6,123




2,093,065 1,999,890 25,245 - - - - 1,110,279 1,160,520 92,842

Tagihan Bersih Berdasarkan Bobot Risiko Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit Bank Secara Individual (lanjutan)Net Charges by Risk Weight after Calculating the Impacts of Bank Credit Risk Mitigation Individually (sequel)





VII




MRKPre MRK

NetReceivables

ATMR setelah

MRKPost MRK

NetRecevables

Beban ModalCapital

Expenses

Tagihan Bersih

Net Receivables

Bagian Yang Tidak

dijaminPart Not

Guaranteed



B Ekposur Kewajiban Komitmen Kontijensi Transaksi Rekening Administratif






50 25 25 2






6,321


7,708 7,708 617






36,138 15,947 20,141 - - - - 34,005 13,912 1,113





IV




MRKPre MRK

NetReceivables

ATMR setelah

MRKPost MRK

NetRecevables

Beban ModalCapital

Expenses

Tagihan Bersih

Net Receivables

Bagian Yang Tidak

dijaminPart Not

Guaranteed



C Ekposur Akibat Kegagalan Pihak Lawan ( Counterparty Credit Risk)




















VII


RISIKO PASARMARKET RISK

Risiko pasar adalah potensi timbulnya kerugian dalam nilai buku atau arus kas yang diakibatkan oleh perubahan suku bunga atau nilai tukar. Oleh karena itu, Bank melakukan pengelolaan risiko pasar dengan mengacu kepada strategi, kebijakan dan prosedur Bank yang berkaitan dengan produk, jasa dan aktivitas yang terekspos risiko pasar.

Dalam mengimplementasikan manajemen risiko pasar, Bank telah menyusun kebijakan, prosedur, dan limit risiko pasar yang tertuang dalam Kebijakan dan Pedoman Treasury. Adapun limit yang tercantum dalam kebijakan tersebut mencakup limit open position untuk trading, limit transaksi dealer dan counterparty limit.

Dalam menunjang pelaksanaan kebijakan dan pedoman tersebut, Bank memiliki sistem aplikasi treasury (e-treasury) yang merupakan suatu sistem yang terintegrasi yang digunakan oleh fungsi front office, middle office dan back office. Melalui aplikasi ini, Bank dapat melakukan pengukuran risiko pasar yang terintegrasi dengan proses transaksi harian. Monitoring dilakukan secara harian sehingga mempercepat penyediaan informasi terkini yang mendukung pengambilan keputusan oleh pejabat lini dan manajemen secara tepat waktu, terutama untuk instrumen yang termasuk dalam

lasifi asi diperdagang an trading.

Transaksi aset keuangan yang ditujukan sebagai posisi trading hanya diperkenankan dimiliki dalam jangka waktu tertentu. Pengelompokan aset keuangan ke dalam portofolio trading book diterapkan bank secara konsisten, dimana posisi trading book tidak dapat dipindahkan ke portofolio banking book. Pengelolaan portofolio banking book tidak dapat digunakan untuk transaksi trading dalam rangka mendapatkan keuntungan dari perbedaan harga dalam jangka pendek. Portofolio banking book hanya akan digunakan untuk kepentingan likuiditas atau dimiliki hingga jatuh tempo.

Bank melalukan valuasi portofolio trading book dan banking book dengan menggunakan kuotasi harga pasar dari instrumen yang diperdagangkan secara aktif (Marked to Market/MTM). Harga pasar tersebut mencerminkan transaksi aktual dan rutin yang dilakukan secara wajar. Hasil valuasi berdasarkan nilai pasar (MTM) divalidasi secara periodik untuk memastikan konsistensi dan kewajaran harga pasar yang digunakan. Apabila harga pasar tidak tersedia karena instrumen tidak aktif

Market risk is the potential for losses in book value or cas ow due to t e c anges in interest rate or conversion rate. Therefore, the Bank conducted market risk management by referring to the Bank strategy, policy and procedures related to products, services and activities exposed to market risk.

In implementing the market risk management, the Bank has developed policies, procedures, and market risk limits incorporated in the Policy and Guidelines of

reasury e limits specified in t e policy covers t e open position for trading limit, dealer transaction limit and counterparty limit.

In supporting the implementation of the policy and guidelines, the Bank has a treasury application system (e-treasury) which constitutes an integrated system used y t e unctions o ront o ce middle o ce and

ac o ce roug t is application t e Ban was a le to conduct integrated market risk measurement with daily transaction process. Monitoring was done daily so as to expedite the provision of updated information supporting decision ma ing y t e line o cers and management timely, especially for instruments included in t e traded trading classification

inancial asset transactions intended as trading position are only permitted to be owned within a certain period.

e grouping o financial assets into trading oo port olio has been implemented by the Bank consistently, where the trading book position could not be moved to other banking book portfolio. The management of banking book portfolio could not be used for trading transactions in order to gain profits rom price di erences in a s ort time. Portfolio of banking book would only be used for li uidity or owned until maturity

The Bank conducted valuation of trading book and an ing oo port olios using mar et price uotation

from the instruments actively traded (Mark to Market/M M e mar et price re ected t e actual and routine transactions conducted properly. The results of valuation based on market value (MTM) should be validated periodically to ensure the consistency and fairness of the market price used. If the market price was not available because the instruments were not actively traded, the





IV


diperdagangkan, maka valuasi penetapan nilai wajar menggunakan pendekatan simulasi harga (mark-to-model).

Dalam melakukan evaluasi terhadap posisi risiko pasar, Direksi secara rutin akan mengadakan rapat dengan Asset and Liability Committee (ALCO) dan Komite Manajemen Risko (KMR). Selain itu, evaluasi juga dilakukan berdasarkan laporan harian posisi devisa netto dan laporan e sposur risi o pasar dalam profil risiko pasar.

Dalam kaitannya dengan pemantauan risiko pasar secara periodik, Bank melakukan pengukuran risiko pasar. Selain itu, pengukuran risiko pasar juga ditujukan untuk memperhitungkan kecukupan modal. Pengukuran risiko pasar dilakukan sesuai ketentuan regulator melalui Surat daran Ban ndonesia o DP P tanggal 18 Juli 2012, yakni dengan metode standar yang wajib diperhitungkan perbankan secara individual yang terdiri dari risiko suku bunga dan risiko nilai tukar.

Pengungkapan Kuantitatif Risiko PasarQuantitive Disclosures of Market Risk (dalam juta rupiah/million rupiah)

No. Jenis Risiko 31 Desember 2015 / e ember

Beban ModalCapital Expenses

ATMRRWA

1 Risiko Suku BungaInterest Risk

a Risi o Spesifi Specific Ris

b. Risiko Umum General Risk

2 Risiko Nilai Tukarc ange Ris

244.48 3,056.00

3 Risi o uitas

4 Risiko Komoditas

5 Risiko OptionOption Risk

TOTAL 244.48 3,056.00


valuation of the fair value determination should use price simulation approac mar to model

In conducting evaluation to market risk position, the Board of Directors routinely would hold meeting with the Asset and Liability Committee (ALCO) and Risk Management Committee (Komite Manajemen Risko-KMR). Besides, evaluation was also conducted based on daily reports of net open position and market risk exposure in t e mar et ris profile

In its relation to the periodical monitoring of market risk, the Bank conducted market risk measurement. Besides, the market risk measurement was also intended to calculate capital ade uacy e mar et ris measurement was conducted in accordance with the regulator provision through Bank Indonesia Circular Letter No. 14/21/DPNP dated 18 July 2012, i.e. by standard method that must be taken into account by banking individually consisted of interest rate risk and conversion rate risk.




VII


No. Jenis Risiko 31 Desember 2014 / e ember

Beban ModalCapital Expenses

ATMRRWA

1 Risiko Suku BungaInterest Risk

a Risi o Spesifi Specific Ris

3,365.25

b. Risiko Umum General Risk

2 Risiko Nilai Tukarc ange Ris

415.20

3 Risi o uitas

4 Risiko Komoditas

5 Risiko OptionOption Risk

TOTAL 684.42 8,555.25

PENGUNGKAPAN PROFIL MATURITAS RUPIAHDISCLOSURES OF RUPIAH MATURITY PROFIL



Saldo

Balance

31 Desember 2015 / 31 December 2015

Jatuh Tempo

u n mon h

>1bln s.d 3bln

mon o mon

>3bln s.d 6bln

mon o mon

>6bln s.d 12bln mon

o mon

>12bulan mon

I NERACABALANCE SHEET

A. AsetAsset

1. KasCash

35,834 35,834

2. Penempatan pada Bank IndonesiaPlacement to Bank Indonesia

175,646 136,452

3. Penempatan pada Bank lainPlacement to other banks

4. Surat BerhargaSecurities

147,557 53,315 5,000

5. Kredit yang DiberikanLoan Disbursed

34,610 78,181 105,667 204,535 756,714

6. Tagihan lainnyaOther receivables

145,720 145,720





IV




Saldo

Balance


Jatuh Tempo

u n mon h

>1bln s.d 3bln

mon o mon

>3bln s.d 6bln

mon o mon

>6bln s.d 12bln mon

o mon

>12bulan mon

7. ain lainOthers

Total AsetTotal Assets

1,685,418 353,570 131,496 130,168 214,534 855,651

B. KewajibanLiabilities

1. Dana Pihak Ketigaird Party unds

1,006,706 51,255 32,858 2,105

2. Kewajiban kepada Bank IndonesiaLiabilities to Bank Indonesia

3. Kewajiban kepada Bank lainLiabilities to other banks

73,652 58,057 14,585 310 700

4. Surat Berharga yang DiterbitkanSecurities issued

5. Pinjaman yang DiterimaLoans received

6. Kewajiban LainnyaOther Liabilities

7. ain lainOthers

Total KewajibanTotal Liabilities

1,494,108 1,072,720 334,159 51,565 33,558 2,105

Selisih Aset dengan Kewajiban dalam NeracaDi eren e e een sse s nd Liabilities in the Balance Sheet

191,311 (719,150) (202,663) 78,603 180,975 853,546

II REKENING ADMINISTRATIFADMINISTRATIVE ACCOUNTS

C. Tagihan Rekening AdministratifAdministrative Account Receivables

1. KomitmenCommitment

2. KontijensiContingency

Total Tagihan Rekening AdministratifAdministrative Account Liabilities

D. KEWAJIBAN REKENING ADMINISTRATIF




VII




Saldo

Balance


Jatuh Tempo

u n mon h

>1bln s.d 3bln

mon o mon

>3bln s.d 6bln

mon o mon

>6bln s.d 12bln mon

o mon

>12bulan mon


136,155 16,726 37,854 67,883



136,155 16,726 13,691 37,854 67,883 -

Selisih Tagihan dan Kewajiban dalam Rekening AdministratifDi eren e e een e eiv es nd Liabilities in the Balance Sheet

(136,155)

(16,726)

(13,691)

(37,854)

(67,883)

-

Selisih (IA-IB) + (IIA-IIB)Amount of (IA-IB)+(IIA-IIB)

55,155 (735,877) (216,354) 40,748 113,092 853,546



Saldo

Balance


Jatuh Tempo

u n mon h

>1bln s.d 3bln

mon o mon

>3bln s.d 6bln

mon o mon

>6bln s.d 12bln mon

o mon

>12bulan mon


A. AsetAsset

1. KasCash

41,556 41,556


50,410



31,843


31,143 787,781


51,066 51,066





IV




Saldo

Balance


Jatuh Tempo

u n mon h

>1bln s.d 3bln

mon o mon

>3bln s.d 6bln

mon o mon

>6bln s.d 12bln mon

o mon

>12bulan mon

7. ain lainOthers


1,765,694 434,185 150,842 88,001 195,831 896,835



1,477,767 1,263,157 21,857 22,310 1,307



100,023 2,046 700




7. ain lainOthers


1,589,231 1,371,875 171,182 21,857 23,010 1,307


176,463 (937,690) (20,340) 66,144 172,821 895,528









VII




Saldo

Balance


Jatuh Tempo

u n mon h

>1bln s.d 3bln

mon o mon

>3bln s.d 6bln

mon o mon

>6bln s.d 12bln mon

o mon

>12bulan mon



22,214 10,830 18,508 44,887



96,439 22,214 10,830 18,508 44,887 -


(96,439) (22,214) (10,830) (18,508) (44,887) -


80,024 (959,904) (31,170) 47,636 127,934 895,528

PENGUNGKAPAN PROFIL MATURITAS VALASDISCLOSURES OF FOREIGN EXCHANGE MATURITY PROFILE



Saldo

Balance

31 December 2015

Jatuh Tempo

u n mon h

>1bln s.d 3bln

mon o mon

>3bln s.d 6bln

mon o mon

>6bln s.d 12bln mon

o mon

>12bulan mon


A. AsetAsset

1. KasCash

48 48


7,361 7,361


5,015 5,015





IV




Saldo

Balance

31 December 2015

Jatuh Tempo

u n mon h

>1bln s.d 3bln

mon o mon

>3bln s.d 6bln

mon o mon

>6bln s.d 12bln mon

o mon

>12bulan mon



5,231


20 20

7. ain lainOthers


17,674 12,444 - 2,249 - 2,982



17,126 524 3 4






4 4

7. ain lainOthers


17,130 16,599 524 3 4 -


545 (4,156) (524) 2,246 (4) 2,982







VII




Saldo

Balance

31 December 2015

Jatuh Tempo

u n mon h

>1bln s.d 3bln

mon o mon

>3bln s.d 6bln

mon o mon

>6bln s.d 12bln mon

o mon

>12bulan mon



- - - - - -



1 1



1 - - 1 - -


(1) - - (1) - -


544 (4,156) (524) 2,245 (4) 2,982



Saldo

Balance


Jatuh Tempo

u n mon h

>1bln s.d 3bln

mon o mon

>3bln s.d 6bln

mon o mon

>6bln s.d 12bln mon

o mon

>12bulan mon


A. AsetAsset

1. KasCash

41 41


2,361 2,361


15,655 15,655





IV




Saldo

Balance


Jatuh Tempo

u n mon h

>1bln s.d 3bln

mon o mon

>3bln s.d 6bln

mon o mon

>6bln s.d 12bln mon

o mon

>12bulan mon



4,543


26 26

7. ain lainOthers


24,875 18,083 - 2,249 - 4,543



25,171 21 3 3






7 7

7. ain lainOthers


25,205 25,178 21 3 3 -


(330) (7,095) (21) 2,246 (3) 4,543







VII




Saldo

Balance


Jatuh Tempo

u n mon h

>1bln s.d 3bln

mon o mon

>3bln s.d 6bln

mon o mon

>6bln s.d 12bln mon

o mon

>12bulan mon





1 1



1 - - 1 - -


(1) 1


(331) (7,095) (21) 2,246 (3) 4,543

RISIKO OPERASIONALOPERATIONAL RISK

Risiko operasional adalah risiko terjadinya kerugian yang disebabkan oleh ketidakcukupan dan/atau tidak berfungsinya proses internal, kesalahan manusia,

egagalan sistem atau adanya e adian e adian eksternal. Oleh karena itu, Bank melakukan pengelolaan manajemen risiko operasional untuk mengelola eksposur risiko operasional yang berpotensi menimbulkan

erugian finansial maupun non finansial agi Ban Pengelolaan terhadap eksposur risiko operasional di Bank juga mencakup pengelolaan terhadap eksposur risiko hukum, reputasi, dan kepatuhan yang terdapat pada setiap proses bisnis dan aktivitas operasional.

Penerapan manajemen risiko operasional diantaranya telah dilaksanakan dan dipantau melalui perangkat manajemen risiko operasional, seperti Operational Risk Self Assessment RSA oss vent Data ase D dan

perational ris is t e ris o loss due to insu ciency and or non unction o internal processes uman errors system failures, or the presence of external occurrences. Therefore, the Bank conducted the supervision of operational risk management to manage operational ris e posures t at potentially causing financial and non financial losses or Ban e management toward the operational risk exposures in Bank also covered the management to the risk exposures of legal, reputation and compliance existing in every process of business and operational activities.

The implementation of operational risk management among others has been conducted and monitored through the apparatus of operational risk management, such as Operational Risk Self Assessment (ORSA), oss vent Data ase D and t e implementation





IV


of Business Continuity Management. The Bank has also conducted e orts to en ance understanding of risk management focused on the improvement of the cultures of risk awareness, fraud awareness, socialization and training of risk management which continuously being conducted to all employees, and also t e en ancement o ris control uality on every operational activity of the Bank.

In order to measure the capital charges and RWA related to the operational risk, currently, the Bank uses the method of Basic Indicator Approach (BIA) which is in accordance with the regulator provision in Bank Indonesia Circular Letter No. 11/3/DPNP dated 27 January

concerning R A Calculation or perational Ris Using Basic Indicator Approach (PID).

i uidity ris is t e ris due to ina ility to meet o ligation at maturity rom t e sources o und o cas ow and or

ig uality li uid assets t at can e pledged wit out distur ing t e activities and financial condition o t e Ban ere ore t e Ban conducts li uidity ris management w ic is per ormed to meet every financial

implementasi Business Continuity Management. Bank juga melakukan upaya peningkatan pemahaman atas manajemen risiko yang difokuskan pada peningkatan budaya sadar risiko, fraud awareness, sosialisasi dan pelatihan manajemen risiko yang terus dilakukan kepada seluruh pegawai, serta peningkatan kualitas pengendalian risiko pada setiap aktivitas operasional Bank.

Dalam rangka mengukur beban modal dan ATMR terakit risiko operasional, saat ini, Bank menggunakan metode Basic Indicator Approach (BIA) yang sesuai dengan etentuan regulator dalam Surat daran Ban ndonesia o DP P tanggal anuari peri al

Perhitungan ATMR Untuk Risiko Operasional Dengan Menggunakan Pendekatan Indikator Dasar (PID).

PENGUNGKAPAN KUANTITATIF RISIKO OPERASIONALQUANTITATIVE DISCLOSURES OF OPERATIONAL RISK


No. Jenis RisikoKind of Risk


Pendekatan Bruto Gross Approach ra a ra a ahun

era hir Avarage of the last 3 years)

Beban ModalCapital penses

ATMRRWA

1 Pendekatan Indikator DasarBasic Indicator Approach 103,205 15,481

TOTAL 103,205 15,481 193,509


No. Jenis RisikoKind of Risk


Pendekatan Bruto Gross Approach ra a ra a ahun

era hir Avarage of the last 3 years)

Beban ModalCapital penses

ATMRRWA

1 Pendekatan Indikator DasarBasic Indicator Approach 14,658 183,220

TOTAL 97,717 14,658 183,220

RISIKO LIKUIDITASLIQUIDITY RISK

Risiko likuiditas adalah risiko akibat ketidakmampuan untuk memenuhi kewajiban yang jatuh tempo dari sumber pendanaan arus kas dan/atau dari aset likuid berkualitas tinggi yang dapat diagunkan, tanpa menggangggu aktivitas dan kondisi keuangan bank. Oleh karena itu, Bank melakukan pengelolaan risiko




VII


obligation already agreed timely, and in order to be able to maintain t e level o li uidity w ic is ade uate and optimal.

o support t e management o li uidity t e Ban as esta lis ed Policy and uidelines or i uidity covering management o li uidity maintenance o optimal li uidity reserves esta lis ment o unding strategy early warning system cas ow pro ection maturity profile determination o li uidity limit and contingency funding plan. This policy is intended to ensure daily fund ade uacy in meeting t e o ligation in normal condition and critical condition timely from various fund sources available, including ensuring the availability of high

uality li uid assets e unding strategy is pre era ly derived from third party funds which has a sound and sustainable structure.

o o tain a picture on t e actual li uidity condition t e result o measurement using li uidity ratio should be analyzed deeper and linked with updated

ualitative in ormation so as to result in a proper and compre ensive conclusion e li uidity ris gauge used was cas ow pro ection maturity profile li uidity ratio and stress test o li uidity ris

Legal risk is the risk due to lawsuits and/or the weakness of juridical aspect. Hence, Bank conducted legal risk management t at specifically is t e responsi ility o t e egal nit in t e ead o ce in cooperation wit t e egal nits in ranc o ces t at ave legal o cers

The legal risk control was conducted through several ways, among others:a. Conducted studies to laws and regulations, both

new and already applicable, and actual legal events occurred in t e field to ensure t at t e Bank internal provisions were in compliance with the applicable legislation;

b. Provided legal recommendations/opinions upon the joint agreement (perjanjian kerja sama-PKS) between Bank and other parties, to protect the legal interest of Bank prior to the signing of the agreement y t e aut ori ed Ban o cials

c very an ing transaction in Ban covering

likuiditas dilakukan untuk memenuhi setiap kewajiban finansial yang suda diper an i an secara tepat wa tu serta untuk dapat memelihara tingkat likuiditas yang memadai dan optimal.

Untuk mendukung pengelolaan likuiditas, Bank menetapkan Kebijakan dan Pedoman Likuiditas yang mencakup manajemen likuiditas, pemeliharaan cadangan likuiditas yang optimal, penetapan strategi pendanaan, sistem peringatan dini, proyeksi arus kas, profil maturitas penetapan limit li uiditas dan rencana pendanaan darurat (contingency funding plan). Kebijakan ini bertujuan untuk memastikan kecukupan dana harian dalam memenuhi kewajiban pada kondisi normal maupun kondisi krisis secara tepat waktu dari berbagai sumber dana yang tersedia, termasuk memastikan ketersediaan aset likuid berkualitas tinggi. Strategi pendanaan diutamakan berasal dari penghimpunan DPK yang memiliki struktur yang sehat dan sustainable.

Untuk memperoleh gambaran mengenai kondisi likuiditas yang aktual, hasil pengukuran dengan menggunakan rasio likuiditas dianalisis lebih mendalam dan dikaitkan dengan informasi kualitatif terkini sehingga menghasilkan kesimpulan yang wajar dan komprehensif. Alat pengukur risiko likuiditas yang diguna an adala proye si arus as profil maturitas rasio likuiditas dan stress test risiko likuiditas.

RISIKO HUKUMLEGAL RISK

Risiko hukum adalah risiko akibat tuntutan hukum dan/atau kelemahan aspek yuridis. Oleh karena itu, Bank melakukan pengelolaan risiko hukum yang secara khusus menjadi tanggung jawab Unit Legal di kantor pusat dengan bekerja sama dengan Unit Legal di kantor cabang yang memiliki legal officer.

Pengendalian risiko hukum dilakukan melalui beberapa cara, antara lain:a Mela u an a ian ter adap peraturan perundang

undangan, baik yang baru maupun yang sudah erla u dan peristiwa peristiwa u um a tual

yang terjadi di lapangan untuk memastikan bahwa ketentuan internal Bank tidak menyimpang dari

etentuan perundang undangan yang erla ub. Memberikan saran/opini hukum atas perjanjian

kerja sama (PKS) antara Bank dengan pihak lain, untuk melindungi kepentingan hukum Bank sebelum perjanjian ditandatangani oleh pejabat Bank yang berwenang;

c. Setiap transaksi perbankan di Bank yang





IV


operational, credit and employment relation conducted in compliance with the applicable legislation and supported y su cient legal documents.

Meanw ile toward t e arising claims ollowing e orts were conducted:a. Coordinate with the related work units and legal

o cers in ranc o cesb. Provided legal assistance according to its authority

in the event legal cases occurred and provided consultation concerning legal issues of technical nature;

c. Carried out handling cases in courts;d n t e event o lawsuits t at ad potential significant

losses to Ban and or lawsuits t at significantly could impact negatively to Bank reputation, as the contingency plan, actions to mitigate legal risk must be conducted, among others through the use of legal services and reported the development to the Board of Directors;

e. Coordinated with third parties, i.e. the State Police, District Attorney, National Land Body (Badan Pertanahan Nasional-BPN) to handle the problems.

As part of monitoring to legal risk, the Legal Unit of the ead o ce s all coordinate wit t e Ris Management or nit related to t e reporting o legal ris profile to

the Board of Directors.

Reputation ris is t e ris due to t e decline o confidence level of the stakeholders sourced from the negative perception to Bank. To prevent that, the Corporate Secretary should coordinate with the Risk Management Work Unit to assess the parameter of Reputation Risk and to report it to the Board of Directors.

The Bank has owned a system and procedure for customers complaints so t at every complaint and lawsuit from customers that can increase the exposures of reputation risk can be followed up immediately and overcome n e pediting responses to customers reporting and complaints, the work units should report every negative reporting to the person in charge (PIC) of Customer Complaints.

The Bank has owned a Policy on Bussines Continuity Management aimed to minimize the impact of reputation

meliputi operasional, perkreditan dan hubungan ketenagakerjaan dilakukan sesuai dengan

etentuan perundang undangan yang erla u dan didukung oleh dokumen hukum yang memadai.

Adapun ter adap gugatan gugatan yang muncul dila u an upaya upayaa. Berkoordinasi dengan unit kerja terkait dan legal

officer di kantor cabang;b. Memberikan pendampingan hukum sesuai

dengan kewenangannya apabila terjadi kasus hukum dan memberikan konsultasi mengenai permasalahan hukum yang bersifat teknis;

c. Melakukan penanganan perkara di pengadilan;d. Dalam hal adanya tuntutan hukum yang memiliki

potensi erugian sangat signifi an agi Ban dan/atau adanya tuntutan hukum yang secara signifi an isa erdampa negati pada reputasi Bank, maka sebagai contingency plan, harus dilakukan tindakan untuk mengurangi risiko hukum, antara lain melalui penggunaan jasa pengacara dan melaporkan perkembangannya kepada Direksi;

e. Berkoordinasi dengan pihak ketiga, yakni Kepolisian, Kejaksaan, Badan Pertanahan Nasional (BPN) dalam rangka penanganan permasalahan.

Sebagai bagian dari pemantauan terhadap risiko hukum, Unit Legal kantor pusat berkoordinasi dengan satuan

er a Mana emen Risi o ter ait dengan pelaporan profil risiko hukum kepada Direksi.

RISIKO REPUTASIREPUTATION RISK

Risiko reputasi adalah risiko akibat menurunnya tingkat kepercayaan pemangku kepentingan yang bersumber dari persepsi negatif terhadap Bank. Untuk mencegah hal tersebut, Corporate Secretary berkoordinasi dengan Satuan Kerja Manajemen Risiko menilai parameter Risiko reputasi dan melaporkannya kepada Direksi.

Bank telah memiliki sistem dan prosedur pengaduan nasabah sehingga setiap keluhan nasabah dan gugatan hukum yang dapat meningkatkan eksposur risiko reputasi dapat segera ditindaklanjuti dan diatasi. Dalam mempercepat tanggapan atas pemberitaan dan komplain nasabah, maka unit kerja melaporkan setiap pemberitaan negatif kepada person in charge (PIC) Pengaduan Nasabah.

Bank telah memiliki Kebijakan Manajemen Kelangsungan Usaha (Bussines Continuity Management) yang bertujuan




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risk at the time of disruption or disaster situations. In this case, the Bank has a Crisis Management Team which has an important role at the time occurs, and is responsible in conducting measures that must be taken, including the management of reputation risk. The Crisis Management Team has been formed from the

ead o ce to t e ranc o ces e aspect t at must be observed in the management of reputation risk at the time of crisis is to maintain the trust of customers, Shareholders, and the surrounding communities to the reputation of Bank Ganesha.

In order to prevent the occurrences of reputation risk, among others Bank conducted consistent communication by maintaining disclosures of information and transparencies to all stakeholders, and also established harmonious relationship with the media. Those two things were carried out in order to minimize and handle complaints from the stakeholders that could cause the emergence of negative publicity to Bank Ganesha.

Strategic risk is the risk due to inappropriateness in making and/or implementing a strategic decision, and failures in anticipating changes in business environment. Hence, in managing strategic risk, Bank conducted strategic risk evaluations periodically by the Board of Directors through a forum that discusses strategy and policy of strategic risk. The forum among others is in the form of the Board of Directors meeting, Risk Management Committee meetings, and Branch Performance Review Meeting used to align the strategy between the work units.

The Bank has business planning developed in the Long Term Plan (Corporate Plan) and the Bank Business Plan (Rencana Bisnis Bank-RBB). RBB shall be reviewed each year to be adjusted with the changes in the business environment and Bank plans. Meanwhile, the Long Term Plan shall be the guidelines in conducting planning every year and can e reviewed i t ere are significant c anges toward the business environment and resources of Bank. Through the business planning the right strategy will be established in IT development and maintenance, HR management, new product development, service development, network expansion and target market penetration. These are intended so that Bank can maintain its competitiveness so as to maintain the business continuity.

untuk meminimalkan dampak risiko reputasi pada saat terjadi situasi gangguan atau bencana. Dalam hal ini, Bank memiliki Tim Manajemen Krisis yang berperan penting saat terjadi gangguan atau bencana, serta

ertanggung awa dalam mela u an lang a lang a yang perlu diambil, termasuk pengelolaan risiko reputasi. Tim Manajemen Krisis dibentuk mulai dari kantor pusat hingga ke kantor cabang. Adapun aspek yang harus diperhatikan dalam pengelolaan risiko reputasi saat krisis adalah menjaga kepercayaan nasabah, Pemegang Saham, dan masyarakat sekitar terhadap nama baik Bank Ganesha.

Dalam mencegah terjadinya risiko reputasi, Bank antara lain melaksanakan komunikasi yang konsisten dengan menjaga keterbukaan informasi dan transparan kepada seluruh pemangku kepentingan, serta menjalin hubungan yang harmonis dengan pihak media. Kedua hal tersebut dilakukan dalam rangka meminimalkan dan menangani keluhan dari pemangku kepentingan yang dapat mengakibatkan timbulnya publikasi negatif terhadap Bank Ganesha.

RISIKO STRATEJIKSTRATEGIC RISK

Risiko stratejik adalah risiko akibat ketidaktepatan dalam pengambilan dan/atau pelaksanaan suatu keputusan stratejik, serta kegagalan dalam mengantisipasi perubahan lingkungan bisnis. Oleh karena itu, dalam mengelola risiko stratejik, Bank melakukan evaluasi risiko stratejik secara berkala oleh Direksi melalui forum yang membahas tentang strategi dan kebijakan risiko strate i orum terse ut antara lain rapat Dire si rapat Komite Manajemen Risiko, dan Branch Performace Review Meeting yang digunakan untuk menyelaraskan strategi antar unit kerja.

Bank telah memiliki perencanaan bisnis yang disusun dalam Rencana Jangka Panjang (Corporate Plan) dan Rencana Bisnis Bank (RBB). RBB direview kembali setiap tahun untuk disesuaikan dengan perubahan lingkungan usaha dan rencana Bank. Sedangkan, Rencana Jangka Panjang menjadi pedoman dalam melakukan perencanaan setiap tahun dan dapat direview apabila ter adi peru a an peru a an yang signifi an ter adap lingkungan bisnis dan sumber daya Bank. Melalui perencanaan bisnis tersebut ditetapkan strategi yang tepat dalam pengembangan dan pemeliharaan TI, pengelolaan SDM, pengembangan produk baru, pengembangan layanan, perluasan jaringan dan penetrasi pasar sasaran. Hal ini ditujukan agar Bank dapat mempertahankan daya saing sehingga menjaga kelangsungan usaha.





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In managing strategic risk, measurement of the strategic risk shall be conducted among others by analyzing and comparing risk exposures with the set limits. Things measured among others are assets achievement, lending e pansion ird Party unds and cost e ciency

e development and implementation o t e ollow up o significant ris e posures s all e documented in t e ris profile and presented in t e Ris Management Committee meetings roug t e ris profile t e culture o Ban strategic ris management will e re ected

Compliance risk is the risk, as the Bank did not comply with and/or implement the applicable laws and regulations as well provisions. Therefore, the management of compliance risk shall be conducted to all operational activities of Bank.

In managing the risk, the Bank constantly conducted monitoring to comply with regulations issued by the regulator and other competent authorities. The Bank has made e orts to avoid eing imposed sanctions y t e regulation on the violations of the referred regulations. In particular, the Compliance Director, through the Compliance Work Unit is responsible for managing the compliance risk in the Bank. The Compliance Work Unit has duties to conduct compliance monitoring related

Dalam mengelola risiko stratejik, dilakukan pengukuran risiko stratejik yang antara lain dengan menganalisis dan membandingkan eksposur risiko dengan limit yang ditetapkan. Hal yang diukur antara lain pencapaian aset, e spansi pin aman DP dan efisiensi iaya Penyusunan dan pelaksanaan tindak lanjut atas eksposur risiko yang signifi an dido umentasi an dalam profil risi o dan disajikan dalam rapat Komite Manajemen Risiko. Melalui profil risi o terse ut a an tercermin udaya mana emen risiko stratejik Bank.

RISIKO KEPATUHANCOMPLIANCE RISK

Risiko kepatuhan adalah risiko akibat Bank tidak mematuhi dan/atau tidak melaksanakan peraturan perundang undangan dan etentuan yang erla u le karena itu, pengelolaan risiko kepatuhan dilakukan pada seluruh aktivitas operasional bank.

Dalam mengelola risiko tersebut, Bank senantiasa melakukan monitoring atas kepatuhan terhadap ketentuan yang diterbitkan oleh regulator maupun instansi berwenang lainnya. Bank berupaya menghindari sanksi regulator terhadap pelanggaran

etentuan etentuan yang dima sud Secara usus Direktur Kepatuhan, melalui Satuan Kerja Kepatuhan bertanggung jawab dalam mengelola risiko kepatuhan di Bank. Satuan Kerja Kepatuhan bertugas melakukan




VII


to t e ulfillment o commitment to t e regulator adjustment of new policy following the changes in e ternal regulations or t ings re uired y t e regulator such as planning, implementing and reporting of new activities.

Other than the Compliance Work Unit, there are roles of the Risk Management Work Unit and leaders of work units in fostering the culture of risk awareness in all work units of Bank. The said roles in particular are in the monitoring of compliance risk exposures. In monitoring the compliance risk exposures, the Compliance Work Unit shall coordinate with the Risk Management Work

nit in developing reports on compliance ris profile t roug t e ris profile reports su mitted to t e Board of Directors.

In implementing compliance risk management, the Bank has applied Anti Money Laundering (Anti Pencucian Uang-APU and Prevention o errorism unding Pencegahan Pendanaan Terorisme-PPT) programs in accordance with the applicable regulation. To support the programs, socialization of Customer Due Diligence (CDD) has been carried out periodically. These were intended to enhance the awareness and compliance of the operational work units of Bank to this procedure. Besides, the Bank has also owned a Policy and SOP related to APU and PPT to protect the Bank from being the target of criminal o ences o money laundering and terrorism is was also supported by the implementation of the Anti Money Laundering (AML) system to monitor suspicious transactions through the reports of Cash Transaction Report (CTR) and Suspicious Transaction Report (STR).

pemantauan epatu an untu al al ter ait pemenu an komitmen kepada regulator, penyesuaian kebijakan baru yang mengikuti perubahan ketentuan eksternal, ataupun al al yang disyarat an ole regulator seperti perencanaan pela sanaan dan pelaporan a tifitas aru

Selain Satuan Kerja Kepatuhan, terdapat juga peran dari Satuan Kerja Manajemen Risiko dan pemimpin unit kerja dalam memupuk budaya sadar risiko di seluruh unit kerja Bank. Peran tersebut khususnya dalam hal pemantauan eksposur risiko kepatuhan. Dalam memantau eksposur risiko kepatuhan, Satuan Kerja Kepatuhan berkoordinasi dengan Satuan kerja Mana emen Risi o dalam menyusun laporan profil risi o

epatu an melalui laporan profil risi o yang dilapor an kepada Direksi.

Dalam menerapkan manajemen risiko kepatuhan, Bank menerapkan program Anti Pencucian Uang (APU) dan Pencegahan Pendanaan Terorisme (PPT) sesuai ketentuan yang berlaku. Untuk mendukung hal tersebut, dilakukan sosialisasi pelaksanaan Customer Due Diligence (CDD) secara berkala. Hal tersebut ditujukan untuk meningkatkan awareness dan kepatuhan unit kerja operasional Bank terhadap prosedur ini. Selain itu, Bank juga telah memiliki Kebijakan dan SOP terkait APU dan PPT untuk melindungi Bank dari sasaran tindak pidana pencucian uang dan terorisme. Hal ini juga didukung dengan telah diimplementasikannya sistem Anti Money Laundering (AML) untuk memonitor transaksi yang mencurigakan melalui laporan Cash Transaction Report (CTR) dan Suspicious Transaction Report (STR).

Dalam menunjang pelaksanaan Kebijakan dan Pedoman Treasury, Bank memiliki sistem aplikasi

treasury (e-treasury) yang merupakan suatu sistem yang terintegrasi yang digunakan oleh fungsi front

office, middle office dan back office.

In supporting the implementation of the Policy and Guidelines of Treasury, the Bank has a treasury application system (e-treasury) which constitutes an integrated

system used by the functions of front o� ice, middle o� ice and back o� ice.





IV





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TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE

Tata Kelola Perusahaan yang baik merupakan faktor yang sangat penting dalam menjalankan

kegiatan usaha Bank Ganesha. Oleh karena itu, Bank Ganesha berkomitmen untuk menerapkan GCG secara konsisten dan berkesinambungan

di seluruh tingkatan dan jenjang organisasi yang dimiliki Bank Ganesha.

Good Corporate Governance/GCG is the enormously important factor for the business conduct of Bank Ganesha. Therefore, Bank Ganesha is committed to implementing consistent and sustainable GCG in all levels and lines of the

organization of Bank Ganesha.

V





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Tata kelola perusahaan yang baik (Good Corporate Governance/GCG) merupakan faktor yang sangat penting dalam menjalankan kegiatan usaha Bank Ganesha. Oleh karena itu, Bank Ganesha berkomitmen untuk menerapkan GCG secara konsisten dan berkesinambungan di seluruh tingkatan dan jenjang organisasi yang dimiliki Bank Ganesha.

DASAR PENERAPAN GCGFUNDAMENTAL IMPLEMENTATION OF GCG

Dalam menerapkan tata kelola perusahaan yang baik, Ban anes a senantiasa erpedoman pada peraturanperaturan yang dikeluarkan regulator. Beberapa peraturan yang menjadi pedoman adalah:a ndang undang Repu li ndonesia omor

Tahun 2007 tentang Perseroan Terbatas; ndang undang Repu li ndonesia omor

Good Corporate Governance/GCG is the enormously important factor for the business conduct of Bank Ganesha. Therefore, Bank Ganesha is committed to implement consistent and sustainable GCG in all levels and lines of the organization of Bank Ganesha.

In the implementation of good corporate governance, Bank Ganesha always refers to the regulation issued by the regulators. Several regulations as a guidelines are the following: a. Law of the Republic of Indonesia Number 40 Year

2007 on the Limited Liability Company;b. Law of the Republic of Indonesia Number 10 Year

Tata Kelola PerusahaanCorporate Governance




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a un tentang Per an anc. Peraturan Bank Indonesia (PBI) Nomor 8/4/PBI/2006

tanggal 30 Januari 2006 sebagaimana telah diubah melalui PBI Nomor 8/14/PBI/2006 tanggal 5 Oktober 2006 tentang Perubahan Atas PBI Nomor 8/4/PBI/2006 tentang Pelaksanaan Good Corporate Governance Bagi Bank Umum;

d Surat daran Ban ndonesia omor DP P tanggal April peri al Pela sanaan Good Corporate Governance bagi Bank Umum.

Berdasarkan peraturan tersebut, Bank Ganesha menerap an C dengan erlandas an pada prinsipprinsip GCG, yaitu: Keterbukaan (Transparency), Akuntabilitas (Accountability), Pertanggungjawaban (Responsibility), Independensi (Independency) dan Kewajaran (Fairness).

TUJUAN IMPLEMENTASI GCGOBJECTIVES OF GCG IMPLEMENTATION

Bank Ganesha menerapkan GCG secara konsisten dengan tujuan untuk mengoptimalkan nilai perusahaan bagi Pemegang Saham dengan tetap memperhatikan pemangku kepentingan lainnya. Dalam mencapai hal tersebut, Bank mendorong pemberdayaan fungsi dan

emandirian masing masing organ perusa aan yaitu Dewan Komisaris, Direksi dan Rapat Umum Pemegang Saham. Bank mendorong Pemegang Saham, anggota Dewan Komisaris dan anggota Direksi agar dalam membuat keputusan dan menjalankan tindakannya dilandasi oleh nilai moral yang tinggi dan kepatuhan ter adap peraturan perundang undangan Ban juga memperhatikan pemangku kepentingan dengan mendorong timbulnya kesadaran dan tanggung jawab sosial, khususnya di sekitar wilayah operasional Bank.

Selain untuk mengoptimalkan nilai perusahaan, pelaksanaan GCG juga ditujukan untuk mendorong tercapainya kesinambungan usaha melalui pengelolaan yang didasar an pada prinsip prinsip GCG, yakni transparansi, akuntabilitas, responsibilitas, independensi, serta kewajaran dan kesetaraan. Melalui pencapaian tujuan tersebut, pada akhirnya, Bank diharapkan dapat meningkatkan daya saing secara nasional maupun internasional, sehingga meningkatkan kepercayaan pasar yang dapat mendorong arus investasi dan pertumbuhan ekonomi nasional yang berkesinambungan.

on Ban ing c. Bank Indonesia Regulation (PBI) Number 8/4/

PBI/2006 dated 30 January 2006 as amended through PBI Number 8/14/PBI/2006 dated 5 October 2006 on the Amendment of PBI Number 8/4/PBI/2006 on the Implementation of Good Corporate Governance for Commercial Banks;

d. Bank Indonesia Circular Letter Number 15/15/DP P dated April on t e Implementation of Good Corporate Governance for Commercial Banks.

Pursuant to the above regulations, Bank Ganesha has implemented GCG based on the GCG principles, namely: Transparency, Accountability, Responsibility, ndependency and airness

Bank Ganesha implements GCG consistently with the objective of optimizing the value of the company for its Shareholders by continuously paying attention to other stakeholders. In order to achieve this objective, the Bank encourages the empowerment of function and independency of each organ or the company, namely the Board of Commissioners, the Board of Directors, and the General Meeting of Shareholders. The Bank encouraged the Shareholders, members of the Board of Commissioners, and members of the Board of Directors that in taking a decision and an action shall be based on the high morale and shall comply with the regulations. The Bank is also concerned with the stakeholders by encouraging the awareness and social responsibility, particularly in t e surrounding areas o t e Ban s operation.

Besides optimizing values of the company, the implementation of GCC is also intended to encourage the sustainability of the business through the management, based on GCG principles namely, transparency, accountability, responsibility, independency as well as airness and e uality By accomplis ing suc o ective finally t e Ban is e pected to increase t e competitiveness nationally and internationally, so that it will oster mar et trust w ic will finally stimulate t e investment ow and sustaina le national economic growth.





IV


ASSESSMENT GCGGCG ASSESSMENT

Penilaian pelaksanaan GCG merupakan salah satu faktor penilaian Tingkat Kesehatan Bank dengan pendekatan risk based bank rating. Oleh karena itu, Bank Ganesha dalam menjalankan kegiatan usaha, berupaya mening at an prinsip e ati atian dan mening at an pela sanaan C serta mengam il lang a lang a perbaikan secara efektif.

Bank Ganesha melakukan self assessment pelaksanaan GCG setiap semester, yaitu pada akhir bulan Juni dan akhir bulan Desember. Self assessment GCG dilakukan secara komprehensif dan terstruktur dengan mengelompokan dalam suatu governance system, yaitu governance structure, governance process dan governance outcome al ini dila u an sesuai dengan Surat daran Ban ndonesia o DP P tanggal April perihal Pelaksanaan Good Corporate Governance bagi Bank Umum. Adapun hasil self assessment GCG Bank Ganesha sebagai berikut.

ASPEK / ASPECTS 2015 2014

Pelaksanaan Tugas dan Tanggung Jawab Dewan KomisarisImplementation of Duties and Responsibilities of the Board of Commissioners

2 2

Pelaksanaan Tugas dan Tanggung Jawab DireksiImplementation of Duties and Responsibilities of the Board of Directors 2 2

Kelengkapan dan Pelaksanaan Tugas KomiteCompleteness and Implementation of Duties of the Committee 2 2

Penanganan Benturan Kepentinganandling Con ict o nterest 2 2

Penerapan ungsi epatu anmplementation o Compliance unction 3 3

Penerapan ungsi Audit nternmplementation o nternal Audit unction 3 3

Penerapan ungsi Audit sternmplementation o ternal Audit unction 1 2

Penerapan Manajemen Risiko, termasuk Sistem Pengendalian InternImplementation of Risk Management including Internal Audit System 3 3

Penyediaan Dana Kepada Pihak Terkait (Related Party) dan Penyediaan Dana Besar (Large Exposure)Providing unds to Related Party and arge posure

2 2

Transparansi Kondisi Keuangan dan Non Keuangan Bank, Laporan Pelaksanaan GCG dan Pelaporan Internal

ransparency o inancial and on financial Conditions o t e Ban C Implementation Report and Internal Report

2 2

The assessment on the implementation of GCG is one the Rating of Bank applying risk based bank rating approach. Therefore, in conducting its business Bank Ganesha attempts to strengthen the prudent principles, and to increase the acceleration in the implementation of GCG, as well as to ta e actions or e ective improvement

Bank Ganesha undertakes self assessment on the implementation of GCG every semester, at the end of uly and at t e end o Decem er Sel assessment o

GCG is carried out comprehensively and structurally by grouping in a governance system namely, governance structure, and governance process and governance outcome. This is in accordance with Bank Indonesia Circular etter o DP P dated April on the Implementation of Good Corporate Governance for Commercial Banks. As for the result of GCG self assessment of Bank Ganesha was the following:




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ASPEK / ASPECTS 2015 2014

Rencana Strategis BankStrategic Business Plan 3 3

Skor Self Assessment Self Assessment Score 2 2

Kategori Category BAIK/GOOD BAIK/GOOD

Berdasarkan pelaksanaan penilaian penerapan GCG tersebut, diketahui pelaksanaan GCG di Bank sebagai berikut.

A. GOVERNANCE STRUCTURE1. Komposisi Dewan Komisaris telah sesuai dengan

etentuan dan dileng api dengan omite omite yang membantu pelaksanaan tugasnya, yaitu Komite Audit, Komite Pemantau Risiko serta Komite Remunerasi dan Nominasi.

2. Komposisi Direksi telah sesuai dengan ketentuan serta dileng api omite omite Dire si dan satuan kerja yang terdiri dari Satuan Kerja Audit Intern (SKAI), Satuan Kerja Kepatuhan (SKK), dan Satuan Kerja Manajemen Risiko (SKMR) untuk membantu pelaksanaan tugas dan tanggung jawabnya.

3. Kriteria dan komposisi keanggotaan Komite telah sesuai dengan ketentuan, antara lain Ketua Komite merupakan Komisaris Independen.

4. Bank telah memiliki kebijakan dan prosedur Benturan Kepentingan, Penerapan Manajemen Risiko, Penyediaan Dana kepada Pihak Terkait, dan Penyediaan Dana Besar.

5. Penugasan audit eksternal telah dilengkapi dengan Surat Kesepakatan Kerja dan penunjukan Akuntan Publik telah sesuai dengan persyaratan dan ketentuan.

6. Bank telah memiliki struktur, kebijakan dan prosedur yang mendukung penerapan manajemen risiko dan pengendalian intern.

7. Dalam Pelaksanaan Audit Intern, Bank telah melaksanakannya berdasarkan Standar Pela sanaan ungsi Audit ntern Ban SP A B

Namun, masih terdapat beberapa kelemahan sebagai berikut.1. Direksi telah menetapkan struktur organisasi

termasuk wewenang dan tanggung jawab

Based on the implementation of such GCG assessment, it was found that the implementation of GCG of the Bank is the following:

A. GOVERNANCE STRUCTURE1. The composition of the Board of Commissioners

was in accordance wit provisions and e uipped with the committees to assist the implementation of duties, such as Audit Committee, Risk Monitor Committee, and Remuneration and Nomination Committee.

2. The composition of the Board of Directors was in accordance wit t e provisions and e uipped with Committee of the Board of Directors, and units of work consisting of Internal Audit Unit, Compliance Unit and Risk Management Unit , to assist the implementation of duties responsibilities.

3. Criteria and composition of Committee members were in accordance with the provisions, such as: Head of Committee who is the Independent Commissioner.

e Ban as policies and procedures o Con ict of Interest, Implementation of Risk management, Provision o unds to t e Related Party and Provision o arge posure

Assignment o e ternal audit was e uipped wit t e etter o mployment Agreement and t e appointment of Public Accountant which were in accordance wit re uirement and regulations

6. The Bank has a structure, policy and procedure to support the implementation of risk management and internal audit.

7. In conducting Internal Audit, the Bank implemented according to the Standard of Implementation of nternal Audit unction Standar Pelaksanaan Fungsi Audit Intern Bank - SPFAIB).

However, there were several weaknesses as the following: 1. The Board of Directors has set the organization

structure including clear authorities and





IV


yang jelas pada setiap jenjang jabatan yang terkait dengan penerapan manajemen risiko, namun terdapat kekosongan jabatan yang mengakibatkan terjadinya rangkap jabatan, antara lain tidak adanya Direktur Bisnis telah diajukan ke Otoritas Jasa Keuangan (OJK) dan akan efektif setelah adanya persetujuan fit and proper dari OJK. Dan untuk Sub Branch Manager Pasar Induk Kramatjati dan Sub Branch Manager Kedoya telah diproses penggantinya.

2. Bank telah menyediakan laporan internal yang lengkap, akurat dan tepat waktu, dan didukung oleh sistem informasi manajemen (SIM) yang memadai. Namun, terdapat sistem informasi manajemen yang sedang dalam pengembangan, yaitu SIM Risiko terintegrasi, Pro HR System, dan website Bank Ganesha.

3. Bank telah menyediakan sumber daya manusia pada SKAI untuk menyelesaikan tugasnya, namun kuantitas dan kualitas SDM perlu ditingkatkan.

4. Dalam melaksanakan Rencana Bisnis Bank, perlu didukung dengan tambahan modal, dimana Bank merencanakan penambahan modal dengan menerbitkan saham melalui penawaran umum (Initial Public Offering/IPO) dan adanya Pemegang Saham baru yang akan dilaksanakan pada tahun 2016.

B. GOVERNANCE PROCESS1. Dewan Komisaris telah menyediakan waktu yang

cukup untuk melaksanakan tugas dan tanggung jawabnya secara optimal dengan kehadirannya secara rutin ke Bank untuk mendapatkan informasi dan laporan kegiatan usaha Bank yang disampaikan dari Direksi.

2. Direksi telah melaksanakan tugas dan tanggung jawabnya, antara lain menyusun, menetapkan dan mengkinikan kebijakan dan prosedur manajemen risiko, melaporkan kepada Dewan Komisaris secara berkala melalui rapat gabungan Dewan Komisaris dan Direksi, serta mengembangkan budaya manajemen risiko.

3. Direksi telah melaksanakan tugas dan tanggung jawabnya sesuai dengan Anggaran Dasar dan perundang undangan yang erla u serta tela dipertanggungjawabkan dalam Rapat Umum Pemegang Saham (RUPS).

4. Seluruh temuan audit, rekomendasi, dan hasil

responsibilities for each level of job relating to the implementation of risk management. However, there was a vacant job resulting in concurrent jobs, such as: the vacant job of Director of Business. This has been proposed to t e inancial Services Aut ority Otoritas Jasa Keuangan - OJK and it will e e ective a ter t e approval o fit and proper rom Meanw ile as for the Sub Branch Manager Pasar Induk Kramatjati and Sub Branch Manager Kedoya, the replacement is in the process.

2. The Bank has provided a complete, accurate and timely internal report supported y ade uate management information system. However, there are currently management information systems which are in the process of development, namely integrated Risk Management Information System, Pro HR System and Bank Ganesha website.

3. The Bank has supplied human resources for SKAI to complete its duties owever t e uantity and uality o R in suc unit are re uired to e improved.

4. To implement the Business Plan of the Bank, it will re uire additional capital ere ore t e Ban plans to raise its capital by issuing share through nitial Pu lic ering P and y appointing

new Shareholders that will take place in 2016.

B. GOVERNANCE PROCESS1. The Board of Commissioners has provided

considerable time to execute its optimal duties and responsibilities by attending the Bank regularly to obtain information and receive report of business activities submitted from the Board of Directors.

2. The Board of Directors executes its duties and responsibilities among others by setting, determining and updating the policies, and procedures of risk management, reporting to the Board of Commissioners periodically through joint meeting of the Board of Commissioners and the Board of Directors, as well as developing risk management culture.

3. The Board of Directors has executed its duties and responsibilities in accordance with the Articles of Association and the applicable rules and regulations, as well having been accounted through the General Meeting of Shareholders (Rapat Umum Pemegang Saham - RUPS).

All audit findings recommendation and result




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tindak lanjut temuan telah dilaporkan ke Direksi dan Dewan Komisaris.

5. Bank secara berkala telah mengevaluasi dan mengkinikan kebijakan, sistem dan prosedur terkait penyediaan dana kepada pihak terkait dan dana besar.

valuasi Rencana Bisnis Ban dila u an dalam rapat gabungan Dewan Komisaris dan Direksi serta dengan unit terkait pada setiap bulan. Dan, evaluasi budget yang disusun cabang/cabang pembantu telah disampaikan ke kantor cabang/cabang pembantu sebagai penilaian kinerja .

Namun, masih terdapat beberapa kelemahan sebagai berikut.1. Direksi telah menindaklanjuti temuan audit

dan rekomendasi dari SKAI dan auditor eksternal, serta hasil pengawasan OJK. Namun, masih terdapat temuan yang belum selesai ditindaklanjuti sesuai dengan target tanggal yang disepakati.

2. Pelaksanaan tugas SKMR belum didukung dengan sistem informasi manajemen risiko yang terintegrasi dan masih dilakukan secara manual. Saat ini sedang dalam tahap pengembangan.

3. Masih terdapat rencana kerja SKAI yang belum diselesaikan sesuai dengan target sampai dengan semester II tahun 2015, yaitu terdapat 8 objek pemeriksaan yang statusnya masih on going dan 2 objek pemeriksaan yang dialihkan ke tahun berikutnya.

4. Dalam penyediaan dana besar, Bank perlu meningkatkan pelaksanaan monitoring dan pengawasan pasca pencairan kredit.

C. GOVERNANCE OUTCOME

1. Dalam rangka tugas pengawasan, Dewan Komisaris telah melakukan evaluasi pelaksanaan fungsi kepatuhan, evaluasi sistem pengendalian intern, penerapan manajemen risiko, serta alih daya dan kinerja Bank yang disampaikan dalam rapat gabungan Dewan Komsiaris dan Direksi ataupun melalui surat.

2. Pelaksanaan tugas dan tanggung jawab Direksi telah diterima dan mendapat persetujuan RUPS.

3. Tidak terjadi pelampauan dan pelanggaran batas

o t e ollow up actions ave een reported to the Board of Directors and the Board of Commissioners.

5. The Bank has periodically conduct evaluation, and update policies, system and procedures concerning fund provision to the related party and large exposure.

6. The evaluation of Business Plan of the Bank has been carried out in the joint meeting of the Board of Commissioners and the Board of Directors, as well as with the related units every month. Besides, the evaluation results of the budget set

y ranc es su ranc es ave een su mitted to t e ranc o ces su ranc o ces as t e work performance.

However, there were still several weaknesses as the following:

e Board o Directors as ollowed up on audit findings and recommendation rom S A and external auditors, as well as the supervision result from OJK. However, there were several findings t at ave not een completely ollowedup according to the agreed date.

2. The implementation of SKMR duties has not been supported by integrated risk management information system, and it still applies manual system. Currently, the system is in the process of development.

3. There was a work plan of SKAI that has been completed according to the target until semester II of 2015. There were 8 audit objects whose status were still on going, and 2 audit objects that have been shifted to the following year.

4. In providing the large fund, the Bank has to improve the implementation of monitoring and control process post credit dis ursement

C. GOVERNANCE OUTCOME1. In order to conduct its supervisory duties, the

Board of Commissioners has carried out the evaluation of the implementation of compliance function, evaluation of internal audit system, implementation of risk management, transfer of power, and performance of the Bank submitted in the joint meeting of the Board of Commissioners and the Board of Directors or by a letter.

2. The execution of authorities and responsibilities of the Board of Directors has been received and approved by RUPS.

3. There has not been an excess and violation





IV


maksimum pemberian kredit (BMPK).4. Akuntan publik telah bertindak independen

dalam melakukan audit dan telah dituangkan dalam hasil audit dan management letter.

5. Laporan Tahunan dan Laporan GCG telah disampai an epada pi a pi a yang ditentukan, dan transparansi laporan telah dilakukan tepat waktu serta dimuat dalam home page Bank Ganesha.

6. Bank berhasil menurunkan persentase net performing loan (NPL) lebih baik dibandingkan revisi anggaran.

Namun, masih terdapat beberapa kelemahan sebagai berikut.1. Bank secara terus menerus membangun

budaya kerja patuh dalam setiap kegiatan usaha Bank. Namun, dalam proses kredit, masih terdapat laporan keuangan debitur yang belum disampaikan secara berkala dan coverage jaminan kredit di bawah ketentuan internal, serta belum seluruh debitur dilakukan kunjungan usaha secara rutin.

2. Penerapan manajemen risiko telah dilakukan secara e e ti usus untu risi o redit perlu mendapatkan perhatian karena net performing loan dan agunan yang diambil alih masih cukup

esar Dan perlu adanya upaya upaya untu menyelesaikan dan meningkatkan kualitas penerapan manajemen risiko kredit.

3. Rencana Bisnis Bank revisi tahun 2015 tidak bertumbuh dibandingkan dengan 2014, hal ini dikarenakan keterbatasan permodalan Bank.

PENINGKATAN KUALITAS GCGGCG QUALITY IMPROVEMENT

Berdasarkan hasil self assessment dan review pelaksanaan GCG di Bank, maka pada tahun 2015, Bank Ganesha telah menempuh beberapa langkah untuk meningkatkan

ualitas C ang a lang a yang ditempu terse ut adalah:a. Pemenuhan komposisi Dewan Komisaris dan

peru a an eanggotaan omite omite yang membantu pelaksanaan tugas Dewan Komisaris, yaitu Komite Audit, Komite Pemantau Risiko, serta Komite Remunerasi dan Nominasi;

b. Pemenuhan posisi Presiden Direktur yang telah

against Legal Lending Limit (LLL/BMPK).4. The public accountant has acted independently

in carrying out the audit and the result has been published in the management letter.

5. The Annual Report and the GCG Report have been submitted to the determined parties, as well as the transparency of the report has been made timely and been contained in Bank Ganesha home page.

6. The Bank was able to decrease the percentage of net performing loan (NPL) considerably better than that in the budget revision.

However, there were several weaknesses as the following: 1. The Bank continuously builds compliance culture

in each activity of the Bank. However, in the credit process t e de tor financial statements have not been submitted regularly, and also the coverage of credit guarantee was below the internal provision, as well as not all debtor visits were undertaken on a regular basis.

2. The application of risk management has been implemented e ectively particularly or credit ris it will re uire a specific attention as t e value of the net performing loan and foreclosed assets were still fairly high. In addition, it will re uire considera le e orts to finali e and en ance t e implementation uality o credit risk management.

3. The Revised Business Plan of the Bank of 2015 has not grown compared to that of 2014, t his was due to limited capital of the Bank.

Based on the self assessment result and review on the implementation of GCG at the Bank, Bank Ganesha has taken several improvement actions to increase the

uality o C Actions ta en were t e ollowing

a ulfilling t e composition o t e Board o Commissioners and a change in the committee members to assist the conduct of duties of the Board of Commissioners, such as : Audit Committee, Risk Control Committee, Remuneration and Nomination Committee;

b. Occupying the position of the President Director




VII


memenuhi ketentuan fit and proper berdasarkan surat o SR D

c Pem entu an omite omite dan satuan er a yang membantu pelaksanaan tugas Direksi seperti yang tertuang dalam Struktur Organisasi;

d. Pembentukan struktur, kebijakan dan prosedur yang mendukung penerapan manajemen risiko dan pengendalian intern;

e. Pemenuhan tugas dan tanggung jawab Direksi sesuai dengan Anggaran Dasar dan perundang undangan yang telah dipertanggungjawabkan dalam RUPS dengan berita acara No. 83 tanggal 30 Juni 2015;

valuasi Rencana Bisnis Ban pada setiap ulan dalam rapat gabungan Dewan Komisaris dan Direksi;

g. Pelaksanaan audit secara independen oleh akuntan publik yang dituangkan dalam hasil audit dan management letter;

h. Penyempurnaan struktur organisasi melalui Surat Keputusan Nomor 035/SKDIR/XII/15 tentang Perubahan Struktur Organisasi

i. Penyampaikan transparansi kondisi keuangan dan non keuangan Bank;

j. Peningkatan kepedulian terhadap lingkungan melalui kegiatan sosial, berupa sumbangan kepada panti asuhan, keagamaan dan donor darah.

PEDOMAN GCGGCG GUIDELINES

Selain erpedoman pada peraturan perundangundangan dan ketentuan yang berlaku, Bank Ganesha telah memiliki kebijakan dan pedoman terkait GCG yang telah disesuaikan dengan kompleksitas usaha Bank. Beberapa kebijakan dan pedoman tersebut antara lain:a. Pedoman Kerja Dewan Komisaris dan Direksi;

b. Pedoman GCG;c. Piagam Komite Audit;d. Piagam Komite Pemantau Risiko;e. Piagam Komite Nominasi dan Remunerasi;

f. Piagam Audit Intern.

t at as met t e re uirements in fit and proper under t e letter o SR D

c sta lis ing committees and wor units to assist the execution of the duties of the Board of Directors as contained in the Organization Structure;

d sta lis ing a structure policies and procedures supporting the implementation of risk management and internal audit;

e ecuting duties and responsi ilities o t e Board of Directors according to the Article of Association and the rules and regulation that have been accounted in RUPS contained in the Statement No. 83 dated 30 June 2015;

f. Undertaking the evaluation of Business Plan of the Bank every month in the joint meeting of the Board of Commissioners and the Board of Directors;

g. Conducting the audit independently by the public accountant with the audit result writened in management letter;

h. Improving the organization structure through Decree Letter Number 035/SKDIR/XII/15 concerning the Change in the Organization Structure;

i Disclosing transparency on t e financial and nonfinancial conditions o t e Ban

n ancing t e awareness o t e environment through social activities, in the form of donations to the orphans and religious and blood donor activities.

Besides referring to applicable rules and regulations, Bank Ganesha has the policies and guidelines relating to GCG being adjusted with the complexity business of the Bank. Such several policies and guidelines are as the following: a. Working guidelines of the Board of Commissioners

and the Board of Directors; b. GCG Guidelines;c. Audit Committee Charter;d. Risk Control Charter; e. Remuneration and Nomination Committee

Charter; f. Internal Audit Charter.





IV


STRUKTUR DAN MEKANISME GCGSTRUCTURE AND MECHANISM OF GCG

Untuk melaksanakan tata kelola perusahaan yang baik, Bank Ganesha memiliki struktur dan mekanisme GCG yang jelas. Bank memiliki organ perusahaan yang meliputi Rapat Umum Pemegang Saham (RUPS), Dewan Komisaris dan Direksi. Bank juga telah melengkapi struktur tata kelola perusahaan tersebut dengan unsur pendukung pelaksanaan tugas Dewan Komisaris dan Dire si yang terdiri dari omite omite di awa dewan

omisaris omite omite di awa Dire si dan satuansatuan kerja yang terdiri dari Sekretaris Perusahaan, Satuan Kerja Audit Intern (SKAI), Satuan Kerja Kepatuhan, dan Satuan Kerja Manajemen Risiko (SKMR).

RAPAT UMUM PEMEGANG SAHAM (RUPS)GENERAL MEETING OF SHAREHOLDERS (RUPS)

Rapat Umum Pemegang Saham (RUPS) merupakan organ tertinggi dalam struktur organisasi Bank Ganesha yang melaksanakan pengambilan keputusan penting terkait modal yang disetor dalam Bank. Pengambilan keputusan oleh RUPS dilaksanakan dengan memperhatikan

etentuan Anggaran Dasar dan peraturan perundangundangan.

PELAKSANAAN RUPS TAHUN 2015

Selama tahun 2015, telah diadakan 1 kali RUPS Tahunan, 3 kali RUPS, dan 1 kali RUPS Luar Biasa (RUPSLB). Uraian pelaksanaan RUPS tahun 2015 adalah sebagai berikut.

1. RUPS TANGGAL 12 MARET 2015 RUPS yang dilaksanakan sehubungan dengan adanya

kekosongan jabatan Presiden Direktur ini telah menghasilkan keputusan untuk mengangkat Sdri. Surjawaty Tatang sebagai Presiden Direktur Bank Ganesha. Pelaksanaan RUPS ini telah dicatatkan dalam Berita Acara Nomor 16 tanggal 12 Maret 2015.

2. RUPS TANGGAL 11 MEI 2015 RUPS dilaksanakan untuk menyetujui pengunduran

diri Bapak Dennis Kusuma Halim selaku Direktur Bisnis. Pelaksanaan RUPS ini telah dicatatkan dalam Berita Acara Nomor 11 tanggal 11 Mei 2015.

3. RUPS TAHUNAN TANGGAL 20 JUNI 2015 R PS a unan tela menyetu ui al al se agai

berikut.

To conduct good corporate governance, Bank Ganesha has a clear GCG structure and mechanism. The Bank has the company organs covering: the General Meeting of the Shareholders (RUPS), the Board of Commissioners, and t e Board o Directors e Ban as also e uipped such corporate governance structure with supporting components for executing the duties of the Board of Commissioners and the Board of Directors consisting of the committees under the Board of Commissioners, the committees under the Board of Directors, and work units consisting of Corporate Secretary, Internal Audit Unit (SKAI), Compliance Unit, and Risk Management Unit (SKMR).

The General Meeting of Shareholders (RUPS) is the highest organ in the organization structure of Bank Ganesha in taking its important decision relating to paid up capital in the Bank. The resolution taken by RUPS will be held by adhering to the Articles of Association and the rules and regulations.

IMPLEMENTATION OF RUPS IN 2015

Throughout 2015, the Bank has held 1 time annual RUPS, times R PS and time traordinary eneral Meeting

of Shareholders (RUPSLB). Below are descriptions of such implementation of RUPS in 2015.

1. RUPS DATED 12 MARCH 2015 This RUPS was held concerning the vacant position

of the President Director, and has taken a resolution to assign Mrs. Surjawaty Tatang as the President Director of Bank Ganesha. The implementation of this RUPS has been contained in the Statement Number 16 dated 12 March 2015.

2. RUPS DATED 11 MAY 2015 This RUPS was heldR to approve the resignation of

Mr. Dennis Kusuma Halim as the Business Director. The implementation of this RUPS has been contained in the Statement Number 11 dated 11 May 2015.

3. ANNUAL RUPS DATED 20 JUNE 2015 This annual RUPS has approved on the following:




VII


a. Persetujuan dan pengesahan Laporan Tahunan untuk tahun buku 2014.

b. Keuntungan bersih Bank dalam tahun buku 2014 akan dipergunakan seluruhnya untuk menutup

erugian pada ta un ta un se elumnya sehingga untuk tahun buku 2014 tidak dibagikan dividen kepada para Pemegang Saham.

c. Pemberian wewenang kepada Dewan Komisaris untuk menunjuk Kantor Akuntan Publik untuk mengaudit laporan posisi keuangan dan laporan laba rugi komprehensif, dan bagian lainnya dari laporan keuangan Bank untuk tahun buku yang berakhir pada tanggal 31 Desember 2015, serta menetapkan besarnya honorarium dan persyaratan lainnya yang berkenaan dengan penunjukkan tersebut.

d. Pemberian persetujuan sepenuhnya atas laporan Dewan Komisaris dan pemberian wewenang kepada Dewan Komisaris untuk melakukan pembagian dan pembayaran atas gaji atau honorarium dan/atau tunjangan lainnya epada masing masing anggota Dire si dan Dewan Komisaris.

e. Pemberian persetujuan sepenuhnya atas aporan Pela sanaan Po o po o asil Audit

Intern Bank yang telah disampaikan kepada Otoritas Jasa Keuangan.

f. Pemberian persetujuan sepenuhnya atas Rencana Bisnis Bank yang telah disampaikan kepada Otoritas Jasa Keuangan dan telah dikomunikasikan kepada para Pemegang Saham dalam rapat ini.

Pelaksanaan RUPS ini telah dicatatkan dalam Berita Acara Nomor 83 tanggal 20 Juni 2015.

4. RUPS TANGGAL 22 OKTOBER 2015 RUPS dilaksanakan untuk memutuskan perubahan

pasal 4 Anggaran Dasar Bank, yaitu peningkatan modal dasar yang semula Rp men adi Rp dan pemeca an nilai nominal sa am dari Rp per sa am men adi Rp per saham. Pelaksanaan RUPS ini telah dicatatkan dalam Berita Acara Nomor 13 tanggal 22 Oktober 2015.

5. RUPSLB TANGGAL 26 NOVEMBER 2015 R PS B tela menyetu ui al al se agai eri ut

a. Perubahan status Bank dari perusahaan tertutup menjadi perusahaan terbuka.

b. Perubahan Anggaran Dasar Bank.c. Perubahan susunan pengurus Bank.d. Pengalihan Saham.e. Memberikan wewenang dan kuasa kepada

Direksi untuk melakukan Penunjukan Penjamin Pela sanan misi e dalam rang a penawaran

a. Approval and attestation of the Annual Report or fiscal year

et profit o t e an in t e fiscal year would be used entirely to cover the losses occurring in the previous years, so that in the fiscal year dividends were not distri uted to the Shareholders.

c. Granting the power to the Board of Commissioners to appoint the Public Accountant

ce to audit t e financial position statement and compre ensive profit and loss statement and ot er parts o financial statements o t e Ban or t e fiscal year t at was ended on December 2015, as well as determining the amount o onorarium and ot er re uirements in relation to such appointment.

d. Granting full approval upon the Board of Commissioners Report and the delegation of power to the Board of Commissioners to make distribution and payment of salaries or honorarium and/or other allowances to each member of the Board of Directors and the Board of Commissioners.

e. Giving full approval on the Report of the Implementation of Principles Internal Audit Results being submitted to OJK.

f. Giving full approval on Business Plan of Bank being submitted to OJK and communicated to the Shareholders in this meeting.

The implementation of this RUPS has been recorded in the Statement Number 83 dated 20 June 2015.

4. RUPS DATED 22 OCTOBER 2015 This RUPS was held to take resolution on the change

in article 4 the Articles of Association of the Bank, i.e. to add authorized capital which was previously from Rp to Rp and to split nominal value o s are rom Rp per s are to Rp per share. The implementation of this has been recorded in the Statement Number 13 dated 22 October 2015.

5. RUPSLB DATED 26 NOVEMBER 2015 This RUPSLB has agreed upon the following:

a. The change in status of the Bank from private company to public company.

b. The revision on the Articles of Association of the Bank.

c. The change in the composition of management of the Bank.

d. The assignment of Shares.e. Granting authority and power to the Board of





IV


umum Saham Perdana.f. Perubahan susunan anggota Komite Remunerasi

dan Nominasi. Pelaksanaan RUPS ini telah dicatatkan dalam Berita

Acara Nomor21 tanggal 26 November 2015.

PELAKSANAAN KEPUTUSAN RUPS TAHUN 2014

Selama tahun 2014, Bank Ganesha telah mengadakan 1 kali RUPS Tahunan dan 2 kali RUPS RUPSLB. Adapun keputusan yang dihasilkan dalam pelaksanaan RUPS pada tahun 2014 tersebut telah dilaksanakan sepenuhnya.

DEWAN KOMISARISBOARD OF COMMISSIONERS

Dewan Komisaris adalah organ perusahaan yang bertugas untuk melakukan pengawasan dan memberikan nasihat kepada Direktur. Anggota Dewan Komisaris diangkat dan diberhentikan dengan persetujuan dari RUPS yang kemudian dilaporkan kepada Menteri Hukum dan Hak Asasi Manusia untuk dicatatkan dalam daftar wajib perusahaan atas pergantian Dewan Komisaris.

TUGAS DAN TANGGUNG JAWAB

Dewan Komisaris bertugas dalam melakukan pengawasan atas pelaksanaan tugas dan tanggung jawab Direksi, memberi nasihat dan masukan kepada Direksi, serta memasti an Ban tela mela sana an prinsipprinsip GCG. Pelaksanaan tugas dan tanggung jawab Komisaris diatur dalam Tata Tertib Kerja Komisaris.

Adapun tugas pokok, wewenang dan tanggung jawab Dewan Komisaris, antara lain: a. Melakukan pengawasan atas kebijaksanaan

Direksi dalam menjalankan Bank dan memastikan terselenggaranya prinsip prinsip Good Corporate Governance dalam setiap kegiatan usaha Bank pada seluruh tingkatan atau jenjang organisasi;

b. Mengarahkan, memantau dan mengevaluasi pelaksanaan kebijakan strategis Bank;

c. Dewan Komisaris dilarang terlibat dalam pengambilan keputusan kegiatan operasional Bank sebagaimana diatur dalam ketentuan dan peraturan perundang undangan yang erla u

d. Pengambilan keputusan oleh Dewan Komisaris

Directors to Appoint the Underwriter in the initial Pu lic ering

f. The change in the composition of members of Remuneration and Nomination Committee.

The implementation of this RUPSLB has been recorded in the Statement Number 21 dated 26 November 2015.

EXECUTION OF RUPS RESOLUTION OF 2014

Throughout 2014, Bank Ganesha has held 1 time annual RUPS and 2 times RUPS RUPSLB. As for the resolutions taken in RUPS of 2014 were fully executed.

The Board of Commissioners is an organ of the company carrying its duties to conduct supervision and to provide advice to the Board of Directors. Members of the Board of Commissioners are assigned and terminated with the approval from RUPS, which will be further be reported to the Minister of Justice and Human Rights and registered in the company registration upon the change in the Board of Commissioners.

DUTIES AND RESPONSIBILITIES

The Board of Commissioners carries out the duties for supervision on the implementation of duties and responsibilities of the Board of Directors, by providing advice and feedback to the Board of Directors, as well as ensuring the conduct of GCG principles of the Bank. The execution of duties and responsibilities of the Board of Commissioners is stipulated in Code of Conduct of the Board of Commissioners.

As for the main duties, authority and responsibilities of the Board of Commissioners are the following: a. To exercise supervision on the policies of the Board

of Directors in carrying out its business of the Bank and ensuring the conduct of Good Corporate Governance in each business activity of the Bank on all levels or lines in the organization;

b. To direct, monitor and evaluate the implementation of strategic policies of the Bank;

c. The Board of Commissioners is not allowed to be involved in making decision on the operational activities of the bank, as stipulated in the prevailing rules and regulations;

d. The decision making by the Board of Commissioners




VII


tidak meniadakan tanggung jawab Direksi atas pelaksanaan kepengurusan Bank;

e. Komisaris wajib memastikan bahwa Direksi telah menindaklanjuti temuan hasil pemeriksaan Internal Audit S A Ban Auditor stern asil pengawasan Otoritas Jasa Keuangan, dan/atau hasil pengawasan otoritas pemerintah lainnya;

f. Dewan Komisaris wajib memberitahukan kepada Otoritas Jasa Keuangan paling lambat 7 (tujuh) hari kerja sejak ditemukannya pelanggaran peraturan perundang undangan di idang euangan dan perbankan, dan keadaan yang membahayakan kelangsungan usaha Bank;

g. Dewan Komisaris wajib membentuk komite yang membantu tugas pengawasannya, dan memastikan bahwa komite yang dibentuk dapat menjalankan tugasnya secara efektif;

h. Dewan Komisaris menyetujui dan mengevaluasi kebijakan manajemen risiko yang dilakukan se urang urangnya satu ali dalam satu ta un atau dalam frekuensi yang lebih tinggi dalam hal terdapat peru a an a tor a tor yang mempengaru i

egiatan usa a Ban secara signifi ani Dewan omisaris mema ami enis enis risi o

Bank dan memastikan bahwa Direksi Bank telah mengam il lang a lang a yang diperlu an dalam mengendalikan risiko Bank;

j. Dewan Komisaris mengesahkan dan mengkaji ulang secara berkala terhadap kebijakan Sistem Pengendalian Intern dan Strategi Bank secara menyeluruh, serta memastikan bahwa Direksi tela memantau e e tifitas pela sanaan Sistem Pengendalian Intern;

k. Menyetujui Rencana Bisnis Bank yang telah disusun Direksi dan melakukan pengawasan atas pelaksanaan Rencana Bisnis, serta melaporkan kepada Otoritas Jasa Keuangan mengenai hasil pengawasan tersebut;

l. Mempertanggungjawabkan pelaksanaan tugasnya dengan menandatangani Laporan Tahunan yang diajukan kepada RUPS.

KOMPOSISI

Jumlah anggota Dewan Komisaris disesuaikan dengan kompleksitas Bank dengan tetap memperhatikan e e tifitas dalam pengam ilan eputusan Pada ta un 2015, komposisi Dewan Komisaris sebagai berikut.

does not negate the responsibilities of the Board of Directors on the implementation of the management of the Bank.

e. The Board of Commissioners shall ensure that the Board o Directors ave ta en ollow up actions upon t e findings o internal audit underta en y t e nternal Audit S A o t e Ban ternal Auditor supervision result y inancial Service Aut ority (OJK), and/or supervision result by other government authorities;

f. The Board of Commissioners shall notify the inancial Services Aut ority at t e latest o seven wor ing days upon t e finding o violations

against the rules and regulations in banking sectors, and any event that will endanger the continuity of t e Ban s usiness

g. The Board of Commissioners establishes committees that will assist its supervisory tasks, and shall ensure that the established committee will conduct the tas s e ectively

h. The Board of Commissioners agrees and evaluates the risk management policies that will be undertaken for at least one time within one year or in a higher re uency in t e event o c anges in a actor a ecting

t e Ban s usiness significantly

i. The Board of Commissioners shall understand all types of risks of the Bank and shall ensure that the Board o Directors ave underta en actions re uired to manage t e Ban s ris

j. The Board of Commissioners approves and reviews periodically on the Internal Audit System policy and the Strategy of the Bank entirely, as well as ensures that the Board of Directors has monitored the e ectiveness nternal Audit System

k. Approves the Business Plan of the Bank having been formulated, and undertakes supervision upon the implementation of the Business Plan, as well as reports to t e inancial Services Aut ority on t e result of such supervision;

l. Accounts for its performance by signing the Annual Report proposed in the RUPS.

COMPOSITION

The number of the Board of Commissioners members will be adjusted according to the complexity of the Bank considering t e e ectiveness in decision ma ing n 2015, the composition of the Board of Commissioners is as follows:





IV


NamaName

JabatanPosition

Dasar PengangkatanBasis of Appointment

Abdul Salam*

Presiden KomisarisPresident Commissioner

Rapat Umum Pemegang Saham Luar Biasa tanggal 3 November 2014

traordinary eneral Meeting o S are olders dated 3 November 2014

Marcello eodore aufi



Sudarto

Wakil Presiden Komisaris(Komisaris Independen)

Vice President of Commissioner (Independent Commissioner)



ransis us C andraKomisaris

Commissioner



Wasito Pramono

Komisaris(Komisaris Independen)

Commissioner (Independent Commissioner)



* telah mengundurkan diri efektif 31 Desember 2015 / resign as o e ective date o Decem er ** efektif per 14 Maret 2016; / as o e ective date o Marc ***efektif berlaku terhitung sejak yang bersangkutan lulus uji kemampuan dan kepatutan dari Otoritas Jasa Keuangan. / as o e ectively in orce i t e

appointee as passed t e fit and proper test o

INDEPENDENSI

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

KOMISARIS INDEPENDEN

Bank Ganesha telah mengangkat Komisaris Independen sesuai dengan etentuan dan peraturan perundangundangan yang berlaku. Dari sejumlah Dewan Komisaris yang dimiliki Bank Ganesha, 2 diantaranya merupakan Komisaris Independen. Hal ini sesuai dengan ketentuan yang mengharuskan bahwa 50% dari jumlah Dewan Komisaris adalah Komisaris Independen. Pengangkatan Komisaris Independen tersebut telah dilakukan dengan memperhatikan rekomendasi dari Komite Remunerasi dan Nominasi sebelum diusulkan kepada Rapat Umum Pemegang Saham.

INDEPENDENCE

All members of the Board of Commissioners do not have any relations ip in financial management owners ip and family relation with other members of the Board of Commissioners, the Board of Directors, and/or the Controlling Shareholders, or relationship with the Bank t at t at may a ect t e a ility to act independently

INDEPENDENT COMMISSIONER

Bank Ganesha has assigned the Independent Commissioner according to the applicable rules and regulations. Of such numbers of the Board of Commissioner of Bank Ganesha, 2 (two) o them are Independent Commissioner. This is in accordance with t e regulation t at re uires t at o t e num er o t e Board of Commissioners is Independent Commissioner. The appointment of such Independent Commissioner was taken by taking into account the recommendation from the Remuneration and Nomination Committee prior to the proposal to General Stakeholders Meeting (RUPS).




VII


RANGKAP JABATAN

Seluruh anggota Dewan Komisaris, termasuk lainnya, tidak ada yang merangkap jabatan di perusahaan lain yang dapat menimbulkan benturan kepentingan bagi Bank.

PELAKSANAAN TUGAS

Selama tahun 2015, Dewan Komisaris telah melaksanakan tugas dengan melakukan evaluasi dan memberikan saran kepada Direksi atas kinerja yang dilakukan dalam menjalankan operasional Bank yang meliputi kinerja keuangan, penerapan GCG dan manajeman risiko, serta tindak lanjut atas hasil pemeriksaan audit intern, ekstern dan pemeriksa Otoritas Jasa Keuangan.

Beberapa rekomendasi, evaluasi dan persetujuan Dewan Komisaris yang disampaikan ke Direksi antara lain:a. Rekomendasi calon anggota Dewan Komisaris dan

Direksi;b. Rekomendasi penunjukan kantor akuntan publik;

c valuasi atas implementasi mana emen risi o

d valuasi pela sanaan epatu ane valuasi atas Realisasi Rencana Bisnis Ban

valuasi atas tinda lan ut pemeri saan toritas asa Keuangan.

Selain rekomendasi yang telah diberikan, Dewan Komisaris juga menyetujui beberapa kebijakan, Laporan Tahunan, Rencana Bisnis Bank, persetujuan untuk penyediaan dana kepada pihak terkait, dan telah membuat Laporan Pengawasan Rencana Bisnis Bank yang disampaikan ke Otoritas Jasa keuangan.

Selama tahun 2015, Dewan Komisaris juga telah menghadiri rapat, yang terdiri dari 4 kali rapat Dewan Komisaris, serta 12 kali rapat gabungan Dewan Komisaris dan Direksi. Pelaksanaan rapat tersebut sesuai dengan kebijakan Bank, yaitu bahwa Dewan

omisaris mela u an rapat rutin se urang urangnya 3 bulan sekali atau minimal 4 kali dalam setahun, serta di adiri secara fisi ole seluru anggota Dewan Komisaris. Rapat juga dapat dilakukan melalui teknologi telekonferensi maksimal 2 kali dalam setahun. Adapun tingkat kehadiran Dewan Komisaris dalam rapat tersebut sebagai berikut.

CONCURRENT POSITION

All members of the Board of Commissioners including the others do not serve concurrent job at the company t at may incur con ict o interest or t e Ban

PERFORMANCE OF DUTIES

Throughout 2015, the Board of Commissioners has performed it duties by undertaking evaluation and providing recommendation to the Board of Directors upon the per ormance ac ieved in conducting t e Ban s operations including financial per ormance implementation o C and ris management as well as ollow up actions on t e result o internal audit, external auditor and OJK.

Several recommendations, evaluations and approval from the Board of Commissioners submitted to the Board of Directors were the following: a. Recommendation of the candidates for the Board of

Commissioners and the Board of Directors; b. Recommendation of the appointment of public

accountant; c valuation o t e implementation o ris

management; d valuation o t e conduct o compliancee valuation o t e Reali ation o Business Plan o t e Ban

valuation o t e action ta en as t e ollow up o t e audit by OJK

In addition to the recommendations having been proposed, the Board of Commissioners also agrees upon several policies, Annual Report, Business Plan of the Bank, approval on providing funds to related party, and has prepared Supervision Report of Business Plan of the Bank and being submitted to OJK.

Within 2015, the Board of Commissioners also has attended meetings consisting of 4 times meetings of the Board of Commissioners, as well as 12 joint meeting of the Board of Commissioners and the Board of Directors. The implementation of such meetings were in accordance with t e Ban s policy t at t e Board o Commissioners s all hold a routine meeting at least one meeting in 3 months, or the minimum 4 times in a year, and being attended physically by all members of the Board of Commissioners. The meetings may also be held through teleconference for the maximum of 2 times in a year. As for the attendance rate of the Board of Commissioners is the following:





IV


NamaName

JabatanPosition

Tingkat Kehadiran RapatRate of Meeting’s Attendance

Rapat Dewan KomisarisThe Board of Commissioner

Meeting

RapatGabungan

Joint Meeting

Abdul SalamPresiden Komisaris

President Commissioner4 kali/times 12 kali/times

Sudarto


Vice President Commissioner(Independent Commissioner)

4 kali/times 12 kali/times

Wasito Pramono


Commissioner(Independent Commissioner)

4 kali/times 11 kali/times

PENGEMBANGAN KOMPETENSI

Untuk mendukung pelaksanaan tugas, Dewan Komisaris mengikuti pengembangan kompetensi. Pengembangan kompetensi yang diikuti Dewan Komisaris selama tahun 2015 sebagai berikut.

NamaName

JabatanPosition

Pengembangan KompetensiCompetence Development


President Commissioner

Basel 3 (Refreshment Manajemen Risiko); Basel 3 (Risk Management Refreshment);Strategi Peluang dan Tantangan Industri

Perbankan Menghadapi Tahun 2016.Opportunity Strategy and Banking

ndustry C allenges in acing t e year 2016.

Sudarto



Basel 3 (Refreshment Manajemen Risiko); Basel 3 (Risk Management Refreshment);Strategi Peluang dan Tantangan Industri

Perbankan Menghadapi Tahun 2016.Opportunity Strategy and Banking

ndustry C allenges in acing t e year 2016.

Wasito Pramono



Basel 3 (Refreshment Manajemen Risiko); Basel 3 (Risk Management Refreshment);

KEPEMILIKAN SAHAM

Dalam melaksanakan aspek tranparansi, Dewan Komisaris mengungkapkan kepemilikan sahamnya

COMPETENCE DEVELOPMENT

To support the execution of their duties, the Board of Commissioners has undertaken competence development. Such competence development undertaken by the Board of Commissioner within 2015 was the following:

SHARE OWNERSHIP

In implementing transparency aspect, the Board of Commissioner has revealed its share ownership to the




VII


kepada Corporate Secretary untuk dicatat dalam Daftar Khusus. Berdasarkan Daftar Khusus tersebut, kepemilikan saham Dewan Komisaris sebagai berikut.

NamaName

JabatanPosition

Kepemilikan SahamShare Ownership

Bank Ganesha Perusahaan Lain


President CommissionerNihilNone

NihilNone

Sudarto



NihilNone

NihilNone

Wasito Pramono



NihilNone

NihilNone

Corporate Secretary to be registered in the Special List. According to such Special List, the share ownership of the Board of Commissioners is as follows:

DIREKSIBOARD OF DIRECTORS

Direksi merupakan organ perusahaan yang diangkat dan diberhentikan oleh RUPS melalui proses yang transparan edudu an masing masing anggota Dire si termasuk Direktur Utama adalah setara. Adapun Direksi mempertanggung jawabkan kepengurusannya dalam R PS sesuai dengan peraturan perundang undangan yang berlaku.


Dalam mengelola Bank sesuai dengan kewenangan dan tanggung jawab Direksi sebagaimana diatur dalam Anggaran Dasar, keputusan RUPS dan ketentuan hukum lainnya yang erla u arus erdasar an prinsip e atihatian. Adapun tugas dan tanggung jawab Direksi yang diatur dalam Tata Tertib Kerja Direksi, antara lain:

a. Direksi dalam melaksanakan tugas kepengurusan Bank wajib menyusun rencana jangka panjang, yang berupa rencana strategis dan juga rencana kerja tahunan, yang disampaikan kepada Otoritas Jasa Keuangan, serta mendapat persetujuan dari Dewan Komisaris dan Pemegang Saham;

b. Membuat struktur organisasi Bank, lengkap dengan perincian tugas dan tanggung jawab, serta menetapkan surat keputusan pengangkatannya;

c. Membentuk komite dan satuan kerja yang membantu e e tifitas pela sanaan tugas dan tanggung awa Direksi;

The Board of Directors is the organ of the company assigned and terminated by the RUPS through a transparent process. The position of each member of the Board of Directors including the President Director is e ual e Board o Directors is accounta le or its duties through the RUPS according to the applicable rules and regulations.


In managing the Bank according to its authorities and responsibilities, the Board of Directors as stipulated in the Articles of Association, RPUS resolutions and other applicable legal rules and regulations, shall be adhered to the prudent principles. As for duties and responsibilities of the Board of Directors set out in the Code of Conduct of the Board of Directors are the following: a. The Board of Directors in performing its managerial

duties o t e Ban s all design a long term plan i e strategic plan and also annual work plan submitted to the OJK, and being approved by the Board of Commissioners and the Shareholders;

b. To prepare a complete organization structure of the Bank including duties and responsibilities, as well as a decree of its appointment;

c. To establish committees and work units assisting t e e ectiveness o t e conducting o duties and responsibilities of the Board of Directors;





IV


d. Menyusun sistem akuntansi sesuai dengan Standar Akuntansi Keuangan yang berlaku;

e. Menyusun kebijakan dan strategi manajemen risiko, serta bertanggung jawab atas pelaksanaannya;

f. Menindaklanjuti temuan audit dan rekomendasi dari SKAI, auditor ekstern dan hasil pengawasan Otoritas Jasa Keuangan atau hasil pengawasan otoritas lain;

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

h. Menyusun kebijakan dan prosedur yang berlaku untuk menjalankan usaha Bank sesuai dengan ketentuan;

i. Menyediakan data dan informasi yang akurat, relevan dan tepat waktu kepada Dewan Komisaris;

j. Bertanggung jawab terhadap struktur pengendalian intern yang efektif, serta penerapan manajemen risiko yang baik;

k. Mempertanggungjawabkan pelaksanaan tugasnya kepada Pemegang Saham melalui RUPS.

KOMPOSISI

Jumlah anggota Direksi disesuaikan dengan kompleksitas Ban dengan tetap memper ati an e e tifitas dalam pengambilan keputusan. Pada tahun 2015, komposisi Direksi sebagai berikut.

NamaName

JabatanPosition


Surjawaty Tatang Presiden DirekturPresident Commissioner

Rapat Umum Pemegang Saham Luar Biasa tanggal 12 Maret 2015

traordinary eneral Meeting o Shareholders dated 12 March 2015

Hendri Wirja Kusuma*

Wakil Presiden DirekturVice President Director


traordinary eneral Meeting o Shareholders dated 26 November 2015

Billie uliangsa ar



Sugiarto Surjadi Direktur KepatuhanDirector of Compliance



Dennis Kusuma Halim***

Direktur Bisnis/ Direktur****Director of Business/ Director****



Setiawan Kumala****



d. To develop an accounting system in accordance with t e applica le Accounting inancial Standard

e. To formulate policies and strategies of risk management, and also being accountable for its implementation;

o underta e ollow up actions upon t e audit findings and recommendation rom S A e ternal auditor and the supervisory result of the OJK;

g o disclose t e strategic Ban s policies in t e field personnel to all employees;

h. To design policies and procedures applicable in per orming t e Ban s usiness according to t e regulations;

i. To provide accurate, relevant and timely data and information to the Board of Commissioners;

o e responsi le or t e e ectiveness o internal audit structure, as well as to the proper implementation of risk management;

k. To be accountable for the performance of its duties to the Shareholders through RUPS.

COMPOSITION

The number of the Board of Directors members will be adjusted according to the complexity of the Bank taking into account t e e ectiveness in decision ma ing n 2015, the composition of the Board of Directors is as follows:




VII


NamaName

JabatanPosition


Dwi Sapto e rianto o Direktur****Director****



Albert Suhandinata**** Direktur****Director****



* telah mengundurkan diri efektif 31 Desember 2015 /resigned as o e ective date o Decem er ** telah mengundurkan diri efektif 1 Maret 2016;/resigned as o e ective date o Marc ;

tela mengundur an diri e e ti April resigned as o e ective date o April e e ti per e ruari erdasar an peru a an stru tur organisasi Ban e ective as o e ruary ased on t e organi ation

structure of the Bank.;

INDEPENDENSI

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

RANGKAP JABATAN

Seluruh anggota Direksi, tidak ada yang merangkap jabatan di perusahaan lain yang dapat menimbulkan benturan kepentingan bagi Bank.

PELAKSANAAN TUGAS

Selama tahun 2015, Direksi telah melaksanakan tugas sesuai dengan Anggaran Dasar dan peraturan perundang undangan yang erla u antara laina. Menyusun perencanaan Bank, antara lain Rencana

Bisnis Bank (RBB) tahun 2015, Busniness Plan tahun 2015 – 2017, dan revisi RBB 2015;

b. Memenuhi target dan meningkatkan kinerja Bank, khususnya peningkatan kinerja keuangan yang diukur melalui peningkatan beberapa rasio keuangan Bank;

c. Mengelola aset dan keuangan Bank;.d. Melakukan pengawasan dan perbaikan dalam

proses bisnis internal;e. Menyelenggarakan rapat direksi, Rapat Umum

Pemegang Saham dan menghadiri rapat Dewan Komisaris;

f. Melaksanakan tugas lainnya terkait dengan pengurusan Bank.

Selama tahun 2015, Direksi juga telah menghadiri rapat, yang terdiri dari 12 kali rapat gabungan Dewan Komisaris dan Direksi. Pelaksanaan rapat tersebut

INDEPENDENCE

All members of the Board of Directors do not have any financial management owners ip and amily relationship with the members of the Board of Commissioners, the Board of Directors, other Board of Directors, and/or Controlling Shareholders, or relations ip wit t e Ban t at may a ect t e a ility to act independently.

CONCURRENT POSITION

All members of the Board of Directors do not serve concurrent job at other companies that may incur con ict o interest or t e Ban


Throughout 2015, the Board of Directors has performed it duties according to the Articles of Association and the prevailing rules and regulations, as the following: a Developing t e Ban s plan suc as Business Plan o

t e Rencana Bisnis Ban RBB o Busniness Plan of 2015 – 2017, and the revision of RBB 2015;

ulfilling t e target and improving t e per ormance o t e Ban in particular improving t e financial

uality measured y t e increase in financial ratio o the Bank;

c Managing assets and financial o t e Band. Undertaking control and improvement in the internal

business process; e. Holding the Board of Directors meetings, the

General Meeting of Shareholders, and attending the meetings of the Board of Commissioners;

f. Performing other duties relating to the management of the Bank.

During 2015, the Board of Directors has also attended meetings, consisting of 12 joint meetings with the Board of Commissioners and the Board of Directors. The conduct of





IV


sesuai dengan kebijakan Bank, yaitu bahwa Direksi mela u an rapat rutin se urang urangnya ali dalam se ulan serta di adiri secara fisi ole anggota Dire si yang menjabat. Adapun tingkat kehadiran Direksi dalam rapat rapat terse ut selama masa a atan Dire si yang bersangkutan adalah 100%.


Untuk mendukung pelaksanaan tugas, Direksi mengikuti pengembangan kompetensi. Pengembangan kompetensi yang diikut Direksi selama tahun 2015 sebagai berikut.

NamaName

JabatanPosition

Pengembangan KompetensiCompetence Development

Surjawaty Tatang Presiden DirekturPresident Commissioner

Basel 3 (Refreshment Manajemen Risiko).

Basel 3 (Risk Management Refreshment)

Hendri Wirja Kusuma Wakil Presiden DirekturVice President Director

Basel 3 (Refreshment Manajemen Risiko).

Basel 3 (Risk Management Refreshment)


Basel 3 (Refreshment Manajemen Risiko);

Basel 3 (Risk Management Refreshment

Penerapan Tata Kelola dan Manajemen Risiko Terintegrasi Bagi Konglomerasi Keuangan;

Implementation of Good Corporate Governance and Integrated Ris Management or inancial Conglomerate

Strategi Peluang dan Tantangan Industri Perbankan Menghadapi Tahun 2016

Opportunity Strategy and Banking ndustry C allenges in acing t e year

2016.

Dennis Kusuma Halim Direktur Bisnis/ DirekturDirector of Business/ Director

KEPEMILIKAN SAHAM

Dalam melaksanakan aspek tranparansi, Direksi mengungkapkan kepemilikan sahamnya kepada Corporate Secretary untuk dicatat dalam Daftar Khusus. Berdasarkan Daftar Khusus tersebut, kepemilikan saham Direksi sebagai berikut.

suc meetings was in accordance wit t e Ban s policy i e the Board of Directors holds routine meetings for at least 1 time in a month and attended physically by the Board of Directors or members of the serving Board of Directors. As for the rate of attendance of the Board of Directors in such meetings wit in t eir period o term o o ce was


To support the execution its duties, the Board of Directors has undertaken competence development. Such competence development undertaken by the Board of Directors within 2015 was the following:

SHARE OWNERSHIP

In implementing transparency aspect, the Board of Directors has revealed its share ownership to the Corporate Secretary to be registered in the Special List. According to such Special List, the share ownership of the Board of Directors as follows:




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NamaName

JabatanPosition

Kepemilikan Saham

Bank Ganesha Perusahaan Lain

Surjawaty Tatang Presiden DirekturPresident Director

NihilNone

NihilNone

Hendri Wirja Kusuma Wakil Presiden DirekturVice President Director

NihilNone

NihilNone


NihilNone

NihilNone

Dennis Kusuma Halim Direktur Bisnis/ DirekturDirector of Business/ Director

NihilNone

NihilNone

REMUNERASI DEWAN KOMISARIS DAN DIREKSIREMUNERATION OF THE BOARD OF COMMISSIONERS AND THE BOARD OF DIRECTORS

Dewan Komisaris dan Direksi menerima sejumlah remunerasi sebagai bentuk penghargaan atas pelaksanaan tugasnya di Bank. Pemberian remunerasi tersebut dilakukan sesuai Anggaran Dasar serta peraturan dan ketentuan yang berlaku. Pemberian remunerasi tersebut berdasarkan Keputusan Rapat Umum Pemegang Saham dengan mempertimbangkan kinerja Dewan Komisaris dan Direksi serta kondisi keuangan Bank. Adapun pada tahun 2015, Dewan Komisaris dan Direksi menerima remunerasi sebagai berikut.

Remunerasi Dewan Komisaris dan Direksi Berdasarkan JenisnyaRemuneration of the Board of Commissioners and the Board of Directors based of the types

Jenis RemunerasiTypes of Remuneration

Jumlah Diterima Dalam 1 Tahun Amount Received in 1 Tahun

Dewan KomisarisBoard of Commissioners

DireksiBoard of Directors

OrangPerson

Juta RpMillion Rp

OrangPerson

Juta RpMillion Rp

Remunerasi (gaji, bonus, tunjangan rutin, tantiem, dan fasilitas lainnya dalam bentuk non natura)Remuneration (salary, bonus, routine allowance, tantiem and ot er acilities in t e orm o non natura)

3 4* 6.627

asilitas lain dalam entu natura peruma an transportasi, asuransi kesehatan dan sebagainya) yang:a. Dapat dimilikib. Tidak dapat dimilikiOther facilities in the form of natura (housing, transportation, health insurance and others) which : a. Can be owned b. Cannot be owned

23

216108

Total

*sejak 11 Mei 2015 jumlah Direksi menjadi 3 orang./ as of 11 May 2015 number of the Board of Directors decreased to 3 persons.

The Board of Commissioners and the Board of Directors receive an amount of remuneration as a form of appreciation for the implementation of their duties for the Bank. Such remuneration is granted according to the Articles of Association and the applicable rules and regulations. According to the General Meeting of Shareholders the remuneration will be provided considering the performance of the Board of Commissioners and the Board of Directors, and according to the financial condition of the Bank. As for the year 2015, the Board of Commissioners and the Board of Directors have received remuneration as the following amount:





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Remunerasi Dewan Komisaris dan Direksi Berdasarkan Jumlahnya Remuneration of the Board of Commissioners and the Board of Directors based of the amount

Jumlah Diterima Per Orang Dalam 1 TahunAmount Received per Person in 1 Year Jumlah Direksi

Number of the Board of Directors

Jumlah Dewan KomisarisNumber of the Board of

Commissioners

Di atas Rp2 miliarAbove Rp2 billion

2

Di atas Rp1 miliar sampai Rp2 miliarAbove Rp1 billion up to Rp2 billion

2

Di atas Rp500 juta sampai Rp1 miliarAbove Rp500 million up to Rp1 billion

2

Rp500 juta ke bawahBelow Rp500 million

1

Dalam pemberian remunerasi, Bank mempertimbangkan tingkat keadilan yang sesuai dengan tanggung jawab dan pelaksanaan tugas insan Bank. Hal tersebut dapat diukur melalui perbandingan rasio gaji tertinggi dan terendah. Adapun rasio gaji tertinggi dan terendah yang diterima insan Bank setiap bulan pada tahun 2015 sebagai berikut.

Keteranganemar s

RasioRatio

Gaji Dewan Komisaris yang tertinggi dan terendahHighest salary of Board of Commissioners Komisaris yang tertinggi dan terendah

1,43 : 1

Gaji Direksi yang tertinggi dan terendahHighest and lowest salaries of the Board of Directors

2,8 : 1

Gaji Pegawai yang tertinggi dan terendahig est and lowest salaries o mployees

Gaji Direksi tertinggi dan pegawai tertinggiHighest salary of the Board of Directors and highest salary of employees

3,53 : 1

ORGAN PENDUKUNG DEWAN KOMISARISSUPPORTING ORGANS OF THE BOARD OF COMMISSIONERS

Untuk membantu pelaksanaan tugas pengawasan, Dewan Komisaris telah membentuk Komite Audit, Komite Pemantau Risiko, serta Komite Remunerasi dan Nominasi yang anggotanya diangkat berdasarkan keahlian dan independensi sesuai yang dipersyaratkan.

In granting the remuneration, the Bank has considered the level of fairness according to the responsibilities and the implementation of task of each personnel at the Bank. This is measured through the comparison of the highest salary and lowest salary ratio. As for the highest salary ratio and the lowest salary ratio received every month by each personnel at the Bank in 2015 is the following:

To assist the execution of its supervisory duties, the Board of Commissioners has established Audit Committee, Risk Control Audit, and Remuneration and Nomination Committee whose members are appointed based on t eir competence and independency as re uired




VII


KOMITE AUDITAUDIT COMMITTEE

STRUKTUR, KEANGGOTAAN, DAN KEAHLIAN

Komite Audit merupakan komite di bawah Dewan Komisaris yang bertindak independen. Seluruh anggota Komite Audit tidak ada yang memiliki hubungan keuangan, kepengurusan, kepemilikan dan hubungan keluarga dengan anggota Dewan Komisaris, Direksi dan/atau Pemegang Saham Pengendali, atau hubungan dengan Bank yang dapat mempengaruhi kemampuannya untuk bertindak independen.

Komite Audit diketuai oleh Komisaris Independen. Berdasar an Surat eputusan omor S D R tanggal 7 April 2015, susunan keanggotaan Komite Audit sebagai berikut.

NamaName

PosisiPosition

KeahlianCompetence

Sudarto KetuaChairman

Wakil Presiden Komisaris (Komisaris Independen)Vice President Commissioner (Independent Commissioner)

Lando Simatupang AnggotaMember

Manajemen Risiko/PerbankanRisk Management / Banking

Dedy Indrajatna AnggotaMember

Bidang Keuanganinance


Komite Audit bertanggung jawab dalam memberikan rekomendasi kepada Dewan Komisaris di bidang audit dengan spesifi asi tugas se agai eri ut1. Melakukan pemantauan dan mengevaluasi

perencanaan dan pelaksanaan audit, serta memantau tindak lanjut hasil audit dalam rangka menilai kecukupan pengendalian intern, termasuk kecukupan proses pelaporan keuangan.

2. Mereview:a. Pelaksanaan tugas Satuan Kerja Audit Intern;b. Kesesuaian pelaksanaan audit oleh kantor akuntan

publik dengan standar audit yang berlaku;c. Kesesuaian laporan keuangan dengan standar

akutansi yang berlaku;d. Pelaksanaan tindak lanjut oleh Direksi atas hasil

temuan Satuan Kerja Audit Intern, akuntan publik dan hasil pengawasan Otoritas Jasa Keuangan.

3. Memberikan rekomendasi penunjukan akuntan publik dan kantor akuntan publik sesuai ketentuan yang berlaku kepada Rapat Umum Pemegang

STRUCTURE, MEMBERSHIP AND COMPETENCE

Audit Committee is a committee under the Board of Commissioners that acts independently. All members o Audit Committee do not ave financial management and ownership relationship as well as family relationship with the members of the Board of Commissioners, the Board of Directors and/or the Controlling Shareholders, or a relations ip wit t e Ban t at may a ect t e a ility to act independently.

Audit Committee is chaired by the Independent Commissioner nder Decree etter um er SKDIR/IV/15 dated 7 April 2015, the composition of the members of Audit Committee is as follows:


Audit Committee is responsible for providing recommendation to the Board of Commissioners in the field o audit wit specification duties as t e ollowing 1. To monitor and evaluate the planning and execution

o audit as well as to monitor t e ollowing up actions as the result of audit, in order to evaluate t e ade uacy o internal audit including t e proper financial statement process

2. To review : a. The implementation of duties of Internal Audit Unit; b. The conformity of audit implementation by the

accountant public with the applicable standards; c e con ormity o financial statement wit t e

applicable standards; d e implementation o t e ollow up audit y t e Board

o Directors upon t e findings rom t e Audit nternal Unit, public accountant and the result from OJK.

3. To provide recommendation for the appointment o pu lic accountant and pu lic accountant o ce according to the prevailing rules and regulations, to





IV


Saham melalui Dewan Komisaris.

PROGRAM KERJA DAN REALIASI

Program kerja Komite Audit selama tahun 2015 adalah:

1. Pembahasan rencana kerja SKAI;2. Review laporan hasil pemeriksaan SKAI;3. Review realisasi rencana bisnis/budget;4. Rapat dengan auditor (KAP), pembahasan rencana

audit pela sanaan audit dan temuan temuan audit valuasi antor a untan pu li yang a an mengaudit

laporan keuangan tahun 2015;6. Pemantauan pelaksanaan tindak lanjut hasil

pemeriksaan Otoritas Jasa Keuangan atau audit.

Adapun program kerja tersebut telah dilaksanakan sepenuhnya dan telah dilaporkan kepada Dewan Komisaris.

PELAKSANAAN RAPAT

Berdasarkan Mekanisme Kerja Komite Audit, rapat diada an se urang urangnya se ali dalam ulan Adapun agenda rapat disusun oleh Ketua Komite Audit berdasarkan masukan dari anggota Komite Audit. Pada tahun 2015, telah diadakan rapat sebanyak 5 kali yang antara lain membahas dan mengevaluasi kinerja SKAI dan laporan keuangan Bank. Adapun frekuensi kehadiran Komite Audit dalam rapat sebagai berikut.

NamaName

PosisiPosition

Frekuensi KehadiranAttendance


5 kali5 times


5 kali5 times


5 kali5 times

RISK MONITORING COMMITTEE KOMITE PEMANTAU RISIKO


Komite Pemantau Risiko merupakan komite di bawah Dewan Komisaris yang diketuai oleh Komisaris Independen. Berdasarkan SK Nomor 008/SKDIR/IV/15 tanggal 7 April 2015, susunan keanggotaan Komite Pemantau Risiko sebagai berikut.

General Stakeholders Meeting (RUPS) through the Board of Commissioners.

WORK PROGRAM THE REALIZATION

Work programs of Audit Committee within 2015 were the following: 1. Discussion of the SKAI work plan;2. Review on the SKAI audit result report; 3. Review on the realization of business plan / budget;4. Meetings with the auditor(KAP), discussion of audit

plan audit implementation and audit findings valuation o pu lic accountant t at will audit t e

financial statement o Monitor t e implementation o ollow up action as

the result from audit conducted by OJK.

Such work programs have been completely carried out and submitted to the Board of Commissioners.

MEETING IMPLEMENTATION

Based on Work Mechanism of Audit Committee Unit, the meeting shall be hold for at least once in 3 months. As for the agenda of the meeting will be prepared by the Chairman of Audit Committee based on feedback from the members of Audit Committee. In 2015, the meetings have been conducted as many as 5 times discussing and evaluating among others, the performance of SKAI and the financial statement o t e Ban As or t e re uency o attendance o Audit Committee in the meeting was the following:


Risk Monitoring Committee is a committee under the Board of Commissioners chaired by the Independent Commissioner. Pursuant to SK Number 008/SKDIR/IV/15 dated 7 April 2015, the composition of Risk Monitoring Committee members is the following:




VII


NamaName

PosisiPosition

KeahlianCompetence

Wasito Pramono KetuaChairman

Komisaris (Komisaris Independen)Commissioner (Independent Commissioner)


Manajemen Risiko/PerbankanRisk Management / Banking


Bidang Keuanganinance


Komite Pemantau Risiko bertanggung jawab dalam memberikan rekomendasi kepada Dewan Komisaris di idang mana emen risi o dengan spesifi asi tugas antara lain:1. Melakukan pemantauan kebijakan dan pelaksanaan

manajemen risiko;2. Melakukan pemantauan dan evaluasi pelaksanaan

tugas Komite Manajemen Risiko dan Satuan Kerja Manajemen Risiko.


Program kerja Komite Pemantau Risiko selama tahun 2015 adalah:1. Mengevaluasi proses dan implementasi manajemen

risiko; valuasi Risk Based Bank Rating (RBBR) dan tindak

lanjut hasil pemeriksaan OJK; Mela u an evaluasi dan pem a asan profil risi o

setiap triwulan.

Adapun program kerja tersebut telah dilaksanakan sepenuhnya dan telah dilaporkan kepada Dewan Komisaris. Hasil dari pelaksanaan program kerja yang dilakukan Komite Pemantau Risiko dipakai sebagai rekomendasi untuk evaluasi Dewan Komisaris atas penerapan manajemen risiko Bank.

PELAKSANAAN RAPAT

Berdasarkan Mekanisme Kerja Komite Audit, rapat diada an se urang urangnya se ali dalam ulan Pada tahun 2015, telah diadakan rapat sebanyak 5 kali yang antara lain mem a as profil risi o dan penerapan manajemen risiko. Adapun frekuensi kehadiran Komite Pemantau Risiko dalam rapat sebagai berikut.


Risk Monitoring Committee is responsible for providing recommendation to the Board of Commissioners in t e ris management field wit specific duties as t e following: 1. To monitor the policies and the implementation of

risk management; 2. To monitor and evaluate the implementation

duties of Risk Management Committee and Risk Management Unit.

WORK PROGRAM AND REALIZATION

The work programs of Risk Monitoring Committee within 2015 were the following:1. To evaluate the process and the implementation of

risk management; 2. To evaluate Risk Based Bank Rating (RBBR) and the

ollow up actions as t e result o audit y o evaluate and discuss t e ris profile every

uarterly

Such above programs have completely carried out and reported to the Board of Commissioners. The result of the implementation of work program carried out the Risk Monitoring Committee will be used as the recommendation for evaluating the Board of Commissioners on the implementation of risk management at the Bank.

MEETING IMPLEMENTATION

Based on the Work Mechanism of Audit Committee, the meeting shall be hold for at least once in 3 months. In 2015, the meetings have been hold for as many as 5 times discussing among ot ers t e ris profile and t e implementation o ris management As or t e re uency o attendance o t e Ris Monitoring Committee in the meetings was the following:





IV


NamaName

PosisiPosition


Wasito Pramono KetuaChairman

5 kali5 times


5 kali5 times


5 kali5 times

KOMITE REMUNERASI DAN NOMINASIRENUMERATION AND NOMINATION COMMITTEE


Komite Remunerasi dan Nominasi merupakan komite di bawah Dewan Komisaris yang diketuai oleh Komisaris Independen. Susunan keanggotaan Komite Remunerasi dan Nominasi sebagai berikut.

NamaName

PosisiPosition

KeahlianCompetence


Wakil Presiden Komisaris (Komisaris Independen)Vice President Commissioner (Independent Commissioner)

Abdul Salam AnggotaMember

Presiden KomisarisPresident Commissioner Marcello eodore aufi

Warniyani ** AnggotaMember

Kepala Bagian SDMHead of Human Resources DepartmentNatalia Halim***

* berdasarkan SK Nomor 021/SKDIR/III/16 tanggal 24 Maret 2016/ persuant SK Nomor 021/SKDIR/III/16 dated 24 March 2016** berdasarkan SK Nomor 014/SKDIR/VI/14 tanggal 3 Juni 2014/ persuant SK Nomor 014/SKDIR/VI/14 dated 3 June 2014,*** berdasarkan SK Nomor 028/SKDIR/XI/15 tanggal 18 November 2015/ pursuant to SK Number 028/SKDIR/XI/15 dated 18 November 2015


Komite Remunerasi dan Nominasi dibentuk untuk membantu Dewan Komisaris dalam melakukan pemantauan terhadap kebijakan remunerasi dan nominasi serta tugas tugas utama lainnya yaitu1. Melakukan evaluasi terhadap kebijakan remunerasi;2. Memberikan rekomendasi kepada Dewan Komisaris

mengenai kebijakan remunerasi bagi Dewan Komisaris dan Direksi untuk disampaikan kepada Rapat Umum Pemegang Saham;

3. Memberikan rekomendasi kepada Dewan Komisaris mengenai kebijakan remunerasi bagi pejabat eksekutif dan pegawai secara keseluruhan untuk disampaikan kepada Direksi;

4. Memastikan bahwa kebijakan remunerasi paling kurang sesuai dengan kinerja keuangan dan


Remuneration and Nomination is the committee under the Board of Commissioners chaired by the Independent Commissioner. The composition of Remuneration dan Nomination Committee members is the following:


Remuneration and Nomination Committee was established to assist the Board of Commissioners in undertaking control over the policy of remuneration and nomination, as well as other main duties as the following: 1. To evaluate the remuneration policy;2. To provide recommendation to the Board of

Commissioners on the remuneration policy for the Board of Commissioners and Board of Directors to be submitted at the General Stakeholders Meeting (RUPS);

3. To provide recommendation to the Board of Commissioners on the remuneration policy for the e ecutive o cials and all personnel to e su mitted to the Board of Directors;

4. To ensure that remuneration policy at least in accordance wit t e financial per ormance and




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pemenuhan cadangan, prestasi kerja individual, kewajaran dengan peer group, dan pertimbangan sasaran dan strategi jangka panjang Bank;

5. Menyusun dan memberikan rekomendasi mengenai sistem dan prosedur pemilihan dan/atau penggantian anggota Dewan Komisaris dan Direksi kepada Dewan Komisaris untuk disampaikan kepada Rapat Umum Pemegang Saham;

6. Memberikan rekomendasi mengenai calon anggota Dewan Komisaris dan/atau Direksi kepada Dewan Komisaris untuk disampaikan kepada Rapat Umum Pemegang Saham;

7. Memberikan rekomendasi kepada Dewan Komisaris untuk calon anggota Komite Independen.


Program kerja Komite Remunerasi dan Nominasi selama tahun 2015 adalah:1. Melakukan evaluasi terhadap kebijakan remunerasi

dan nominasi;2. Membuat laporan tahunan oleh Komite Remunerasi

dan Nominasi kepada Dewan Komisaris untuk periode tahun 2015;

3. Memberikan rekomendasi kepada Dewan Komisaris mengenai kebijakan remunerasi bagi Dewan Komisaris dan Direksi untuk disampaikan kepada Rapat Umum Pemegang Saham;

4. Memberikan rekomendasi kepada Dewan Komisaris mengenai pemberian tunjangan bagi pejabat dan usulan rencana kenaikan gaji pegawai untuk disampaikan kepada Direksi;

5. Mengusulkan perubahan struktur organisasi kantor pusat.

Adapun program kerja tersebut telah dilaksanakan sepenuhnya dan telah dilaporkan kepada Dewan Komisaris.

PELAKSANAAN RAPAT Berdasarkan Mekanisme Kerja Komite Remunerasi dan

ominasi rapat diada an se urang urangnya se ali dalam 6 bulan. Pada tahun 2015, telah diadakan rapat sebanyak 5 kali yang antara lain rencana kenaikan gaji, evaluasi kebijakan remunerasi dan nominasi, usulan perubahan struktur organisasi, serta usulan perubahan pengurus Bank. Adapun frekuensi kehadiran Komite Remunerasi dan Nominasi dalam rapat sebagai berikut.

reserve, individual performance, fairness with the peer group and t e consideration o long term strategy o the Bank;

5. To prepare and provide recommendation on the system and procedure of selecting and/or replacing the Board of Commissioners members as Board of Director members to be submitted by the Board of Commissioners in the General Stakeholders Meeting (RUPS);

6. To provide recommendation on the candidate members of the Board of Commissioners and/or Board of Directors for the Board of Commissioners to be submitted at the General Stakeholders Meeting (RUPS);

7. To provide recommendation to the Board of Commissioners for the candidate members of Independent Committee.

WORK PROGRAM AND REALIZATION

Work programs of Remuneration and Nomination Committee within 2015 were the following: 1. To evaluate the policy of remuneration and

nomination; 2. To prepare annual report by Remuneration

and Nomination Committee to the Board of Commissioner for the period of 2015;

3. To provide recommendation to the Board of Commissioners for the remuneration policy of the Board of Commissioners and the Board of Directors to be submitted to the RUPS;

4. To provide recommendation to the Board of Commissioners on t e allowance granted or o cials and to propose the raise in salary for employees to be submitted to the Board of Directors;

5. To propose the change in the organization structure o t e ead o ce

Such work programs have been fully completed and submitted to the Board of Commissioners.

MEETING IMPLEMENTATION Based on the Work Mechanism of the Remuneration and Nomination Committee, the meetings shall be conducted for at least once in 6 months. Within 2015 the meetings have been conducted for as many as 5 times discussing among others, the plan of the raise in salary, evaluation of the remuneration and nomination policy, the proposal on the change in organization structure, as well the proposal on the change in the managers of the Bank. As or t e re uency o attendance o t e Remuneration and

Nomination Committee in the meetings was the following:





IV


NamaName

PosisiPosition


Sudarto KetuaChair

5 kali5 times

Abdul Salam AnggotaMember

5 kali5 times

Warniyani AnggotaMember

4 kali4 times

Natalia Halim AnggotaMember

1 kali1 times

SEKRETARIS PERUSAHAANCORPORATE SECRETARY

STRUKTUR DAN KEAHLIAN

Struktur Corporate Secretary berada langsung di bawah Direksi. Corporate Secretary diangkat dan diberhentikan oleh Presiden Direktur berdasarkan persetujuan Dewan Komisaris dan bertanggung jawab secara langsung

epada Presiden Dire tur Berdasar an S omor SDM P tanggal ovem er Corporate Secretary dijabat oleh Dheni Kamavina.


Corporate Secretary bertanggung jawab dalam membantu tugas Dire si dengan spesifi asi tugas se agai eri ut

1. Mengikuti perkembangan pasar modal, khususnya peraturan perundang undangan yang erla u di bidang pasar modal;

2. Memberikan masukan kepada Direksi dan Dewan Komisaris Bank untuk mematuhi ketentuan peraturan perundang undangan di idang pasar modal;

3. Membantu Direksi dan Dewan Komisaris dalam pelaksanaan tata kelola perusahaan yang meliputi:

a. Keterbukaan informasi kepada masyarakat, termasuk ketersediaan informasi pada situs web Bank;

b. Penyampaian laporan kepada regulator secara tepat waktu;

c. Penyelenggaraan dan dokumentasi RUPS;d. Penyelenggaraan dan dokumentasi rapat Direksi

dan/atau Dewan Komisaris;

STRUCTURE AND COMPETENCE

The structure of Corporate Secretary is directly under the Board of Directors. The Corporate Secretary is assigned and terminated by the President Director based on the approval from the Board of Commissioners, and is responsible directly to the President Director. Under SK

um er SDM P dated ovem er Corporate Secretary is served by Dheni Kamavina.


The Corporate Secretary is responsible for assisting the duties o t e Board o Directors wit t e specific duties as the following:

o ollow up t e development o capital mar et particularly the rules and regulations prevailing in t e capital mar et field

2. To provide inputs to the Board of Directors and the Board of Commissioners of the Bank to comply with the rules and regulations prevailing in the capital mar et field

3. To assist the Board of Directors and the Board of Commissioners in undertaking corporate governance covering: a. Transparent information for the public, including

t e availa ility o in ormation on t e Ban s website;

b. Submission of reports to the regulators in timely manner;

c. Implementation and documentation of RUPS;d. Implementation and documentation of the

Board of Directors/the Board of Commissioners meetings;




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e. Pelaksanaan program orientasi terhadap Bank bagi Direksi dan/atau Dewan Komisaris;

4. Menyusun strategi komunikasi dalam rangka implementasi program corporate communication kepada publik dan media guna menjaga reputasi Bank;

5. Menjalankan tugas sebagai internal communication yang meliputi:a. Menyusun dan mengevaluasi proses

implementasi dari internal communication agar memberikan dampak terhadap iklim kerja yang menguntungkan;

b. Mempersiapkan dan memastikan setiap kegiatan internal berjalan dengan baik;

c Mendo umentasi an do umen do umen Bank dan memastikan ketersediaan database dokumen;

6. Mengelola sekretariat administrasi Bank;

7. Sebagai penghubung antara Bank dengan Pemegang Saham, regulator dan pemangku kepentingan lainnya.

PELAKSANAAN TUGAS

Selama tahun 2015, Corporate Secretary telah melaksanakan tugas sebagai berikut.1. Menyelenggarakan Rapat Umum Pemegang Saham

yang terdiri dari:a. Rapat Umum Pemegang Saham Tahunan pada

tanggal 20 Juni 2015;b. Rapat Umum Pemegang saham Luar Biasa pada

tanggal 12 Maret 2015, 11 Mei 2015, 22 Oktober 2015 dan 26 November 2015;

2. Menjalin komunikasi dengan regulator, yakni toritas asa euangan Bursa e ndonesia

B ustodian Sentral e ndonesia S serta institusi terkait lainnya;

3. Menghadiri rapat Direksi dan Dewan Komisaris, serta mendokumentasikan notulen rapat.

Adapun pelaksanaan tugas tersebut telah disampaikan dan dilaporkan kepada Presiden Direktur.


Untuk mendukung pelaksanaan tugas, Corporate Secretary mengikuti pengembangan kompetensi. Pengembangan kompetensi yang diikut Sekretaris Perusahan selama tahun 2015 sebagai berikut.

e. Implementation on the orientation programs to the Board of Directors and/or the Board of Commissioners;

4. To develop communication strategy for the implementation of corporate communication program for the public for the purpose of maintaining the image of the Bank;

5. To perform tasks as the internal communication including: a. To prepare and evaluate the implementation

process of internal communication that will create impact on favorable work atmosphere;

b. To prepare and ensure that each internal activity was carried out properly;

c. To manage documents of the Bank and ensure the availability of database documents;

6. To manage the Board administration Secretary of the Bank;

7. To act as the liaison between the Bank and the Shareholders, regulators and other Stakeholders.


Throughout 2015, the Corporate Secretary has carried out its duties as the following: 1. Conducting the RUPS Meetings consisting of the

following:a. Annual General Meeting of Shareholders dated

20 June 2015; traordinary eneral Meeting o S are olders

dated 12 March 2015, 11 May 2015, 22 October 2015 and 26 November 2015;

2. Building a communication with the regulators, suc as inancial Services Aut ority (Otoritas Jasa Keuangan - OJK), ndonesia Stoc c ange Bursa Efek Indonesia - BEI), Indonesian Central Securities Depository (Kustodian Sentral Efek Indonesia - KSEI), as well as other related institutions.

3. Attending the Board of Directors and the Board of Commissioners meetings and documenting the minutes of meetings.

The implementation of the above duties have been submitted and reported to the President Director.


To support the implementation of its duties the Corporate Secretary has undertaken the competence development. Such competence development undertaken by the Corporate Secretary during 2015 were the following:





IV


NamaName

JabatanPosition

Pengembangan KompetensiAttendance

Dheni Kamavina Sekretaris PerusahaanCorporate Secretary

Manajemen Pengaduan oleh OJKComplaint Management by OJK

AUDIT INTERNINTERNAL AUDIT

STRUKTUR, KEANGGOTAAN DAN KEAHLIAN

Struktur Satuan Kerja Audit Intern (SKAI) berada langsung di bawah Direksi dan dipimpin oleh Kepala SKAI. Kepala SKAI diangkat dan diberhentikan oleh Presiden Direktur dengan persetujuan Dewan Komisaris dan bertanggung jawab secara langsung kepada Presiden Dire tur Berdasar an S omor S D R RD tanggal Desem er epala S A di a at ole dy Warman.

NamaName

PosisiPosition

KeahlianCompetence

er ifi sier ifi a ion

dy arman KepalaHead

Kredit Operasi, Treasury, dan Teknologi InformasiCredit Operation, Treasury, and Information Technology

LSPP Level 3LSPP Level 3


SKAI bertanggung jawab dalam membantu tugas Direksi dengan spesifi asi tugas antara lain1. Membantu organisasi memenuhi tujuan yang telah

ditetapkan dengan menggunakan pendekatan yang sistematis, yaitu mengevaluasi dan meningkatkan e e tifitas dari proses mana emen risi o pengendalian, serta tata kelola yang baik;

2. Melakukan kewenangan untuk mengakses setiap aktivitas yang ada dalam rangka pemeriksaan yang relevan dengan kinerja serta kegiatan audit;

3. Mengimplementasikan Rencana Audit Tahunan yang telah disetujui Presiden Direktur;

4. Melakukan penilaian yang independen yang ditetapkan dalam organisasi untuk memeriksa dan mengevaluasi kegiatan usaha Bank;

5. Melakukan kajian terhadap tindak lanjut temuan audit;

6. Melakukan investigasi terhadap kegiatan yang dicurigai, mengandung risiko kecurangan dan melaporkan hasilnya kepada Presiden Direktur dan Dewan Komisaris dengan tembusan Direktur Kepatuhan;


The structure of Internal Audit Unit (SKAI) is directly under the Board of Directors and led by the Head of SKAI. The Head of SKAI is assigned and terminated by the President Director with the approval from the Board of Commissioners, and responsible directly to the President Director According to S um er S D RHRD/XII/10 dated 10 December 2010, the Head of SKAI is served y dy arman


SKAI is responsible for assisting the Board of Directors duties wit specific duties as t e ollowing1. To assist the organization in accomplishing objectives

that have been set by applying a systematic approach suc as evaluating and improving e ectiveness o the risk management, audit as well as good corporate governance;

2. To execute power in accessing each activity in order to conduct relevant control upon the performance and audit activities;

3. Implement Annual Audit Plan that have been approved by the President Director;

4. To carry out independent assessment determined in the organization, in order to examine and evaluate the business activities of the Bank;

o carry out review on t e ollow up actions o t e audit findings

6. To undertake investigation on the suspicious, risk fraud contained activities and report the results of investigation to the President Director and the Board of Commissioners with a copy to the Director of Compliance;




VII


Menyiap an laporan pela sanaan dan po o po o hasil audit untuk disampaikan kepada Otoritas Jasa keuangan.

Dalam melaksanakan tugasnya, SKAI dapat berkomunikasi secara langsung dengan Dewan

omisaris c omite Audit

PENGUNGKAPAN INTERNAL AUDIT CHARTER

Dalam melaksanakan tugas dan tanggung jawabnya, SKAI berpedoman pada Internal Audit Charter yang telah ditetapkan oleh Presiden Direktur dengan persetujuan Dewan Komisaris. Internal Audit Charter tersebut antara lain memuat:1. Pendahuluan;2. Misi dan Tujuan Divisi Audit Internal;3. Independensi Divisi Audit Internal;4. Ruang Lingkup Audit Internal Bank;5. Kedudukan Divisi Audit Internal Dalam Organisasi;6. Persyaratan Sumber Daya Manusia Audit Internal;7. Cakupan Tugas Divisi Audit Internal;8. Tanggung Jawab Divisi Audit Internal;

ewenangan Divisi Audit nternal10. Akuntabilitas;

ode ti Divisi Audit nternal12. Berkaitan Dengan Fraud (Melakukan Investigasi);13. Standar Pelaksanaan Audit;

valuasi Piagam Audit nternal serta15. Pemberlakuan.

PELAKSANAAN TUGAS

Selama tahun 2015, SKAI telah melaksanakan tugas sebagai berikut.

aporan Po o po o asil Audit setiap semester2. Audit APU PPT;3. Audit Manajemen dan Organisasi TI;4. Audit Jaringan Komunikasi (TI);5. Audit Pengamanan Informasi (TI);6. Audit Operasional SKNBI;7. Audit Security SKNBI (TI);8. Audit Admin Kredit Remedial;

Audit R S perasional Sistem B R S dan Security TI);

10. Audit Logistik dan Pengamanan;11. Audit Aktivitas Operasional TI;12. Audit Bussiness Continuity Plan dan Disaster Recovery

Center (DRC);13. Audit Kantor Cabang dan Cabang Pembantu (terkait

bidang perkreditan dan operasional).

Hasil pemeriksaan tersebut telah dilaporkan kepada Presiden Direktur dengan tembusan Direktur Kepatuhan.

7. To prepare report on the implementation and the main results of audit to OJK.

In performing its duties, SKAI may communicate directly to t e Board o Commissioners c Audit Committee

INTERNAL AUDIT CHARTER DISCLOSURE

In performing its duties and responsibilities, SKAI refers to the Internal Audit Charter drawn up by the President Director with the approval from the Board of Commissioners. The Internal Audit Charter contains the following: 1. Introduction; 2. Mission and Objective of Internal Audit Division; 3. Independence of Audit Internal Division;4. Scope of Internal Audit of the Bank;5. Position of Internal Audit Division in the Organization;

Re uirements o nternal Audit uman Resources 7. Scope of Work of Internal Audit Division; 8. Responsibilities of Internal Audit Division;

Aut ority o nternal Audit Division10. Accountability;

Code o t ics o nternal Audit Division Related to raud nderta ing nvestigation

13. Audit Implementation Standards; valuation o nternal Audit C arter as well as n orcement

IMPLEMENTATION OF DUTIES

Throughout 2015, SKAI has carried out duties as the following: 1. Report on the Main Audit Result every semester; 2. APU PPT Audit ;3. Management and IT Organization Audit;4. Communication network (IT) Audit; 5. Information Technology Security Audit (TI);6. SKNBI Operational Audit Operasional;7. SKNBI Security (IT);Audit 8. Remedial Credit Administration Audit;

R S B R S perational System and Security Audit;

10. Logistics and Security Audit ;11. IT Operational Activity Audit; 12. Bussiness Continuity Plan and Disaster Recovery

Center (DRC) Audit; Branc ce and Su ranc ce Audit related to credits and operations).

The results of the above examination have been reported to the President Director with a copy to the Director of Compliance.





IV



Untuk mendukung pelaksanaan tugas, SKAI mengikuti pengembangan kompetensi. Pengembangan kompetensi yang diikut SKAI selama tahun 2015 sebagai berikut.

NamaName

JabatanPosition

Pengembangan KompetensiAttendance

dy arman KepalaHead

RefresmentRefresment

SISTEM PENGENDALIAN INTERNALINTERNAL AUDIT SYSTEM

Sistem pengendalian internal di Bank merupakan komponen penting dalam menjaga kegiatan operasional yang sehat dan aman. Oleh karena itu, Bank menerapkan sistem pengendalian internal dengan mengacu kepada Surat daran Ban ndonesia omor DP P tentang Pedoman Standar Sistem Pengendalian Intern Bagi Bank Umum tanggal

Septem er Adapun sistem pengendalian internal ditujukan untuk:1. Menjaga aset Perseroan;2. Menjamin tersedianya pelaporan keuangan dan

manajerial yang dapat dipercaya;3. Meningkatkan kepatuhan Perseroan terhadap ketentuan

dan peraturan perundang undangan yang erla u4. Mengurangi risiko terjadinya kerugian, penyimpangan

dan pelanggaran aspe e ati atian dan5. Meningkatkan efektivitas organisasi dan

mening at an efisiensi iaya

Pelaksanaan sistem pengendalian internal berada di bawah tanggung jawab Direksi dan diaudit secara berkala oleh Unit Internal Audit. Sedangkan, Dewan Komisaris bertanggung jawab terhadap pengawasan dari pelaksanaan sistem pengendalian internal tersebut.

Pelaksanaan sistem pengendalian internal di Perseroan meliputi pengendalian terhadap komponen lingkungan pengendalian, penilaian risiko, kegiatan pengendalian, informasi dan komunikasi, serta kegiatan pemonitoran. Pelaksanaan tersebut senantiasa dievaluasi dan direview untuk meningkatkan efektivitas pelaksanaannya.


To support the implementation of its duties, SKAI has undertaken competence development. The competence development undertaken by SKAI within 2015 were the following:

The internal audit system in the Bank is the important component in order to maintain healthy and safe operational activities. Therefore, the Bank applies the internal audit system, in accordance with the Circular Letter Bank Indonesia Number 5/22/DPNP concerning the Guidelines on Internal Audit System Standard System or Commercial Ban s dated Septem er As or

the internal audit system is intended for:

1. Maintaining the Corporate Assets; nsuring t e availa ility o financial statement

reporting and reliable management; n orcing t e compliance o t e Corporate wit t e

applicable rules and regulations; 4. Minimizing the risks of loss, violation, and breach

against the prudent aspects; and n ancing t e organi ation e ectiveness and

increasing cost e ciency

The implementation of internal audit system is under the responsibility of the Board of Directors and audited regularly by the Internal Audit Unit. Meanwhile, the Board of Commissioners is responsible for conducting supervision of such internal audit system.

The implementation of internal audit at the Corporate covers: audit on the components of environment audit, risk assessment, audit activities, information and communication, and monitoring activities. Such implementation will continuously be evaluated and reviewed to improve t e e ectiveness o its implementation.




VII


FUNGSI KEPATUHAN

Bank Ganesha menerapkan fungsi kepatuhan sesuai dengan Peraturan Bank Indonesia Nomor 13/2/PBI/2011 tanggal anuari tentang Pela sanaan ungsi Kepatuhan Bank Umum. Pelaksanaan fungsi kepatuhan di Bank ditujukan untuk:1. Mewujudkan terlaksananya Budaya Kepatuhan pada

semua tingkatan organisasi dan kegiatan usaha Bank;

2. Mengelola risiko kepatuhan yang dihadapi oleh Bank;

3. Memastikan agar kebijakan, ketentuan, sistem dan prosedur, serta kegiatan usaha yang dilakukan oleh Bank telah sesuai dengan ketentuan Bank Indonesia dan peraturan perundang undangan yang erla u

4. Memastikan kepatuhan Bank terhadap komitmen yang dibuat oleh Bank kepada Bank Indonesia dan/atau otoritas pengawas lain yang berwenang.

Dalam melaksanakan fungsi kepatuhan tersebut, Bank Ganesha memiliki Direktorat Kepatuhan sesuai SK Nomor 023/SKDIR/X/15 tanggal 30 Oktober 2015 tentang Struktur Organisasi. Direktorat Kepatuhan tersebut dipimpin oleh Direktur Kepatuhan yang bertanggung jawab kepada Presiden Direktur. Adapun Direktorat Kepatuhan terdiri dari Bagian Kepatuhan & APU PPT serta Bagian Manajemen Risiko.

Tugas dan tanggung jawab Direktur yang membawahi fungsi kepatuhan antara lain mencakup:1. Merumuskan strategi guna mendorong terciptanya

Budaya Kepatuhan Bank; Mengusul an e i a an epatu an atau prinsip

prinsip kepatuhan yang akan ditetapkan oleh Direksi;3. Menetapkan sistem dan prosedur kepatuhan yang

akan digunakan untuk menyusun ketentuan dan pedoman internal Bank;

4. Memastikan bahwa seluruh kebijakan, ketentuan, sistem dan prosedur, serta kegiatan usaha yang dilakukan Bank telah sesuai dengan ketentuan Bank ndonesia dan peraturan perundang undangan yang

berlaku;5. Meminimalkan risiko kepatuhan Bank;6. Melakukan tindakan pencegahan agar kebijakan

dan/atau keputusan yang diambil Direksi Bank tidak menyimpang dari ketentuan Bank Indonesia dan peraturan perundang undangan yang erla u

Mela u an tugas tugas lainnya yang ter ait dengan fungsi kepatuhan.

COMPLIANCE FUNCTION

Bank Ganesha applies the compliance principles according to Bank Indonesia Regulation Number 13/2/PBI/2011 dated 12 January 2011 concerning the mplementation o Compliance unction o Commercial

Banks. The implementation of compliance function at the Bank is intended to:

ncourage t e implementation o Compliance Culture in all levels of organization, and all activities of the Bank;

2. Manage compliance risk faced by the Bank; nsure t at all policies regulations system and

procedures as well as the business activities carried out by the Bank have complied with the regulation of Bank Indonesia and the applicable rules and regulations;

nsure t e compliance o t e Ban wit its commitment made by the Bank to Bank Indonesia and/or other authorized supervisors.

In conducting such compliance function, Bank Ganesha has Compliance Directorate according to SK Number 023/SKDIR/X/15 dated 30 October 2015 concerning the Organization Structure. Such Compliance Directorate is led by Director of Compliance responsible to the President Director. The Compliance Directorate consists of Compliance Division and APU PPT as well as Risk Management Division.

Duties and responsibilities of the Director in charge of the compliance function cover the following: 1. To formulate the strategy in order to encourage the

development of Compliance Culture of the Bank;2. To propose the compliance policy or compliance

principles set by the Board of Directors; 3. To develop system and procedure of compliance

that will be used in setting the rules and internal guidelines of the Bank;

4. To ensure that all policies, rules, system and procedures, as well as business activities carried out by the Bank have complied with the regulations of Bank Indonesia and the applicable rules and regulations;

5. To minimize the compliance risk of the Bank;6. To carry out preventive actions in order that the

policies formulated and/or decision made by the Board of Directors of the Bank have not deviated from regulations of Bank Indonesia, and the applicable rules and regulations;

7. To conduct other duties related to the compliance function.





IV


Sedangkan, tugas dan tanggung jawab Bagian Kepatuhan dalam rangka melaksanakan fungsi kepatuhan antara lain:

Mem uat lang a lang a dalam rang a mendukung terciptanya Budaya Kepatuhan pada seluruh kegiatan usaha Bank pada setiap jenjang organisasi;

Mela u an identifi asi pengu uran monitoring, dan pengendalian terhadap risiko kepatuhan dengan mengacu pada peraturan Bank Indonesia mengenai penerapan manajemen risiko bagi bank umum;

Menilai dan mengevaluasi e e tifitas ecu upan dan kesesuaian kebijakan, ketentuan, sistem maupun prosedur yang dimiliki oleh Bank dengan peraturan perundang undangan yang erla u

4. Melakukan review dan/atau merekomendasikan pengkinian dan penyempurnaan kebijakan, ketentuan, sistem maupun prosedur yang dimiliki oleh Bank agar sesuai dengan ketentuan Bank ndonesia dan peraturan perundang undangan yang

berlaku; Mela u an upaya upaya untu memasti an a wa

kebijakan, ketentuan, sistem dan prosedur, serta kegiatan usaha Bank telah sesuai dengan ketentuan Ban ndonesia dan peraturan perundang undangan yang berlaku;

Mela u an tugas tugas lainnya yang ter ait dengan fungsi kepatuhan.

Dalam menjalankan fungsi kepatuhan terhadap etentuan yang erla u dan penerapan prinsip e ati

hatian, selama tahun 2015 telah dilakukan:

1. Dewan Komisaris melakukan pengawasan aktif dengan cara mengevaluasi pelaksanaan fungsi

epatu an Ban dan mem eri an saran saran dalam rangka meningkatkan kualitas pelaksanaan fungsi kepatuhan Bank;

2. Direksi menumbuhkan dan mewujudkan terlaksananya Budaya Kepatuhan pada semua tingkatan organisasi dan kegiatan usaha Bank, serta memastikan terlaksananya fungsi kepatuhan Bank;

3. Bank wajib memiliki Direktur yang membawahi fungsi kepatuhan dan membentuk satuan kerja kepatuhan yang memenuhi persyaratan independensi;

4. Direktur yang membawahkan fungsi kepatuhan menyampaikan laporan kepada Otoritas Jasa Keuangan tentang pelaksanaan tugasnya, meliputi rencana kerja kepatuhan yang dimuat dalam Rencana Bisnis Bank, laporan pelaksanaan fungsi

Meanwhile, duties and responsibilities of the Compliance Division for serving the compliance function are as the following: 1. To take steps in order to encourage the development

of Compliance culture in all business activities of the Bank and in each level of organization;

o ma e identification ta e measures monitor and control over the compliance risks according to regulations of Bank Indonesia concerning the implementation of risk management for commercial banks;

o assess and evaluate t e e ectiveness ade uacy and conformity of policies, regulations, systems or procedures owned by the Bank according to the applicable rules and regulations;

4. To carry out review and/or to recommend for the updated and improvement of policies, regulations, systems or procedures owned by the Bank in accordance with the regulations of Bank Indonesia, and the applicable rules and regulations;

o ta e e ort to ensure t at t e policies regulations systems and procedures as well as business activities of the Bank have complied with the regulations of Bank Indonesia and the applicable rules and regulations;

6. To carry out other duties related to compliance function.

In serving the compliance functions according to the prevailing regulations and the implementation of prudent principles, within 2015 the Bank has carried out the following: 1. The Board of Commissioners carried out active

supervision by evaluating the implementation of compliance function of the Bank, and provided inputs or increasing t e uality o t e implementation o

compliance function of the Bank;2. The Board of Directors built and created the

ulfillment o Compliance Culture in all levels o the organization, and in business activities of the Bank, as well as ensuring the implementation of the compliance function of the Bank;

3. The Bank shall have a Director in charge with compliance function and establish work units o compliance t at meet t e re uirement or independence;

4. The Director in charge with the compliance function shall submit a report to OJK concerning the implementation of its duties covering the compliance work plan contained in the Business Plan of the Bank, report on implementation of the compliance




VII


kepatuhan dan laporan khusus;5. Mengelola risiko kepatuhan yang dihadapi oleh

Bank;6. Memastikan agar kebijakan, ketentuan, sistem dan

prosedur, serta kegiatan usaha yang dilakukan oleh Bank telah sesuai dengan ketentuan Bank Indonesia/

toritas asa euangan dan peraturan perundangundangan yang berlaku;

7. Memastikan kepatuhan Bank terhadap komitmen yang dibuat oleh Bank kepada Otoritas Jasa Keuangan dan/atau otoritas pengawas lain yang berwenang.

Terkait dengan pelaksanaan fungsi kepatuhan, Bank mela sana an prinsip e ati atian ter adap peraturan Bank Indonesia per posisi 31 Desember 2015 yang antara lain:1. Rasio Kecukupan Modal (CAR) adalah 14,40%,

(dengan memperhitungkan risiko kredit, risiko pasar dan risiko operasional), masih di atas penyediaan modal minimum sesuai Peraturan Bank Indonesia;

2. Batas Maksimum Pemberian Kredit (BMPK) tidak terdapat pelanggaran atau pelampauan BMPK kepada pihak terkait maupun pihak tidak terkait, baik perorangan maupun kelompok;

3. Rasio NPL gross sebesar 3,14 % dan NPL nett sebesar 1,80 %;

4. Perkembangan Posisi Devisa Neto Bank Ganesha tidak ada pelanggaran selama tahun 2015;

5. Giro Wajib Minimum (GWM) per posisi Desember 2015 tidak terdapat pelanggaran.

Terkait dengan fungsi kepatuhan, Bank juga menerapkan program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU & PPT). Pelaksanaan tersebut antara lain dengan mela sana an al al eri ut1. Secara berkelanjutan meningkatkan budaya

kepatuhan terhadap penerapan APU & PPT. Program peningkatan budaya kepatuhan yang telah dilakukan adalah dengan melaksanakan pelatihan dan sosialisasi kepada seluruh pegawai. Khusus pegawai front office dan yang terlibat langsung dengan nasabah, dilakukan program penyegaran. Pelaksanaan pelatihan tersebut dilakukan melalui in house training, kunjungan ke cabang, melalui media komunikasi internal ataupun mengikutsertakan pejabat/karyawan yang menangani APU & PPT pada pelatihan yang diselenggarakan pihak eksternal, seperti Otoritas Jasa Keuangan (OJK), orum omuni asi Dire tur epatu an Per an an

D P atau Pusat Pelaporan dan Analisis ransa si Keuangan (PPATK).

function and a special report; 5. To manage compliance risks faced by the Bank;

6. To ensure that policies, regulations, systems and procedures as well as business activities carried out the by the Bank are in accordance with the regulations of Bank Indonesia/OJK, and other applicable rules and regulations;

7. To ensure the compliance of the Bank on commitment made by the Bank to OJK and/or other authorized supervisors.

In relation with the implementation of the compliance function, the Bank applies the prudent principles according to the regulation of Bank Indonesia, as of 31 December 2015 the positions were as the following:

Capital Ade uacy Ratio CAR was at (taking into account the credit risk, market risk, and operational risk), which was still above the minimum capital according to the Regulation of Bank Indonesia;

2. There was no violation against Legal Lending Limit Batas Ma simum Pem erian redit BMP or t e

excess of BMPK to the related party, an individual or group;

P Ratio gross was at and P nett was at 1.80 %;

4. There was no violation of the progress of Net Open Position of Bank Ganesha within 2015;

5. There was no violation of the position of Reserves Re uirement iro Wajib Minimum - GWM) as of December 2015.

In relation to the compliance function, the Bank also applies t e program o Anti Money aundering and Prevention against errorism inancing AP PP e implementation of such program by conducting the following: 1. The Bank continuously develops the compliance

culture toward the application of APU & PPT. The program for strengthening the compliance culture carried out by the Bank such as: the conduct of training and communication to all employees. A refreshment program intended particularly for front o ce employees and or t ose directly involved wit the customers. Such training was conducted through in house training, visiting to branches, internal communication or sending t e o cers personnel to handle APU & PPT in a training held by external parties suc as Communication orum o Director o Compliance orum omuni asi Dire tur

epatu an Per an an D P or ransaction Reports and Analysis Centre (Pusat Pelaporan dan Analisis ransa si euangan PPA





IV


2. Memenuhi kewajiban pelaporan kepada PPATK, yaitu Laporan Transaksi Keuangan Tunai, Laporan Transaksi Keuangan Mencurigakan, Laporan Transfer Dana Dari dan Ke Luar Negeri, serta Laporan Sistem Informasi Pengguna Jasa.

3. Melakukan pemantauan atas pengkinian data nasabah dan pencapaian realisasi pengkinian data nasabah yang dilaporkan setiap tahun ke Otoritas Jasa Keuangan.

4. Sesuai dengan ketentuan, Bank wajib memastikan, meneliti kemiripan dan kesamaan nama dengan nama yang tercantum dalam daftar teroris. Bank melakukan pengkinian data teroris pada sistem core banking sesuai dengan data teroris yang disampaikan dari otoritas.

Mem eri an tanggapan atas surat surat yang diterima dari KPK perihal permintaan keterangan dan pemblokiran rekening atas nama tersangka yang perkaranya sedang ditangani.

6. Mengembangkan sistem informasi yang mendukung pelaksanaan program APU & PPT, khususnya untuk pelaporan.

7. Melakukan penyesuaian pedoman APU & PPT dengan ketentuanan yang berlaku dan menerbitkan petunjuk teknis pelaksanaan program APU & PPT.

PENYEDIAAN DANA KEPADA PIHAK TERKAIT (RELATED PARTY) DAN PENYEDIAAN DANA BESAR (LARGE EXPOSURE) / FUNDS PROVISION TO RELATED PARTY AND LARGE EXPOSURE

Bank Ganesha telah memiliki kebijakan, sistem dan prosedur untuk penyediaan dana kepada pihak terkait dan penyediaan dana besar. Hal ini telah tertuang dalam Kebijakan Perkreditan Bank, Pedoman Batas Maksimum Pemberian Kredit, dan Kebijakan Batas Wewenang Kredit.

Penerapan penyediaan dana oleh Bank kepada pihak terkait dan/atau penyediaan dana besar telah memenuhi ketentuan Bank Indonesia tentang Batas Maksimun Pemberian Kredit, serta telah memperhatikan prinsip e ati atian maupun perundang undangan yang berlaku. Atas penerapan hal tersebut, Bank telah menyampaikan laporan kepada Otoritas Jasa Keuangan secara berkala.

Sampai dengan tanggal 31 Desember 2015, penyediaan dana kepada pihak terkait dan debitur/grup inti sebagai berikut.

o ulfill t e re uirement o reporting to PPA i e Report on Cas inancial ransaction Report on und rans ers rom and o verseas as well as

Report on the Service User of Information System.

3. To monitor the updating data of the customers and the realization of updating data of customers to be reported every year to OJK.

4. According to the regulations, the Bank shall ensure, scrutinize the similarity and the resemblance of the names with the names contained on the terrorist list. The Bank shall update the terrorist data on the core banking system according to the terrorist list submitted by the authority.

5. To give response of the letters received from KPK concerning t e re uest o loc ing accounts in t e name of suspect whose case is being handled.

6. To develop information system supporting the conduct of APU and PPT programs, particularly for reporting.

7. To make adjustment on the guidelines of APU and PPT according to the prevailing regulations, and to issue the technical guidelines for the implementation of APU and PPT programs.

Bank Ganesha has policies, systems and procedures of funds provision to related party and large exposure. This are contained in the Bank Credit Policy, Guidelines of Legal Lending Limit (Maksimum Pemberian Kredit) and Credit Limit Authority Policy.

The application of funds provision by the Bank to the related party and or large e pose ave ulfilled t e regulations of Bank Indonesia on the Legal Lending Limit (BMPK), as well as taking into consideration the prudent principles and the prevailing rules and regulations. As for such application, the Bank has submitted the report to OJK regularly.

As of 31 December 2015, funds provision to related party and debtor/core group were the following:




VII


No. Penyediaan DanaFund Provision

Jumlah DebiturTotal Debtor

Jumlah Nominal (juta Rupiah) Nominal Value (million Rupiah)

1. Kepada Pihak TerkaitTo the related party

7

2. Kepada Debitur Inti:Core Debtors :

a. Individua. Individual

25 452.307

b. Grupb. Group

21 226.845

RENCANA STRATEGIS BANKSTRATEGIC PLAN OF THE BANK

RENCANA JANGKA PANJANG LONG-TERM PLAN

Bank Ganesha telah menetapkan strategi jangka panjang yang disusun oleh Direksi dan disetujui oleh Dewan Komisaris. Strategi jangka panjang Bank Ganesha mencakup beberapa bidang yang menjadi fokus dalam mencapai target Bank Ganesha dan menjadi acuan Bank Ganesha dalam menerapkan strategi di seluruh lini. Berikut adalah beberapa poin strategi jangka panjang Bank Ganesha.a. Terselenggaranya bisnis Bank dengan berorientasi

pada pasar melalui pelayanan prima kepada nasabah untuk penyaluran kredit, pembiayaan, dan jasa perbankan lainnya.

b. Terselenggaranya bisnis Bank yang produktif dan berkembang melalui:1. Optimalisasi jaringan kantor untuk pelayanan

kredit dan jasa perbankan lainnya;2. Pelayanan nasabah captive market yang

berorientasi pada consumer banking dan komersial.

c. Terselenggaranya tata kelola bank yang tertib dengan mengacu pada prisip prinsip good corporate governance (GCG) melalui pengawasan dan pengendalian internal yang efektif.

d. Terwujudnya kondisi keuangan Bank yang sehat, er em ang dan er esinam ungan sesuai prinsip

prinsip pengelolaan Bank yang sehat.e. Terwujudnya sumber daya manusia yang profesional

dengan jumlah dan kompetensi yang memadai sebagai aspek human capital yang sesuai kebutuhan Bank.

f. Tersedianya organisasi dan perangkatnya yang memadai di kantor pusat dan kantor cabang serta jaringan kantor lainnya dalam rangka memperlancar

Ban anes a as devised its long term strategy prepared by the Board of Directors and approved by t e Board o Commissioners e long term plan o Ban anes a covers several fields t at will ecome a focus in accomplishing the target of Bank Ganesha, and a guidelines for Bank Ganesha in implementing its strategy in all lines e ollowing are long term strategy points of Bank Ganesha.a e conduct o t e Ban s usiness wit mar et

orientation through excellent services to its customers or credit c anneling financing and ot er banking services. .

b. The conduct of productive and developed businesses of the Bank through the following:

ptimi ing o ce networ or credit services and other banking services;

2. Serving the customers in captive market consumer an ing and commercial oriented

c. The conduct of good corporate governance referring to good corporate governance (GCG) principles t roug e ective supervision and internal audit

d. The realization of a healthy, develop and sustainable financial condition o t e Ban according to t e Health Rating Bank principles.

e. The realization of professional human resources wit ade uate num er and competence as t e

uman aspect according to t e Ban s needs

e availa ility o an organi ation and its ade uate in rastructure in t e ead o ce and ranc o ces as well as ot er o ce networ to e pedite t e





IV


pelaksanaan proses kerja Bank.g. Terselenggaranya manajemen sumber daya internal

yang e e ti dan efisien termasu optimalisasi pemanfaatan dan pengembangan sarana teknologi informasi.

RENCANA JANGKA PENDEK DAN MENENGAH (BUSINESS PLAN)SHORT-TERM AND LONG-TERM PLAN (BUSINESS PLAN)

Ban tela menyusun Rencana Bisnis a un yang telah disampaikan ke Bank Indonesia sesuai dengan ketentuan. Dalam mencapai rencana dan program yang telah disepakati yang tertuang dalam Rencana Bisnis Ban anes a periode seluru aryawan dan manajemen Bank Ganesha berkomitmen untuk meningkatkan kinerja. Adapun target jangka pendek Bank adalah:a. Target kecukupan modal;b. Target peningkatan fungsi intermediasi;c. Target peningkatan kompetensi dan kecukupan

jumlah sumber daya manusia;d. Target penurunan tingkat net performing loan dan

angunan yang diambil alih.

Sedangkan, target jangka menengah Bank adalah:a. Target perbaikan pengembangan kredit berdasarkan

kategori portfolio;b. Terselenggaranya tata kelola bank yang baik dengan

mengacu pada prinsip prinsip good corporate governance (GCG) dengan berupaya meningkatkan prinsip e ati atian serta mengam il lang alangkah perbaikan yang efektif.

AKUNTAN PUBLIK / PUBLIC ACCOUNTANT

Dalam melaksanakan fungsi pengawasan terhadap aspek keuangan dan operasional, Bank menggunakan akuntan publik yang independen dan tidak memiliki benturan kepentingan dengan Bank. Akuntan publik tersebut secara khusus melaksanakan audit terhadap laporan keuangan Bank.

Pada tahun 2015, akuntan publik yang melaksanakan audit terhadap laporan keuangan Bank adalah Merliyana Syamsul dari Kantor Akuntan Publik Osman Bing Satrio dan ny anggota dari Deloitte A untan pu li terse ut telah melaksanakan audit laporan keuangan Bank selama 7 periode. Sedangkan, KAP Osman Bing Satrio dan ny tela mela sana an audit laporan euangan Bank selama 4 periode.

Adapun biaya yang dikeluarkan untuk audit laporan keuangan tersebut adalah sebesar Rp300.000.000 dan

implementation of the work process of the Bank. g e reali ation o e ective and e cient internal

human resource management, including the optimum utilization and development of information technology infrastructure.

e Ban as developed t e Business Plan o 2018 being submitted to Bank Indonesia according to the regulation. In order to accomplish the plan and program agreed and contained in the Business Plan of Ban anes a or t e period all employees and management of Bank Ganesha are committed to improve Ban s per ormance As or t e s ort term targets of the Bank are the following: a arget o capital ade uacyb. Target of increasing intermediary function;c arget o increasing competence and ade uate

number of human resource target; d. Target of decreasing rate of net performing loan and

foreclosed properties.

Meanw ile mid term targets o t e Ban are t e ollowing a. Target for improving credit development based on

portfolio category; b. The conduct of good corporate governance

referring to good corporate governance (GCG) principles by attempting to improve the prudent principles as well as undertaking corrective actions e ectively

n carrying out t e supervisory unction upon t e financial and operational aspects, the Bank employs independent pu lic accountant w o as no con ict interest wit t e Ban Suc pu lic accountant specifically conducts audit on t e financial statement o t e Ban

In 2015, the accountant public conducting the audit on t e financial statement o t e Ban s was Merliyana Syamsul rom Pu lic Accountant ce o sman Bing Satrio dan ny mem er o Deloitte Suc accountant pu lic as conducted audit on t e financial statement o the Bank within 7 periods. Meanwhile, KAP Osman Bing Satrio and ny ave conducted audit on t e financial statement of the Bank within 4 periods.

As or t e costs spent or auditing suc financial statement amounted to Rp300,000,000, and there was




VII


tidak terdapat jasa lain yang diberikan kepada Bank, selain audit laporan keuangan.

TRANSAKSI YANG MENGANDUNG BENTURAN KEPENTINGANTRANSACTIONS INVOLVING A CONFLICT OF INTEREST

Selama tahun 2015, tidak terdapat transaksi yang mengandung benturan kepentingan. Untuk mendukung penerapan benturan kepentingan, Bank Ganesha telah menetap an Pedoman ntern omor M B perihal Pedoman Benturan Kepentingan, serta telah

ode ti Ban anes a yang men a ar an prinsip dasar prilaku pribadi dan profesional seluruh jajaran yang ada di Bank Ganesha dalam bersikap dan berprilaku yang sesuai dengan standar etika perbankan.

KODE ETIK / CODE OF ETHICS

Dalam melaksanakan seluruh kegiatan operasional, Ban memili i ode ti yang arus dipatu i ole seluru level organisasi di dalam Ban ode ti yang berlaku disosialisasikan secara konsisten, baik secara langsung maupun melalui media elektronik.

Adapun ode ti yang diterap an Ban adala ode ti Ban ir ndonesia yang diurai an se agai eri ut

1. Seorang Bankir patuh dan taat pada ketentuan perundang undangan dan peraturan yang erla u

2. Seorang Bankir melakukan pencatatan yang benar mengenai segala transaksi yang bertalian denngan kegiatan banknya.

3. Seorang Bankir menghindarkan diri dari persaingan yang tidak sehat.

4. Seorang Bankir tidak menyalahgunakan wewenangnya untuk kepentingan pribadi.

5. Seorang Bankir menghindarkan diri dari keterlibatan pengambilan keputusan, jika terdapat pertentangan kepentingan.

6. Seorang Bankir menjaga kerahasiaan nasabah dan banknya.

7. Seorang Bankir memperhitungkan dampak yang merugikan dari setiap kebijakan yang diterapkan banknya terhadap keadaan ekonomi, sosial dan lingkungan.

8. Seorang Bankir tidak menerima hadiah atau imbalan yang memperkaya diri pribadi maupun keluarganya.

Seorang Ban ir tida mela u an per uatan tercela yang dapat merugikan citra profesinya.

Setiap insan Bank Ganesha bertanggung jawab untuk

no other service provided to the Bank, other than audit on t e financial statement

Within 2015, there was no any transaction involving a con ict o interest o support t e application o con ict of interest, Bank Ganesha has set an Internal Guidelines

um er M B concerning t e uidelines on t e Con ict o nterest as well as Code o t ics o Ban Ganesha elaborating the basic principles of personal and professional behavior for all levels in the organization of Bank Ganesha to act and behave in accordance with the standards of banking ethics.

In carrying out its operational activities, the Bank has Code o t ics t at must e o eyed y all levels o organization within the Bank. The applicable Code of

t ics is communicated consistently directly or indirectly through electronic media.

As or t e Code o t ics applied in t e Ban is ndonesian Ban er Code o t ics as descri ed elow 1. A Banker shall comply and obey to the applicable

rules and regulations. 2. A Banker shall take accurate notes on all transactions

involving with banking activities.

3. A Banker shall avoid from unfair competitions.

4. A Banker shall not abuse of his power for the personal enefits

5. A Banker shall avoid from being involved in any decision ma ing i t ere is a con ict o interest

A Ban er s all sa e guard t e confidentiality o t e customers and the bank.

7. A Banker shall take into account the adverse impact in any policy applied by the bank toward economic, social, and environment.

8. A Banker shall not accept gifts nor compensation to rich oneself or the family.

A Ban er s all not misconduct e avior t at may jeopardize the image of the profession.

ac person in Ban anes a s all e responsi le or





IV


mewu ud an ode ti terse ut dalam setiap prila unya Tanggung jawab pribadi dan profesonal terletak pada masing masing individu yang ersang utan Semua tingkah laku insan Bank Ganesha mencerminkan etika bisnis Bank. Untuk itu, insan Bank diharuskan untuk:1. Melaksanakan Budaya Kepatuhan;2. Menghindari terjadinya benturan kepentingan atau

kemungkinan munculnya benturan kepentingan;3. Menjaga kerahasiaan informasi bisnis Bank dan

informasi yang berkaitan dengan pihak yang mempunyai hubungan bisnis dengan Bank.

Seluruh insan Bank Ganesha menandatangi pernyataan kepatuhan sebagai komitmen terhadap pelaksanaan kode etik Bank Ganesha.

Pelaksanaan kode etik Bank Ganesha tersebut sejalan dengan udaya Ban yang dimuat dalam ilai ilai Perusahaan, yakni:· Transparent Keterbukaan dalam mengemukakan informasi yang

material dan relevan, serta keterbukaan dalam melaksanakan proses pengambilan keputusan.

· Responsiveness Selalu bertindak dengan cepat, tepat, dan efektif

dalam memberikan pelayanan dan menjalankan tugas.

· Integrity Membangun kepercayaan dengan kejujuran,

tanggung jawab, dan berperilaku terpuji yang didasari ole nilai nilai moral dan eti a

· Professional Bekerja dengan keahlian, keterampilan dan

pengetahuan terbaik, serta penuh rasa tanggung jawab.

· Execution Senantiasa melaksanakan tugas secara tuntas dan

akurat dengan hasil terbaik.

PEMBERIAN DANA UNTUK KEGIATAN POLITIKGRANTING FUNDS FOR POLITICAL ACTIVITIES

Selama tahun 2015, Bank Ganesha tidak memberikan dana untuk kegiatan politik.

PERMASALAHAN HUKUM / LEGAL CASES

Selama tahun 2015, Bank mengahadapi 3 permasalahan hukum perdata yang seluruhnya berada dalam proses penyelesaian. Selain itu, Bank tidak memiliki perkara hukum pidana.

applying suc Code o t ics in eac any e avior e personal and professional responsibilities lie upon each related individual. The behavior of each personnel will re ect t e usiness et ics o t e Ban ere ore eac personnel of the Bank is obliged to:1. Put into practice the Compliance Culture;

Avoid con ict interest to occur or t e possi ility o t e occurrence o a con ict o interest

Maintain t e confidentiality o t e Ban s usiness information relating to the parties that may have business relationship with the Bank.

All personnel of Bank Ganesha signed the statement of the compliance as commitment towards the application of Bank Ganesha code of ethics.

The application of Bank Ganesha code of ethics is in line wit t e Ban s culture contained in t e Corporate Values such as the following: · Transparent Transparency in revealing material and relevant

information, as well as transparency in undertaking the process of decision making.

· Responsiveness Always ta ing actions promptly timely and e ectively

in providing services and conducting duties.

· Integrity Building trust with honesty, responsibility and

behaving truthfully based on moral values and ethics.

· Professional Working based on competence, skills and excellent

knowledge as well as full of responsibility. · Execution Always performing tasks completely and accurately

with the best results.

Throughout 2015, Bank Ganesha did not grant funds for any political activity.

Within 2015, Bank has faced with 3 cases of civil law which are still in the process of settlement. Other than such cases, the Bank has no any case involving criminal law case.




VII


WHISTLEBLOWING SYSTEM / WHISTLEBLOWING SYSTEM

Perseroan telah memiliki sistem pelaporan pelanggaran (whistleblowing system). Sistem pelaporan pelanggaran tersebut mencakup pengungkapan tindakan pelanggaran atau pengungkapan perbuatan yang melanggar hukum, serta perbuatan tidak etis/tidak bermoral atau perbuatan lain yang dapat merugikan organisasi maupun pemangku kepentingan. Sistem tersebut berlaku terhadap pelanggaran yang dilakukan oleh karyawan atau pimpinan organisasi kepada pimpinan organisasi atau lembaga lain yang dapat mengambil tindakan atas pelanggaran tersebut.

Bank telah menyediakan saluran untuk menyampaikan setiap pelanggaran yang terjadi. Atas setiap pengaduan dan pelaporan dapat disampaikan kepada Satuan Kerja Audit Internal (SKAI), maupun ke Presiden Direktur ataupun Dewan Komisaris, sesuai dengan tingkat terduga yang dilaporkan. Setiap pelapor pelanggaran akan dijamin kerahasiaan identitasnya oleh Bank sebagai bentuk perlindungan terhadap pelapor.

Setiap pelaporan pelanggaran akan diperiksa kebenarannya. Apabila terlapor terbukti melakukan pelanggaran, Bank akan memberikan sanksi sesuai dengan tingkat pelanggaran yang dilakukan. Namun apabila pelaporan mengarah kepada perbuatan pencemaran nama baik, maka Bank akan memberikan sanksi kepada pihak pelapor. Adapun selama tahun 2015, Bank belum menerima pelaporan pelanggaran (whistleblowing system).

AKSES INFORMASI DAN DATA PERUSAHAANINFORMATION AND DATA ACCESS OF THE COMPANY

Terkait dengan pelaksanaan aspek transparansi, Bank menyediakan akses informasi dan data perusahaan bagi setiap pihak yang memerlukan informasi tentang kegiatan usaha Bank. Akses informasi Bank antara lain dapat diperoleh melalui website, email, surat ataupun telepon. Untuk informasi dan data perusahaan secara langsung, pemangku kepentingan dapat menghubungi: Dheni KamavinaSekretaris PerusahaanJl. Hayam Wuruk No. 28Jakarta, 10120 – IndonesiaTelp : +6221 – 385 5345a

The corporate has a reporting system of violation (whistleblowing system). Such system covers: disclosure of the wrongful acts or wrongful acts against the laws, as well as unethical/immoral acts, or other acts that may jeopardize the organization, or the stakeholders. Such system applies to any violation committed by a personnel or a manager of organization towards the manager of the company or other institutions that may take any action upon such violation.

The Bank has provided a channel for submitting any violation occurred. Any complaint and report can be submitted to Internal Audit Unit (SKAI), or to the President Director or the Board of Commissioners according to the level of unexpected report. Anyone who sends violation report will be given a guarantee by the Bank on the secrecy of identity, as the form of protection.

The correctness of each reporting of violation will be verified reported violation is proven t e Ban will impose a sanction according to the level of violation committed. However, if the report leads to defamatary act, the Bank will impose sanction to the reporting violation. As for the year 2015, the Bank has not received any violation report (whistleblowing system).

In relation with the conduct of transparency aspect, the Bank has provided information and data access of the company or any party re uiring in ormation on t e business activities of the Bank. Information access of the Bank can be obtained through website, email, letters, as well as telep one or direct in ormation and data o t e company the stakeholders may contact:

Dheni KamavinaCorporate Secretary Jl. Hayam Wuruk No. 28Jakarta, 10120 – IndonesiaTelp : +6221 – 385 5345a





IV



V Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility VI

Data PerusahaanThe Corporate Data

VII


TANGGUNG JAWAB SOSIAL PERUSAHAANCORPORATE SOCIAL RESPONSIBILITY

Bank Ganesha berkomitmen untuk melaksanakan tanggung

jawab sosial berdasarkan ketentuan yang telah ditetapkan

regulator, yakni terkait lingkungan hidup, pegawai, sosial dan

masyarakat, serta nasabah/ konsumen.

Bank Ganesha is committed for continually carrying out its responsibility

under the regulation made the regulator, related to the environment,

employee, social and public as well as the clients/customers.

VI





IV


PRINSIP DAN KOMITMENPRINCIPLE AND COMMITMENT

Bank Ganesha menyadari pentingnya pelaksanaan tanggung jawab sosial perusahaan (Corporate Social Responsibility/CSR) dalam segala aspek operasional Bank. Oleh karena itu, Bank senantiasa mendasarkan keputusannya dengan mempertimbangkan dampak terhadap aspek ekonomi, sosial, dan lingkungan, baik dalam jangka panjang maupun jangka pendek. Bank berkomitmen untuk senantiasa melaksanakan tanggung jawab sosial berdasarkan ketentuan yang telah ditetapkan regulator, yakni terkait lingkungan hidup, pegawai, sosial dan masyarakat, serta nasabah/konsumen. Beberapa ketentuan regulator yang mendasari penerapan tanggung jawab sosial Bank, yaitu:a ndang ndang Repu li ndonesia omor

tentang Perlindungan Konsumen;

Tanggung Jawab Sosial PerusahaanCorporate Social Responsibility

Bank Ganesha is aware of the importance of corporate social responsibility of the company (CSR) in each operational aspect of the Bank. Therefore, in making its decision the Bank always considers the impacts on the aspects of economy, social, and environment both in short and long term period. The Bank is committed for continually carrying out its responsibility under the regulation made the regulator, related to the environment, employee, social and public as well as the clients/customers. Some regulations enforced by the regulator underlying t e implementation o t e Ban s social responsibility, namely

a. Law of the Republic of Indonesia Number 8 Year on Customer Protection




VII


ndang ndang Repu li ndonesia omor Tahun 2003 tentang Ketenagakerjaan;

c ndang ndang Repu li ndonesia omor Tahun 2007 tentang Perseroan Terbatas;

d. Peraturan Otoritas Jasa Keuangan Indonesia No.1/POJK.07/2013 tentang Perlindungan Konsumen di Sektor Jasa Keuangan.

CSR TERKAIT LINGKUNGAN HIDUPCSR RELATING TO ENVIRONMENT

Dalam melaksanakan kegiatan operasional, Bank senantiasa mempertimbangkan faktor lingkungan hidup. Komitmen terhadap pelestarian lingkungan hidup yang dilakukan Bank antara lain dengan mengusahakan penggunaan arang arang yang rama ling ungan sehingga limbah pembuangan barang tersebut tidak merusak lingkungan ataupun dapat didaur ulang. Bank juga melaksanakan program paper less, antara lain dengan menggunakan dokumen elektronik. Selain itu, Ban mela sana an efisensi energi listri dan air untu menjaga agar tidak ada energi yang terbuang secara percuma.

Usaha Bank dalam melaksanakan tanggung jawab terhadap lingkungan hidup tidak hanya berdampak pada pelestarian lingkungan. Pelaksanaan tanggung jawab tersebut juga memberikan manfaat keuangan

agi Ban melalui efisiensi iaya yang arus di eluar an

CSR TERKAIT KETENAGAKERJAAN, KESEHATAN, DAN KESELAMATAN KERJACSR RELATING TO EMPLOYEES, HEALTH AND SAFETY

Bank menyadari bahwa sumber daya manusia (SDM) merupakan faktor penting dalam menjamin pertumbuhan dan kelangsungan usaha. Oleh karena itu, Bank memperlakukan seluruh SDM yang dimiliki sebagai aset yang berharga. Bank melaksanakan pemenuhan tanggung jawab terhadap SDM secara konsisten dengan kesungguhan dan komitmen. Pelaksanaan tanggung jawab terhadap SDM antara lain dimulai sejak proses rekrutmen, pengembangan kompetensi karyawan, dan pemberian remunerasi yang layak.

REKRUTMENRECRUITMENT

Bank berkomitmen untuk melaksanakan sistem rekrutmen yang adil. Bank melaksanakan sistem rekrutmen sesuai dengan kebutuhan dengan memperhatikan kualitas dan kompetensi yang dimiliki

b. Law of the Republic of Indonesia Number 13 Year on mployment

c. Law of the Republic of Indonesia Number 40 Year on Limited Liability Company;

d aw o t e inancial Services Aut ority o ndonesia Number No.1/POJK.07/2013 on Customer Protection in inancial Services Sector

In performing its operational activities, the Bank always considers the environmented factor. The commitment on the environmental preservation that the Bank demonstrates among others: by encouraging the use o eco riendly products so t at t e waste resulting from the products does not damage its environment or it can e recycled e Ban also develops a paperless program such as: using electronic documents. n addition t e Ban applies e ciency in consuming

electrical energy and water to ensure that there is no waste of energy.

e Ban s e ort in per orming its responsi ility towards the environment does not only give impact on the environmental preservation, but the implementation of suc responsi ility also provides enefits or t e Ban s finance its cost e ciency

The Bank is aware that Human Resources (HR) is the important factor that will ensure the development and sustaina ility o its usiness or t is t e Ban treats all employees as valua le assets e Ban ulfils its responsibility to the HR consistently with sincerity and commitment e implementation o t e Ban s responsibility towards its HR among others has started rom t e process o recruitment employees competency

development and, appropriate remuneration.

The Bank is committed to implementing fair recruitment process. The Bank implements the recruitment system according to t e needs ta ing into account t e uality and competency that an employee has. The Bank





IV


oleh pegawai yang bersangkutan. Bank memberikan kesempatan kerja yang sama kepada setiap orang dan tidak membedakan perlakuan berdasarkan jenis kelamin pegawai.

PENGEMBANGAN KOMPETENSICOMPETENCY DEVELOPMENT

Selain memberikan kesempatan yang sama dalam proses rekrutmen, Bank juga memberikan kesempatan yang sama kepada seluruh pegawai untuk dapat mengembangkan potensi melalui program pendidikan dan pelatihan. Penetapan keikutsertaan pegawai dalam program pengembangan kompetensi ditentukan oleh kebutuhan Bank dan pegawai terkait dalam melaksanakan tugas dan tanggung jawabnya.

Selama tahun 2015, Bank Ganesha telah mengikutsertakan 68 orang pegawai dalam berbagai program pengembangan kompetensi. Adapun biaya yang dikeluarkan Bank untuk program pengembangan kompetensi pegawai tersebut sebesar Rp1,14miliar.

REMUNERASIREMUNERATION

Dalam menjaga kesejahteraan pegawai, Bank memberikan remunerasi yang layak kepada setiap pegawai pada setiap tingkat jabatan. Bank juga memperhatikan kesehatan dan keselamatan kerja pegawai, serta memberikan fasilitas dan program kesejahteraan bagi karyawan dan keluarganya. Remunerasi, fasilitas dan program kesejahteraan yang diterima pegawai tersebut antara lain:a. Gaji;b. Asuransi;c. Tunjangan perawatan dan pengobatan kesehatan;d. Program kesehatan keluarga;e. Tunjangan kecelakaan kerja dan kematian;

asilitas endaraan operasional g. Imbalan pasca kerja; dan lainnya.

Adapun biaya yang dikeluarkan Bank untuk remunerasi pegawai terse ut se esar Rp miliar

CSR TERKAIT SOSIAL DAN KEMASYARAKATANCSR RELATING TO SOCIAL AND SOCIETY

Dalam melaksanakan tanggung jawab terhadap sosial dan masyarakat, Bank melakukan penyaluran dana pada berbagai kegiatan. Penyaluran dana tersebut

provides t e e ual employment opportunity to eac employee without gender discrimination.

n addition to providing e ual opportunity in t e recruitment process t e Ban also provides e ual opportunity to all employees to develop their potential through education and training programs. The decision on the involvement of employees in undertaking competency development program will be determined

y t e Ban s need and related employees in per orming their responsibilities.

Within 2015, Bank Ganesha has sent 68 employees to undertake various programs of competency development. The cost spent by the Bank for such competency development for the employees was Rp1.14 billion.

o maintain t e employees wel are t e Ban provides appropriate remuneration for each employee in each level of job. The Bank also provides health and safety of its employees, and provides facility as well as employee and amily enefits Remuneration acility and employee

enefits received are t e ollowing

a. Salary; b. Insurance;c. Allowance for medical treatment;d amily ealt program e mployment accident and deat allowancesf. Operational vehicle facility; g. Post employment allowance; and others

Meanwhile, the cost spent by the Bank for such employee remuneration was Rp .43 billion.

In performing its responsibility towards social and society the Bank has disbursed funds for various activities. Such disbursement was among others by conducting religious




VII


antara lain dilakukan untuk kegiatan keagamaan, kegiatan pendidikan, kegiatan olahraga, dan berbagai sponsorship.

Pada tahun 2015, pelaksanaan tanggung jawab terhadap sosial dan masyarakat oleh Bank, yaitu:a. Sumbangan kegiatan olah raga pada Inkanas DKI

Jakarta;b. Sumbangan kegiatan pendidikan untuk sekolah non

ormal a ultas onomi dan Bisnis di niversitas Indonesia;

c. Sumbangan kegiatan keagamaan untuk Masjid aman irdaus isma ayam uru dan Mas id

Jami Ceper; sertad. Partisipasi sponsorship untuk kegiatan Seminar

nternasional APP Sinar arapan a ultas Seni Rupa dan Disain di Universitas Tarumanegara, IVY School Surabaya, iklan kemitraan PT Permodalan

asional Madani serta SM armasi BP Pena ur Pintu Air.

Adapun biaya yang dikeluarkan Bank untuk pelaksanaan tanggung jawab terhadap sosial dan masyarakat tersebut sebesar Rp48.500.000.

CSR TERKAIT KONSUMENCSR RELATING TO CUSTOMERS

Dalam menyediakan produk dan layanan bagi nasabah, Bank senantiasa memperhatikan aspek kepuasan nasabah. Bank menerapkan program layanan prima, perlindungan simpanan nasabah, pusat pengaduan nasabah, dan lainnya.

Terkait dengan pengaduan nasabah, Bank menyediakan pusat pengaduan nasabah yang dikelola oleh Corporate Secretary. Atas setiap keluhan yang dimiliki nasabah dapat dilaporkan ke email: [email protected]

Pada tahun 2015, terdapat 171 laporan pengaduan nasabah. Dari total pengaduan tersebut, 163 telah selesai ditindaklanjuti dan 8 dalam proses tindak lanjut.

activities, educational activities, sports activities and several sponsorships.

In 2015, the implementation of responsibility towards social and society by the Bank were the following: a. Donation for sports activity to Inkanas DKI Jakarta;

Donation or educational activity to non ormal sc ool o conomics and Business aculty in t e University of Indonesia;

c Donation or religious activity to aman irdaus Mos ue at isma ayam uru and ami Ceper Mos ue as well as

d. Sponsorship participation for conducting International Seminar to APPI, Sinar Harapan, Art and Design aculty at niversity o arumanegara IVY School Surabaya, partnership advertisement of PT Permodalan Nasional Madani, as well as SMK armasi BP Pena ur Pintu Air

Meanwhile the cost spent by the Bank to perform its responsibility towards social and society was Rp48, 500,000.

In providing products and services to its customers, the Bank continuously pays attention to the customer satisfaction aspect. The Bank applies excellent services program, customer saving protection, customer complaint centre, others.

In relation to the customer complaints, the Bank provides the customer complaint centre managed by Corporate Secretary or eac complaint t at a customer as it can be reported through email: [email protected]

In 2015, there were a number of 171 customer complaint reports. Of such total, 163 complaints have been solved, 8 complaints are being followed up.





IV





VII


DATA PERUSAHAANTHE CORPORATE DATA

Sejalan dengan pertumbuhan bisnisnya, Bank Ganesha telah

melakukan beberapa transformasi diantaranya melalui perubahan

susunan kepengurusan Bank yang turut membawa semangat baru

menuju perubahan.

In line with its business growth, Bank Ganesha has conducted several

transformations including changes in the composition of the Bank’s management

that helped brought a new spirit toward the changes.

VII





IV


r fi Dewan Komisaris

a

192 Bank Ganesha Laporan Tahunan 2015

12 3

1r e e d re ufi

Presiden Komisaris President Commissioner

2Sudarto

a il Presi en omisaris n epen ent t

3Wasito Pramono Komisaris (Independen)

t

Kinerja 20152015 Performance


II Profi l Perusa aan Company Profi le

III Pendukung BisnisSupporting Business

IV




VII


ndonesian citi en aged years old orn in Bogor in e o tained is conomics Degree rom t e niversity o ndonesia in e also graduated rom Sout ern ew amps ire niversity in t e SA in and rom ew amps ire College t e SA in e as pursued is career at P Ban

Dagang asional ndonesia rom as Product Development Manager, afterwards he has served as the Resuarcher of Public Poliy at Central for Financial Policy Study rom urt ermore rom e as worked for PT Bank Ganesha as the General Manager Treasury & International, afterwards he pursued his career at PT Prima Tunas Investama as the Corporate Legal & Administration urt ermore rom to e as served as t e Executive Vice President at PT Gajah Tunggal Tbk, and lastly since 2013 he has served as the Finance & Accounting Director at PT Bali Turlte Island Develoment.

roug t e traordinary eneral Meeting o S are olders in ovem er 2015, he has been assigned as the President Commissioner of Bank Ganesha, according to the Act of Decsision of RUPS No.21 dated 26 November 2016

*) effectively holding a position as the the President Commissioner as of 14 March 2016

arga egara ndonesia usia ta un a ir di Bogor pada ta un Memperole gelar Sar ana onomi dari niversitas ndonesia pada ta un

Beliau uga merupa an lulusan dari Sout ern ew amps ire niversity di Ameri a Seri at pada ta un serta dari ew amps ire College Ameri a Seri at pada ta un Beliau meniti arir di P Ban Dagang asional ndonesia pada ta un se agai Product Development Manager,

setelah itu beliau berkarir sebagai Peneliti Kebijakan Keuangan Publik di Central for Financial Policy Study pada ta un emudian di ta un 2000, beliau berkarir di PT Bank Ganesha sebagai General Manager Treasury & International, setelah itu beliau pernah berkarir di PT Prima Tunas Investama sebagai Corporate Legal & Administration emudian pada ta un beliau menjabat sebagai Executive Vice President di PT Gajah Tunggal Tbk, dan terakhir sejak tahun 2013 menjabat sebagai Finance & Accounting Director di PT Bali Turlte Island Develoment. Melalui Rapat Umum Pemegang Saham Luar Biasa pada bulan November 2015, beliau ditunjuk sebagai Presiden Komisaris Bank Ganesha, berdasarkan Akta Keputusan RUPS No.21 tanggal 26 November 2016

*) efektif menjabat sebagai Presiden Komisaris per 14 Maret 2016

Marcello e d re ufi

Presi en ommissioner Presiden Komisaris*





IV


ndonesian citi en aged years old orn in angerang in e gained is conomics Degree rom niversitas er u a in e as pursued is career

in Ban ndonesia rom to wit is last position as t e nvestigator o Ban ndonesia ater rom e ad een assigned as t e Director of Compliance of Bank INA Perdana, before he served as the Audit Committe at Asuransi Binagriya in rom e as served as t e Audit Committee o P Pemering at e ndonesia Pefindo e as oined wit Ban

anes a in as t e ndependent Commissioner and rom up to present he has been assigned as the Vice Independent Commissioner in accordance with Deed o o Resolution o R PS o R PS dated Septem er

ndonesian citi en aged years old orn in Blitar in e gained is ngineer degree rom nstitut Pertanian Bogor in dan Magister Mana emen rom nstitut Pertanian Bogor in e started is career at P Ban Ra yat ndonesia BR since

in Development nit o BR and as served various positions rom t e Division Head of Micro Operation, Head Division of Micro Business until his latest position as the Inspector of Kannis BRI in Yogyakarta. He has joined with Bank Ganesha in 2012 up to present, and he was assigned as the Independent Commissioner pursuant to Deed o Resolution o R PS o dated cto er

arga egara ndonesia sia ta un a ir di angerang pada ta un Beliau memperole gelar Sar ana onomi dari niversitas er u a pada ta un

Beliau meniti arir di Ban ndonesia se a ta un dengan posisi tera ir se agai nvestigator Ban ndonesia emudian di ta un beliau ditunjuk menjadi Direktur Kepatuhan Bank INA Perdana, sebelum menjabat se agai omite Audit di Asuransi Binagriya pada ta un Se a

eliau uga men a at se agai omite Audit P Pemering at e ndonesia Pefindo Beliau erga ung dengan Ban anes a pada ta un se agai

Komisaris Independen, dan pada tahun 2010 hingga saat ini, beliau ditunjuk sebagai Wakil Presiden Komisaris Independen, berdasarkan Akta Keputusan RUPS

o R PS tanggal Septem er

arga egara ndonesia sia ta un a ir di Blitar pada ta un Memperole gelar nsinyur dari nstitut Pertanian Bogor pada ta un dan Magister Mana emen dari nstitut Pertanian Bogor pada ta un Beliau memulai arirnya di P Ban Ra yat ndonesia BR se a ta un se agai Pengem angan BR nit dan tela mendudu i er agai posisi mulai dari epala Bagian perasional Mikro, Kepala Divisi Bisnis Mikro hingga terakhir sebagai Inspektur Kanins BRI di Yogyakarta. Beliau bergabung dengan Bank Ganesha pada tahun 2012 dan sampai saat ini beliau ditunjuk sebagai Komisaris Independen berdasarkan Akta

eputusan R PS o tanggal to er

Sudartoa il Presi en omisaris

(Independen)Vice President Commissioner

t

WasitoPramono Komisaris (Independen)

t




VII


r fi Direksi

a t

1Surjawaty Tatang Presi en ire urPresident Director

2Sugiarto Surjadi

ire ur epa uhanDirector of Compliance

3Dwi Sapto Febriantoko

ire ur Director

4Setiawan Kumala

ire ur Director

5Albert Suhandinata

ire ur Director

123 4 5

195 2015 Annual Report Bank Ganesha




VII





IV


ndonsesian citi en aged years old orn in a arta in S e graduated rom P ilippines Sc ool o Business in and o tained er Master o

Business Administration degree from University of California Los Angeles, USA in 2005, as well as Master of Business Administration degree from National University of Singapore, Singapore in 2005. She pursued her career in Tamara Ban in en s e continued er career since in Ban o America and served various positions wit er latest position as ice President in S e urt er continued er career in Ban SP as Corporate inance Division Head, and was assigned as the Director in 2001. She has also pursued her career in Citibank as VP Head of Citibusiness in 2007, and later she has worked for Bank Windu Internasional as the Director in 2008. Her latest position had been the Director in Bank ICBC Indonesia since 2008, until she was assigned as the Vice Director in 2012. She has joined with Bank Ganesha since 2015 up to present as the President Director, according to Deed of Resolution of RUPSLB No 16 dated 12 March 2015

arga egara ndonesia usia ta un a ir di a arta pada ta un Beliau merupakan lulusan dari Philippines School of Business pada tahun

dan Master of Business Administration dari University of California Los Angeles, USA pada tahun 2005, serta memperoleh gelar Master of Business Administration dari National University of Singapore, Singapura, pada tahun 2005. Beliau meniti arir di amara Ban pada ta un emudian se a beliau melanjutkan karir di Bank of America dan menempati berbagi posisi hingga terakhir menjabat sebagai Vice President pada ta un emudian beliau melanjutkan karir di Bank NISP sebagai Corporate Finance Division Head hingga diangkat menjadi Direktur di tahun 2001. Beliau juga pernah berkarir di Citibank sebagai VP Head of Citibusiness pada tahun 2007 kemudian di Bank Windu Internasional sebagai Direktur pada tahun 2008 dan terakhir menjabat sebagai Direktur di Bank ICBC Indonesia sejak tahun 2008, hingga ditunjuk menjadi Wakil Presiden Direktur di tahun 2012. Beliau bergabung dengan Bank Ganesha sejak tahun 2015 dan hingga sekarang menjabat sebagai Presiden Direktur berdasarkan Akta Keputusan Rapat Umum Pemegang Saham Luar Biasa No 16 Tanggal 12 Maret 2015.

Surjawaty TatangPresi en ire urPresident Director




VII


ndonesian citi en aged years old orn in a arta in e gained is conomics Degree rom niversitas Atma aya a arta in e pursued is

career in Ban mum asional rom n e oined wit Ban Dagang asional ndonesia and as served various in positions n e oined with Bank UIB (currently called BCA Syariah) with his last position as Director of Compliance. He has joined with Bank Ganesha in 2010, and served the position as the Head of Internal Audit Unit (Satuan Kerja Audit Internal-SKAI). He has been appointed as the Director of Compliance since 2010 up to present, pursuant to Deed of Resolution of RUPS No.14 dated 02 September 2010.

ndonesian citi en aged years old orn in Sura aya in e graduated from University of Sussex, Brighton, nited ingdom in and o tained

is Master s degree rom niversity o eicester, nited ingdom in e as started is career at P Ban Multicor rom as t e Corporate inance Manager, until reached his position as the Credit & Loan Admin Senior

Manager. Then he has pursued his career at PT Bank Mizuho Indonesia from 2002 to 2011 as the Business Development Asisstant Head, until he reached his position as the Head of Credit Risk Management. He further continued his career at PT Bank ICBC Indonesia as the Commercial & Corporate Credit Analyst Head from 2011 to 2015. In accordance with Deed of Resolution of RUPS No.21 dated 26 November 2015, he has been appointed as the Credit Director of Bank Ganesha.

*) being effective served as as of 10 February 2016

arga egara ndonesia usia ta un a ir di a arta pada ta un Memperole gelar Sar ana onomi dari niversitas Atma aya a arta pada ta un Beliau meniti arir di Ban mum asional pada ta un Pada ta un eliau erga ung dengan Ban Dagang asional ndonesia dan tela men a at di er agai posisi Pada ta un eliau erga ung dengan Bank UIB (sekarang BCA Syariah) dengan jabatan terakhir sebagai Direktur Kepatuhan. Beliau bergabung dengan Bank Ganesha pada tahun 2010 dan menjabat sebagai Kepala Satuan Kerja Audit Internal (SKAI). Beliau ditunjuk sebagai Direktur Kepatuhan sejak tahun tahun 2010, berdasarkan Akta Keputusan RUPS No.14 tanggal 02 September 2010.

arga egara ndonesia usia ta un a ir di Sura aya pada ta un Beliau merupakan lulusan dari University of Sussex, Brighton, United Kingdom pada ta un dan Master dari University of Leicester, United Kingdom pada tahun

Beliau memulai arir di P Ban Multicor se a ta un se agai Corporate Finance Manager, hingga menjadi Credit & Loan Admin Senior Manager. Setela itu eliau er arir di P Ban Mi u o ndonesia pada ta un sebagai Business Development Asisstant Head, hingga menjadi Kepala Pengaturan Risiko Kredit. Kemudian beliau melanjutkan karirnya di PT Bank ICBC Indonesia sebagai Commercial & Corporate Credit Analyst Head pada ta un Berdasarkan Akta Keputusan RUPS Luar Biasa No.21 tanggal 26 November 2015, Beliau ditunjuk sebagai Direktur Kredit Bank Ganesha.

e e ti men a at per e ruari

Sugiarto Surjadi

ire ur epa uhanDirector of Compliance

Dwi Sapto Febriantoko

ire ur ire or





IV


ndonesian citi en aged years old and orn in Bandar ampung in e graduated rom Canning College Pert in e as started is career at Citi an rom to as t e Business Development Manager e urt er has pursued his career at PT Bank Danamon Indonesia from 2004 to 2008 as the Sales Regional Head. Then he has pursued his career at PT Bank UOB Indonesia from 2008 to 2010 as the National Sales Head. He continued his career at PT Bank ICBC Indonesia as the Retail Banking Head from 2010 to 2015. In accordance with Deed o Statement o t e traordinary o R PS o dated ovem er he was appointed as the Director of Consumer Banking of Bank Ganesha. *) being effective served as as of 10 February 2016

ndonesian citi en aged years old orn in a arta in e graduated rom Cali ornia Polytec nic State niversity t e SA in and rom Pomona as well as Loyola Marymount University, the USA in 2000. He has built his career in Citibank from

to and as served various positions wit is last position as t e ead o Branch Services. Afterwards, he has pursued his career at PT ANZ Panin Bank in

e urt er as pursued is career at P Ban Barclays ndonesia rom to 2011 as the Consumer Operational Head and Operational Head. He has continued his career at PT Bank Commonwealth from 2011 to 2013 as the Operational Head and Core Banking Transformation Project Head. He has also pursued his career at PT Bank ICBC Indonesia and has served the position as the Operational Management Head in i ta un n Accordance wit Deed o Resolution o t e traordinary eneral Meeting of Shareholders No.21 dated 26 November 2015, he has been appointed as the Operational Director of Bank Ganesha.

*) being effective served as as of 10 February 2016

Warga Negara Indonesia, usia 41 tahun. Lahir di Bandar Lampung pada ta un Beliau merupa an lulusan dari Canning College, Perth, pada ta un Beliau mulai er arir di Citi an se a ta un se agai Business Development Manager. Setelah itu beliau berkarir di PT Bank Danamon ndonesia pada ta un se agai Sales Regional Head. Kemudian beliau er arir di P Ban B ndonesia pada ta un se agai National

Sales Head. Beliau melanjutkan dengan berkarir di PT Bank ICBC Indonesia sebagai Retail Banking Head di ta un Berdasar an A ta eputusan RUPS Luar Biasa No.21 tanggal 26 November 2015, beliau ditunjuk sebagai Direktur Consumer Banking Bank Ganesha.


arga egara ndonesia usia ta un a ir di a arta pada ta un Beliau merupakan lulusan dari California Polytechnic State University, Amerika Serikat pada ta un dan dari Pomona dan oyola Marymount niversity Ameri a Seri at pada ta un Beliau meniti arirnya di Citi an se a ta un telah menempati berbagai posisi, hingga terakhir menjabat sebagai Kepala Layanan Ca ang Setela itu eliau er arir di P A Panin Ban pada ta un emudian

eliau er arir di P Ban Barclays ndonesia pada ta un ingga se agai Consumer Operational Head dan Operational Head. Beliau melanjutkan dengan

er arir di P Ban Commonwealt pada ta un se agai Operational Head dan Kepala Proyek Transformasi Core Banking. Beliau juga pernah berkarir di PT Bank ICBC Indonesia dengan menduduki jabatan sebagai Operational Management Head di ta un Berdasar an A ta eputusan R PS uar Biasa o tanggal November 2015, Beliau ditunjuk sebagai Direktur Operasional Bank Ganesha.


SetiawanKumala

ire ur t

Albert Suhandinata

ire ur t




VII


r fi Sekretaris Perusahaan

at S ta

r fi e u n er Audit Internal

a t a t t

Dheni Kamavina

arga egara ndonesia usia ta un. Lahir di Jakarta pada ta un Memperole gelar Sar ana onomi Akuntansi dari Universitas Pancasila, Jakarta, pada tahun

. Beliau memulai karirnya sebagai Auditor di Kantor A untran Pu li usni Muc aram Rasidi di ta un 2001. Selanjutnya beliau berkarir di PT Bahtera Adiminia Samudra Tbk sebagai Asisstant Corporate Secretary di ta un emudian eliau melan ut an karirnya di PT Bank J Trust Indonesia Tbk. sebagai Section Head Corporate Communication di ta un dan Branch Manager di ta un ingga mendudu i jabatan terakhir sebagai Corporate Communication & Investor Relation Department Head di ta un Berdasar an Surat eputusan Dire si Perseroan oS D R SDM tanggal Desem er eliau diangkat sebagai Corporate Secretary Bank Ganesha.

Eddy Warman

Warga Negara Indonesia, usia 54 tahun, lahir di Riau pada ta un Memperole gelar Sar ana onomi urusan Manajemen Perusahaan dari Universitas Borobudur, Jakarta. Beliau memulai karir di Bank Swaguna sebagai

epala Audit dan Control pada ta un Beliau mulai bergabung dengan Bank Ganesha sejak tahun

se agai Control Department Kantor Cabang Utama, Kantor Cabang Glodok dan Kantor Cabang Kelapa

ading ingga ta un Setela itu eliau ditun u sebagai Assistant Manager Inspectorate Department hingga menjadi Inspectorate Manager di tahun 2002. Menjabat sebagai Kepala Satuan Kerja Audit Intern sejak 2011. Berdasarkan Surat Keputusan Direksi Perseroan

o S D R RD tanggal Desem er beliau diangkat sebagai Kepala SKAI Bank Ganesha.

ndonesian citi en aged years old orn in a arta in s e o tained er conomics degree ma oring in Ac

counting rom niversitas Pancasila a arta in S e has started her career as the Auditor in Public Accountant

ce usni Muc aram Rasidi rom to S e has continued her career in PT Bahtera Adiminia Samudra Tbk as the Asisstant Corporate Secretary from 2001 to

en s e as pursued er career in P Ban rust Indonesia Tbk. as the Section Head Corporate Communication rom to and t e Branc Manager rom to 2014, until she has served her last position as the Corporate Communication & Investor Relation Department Head from 2014 to 2015. According to the Decree Letter of the Board o Directors o t e Company o S D R SDMXI/15 dated 10 December 2015, she has been assigned as the Corporate Secretary of Bank Ganesha.

Indonesian citizen, aged 54 years old, born in Riau in e gained is conomics degree ma oring in

Corporate Management from Universitas Borobudur, Jakarta. He has started his career at Bank Swaguna as t e ead o Audit and Control rom to e

as started to oin wit Ban anes a since as t e ead o Control Department o Main Branc ce

lodo Branc ce elapa ading Branc ce until e was urt er appointed as t e Assistant Manager Inspectorate Department until he served as the Inspectorate Manager in 2002. He has served the position as the Head of Internal Audit Unit since 2011. According to the Decree Letter of the Board of the Directors o t e Company o S D R RD dated 10 December 2010 he has been assigned as Head of Internal Audit of Bank Ganesha.





IV


r fi i e Di Bawah Dewan Komisaris

tt a

KOMITE AUDIT / AUDIT COMMITTEE

Berdasar an Surat eputusan Dire si omor SKDIR/IV/15 tanggal 07 April 2015, susunan anggota Komite Pemantau Risiko Bank Ganesha sebagai berikut.

KETUA / HEAD

SudartoProfil dapat dili at pada profil Dewan omisaris

ANGGOTA / MEMBERS

Dedy Indradjatna WidjayaWarga Negara Indonesia, usia 68 tahun, lahir di Jakarta pada ta un Memili i latar ela ang pendidi an Bahasa Inggris dari Djakarta Academy of Language, a arta pada ta un Memili i pengalaman di idang

per an an selama ta un Perna men a at er agai posisi di Standard Chartered Bank. Menjabat sebagai anggota Komite Remunerasi merangkap merangkap anggota Komite Pemantau Risiko sejak 2012.

Lando SimatupangWarga Negara Indonesia, usia 50 tahun, lahir di Pematang Siantar Sumatera tara pada ta un Memili i latar

ela ang pendidi an a ultas onomi dari Universitas Sumatera tara a arta pada ta un dan MBA perbankan dan keuangan dari Institut Teknologi Bandung tahun 2000. Mengikuti Sespibank (Angkatan

ta un memili i sertifi asi mana emen risi o dan general banking serta certified risk management professional (CRMP). Menjadi certified trainer untuk risk management certification (BSMR dan LSPP) dan memiliki pengalaman menjabat sebagai anggota Komite Audit merangkap anggota Komite Pemantau Risiko di berbagai Bank. Menjabat sebagai anggota Komite Pemantau Risiko merangkap Komite Audit sejak 2010.

According to Decree Letter of the Board of Directors um er S D R dated April , the

composition of the Risk Monitoring Committee of Bank Ganesha is the following :

is profile can e seen in t e Board o Commissioners Profile

Indonesian citizen, aged 68 years old, born in Jakarta in e as a ac ground o education in nglis Literature from Djakarta Academy of Language, Jakarta in e as e perience in an ing sector or almost

years e as served various positions in Standard Chartered Bank. He has served as the member of Renumeration Committee concurrently the member of Risk Monitoring Committee since 2012.

Indonesian citizen, 50 years old, born in di Pematang Siantar ort Sumatera tara e as a

ac ground o education in conomics rom niversitas Sumatera tara a arta in and e gained t e MBA in an ing and finance rom nstitut e nologi Bandung in e undertoo Sespi an t e th batch) in

and e is certified in ris management and general banking and also risk management professional (CRMP).

e is also a certified trainer or ris management certification BSMR and SPP and as e periences in serving the positions as the member of Audit Committee concurrently the member of Risk Monitoring Committee in various banks. He has served as the member of Risk Monitoring Committee concurrently the member of Audit Committee since 2010.




VII


KOMITE PEMANTAU RISIKO / RISK MONITORING COMMITTEE

Berdasarkan Surat Keputusan Direksi Nomor: 008/SKDIR/IV/15 tanggal 07 April 2015susunan anggota Komite Pemantau Risiko Bank Ganesha sebagai berikut.

KETUA / HEAD

Wasito PramonoProfil dapat dili at pada profil Dewan omisaris

ANGGOTA / MEMBERS

Lando SimatupangProfil dapat dili at pada profil anggota omite Audit

Dedy Indradjatna WidjayaProfil dapat dili at pada profil anggota omite Audit

KOMITE REMUNERASI DAN NOMINASI / REMUNERATION AND NOMINATION COMMITTEE

Berdasarkan Surat Keputusan Direksi Nomor: 028/SK/DIR/XI/15 tanggal 18 November 2015, susunan anggota Komite Remunerasi Bank Ganesha sebagai berikut.

KETUA / HEAD

SudartoProfil dapat dili at pada profil Dewan omisaris

ANGGOTA / MEMBERS

r e e d re ufiProfil dapat dili at pada profil Dewan omisaris

(efektif menjabat anggota Komite Remunerasi dan Nominasi pada 14 Maret 2016)

Natalia HalimWarga Negara Indonesia, usia 38 tahun, lahir di Pontianak pada ta un Memili i latar ela ang pendidi an Akuntansi dari Universitas Tarumanegara, Jakarta pada tahun 2001. Memiliki pengalaman di bidang Sumber Daya Manusia selama ta un Perna men a at se agai Assistant Head of HRD. Menjabat sebagai anggota Komite Remunerasi merangkap Kepala Bagian Sumber Daya Manusia sejak November 2015.

In accordance with Decree Letter of the Board of Directors Number: 008/SKDIR/IV/15 dated 07 April 2015, the list of the members of Risk Monitoring Committee of Bank Ganesha is as follows :

is profile can e seen in t e Board o Commissioners profile

is profile can e seen in t e Audit Committee profile

is profile can e seen in t e Audit Committee profile

According to Decree Letter of the Board of Directors Number: 028/SK/DIR/XI/15 dated 18 November 2015, the list of the members of Remuneration and Nomination Committee is as follows :

is profile can e seen in t e Board o Commissioners profile

r e e d re ufiis profile can e seen in t e Board o Commissioners

profile (effectively being as the member of Remuneration and Nomination Committee

as of 14 March 2016)

Natalia HalimIndonesian citizen, aged 38 years old, born in Pontianak in

s e as t e ac ground o education in Accounting from Universitas Tarumanegara, Jakarta in 2001. She has e periences in various areas in uman Resources or years. She has served as the Assistant Head of HRD. She is the member of Remuneration Committee concurrently as the Head of Human Resources since November 2015.





IV


Pejabat EksekutifExecutive Offi cials

Kinerja 20152015 Performance


II Profi l Perusahaan Company Profi le

III Pendukung BisnisSupporting Business

IV

202 Bank Ganesha Laporan Tahunan 2015




VII


JohannesKepala Divisi OperasionalHead of Operational Division

fi neJohannaBranch Coordinator Branch Coordinator

Eddy Warman Kepala SKAI (Satuan Kerja Audit Intern)Head of SKAI (Internal Audit Unit – Satuan Kerja Audit Intern)

Dheni Kamavina Kepala Bagian Corporate Secretary.Head of Corporate Secretary Division

Arief Dhita WibawaKepala Bagian Satuan Kerja Manajemen Risiko.Head of Risk Management Unit

Haswan DjunaidiKepala Bagian Satuan Kerja Kepatuhan.Head of Compliance Unit

Paulusman WibowoKepala Bagian Informasi Teknologi.Head of Technology Information Division

Tb. Riki Fariki IsmetKepala Bagian Operation Monitoring & Control.Head of Operation Monitoring & Control Division

Natalia HalimKepala Bagian Sumber Daya Manusia.Head of Human Resources Division

Yose YamaniKepala Bagian Legal Administrasi Kredit.Head of Legal Administration Credit Division

rifinKepala Bagian Finance Accounting Support.

ead o inance Accounting Support Division

Edy SuryanegaraKepala Bagian Logistik dan Pengamanan.Head of Logistics and Security Division

fi ne nnPjs Branch Manager Kantor Cabang Utama, Jakarta.

Caretaker of Branch Manager of the Main Branch ce a arta

Nyoman Budi SetiawanPjs Branch Manager Kantor Cabang Kertajaya, Surabaya.

Caretaker of Branch Manager of Kertajaya Branch ce Sura aya

Andy PrabowoBranch Manager Kantor Cabang Semarang.

Branc Manager o Semarang Branc ce

Hiu Man LieBranch Manager Kantor Cabang Mangga Dua, Jakarta.

Branc Manager o Mangga Dua Branc ce Jakarta.

Anita WidjajaBranch Manager Kantor Cabang Kelapa Gading, Jakarta.

Branc Manager o elapa ading Branc ce Jakarta.

Sugi NurhayatiBranch Manager Kantor Cabang Tangerang.

Branc Manager o angerang Branc ce

e rin en fi riBranch Manager Kantor Cabang Sudirman, Jakarta.

Branc Manager o Sudirman Branc ce a arta





IV


Jumlah Pegawai Berdasarkan Status KepegawaianNumber of Employees Based on the Status

Status


OrangPeople


OrangPeople


OrangPeople

%

Tetap / Permanent 343 (4) (1,17%)

Kontrak / Contract 5,31% 35 (16) (45,71%)

Jumlah / Total 358 100,00% 378 100,00% (20) (5,29%)


Status


OrangPeople


OrangPeople


OrangPeople

%

Komisaris / Commissioner 3 0,84% 3 0 0,00%

Direksi / Directors 3 0.84% 3 0 0.00%

Senior Kepala DivisiSenior Division Head

1 0,28% 0 0,00% 1 100,00%

Kepala DivisiDivsion Head

5 1,40% 3 2 66,67%

Kepala BagianDepartment Head

5,31% 17 4,50% 2 11,76%

Pimpinan Cabang/Cabang Pembantueaders o Brac Su ranc

14 14 3,70% 0 0,00%

Kepala SeksiSection Head

17 4,75% 5,03% (2) (10,53%)

Staff (22)

Jumlah / Total 358 100,00% 378 100,00% (20) (5,29%)

Selama tahun 2015, Bank Ganesha telah mengikutsertakan sebagian besar pegawai dalam program pendidikan, pelatihan dan pengembangan. Program tersebut antara lain meliputi sertifi asi mana emen risi o strategi itu membangun corporate, penerapan tata kelola menajemen risiko terintergrasi bagi konglomerasi keuangan, penerapan fungsi kepatuhan dan pengawasan, serta service pelayanan bermutu. Atas pelaksanaan program pendidikan, pelatihan dan pengembangan SDM, Bank telah mengeluarkan biaya sebesar Rp1,14 miliar.

r fi Karyawan

Throughout 2015, Bank Genesha has sent most of its employees to the education programs, training and development. Such programs included : risk management certification winning strategy in developing corporate integrated ris management or financial conglomerates implementation of compliance and supervisory functios,

uality services As or t e implementation o education programs, training and development of HR, the Bank has spent the costs amounting to RP. 1.14 billion.




VII


Sampai dengan laporan tahunan ini diterbitkan, Bank Ganesha tidak memiliki anak perusahaan maupun perusahaan asosiasi. Namun demikian, dalam menjalankan kegiatan bisnisnya, Bank memiliki beberapa mitra usaha. Sebagian dari mitra usaha Bank Ganesha tersebut merupakan pihak berelasi yang Pemegang Saham Utamanya sama dengan Bank. Adapun uraian mengenai mitra usaha Bank Ganesha dijelaskan sebagai berikut.

MITRA USAHABUSINESS PARTNERS

1. PT Gajah Tunggal Tbk Perusa aan yang mulai erdiri se a ta un

ini merupakan pabrikan ban terintegrasi terbesar di kawasan Asia Tenggara. Memproduksi dan mendistribusikan ban dengan kualitas tinggi untuk mobil penumpang, SUV, kendaraan komersial, off the road, industri dan kendaraan roda dua. PT Gajah Tunggal merupakan captive market strategis Bank Ganesha, dimana kerjasama dilakukan mulai dari payroll dan pinjaman karyawan (KPT Ganesha).

2. PT Equity Life Indonesia Merupa an sala satu ana perusa aan dari P uity

Development Investment Tbk dan bergerak dalam bidang asuransi jiwa, kesehatan, dan dana pensiun. Bank

anes a e er a sama secara in lusi dengan P uity Life Indonesia dalam penutupan asuransi jiwa kredit bagi nasabah kredit Bank Ganesha. Bank Ganesha juga menempatkan dana pensiun karyawan PT Bank Ganesha termasu asuransi ese atan e P uity i e ndonesia

3. PT Asuransi Jiwa BRINGIN JIWA SEJAHTERA Bergerak dalam bidang asuransi jiwa.

4. PT Sarana Yukti Bandhana Bergerak dalam bidang layanan sistem informasi

terkomputerisasi.

5. Kemenkeu RI, Dirjen Perbendaharaan

6. PT Finnet Indonesia Bergerak dalam penyediaan layanan solusi sistem

transaksi pembayaran secara elektronik (e-Payment) untuk segala keperluan transaksi pembayaran.

Anak Perusahaan & Perusahaan Asosiasi

Subsidiary and Associated Companies

Up to this Annual Report is issued, Bank Ganesha has no subsidiary or associated companies. Nevertheless, in conducting its business the Bank has several

usiness partners Some o t ose Ban anes a s business partners are the related parties whose major shareholders are the same as those of the Bank. Meanw ile t e description o Ban anes a s usiness partners as below explained :

1. PT Gajah Tunggal Tbk aving een esta lis ed since t is company is

the biggest integrated tire manufacturer in Southeast Asia region t produces and distri utes ig uality of tires for passenger cars, SUV, commercial vehicles, o t e road industry and two w eel cars P Gajah Tunggal is a strategic captive market of Bank Ganesha, in which its cooperation covers the area of t e payroll and t e employees loans P anes a

2. PT Equity Life Indonesia is is one o P uity Development nvestment

Tbk subsidiary companies, and it involves in the area of life insurance, health and pension funds. Bank

anes a inclusively wor s toget er wit P uity Life Indonesia in closing health insurance credit for Ban anes a s creditor including ealt insurance to P uity i e ndonesia

3. PT Asuransi Jiwa BRINGIN JIWA SEJAHTERA This company conducts its business in the area of life

insurance.

4. PT Sarana Yukti Bandhana This company conducts its business in the area of

computerized information service system.

5. Ministry of Finance of the Republic of Indonesia, Directorate General of Treasury

6. PT Finnet Indonesia This company conducts its business in solution

services in electronic payment transaction system e Payment or any payment transaction need





IV


7. PT Perusahaan Listrik Negara (PLN) Kerja sama Bank Ganesha dengan PLN meliputi

pembayaran tagihan listrik.

8. PT Telekomunikasi Indonesia (PERSERO) Kerja sama Bank Ganesha dengan Telkom meliputi

pembayaran tagihan telepon dan Telkom Speedy.

9. PT Asuransi Dayin Mitra Tbk Merupakan salah satu anak perusahaan dari PT

uity Development nvestment dan ergera dalam bidang asuransi kerugian.

10. PT Asuransi Central Asia Bergerak dalam bidang asuransi jiwa.

sur nsi n ifi Bergerak dalam bidang asuransi jiwa.

BANK KORESPONDEN MITRA BANK GANESHACORRESPONDING BANK PARTNERS OF BANK GANESHA

1. Standard Chartered Bank, Singapore Battery Road Singapore

2. Wells Fargo Bank, New York - USA Penn Pla a t loor ew or SA

3. Uni Credit Bank, AG, Munich - GermanyAm is ac Munic ermany

4. Mizuho Corporate Bank, Tokyo - Japan su is ima C uo u o yo apan

5. Commonwealth Bank, Sydney - Australia Level 10, 133 – 141 Liverpool St Sydney NSW 115, Australia

New York, USAWells Fargo Bank

Munich, GermanyUni Credit Bank

Tokyo, JapanMizuho Corporate Bank

SingaporeStandard Chartered Bank

Sydney, AustraliaCommonwealth Bank

7. PT Perusahaan Listrik Negara (PLN) Cooperation between Bank Ganesha and PLN

includes electricity payment bills.

8. PT Telekomunikasi Indonesia (PERSERO) Cooperation between Bank Ganesha and Telkom

includes telephone payment bills and Telkom Speedy.

9. PT Asuransi Dayin Mitra Tbk is is one o P uity Development nvestment

subsidiary company and it involves in the business of loss insurance field

10. PT Asuransi Central Asia This company conducts its business in life insurance.

sur nsi n ifi This company conducts its business in life insurance.




VII


AKUNTAN PUBLIK PUBLIC ACCOUNTANT

KAP Osman Bing Satrio & EnyThe Pla a ce ower t l M amrin av

Jakarta, 10350T F W www.deloitte.com

Lembaga Penunjang Profesi Dan Pasar Modal

Supporting Profession Institutions and Capital Market





IV


Jaringan Kantor

t

Kantor PusatPT BANK GANESHA Tbk.

Jl. Hayam Wuruk No. 28 Jakarta 10120Telp. (021) 3855345, 3855888

a www.bankganesha.co.id

Kantor Cabang UtamaJl. Hayam Wuruk No. 28

Jakarta 10120Telp. (021) 3855345, 3855888

a

Kantor Cabang Mangga Dua Jakartaisma a iwa av

Jl. Mangga Dua RayaJakarta 10730

Telp. (021) 6257421, 6257422, 6257453a

Kantor Cabang Kelapa Gading JakartaJl. Raya Bulevard Barat

Blo C o Kelapa Gading Permai

Jakarta 14240elp unting

a

Kantor Cabang Kertajaya Surabayal erta aya o

Surabaya 60282Telp. (031) 5032060 (Hunting)

a Telex: 32822 GNS SBY IA

Kantor Cabang Gatot Subroto Tangerang

omp Ru o Sastra Pla a Blo BJl. Gatot Subroto KM 5,4 No. 21,

Tangerangelp

a

Kantor Cabang Wisma Sudirman Jakarta

Wisma Sudirman Lt. 1Jl. Jend. Sudirman Kav. 34

Jakarta 10220Telp. (021) 5708560

a

Kantor Cabang Suari Semarangl Suari Blo D Kel. Puwodinatan

Semarang Tengah 50137Telp. (024) 3586767 (Hunting)

a

Kantor Cabang Pembantu Muara Karang Jakarta

l Muara arang Raya o a artaelp

a

Kantor Cabang Pembantu Kedoya Jakarta

Kedoya Raya Pesing No. 27 CKedoya Utara, Jakarta 11520elp

a

Kantor Cabang Pembantu Serpong Tangerang Selatan

Ruko Golden Boulevard Blok D No. 7Jl. Pahlawan Seribu, BSD CitySerpong, Tangerang Selatan

Telp. (021) 53166127, 53166128,

a

Kantor Cabang Pembantu Kapasan Surabaya

Jl. Kapasan No. 206Surabaya 60143

Telp. (031) 3761721 (Hunting)a

Kantor Cabang Pembantu H.R. Muhammad Surabaya

Komp. Pertokoan Golden Palacel R Mu ammad o

Blo A Sura ayaTelp. (031) 7311747 (Hunting)

a

Kantor Cabang Pembantu Jemursari Surabaya

l Raya emursari onocoloSurabaya 60237

elp untinga

Kantor Kas Sunter Jakartal Danau Sunter tara Blo o D

Jakarta 14350Telp. (021) 65306103, 65306104

a

Kantor Kas Cipulir JakartaJl. Ciledug Raya No. 20A, Kebayoran Lama

Jakarta 12430elp

a

Kantor Kas Gajah Tunggal TangerangKomplek Ruko Gajah Tunggall Raya a a unggal o

Desa Pasir Jaya, Kec. Jati Uwung Tangerang, Banten

elp a




VII


KANTOR CABANG UTAMAJl. Hayam Wuruk No. 28

Jakarta 10120

Kelapa Gading – JakartaJl. Raya Bulevard Barat Blok LC 6 No.

Kelapa Gading PermaiJakarta 14240

Wisma Sudirman – JakartaWisma Sudirman Lt. 1

Jl. Jend. Sudirman Kav. 34Jakarta 10220

Gatot Subroto - TangerangKomp. Ruko Sastra Plaza Blok 57Jl. Gatot Subroto KM 5,4 No. 21,

Tangerang

Suari – Semarangl Suari Blo D Kel. Puwodinatan

Kertajaya – Surabayal erta aya o

Surabaya 60281

Serpong – Tangerang SelatanRuko Golden Boulevard Blok D No. 7

Jl. Pahlawan Seribu, BSD CitySerpong, Tangerang Selatan

H.R. Muhammad – SurabayaKomp. Pertokoan Golden Palacel R Mu ammad o

Blo A Sura aya

Jemursari – Surabayal emursari Surabaya 60237

Wisma Hayam Wuruk - JakartaGedung Wisma Hayam Wuruk Lt. 1

Jl. Hayam Wuruk No. 8Jakarta 10120

Pabrik PT Gajah Tunggal, Tbk. - Tangerang

(5 unit ATM)Jl. Gatot Subroto KM 7, Desa Pasir Jaya

ec ati wung angerang Banten

Komplek Ruko Gajah Tunggal - Tangerang

(3 unit ATM)l a a unggal o Desa Pasir aya

ec ati wung angerang Banten

Novotel Hotel & Suites Surabaya - Surabayal gagel o

Surabaya 60246

Sunter Mal - JakartaSunter Mal Lt. Dasar

Jl. Danau Sunter Utara Kav. 2, Sunter Agung, Jakarta 14350

PT Panen Lestari Internusa a ar a

ni ATMSahid Sudirman Center Lt 37Jl. Jendral Sudirman Kav. 86

Jakarta 10220

PT Kabel Metal Indonesia - a ar a

Jl. Raya Bekasi KM 23,1Cakung, Jakarta

JARINGAN ATM / ATM NETWORK





IV


LAPORAN KEUANGAN AUDITAUDITED FINANCIAL STATEMENT

Documents

TINJAUAN BISNIS - Bank Ganesha · PT Bank Ganesha Tbk. Laporan Tahunan 2015 88. Tata Kelola Perusahaan ... handal, serta fasilitas layanan yang memadai, berupa kemudahan akses transaksi