Professional Documents
Culture Documents
64
Board Charter
In performing their respective duties, the Board of Commissioners
and the Board of Directors have a set of working guidelines
containing work ethics, duties and responsibilities and also
procedures for Board meetings. The Board Charter also regulates
concurrent positions of Board members, stipulating that
Bank Directors are not permitted to hold other positions as
Commissioners, Directors or executive officers within Bank OCBC
NISP or at other companies/institutions. Thus, there is no member
of the Board of Commissioners and the Board of Directors who
concurrently serves as an executive officer. [4.2]
Pedoman GCG
Sebagai perusahaan publik, Bank OCBC NISP senantiasa mematuhi
peraturan perundang-undangan yang berlaku termasuk Peraturan
Otoritas Jasa Keuangan (OJK), Peraturan Bursa Efek Indonesia,
Pedoman Umum Good Corporate Governance Indonesia yang
dikeluarkan oleh Komite Nasional Kebijakan Governance (KNKG),
Peraturan Bank Indonesia No. 8/14/PBI/2006 tanggal 5 Oktober
2006 tentang perubahan atas Peraturan Bank Indonesia No.8/4/
PBI/2006 tentang pelaksanaan Good Corporate Governance bagi
Bank Umum.
GCG Manual
As a public company, Bank OCBC NISP consistently complies with
applicable law, including the regulations of the Financial Services
Authority (OJK) and the Indonesia Stock Exchange (BEI), General
Guidelines for Good Corporate Governance in Indonesia issued by
the National Committee on Governance Policy (KNKG), and Bank
Indonesia Regulation No. 8/14/PBI/2006 dated October 5, 2006
regarding Revision to Bank Indonesia Regulation No. 8/4/PBI/2006
regarding Implementation of Good Corporate Governance by
Commercial Banks.
Governance Structure
65
The AGMS was conducted on May 22, 2012 in Jakarta, and attended
by shareholders or their proxies representing approximately
96.45% of all shares issued by Bank OCBC NISP. The main agenda
of AGMS was to discuss and approve all reports of the companys
performance and BOC oversight report as well as the appropriation
of Bank OCBC NISPs net income for the financial year 2011.
Dewan Komisaris
Dewan Komisaris bertanggung jawab melakukan pengawasan
antara lain mengarahkan, memantau dan mengevaluasi
pelaksanaan strategi kebijakan Bank oleh Direksi dan memberikan
saran serta nasihat kepada Direksi terkait dengan pelaksanaan
tugas dan tanggung jawab Direksi dalam mengelola Bank. Anggota
Dewan Komisaris Bank OCBC NISP per tanggal 31 Desember 2012
berjumlah 8 (delapan) orang. Seluruh anggota Dewan Komisaris
Bank tidak merangkap jabatan yang dilarang oleh peraturan Bank
Indonesia tentang pelaksanaan GCG. [4.2]
Board of Commissioners
The Board of Commissioners is responsible for supervision,
including
directing, monitoring
and
evaluating
the
implementation of Bank policy strategy by the Board of Directors
and giving suggestions and advice related to their duties and
responsibilities in managing the Bank. As at December 31, 2012,
membership of Bank OCBC NISPs Board of Commissioners
consisted of 8 (eight) people. None of the Banks Commissioners
hold concurrent positions, as stipulated in Bank Indonesia
regulation on GCG Implementation. [4.2]
Nominasi.
66
Direksi
Direksi bertanggung jawab dalam pengelolaan Bank, pembuatan
dan pelaksanaan kebijakan dan strategi usaha, memelihara
aset Bank, memastikan tercapainya target dan tujuan usaha,
mengusahakan efisiensi dan efektivitas operasional termasuk
melaksanakan prinsip-prinsip GCG dalam setiap kegiatan usaha.
Per tanggal 31 Desember 2012, Direksi Bank OCBC NISP terdiri dari
9 (sembilan) orang dan dipimpin oleh seorang Presiden Direktur.
Anggota Direksi terdiri atas para profesional yang memiliki
pengalaman panjang pada industri perbankan dan telah lulus
Penilaian Kemampuan dan Kepatutan.
Board of Directors
The Board of Directors is responsible for managing the Bank,
applying and formulating business strategies and policies,
maintaining the Banks assets, ensuring achievement of business
targets and purposes, continually driving operational effectiveness
and efficiency, including enforcing GCG practices in all business
activities. As of December 31, 2012, the Board of Directors of Bank
OCBC NISP comprised 9 (nine) members and chaired by a President
Director. Members of the Board of Directors are professionals who
have extensive experience in banking industry and have passed
the Fit and Proper Test.
1.
2.
3.
4.
5.
6.
7.
8.
9.
1.
2.
3.
4.
5.
6.
7.
8.
9.
67
Penjelasan lengkap mengenai RUPS, Dewan Komisaris dan komitekomite di bawah Dewan Komisaris serta Direksi dan komite-komite
eksekutif disajikan dalam Laporan Tahunan 2012 Bank COBC NISP.
68
69
Internal Fraud
Internal fraud adalah suatu pelanggaran secara sengaja atas
standar/prosedur dan/atau Pedoman Perilaku yang dilakukan
oleh karyawan dan/atau keluarga karyawan dan/atau kerjasama
antara karyawan/keluarga karyawan dengan nasabah atau pihak
ketiga lainnya, yang terjadi di lingkungan Bank atau menggunakan
sarana Bank dan mengakibatkan kerugian baik langsung/tidak
langsung, tangible/intangible baik bagi Bank maupun nasabahnya
untuk meningkatkan keuntungan secara tidak wajar bagi pelaku
baik secara langsung maupun tidak langsung.
Internal Fraud
Internal fraud is a deviant act or misconduct to standards/
procedures and/or code of conduct carried out, with intent, by
an employee and/or family of an employee and/or collaboration
between employee(s)/family(ies) of employees with a customer
or another third party, taking place within the Bank or using
Banks assets/facilities and resulting in tangible/intangible
losses, whether directly or indirectly, for the Bank and customer
to improperly obtain direct or indirect gains for the benefit of the
perpetrator.
Total Fraud
Total Fraud Case
Dewan Komisaris/Direksi
BOD/BOC
Tahun
Sebelumnya
Previous Year
Telah diselesaikan
Resolved
Tahun
Sebelumnya
Previous Year
Tahun Berjalan
Current Year
Tahun Berjalan
Current Year
Tahun
Sebelumnya
Previous Year
Tahun Berjalan
Current Year
70
Pegawai Tetap
Permanent Employees
Program Whistleblowing
Program Whistleblowing merupakan salah satu sarana untuk
mendeteksi kejadian fraud dan penyimpangan lainnya. Setiap
karyawan didorong untuk melaporkan setiap dugaan tindakan
fraud, penyimpangan atau pelanggaran yang mereka jumpai.
Berdasarkan nilai budaya perusahaan, semua karyawan
adalah pribadi yang memiliki integritas dan selalu bertindak
profesional, sehingga dengan demikian Program Whistleblowing
ini merupakan bukti nyata dilaksanakannya nilai-nilai budaya
perusahaan tersebut. Sebagai perangkat sistem pengendalian
internal, program whistleblower dapat mendeteksi kejadian
risiko operasional khususnya kejadian fraud secara dini dan
memungkinkan perusahaan untuk mengatasi kejadian risiko
tersebut secara cepat. [4.11]
Whistleblowing Program
The Whistleblowing program is one of the measures used to detect
fraud and other violations. Every employee is encouraged to reports
alleged acts of fraud, deviation or violation that they encountered.
Based on values of the corporate culture, every employee is an
individual who possesses high integrity and professional conduct;
hence, the Whistleblowing Program is a testimony to consistent
implementation of the values of the corporate culture. As a tool
within the internal control system, the whistleblower program
enables detection of operational risk occurrences, in particular
early identification of fraud cases that allows immediate response
and mitigation of risk taking place. [4.11]
71
Nama
Name
Organisasi
Organization
Pramukti Surjaudaja
Presiden Komisaris
President Commissioner
Kadin Indonesia
Indonesian Chamber of Commerce
and Industry
Komisaris Independen
Independent Commissioner
Jusuf Halim
72
Jabatan
Position
Komisaris Independen
Independent Commissioner
Komisaris
Commissioner
Malaysia-Singapore Business
Council
Anggota Member
Anggota Member
Anggota Member
Anggota Member
Sanksi Administratif
Pada tahun 2012, Bank OCBC NISP tidak menerima sanksi terkait
dengan prinsip kehati-hatian serta penerapan good governance,
namun terdapat sanksi denda terkait dengan pelaporan kepada
OJK dan Bank Indonesia senilai Rp433.818.075. Kami telah
menindaklanjuti perbaikan laporan, serta action plan mitigasinya
antara lain dengan melakukan staff counselling, penyegaran
prosedur, serta pengembangan sistem, proses dan kontrol. [SO8]
Administrative Sanction
In 2012, no sanctions were enforced on Bank OCBC NISP related
to the prudential banking principle and implementation of
good governance, although, there were penalties with respect
to reporting requirements to OJK and Bank Indonesia in total
amount of Rp433,818,075. We have resolved these matters by
amending reports, as well as preparing action pan to mitigate
risks of similar issues in the future, including by staff counseling,
refreshing procedures, as well as developing systems, processes
and controls. [SO8]
Perkara Hukum
Sampai dengan akhir tahun 2012, terdapat 5 perkara perdata dan
8 perkara pidana yang dihadapi Bank OCBC NISP. Dari sejumlah
perkara tersebut, sebanyak 1 perkara perdata dan 1 perkara pidana
telah mempunyai kekuatan hukum tetap. Tidak terdapat kasus
hukum yang apabila diputuskan mengalahkan Bank OCBC NISP
akan berdampak negatif bagi kondisi keuangan dan kelanjutan
usaha Bank OCBC NISP. [SO8]
Legal Cases
At the end of 2012, there are 5 civil cases and 8 criminal
cases faced by Bank OCBC NISP. From these cases, 1 civil and 1
criminal case each have been resolved with firm legal basis. There
were no indications of legal cases that, in the event the decision
went against Bank OCBC NISP, will have a significant impact on
the financial conditions and business continuity of Bank OCBC
NISP. [SO8]
AUDIT INTERNAL
INTERNAL AUDIT
Risk Ownership:
KEPATUHAN
COMPLIANCE
Pengendalian Risiko:
Risk Assurance:
Risk Control:
Risk Assurance:
AUDIT EKSTERNAL
EXTERNAL AUDIT
Pengambil Risiko:
MANAJEMEN RISIKO
RISK MANAGEMENT
UNIT BISNIS
FRONTLINE BUSINESS
UNIT PENDUKUNG
SUPPORTS
PRESIDEN DIREKTUR
PRESIDENT DIRECTOR
73
Pelaksanaan Basel
Untuk selalu melaksanakan praktik-praktik terbaik dalam
pengelolaan risiko, Bank OCBC NISP telah menyiapkan infrastruktur
untuk memenuhi berbagai regulasi yang ditetapkan oleh Bank
Indonesia termasuk diantaranya penerapan Basel framework
sebagai international best practice. Bank OCBC NISP telah
berpartisipasi aktif dalam working group, workshop, maupun
Quantitative Impact Study yang dilaksanakan Bank Indonesia
sebagai persiapan dalam implementasi Basel II dan Basel III di
perbankan Indonesia. [4.9][4.12]
Implementation of Basel
To always ensure best practices in risk management, the
Bank has prepared an infrastructure to meet Bank Indonesia
regulations, including the implementation of Basel framework
as the international best practice. Bank OCBC NISP has actively
participated in a number of working groups, workshops, and
Quantitative Impact Study held by Bank Indonesia in preparing
for the implementation of Basel II and Basel III in the Indonesian
banking industry. [4.9] [4.12]
74
Penghargaan
Pada tahun 2012 Bank OCBC NISP mendapatkan penghargaan
dan pengakuan dari pihak eksternal terkait manajemen risiko,
diantaranya adalah: Indonesia Enterprise Risk Management
Award 2012 dari majalah Business Review, The Best Corporate
(peringkat kedua) dalam kategori Risk Management pada
Anugerah Perbankan Indonesia 2012, serta memperoleh predikat
Indonesia Most Trusted Company dalam Corporate Governance
Perception Index (CGPI) terkait penerapan GCG dalam perspektif
Risiko dari The Indonesian Institute for Corporate Governance
(IICG) bekerjasama dengan Majalah SWA.
Appreciation
In 2012, Bank OCBC NISP received several awards and recognitions
from external parties related to risk management, which are:
Indonesia Enterprise Risk Management Award 2012 from Business
Review magazine, The Best Corporate (second place) in the category
of Risk Management in Indonesian Banking Award 2012, and was
regarded as Indonesias Most Trusted Company in Corporate
Governance Perception Index (CGPI) for the implementation of
good corporate governance in risk perspective from The Indonesian
Institute for Corporate Governance (IICG) in collaboration with
SWA Magazine.
strengthening capital,
(2) Other Regulatory Initiatives, which is a set of measures taken
to meet other stipulations set by relevant regulators,
(3 Revenue Enhancement Initiatives, which is an ongoing
development to support prudent and sustainable growth in
revenue, and
(4) Risk Process Improvement Initiatives, which is an ongoing
development to improve the process of risk identification,
measurement, monitoring, and management at the Bank.
75
Stakeholders Involvement
Bank OCBC NISP realizes that in the banking business, the strong
relationships and trust with stakeholders are very important and
should be continuously developed. Our principle in running the
business is to be Your Partner for Life, as we strive to be a partner
who understands and provides solutions to our stakeholders in
each stage of their life.
76
Customers are our main partners who support the existence and
sustainability of Bank OCBC NISP. Therefore, we always prioritize
customer satisfaction in offering products and services. Various
initiatives are conducted to build an easy, fast and comfortable
banking system so as to meet the demands of customers that
continually develop overtime in line with their business growth.
Customer Experience
Melalui berbagai sarana, kami terus berusaha agar semakin dekat
dan semakin memahami kebutuhan serta harapan nasabah.
Di pertengahan tahun 2012 Bank OCBC NISP membentuk divisi
Customer Experience atau CX Division. Divisi ini dibentuk untuk
menjadi mitra strategis yang menempatkan nasabah sebagai fokus
utama (Customer Focus) demi terciptanya Enjoyable Customer
Experience. Selanjutnya, dengan memperoleh pengalaman yang
menyenangkan, nasabah mendapatkan kenyamanan bertransaksi
perbankan dengan Bank OCBC NISP sehingga dapat mendorong
pertumbuhan dan perkembangan bisnis bagi kedua belah pihak.
Customer Experience
Through various facilities, we strive to stay closer and better
understand the needs and expectations of our customers. In
mid 2012, Bank OCBC NISP established Customer Experience or
CX Division. The division was established to serve a mission in
becoming a strategic partner who positions our customers as the
main focus (Customer Focus) to build an Enjoyable Customer
Experience. Further, by having satisfactory experiences, customers
77
78
4. Sosial Media
Dengan memanfaatkan perkembangan teknologi, Bank
OCBC NISP menyediakan saluran sosial media (facebook
dan twitter) yang dapat dimanfaatkan oleh nasabah untuk
mengajukan pertanyaan dan keluhan yang akan dilayani
secara online pada jam 08.00 17.00. Per 31 Desember 2012
total fans Facebook sebesar 18.903 fans dan follower Twitter
sebesar 10.272 follower.
4. Social Media
Utilizing technological developments, Bank OCBC NISP
provides social media channels (facebook and twitter) through
which customers can ask questions and express complaints
online that will be directly responded from 08:00 am to
5:00 pm. As of December 31, 2012 a total of 18,903 fans were
registered for Facebook and 10,272 followers for Twitter.
Jumlah fans dan follower Facebook dan Twitter Bank OCBC NISP
Tahun 2011 2012
Keterangan
2012
2011
Description
18,903
3,474
10,272
717
79
80
5. SMS Push
Merupakan media khusus yang digunakan Bank untuk
menyampaikan informasi tertentu kepada nasabah tertentu.
6. Media Massa
Media massa digunakan Bank untuk menyampaikan informasi
umum kepada masyarakat.
5. SMS Push
A media used by the Bank to exclusively give information to
certain customers.
6. Mass Media
The Bank uses mass media to release general information to
the public.
Bank OCBC NISP mempunyai produk tabungan untuk anakanak yang disebut tabungan Mighty Saver yang sarat dengan
aspek edukasi. Program tabungan yunior ini tidak semata-mata
mengharapkan dana dari orang tua si anak, tetapi lebih kepada
Bank OCBC NISP offers a saving product for children called Mighty
Saver, which is fully loaded with educational aspects. This junior
saving program does not merely expect funds from the childrens
parents but is more directed to provide the children an insight into
the world of banking in many simple and fun ways. Each branch
office maintains a unique set of initiatives in communicating
products, such as by visiting schools with the Banks ATM car and
teaching how to use an ATM and its many features , providing
education on the value of money, holding story telling events,
holding fun game events and talent tests for children with
fingerprint analysis.
81
berkelanjutan.
82
83
Pada tahun 2012, Bank OCBC NISP telah melakukan GCG self
assessment mengacu kepada ketentuan Bank Indonesia tentang
Pelaksanaan Tata Kelola Perusahaan (GCG) bagi Bank Umum
sebagaimana yang diatur dalam PBI No. 8/4/PBI/2006, PBI No.
8/14/PBI/2006 dan SEBI No. 9/12/ DPNP. Dalam kegiatan self
assessment tersebut, dilakukan pemeringkatan dalam penilaian
terhadap pelaksanaan penerapan Tata Kelola Perusahaan Bank
OCBC NISP yang didasarkan oleh kriteria yang ditetapkan Bank
Indonesia, berdasarkan hasil perbandingan antara kinerja
penerapan Tata Kelola Perusahaan di Bank OCBC NISP dengan
kriteria minimal penerapan yang ditentukan oleh Bank Indonesia.
84
Sanksi Administratif
Pada tahun 2012, tidak terdapat sanksi terkait dengan prinsip kehatihatian serta penerapan tata kelola, namun terdapat sanksi denda
terkait dengan pelaporan kepada Otoritas Jasa Keuangan maupun
Bank Indonesia dengan jumlah total sebesar Rp433.818.075. Kami
telah menindaklanjuti dengan melakukan perbaikan laporan dan
melakukan staff counseling dan refreshment course. [SO8]
Administrative Sanctions
In 2012, there were no sanctions related to the prudential banking
principle and implementation of good governance; however, a
penalty was enforced with respect to reporting requirements to
Financial Services Authorities and Bank Indonesia in total amount
of Rp433,818,075. We have resolved these matters by amending
reports and performing staff counseling and refreshment courses.
[SO8]
or contractual employees.
85
Indeks GRI
GRI Index
ISI
1
CONTENT
StrategI dan Analisis
Halaman Page
Profile Disclosure
1.1
1.2
PROFIL ORGANISASI
Description
12-15
AR
Keterbukaan
Profile Disclosure
2.1
Nama Organisasi.
93
2.2
6-7
2.3
2.4
2.5
2.6
2.7
2.8
48
Penjualan Bersih;
Total kapitalisasi dirinci dalam hutang dan ekuitas;
Kuantitas produk dan jasa yang diberikan.
23
2.9
2.10
PARAMETER LAPORAN
94-95
5
N/A
93
16-17
11, 72
Profile Laporan
Report Profile
3.1
3.2
3.3
Siklus pelaporan
3.4
86
3.5
3.6
4, 16 - 17
3.7
3.8
N/A
3.9
3.10
4, 74
ISI
CONTENT
3.11
3.12
3, 86-92
3.13
Tata Kelola
Governance
4.1
33, 65, 67
4.2
65, 66
4.3
N/A
4.4
4.5
68
4.6
71
4.7
68
4.8
8, 10, 55
4.9
33, 67, 71
73, 74
4.10
68, 84
61, 66
4.11
68-69, 70,
73-74
4.12
69, 74
4.13
71
Stakeholder Engagement
4.14
4.15
76
4.16
76
4.17
76
Key topics and concerns that have been raised through stakeholder
engagement, and how the organization has responded to those key
topics and concerns, including through its reporting.
87
Indeks GRI
GRI Index
ISI
CONTENT
INDIKATOR KINERJA EKONOMI
Kinerja Ekonomi
Economic performance
EC1
23, 33
EC2
21
EC3
56
EC4
23
Keberadaan Pasar
Market presence
EC5
56
EC6
83
EC7
47
EC8
34
EC9
23
Material
Materials
EN1
29
EN2
29
Energi
Energy
EN3
28
EN4
28
EN5
26
EN6
27
EN7
26-30
Air
Water
EN8
30
EN9
30
EN10
30
88
Biodiversity
EN11
31
EN12
N/A
EN13
N/A
ISI
CONTENT
EN14
EN15
N/A
31
EN16
Jumlah emisi gas rumah kaca yang sifatnya langsung maupun tidak
langsung dirinci berdasarkan berat
N/A
EN17
N/A
EN18
N/A
EN19
EN20
EN21
EN22
EN23
EN24
30
EN25
N/A
27
N/A
30
30
N/A
EN26
25, 28
EN27
4, 26
Kepatuhan
EN28
Compliance
N/A
Monetary value of significant fines and total number of nonmonetary sanctions for non-compliance with environmental laws
and regulations.
N/A
N/A
Transportasi
EN29
Transport
Keseluruhan
EN30
Overall
Pekerjaan
Employment
LA1
50
LA2
51
LA3
57
Labor/Management Relations
LA4
61
LA5
61
89
Indeks GRI
GRI Index
ISI
CONTENT
Kesehatan dan Keselamatan Jabatan
LA6
59
LA7
60
LA8
42
LA9
61
LA10
50
LA11
51
LA12
50
51
HR1
83
HR2
83
HR3
53
Non-Diskriminasi
HR4
Non-discrimination
49
61
21, 49
21, 61
Pekerja Anak
HR6
Child labor
Praktek Keamanan
HR8
Security practices
53
83
90
Indigenous rights
ISI
CONTENT
MASYARAKAT
Komunitas
SO1
Local Communities
21, 58
Anti Korupsi
SO2
70
SO3
70
SO4
70, 71, 84
Kebijakan Publik
SO5
N/A
SO6
N/A
N/A
Total number of legal actions for anti-competitive behavior, antitrust, and monopoly practices and their outcomes.
Anti-competitive behavior
Kepatuhan
SO8
Compliance
72, 85
Monetary value of significant fines and total number of nonmonetary sanctions for non-compliance with laws and regulations.
PRODUCT RESPONSIBILITY PERFORMANCE INDICATORS
PR1
N/A
PR2
N/A
PR3
78
PR4
N/A
PR5
77
Komunikasi Pemasaran
Marketing communications
PR6
78
PR7
78, 81, 82
72
Kepatuhan
PR9
Compliance
FS2
Product Portfolio
80
21, 31
91
Indeks GRI
GRI Index
ISI
CONTENT
FS3
21, 31
FS4
FS5
FS6
FS7
20, 80
FS8
Annual Report
212-231
N/A
22, 25, 26
34-45
Annual Report
269-271
Audit
FS9
Audit
Kepemilikan Aktif
92
Active Ownership
FS10
N/A
FS11
N/A
FS12
N/A
Nama
Name
Bidang Usaha
[2.6] Ownership
Masyarakat 14,9%
Public 14.9%
Tanggal Pendirian
4 April 1941 dengan nama NV Nederlandsh Indische Spaar En
Date of Establishment
4 April 1941 under the name NV Nederlandsch Indische Spaar En
Deposito Bank.
Deposito Bank.
Name Change
Perubahan Nama
Tahun 1941:
Tahun 1981:
Bursa Efek
Saham dan Obligasi PT Bank OCBC NISP Tbk dicatat dan
diperdagangkan pada Bursa Efek Indonesia (BEI)
Tanggal Pencatatan Saham
20 Oktober 1994
Kode Saham & Obligasi
NISP
ISIN Code
ID 10000 94402
SWIFT Code
NISPIDJA
Kantor Pusat: [2.4]
OCBC NISP Tower
Jl. Prof. Dr. Satrio Kav. 25
Jakarta 12940
Indonesia
Tel: (021) 255 33 888
Fax: (021) 579 44 000
Website: www.ocbcnisp.com
Stock Exchange
Shares and Bonds of PT Bank OCBC NISP Tbk are listed and
traded on Indonesia Stock Exchange (IDX)
Listing Date
20 October 1994
Share & Bonds Code
NISP
ISIN Code
ID 10000 94402
SWIFT Code
NISPIDJA
93
Wholesale Banking
Enterprise Banking
Commercial Banking
Transaction Banking
Wholesale Banking
Enterprise
Banking A
National Commercial
Business
Head of Transaction
Banking
Financial Institution
Treasurer
Sani Effendy
Andrae Khrisnawan
Rusli Hidayat
Johannes Husin
Wholesale Banking
Credit Management
Enterprise
Banking B
National Emerging
Business
Trade Product
Management
Treasury Trading
Cindy Siauw
Suwano
Heriyanto
Robby
Enterprise
Banking Credit
Management
Trade Sales
Asset Liability
Management
Franki
Gianto Kusno
Network
Relationship
Cash Management
Product
Treasury Advisory
Amran Setiawan
Novelina Luciana
Cash Management
Sales
Business Management
Maya K. Hartanto
Value Chain
Diah Indrawati
Delivery and Client
Services
Amran Setiawan
Marketing and Business
Finance
Andre Tiono
94
Treasury Group
Board of
Commissioners
Corporate Secretary
Uliya Ariyani
President Director
Compliance
Angeline Nangoi
Internal Audit
Rudy Dekriadi
Corporate Communication
Tina R. Tjintawati
Customer Experience
Boyke I. Aveanto
Consumer Banking
Group
Network Group
Risk Management
Group
Operation & IT
Metropolitan
Liabilities & Wealth
Distribution
Senior Corporate
Executive
Corporate Credit
Risk Management
HC Services
Financial Control
Business Solutions
Technology
Jeffrey B. Karman
Irawan Linko
Monalisa
David Formula
HC Planning &
Development
Corporate Planning
& Performance
Management
Enterprise Integration
Technology
Andre Sudjono
Putu Wibawa
Adri Triwitjahyo
Filipus Haidiman
HC Business Partner
Central Operations
Technology
Mustika Atmanari
Hannar Yogia
HC Relationship
Management OPIT &
Network
Operations Services
Ivonne P. Chandra
Metropolitan Secured
Loan Distribution
Piter Tampang
Wealth Management
and Premier Banking
Ka Jit
Liability Product &
E-Channel
Ka Jit
Region A
Julizar
Region B
Adi Setiawan
Region C
Cynthia V. The
Secured Loan
Heintje Mogi
Region D
Thomas Purnawarman
Unsecured Loan
Irwan S. Tisnabudi
Consumer Portfolio
Management
Hengky Kurniawan ZR
Region E
Hengky Tanring
Microbanking
Distribution
Indrajit Osing
Iwan Dharmawan
Asset Liability
Risk Management
Budi Gunawan
Operations Risk
Management
Ricko Irwanto
Asset Recovery
Management
MG Puspowati T.
HC Development OPIT
& Network
Lily Johan
Andyani Pusparini
Operations Process
Joyce
Operations
Development
Joyce
Operations
Monitoring
Linda Adam
Iswahyudi Raharjo
Corporate Legal
Caecilia Z. Suzanna
Lili S. Budiana
95
Lembar Tanggapan
atas Laporan Keberlanjutan Bank OCBC NISP 2012
Response Sheet on Bank OCBC NISP Sustainability Report 2012
Laporan Keberlanjutan Bank OCBC NISP 2012
Thank you for reading Bank OCBC NISP Sustainability Report 2012.
For Bank OCBC NISP, continuous improvement is essential to be
able to give the best to all stakeholders. To improve the overall
sustainability performance of Bank OCBC NISP, we expect criticism
and suggestions on this Report.
Penilaian Anda
Your Comment
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Area
Area
1.
2.
3.
4.
5.
6.
Umur
Age
Pendidikan terakhir
Highest Education
Pekerjaan
Occupation
Nama Institusi
Name of Institution
Bidang Usaha/Organisasi
Field of Work/Organization
Kami menghargai tanggapan dan saran yang Anda berikan kepada kami.
We value your comments and suggestions.
Kirimkan lembar ini ke:
Send this page to:
PT Bank OCBC NISP Tbk
Corporate Communication Division
Up. Tina Tjintawati
OCBC NISP Tower
Jl. Prof. Dr. Satrio Kav. 25
Jakarta 12940 - Indonesia
Tel. (62-21) 255 33 888
Fax. (62-21) 579 44 000
96
Daftar Isi
Contents
1
2
6
8
9
10
11
12
14
Kinerja Ekonomi
Economic Performance
Kinerja Lingkungan
Environmental Performance
Kinerja Sosial
Social Performance
Head Office
OCBC NISP Tower
Jl. Prof. Dr. Satrio Kav. 25
Jakarta 12940 - Indonesia
Tel. (62-21) 255 33 888
Fax. (62-21) 579 44 000
www.ocbcnisp.com
Growth, Responsibility
and Sustainability