Surplus Neraca Pembayaran Indonesia pada triwulan-III meningkat dari US$ 5,4 miliar pada tahun 2009 menjadi US$ 7,0 miliar pada tahun 2010. Dengan modal faktor ekonomi 2010 dan upaya perbaikan rating Indonesia menuju investment grade pada 2011, maka pasar domestik diharapkan menjadi tujuan investasi yang menarik di kawasan Asia. Sementara itu Pemerintah (Kementrian Keuangan Republik Indonesia) memperkirakan target pertumbuhan ekonomi Indonesia pada tahun 2011 berada pada level 6,4% dan target inflasi diprediksi berada pada kisaran 5,3%. Sektor agrobisnis bersama komoditas lainnya seperti tambang, pada tahun 2011 tampaknya akan melanjutkan perannya sebagai penggerak pertumbuhan ekonomi. Kelapa sawit yang merupakan andalan sektor agrobisnis dan dominasi Indonesia sebagai negara produsen serta pengekspor terbesar crude palm oil (CPO) di dunia, masih akan terus berlanjut. Produksi CPO tahun 2010 diperkirakan mencapai 23 juta ton per tahun, meningkat dibandingkan pencapaian tahun 2009 sebesar 20,7 juta ton. Sementara itu, harga komoditas pertanian lainnya seperti kakao, kopi, teh, gula diperkirakan terus meningkat hingga tahun 2011 mendatang. Hal ini tentu memberikan insentif bagi petani ataupun investor untuk menanamkan investasi di sektor agrobisnis. Sektor Perbankan pada tahun 2010 juga menunjukkan indikasi pertumbuhan yang semakin kuat. Jumlah kredit hingga September 2010 tumbuh 21,2% (yoy) dan diperkirakan pada akhir tahun angka pertumbuhan dapat menembus level 22% 24%. Bahkan yang lebih menggembirakan pertumbuhan kredit modal kerja telah melampui pertumbuhan kredit konsumsi. Hal ini mencerminkan penyaluran kredit telah mengarah ke sektor yang produktif. Disamping itu, likuiditas perbankan nasional juga dapat terus terjaga karena Dana Pihak ketiga terus meningkat dan sebaliknya Non-Performing Loan dapat dipertahankan di bawah 5%. Mengacu pada kondisi eksternal tersebut dan kondisi internal Bank Agro, maka Rencana Bisnis Perseroan pada tahun 2011 masih tetap fokus pada pembiayaan agrobisnis baik on farm (budidaya) maupun off farm atau industri hilir. Kredit diproyeksikan tumbuh sebesar 24%, dan Dana Pihak Ketiga (DPK) sebesar 26%. Sedangkan pada tahun 2012 dan 2013, pertumbuhan Kredit diproyeksikan sebesar 24% dan 26% serta pertumbuhan DPK masing-masing diproyeksikan sama yaitu sebesar 25%. Indonesias Balance of Payments surplus in the quarter-III increased from US$ 5.4 billion in 2009 to US$ 7.0 billion in 2010. Backed by 2010 economic factors and capital improvements in Indonesias rating to investment grade in 2011, the domestic market is expected to be an attractive investment destination in Asia. Meanwhile, the Government (Ministry of Finance of the Republic of Indonesia) estimated Indonesias economic growth target in 2011 at the level of 6.4% and estimated inflation target in the range of 5.3%. Agribusiness sector along with other commodities such as mining, in 2011 is likely to continue its role as a driver of economic growth. Palm oil which has been the mainstay of agribusiness sector and Indonesias dominant position as the worlds largest producer and exporter of crude palm oil (CPO) will continue. CPO production in 2010 is estimated at 23 million tonnes per year, representing an increase compared to 20.7 million tonnes in 2009. At the same time, the price of other agricultural commodities such as cocoa, coffee, tea, sugar is expected to continuosly increase up to 2011. This certainly provides an incentive for farmers or investors to invest in the agribusiness sector.
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Banking sector in 2010 also showed a stronger indication of growth. Total loans as of September 2010 grew by 21.2% (yoy) and is expected to exceed the level of 22% - 24% at the end of the year. The more encouraging growth in working capital loans has exceeded growth in consumer credit. This reflects that loans disbursement has turned to productive sector. In addition, the national banking liquidity may also be kept awake by the increasing third party funding, and otherwise Non-Performing Loans will be remained below 5%.
Referring to the external conditions and internal conditions Agro Bank, the Companys Business Plan in 2011 still remain focused on the financing of both on-farm agribusiness (farming) and off farm or downstream industries. Credit is projected to grow by 24%, and Third Party Funds (TPF) by 26%. Whereas in 2012 and 2013, credit growth is projected at 24% and 26% and each of deposits growth is projected to 25%.
Kebijakan Dividen
Seluruh saham Perseroan yang telah ditempatkan dan disetor penuh mempunyai hak yang sama dan sederajat dalam segala hal yang satu dengan yang lain, termasuk hak atas dividen. Sejak tercatat di Bursa Efek Surabaya (kemudian merger dengan Bursa Efek Jakarta menjadi Bursa Efek Indonesia) pada tanggal 8 Agustus 2003, Perseroan membayar dividen tunai untuk pertama kali kepada seluruh pemegang saham pada tahun 2005. Selanjutnya Perseroan merencanakan untuk membayar dividen tunai kepada seluruh pemegang saham sekurang-kurangnya sekali dalam satu tahun dengan tetap memperhatikan kondisi keuangan Perseroan dalam tahun yang bersangkutan, tingkat kesehatan Perseroan, peraturan perundangundangan yang berlaku tanpa mengurangi hak dari Rapat Umum Pemegang Saham Perseroan untuk menentukan lain sesuai dengan ketentuan Anggaran Dasar Perseroan. Dengan mengindahkan ketentuan-ketentuan di atas, maka pada tahun buku 2010 dan seterusnya manajemen Perseroan merencanakan untuk membagikan dividen tunai sekurang kurangnya 25 % dari Laba Bersih Setelah Pajak termasuk kepada pemegang saham. URAIAN Dividen Tunai per saham Prosentase Dividen Tunai terhadap Laba Bersih 2010 2009 2008 -
Dividend Policy
All issued and fully paid shares have equal rights and equal in all respects with each other, including the right to dividends. Since it has been listed on the Surabaya Stock Exchange (later merged with the Jakarta Stock Exchange Indonesia Stock Exchange) on 8 August 2003, the Company paid a cash dividend for the first time to all shareholders in 2005. Furthermore, the Company plans to pay cash dividends to all shareholders at least once a year by taking into account the Companys financial condition in the relevant year, the soundness of the Company, the regulations that apply without prejudice to the right of the General Meeting of Shareholders of the Company to determine in accordance with the provisions of the Articles of Association.
In accordance with the stipulations, then in fiscal year 2010 onwards the Company management plans to distribute cash dividends at least 25% of Net Income After Tax including to the Shareholders.
2007 -
2006 -
DESCRIPTION Cash Dividend per Shares Percentage of Cash Dividend to Net Income
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dalam jutaan Rupiah in million Rupiah Rencana Penggunaan Dana Menurut Prospektus (Rp) Plan Use of Funds according to Prospectus (Rp)
Ekspansi Kredit terutama Kredit Konsumsi Credit Expansion particulary Consumption Credit Total
Realisasi Penggunaan Dana Menurut Prospektus (Rp) Realization Use of Funds (Rp)
Ekspansi Kredit terutama Kredit Konsumsi Credit Expansion particulary Consumption Credit Total
Sisa Dana Hasil Penawaran Umum (Rp) Remaining Funds of Public Offering
Sisa Dana Hasil Penawaran Umum (Rp) Remaining Funds of Public Offering
1. Penawaran Umum Terbatas III Rights Issue III TOTAL 9 Nov 2009
2.
3. 100.514 100.514
4.
5.
6. 98.865 98.865
7. 98.865 98.865
9. 81.115 81.115
Catatan atas biaya penawaran umum: Biaya Jasa Konsultan Hukum Biaya Jasa Akuntan Publik Biaya Jasa Penasihat Keuangan Biaya Jasa Notaris Biaya Jasa Biro Administrasi Efek
Notes to the costs of public offering: Lawyer Fees 17.83% Public Accountants Fees 13.83% Financial Advisor Fees 24.44% 3.30% Notary Fees Securities Administration Bureau Service Fee 3.00%
Catatan atas penempatan sisa dana hasil penawaran umum Notes to the placement of the remaining funds from public offering a. Tempat penyimpanan Place of Deposits : PT Bank Agroniaga Tbk (Emiten Issuer/Perseroan Company) b. Alokasi Investasi Allocation of Investment : Sertifikat Bank Indonesia (SBI) Bank Indonesia Certificates (SBI) c. Suku Bunga Interest Rate : 6,10% d. Hubungan Afiliasi Affiliate Relations :: 1 (satu) bulan, dan akan diperpanjang sampai seluruh dana dapat terserap untuk e. Jangka Waktu Penyimpanan Deposit Period pembiayaan kredit 1 (one) month, and will be extended until all the funds can be absorbed to credit financing Jakarta, 13 Januari 2011 PT Bank Agroniaga Tbk
Kemas M. Arief
Caretaker Direktur Utama Caretaker President Director
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Perseroan sepenuhnya memahami pentingnya menanamkan budaya kesadaran risiko dan pengendalian lingkungan yang kokoh di dalam dan di seluruh tingkatan perusahaan.
The Company fully recognizes the importance of embedding a risk awareness culture and a strong control environment within and also across all levels.
Tata kelola perusahaan adalah sistem dimana perusahaan diarahkan dan dikelola. Hal ini mempengaruhi bagaimana tujuan perusahaan ditetapkan dan dicapai, bagaimana risiko dipantau dan dikaji, dan bagaimana kinerja dioptimalkan. Tata kelola perusahaan yang baik di industri perbankan semakin penting karena meningkatnya risiko dan tantangan yang dihadapi oleh industri perbankan. Dalam setiap keputusan bisnis memiliki unsur ketidakpastian dan membawa risiko, tetapi hal tersebut dapat dikelola melalui pengawasan yang efektif dan pengendalian internal. Perseroan sepenuhnya memahami pentingnya menanamkan budaya kesadaran risiko dan pengendalian lingkungan yang kokoh di dalam dan di seluruh tingkatan perusahaan. Sebagai institusi yang bergerak di bidang perbankan, dalam melakukan implementasi tata kelola perusahaan, Perseroan berpedoman pada Peraturan Bank Indonesia No. 8/4/PBI/2006 dan No. 8/14/PBI/2006 tentang Perubahan atas PBI no 8/4/PBI/2006 tentang Pelaksanaan Good Corporate Governance bagi bank Umum dan Peraturan Badan Pengawas Pasar Modal Lembaga Keuangan. Oleh karena itu, Perseroan senantiasa mengembangkan struktur yang kondusif bagi praktik tata kelola Bank sesuai dengan prinsip keterbukaan (transparency), akuntabilitas (accountability), pertanggungjawaban (responsibility), independensi (independency), dan keadilan (fairness). Berdasarkan pedoman pelaksanaan tata kelola perusahaan yang baik, berikut ini kami sampaikan Laporan Pelaksanaan Tata Kelola Perusahaan di PT Bank Agroniaga Tbk di tahun 2010. Corporate governance is the system by which companies are directed and managed. It influences how the companys purpose are set and achieved, how risk is monitored and assessed, and how performance is optimized. Good corporate governance in the banking industry is becoming more important due to the increasing risks and challenges faced by the banking industry. Every business decision has an uncertainty element and carries a risk, however that can be managed through effective oversight and internal control. The Company fully recognizes the importance of embedding a risk awareness culture and a strong control environment within and also across all levels. In the course of implementing corporate governance, as a bank, the Company to Bank Indonesia Regulations Number 8/4/PBI/2006 concerning the Implementation of Good Corporate Governance for Commercial Banks, which was amended through Bank Indonesia Regulation Number 8/14/PBI/2006 concerning Amendments to Bank Indonesia Regulation Number 8/4/PBI/2006, on the Implementation of Good Corporate Governance for Commercial Banks and Regulation of Indonesia Capital Market and Financial Institutions Supervisory Agency. Thus, the Company develops a conducive structure for Banking governance practice in accordance with principles of transparency, accountability, responsibility, independency and fairness values. On the basis of the good corporate governance guidelines, we hereby convey the report of Good Corporate Governance in PT Bank Agroniaga Tbk in 2010.
Annual Report 2010 PT Bank Agroniaga Tbk
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Dewan Komisaris
Dewan Komisaris terdiri dari 3 (tiga) orang, yaitu 1 (satu) orang Komisaris Utama dan 2 (dua) orang Komisaris Independen atau 66% dari jumlah Komisaris. Namun, salah satu Komisaris Independen mengundurkan diri dan diterima dalam RUPS Perseroan pada tanggal 24 November 2010 sehingga pada akhir tahun anggota Dewan Komisaris perseroan terdiri dari 2 (dua) orang yang terdiri dari Komisaris Utama dan Komisaris Independen.
Board of Commissioners
The Board of Commissioners comprised of 3 (three) members i.e., 1 (one) President Commissioner and 2 (two) Independent Commissioners or 66% of the members of the Board of Commissioners. Adversely, one of Independent Commissioners resigned and had been approved by the Companys GMS on November 24, 2010. Thus, composition of the Board of Commissioners by end of the year 2010 is comprised of 2 members, including President Commissioner and Independent Commissioner. Overall, the Board of Commissioners has performed the oversight functions within the Bank operations, including supervising the Directors performance, providing advice, directing, monitoring and evaluating the implementation of the Banks strategic policies. During 2010 the Board of Commissioners held 11 joint meetings with the Directors. The Commissioners were nominated by the Remuneration Committee and appointed through the Annual General Meeting of Shareholders (AGMS) for a three-year term of office and shall be dismissed by the Shareholders through the GMS. In 2010, total remuneration of the Board of Commissioner amounted to Rp1,555,375,000 lower than 2009 due to one commissioners resignation. The Board of Commissioners was assisted by Audit Committee, Risk Management Monitoring Committee and Remuneration and Nomination Committee. Duties and Authorities the Board of Commissioners Duties of the Board of Commissioners 1. To supervise oversight dealing with the Companys policies and management conducted by the Directors and to provide advice on the Companys development plan, business plan and budget (annual, three-year, and five-year plans) as the implementation of the Articles of Association and the General Meeting of Shareholders Resolutions and the prevailing law 2. To perform authorities and responsibilities according to the stipulation of the Articles of Association, and the prevailing law for the Companys goals and interests To analyze, examine, and review the Company annual report
Secara garis besar Dewan Komisaris telah melaksanakan fungsi pengawasan terhadap operasional Bank, termasuk melaksanakan pengawasan terhadap pelaksanaan tugas dan tanggung jawab Direksi, serta memberikan nasihat kepada Direksi, mengarahkan, memantau, dan mengevaluasi pelaksanaan kebijakan strategis Bank. Selama tahun 2010 Dewan Komisaris mengadakan 11 kali pertemuan bersama Direksi. Komisaris dinominasikan oleh Komite Remunerasi dan Nominasi untuk selanjutnya dipilih melalui Rapat Umum Pemegang Saham Tahunan (RUPST) untuk masa jabatan 3 tahun dan para Pemegang Saham berhak untuk memberhentikan sewaktu-waktu melalui RUPS. Pada tahun 2010, total remunerasi Dewan Komisaris sebesar Rp1.555.375.000 menurun dibandingkan dengan tahun 2009 karena terdapat satu orang komisaris yang mengundurkan diri. Dalam melaksanakan tugasnya Dewan Komisaris dibantu oleh Komite Audit, Komite Pemantau Manajemen Risiko serta Komite Remunerasi dan Nominasi. Tugas dan Wewenang Dewan Komisaris Dewan Komisaris memiliki tugas sebagai berikut : 1. Melakukan pengawasan terhadap kebijakan dan pengurusan Perseroan yang dilakukan oleh Direksi serta memberikan nasehat mengenai rencana pengembangan, rencana kerja dan anggaran Perseroan (tahunan, tiga tahunan dan lima tahunan), sebagai pelaksanaan ketentuan Anggaran Dasar dan keputusan Rapat Umum Pemegang Saham serta peraturan perundang-undangan yang berlaku 2. Melakukan tugas wewenang dan tanggung jawab sesuai dengan ketentuan Anggaran Dasar, keputusan Rapat Umum Pemegang Saham serta Peraturan Perundangundangan yang berlaku untuk kepentingan Perseroan dan sesuai dengan maksud dan tujuan Perseroan 3. Meneliti, menguji dan menelaah Laporan Tahunan Perseroan Dewan Komisaris memiliki wewenang sebagai berikut: 1. Mengesahkan rencana pengembangan serta rencana kerja dan Anggaran Dasar Perseroan 2. Mengawasi pelaksanaan kegiatan operasional dan memberikan nasihat mengenai langkah perbaikan yang seharusnya ditempuh dan melakukan evaluasi atas kinerja perusahaan
3.
Authorities of the Board of Commissioners: 1. To ratify the Companys development plan, business plan and Articles of Association 2. To monitor operational activities and provide advice on improvement actions and to evaluate the companys performance
Annual Report 2010 PT Bank Agroniaga Tbk
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5.
To perform the other supervision functions stated by the General Meeting of Shareholders The members of the Board of Commissioners, either collectively or individually at any time in the Companys working hours, is entitled to enter the building and yard or other place used or controlled by the Company and is entitled to review all books, letters and other evidence, review and compare the cash flow, etc. and entitled to recognize all matters regarding to the performance of the Directors. If necessary, the Board of Commissioners is entitled to propose the Companys budget to ask for an expert assistance in conducting the reviews.
Direksi
Direksi Bank Agro saat ini terdiri dari tiga orang, yaitu Caretaker Direktur Utama merangkap Direktur Marketing, Direktur Operasi dan Direktur Kepatuhan. Direksi dinominasikan oleh Komite Remunerasi kemudian diangkat dalam Rapat Umum Pemegang Saham Tahunan untuk masa kerja 4 tahun dan Pemegang Saham berhak untuk memberhentikan melalui RUPS. Pada tahun 2010, total remunerasi Direksi sebesar Rp3.010.834.021. Direksi mengemban amanah untuk menjalankan pengelolaan Bank Agro seperti menyusun dan melaksanakan Rencana Bisnis Bank, termasuk menindaklanjuti temuan audit dan rekomendasi dari satuan kerja audit intern Bank, auditor eksternal, hasil pengawasan Bank Indonesia dan/atau hasil pengawasan otoritas lain, mengungkapkan kepada pegawai kebijakan Bank yang bersifat strategis di bidang kepegawaian, menyediakan data dan informasi yang akurat, relevan dan tepat waktu kepada Dewan Komisaris, serta mengelola reputasi Bank. Tugas dan Wewenang Direksi 1. Mengurus, mengelola dan memimpin jalannya Perseroan serta memelihara dan mengembangkan harta kekayaan Perseroan sesuai dengan tujuan Perseroan 2. Menjalankan tugas sesuai Anggaran Dasar Perseroan dan peraturan perundang-undangan yang berlaku dengan itikad baik dan penuh tanggung jawab 3. Mewakili Perseroan di dalam dan di luar Pengadilan tentang segala hal dan kejadian, antara Perseroan dengan pihak lain dan pihak lain dengan Perseroan, serta menjalankan segala tindakan, baik mengenai kepengurusan maupun kepemilikan, dengan pembatasan tugas sebagai berikut: a. Mengambil bagian baik sebagian atas seluruhnya atau ikut serta dalam perusahaan atau dalam badan-badan lain atau menyelenggarakan perusahaan baru yang tidak dalam rangka penyelamatan piutang, sesuai dengan ketentuan yang berlaku. b. Melepaskan sebagian atau seluruh penyertaan Perseroan dalam perusahaan atau badan lain, membubarkan atau melikuidasi perusahaan atau badan lain dimana Perseroan memiliki penyertaan. c. Mengadakan kerjasama dengan badan usaha atau pihak lain, dalam bentuk kerjasama operasi, kontrak manajemen, kerjasama lisensi Bangunan Guna Serah (Built Operate and Transfer /BOT), Bangunan Guna Milik (Built Operate and Own/BOO) dan perjanjian-perjanjian lain yang mempunyai sifat yang sama yang berlaku untuk jangka waktu lebih dari 3 (tiga) tahun atau perpanjangannya mengakibatkan jangka waktu lebih dari 3 (tiga) tahun. Adapun perbuatan untuk tidak menagih kembali, mengalihkan dan melepaskan hak atas: a. Piutang pokok macet dalam rangka restrukturisasi kredit; dan/atau
Laporan Tahunan 2010 PT Bank Agroniaga Tbk
Directors
The Companys Directors comprised of three members i.e, Caretaker President Director (serving concurrently as Director of Marketing), Director of Operations and Director of Compliance. The Directors were nominated by the Remuneration Committee and appointed in the Annual General Meeting of Shareholders for four-year term of office and shall be dismissed by the Shareholders through the GMS. In 2010, total Remuneration of the Directors amounted to Rp 3,010,834,021. The Directors is responsible for the management of the Company such as organizing and conducting the Banks Business Plan including following up on audit findings and recommendations of the Banks internal audit unit, external auditors, the results of Bank Indonesia supervision and/or other supervisory authorities, disclosing the Bank strategic policies on employment, providing accurate, relevant and on time data information to the Board of Commissioners, as well as maintaining the Bank reputation. Duties and Authorities of the Directors 1. To run, manage and direct the Company as well as maintain and develop the Companys assets according the Companys goal 2. To perform duties according to Company Articles of Association and prevailing law with goodwill and responsibility 3. To represent the Company inside and outside the court regarding any matters and events, between the Company and other parties, or vice versa, also to conduct any actions, dealing with management or ownership, with following limited duties: a. To take part in part of the whole or participate in Companies or in other agencies or to organize a new company which is not aimed for debt settlement, in accordance with prevailing stipulation. b. To release some or entire participation of the corporation in the company or other parties, to dismiss or liquidate the company or other parties where the investment in stock included. c. To cooperate with corporation or other parties, include joint operation, management contract, Built Operate and Transfer (BOT) license, Built Operate and Own (BOO) and other agreements with maturity period longer than 3 (three) years or extentions of terms exceeded (three) years. The Directors must seek prior approval in case the letters were signed by the Board of Commissioners. Any activity dealing with claim back, transfer and release the rights of: a. Non performing loans in term of loans restructuring; and/or
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5.
7.
8.
9.
10. Based on Articles of Association, all duties and authorities delegated to the President Director are also valid for other member of Directors. In conducting their tasks, the Directors establish executive committees, including Credit Committee, Credit Policy Committee, Risk Management Committee and Asset sand Liabilities Committee/ ALCO to support the right decision making for the management. In accordance with Regulation of Bank Indonesia, the Company delegates one of Directors to be Director of Compliance who provides compliance activities report to the Board of Commissioners, President Director and Bank Indonesia. To maintain the independency, Director of Compliance does not in charge with banking operation acivities such as credit performance, third party funds, activities of treasury, finance and audit. Following the Board of Commissioners and Directors meetings throughout 2010:
Annual Report 2010 PT Bank Agroniaga Tbk
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*) Berlaku efektif setelah mendapatkan persetujuan Bank Indonesia, namun demikian pada tanggal 24 November 2010 yang bersangkutan mengundurkan diri sebelum efektif sebagai Komisaris Perseroan.
*) Become effective upon approval of Bank Indonesia, however on 24 November 2010 which concerned resigned before effectively on duty as Commissioner.
Pelatihan untuk Direksi Untuk meningkatkan kompetensi dan mendukung pelaksanaan tugas Direksi Perseroan, para anggota Direksi ikut serta dalam berbagai program pelatihan, lokakarya, konferensi, seminar pada tahun 2010, seperti: Nama Name Lisa Andani Wardhana, Direktur Kepatuhan & Manajemen Risiko Director of Complience & Risk Management Pelatihan Pelatihan
Trainings for Directors To enhance the Directors competency and support the task implementation the member of Directors took part in a series of programs covering training, workshop, conference, seminar, in 2010 as follows: Waktu Time
Seminar: FKDP prinsip kehati-hatian, Manajemen Risiko, serta Transparansi guna menghadapi Tantangan dan Inovasi Globalisasi Seminar: FKDP prudent banking principle, Risk Management, and also Transparency towards Globalization Challenges and Innovation Seminar: FKDP prinsip kehati-hatian, Manajemen Risiko, serta Transparansi guna menghadapi Tantangan dan Inovasi Globalisasi Seminar: FKDP prudent banking principle, Risk Management, and also Transparency towards Globalization Challenges and Innovation Seminar: Transformasi fungsi kepatuhan guna peningkatan kesehatan Bank yang berkelanjutan Seminar: Transformation on compliance functions to enhance the sustainable sound bank Seminar: OJK solusi atau simalakama bagi perbankan Indonesia Seminar: OJK solution or Indonesia Banking dilemma. Seminar: meperkuat manajemen bank dalam rangka mewujudkan sistem perbankan yang sehat Seminar: strengthening bank management in term of the sound banking system
Maret 2010
April 2010
Agustus 2010
Agustus 2010
November 2010
Kemas M. Arief, Caretaker Direktur Utama / Direktur Marketing Caretaker President Director / Marketing Director Sjahfiri Gaffar, Direktur Operasi Operation Director
Seminar: Perang kurs dan dampaknya pada arus modal, suku bunga, perekonomian Indonesia 2011 Seminar: Currency wars and its impacts on capital inflow, interest rate, Indonesian economic in 2011 Seminar: Perang kurs dan dampaknya pada arus modal, suku bunga, perekonomian Indonesia 2011 Seminar: Currency wars and its impacts on capital inflow, interest rate, Indonesian economic in 2011
Desember 2010
Desember 2010
Komite Audit
Struktur dan Independensi Komposisi, kualifikasi, dan independensi Komite Audit sesuai dengan ketentuan Bank Indonesia dan peraturan Bapepam-LK. Komite Audit terdiri dari tiga orang dan diketuai oleh seorang Komisaris Independen dengan dua orang anggota dari pihak independen yang memiliki keahlian dalam bidang keuangan dan perbankan.
Audit Committee
Structure and Independence Composition, qualification, and independence of the Audit Committee based on Regulation of Bank Indonesia and Indonesia Capital Market and Financial Institution Supervisory Agency. Audit Committee comprised of three members and chaired by an Independent Commissioner and assisted by two members of independent party with finance and banking expertise.
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3.
Tugas dan Tanggung Jawab Komite Audit Memantau dan mengevaluasi perencanaan dan pelaksanaan audit. Memantau tindak lanjut hasil audit. Menilai tingkat kecukupan pengendalian internal termasuk proses pelaporan keuangan. Kehadiran dan Frekuensi Rapat Selama tahun 2010, Komite Audit mengadakan 20 kali pertemuan, baik internal maupun dengan pihak eksternal. Tabel berikut menunjukkan jumlah rapat Komite Audit selama tahun 2010 dan kehadiran masing-masing anggota: Nama Name Kehadiran Presence Bachri Ansjori 4
Attendance and Frequency of Meeting Throughout 2010, the Audit Committee held 20 meetings, both internally and externally. Number of Audit Committee meetings and members attendance are as follows: Vita Silvira 20 Setiawan Kriswanto 20
ttd
Bachri Ansjori
Ketua Chairman
Vita Silvira
Anggota (Pihak Independen) Member (Independen Party)
Setiawan Kriswanto
Anggota (Pihak Independen) Member (Independen Party)
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Lilis Sujanarto 7
Adrian Rusmana 5
Pada tahun 2010, Komite Pemantau Risiko Perseroan telah melakukan aktivitas sebagai berikut: Memberikan masukan kepada Dewan Komisaris untuk fokus pengawasan Manajemen Risiko Tahun 2010. Mengadakan rapat dengan Direktur Kepatuhan dan Satuan Kerja Manajemen Risiko untuk membahas Mekanisme Kerja antara Komite Pemantau Risiko, Dewan Komisaris, Direktur Kepatuhan dan Satuan Kerja Manajemen Risiko . Mengadakan rapat dengan Direktur Kepatuhan dan Satuan Kerja Manajemen Risiko untuk memantau Governance Structure dan Gap Analysis Risk Management. Mengadakan rapat dengan satuan kerja Manajemen Risiko untuk memantau pengelolaan risiko dan status kesehatan Bank dan memberikan masukan kepada Dewan Komisaris tentang isu signifikan di Perseroan atau merekomendasikan perubahan kebijakan dan jika diperlukan meminta persetujuan Dewan Komisaris Perseroan. Mengadakan rapat dengan Komite Audit Perseroan untuk meninjau temuan signifikan terkait risiko dan pelaksanaan kebijakan risiko di Perseroan. Mengadakan rapat secara berkala dengan satuan kerja terkait untuk memantau aspek risiko likuiditas dan risiko pasar (suku bunga) Perseroan. Mengadakan rapat dengan satuan kerja terkait untuk membahas dampak penerapan kebijakan PSAK 50-55 terhadap pengelolaan risiko di Perseroan.
In 2010, Agro Bank Risk Monitoring Committee has conducted the following activities: To provide recommendation to the Board of Commissioners concerning Risk Management oversight focus in 2010. To convene meeting with the Director of Compliance and Risk Management Team to discuss the Working Mechanism among Risk Monitoring Committee, Board of Commissioners, Director of Compliance, and Risk Management Team. To convene meeting with the Director of Compliance and Risk Management Team to monitor the Governance Structure and Risk Management Gap Analysis. To convene meeting with the Risk Management Unit to monitor the Banks risk management and health status and also to provide recommendation on significant issues in the Company to the Board of Commissioners or changes in policy and, if necessary, seeking for the approval of the Board of Commissioners. To convene meeting with the Audit Committee to review significant findings related to the risk and the implementation of risk policy in the Company. To convene regular meeting with related work unit to monitor the aspect of liquidity risk and market risk (interest rate). To convene meeting with related group to discuss the impacts of SFAS 50-55 policy implementation to risk management.
Joseph Siswanto
Ketua (Komisaris Independen) Chairman (Independent Commissioner)
Lilis Sujanarto
Anggota (Pihak Independen) Member (Independent Party)
Adrian Rusmana
Anggota (Pihak Independen) Member (Independent Party)
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Joseph Siswanto 6
Roswita Nilakurnia 6
Komite Pemantau Risiko (KPR) Bank Agro with the following attendance:
Joseph Siswanto
Ketua Chairman
Roswita Nilakurnia
Anggota Member
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Sekretaris Perusahaan
Bank Agro menempatkan Sekretaris Perusahaan dalam struktur setingkat di bawah Direksi dan bertanggung jawab kepada Direktur Utama.
Laporan Tahunan 2010 PT Bank Agroniaga Tbk
Corporate Secretary
The Corporate Secretary is under the Directors level and is responsible to the President Director.
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However, there is no internal control system that could provide absolute guarantee, nor guarantee that structural error, false decision making, human error, loss, fraud, or other errors may not occur. The internal control system is limited to control the risks rather than to eliminate the risks. Thus the internal control system is designed to ensure Companys operation is effectively and efficiently performed, financial reports are properly made in accorance with the laws, and prevailing regulations are complied with.
At the internal control, Companys Credit and Operation policy unit has formulated operational system and procedure for each working unit established by the Board of Directors. In addition, periodic review, verification and improvements are conducted by considering internal and external business environment, including compliance with the prevailing laws and regulations. The Internal Control activities conducted by the Compliance Committee who are responsible for ensuring the implementation of all systems, policies, and internal procedures as well as the compliance with the prevailing laws, including the Regulation of Bank Indonesia, Regulation of Indonesia Capital Market and Financial Institution Supervisory Agency. Whereas the monitoring results are reported to the Director of Compliance for further improvements. In term of Risk Management, the Company established risk management committee who are responsible for the implementation of Risk Control System and ensure the Companys position remained strong, whereas the inherent risk on all of the Banks risk profile aspects covering the risks of credit, market, operational, liquidity, compliance, strategic, legal and reputation remained Low.
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Pengawasan Intern
Ruang Lingkup Kerja Satuan Kerja Audit Intern (SKAI) Melakukan evaluasi terhadap efektifitas pengelolaan risiko, kontrol internal dan proses tata kelola dalam rangka melindungi kepentingan stakeholders. Mencakup segala aspek dan unsur organisasi Bank sehingga mampu menunjang analisa yang optimal dan membantu proses pengambilan keputusan manajemen. Batas Kewenangan dan Tanggung Jawab Satuan Kerja Audit Intern (SKAI) Implementasi metodologi audit secara independen sesuai dengan standar praktis profesi internal audit. Melakukan akses tidak terbatas terhadap seluruh unit dan fungsi di Bank Agro, catatan, informasi, properti dan personal yang relevan dengan pelaksanaan audit. SKAI juga berwenang untuk melakukan klasifikasi account debitur. Memperoleh bantuan dari personel audite atau spesialis dari dalam maupun luar Bank Agro. Tanggung Jawab Satuan Kerja Audit Intern (SKAI) Menyusun dan melaksanakan Rencana Audit Tahunan. Melakukan penugasan dan hasil audit sesuai dengan kode Etik Audit Intern (Integritas, Obyektifitas, Kerahasian, Kompetensi) dan standar praktis profesi internal audit. Memberikan saran perbaikan dan informasi yang obyektif tentang kegiatan yang diperiksa pada semua tingkatan manajemen. Menyusun program untuk mengevaluasi mutu kegiatan audit internal yang dilakukannya dan melakukan pemeriksaan khusus apabila diperlukan.
Internal Control
Scope of Work of Internal Audit Group To evaluate the effectiveness of risk management, internal control and corporate governance processes to protect the interests of stakeholders. To cover all organizational aspects and elements in order to support optimal analysis and assist the process of decisionmaking by the management. Authorities and Responsibilities of the Internal Audit To implement audit methodology independently in accordance with practical standards of internal audit. To have unlimited access to all units and functions at the Company, as well as record, information, and property related to the audit implementation. In addition, Internal Audit has an authority to clasify debtors accounts. To obtain assistance from personel auditee or both internal and external specialist.
Responsibilities of the Internal Audit Group To develop and conduct annual audit plan. To accomplish the assignment and audit results in accordance with Internal Audit Code of Conduct (Integrity, Objectivity, Confidentiality, Competence) and practical standards of internal audit. To provide suggestions for improvement and objective information related to the audited activities at all management levels. To develop program to evaluate the quality of internal audit activities and if necessary, performing special review. Internal Audit Working Unit is responsible for implementing internal controls of the Company. Internal Audit Working Unit consistently performed the audit and organizational development according to the Company needs, in line with strategic corporate plan and the Internal Audit Working Unit (2007-2010) which have been prepared and approved by the previous Management. In term of on-site visit, the Annual Audit Plan is conducted for all audited objects or units based on risks analysis. Annual Audit Plan must seek for Managements approval.
Satuan Kerja Audit Internal bertanggung jawab atas pelaksanaan pengawasan internal Perseroan. Satuan Kerja Audit Intern (SKAI) menjalankan pelaksanaan audit dan pengembangan organisasi secara konsisten sesuai kebutuhan Bank Agro, sejalan dengan rencana strategis perusahaan dan SKAI (2007-2010) yang telah disusun dan disetujui oleh Manajemen sebelumnya. Untuk kunjungan pemeriksaan (on-site), jadwal pemeriksaan tahunan (Annual Audit Plan) berdasarkan analisa risiko terhadap seluruh objek atau unit yang perlu diaudit dibuat dengan skala prioritas berdasarkan risiko. Jadwal pemeriksaan tahunan ini membutuhkan persetujuan Manajemen. Selain kunjungan pemeriksaan (on-site) dilakukan juga pemantauan aspek-aspek penting lainnya (off-site) termasuk pemantauan atas tindaklanjut temuan SKAI. Sampai dengan akhir 2010 hampir semua pemeriksaan yang dijadwalkan, termasuk beberapa pemeriksaan khusus, telah selesai dilaksanakan. Sisanya masih dalam tahap pembuatan laporan. Pada tahun 2010, untuk memperkuat tim Audit dalam bidangbidang tertentu dilakukan beberapa mutasi sumber daya manusia, perbaikan administrasi audit dan pelatihan yang sesuai seperti Manajemen Risiko, Agro Business, sertifikasi BSMR, fraud detection and prevention, Credit Risk Rating, PSAK 50/55 dan lain-lain yang relevan.
In addition to on-site audit, there are also other aspects monitoring (off-site) including monitoring further findings of Internal Audit Unit. By the end of 2010, most of scheduled audits have been fully exercised. The rest are still in process of reporting.
In 2010, the Company held several mutations on human resources, audit administrative improvement and appropriate training such as Risk Management, Agro Business, BSMR certification, fraud detection and prevention, Credit Risk Rating, PSAK 50/55 and other relevant parties to strengthen the audit team in certain fields.
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Risk Control System aims to ensure the achievement of strong position by considering 4 (four) key components as follows: An active control by the Board of Commissioners and Directors. Adequacy of policy, procedure and limit determination. The process of identification, measurement, monitoring, and risk management information system. 4. Internal control in the implementation of risk management. In implementing Companys risk management, several aspects contained in the Companys risk profile covering: Credit Risk Management Credit risk management and control are carried out by: a. Controlling the risk, by performing exposure limits and improvement actions to minimize the potential loss. b. c. Applying four eyes principles in the process of lending. Implementing Early Warning System (EWS) as one of monitoring credit through early detection of potential default debtor (default). 1. 2. 3.
Market & Liquidity Risk Management Market risk measurement is performed through risk driver analysis i.e., interest rates and exchange rates. Market risk management and control were conducted by monitoring the gap position and net foreign exchange position. Operational Risk Management Management and control of operational risks is intended to raise awareness of every employee, including limit and transaction authorities and office activities. a. Knowledge on operational procedures emphasizing on high risk and high volume areas. b. Knowledge on features and risks of existing products. c. Understanding on KYC aspects.
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Strategic Risk Management The management and control on strategic risks is implemented through strategic plan and business plan. It is aimed to monitor the realization compared to the projection and ensure that the risks are still within the tolerance range. Legal Risk Management Law risk control and management is performed through: a. Regular observation of contracts and agreements between Bank and other parties. b. Sustainable development of compliance culture and law risk concerns to all employees at every level of the Company Reputation Risk Management Reputation risk driven by negative publicity related to the bank activities or negative perceptions towards the bank. Management and Control on Reputation Risks overcomes the customer complaints and lawsuit that may increase the reputation risk exposure.
Perseroan sebagai institusi bisnis merupakan bagian yang tak terpisahkan dari masyarakat sekitar, oleh karenanya Bank Agro berpartisipasi dalam pelayanan pengembangan komunitas.
The Company as a business institution is an integral part of its surrounding community. That is why community service has been Bank Agro way of business.
Laporan Tahunan 2010 PT Bank Agroniaga Tbk
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Perlindungan Nasabah
Perseroan memberikan perhatian besar terhadap kepentingan nasabah dengan mengembangkan struktur perlindungan nasabah sesuai dengan arahan Peraturan Bank Indonesia No. 7/6/PBI/2005 tentang transparansi informasi produk bank dan penggunaan data pribadi nasabah, Peraturan Bank Indonesia No. 10/ 10 /PBI/2008 tentang perubahan atas Peraturan Bank Indonesia No. 7/7/PBI/2005 tentang penyelesaian pengaduan nasabah, dan Peraturan Bank Indonesia No. 10/ 1 /PBIs/2008 tentang perubahan atas Peraturan Bank Indonesia No. 8/5/PBI/2006 tentang Mediasi Perbankan. Hal ini dilaksanakan dengan penerapan prinsip transparansi informasi produk hingga pembentukan struktur penanganan dan penyelesaian pengaduan nasabah sampai ke tingkat mediasi perbankan. Tranparansi produk perbankan dilakukan dengan menyediakan informasi tertulis secara lengkap dan jelas mengenai karakteristik setiap produk meliputi: Manfaat dan risiko yang melekat pada Produk; Persyaratan dan tata cara penggunaan Produk dan Biaya-biaya yang melekat pada Produk Bank. Selain itu, Perseoan juga aktif dalam program edukasi perbankan yang dilakukan oleh perbankan nasional. Penanganan dan Penyelesaian Pengaduan nasabah selama tahun 2010 telah ditangani dan diselesaikan secara tepat waktu, dimana Perseroan menetapkan prosedur bahwa semua pengaduan nasabah harus diselesaikan paling lama 20 hari dengan masa perpanjangan 20 hari. Adapun pengaduan nasabah yang diterima selama tahun 2010 sebanyak 1.603 pengaduan dan seluruhnya dapat diselesaikan dalam batas waktu 20 hari. Selain itu, sepanjang tahun 2010 tidak terdapat pengaduan nasabah yang diselesaikan melalui intitusi media perbankan.
Customer Protection
The Company pays great attention to customer interests by establishing structure of customer protection in accordance with Bank Indonesia Regulation No. 7/6/PBI/2005 on Information Transparency of Bank Products and Use of Customers Personal Data, Bank Indonesia Regulation No. 10 / 10 / PBI/2008 on Amendment of Bank Indonesia Regulation No. 7/7/PBI/2005 on Settlement of Customer Complaints, and Bank Indonesia Regulation No. 10 / 1 / PBIs/2008 on Amendment of Bank Indonesia Regulation No. 8/5/PBI/2006 on Banking Mediation. These are implemented through principles transparency of product information, structure of handling and settlement of customer complaints up to banking mediation level. Transparency of banking products is implemented by providing complete and clear written information on each product characteristics includes: Products benefits and risks; requirements and mechanism of Product procedure and costs of Bank Products. Furthermore, Bank Agro also actively involves in banking education programs conducted by national banks. Handling and Settlement of Customers Complaints in 2010 have been properly managed and completed in a timely manner, which the Company states that all customer complaints procedure must be completed no later than 20 days with 20 day extended period. While during 2010 the Company handled 1,603 customer complaints and completed it within 20 days. There were also no customer complaints completed in the institution of media banking throughout the year.
Pengembangan Komunitas
Perseroan sebagai institusi bisnis juga merupakan bagian yang tak terpisahkan dari masyarakat sekitar. Dalam hal pengembangan komunitas, Perseroan menitikberatkan dukungan terhadap kegiatan masyarakat sekitar yang sudah ada. Hal ini berdasarkan pertimbangan bahwa pelaksana di lapangan merupakan pihak yang mempunyai kompetensi dan profesionalisme dalam pengembangan waran. Pada tahun 2010 Perseroan membentuk wadah aktivitas pengembangan komunitas dengan mengikutsertakan karyawan Perseroan baik sebagai donatur maupun sebagai relawan dengan nama Perseroan Peduli, dengan kegiatan pertama bakti sosial untuk korban bencana alam letusan Gunung Merapi pada Oktober 2010. Selain itu juga dikembangkan kepedulian terhadap masyarakat sekitar kantor pelayanan seperti partisipasi dalam kegiatan Qurban pada Idhul Adha, bantuan untuk pembangunan tempat ibadah, bantuan untuk rumah singgah anak jalanan dan lainnya. Total biaya yang dikeluarkan dalam kegiatan pengembangan komunitas selama tahun 2010 adalah Rp25.500.000
Community Development
Company as a business entity is also inseparable part of its surrounding community. In terms of community development, the Company focused on its support to current activities of the surrounding community. The Company consideres those who directly involve in the activities have competency and professionalism in warrants development. In 2010 under Perseroan Peduli (The Company Care), the Company established community development program which involved the Companys employees either as donors or volunteers. First activity was social service for the victims of eruption of Mount Merapi in October 2010. The Company also entered into social activities for surrounding community near its service offices e.g., festival of sacrifice (Eid-Ul Adha), construction of worship place, aid of shelters for street children. In 2010, the Company allocated Rp25,500,000 for community development.
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PERTANGGUNGJAWABAN ATAS LAPORAN TAHUNAN 2010 RESPONSIBILITY FOR 2010 FINANCIAL REPORTING
Roswita Nilakurnia
Komisaris Utama President Commissioner
Joseph Siswanto
Komisaris Independen Independent Commissioner
Kemas M. Arief
Caretaker Direktur Utama Caretaker President Director
Lisa A. Wardhana
Direktur Kepatuhan dan Manajemen Risiko Director of Compliance and Risk Management
Sjahfiri Gaffar
Direktur Operasi Director of Operations