Bank Danamon - Annual Report 2014 PDF

2014
PT Bank Danamon Indonesia, Tbk.
Annual Report
Managing Challenges, Transforming for
Sustainability
Annual Report 2014
Sustainability
Annual Report
Menara Bank Danamon

Jl. Prof. Dr. Satrio Kav. E-IV No. 6
Mega Kuningan, Jakarta 12950, Indonesia
Tel. 62 21 5799 1001-03
Fax. 62 21 5799 1160-61
www.danamon.co.id
2014
Cover Photo
Cabe-cabean
Ifdhal Zulwasni - IT User Touchpoint, BDI Achmad Yani Banjarmasin
Finalist - Traditional Market Photography Competition
Made from recycled paper processed by Danamons SME customer,

which used paper waste from Danamons operations.

Management Discussion
& Analysis
Operational Review
Corporate Governance
Corporate Social
Responsibility
Corporate Data
Financial Statements
Managing
Challenges,
Transforming for
Sustainability
Attributable to Danamons extensive network; complete
range of products and services which synergize with Adira
Finance, Adira Insurance and Adira Kredit; its prudent
and efficient approach in managing the business; and its
international standard corporate governance practices,
Danamon closed 2014 in a strong position.
Aware of the challenges ahead, Danamon has taken an
important step to transform its business model to enhance
productivity and continue striving for a stronger and
sustainable performance. Danamon is confident that its
initiatives and approach will only strengthen the Banks
readiness to grow at the appropriate time.
This Annual Report is available in Bahasa Indonesia and English.

In case of any discrepancies, the Indonesian version shall prevail.
2014 Annual Report PT Bank Danamon Indonesia, Tbk.
Highlights
Management Reports
Company Profile
Table of Contents
40
Management
Reports
06
06
14
22
25
34
40
Highlights
2014 Performance Highlights
Financial Highlights
Shares and Bonds Highlights
Securities Ratings
Significant Events
Management Reports
42 Report from the Board of

Commissioners
50 Board of Commissioners
52 Report from the Board of
Directors
62 Board of Directors
64 Report from the Syariah
Supervisory Board
66 Syariah Supervisory Boards Profile
68 2014-2015 Plan and Strategy
Discussion
70 Responsibility for Annual
Reporting
72
74
77
78
80
84
Company Profile
Danamon at a Glance
Corporate Identity
Brief History
Organization Structure
Vision, Mission and Values
PT Bank Danamon Indonesia, Tbk. 2014 Annual Report
86
88
91
96
98
100
Operational Area
Board of Commissioners Profile
Board of Directors Profile
Number of Employees
Shareholders Composition
Majority and Controlling

Shareholders
101 Share Listing Chronology
103 Other Securities Listing
Chronology
104 Subsidiaries and Affiliated
Companies
108 Corporate Group Structure
109 Capital Markets Supporting

Institutions & Professionals
111 Awards & Certifications
Management Discussion and

Analysis
118 Macroeconomic & Industry
Review
124 Business Segment Review
114
126
129
135
138
141
Micro Banking
Consumer Banking
Small & Medium Enterprise
(SME) Banking
Syariah Banking (Islamic
Banking)
Wholesale Banking
Management
Business Review
Discussion
& Analysis
Functional
OperationalBusiness
Review
Review
Business Review
Functional Business
Review
2014
Corporate
Corporate
Governance
Social
Corporate
Corporate
SocialData
ResponResponsibility
sibility
Annual Report
Corporate Governance Corporate Social Responsibility
72
114
Company
Profile
144
146
Treasury & Capital Markets

and Financial Institutions (TCM
and FI)
Transaction Banking (Trade
Finance & Cash Management)
148 Subsidiaries Business Review

148 Adira Finance
152 Adira Insurance
154 Adira Kredit
156 Marketing Strategy
162 Financial Review
163 Profit/Loss
165 Income
167 Expenses
171 Balance Sheets
180 Liabilities
181
184
185
186
187
187
188
191
191
191
Funding
Cash Flows
Solvability and Collectability
Liquidity
Management
Discussion and
Analysis
191
193
193
193
194
195
196
197
197
198
Capital
Capital Structure
Capital Policy
198
Capital Investments
Material Commitments for
Capital Expenditures
Capital Expenditures
199
Impact of Changes on Interest

Rate, Currency Values, and
Regulations to Danamons
Performance
Information on Material Increase
or Decrease from Net Sales/
Income
Information on Comparison
of Targets Established at the
Start of Financial Year and the
Realization
Material Information and Facts
Subsequent to the Date of
Accounting Report
Business Prospects
Marketing Aspect
Dividend Policy and
Appropriation of Net Income
Employee Share Ownership
Program (ESOP/MSOP)
Information on Proceeds of
Public Offering
Material Information on
Investment, Expansion,
Divestment, Business Merger/
Amalgamation, Acquisition, or
Restructuring of Debts/Capital
Material Information on
Transaction with Conflict of
Interests and/or Transaction with
Related Parties
Changes of Regulations with
Significant Impacts on the
Company
Highlights
Management Reports
Company Profile
210
Operational
Review
207
207
210
Changes of Tax Regulations in

2014
Description of Basel III
Operational Review
212 Risk Management

303 Risk Management Effectiveness
304
Evaluation
Risk Management Activities
Plan in 2014
306 Human Resources

314 Information Technology
318 Operations
324
413
422
425
426
433
435
439
327 Commitment for Good Corporate
439
442
328
451
329
331
333
Governance Implementation
Implementation Roadmap
Danamons Good Corporate
Governance Focus in 2014
Corporate Governance Policy,
Structure and Implementation
Implementation
336
344
358
385
4
403
General Meeting of
Shareholders (GMS)
Board of Commissioners
Committees Under the Board of
Commissioners
Board of Directors
452
452
453
454
454
Committees Under the Board of

Directors
Corporate Secretary
Compliance Function
Implementation of AntiMoney Laundering (AML) and
the Combating Funding for
Terrorism (CFT) Programs
Internal Audit Unit (IAU)
Company Accountant/External
Auditor
Risk Management
Provision of Funds to Related Parties
and Large Exposures
Internal Control Systems
Social Responsibility and Sustainability
Report
Legal Matters and Important Issues
Involving the Company, Its
Subsidiaries, Members of the Board of
Directors and/or Board of
Commissioners
Disclosure of Administrative Sanction By
Financial Services uthority (OJK)
Internal Fraud
Transparency of Financial and NonFinancial Performances
Shares Option
Shares Ownership Program for
Employees and/or Management
Management
Business Review
Discussion
& Analysis
Functional
OperationalBusiness
Review
Review
Business Review
Functional Business
Review
Corporate
Corporate
Governance
Social
Corporate
Corporate
SocialData
ResponResponsibility
sibility
Corporate Governance Corporate Social Responsibility
324
556
Corporate
Governance
455
455
455
456
457
457
458
459
476
481
481
484
486
489
489
Corporate Data
512
Share Buy Backs and Bank Bond Buy

Backs
Highest and Lowest Salaries Ratio
Conflict of Interests Transactions
Bank Strategic Plan
Provision of Funds for Political Activities
Companys Information Access
Investor Relations
Public Affairs
503
504
Code of Ethics
Whistleblowing System
Good Corporate Governance SelfAssessment
GCG-Related Awards
Statement of The Implementation of
Good Corporate Governance
Principles
490 Syariah Corporate Governance

491 Syariah Supervisory Board
496 Director of Syariah Business Unit
496 List of Legal Consultants and Advisors
497 Internal Fraud
497 Legal Issues
497 UUS Danamon Activities
501 Non-Halal Income and its Usage
Self-Assessment of UUS Danamon in

2014
General Conclusion
Corporate Social Responsibility
507 Yayasan Danamon Peduli

(Danamon Peduli)
510 Policy, Concept and the

Operational Framework
511 The Implementation of Corporate

Social Responsibility
Customer Service Unit

Corporate Culture
511 Social and Community

Development
523 Environmental Care Program

525 Rapid Disaster Assistance
525 Manpower and Health,
Occupational Safety
Environment (K3L)
527 Responsibility to Consumers
556
558
571
573
584
609
Corporate Data
Products and Services
Executive Leaders
Office Address
Financial Services Authority
References
Consolidated Financial
Statements
92.6
LDR was lowered significantly from

95.1% to 92.6% at the end of 2014.
Assets Rpbillion
195,709
184,237
155,791
142,292
118,392
Rp
2010 2011 2012 2013 2014
58.3
trillion
CASA growth of 10% to Rp58.3

trillion.
Customer Deposits Rpbillion
118,325
110,807
49
%
CASA to Total Customer
Deposits was 49% at end
of 2014.
91,675
88,054
80,986
2010 2011 2012 2013 2014
CoC and NPL have been

manageable at 2.8% and
2.3%. NIM was 8.4% from
9.6% a year earlier.
Rp
139 trillion
Total outstanding loans grew moderately at 3%.
Rp
69 trillion
Non-mass market loans grew at 5.2%.
Rp
11 trillion
Trade finance grew annually at 11% (cash loans).
Rp
2.6 trillion
Net profit after tax.
Highlights
Management Reports
Company Profile
Appropriation of Net Profits
1%
2013
30%
Dividend Payout
Reserve Fund
Retained Earnings
69%
Danamon maintains a 30% Payout Ratio.

Danamons 2014 Annual General Meeting of Shareholders approved
30% allocation of Net Profit for a dividend amounting to Rp1,212 billion
or equivalent to Rp126.50 per share.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Regulator
Basel II
Pillar 1
Minimum
Capital
Requirements
Pillar 2
Pillar 3
Supervisory
Review
Process
Disclosure
and
Market
Discipline
In accordance with Bank Indonesias regulation,

Danamon has implemented the 3 Pillars of Basel II.
Highlights
Danamon continues to strengthen micro

and SME banking products in order
to support growth in those segments,
particularly through synergies and
optimizing the use of branches to reach
customers and serve their various
transaction needs.
10
Management Reports
Company Profile
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Pasar Malam
Budi Santoso-Consumer Risk Management, Jakarta
Finalist-Traditional Market Photography Competition
11
Highlights
Danamon implements careful

and selective initiatives throughout
its operations in order to strengthen
the Banks balance sheet and improve
its credit quality, while also providing
sustainable growth for all stakeholders.
12
Management Reports
Company Profile
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Pesona Pasar Terapung

Saraswati Ayu Rushadi-IT System Security Operation (IT SSO) BSD, Tangerang
Third Place-Traditional Market Photography Competition
13
Highlights
Management Reports
Company Profile
Financial Highlights
2014
(In Billions of Rupiah except Share Data)
2013
2012
2011
2010
CONSOLIDATED BALANCE
SHEET
Assets
195,709
184,237
155,791
142,292
118,392
Earning Assets-gross a)
187,409
176,007
147,743
135,755
111,260
Loans-gross b)
139,057
135,383
116,583
101,859
82,658
Non Performing Loan
3,235
2,535
2,659
2,479
2,484
Marketable Securities-Gross
8,910
7,748
7,328
4,822
5,326
Government Bonds
6,605
5,598
4,063
3,947
6,138
Deposits
118,325
110,807
91,675
88,054
80,986
Total Funding c)
136,728
126,557
101,698
97,658
88,190
Total Liabilities
162,691
152,684
127,058
116,583
99,863
33,018
31,553
28,733
25,709
18,529
158
12
12
12
12
9,584,643,365
9,584,643,365
9,584,643,365
9,584,643,365
8,417,125,466
Equity and Minority Interest

Investments-Net
Number of Shares Issues
and Fully Paid (in Unit)
CONSOLIDATED INCOME STATEMENTS

Interest Income
22,991
20,131
18,858
16,882
14,418
Interest Expense
9,312
6,600
5,936
6,033
4,510
14,107
14,018
13,386
11,241
10,281
Other Operating Income
4,336
5,156
4,649
4,213
3,583
General and Administrative

Expenses
3,652
3,689
3,388
3,080
2,545
Salaries and Employees

Benefits
5,811
5,713
5,163
4,413
3,839
Allowance for Impairment

Losses
3,986
3,348
3,151
2,183
2,134
Net Operating Income
4,063
5,605
5,571
5,174
4,630
510
75
84
623
628
3,553
5,530
5,487
4,551
4,002
870
1,371
1,370
1,149
1,018
Net Income
2,683
4,159
4,117
3,402
2,984
Net Income-attributable to
parent entity
2,604
4,041
4,012
3,294
2,883
135
(83)
(35)
(76)
400
2,818
4,077
4,082
3,326
3,384
271.69
421.68
418.57
373.99
342.92
2,741
3,961
3,978
3,260
3,285
78
115
103
113
99
Net Interest and

Underwriting Income
Non-Operating Expenses-Net
Income Before Tax and
Minority Interest
Income Tax Expense
Other Comprehensive
Income/(Expense)
Total Comprehensive Income
Basic Earnings Per Share
Comprehensive incomeattributable to equity holders of
the parent entity
Comprehensive incomeattributable to non-controlling
interest
14
& Analysis
Operational Review
2014
Corporate Social
Responsibility
2013
Corporate Data
2012
2011
2010
KEY FINANCIAL RATIOS (%)

I. Capital
1. Capital Adequacy Ratio

(CAR) Consolidated d)
17.9
17.9
18.9
17.6
16.0
CAR Tier I
17.7
17.3
18.4
17.0
15.1
CAR Tier II
0.2
0.6
0.5
0.6
0.99
2. Assets to Equity
6.6
6.6
6.3
6.4
7.6
1. Non Performing Earning

Assets and Non Productive
Assets to Total Earnings
and Non Productive Assets
1.5
1.3
1.6
2.1
2.6
2. Non Performing Earning

Assets to Total Productive
Assets
1.9
1.6
2.0
2.1
2.6
3. Non Performing Loans

(NPL) to Total Loans Gross
2.3
1.9
2.4
2.5
3.0
4. Non Performing Loan

(NPL) to Total Loans-Net
1.3
1.1
0.2
0.0
0.0
5. Allowance for Impairment

Losses for Financial Assets
to Productive Assets e)
2.3
2.3
2.2
2.3
2.9
122.6
128.3
112.5
107.2
109.0
1. Return on Average Assets

(ROAA)
1.4
2.5
2.7
2.6
2.7
2. Return on Average Equity

(ROAE)
8.6
14.5
16.2
17.2
18.1
3. Debt to Assets
0.83
0.83
0.82
0.82
0.84
4. Debt to Equity
4.93
4.84
4.42
4.53
5.39
II Earning Assets
6. Loan Loss Coverage

III. Rentability
8.4
9.6
10.1
9.9
11.3
6. Cost to Income
55.7
52.6
50.8
51.8
50.1
7. Fee Income
22.4
26.7
25.7
27.7
23.9
76.61
82.86
75.0
79.3
81.1
6.4
5,2
5,1
5,9
5,5
5. Net Interest Margin (NIM)
8. Operating Expense to
Operating Income
9. Cost of Funds
15
Highlights
2014
2013
Management Reports
2012
Company Profile
2011
2010
IV. Liquidity
1. Loan to Deposit Ratio

(LDR) f)
92.6
95.1
100.7
98.3
93.8
2. CASA Ratio
49.2
48
47
41
40
V. Compliance
1. a. Percentage of Violation of Legal Lending Limit

a.1. Related Parties
0.0
0.0
0.0
0.0
0.0
a.2. Third Parties
0.0
0.0
0.0
0.0
0.0
b. Percentage of Excess of Legal Lending Limit

b.1. Related Parties
0.0
0.0
0.0
0.0
0.0
b.2. Third Parties
0.0
0.0
0.0
0.0
0.0
2. Minimum Reserve
Requirement in Rupiah g)
19.7
18.2
17.6
14.6
17.8
8.1
8.1
8.1
8.3
8.3
11.64
10.1
9.4
6.3
9.6
3. Minimum Reserve
Requirement in Foreign
Exchange
8.1
8.5
8.3
8.2
1.1
4. Net Open Position
1.1
0.6
0.5
0.5
0.6
60,618
67,727
65,338
62,266
53,402
2. Total Branches h)
2,156
2,464
2,603
2,425
2,128
3. Total ATMs
1,473
1,483
1,467
1,258
1,083
Primary
Secondary
VI. Others
1. Total Employees h)
The figures are derived from consolidated financial statements 2014, 2013 and 2012 audited by Public Accounting Firm
Purwantono, Suherman & Surja (a member firm of Ernst & Young Limited) and 2011 and 2010 audited by Public Accounting
Firm Siddharta & Widjaja (a member firm of KPMG International).
*) The consolidated financial statements as of December 31, 2011 and 2010 and for the years then ended had been restated in relation to the first time adoption of
SFAS 62, SFAS 28 (R2012), and SFAS 36 (2012).
Notes
a) Including loans, receivables from consumer financing of Adira Finance and Adira Kredit, lease receivables from Adira
Finance, current account with BI and other banks, placements with BI and other banks, marketable securities, derivative
receivables.
b) Including receivables from consumer financing of Adira Finance and Adira Kredit
c) Including customer time deposits, time deposits from other banks and long term funding (>1 year maturity).
d) Minimum consolidated Capital Adequacy after credit risk, market risk and amortization of subordinate payables in 2008
and 2009. Minimum consolidated Capital Adequacy after credit risk, market risk and amortization of subordinate payables
in 2010. Minimum consolidated Capital Adequacy after credit risk, market risk and amortization of subordinate payables
in 2011 and 2012.
e) Loan Loss Provision of financial assets against productive assets started in 2010 following the implementation of PSAK 50
and 55 (R2006)
f) Excluding time deposits from other banks.
g) Based on BI regulation No. 15/15/PBI/2008 dated 24 December 2013 regarding Minimum Statutory Reserve (GWM)
with Bank Indonesia in Rupiah and foreign currencies for conventional banks, effective 31 December 2014, primary GWM
in Rupiah is set at 8% of third party funds in Rupiah and secondary GWM at 4% of third party funds in Rupiah. GWM in
foreign currencies is st at 8% of third party funds in foreign currencies.
h) Including Adira Finance, Adira Kredit and Adira Insurance.
16
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
CASA Ratio to TPF
Rp billion
5,174
5,571 5,605
47
40
4,063
4,630
2010 2011 2012 2013 2014
41
48
49
2010 2011 2012 2013 2014
Assets
Rp billion
195,709
184,237
155,791
142,292
118,392
2010 2011 2012 2013 2014
Gross NPL
Net Profit After Tax
Rp billion
4,117 4,159
3.0
2.5
2.3
2.4
1.9
2010 2011 2012 2013 2014
3,402
2,984
2,683
2010 2011 2012 2013 2014
17
Highlights
Management Reports
Loans
Customer Deposits
Rp billion
Rp billion
139,057
Company Profile
118,325
135,383
116,583
110,807
91,675
101,859
88,054
80,986
82,658
2010 2011 2012 2013 2014
2010 2011 2012 2013 2014
ROAA
ROAE
2.7
2.6
2.7
18.1
2.5
17.2
16.2
14.5
1.4
8.6
2010 2011 2012 2013 2014
2010 2011 2012 2013 2014
NIM
%
11.3
9.9
10.1
9.6
8.4
2010 2011 2012 2013 2014
18
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
SOURCES AND UTILIZATION OF ZIS FUNDS

(In million Rupiah)
NO. DESCRIPTION
1. Source of ZIS Funds
a. Zakat from bank
b. Zakat from parties other bank
c. Infaq and Shadaqah
Total ZIS Funds
2. Utilization of ZIS Funds
2.1. Distributed through other party/institution
a. Dompet Dhuafa Republika
b. Baitul Maal Hidayatullah
c. Baitul Maal Muamalat
d. Bamuis BNI
e. Dompet Peduli Ummat Daarut Tauhid
f. LAZIS Dewan Dawah Islamiyah
Indonesia
g. LAZIS Muhammadiyah
h. LAZNAS BMT
i. LAZNAS BSM Ummat
j. LAZNAS Persis
k. Pos Keadilan Peduli Ummat
l. Rumah Zakat Indonesia
m. Amanah Takaful Institution
n. Baitul Maal BRI Institution
o. Dana Sosial Al Falah Institution
p. Others
2.2. Directly Distributed
Total Utilization of ZIS Funds
3. Increase (Decrease) on Utilization of ZIS Funds
4. ZIS funds at the beginning of the year
5. ZIS funds at the end of the year
SOURCES AND UTILIZATION OF QARDH FUNDS

(In million Rupiah)
NO.
DESCRIPTION
1.Source of Qardh Funds
a. Infaq dan Shadaqah
b. Penalties
c. Donation/Grants
d. Non-halal/Income
2.
3.
4.
5.
e. Others
Total Qardh Funds
Utilization of Qardh Funds
a. Financing
b. Donation
c. Others
Utilization of Qardh Funds
Increase on Utilization of Qardh Funds
Qardh funds at the beginning of the year
Qardh funds at the end of the year
2014
2013
2012
2011
2010
1,845
132
1,977
222
259
481
194
400
594
282
157
439
278
142
420
211
0
-
316
-
184
-
285
-
255
46
-
503
714
1,263
750
2,013
3
319
162
588
750
2
186
408
180
588
215
500
(61)
241
180
9
310
110
131
241
2014
2013
2012
1,284
-
1,119
-
1,284
1,232
1,232
52
1,125
1,177
2011
2010
370
-
373
-
294
-
1,119
200
570
373
294
621
621
498
627
1,125
221
221
349
278
627
414
414
(41)
319
278
433
433
(140)
459
319
19
Highlights
TABLE OF MARGIN DISTRIBUTION FOR THE MONTH OF DECEMBER 2014

(In million Rupiah)
2014
Management Reports
Company Profile
2013
Depositors portion
Depositors portion
Rate of
Total
Rate of
Total
Average Revenues to
Average Revenues to
return
Nisbah
bonus
return
Nisbah bonus
balance be distributed
No.
Type of funding balance be distributed
(%)
& profit Indications
(%) & profit Indications
(%)
sharing
(%)
sharing
A
B
C
D
E
A
B
C
D
E
1.
iB deposit current accounts
a.Bank
3,769
32
2,848
24
0.00
b.Non bank
297,121
2,530
224,545
1,912
0.00
2.
iB deposit savings
a.Bank
0.00
b.Non bank
3,043
26
7,315
62
0.00
3.
iB savings
a.Bank
41,358
352
13.00
46
1.30
23,950
204
13.00
27
1.30
b.Non bank
441,273
3,758
13.00
489
1.30
376,448
3,206
13.00
417
1.30
4.
iB deposits
a.Bank
-1 month
203,542
1,733
46.00
797
4.61
1,653
14
46.00
6
4.61
-3 months
67,742
577
46.00
265
4.61
0
0
46.00
0
4.61
-6 months
84
1
46.00
0
4.61
0
0
46.00
0
4.61
-12 months
4,245
36
46.00
17
4.61
3,080
26
46.00
12
4.61
b.Non bank
-1 month
1,130,724
9,630
46.00
4,430
4.61
670,762
5,712
46.00
2,627
4.61
-3 months
67,810
578
46.00
266
4.61
10,919
93
46.00
43
4.61
-6 months
52,121
444
46.00
204
4.61
7,149
61
46.00
28
4.61
-12 months
10,717
91
46.00
42
4.61
11,727
100
46.00
46
4.61
TOTAL
2,323,549
19,788
6,556
1,340,396
11,414
3,206
20
& Analysis
Operational Review
2012
Corporate Social
Responsibility
Corporate Data
2011
2010
Depositors portion
Depositors portion
Depositors portion
Revenues to
Total
Rate of
Total
Rate of
Total
Rate of
Average Revenues to
Average
Average Revenues to
be
Nisbah bonus
return
Nisbah bonus
return
Nisbah bonus
return
balance
distributed (%)
(%)
(%)
sharing
(%)
sharing
(%)
sharing
(%)
A
B
C
D
E
A
B
C
D
E
A
B
C
D
E
3,056
199,975
26
1,702
0.00
0.00
- 3,013
- 223,689
33
2,421
- 4,777
- 344,771
7,208
61
0.00
0.00
8,721
329,453
74
2,804
13.00
13.00
22,852
0
100
3,080
194
0
1
26
510,180
18,690
3,107
8,760
1,115,182
4,342
159
26
75
9,490
39
2.832
2,743
30
2,087
17
10
364
1.30 4,004
1.30 144,794
43
1,567
13.00
13.00
6
204
1.66 2,330
1.66 116,436
19
956
20.00
20.00
4
191
1.97
1.97
50.00
50.00
50.00
50.00
97
0
0
13
5.01 25,161
0.00
0
5.01
0
5.01 3,080
272
0
0
33
50.00
50.00
50.00
50.00
136
0
0
17
6.37
0.00
0.00
6.37
7,672
0
400
2,990
63
0
3
25
56.00
56.00
56.00
56.00
35
0
2
14
5.52
0.00
5.52
5.52
50.00
50.00
50.00
50.00
2,171
80
13
37
2,785
5.01 180,673
5.01 63,534
5.01 2,611
5.01 11,023
664,325
1,955
688
28
119
7,189
50.00
50.00
50.00
50.00
978
344
14
60
1,759
6.37 244,028
6.37 9,668
6.37 2,898
6.37 10,840
748,897
2,005
79
24
89
6,151
56.00
56.00
56.00
56.00
1,123
44
13
50
1,476
5.52
5.52
5.52
5.52
21
Highlights
Management Reports
Company Profile
Share and Bond Highlights

Danamon on the Indonesia Stock Exchange (BDMN) 2014
Transaction Volume
Daily Volume
Transaction
Share Price
Share Price (Rupiah)
99,000,000
7,000
93,500,000
88,000,000
6,000
82,500,000
77,000,000
71,500,000
5,000
68,000,000
60,500,000
4,000
55,000,000
49,500,000
44,000,000
3,000
38,500,000
33,000,000
2,000
27,500,000
22,000,000
16,500,000
1,000
11,000,000
5,500,000
0
Jan-14
0
Feb-14
Mar-14
Apr-14
May-14
Jun-14
Jul-14
Aug-14
Sep-14
Oct-14
Nov-14
Dec-14
Volume and Share Price

Share
Price
(Rp)
2014
Highest Lowest
2013
Closing
Average
Market Cap
Highest
(in million Rp)
Lowest
Average
Market Cap
(in million Rp)
First
Quarter
4,625
3,600
4,350
4,244 41,693,198.64
6,550
5,550
6,450
6,029 61,820,949.70
Second
Quarter
4,640
4,090
4,145
4,316 39,728,346.75
6,550
5,500
5,850
6,010 56,070,163.69
Third
Quarter
4,330
3,700
3,905
3,939 37,428,032.34
5,850
3,900
3,975
4,646 38,098,957.38
Fourth
Quarter
4,525
3,895
4,525
4,172 43,370,511.23
4,350
3,650
3,775
3,920 36,182,028.70
Volume
(in million
shares)
Highest
First
Quarter
14,523,100
385,700
6,077,500
4,809,670
20,884,000
562,000
9,795,500
3,792,950
Second
Quarter
12,965,500
656,300
1,490,700
2,970,488
24,180,000
592,500
5,158,000
5,666,222
Third
Quarter
15,104,200
309,800
2,567,100
4,295,685
21,592,500
685,000
6,015,000
5,218,910
Fourth
Quarter
6,985,800
269,800
1,343,800
2,611,303
31,207,500
492,500
2,184,500
3,724,767
Lowest
Closing
Average
Highest
Source: Bloomberg
Note:
There were no temporary suspensions on Danamons shares trading during 2014.
22
Closing
Lowest
Closing
Average
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Danamon on the Indonesia Stock Exchange (BDMN) 2013

Transaction Volume
Daily Volume
Transaction
Share Price
Share Price (Rupiah)
99,000,000
7,000
93,500,000
88,000,000
6,000
82,500,000
77,000,000
71,500,000
5,000
68,000,000
60,500,000
4,000
55,000,000
49,500,000
44,000,000
3,000
38,500,000
33,000,000
2,000
27,500,000
22,000,000
16,500,000
1,000
11,000,000
5,500,000
0
Jan-13
Feb-13
Mar-13
Apr-13
May-13
Jun-13
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
Volume and Share Price

Share
Price
(Rp)
2013
Market Cap
(in million
Rp)
Highest
Lowest
Closing
6,029
61,820,949.70
4,825
4,150
4,600
4,514
44,089,359.48
5,850
6,010
56,070,163.69
6,450
4,900
6,000
5,893
57,507,860.19
3,900
3,975
4,646
38,098,957.38
6,300
5,900
6,250
6,057
59,904,021.03
3,650
3,775
3,920
36,182,028.70
6,250
5,400
5,650
5,953
54,153,235.01
Highest
Lowest
First
Quarter
6,550
5,550
6,450
Second
Quarter
6,550
5,500
Third
Quarter
5,850
Fourth
Quarter
4,350
Volume
(in million
shares)
2012
Highest
Closing Average
Lowest
Closing
Average
Highest
Lowest
Average
Market Cap
(in million Rp)
Closing
Average
First
Quarter
20,884,000
562,000
9,795,500
3,792,950
30,019,500
942,500
16,609,500
4,758,500
Second
Quarter
24,180,000
592,500
5,158,000
5,666,222
102,428,500
1,088,500
6,216,000
10,234,992
Third
Quarter
21,592,500
685,000
6,015,000
5,218,910
27,625,000
894,000
6,772,000
4,456,811
Fourth
Quarter
31,207,500
492,500
2,184,500
3,724,767
16,821,500
324,000
2,208,000
3,220,692
Source: Bloomberg
Note:
There were no temporary suspensions on Danamons shares trading during 2013.
23
Highlights
Management Reports
Company Profile
Share and Bond Highlights
STOCK PERFORMANCE
2014
2013
2012
2011
2010
AUTHORIZED CAPITAL
Total Number of Shares
A Share Series
B Share Series
22,400,000
22,400,000
22,400,000
22,400,000
22,400,000
17,760,000,000 17,760,000,000 17,760,000,000 17,760,000,000 17,760,000,000
Total par value (in million Rupiah)

A Share Series
1,120,000
1,120,000
1,120,000
1,120,000
1,120,000
B Share Series
8,880,000
8,880,000
8,880,000
8,880,000
8,880,000
Issued and fully paid Capital

A Share Series
22,400,000
22,400,000
22,400,000
22,400,000
22,400,000
B Share Series
9,562,243,365
9,562,243,365
9,562,243,365
9,562,243,365
8,394,725,466
Total par value (in million Rupiah)

A Share Series
1,120,000
1,120,000
1,120,000
1,120,000
1,120,000
B Share Series
4,781,122
4,781,122
4,781,122
4,781,122
4,197,363
A Share Series
B Share Series
8,197,756,635
8,197,756,635
8,197,756,635
8,197,756,635
9,365,274,534
Unissued Capital
Total Dividend (in million Rupiah)
1,212,505
1,203,562
1,000,880
1,009,229
272
421.68
418.57
378.78
342.92
Dividend Payout Ratio (%)
30
30
30
35
Dividend Growth
20
(0,83)
31.70
Earnings per Share (Rupiah)
AGSM Date
Dividend Payment Date
April 7, 2015
May 7, 2014
June 18, 2014
May 8, 2012
May 10, 2011
Price Earnings Ratio**
16.66
8.95
13.50
10.82
16.64
Book Value of Shares (Rupiah)
3,420
3,261
2,973
2,674
2,192
* To be determined at the upcoming AGMS 2015 or any other date in compliance with the prevailing laws and regulations
** Based on year end share price
24
May 10, 2013 March 27, 2012 March 30, 2011

June 19, 2013
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Securities Ratings

PEFINDO
November 2014
Outlook
LT General Obligation
Stable
idAAA
Standard & Poors

December 2014
Outlook
LT Issuer Credit
ST Issuer Credit
Stable
BB
B
Fitchs
August 2014
Outlook
LT Issuer Default Rating
ST Issuer Default Rating
Support Rating
Viability
National Long Term
Stable
BB+
B
3
bb+
AA+ (idn)
Moodys
September 2014
Outlook
Long Term Rating
Foreign LT Bank Deposits
Local LT Bank Deposits
Bank Financial Strength
Foreign Currency ST Debt
Local Currency ST Debt
Stable
Baa3
Baa3
Baa3
D
P-3
P-3
Prime Lending Rate

Prime Lending Rate in Rupiah PT Bank Danamon Indonesia, Tbk. 31 December 2014
Prime Lending Rate in Rupiah Based on Business Segment
Consumption Loans
Corporate
Retail
Micro
Loans
Loans
Loans
Mortgage
Non Mortgage
Prime Lending Rate
12.30%
13.25%
21.01%
12.25%
17.50%
Description:
a. Prime Lending Rate is used as basic calculation of credit interest the Bank will apply to the customers. Prime Lending Rate has not included
calculation of estimated risk premium, the amount of which depends on Bank assessment of the risk of each or group of debitors. Hence,
the rate of lending interest applied to debitors is not necessarily the same as the Prime Lending Rate.
b. Prime Lending Rate does not include credit secured with cash.
c. Corporate Credit includes credit disbursement to corporate and commercial customers.
d. Prime Lending Rate for micro credit is Prime Lending Rate for credit secured with collateral binded accordingly to law and regulation.
e. Prime Lending Rate for consumption credit non mortgage particulary is a Prime Lending Rate for Automotive Credit (two wheeler vehicle)
which is provided to customers through a joint financing scheme and does not include fund provision through credit cards and unsecured
loans.
f. If necessary, the Bank at anytime applies changes in information of Prime Lending Rate.
g. Information of applicable Prime Lending Rate can be viewed in publications at every branch and/or the Banks website (www.danamon.
co.id)
25
Highlights
Management Reports
Company Profile
Stocks, Bonds and Sukuk Highlights

Name of the Bonds/Nominal
Amount/Rating
Bank Danamon Bonds II Year 2010

with Fixed Rate Interest/2,800/
idAA+
Bapepam
Effective Date/
IDX Listing Date
29 November
2010/10
December 2010
Series
Nominal
Amount
(Rp bn)
Fixed Interest
Rate p.a.
/First Payment/
Last
Payment
Due Date
Principal
Installment
1,879
8.75%/9 Maret
2011/due date
9 Des-13
9 Dec 2013
(bullet payment
on due date)
921
9.00%/9 Maret
2011/due date
9-Des-15
9 Dec 2015
(bullet payment
on due date)
a)
26
Net
P
Of
Fund
& Analysis
t Initial
Public
ffering
d (Rp bn)
Use of Proceeds
The proceed of
the bonds issuance has been
fully used to
extend credit in
the micro (60%),
SME (25%) and
others segments
(15%)
921
Operational Review
The Capital Market Supporting

Institutions and Professionals
Custodian:
PT. Bank Mandiri (Persero) Tbk
Public Accountant:
Siddharta & Widjaja (a member
firm of KPMG International)
Legal Consultant:
Hadiputranto, Hadinoto & Partners
Rating Company:
PT. Pemeringkat Efek Indonesia
Underwriter:
PT Victoria Sekuritas
Corporate Social
Responsibility
Coupon Paid in
2014
Corporate Data
Total
Payment
Description
11-Mar-13
41,103,125,000,00
Coupon 9th
10-Jun-13
41,103,125,000,00
Coupon 10th
9-Sep-13
41,103,125,000,00
Coupon 11th
9-Dec-13
41,103,125,000,00
Coupon 12th
Total
164,412,500,000,00
Fully Paid
11-Mar-13
20,72,500,000,00
Coupon 9th
10-Jun-13
20,722,500,000,00
Coupon 10th
9-Sep-13
20,722,500,000,00
Coupon 11th
9-Dec-13
20,722,500,000,00
Coupon 12th
Total
82,890,000,000,00
11-Mar-13
20,722,500,000,00
Coupon 9th
10-Jun-13
20,722,500,000,00
Coupon 10th
9-Sep-13
20,722,500,000,00
Coupon 11th
9-Dec-13
20,722,500,000,00
Coupon 12th
Total
82,890,000,000,00
27
Highlights

Amount/Rating
Adira Dinamika Multi Finance Bonds V
Year 2011/Rp2.5 Tn/idAA+
Adira Dinamika Multi Finance

Sustainable Bonds I Phase I Year 2011/
Rp2.5 Tn/idAA+

Sustainable Bonds I Phase II Year 2012/
Rp1.8 Tn/idAA+

Sustainable Bonds I Phase III Year 2012/
Rp1.6 Tn/idAA+
28
Bapepam
Effective Date/
IDX Listing Date
18 May 2011/30
May 2011
9 Dec 2011/19 Dec

2011
9 Dec 2011/7 May

2012
9 Dec 2011/28 Sep

2012
Management Reports
Company Profile
Series
Nominal
Amount
(Rp bn)
Fixed Interest Rate p.a.

/First Payment/Last
Payment
Due Date
567
9.60%/27 August 2011/

on due date
27-May14
27 May 2014 (bullet

payment on due date)
1,161
10.00%/27 August 2011/

on due date
27-May15
27 May 2015 (bullet

665
8.00%/16 March 2012/on 16-Dec-14 16 Dec 2014 (bullet

due date
1,533
9.00%/16 March 2012/on 16-Dec-16 16 Dec 2016 (bullet

due date
200
7.50%/04 August 2012/

on due date
4-May-14 04 May 2014 (bullet

864
7.75%/04 August 2012/

on due date
4-May-15 04 May 2015 (bullet

578
7.75%/27 December
2012/on due date
27-Sep-15 27 Sept 2015 (bullet

673
8.75%/27 December
2012/on due date
27-Sep-17 27 Sept 2017 (bullet

Principal Installment
Net Initial
Public Offering
Fund (Rp bn)
2,492
2,514
1,845
1,623
& Analysis
Use of Proceeds
The proceeds have been fully
used for automotive financing
(Letter No. 087/ADMF/CS/
VII/2011 dated 18 July 2011).
Operational Review
Corporate Social
Responsibility
The Capital Market Supporting Institutions and Professionals

Custodian:
PT. Bank Negara Indonesia (Persero) Tbk
Corporate Data
Coupon Paid in
2014
Total
Payment
Description
Coupon
11th,12th
27
Fully paid
Coupon
11th,12th,13th,14th
116
Fully paid
Coupon
9th,10th,11th,12th
53
Fully paid
Coupon
9th,10th,11th,12th
138
Fully paid
Coupon 7th,8th
Fully paid
Coupon
7th,8th,9th,10th
67
Fully paid
Coupon
6th,7th,8th,9th
45
Fully paid
Coupon
6th,7th,8th,9th
59
Fully paid
Public Accountant:
Siddharta & Widjaja (a member firm of KPMG International)
Legal Consultant:
Thamrin & Rachman
Rating Company:
Pefindo
Joint Lead Underwriters:
PT Standard Chartered Securities Indonesia
PT DBS Vickers securities Indonesia
PT Indo Premier Securities
PT Mandiri Sekuritas
Underwriter:
PT Kresna Graha Sekurindo Tbk
PT NISP Sekuritas

(Letter No. 003/ADMF/
CS/I/2012 dated 13 January
2012).
Custodian:
Public Accountant:
Legal Consultant:
Thamrin & Rachman
Rating Company:
PT. Pemeringkat Efek Indonesia
Joint Lead Underwriter:
PT CIMB Securities Indonesia

VII/12 dated 9 July 2012).
Custodian:
Public Accountant:
Legal Consultant:
Thamrin & Rachman
Rating Company:
Pefindo
PT OSK Nusadana Securities Indonesia

(Letter No. 155/ADMF/CS/X/12
dated 15 Oct 2012) & (Letter
No.160/ADMF/CS/XI/12 dated
7 November 2012)
Custodian:
Public Accountant:
Purwantono, Suherman & Surja (a member of Ernst & Young Global Limited)
Legal Consultant:
Thamrin & Rachman
Rating Company:
Pefindo
PT Danareksa Sekuritas
29
Highlights

Amount/Rating
Sustainable Bonds II Phase I Year 2013/
Rp2 Tn/and idAA+
Adira Dinamika Multi Finance Sukuk

Mudharabah Sustainable I Phase I
2013/Rp379 Bio/idAA+(sy)

Sustainable Bonds II Phase II 2013/
Rp2.1 Tn/and idAA+

Sustainable Bonds II Phase III 2014/
Rp1.5 Tn/and idAA+
30
Bapepam
Effective Date/
IDX Listing Date
21 Feb 2013/4
March 2013
21 Feb 2013/4
March 2013
21 Feb 2013/25
Oct 2013
21 Feb 2013/16
May 2014
Management Reports
Company Profile
Series
Nominal
Amount
(Rp bn)

/First Payment/Last
Payment
Due Date
439
6.85%/11 June 2013/on

due date
11-Mar-14 11 Mar 2014 (bullet

157
7.30%/01 June 2013/on

due date
1-Mar-15
01 Mar 2015 (bullet

553
7.85%/01 June 2013/on

due date
1-Mar-16
01 Mar 2016 (bullet

851
8.90%/01 June 2013/on

due date
1-Mar-18
01 Mar 2018 (bullet

66
Sharing revenue ratio

57.083%/(equivalent to
6.85% p.a)/1 June 2013/
on due date
11-Mar-14 11 Mar 2014(bullet

27

7.30% p.a)/1 June 2013/
on due date
1-Mar-15
11 Mar 2015 (bullet

286

7.85% p.a)/1 June 2013/
on due date
1-Mar-16
11 Mar 2016 (bullet

722
9.15%/24 Jan 2014/on

due date
3-Nov-14
03 Nov 2014 (bullet

880
10.50%/24 Oct 2016/on

due date
24 Oct 16 24 Oct 2016 (bullet

490
11.00%/24 Jan 2014/on

due date
24 Oct 18 24 Oct 2018 (bullet

687
9.6%/18 Aug 2014/on

due date
24-May15
24 May 2015 (bullet

363
10.50%/18 Aug 2014/on

due date
14 May
17
14 May 2017 (bullet

450
10.75%/18 Aug 2014/on

due date
14 May
19
14 May 2019 (bullet

Net Initial
Public Offering
Fund (Rp bn)
1,992
378
2,086
1,495
& Analysis
Use of Proceeds
IV/13 dated 15 April 2013).
Operational Review
Corporate Social
Responsibility

Custodian:
Public Accountant:
Purwanto, Suherman & Surja (a member of Ernst & Young Global Limited)
Legal Consultant:
Thamrin & Rachman
Rating Company:
Pefindo
PT HSBC Securities Indonesia

IV/13 dated 15 April 2013)
& (Surat No. 096/ADMF/CS/
VII/13 dated 15 July 2013)
Custodian:
Corporate Data
Coupon Paid in
2014
Total
Payment
Description
Coupon 4th
Fully paid
Coupon
4th,5th,6th,7th
11
Fully paid
Coupon
4th,5th,6th,7th
43
Fully paid
Coupon
4th,5th,6th,7th
76
Fully paid
Coupon 4th
Fully paid
Coupon
4th,5th,6th,7th
Fully paid
Coupon
4th,5th,6th,7th
22
Fully paid
Coupon
1st,2nd,3th,4th
66
Fully paid
Coupon
1st,2nd,3th,4th
92
Fully paid
Coupon
1st,2nd,3th,4th
54
Fully paid
Coupon 1st,2nd
33
Fully paid
Coupon 1st,2nd
19
Fully paid
Coupon 1st,2nd
24
Fully paid
Public Accountant:
Legal Consultant:
Thamrin & Rachman
Rating Company:
Pefindo

XI/13 dated 22 November
2013).
Custodian:
Public Accountant:
Legal Consultant:
Thamrin & Rachman
Rating Company:
Pefindo
PT DBS Vickers Securities Indonesia
Underwriter:
PT Samuel Sekuritas Indonesia

VI/14 dated 16 June 2014).
Custodian:
Public Accountant:
Legal Consultant:
Thamrin & Rachman
Rating Company:
Pefindo
31
Highlights

Amount/Rating
Sustainable Bonds II Phase IV 2014/
Rp1.5 Tn/and idAAA
Adira Dinamika Multi Finance Sukuk

Mudharabah Phase II 2014/Rp133
Bio/idAAA
32
Bapepam
Effective Date/
IDX Listing Date
21 Feb 2013/13
Nov 2014
21 Feb 2013/13
Nov 2014
Management Reports
Company Profile
Series
Nominal
Amount
(Rp bn)

/First Payment/Last
Payment
607
9.6%/12 Feb 2015/on

due date
22-Nov-15 22 Nov 2015 (bullet

808
10.50%/12 Feb 2015/on

due date
12 Nov 17 12 Nov 2017 (bullet

88
10.75%/12 Feb 2015/on

due date

88

80%(equivalent to 9.6%
p.a)/12 Feb 2015/on due
date
22-Nov-15 22 Nov 2015 (bullet

45
Due Date

87.50%(equivalent to
10.50% p.a)/12 Feb 2015/
on due date
Net Initial
Public Offering
Fund (Rp bn)
1,498
132
& Analysis
Use of Proceeds
VII/14 dated 15 Dec 2014).
Operational Review
Corporate Social
Responsibility

Custodian:
Corporate Data
Coupon Paid in
2014
Total
Payment
Description
Public Accountant:
Legal Consultant:
Thamrin & Rachman
Rating Company:
Pefindo

VII/14 dated 15 Dec 2014).
Custodian:
Public Accountant:
Legal Consultant:
Thamrin & Rachman
Rating Company:
Pefindo
33
Highlights
Management Reports
Company Profile
Significant Events
34
13 Jan
Sustainability Report Workshop

Danamon held a Sustainability Report Workshop based
on the Global Reporting Initiative 4.0 standard to provide
understanding to employees on the importance of reporting
the Banks sustainability performance and as a preparation for
2013 Sustainability Report. Danamon held another workshop on
December 12, 2014 complete with Carbon Footprint socialization
for the 2014 Sustainability Report.
28 Jan
6th National Clean Market Day and Pasar Sejahtera National

Seminar
Yayasan Danamon Peduli with the Sragen District Government
organized the 6th National Clean Market Day (Hari Pasar Bersih
Nasional/HPBN) and Pasar Sejahtera National Seminar, as part
of the Pasar Sejahtera program, to raise public participation
to support the revitalization of traditional markets through the
development of a pilot market.
04 Feb
Danamon Privilege Fengshui Talkshow 2014

In celebrating the Chinese New Year of 2565 and as a form
of appreciation for the loyal customers of Danamon Privilege
throughout Indonesia, Danamon organized a series of Danamon
Privilege Fengshui Talkshow Series events in 7 major cities across
Indonesia. A Feng shui expert, Yohan Suyangga, presented How
to succeed given the Business and Investment Opportunities in
2014 in the Wood Horse year or 2565 according to the science of
feng shui.
12 Feb
Danamon Announced Performance Results of 2013

Danamon announced its financial results of 2013 during
Danamons Public Expose on February 2014 in Jakarta.
& Analysis
Operational Review
Corporate Social
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Corporate Data
14 Feb
Chinese New Year Customer Gathering 2014

This event was held in the Four Seasons, Jakarta, attended by
Danamons customers and management.
17 Mar
Red Match Winners Visits Old Trafford

Danamon, the sole license holder of Manchester United cards in
Indonesia, took the winners of the December 20, 2013 Red Match
program to watch the Big Match of Manchester United against
Liverpool on March 16, 2014 at Old Trafford Stadium, Manchester,
England.
26 Mar
Strategic Cooperation with Indosat

The strategic cooperation to create an integrated services program
(bundling) between banking products and telecommunication
services aims to support the cashless society movement and
specifically Danamons vision as a comprehensive financial
services provider.
10 Apr
iB Vaganza, Exciting Syariah Banking.

Danamon Syariah participated in the Expo iB Vaganza, for the 4th
time. The expo was held in Tang City Mal, Tangerang on April 1013, 2014 with the theme Exciting Syariah Banking.
35
Highlights
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Significant Events
36
16 Apr
Danamons 2014 first quarter results announced

The first quarter of 2014 Danamon was announced during
Danamons Public Expose in Jakarta.
24 Apr
Indonesia Trade & Commodity Finance Conference

Danamon acted as the main sponsor in the Indonesia Trade
& Commodity Finance Conference organized by Global Trade
Review, an international trade finance industry media. Danamon
is one of the most active banks in the trade finance business in
Indonesia.
05 May
Launching on the Socialization of SiMOLEK

Danamon and the Financial Services Authority (OJK) initiated a
series of socialization events for the Mobile Financial Literacy
(SiMOLEK) at Pasar Juanda, Bekasi, West Java. SiMOLEK
activities which took place in 14 cities in Indonesia within the
period of May 5-11, 2014 is implemented under the collaboration
of OJK and Danamon to encourage people to get better
acquainted with the bank and to become wiser in managing their
own finances (SIKAPI Program).
07 May
Annual General Meeting of Shareholder (AGMS) of Danamon

The AGMS of Danamon among others approved the Annual
Report and Financial Statements for the fiscal year of 2013 and the
dividend payment for the fiscal year of 2013.
& Analysis
Operational Review
Corporate Social
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Corporate Data
30 Jun
Danamon and Adira Fast Breaking Together with Media

Danamon, Adira Finance and Adira Insurance held a fast breaking
event with the media and presented the latest information on the
performance and development of the Danamons syariah business
unit. Social funds were also presented to a number of institutions
during this events.
17 Jul
Danamon Announced the Financial Results of First Semester

2014
Danamon announced its first half results during its Public Expose
on July 17, 2014.
24 Aug
4th Bulan Kepedulian Lingkunganku Main Event

The Danamon Peduli Foundation together with Danamon and
its subsidiaries, held the Bulan Kepedulian Lingkunganku main
event in 2014. This event promotes awareness, preservation of
the environment and social investment activities of Danamon and
Adira. Cascading the message of environmental conservation, this
activity is carried out in every element of the corporation under the
partnership of Danamon and Adira throughout Indonesia.
28 Aug
Indonesia Banking Expo (IBEX) 2014

Danamon as a member of PERBANAS, took part as a sponsor and
participant in the Indonesia Banking Expo (IBEX) 2014 which was
held in Jakarta Convention Center on 28th to 30th of August 2014.
37
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Significant Events
38
16 Sep
Launching of Tabungan BISA iB dan Tabungan BISA Qurban iB

Danamon Syariah launched its two new products Tabungan BISA
iB and Tabungan BISA Qurban iB. Tabungan BISA iB is a savings
product based on the principle of Mudaraba (profit sharing) which
features a variety of advantages to the customers such as free,
easy, safe and convenient banking transactions through various
channels. Tabungan BISA Qurban iB applies the Syariah Mudaraba
principles to help customers prepare their funding needs for the
qurban of Eid al-Adha.
16 Oct
Danamon Announced the Financial Results of Third Quarter

2014
Danamon held a public expose in Jakarta to announce the Banks
third quarter 2014 results.
30 Oct
The 8th Danamon Social Entrepreneur Awards (DSEA) and

Bisa! Award 2014 Awarding Night
DSEA is a tribute and a token of appreciation of Danamon to
those actively promoting social welfare and creating sustainable
entrepreneurship in addressing social issues in their respective
community. Bisa! Award 2014 was presented to the employees of
Danamon and its subsidiaries, Adira Finance, Adira Insurance and
Adira Kredit who have demonstrated the Bisa! Spirit and cultural
values of the Bank.
04 Nov
Danamons Participation in the Indonesian Bankers

Association (IBA)
This event is hoped to generate qualified bankers in the future
who will provide the excellent services and financial solutions to
its customers.
& Analysis
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17 Nov
DMobile (Danamon Mobile Banking) Launch

D-Mobile provides convenient means to conduct banking
transactions through smartphones that are connected to a data
network GPRS/3G, EVDO-CDMA, WiFi. In addition to performing
banking transactions such as fund transfer, voucher reload, and
bill payment, D-Mobile also presents innovative features including
SosMed D-Cash, which allows users to provide funds to their
Facebook friends, and augmented reality, which gives users an
interactive tool to find the nearest Danamon promo within 5KM
radius through this application.
18 Nov
Media Workshop of Danamon and Adira

Danamon and its subsidiaries, Adira Finance, Adira Insurance
and Adira Kredit, organized a media workshop Indonesia
Financial Industry Performance-Review of 2014 and Predictions
for 2015. Media Workshop is held every year to provide financial
and banking education as well as on the development of the
Danamons business, and to strengthen relationships with
journalists and media institutions.
20 Dec
Peoples Financial Market 2014

Danamon participated in the 2014 Peoples Financial Market
organized by the Financial Services Authority Towards Smart
Indonesia Finance Jakarta International Expo-Arena PRJ
Kemayoran Jakarta.
39
Highlights
Business Review
Morning Shock (Keriuhan Pasar Pagi)
Harry Husnan Kurniawan - Alternate Channel Division, Jakarta

40
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& Analysis
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Management
Reports
41
Highlights
Management Reports
Company Profile
Report from the Board of Commissioners
We focused our efforts on

strengthening foundations,
prudently managing loan risk,
and improving services to
deliver sustainable growth.
42
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Ng Kee Choe
President Commissioner
43
Highlights
Management Reports
Company Profile
Dear Valued Shareholders,
On behalf of the Board of Commissioners,

I would like to convey our appreciation to the
Board of Directors and the management team
for their achievements amidst the challenges of
2014.
In 2014, Bank Danamon focused much of its
efforts to further strengthen its foundation.
Steps had been taken to significantly improve
operational efficiency and increase service
network
productivity
through
business
processes
centralization,
consolidations,
and reinforcing synergy between the Banks
business units. These steps, along with
decisions to prudently manage loan risk and to
improve customer service will help the Bank to
better secure its sustainable long-term growth.
It is important for a bank to ensure its ability to
operate from a position of strength when times
are favorable and limit any adverse effects
when times are more challenging.
44
REVIEW OF THE BANKING INDUSTRY

AND ECONOMY IN 2014
In 2014, the Indonesian banking industry
saw the economy slowing down further. The
countrys economy grew by 5.1%, a slower
pace than 5.8% a year ago.
Another challenge was the tight liquidity
in the domestic money markets. The US
Federal Reserves decision to normalize its
monetary policy resulted in an outflow of funds
from emerging markets. This along with an
increase in subsidized fuel prices, which raised
inflationary pressures, lead to Bank Indonesia
(BI) raising its benchmark interest rate twice in
the last 2 years.
In 2014, Indonesian commodity exports still
faced a weak global economy, a trend that was
experienced by many emerging economies
since 2011. Although recent US economic
indicators have picked up, the recovery has
yet to be shared by other major markets for
primary commodities, such as, Japan, Europe
and China.
& Analysis
Operational Review
The banking industry had to cope with

unfavorable economic conditions following the
end of the export commodity boom period.
The presidential and legislative elections held
during the year went well and were orderly, but
business investment decisions had been put
on hold temporarily.
Given this backdrop, we support the Board
of Directors decision to grow prudently and
prioritize loan quality. Going forward, this will
strengthen Danamons capacity to expand its
market in the near future and contribute to the
economic recovery.
Indeed, by the end of 2014 there were seen
positive improvements in Indonesian exports,
and the new government has shown its political
willingness to cut fuel subsidies in return for
more infrastructure development.
Corporate Social
Responsibility
Corporate Data
prioritize loan quality is noted and appreciated.

Loan growth mostly came from mid-size
Commercial customers (including Syariah)
and the SME businesses. There was also
strong growth in Trade Finance, and the Retail
segment.
On the funding side, total funding grew by 4%
to Rp145.7 trillion with current and savings
account (CASA) deposits recording growth of
10% yoy, while the CASA over total funding
ratio increased to 49%. Regulatory Loan to
Deposit ratio at the end of 2014 was 92.6%,
improving from 95.1% at the end of December
2013, and below our industrys (BUKU 3 banks)
LDR of 99.6%.
BOARD OF DIRECTORS
PERFORMANCE ASSESSMENT AND
ITS BASIS
Rentability
For 2014, Danamon made a normalized*
consolidated net profit after tax (NPAT) of
Rp3.453 trillion, while the reported NPAT is
at Rp2.604 trillion. Reported profitability ratios
of ROAA and ROAE were 1.4% and 8.6%
respectively.
Business Achievement
In the midst of a challenging environment, we
are satisfied with the overall results delivered
by the Board of Directors. Danamons total
outstanding loans increased by 3% to Rp139
trillion, carrying a manageable non-performing
loan ratio (NPL) of 2.3%. The Managements
approach to grow its loans prudently and
Initiatives to carefully manage operating

expenditures
have
positively
impacted
Danamons bottom line. The increase of
operating expenditures was kept at 2%,
during the year of more than 8% inflation rate.
This has been important in a situation where
management tend to be very selective in loan
*Normalized NPAT is the figure before the application of the OJK regulation on insurance fee impacting Adira Finances fee income recognition
and before restructuring cost.
45
Highlights
disbursements. Danamon also benefited from

having a diversified financial service portfolio,
where the insurance business continued to
grow and its health and personal accident
businesses were further developed. This has
contributed to consolidated revenue and profit.
Capital
Strong capital management is reflected in CAR
of 17.9% which is significantly higher than the
minimum requirement (9%-10%). The Banks
capital management is supported by a strong
capital planning.
Risk Profile
The Board of Commissioners evaluated that
the Board of Directors has implemented a
sound risk management. Risk management
covered 8 (eight) risks inherent in the Banks
and subsidiaries activities. The Bank and
consolidated risk profiles were determined at
Low to Moderate (2).
The Board of Directors initiatives in risk
management
related to internal control
include the continuous socialization of
operational procedures, enhancement of
customers education, firm sanctions imposed
on fraudsters, development of fraud control
function at each business units. These
initiatives have contributed positively toward
minimizing incidents of fraud.
46
Management Reports
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EVALUATIONS
OF
COMMITTEES
UNDER BOARD OF COMMISSIONERS
SUPERVISION
The Committees under the Board of
Commissioners supervision are the Audit
Committee, the Risk Monitoring Committee,
the Corporate Governance Committee, the
Nomination Committee, and the Remuneration
Committee.
Based on the Board of
Commissioners evaluation, the Committees
have carried out their responsibilities well and
have contributed in assisting the Board of
Commissioners.
Audit Committee
The Audit Committee has successfully
accomplished its function as the reviewer
of the Banks financial statements, business
and audit processes, internal control system,
and compliance risk management process.
The Committee has effectively carried out
its responsibility to ensure the integrity and
accuracy of financial statements and adequacy
of internal control as well as ascertain all
significant matters have been properly
addressed. Furthermore, the Committee
has effectively evaluated the process and
provides recommendations in regards to the
appointment of the Public Accountant.
Risk Monitoring Committee
Attribution should also be given to the Risk
Monitoring Committee, which monitors the
Banks risk management issues. Through the
exercise of prudent supervision coupled with
constructive feedback from the Committee,
Danamon was able to exhibit well managed
loan quality, a relatively low non-performing
loan ratio, and a good composite risk profile.
& Analysis
Operational Review
Corporate Governance Committee

The Corporate Governance Committee
exercised its function through continuous
review and enhancement of good governance
practices at Danamon which are critically
important for the Banks sustainability
and enhanced valuation. The Committee
actively monitors and provides advice on
the implementation of various corporate
governance initiatives. The Committees and
Managements relentless efforts have brought
Danamon forward as one of the respected
institutions in terms of good governance.
Remuneration Committee and Nomination
Committee
For better governance, the previous
Remuneration and Nomination Committee
has been separated into two Committees,
namely: the Nomination Committee and
the Remuneration Committee. The Board
of Commissioners is of the opinion that the
Nomination Committee has done a very
good job in terms of reviewing, assessing,
and recommending systems and procedures
relating to the selection, changes, and
appointment of Members of the Board of
Commissioners, Members of the Board of
Directors, and Independent Parties for the
relevant Committees under the Board of
Commissioners. Similar with the Nomination
Committee, the Board of Commissioners
appreciates the Remuneration Committees
contributions in terms of independent
evaluation and recommendation on the
structure and policy of remuneration for the
Board of Commissioners, Board of Directors,
and Senior Management, as designed fairly
based on agreed upon target and objectives.
Corporate Social
Responsibility
Corporate Data
GOOD CORPORATE GOVERNANCE

Danamon is a company that is strongly
committed to the implementation of good
corporate governance. The Board of
Commissioners views that the Bank has made
significant progress with regards to good
governance practices in its daily operations.
Danamon has implemented a variety of key
initiatives such as: GCG Self-Assessment,
Alignment with ASEAN CG Scorecard,
Consumer
Protection
Policy,
Proper
Composition of Committees, and Improvement
on Board of Commissioners and Committees
Charters, Related and Affiliated Party List,
Expense Policy, Risk Modeling and Integrated
Negative List.
Both the Board of Commissioners and Board
of Directors strongly believe that implementing
good corporate governance practices plays
an important role in attaining shareholders,
stakeholders and public trust and acceptance,
which ultimately will enhance company
valuation.
CORPORATE SOCIAL RESPONSIBILITY

The Board of Commissioners supports
Danamons corporate social responsibility
(CSR) activities, which is carried out by
Yayasan Danamon Peduli (YDP) and the
Bank. YDP currently implements Danamons
CSR activities across four major programs:
Market Revitalization (Pasar Sejahtera), Natural
Disasters Rapid Response, Environmental
Care Month (Bulan Kepedulian Lingkungan)
and Preservation of Regional Icons. The Bank
also promotes financial literacy programs as
part of its CSR activities across the country.
47
Highlights
In 2014, the Bank has made enhancements

to improve the quality of its CSR programs
so it can be used as a model of positive
engagement between the private sector and
local government.
BOARD OF COMMISSIONERS VIEW

ON THE BUSINESS PROSPECTS AND
BASIS FOR CONSIDERATION
The newly elected government of Indonesia
has expressed its strong commitment to
address many structural issues, and turn the
government budget into a major driver of
economic growth. On the external side, the
performance of the global economy and its
effects in Indonesia remains mixed, owing to
the current weakness in the Indonesias major
export markets and uncertainty over the US
Federal Reserve monetary policy.
Accordingly, Danamon will continue its
strategies through a new target operating model
for micro credits, expand market share in small,
medium enterprises and corporates, better
synergy between Danamon and Subsidiaries,
productivity enhancement in human capital
and centralization of HR and Finance functions.
In addition, Danamon will continue prudential
risk management with focus on credit and
liquidity risk as well managing its risk profile.
48
Management Reports
Company Profile
The Board of Commissioners have evaluated

the Board of Directors 2015 business targets
including the accompanying strategies and
initiatives and view that Management will
be able to deliver the expected results and
performances through proper execution.
CHANGES AND REASON FOR CHANGES

TO THE COMPOSITION OF THE BOARD
OF COMMISSIONERS
In 2014, there were changes in the Board of
Commissioners composition. Milan R. Shuster,
Harry AS Sukadis and B. Raksaka Mahi were
unwilling to be reappointed at the Banks
2014 Annual General Meeting of Shareholders
(AGMS). Made Sukada and Andriaan Laoh
were appointed as the Banks new Independent
Commissioners. JB Kristiadi and Manggi
Taruna Habir were reappointed as Independent
Commissioners. Later in the year, Andriaan
Laoh decided to resign from Danamon to
pursue his personal interests. The Board of
Commissioners would like to thank Milan R.
Shuster, Harry AS Sukadis and B. Raksaka
Mahi for their services and contribution as
Commissioners.
RETIREMENT OF THE
PRESIDENT DIRECTOR
CURRENT
On 9 December 2014, Henry Ho Hon Cheong

announced his plan to retire as the President
Director of Danamon. His retirement and the
appointment of the new President Director
will be tabled for shareholders approval in the
Extraordinary General Meeting of Shareholders
(EGMS) to be convened on February 27, 2015.
& Analysis
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Corporate Social
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Corporate Data
On behalf of the Board of Commissioners, I would like to thank and convey our appreciation to
Henry Ho Hon Cheong for his contribution and dedication to the Bank over the last 5 years.
CLOSING STATEMENT
We owe our sincere thanks and appreciation to the Board of Directors and all Danamon employees,
whose diligence, hard work and dedication has made it possible for Danamon to maintain a strong
balance sheet and a good loan portfolio quality.
We would also like to thank our customers, shareholders, and the regulators for their trust and
support.
To all of our stakeholders, we would like reiterate our commitment to do our utmost to make certain
that Danamon continues to deliver a sustained and meaningful contribution to Indonesias economic
growth and prosperity.
Jakarta, January 2015

On behalf of the Board of Commissioners
Ng Kee Choe
49
Highlights
Management Reports
Company Profile
Made Sukada
Independent Commissioner
50
Ernest Wong Yuen Weng

Commissioner
J.B. Kristiadi
Vice President Commissioner/
& Analysis
Operational Review
Manggi Taruna Habir

Corporate Social
Responsibility
Ng Kee Choe
Corporate Data
Gan Chee Yen

Commissioner
51
Highlights
Management Reports
Company Profile
Report from the Board of Directors
We implemented a prudent
approach to maintain
stronger balance sheets
and took strategic steps to
enhance productivity.
52
& Analysis
Operational Review
Corporate Social
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Corporate Data
Henry Ho Hon Cheong

President Director
53
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Management Reports
Company Profile
Dear Valued Shareholders,
On behalf of the Board of Directors, it is with

pleasure that I present the PT Bank Danamon
Indonesia, Tbk 2014 Annual Report.
As we all are aware, the banking industry had
to cope with a very challenging environment
in 2014. Economic growth slowed down, the
interest rate was high, liquidity was tight, and
margins were compressed.
In the midst of this difficult environment,
Danamon decided to implement a cautious
and prudent approach in conducting its
business. Management has proactively
begun initiatives to manage costs efficiently
by centralizing and consolidating business
processes. We have also maintained a stronger
balance sheet and have taken necessary steps
to transform our business model to enhance
productivity. Management has adopted a
selective and cautious approach in growing the
Banks business to maintain high credit quality
standards.
We are confident that our approach and
initiatives will strengthen Danamons capacity
and readiness to grow at the appropriate time
going forward.
2014 BUSINESS PERFORMANCE AND

CHALLENGES FACED
For 2014, Danamon posted a consolidated
reported net profit after tax (NPAT) of Rp2.6
trillion. However, this year, income is calculated
based on a new ruling (No SE-06/D.05/2013)
from the Financial Services Authority (OJK),
which changes the method of income
recognition for commission on motor-vehicle
insurance. Removing the impact of this method
of recognizing income and restructuring cost,
the Banks normalized* consolidated NPAT
would amount to Rp3.45 trillion, a 15% drop
from the 2013 NPAT of Rp4.04 trillion.
We acknowledge that Indonesias slower
economic growth this year did not provide the
banking industry many opportunities and room
to grow its business. The industrys Net Interest
Margin (NIM) narrowed by 65 basis points to
4.2% from 4.9% a year earlier. For Danamon,
our NIM declined by a larger 120 basis points
to 8.4% from 9.6% in 2013.
While our business performance was impacted
by the challenging business environment, the
Banks balance sheet remained sound, with its
LDR, capitalization and asset quality kept at a
manageable and healthy level.
*Normalized NPAT is the figure before the application of the OJK regulation on insurance fee impacting Adira Finances fee income recognition
and before restructuring cost.
54
& Analysis
Operational Review
The Bank improved its LDR to 92.6% from

95.1% at the end of 2013. This trend is
a continuation from the 2012 LDR which
was at 100.7%. This was achieved by the
management team through application of
prudential principles in lending decisions.
At the end of 2014, Danamon consolidated
assets amounted to Rp195.7 trillion, an
increase of 6.2% from Rp184.2 trillion a year
earlier. Asset quality remains well managed
as indicated by a fairly low Non-Performing
Loan ratio of 2.3%, while the capital structure
remains strong with consolidated Capital
Adequacy Ratio (CAR) at 17.9%.
Although Danamon and the banking industry
experienced a slowdown in its rate of growth,
the same thing cannot be said for some of
its business and subsidiary units. Danamon
Syariah posted a significant lending growth rate
of 34% to Rp2.4 trillion, while Adira Insurance
showed a remarkable result, where its gross
insurance premium rose 20% to Rp2.15 trillion
in 2014.
Corporate Social
Responsibility
Corporate Data
2014 LENDING PERFORMANCE

The Banks outstanding loans increased 3%
to Rp139 trillion from the previous year, with
the largest contribution coming from the SME
and Commercial segments, which grew 6%
to Rp39.8 trillion. Although Retail displayed
a higher growth of 18%, the segment started
from a smaller base of Rp9.1 trillion in 2013 to
reach Rp10.8 trillion this year.
The strongest loan portfolio growth was
delivered by Trade Finance, which grew 25%
to Rp25 trillion from Rp20 trillion last year. Both
cash loans and non-cash loans of trade finance
consistently showed strong performance in the
previous 3 years, resulting in an almost 40%
annual expansion of the trade finance (non
cash) portfolio. The growth of trade finance
largely carried loans of sound quality, producing
a very low non-performing loan ratio of 0.5%.
A significant part of asset quality issues arose
due to declining commodity exports in the
last 3 years. Asset quality of corporate and
commercial loans was well managed with an
NPL ratio of less than 1%. Nevertheless, it can
be noted that most of the non-performing loans
came from the mining and quarrying sector,
where the marginal exposure to Danamon
is at 1.7%. For SME banking, growth was
accompanied by NPL of 2.5% in 2014. This is
better than the industry performance, whose
NPL rose to 4% in 2014, from 3.9%. It should
55
Highlights
also be noted that the increase in Danamons

SME NPL is primarily caused by smaller ticket
SME in the commodities sector.
The segment that is most affected by the
economic slowdown and stiffer competition
is the mass market segment. The Banks DSP
loans only showed a very slight increase from
Rp69.8 trillion last year to Rp70 trillion. Another
business which showed moderate growth is
Adira Finance, whose portfolio consists of
loans to the automotive industry. In 2014, its
outstanding loans increased 3% to Rp49.6
trillion and improved its market share in the
industry. To improve this segments productivity,
Danamon has introduced several significant
changes in its operational and marketing
strategies. Among them is the consolidation
of their physical network, modifying and
centralizing its operating model, adding service
channels and expanding to the upper end of
the market.
2014 GROWTH OF THIRD PARTY FUNDS

Amidst intense competition within the countrys
banking industry, Third Party Funds (TPF) at
Danamon grew 7% to Rp118 trillion. Current
and Savings Account (CASA) funds rose 10%,
while the contribution of CASA to total deposits
was slightly up from 48% in 2013 to 49%. The
banking industry in Danamons segment (BUKU
3 banks) showed a declining contribution of
CASA to total deposits of 40%.
56
Management Reports
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The growth of CASA is a result of our

persistent efforts to maintain and expand our
customer base as well as improve the quality
of interactions between Danamon with each
customer. For both these efforts, several key
strategies were improved or initiated this year.
Among them are;
Expanding product cross-selling between
Danamon and its subsidiaries. For example
between Adira Finance and Danamon
Simpan Pinjam (DSP). The rise in crossselling was conducted as pilot projects at 4
Adira Finance branches, which will be rolled
out across all Adira Finance branches.
Improving Financial Supply Chain (FSC)
where
Danamons
service
network
facilitates financial transactions conducted
between a principal and its distributors
across various regions in Indonesia. FSC is
a program operated jointly by Wholesale,
SME and Adira Finance. Currently, it serves
36 principals and their 370 distributors.
Enhancing Danamons service network,
such as branch offices, ATMs and on-line
services. We have improved the design
of Danamon internet banking website
(Danamon Online Banking) and relaunched the service. In addition, Danamon
introduced Danamon Mobile Banking
(D-Mobile), an online banking application
for smartphone users on either Blackberry,
Android or iOS platforms. D-Mobile has
also introduced several new innovative
services to complement regular banking
transactions, such as funds transfer and
payment of bills.
& Analysis
Operational Review
TARGET VERSUS REALIZATION

Danamons targets were established through a
comprehensive process of bottom-up inputs
and top-down directions, and by taking into
account shareholders expectation, company
strategic priorities, as well as the business and
market dynamics.
Management set its 2014 consolidated lending
target at Rp148 trillion and managed to
deliver an achievement rate of 93% or Rp139
trillion. In view of the tough challenges faced
by the banking industry due to rising interest
rates, slowing down on business growth, and
increasing trend of credit risk, Management
has deliberately taken on a selective and
vigilant approach in the loan expansion, and
prioritized more in maintaining a high standard
of loan quality in order to avoid adverse effect
on the loan portfolio.
In terms of consolidated third party funding, the
achievement rate was relatively high at 96%.
Management aimed its 2014 target at Rp123
trillion and was able to perform well through a
booking of Rp118 trillion despite the relatively
tight liquidity in the market. The current account
and saving account (CASA) ratio improved to
at 49% compared to 47% last year. In growing
third party deposits, Management always
endeavors to provide preeminent services in
order to create customer deposit stickiness
rather than to compete solely on pricing, which
is not sustainable in the long run.
In the midst of an unfavorable business
environment, ensuring high standard of credit
portfolio through tight monitoring of underlying
risks has become one of Managements focuses
Corporate Social
Responsibility
Corporate Data
and targets in 2014. This was successfully

achieved as exhibited by a relatively low nonperforming loan ratio at 2.3%. In addition,
loan to deposit ratio was ideally maintained on
average at 91.7%, which was well within the
target or maximum limit of 95%.
The intensifying competition, the rising cost
of doing business, and the trending down of
business margins have put pressure on the
financial industrys profit in 2014. Danamon
also recorded a lower consolidated Net Profit
After Tax (NPAT) at Rp2.604 trillion. This NPAT
figure was lower than last year; nonetheless,
if compared to target, the achievement rate
of 84% was within an acceptable range. In
terms of stand-alone result, the net profit
after tax of the Bank was recorded at Rp4.36
trillion, or exceeding the target by 2.31%. This
accomplishment of stand-alone Banks NPAT
was partly due to Managements ability in
bringing down operating expenses to become
Rp353 billion, which was 7.42% better than the
target.
2015 BUSINESS
PROSPECTS
PRIORITIES
AND
Danamon maintains its focus on the micro as

well as small and medium enterprises sectors
by increasing the productivity of its business
operational model, while implementing new
initiatives to promote better efficiency within
Danamon and its subsidiaries.
Danamon developed its 2014-2015 strategy
with implementation phases that extends until
2016. This strategy is based on a number of
planned initiatives that are aimed to bring forth
positive and significant changes to Danamon
57
Highlights
and its subsidiaries. In 2014, Danamon has

identified a number of initiatives to improve the
the Banks profitability and ensure sustainable
business growth. These initiatives are as
follows:
- A new Target Operating Model for Micro
Lending business. The focus is on
increasing efficiency and productivity
by remodeling the end-to-end business
operations of Danamons micro lending
unit, Danamon Simpan Pinjam (DSP). This
involves increasing loan growth including
from the agriculture sector through
partnership with co-operatives, intensifying
co-operations with communities, seeking
strategic partnerships for supply chains,
and exploring different forms of service
networks.
- Implement a new Target Operating Model,
which is more focused on customers as
opposed to products. This is done by
leveraging on multichannel distribution and
a centralized back office function, with a
more streamlined process.
- Automation of manual processes, such as
document administration and especially
in disbursing loans. This is also aimed
at improving controls, accuracy, time
efficiency, and service to customer.
- Synergy between Adira Finance and Adira
Kredit to leverage on Adira Finances
extensive network and its experience as the
leading multi-finance company. Through
this synergy, Adira Finance will offer durable
goods financing, which is previously offered
by Adira Kredit.
- Centralized Finance and Human Resource
Function through Shared Service. This
operational model is expected to be more
efficient in responding to the Banks needs.
58
Management Reports
Company Profile
- Implement an Enterprise Data Warehouse

(EDW) application that integrates data from
IT and IT functions in the business lines.
This will allow Danamon to perform more
accurate and powerful customer analytics.
With the above initiatives, Danamon plans to
target the following achievements in 2015:
- 9%-12% growth for total loans.
- 7%-9% growth for loans to the micro
enterprises sector.
- 13%-15% growth for non-mass market
loans, driven by higher market share in the
SME sector.
- 18%-20% growth for trade finance.
- 90%-92% loan-to-deposit ratio.
HUMAN RESOURCES DEVELOPMENT

One of the Banks most important investments
is our investment in human capital. Danamons
continuous efforts to develop its human capital
carries three objectives; obtaining the best
talents, enhancing their capacity, and providing
them with a rewarding work environment so
they can realize their potential.
Danamon pays a special attention to human
resource management, from recruitment,
training, competency development, provision
of fair compensation, health insurances, and
other welfare package scheme.
In seeking the best talents from all disciplines,
we partner with many leading universities
across the country to expose promising
students on the banking industry and on
Danamon. One major program is the annual
Danamon Young Leaders Award, which
started in 2007. This is a program for university
students, who are selected for their leadership
skills and knowledge in business as well as
their awareness about social issues.
& Analysis
Operational Review
Talent management comprises activities of

Talent Review for senior and critical positions
in Danamon and are expected to be a means
for identifying high potential employess and
selecting appropriate employee development
and retention programs.
Talent management is expected to improve
employee engagement, which at the end,
generates the best contribution for the Bank.
GOOD CORPORATE GOVERNANCE

The Board of Directors strongly believes in the
importance of transparency, accountability,
responsibility, independency, as well as fairness
and equality in managing our Bank. These good
corporate governance principles, when applied
appropriately, will ensure the trust and support
from shareholders, stakeholders, and the
public at large, which eventually will increase
the value of the Bank.
The Board of Directors will continually
implement and improve good corporate
governance principles in the Banks daily
activities. A number of enhancement initiatives
have been put in effect namely: GCG
Self-Assessment, Alignment with ASEAN
Corporate Governance Scorecard, Consumer
Corporate Social
Responsibility
Corporate Data
Protection Policy, appropriate Composition of

Committees, and Improvement on BoC and
Committees Charters, Related and Affiliated
Party Policy, Expense Policy, Risk Modeling,
and Integrated Negative List.
Moreover, the Bank continues to reemphasize
their commitment to Zero Tolerance on Fraud
and create a fraud-free environment as well as
ensure fraud prevention programs are effective
and sustainable. The Board of Directors and
staff are active in preventing fraud by adhering
to the code of ethics and regulations, control
mechanisms and conducting the 4K principles.
CORPORATE SOCIAL RESPONSIBILITY

In line with Danamons vision, which is to care
and enable millions to prosper, Danamon
continuously strives to improve its CSR
activities, either by enhancing its existing
programs through Yayasan Danamon Peduli or
by exploring new areas of social investment.
Seeing that Danamons main business is in the
mass-market segment in which the traditional
market trader is a large part of this rapidly
growing segment, Danamons main CSR focus
is in revitalizing the traditional wet markets
throughout the country.
Danamon through Yayasan Danamon Peduli has
implemented its market revitalization programs
(Pasar Sejahtera) in seven locations, which are
Pasar Ibu Kota Payakumbuh, Pasar Grogolan
Kota Pekalongan, Pasar Bunder Kabupaten
Sragen, Pasar Baru Kota Probolinggo, Pasar
Semampir Kabupaten Probolinggo, Pasar
Sindangkasih Kabupaten Majalengka, and
Pasar Kemuning Kota Pontianak.
59
Highlights
In 2014, Yayasan Danamon Peduli is adding

three more markets to its market revitalization
program, which includes Pasar Lambocca in
Bantaeng, South Sulawesi.
Consistent with our focus on micro enterprises,
Danamon is also intensifying its financial
literacy program in cooperation with the
Financial Services Authority, especially in areas
still untouched by financial services, such as
the Eastern part of Indonesia.
CHANGES IN THE COMPOSITION OF

THE BOARD OF DIRECTORS
In 2014, there was a change in the Board of
Directors composition due to the resignations
of Ali Yong (Director of Small and Medium
Enterprises, Commercial and Corporate
Banking) and Minhari Handikusuma (Director
of Micro Banking). The responsibilities for
Micro Banking and Small and Medium
Entreprises were assumed by Muliadi Raharja
while Commercial and Corporate Banking was
assumed by myself.
Management Reports
Company Profile
Infobank Award as the Bank with very good

rating in terms of its financial performance
Asiamoney Foreign Exchange (FX), as the
Best Domestic Provider for FX Services,
FX Products and Services, FX Options, FX
Research and Market coverage
Indonesia WOW Brand 2014, Silver
Champion for Banking Industry, Mortgage
Products
Annual Report Award (ARA), 1st winner of
ARA 2013 in category of Private Financial of
Listed Companies
First Runner Up - Sustainability Reporting
Award 2014 in Financial Services in the
10th Sustainability Award organized by The
National Center for Sustainability Reporting
(NCSR).
For these outstanding achievements and
on behalf of the Board of Directors and
Management of Danamon, I convey my
gratitude to everyone for their invaluable
contribution.
CLOSING REMARKS
On behalf of the Board of Directors and staff
of Danamon, I would like to thank and convey
our appreciation to two Directors of the Bank,
Ali Yong and Minhari Handikusuma, for all their
years of contribution and dedication to the
Bank.
AWARDS AND RECOGNITIONS

Throughout 2014, the continuing dedication
and hard work of employees across all levels at
Danamon and Adira have been recognized by
various organizations among others:
Listed in Forbes Global 2000, as one the
worlds largest public companies in 2014
60
In closing 2014 and on behalf of the Board of

Directors, I would like to convey our gratitude to
the Board of Commissioners for the unfaltering
support and generous advice to the Board of
Directors and management team throughout
the year. In addition, all our employees, whose
dedication and hard work are indispensable for
reaching our achievements, deserve our most
sincere appreciation.
Our ongoing contribution to economic growth
and prosperity is made possible only by the
continuing patronage of our customers and
the support and cooperation of regulators and
financial authorities. For all of their trust and
support, we are sincerely grateful.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
On 9 December 2014, I have announced my plan to retire as the President Director of the Bank,
which will become effective once approved by shareholders on the 27 February 2015 Extraordinary
General Meeting of Shareholders (EGMS). I would like to use this opportunity to express my deepest
appreciation to the shareholders, Board of Commissioners, Directors and all employees of Danamon
and its subsidiaries who have been very supportive in my five years as President Director. I have
been fortunate to be surrounded by great people who made my years enjoyable and memorable. I
wish you all the best and will always cherish my memories with Danamon. I believe the Bank will
continue to make a significant mark and contribution to the Indonesian financial industry. Bersama
Kita Bisa!
Jakarta, January 2015

On behalf of the Board of Directors
Henry Ho Hon Cheong

President Director
61
Highlights
Management Reports
Company Profile
Board of Directors
Herry Hykmanto
Director
62
Muliadi Rahardja
Director
Michellina Laksmi Triwardhany

Director
Vera Eve Lim

Director
& Analysis
Henry Ho Hon Cheong

President Director
Operational Review
Kanchan Keshav Nijasure

Director
Corporate Social
Responsibility
Fransiska Oei Lan Siem

Director
Corporate Data
Satinder Pal Singh Ahluwalia

Director
Pradip Chhadva
Director
63
Highlights
Management Reports
Company Profile
Report from the Syariah

Supervisory Board
Assalamualaikum Wr. Wb.

Bismillahirrahmannirrahiim
Praise be to Allah who has bestowed favors and

blessings to us all, and shalawat and special
greetings to our great Prophet Muhammad
SAW.
The Syariah Supervisory Board (DPS) of
Syariah Business Unit (UUS) Danamon in
accordance with the established DPS Charter,
has conducted its functions and tasks of
64
performing supervision and giving opinions on

overall new products of UUS Danamon.
DPS has considered that the banking activities
undertaken by the UUS Danamon in 2014 in
general are in accordance with the National
Syariah Board-Indonesian Ulama Council
(DSNMUI) fatwas as well as our opinions.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
On this occasion, we would like to convey our appreciation on the cooperation and the support of
the Board of Directors and management team, in their endeavour to maintain the implementation
consistency of syariah principles in the Banks activities. And going forward, we hope for continuous
improvement toward a most trusted syariah bank.
Wassalamualaikum Wr. Wb.
For and on behalf of the Syariah Supervisory Board
Prof. Dr. H. M. Din Syamsuddin

Chairman
65
Highlights
Management Reports
Company Profile
Syariah Supervisory Boards Profile
Dr. Hasanudin, M. Ag.

Member
66
Prof. Dr. H. M. Din Syamsuddin

Chairman
Drs. H. Karnaen A. Perwataatmadja, MPA, FIIS

Member
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Prof. Dr. H.M. Din Syamsuddin

Chairman
H.M. Din Syamsuddin has been the Chairman of the Supervisory Board of Syariah, Syariah Business Unit of
Danamon since 2002. He obtained his bachelor degree from IAIN Syarif Hidayatullah, Jakarta, and he also
achieved the M.A and Ph.D degree from the University of California Los Angeles (UCLA).
Positions:
1. Professor of the Politics of Islam, of UIN Jakarta;
2. Chairman of PP Muhammadiyah;
3. Chairman of MUI;
4. Vice Chairman of the Advisory Board of Central ICMI;
5. President of the Asian Conference on Religions for Peace (ACRP);
6. Co-President, World Conference on Religions for Peace (WCRP);
7. Chairman, World Peace Forum (WPF);
8. Chairman, Center for Dialogue and Cooperation Among Civilizations (CDCC);
9. Chairman, DPS of Bank Syariah Bukopin.
Drs. Karnaen A. Perwataatmadja, MPA., FIIS

Member
H. Karnaen A. Perwataatmadja has been a member of the Supervisory Board of Syariah, Syariah Business Unit
of Danamon since 2010. He obtained his economics bachelor degree from of Gadjah Mada University, and
achieved a Master in Public Administration degree from Syracuse University, Maxwell School, United States of
America.
Positions:
1. Chairman of Islamic Economic High Education (STEI) of Husnayain;
2. Lecturer at postgraduate program at the University of Indonesia;
3. Lecturer at postgraduate program at the Trisakti University;
4. Lecturer at postgraduate program at the Islamic University of As Syafiiyah;
5. Plenary member of the National Syariah Council (DSN) MUI;
6. Member of Economy and Financial Institutions of MUI;
7. DPS at BPRS Harta Insan Karimah, Bintang Insurance Syariah Unit and Manulife Insurance Syariah Unit.
Dr. Hasanudin, M. Ag.
Member
Dr. Hasanudin has been a member of the Supervisory Board of Syariah, Syariah Business Unit of Danamon
since 2002. He obtained his bachelor degree, M. Ag. and Doctorate degree from of Gajah Mada University, and
a Master in Public Administration degree from IAIN Syarif Hidayatullah, Jakarta.
Positions:
1. Lecturer at the UIN Syarif Hidayatullah;
2. Vice Secretary of DSN-MUI;
3. DPS of BNI Syariah, Tugu Pratama Insurance, Reindo Reinsurance, Toyota Astra Finance Services;
4. Member of Work Unit of KPJKS-OJK (Islamic Financial Services Development Committee-Financial Services
Authority);
5. Member of DSAS-IAI (Syariah Accounting Standards Council-Accounting Association of Indonesia).
67
Highlights
Management Reports
Company Profile
2014 2015 Plan and Strategy

Discussion
Danamon maintains its focus on the micro, small, and medium
enterprises sector by improving its business operational model
to increase productivity, while implementing new initiatives to
promote better efficiency within Danamon and its subsidiaries.
2014 presented a number of key developments

in the Indonesian economy. The most notable
development is the fuel price hike, which was
followed by an increase in Bank Indonesias
benchmark interest rate to 7.5%.
With the lowered net interest margin (NIM)

due to intensifying competition among banks,
especially in the micro sector, compounded
with the rise in interest rate, the banking
industry are faced with a challenge to maintain
profitability at a satisfactory level.
With these challenges, Danamon developed
a 2014-2015 strategy with implementation
phase that extends until 2016 that is based on
a number of planned initiatives that are aimed
to bring forth positive and significant changes
for Danamon and its subsidiaries.
68
STRATEGIC FOCUS FOR 2014-2015

Danamon has identified a number of initiatives
in 2014 to improve the Banks profitability
and ensure sustainable business growth. The
initiatives are as follows:
NEW MICRO LENDING BUSINESS

TARGET OPERATING MODEL
a) Focus on increasing efficiency and
productivity by remodeling the business
unit, Danamon Simpan Pinjam (DSP)
from end-to-end, increase lending growth
including from the agriculture sector through
partnership with co-operatives, intensify
co-operations with communities, seek
strategic partnership for supply chains, and
explore different forms of service network.
b) Implement a new Target Operating Model,
which is more focused on customers as
opposed to products by leveraging on
multichannel distribution and centralized
back office function with a more streamlined
process.
& Analysis
Operational Review
c) Automation for manual processes, such as

document administration and especially
in disbursing loans. This is also aimed
at improving controls, accuracy, time
efficiency, and service to customers.
SYNERGY BETWEEN ADIRA FINANCE

AND ADIRA KREDIT
a) The synergy between two of Danamons
financing subsidiaries, PT Adira Dinamika
Multi Finance (Adira Finance) and PT Adira
Quantum Multi Finance (Adira Kredit) is
implemented to leverage on Adira Finances
extensive network and its experience as
the leading multifinance company. Through
this synergy, Adira Finance will offer durable
goods financing, which was previously
offered by Adira Kredit.
b) Meanwhile, efficiency is implemented within
Adira Kredit operations through integration
of business and operational network with
Adira Finance, as both companies possess
similar operational characteristic and back
office, allowing for synergy.
Corporate Social
Responsibility
Corporate Data
CENTRALIZED FINANCE AND HUMAN

RESOURCE FUNCTION THROUGH
SHARED SERVICE
Through the implementation of the shared
service model, finance and human resources
functions that are spread in Danamons lines
of businesses will be combined into the head
offices finance and human resource functions.
This operational model is expected to be more
efficient in responding to the Banks needs.
A centralized model will also reduce data
inconsistency and miscommunications.
ENTERPRISE DATA WAREHOUSE

Implement an enterprise data warehouse
(EDW) application to integrate data from IT
and IT functions in the business lines, thereby
allowing us to perform more accurate and
powerful customer analytics.
69
Highlights
Management Reports
Company Profile
Responsibility for Annual Reporting

BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS STATEMENT ON THE RESPONSIBILITY FOR THE 2014
ANNUAL REPORT OF PT BANK DANAMON INDONESIA, TBK.
We, the undersigned, testify that all information contained in the 2014 Annual Report of PT Bank Danamon Indonesia, Tbk. has been
presented in its entirety, and assume full responsibility for the accuracy of the contents of the Companys Annual Report.
This statement is hereby made in all truthfulness.
Jakarta, 16 January 2015
Ng Kee Choe
70
J.B. Kristiadi
Vice President Commissioner/

Gan Chee Yen
Commissioner
Commissioner
Manggi T. Habir
Made Sukada
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Board of Directors
Henry Ho Hon Cheong

President Director
Muliadi Rahardja
Vera Eve Lim
Director
Director
Herry Hykmanto
Director
Director
Pradip Chhadva
Director
Director
Director
Director
71
Highlights
Business Review
Pasar Satria
I Putu Darmayudha - RTSM Bali Nusra

72
Management Reports
Company Profile
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Company
Profile
2014 Annual
2014
Report
Annual
PT Bank
ReportDanamon
PT Bank Indonesia,
Danamon, Tbk.
73
Highlights
Management Reports
Company Profile
Danamon at a Glance
PT Bank Danamon Indonesia, Tbk. established in 1956

is one of the financial institutions which has the largest
network in Indonesia with services from the province of
Aceh, on the northern tip of Sumatra, to Papua.
74
& Analysis
Operational Review
As of December 31, 2014, Danamon has a

network of approximately 2,156 branch offices
and service centers consisting of conventional
branches, Danamon Simpan Pinjam (DSP)
and syariah units as well as its subsidiaries.
Danamon provides its customers with access
to almost 1,473 ATMs, including through
ATM Bersama and ALTO in 33 provinces
of Indonesia. Danamon managed assets of
Rp195.7 trillion by the end of December 2014.
Danamon is one of the largest financial
institutions in Indonesia. As a universal bank,
the Bank has developed a variety of banking
business, from micro financing through
Danamon Simpan Pinjam, Retail Banking,
Syariah Banking to SME and Commercial
Banking and Corporate Banking, as well as
auto financing services, general insurance
and consumer goods financing through Adira
Finance, Adira Insurance and Adira Kredit.
As of December 31, 2014, 67.37% of the
Banks shares has been owned by Asia
Financial (Indonesia) Pte. Ltd., 6.79% by
JPMCB-Franklin Templeton Investment Funds
and 25.84% owned by the public.
In line with the Banks vision We Care
and Enable Millions to Prosper, Danamon
continues to improve economic growth of micro,
small, and medium enterprises in Indonesia
through partnerships with leading institutions
and experts in their field. In 2014, Danamon
signed an agreement with the International
Finance Corporation (IFC), a member of
the World Bank Group to develop financing
Corporate Social
Responsibility
Corporate Data
design model in the sector of agribusiness at

Danamon Simpan Pinjam (DSP). Through this
cooperation, Danamon can channel financing
to main agricultural sectors with an integrated
pattern from upstream to downstream.
As a commitment to provide convenience
to customers, Danamon constantly creates
innovation in its products and services.
In November 2014, Danamon launched a
mobile banking application called D-Mobile
(Danamon Mobile Banking) which provides an
easy and convenient way to perform banking
transactions via smartphones. D-Mobile also
has a feature namely D-Cash SosMed, the first
in Indonesia which allows customers to provide
funds to friends in Facebook and Augmented
Reality feature whereby users can find nearest
Danamons promo within a radius of 5 KM.
In addition to the launch of the D-Mobile, in
2014, Danamon, through its syariah business
unit, Danamon Syariah, launched two latest
products, Tabungan BISA iB and Tabungan
BISA Qurban iB. Tabungan BISA iB is a
savings product applying the Mudharabah
principle (profit sharing) which offers a variety
of advantages so that customers can enjoy
free banking transactions easily, safely and
conveniently through various channels.
Tabungan BISA Qurban iB applies Mudharabah,
syariah principles to help customers prepare
75
Highlights
funding needs for sacrificial worship during

Eid al-Adha. This product is the first and most
comprehensive term savings plan to purchase
sacrificial animals, because while saving,
customers are informed with the price of
sacrificial animals, and at the same time they
may choose the distributional mechanism.
In line with Banks commitment to increase
awareness and public interest in financial
services, Danamon has carried out various
initiatives and activities of banking and
financial education to the general public.
In 2014, Danamon trusted of the Financial
Services Authority (OJK) as one of the financial
institutions to operate SiMOLEK (The Financial
Literacy Car). SiMOLEK was specially designed
by OJK with the aim to increase financial
literacy and encourage public interest and trust
of financial products and services. The series
of occasions began in May 2014 along with the
launch of SiMOLEK at Juanda Market, Bekasi,
76
Management Reports
Company Profile
West Java. This was followed by socialization

of SiMOLEK in more than 14 major cities in
Indonesia until December 2014.
In addition to product innovation, Danamon
has significant achievements in other areas.
As an effort to implement Good Corporate
Governance, in 2014, Danamon won the Best
Overall Corporate Governance Award awarded
by the Indonesian Institute for Corporate
Governance, as well as the first place winner
of the Annual Report Awards 2013 for the
category of private listed financial institutions.
Danamon also won a number of awards in
Asiamoney Foreign Exchange (FX) Poll in 2014
as the Best Domestic Provider of FX Services,
Best Domestic Provider for FX Products
and Services, Best Domestic Provider for
FX Options, and Best Domestic Provider for
FX Research and Market Coverage. In the
international arena, Danamon was included in
the list of Forbes Global 2000 of 2014, which
is a list of the worlds largest companies issued
by Forbes Magazine.
& Analysis
Operational Review
Corporate Social
Responsibility
CORPORATE IDENTITY
Name:
Authorized Capital
Rp10 trillion
Issued and Paid Up Capital:
Rp5.9 trillion
Stock Exchange:
Indonesia Stock Exchange
Date of Establishment
16 July 1956
Share Code:
BDMN
ISIN Code:
ID1000094204
Office Networks:
As of December 31, 2014
Danamon has 2,156 office
networks that consist of conventional
branches, DSP units and Syariah
units as well as subsidiaries
branches. The list of Danamons
branch offices can be viewed in the
Chapter of Corporate Data of this
Report.
SUBSIDIARIES
Business:
Banking Services
Legal Basis of Establishment:

Notarial deed No. 134 dated
July 16, 1956 of Meester Raden
Soedja, S.H. which was ratified by
the Minister of Justice of Republic
of Indonesia in its decision letter
No. J.A.5/40/8 dated April 24,
1957 and was published in
Supplement No. 664 to the State
Gazette of Republic of Indonesia
No. 46 dated June 7, 1957.
Corporate Data
SWIFT Code:
BDINIDJA
Global Intermediary identifikation
Number (GIIN):
WZU780.99999.SL.360
Share Ownership Composition:
Asia Financial (Indonesia) Pte Ltd.:
67.37%
JPMCB-Franklin Templeton
Investment Funds: 6.79%
Public: 25.84%
Head Office:
Menara Bank Danamon
Jl. Prof. Dr. Satrio Kav. E4 No. 6
Mega Kuningan, Jakarta 12950,
Indonesia
Phone: (+62 21) 5799 1001-03
Fax (+62 21) 5799 1160
Website & Email:
www.danamon.co.id
corpsec@danamon.co.id
public.affairs@danamon.co.id
investor.relation@danamon.co.id
PT Adira Dinamika Multi Finance, Tbk.

(Adira Finance)
Business:
Financing
Head Office:
Landmark Centre Tower A,
26th 31st Floor
Jl. Jend. Sudirman No.1
Jakarta Selatan 12910
Phone: (+62 21) 5296 3232,
5296 3322
Fax: (+62 21) 5296 4159
PT Asuransi Adira Dinamika
(Adira Insurance)
Business:
Insurance
Head Office:
Graha Adira, Jl. MT. Haryono Kav.
42, Jakarta Selatan 12780
Phone: (+62 21) 2966 7373, 2966
7345
Fax: (+62 21) 2966 7374
PT Adira Quantum Multifinance
(Adira Kredit)
Business:
Financing
Head Office:
Gedung Plaza Kuningan
Menara Utara 10th-11th Floor,
Jl. H. R. Rasuna Said Kav. C 11-14
Jakarta 12940
Phone: (+62 21) 5292 2299
Fax: (+62 21) 52921199
77
Highlights
Management Reports
Company Profile
Brief History
2005
1998
1956
Taken over by the

government at the
height of the Asian
financial crisis
Established under the

name of Bank Kopra
Indonesia
1988
2003
Became Indonesia
private foreign
exchange bank
1976
Name changed to PT Bank

Danamon Indonesia
1989
Acquisition of the governments

controlling stake by Asia Financial
(Indonesia) Pte. Ltd.
2000
Legal merger with

9 other banks
Went public through IPO in

the Jakarta Stock Exchange
78
PT Bank Danamon,
Danamon Indonesia,
Tbk. 2014 Annual
Tbk. 2014
Report
Annual Report
Rapid expansion of Danamon

Simpan Pinjam branch
network
Launch of the Banks new
Vision, Mission, and Values
2004
The launching of Danamon

Simpan Pinjam
Acquired 75% of Adira
Finance
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
2014
Launching of D-Mobile, Danamon Mobile Banking Application
Launching of Tabungan BISA iB and Tabungan BISA Qurban iB Danamon
Syariah
Joint Program Literacy and Financial Education with Financial Services
Authorities (OJK) through Si MObil LitErasi Keuangan (SiMOLEK)
Signing of Memorandum of Understanding with Indosat to promote
strategic partnership between telecommunication and banking services
Signing of Memorandum of Understanding with International Finance
Corporation (IFC), a member of World Bank to develop design model of
financing especially for agribusiness sector of Danamon Simpan Pinjam
business unit.
2008
Established
Danamon Corporate
University
2010
Danamon and Adira Finance

issued Fixed Rate Bonds to
diversify funding source
2011
2006
2012
Network expansion of Solusi

Emas Syariah
Launched credit, debit and
ATM Manchester United card
Danamon celebrated its 55th

anniversary
Launch of Gold Pawning
Service Solusi Emas Syariah
Rp5 trillion in rights issue
Adira Finance Bonds issuance
Rp5 trillion
Acquisition of American
Express business in
Indonesia
Celebration of
2009
Danamons 50th
anniversary
Rights Issue of Rp4
trillion
Increased acquisition in
Adira Finance to 95%
2013
Partnership with Wells

Fargo and Overseas Private
Investment Corporation (OPIC)
as well as International Finance
Corporation (IFC) to finance
Indonesias MSME sector.
Construction of Danamons
new headquarters Menara
Danamon
Published Global Reporting
Initiative (GRI)-certified
sustainability report.
2014 Annual
2014
Report
Annual
PT Bank
ReportDanamon
PT Bank Indonesia,
Danamon, Tbk.
79
Highlights
Management Reports
Company Profile
Organization Structure
As of December 31, 2014
Human Resources
Committee *
Risk Management
Committee *
Assets
& Liabilities
Committee *
Information
Tecnology
Steering Committee*
Fraud Committee *
Compliance
Committee *
HR Director
Vacant
Operations Director
Muliadi Rahardja
Integrated Risk
Director
Satinder Pal Singh
Ahluwalia
Information
Technology Director
Kanchan Keshav
Nijasure
Finance
Director
Vera Eve Lim
Legal & Compliance

Director
Human Resources
Head
Marta Jonatan
Operation Risk &

Control Head
Suwandi Kusuma
Market & Liquidity

Risk Head
Iwan Dharmawan
IT Control Functions
Head
Alexander Ekanayake
Management
Information System
Head
Yo Lian Kie
Compliance Head
Pey Fang Ong
Branch Banking
Head
Fanny Gosal
Chief Credit Officer

Mass Market &
Consumer Banking
Lista Irna
IT Business Solution
& System Integration
Head
Victor E. Korompis
Investor Relation &

Subsidiaries Support
Head
Vacant
UKPN Head
Entin Rostini
Transaction Banking &

Centralized Processing
Centre Head
Arieta Aryanti
Chief Credit Officer

Wholesale Banking
Yanto Edy Umar
NCBS & Payments

Head
Sumartono
Financial Planning
& Project Head
Yenny Lim
General Legal Counsel

Surya Kirana Sulistijo
Corporate
Real Estate
Management Head
Andy Harsanto
Enterprise Risk &

Policy Head
Eunice Kurniawan
Infrastructure
Systems Head
Budi Suryono
Fin. Acc. Regulatory

& Product Control
Group Head
Henky Suryaputra
Corporate Secretary
Fransiska Oei Lan
Siem
Fraud & Operational

Risk Management
Head
Rio Erriad
Group Chief
Procurement Officer
Evi Laniyanti
Litigation Group Head

Poulce Octavian E.W.
(acting)
Risk Modelling
& Quantitative
Techniques Head
Sriraghavan
Rajamannar
Tax Head
Taufan Arijantono
Public Affairs Head

Zsa Zsa Yusharyahya
Operational
Excellence Head
Meilynda Aditianto
* Names of the Committee Chairmen and Members are stated in the Corporate Governance Chapter of this Annual Report.
80
Operational Risk
Management
Committee *
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Annual General Meeting of Shareholders
President Director
Henry Ho Hon Cheong
Capital
Management
Committee *
Micro Business
Director
Muliadi Rahardja
Ng Kee Choe - President Commissioner
J.B. Kristiadi - Vice President Commissioner/Independent

Commissioner
Ernest Wong Yuen Weng - Commissioner
Gan Chee Yen - Commissioner
Manggi Taruna Habir - Independent Commissioner
Made Sukada - Independent Commissioner
Prof. Dr. H.M. Din Syamsuddin - Chairman

Drs. Karnaen A. Perwataatmadja, MPA., FIIS - Member
Dr. Hasanudin, M. Ag. - Member
Corporate
Governance
Committee *
Strategic Planning &

Business Development
Head
Vacant
SME Project Head

Alexander C. Setjadi
SEMM Internal Control

& Fraud Management
Head
Juwono Akuan Rokanta
Risk Management
Head
Irma Savitry Daulay
Committee
Remuneration *
TCM & FI Director

Pradip Chhadva
SME Director
Muliadi Rahardja
Operations & Business

Support Head
Linda Suryani W.
National Sales
Distribution Head
Stenly Oktavianus
Syariah Supervisory Board
Committee
Nomination *
Consumer Banking
Director
Michellina Laksmi
Triwardhany
Risk Monitoring
Committee *
Audit Committee *
Syariah Director
Herry Hykmanto
Chief Internal
Auditor
Antony Kurniawan
Treasury & Capital

Market Head
Herman
Retail Banking
Head
Sonny Wahyubrata
Consumer Lending
Head
Djamin Nainggolan
Syariah Cross Selling

& Business
Development Head
Fajar Wahyudi
SME
Business Head
Gunawan Te
Financial
Institutions Head
Erny Resha Tantry
Consumer Service
Quality Head
Sri Setyaningsih
Consumer
Marketing Head
Dessy Safitri Masri
Syariah Business
Head
Bambang Atmaji
SMEC Strategic
Planning & Business
Development Head
Vacant
Business
Management Head
Herman
(acting)
Consumer Risk
Head
Jenny Tjandra
Customer & Business

Enablement Head
Sri Wahjoeni
Syariah Business
Planning & Product
Development Head
Refita Rulli Arief
Specialized Product
Management Head
Andre H.T. The
Transaction
Banking Head
Isabella Aritonang
Adira Finance
Leveraging Head
Djoemingin Budiono
Consumer
Strategic Planning
Head
Vacant
Syariah Assurance &

Operations Head
Budhi Hernandi
Consumer
Business HR Head
Ferhat Wideru
Syariah Risk Head

Ardino Gusman
Corporate Banking
Risk Head
Siswo Soebianto Iksan
Wholesale Business
Head
Harapman Kasan
SMEC Credit Risk

Head
Harlan Ligawirady
Syariah Business
HR Head
Beti Sulistyana
(acting)
81
Retail Credit & IT

Audit Group Head
Nathan Tanuwidjaja
SEMM & Branches

Audit Group Head
Muhammad Rizaldy
Wholesale Credit
& Analytics Audit
Development
Group Head
Yulius Setiawan
Fraud Investigation
Group Head
Chaerul J. Huwae
Quality Assurance
Group Head
Heri Nurzaman
Product & Support

Audit Group Head
Kho Tjhing Kian
2014 Annual Report PT Bank Danamon, Tbk.
82
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Highlights
Management Reports
Company Profile
Vision
We Care and Enable
Millions to Prosper
Danamon believes in its purpose that is to care for others; its customers,
employees, and the society at large, and enabled them to thrive, grow and
achieve better levels of prosperity.
Values
Caring
This page is intentionally left blank
Honesty
Giving a genuine concern for the well-being and advancement

of others will bring out the best in us.
Always hold the truth to ourselves and others without any
hidden agenda.
Passion to
Excel
Always dare to come up with better ways of doing things, to

achieve the best result, whilst mitigating the risk involved and
without compromising the solidity of our company.
Teamwork
Leverage the diversity amongst us as the strength of our team

to achieve common goals.
Disciplined
Professionalism
Deliver our responsibility with the highest standards of ethics

and professionalism, through disciplined people, disciplined
thoughts and disciplined actions.
Board of Commissioners and Board of Directors Approval

Pursuant to the Board of Directors Meeting on November 27, 2013 and the Board of Commissioners
Meeting on December 9, 2013, the Board of Directors and the Board of Commissioners have reviewed and concluded
that Danamons existing Vision, Missions, and Core Values are still very much suitable with the culture and spirit of
Danamon, and in line with Danamons ultimate objectives from both the commercial and social aspects, and therefore
have unanimously agreed to carry on with the existing Vision, Missions, and Core Values of Danamon. The Board of
Directors and Board of Commissioners view that there are no changes in the 2014 Vision and Mission, as shown by the
transformation project which supports Danamons Vision and Mission.
83
84
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Mission
Danamon pursues its vision through the following mission:
Danamon aims to be The Leading Financial Institution in Indonesia with a significant
market presence.
Danamon believes its strength as a financial intermediary is a catalyst for welfare and
prosperity.
To optimize its role in the growth of the economy, it is imperative for Danamon to be well
regarded and occupy a leading position among its peers, as a:
- Business partner to its customers, and;
- Valuable and caring corporate citizen to the public.
A customer centric organization covering all customer segments, each with a unique
value proposition, centered on sales and service excellence, supported by world class
technology.
In carrying out its role, Danamon always strives to understand the needs of each customer
and responds appropriately to fulfill them.
It aims to offer solutions through unique approaches which creates value not offered by
any other financial institutions in the marketplace, and does so through knowledge from
research and use of technology.
In doing so, Danamon places emphasis on the delivery of its service, utilizing the appropriate
technology with utmost care and responsibility.
It is key for Danamon employees to satisfy customers and be respectful and providing
services that the society will appreciate.
Danamon views the following positive attitudes are required:
- Adaptable, open and willing to continuously learn to respond to change.
- Understand and focus on self and people development.
We aspire to be an employer of choice and to be respected by our customers, employees,
shareholders, regulators and the community.
Danamon invests to cultivate a culture conducive to achieving its goals.
Danamon builds collaborations with internal and external stakeholders to create valuable
contributions to many beneficiaries where they are most needed.
85
Highlights
Management Reports
Company Profile
Operational Area
4
1
No.
1
2
3
4
5
6
7
86
Regional Office
Jakarta
Bandung
Surabaya
Makassar
Balikpapan
Medan
Semarang
Address
Jl.
Jl.
Jl.
Jl.
Jl.
Jl.
Jl.
Matraman Raya No. 52, Jakarta Timur 13150

Merdeka No. 40, Bandung
Gubernur Suryo No. 12, Surabaya
A. Yani No. 11-13, Makassar
Sudirman No. 54, Balikpapan
Diponegoro No. 35, Medan, Sumatera Utara 20152
Pemuda No. 175, Semarang
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Danamon has a network throughout Indonesia

from Aceh to Papua.
87
Highlights
Management Reports
Company Profile
Singapore citizen, Age 70, Ng Kee Choe has been a Commissioner since March 2004 and PresidentCommissioner since May 2006 and reappointed as President Commissioner in the Banks AGMS dated
May 7, 2014.
Qualification/Education History
He graduated from the University of Singapore with a Bachelor of Science (Honours) in 1966.
Work Experience
Ng Kee Choe is a Director of Fullerton Financial Holdings Pte Ltd. (2008-now).
Ng Kee Choe
He was also a member of the Temasek Advisory Panel Temasek Holdings (Private) Ltd. (1 July 2003 - 31
December 2014), Member of the International Advisory Council of China Development Bank, and also
Chairman of Tanah Merah Country Club (2008-now).
He was a Director of Singapore Exchange Limited (2003-2014). He was the Vice-Chairman of DBS
Group Holdings and retired from his executive position in July 2003 after 33 years of service with DBS
(1970-2003). Ng Kee Choe served as the Chairman of NTUC Income (2005-2013) and was Special
Advisor of NTUC Income (1 January 2014-31 December 2014).
Ng Kee Choe was conferred the Public Service Star in 2001 and the Meritorious Service Medal in 2012.
Expertise:
Credit
Finance
Human Resources
Treasury
Risk Management
Indonesian citizen. Age 68. J.B. Kristiadi has been a Vice President Commissioner since 2005 and
reappointed as Vice President Commissioner and Independent Commissioner in the Banks AGMS
dated May 7, 2014.
Qualifications/Education History
He obtained his PhD (Public Administration) from Sorbonne University, France, in 1979.
J.B. Kristiadi
Vice President Commissioner
Work Experience
Previously, he served as Director of State Property Directorate General of Monetary Affairs in (19801987), Director of Budget Ministry of Finance (1987-1990). Chairman of the National Institute of
Administration (LAN) (1990-1998). Subsequently served as Assistant to the Coordinating Minister for
Development Supervision and Administrative Reform (1999-2001). Deputy Minister for Administrative
Reform (2001-2003).
He also served as Secretary General of the Ministry of Communication and Information (2003-2005),
Secretary General of the Ministry of Finance (2005-2006) and then served as a Senior Advisor to the
Minister of Finance (2009-2011), and served as Secretary Team of Tax and Customs Reform 2010.
Since 2011-now served as a member of National Task Force for Government Institutional Reforms at
the Ministry for Administrative Reforms.
He served as commissioner in a number of State-Owned Enterprises namely PT Tambang Batubara
Bukit Asam (1980), Bank Dagang Negara (1982), PT Aneka Tambang (1986), Bank BNI (2005).
Professor at the State University Padjadjaran from 2007-now.
Expertise:
Finance, Risk Management
88
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Singapore citizen. Age 55. Gan Chee Yen has been a Commissioner since 2003 and reappointed as
Commissioner in the Banks AGMS dated May 7, 2014.
He graduated with a Bachelors degree in Accounting from the National University of Singapore.
Gan Chee Yen

Commissioner
Work Experience
Currently as Chief Executive Officer, Fullerton Financial Holdings (Internasional) Pte. Ltd., a whollyowned subsidiary of Temasek Holdings (Pte.) Ltd., 2012.
Co-Chief Investment Officer dan Senior Managing Director, Special Project di Temasek
Internasional Pte. Ltd., 2011-until now.
Co-Chief Investment Officer dan Head of China, 2010.
Co-Chief Investment Officer, Temasek Internasional Pte. Ltd., 2007.
Senior Managing Director, Investment, Temasek Internasional Pte. Ltd., 2005.
Managing Director, Finance Temasek International Pte. Ltd., 2003.
Finance Director of Singapore Technologies Pte Ltd., 1996.
Finance Senior Manager in Singapore Technologies Marine Ltd 1988.
Accountant, Showa Leasing (S) Pte Ltd, September 1986.
Auditor in Pricewaterhouse Coopers, May 1984.
Expertise:
General Management, Accounting, Finance, Investment, Risk Management
Indonesian citizen. Age 61. Manggi T. Habir has been an Independent Commissioner since 2005 and
reappointed as Independent Commissioner in the Banks AGMS dated May 7, 2014.
He received a Masters degree in Business Administration from University of Michigan and a Master
degree in Public Administration from Harvard University.
Work Experience
Currently he is Chairman of the Supervisory Board of Yayasan Danamon Peduli and Commissioner of
PT Asuransi Adira Dinamika, a subsidiary of Danamon.
Manggi Taruna Habir

Commissioner
Early in his career he was business and economic correspondent for the Far Eastern Economic Review
and held various key positions at Citibank N.A. Jakarta (1985 1991).
Subsequently, he was Research Director at PT Bahana Securities from 1995-1998 and the President
Director of PT Pefindo from 1998-2001. His last position before joining Danamon was Director at
Standard & Poors, Singapore.
Expertise:
Credit, Finance, Risk Management and Corporate Governance.
Particular Assignment:
President Commissioner of PT Asuransi Adira Dinamika
89
Highlights
Management Reports
Company Profile
Indonesian citizen. Age 63. Made Sukada has been as Commissioner in the Banks since appointed by
the AGMS dated May 7, 2014.
He graduated from Accounting Faculty of University of Padjadjaran in 1977 and achieved Master of
Accounting from the University of Pittsburgh USA in 1984.
Made Sukada
Work Experience
He held executive directors position of several departments in Central Bank of Indonesia (1998-2010),
including as the head of departments that were involved in monetary policy formulation and monetary
policy implementation. His latest position was as adviser to the Deputy Governor before he finally retired
in April 2010. He has also been working as independent party of Risk Monitoring Committee of Bank
Permata since May 2010, and was twice nominated as Deputy Governor of BI in 2001 and 2007.
He started to work for Bank Indonesia in early 1979 as Credit Analyst. Received scholarship to study
at the University of Pittsburgh, USA (1982-1984). After obtaining master degree, he was assigned as
junior economist in head office to finally promoted as division head. He has also been assigned as
Representative Office New York (1993-1995) and then appointed as Deputy Director of Monetary Policy
Management of BI in 1995, he was then seconded in IMF Office Washington D.C. as the alternate
Executive Director before finally back to BI as Executive Director of Economic Research and Monetary
Policy Department from 2007 to 2009.
Expertise:
Finance
Risk Management
Singapore citizen. Age 69. Ernest Wong Yuen Weng has been as Commissioner since April 2010 and
reappointed as Commissioner in the Banks AGMS dated May 7, 2014.
Ernest Wong Yuen Weng graduated in 1967 with a First Class Honours Degree in Chemical Engineering
from the University of Surrey, United Kingdom.
Work Experience
Ernest Wong Yuen Weng started his career in Singapore with the Economic Development Board (19891993). He joined the United Overseas Bank (UOB) Group in 1972 and was appointed Board Member
and Group President from 1990 to 2000.

Commissioner
He was also Chairman of the Association of Banks in Singapore. He left UOB to join MediaCorp as its
Group CEO from 2000-2005.
Ernest Wong Yuen Weng is currently Chairman of Fullerton Financial Holdings Pte Ltd. (2011-now).
He is also the Board Trustee & Chairman, Investment Committee of Nanyang Technological University
(2006-now), Board Member Singapore Health Services Private Limited (2006-now), Casino Regulatory
Authority, Board Member Singbridge Holdings Pte Ltd (2011-now), Pavilion Capital Holdings Pte Ltd
(2012-now), and Chairman of A. Menari Asia-Pacific Holdings Pte Ltd (2012-now).
Expertise:
Banking, Investment & Finance.
General Management
90
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Malaysian citizen. Age 60. He was appointed as the President Director of the Bank at 29 April 2010
and reappointed as President Director in the Banks AGMS dated May 7, 2014.
He graduated from University of Malaya with a B. Eng (Mechanical) in 1978 and from McGill University,
Montreal, Quebec, Canada in 1980 with Master of Business Administration in Accounting & Finance.
Henry Ho Hon Cheong

President Director
Work Experience
He began his banking career with Citibank NA, Kuala Lumpur in 1982. Over a period of 23 years he
has held a number of positions including Country Risk Officer with Citibank NA, Kuala Lumpur (Januariy
1992-March 1994) and Pan Asia Corporate Head with Citibank NA, Singapore (April 1994-December
1995), Chief Country Officer with Citibank NA Bangkok (January 1996-December 2001), and General
Manager and Group Head with Saudi American Bank Riyadh Kingdom of Saudi Arabia (January
2002-December 2003). Prior to joining Bank Danamon he was President Director/ CEO of PT Bank
International Indonesia Tbk (January 2004-March 2009) and Managing Director in Temasek Holdings
(Private) Ltd (April 2009-April 2010).
Duties and Responsibilities:
Henry Ho Hon Cheong leads Danamons Board of Directors and directly supervises the Banks Internal
Audit, and two of the Banks subsidiaries, namely PT Adira Dinamika Multi Finance Tbk dan PT
Asuransi Adira Dinamika, PT Adira Quantum Multifinance, and Whole Nanking.
Particular Assignments:
President Commissioner of PT Adira Dinamika Multi Finance Tbk
Indonesian citizen. Age 55. He has been a Director of Danamon since December 1999. Reappointed
as Director in the Banks AGMS dated May 7, 2014 and effective December 31, 2012, as Human
Resource Director.
He graduated from the Faculty of Economics, University of Indonesia,and earned his MBA from the
Massachusetts Institute of Technology in 1998.
Work Experience
He started his career in a consulting company in 1983, and joined PT Sepatu Bata Indonesia Tbk
in 1984. He joined Lippo Group in 1985 and was responsible for finance and business, insurance,
garment and banking. His last position was Deputy Group Head of Management Information System.
Muliadi Rahardja
Director
In 1989, he joined Danamon as a Branch Manager in Tangerang. His most recent position was Head of
the Corporate Planning and Strategy Division before he was appointed a Director of Danamon in 1999.
Roles and Responsibilities:
Operation
CREM
RCO
Small Medium Enterprise (SME)
Micro Business Banking
From 1999 2003 Muliadi Rahardja served as Director of Operational and Technology. From 2004
early 2008 he served as Director of Human Resources. Having served as Director of Human Resources
for 4 years, Muliadi Rahardja since 2008 was appointed as Director of Operation and his main tasks are
guiding, nurturing, and overseeing operational activities at branches, regions, headquarter, operation
of payment centers, loan transaction services, Transaction Banking Centre such as Trade Service,
Custody Service, Treasury Operation (back office) and is responsible for the Regional Corporate Officer,
Corporate Real Estate Management Unit that manages Banks owned and rented properties.
Commissioner of PT Adira Dinamika Multi Finance Tbk.
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Highlights
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Company Profile
Indonesian citizen. Age 49. She was appointed as a Director of Danamon in June 2006 and reappointed
as Director in the Banks AGMS dated May 7, 2014. She has served on the Board of Management and
as Chief Financial Officer of Danamon since October 2003.
Vera Eve Lim graduated from the Faculty of Economics, Tarumanegara University (1989). She completed
an executive program in Stanford Graduate School of Business in 2008.
Vera Eve Lim

Director
Work Experience
Since 2010 up to now she serves as Commissioner of PT Adira Dinamika Multi Finance Tbk. Previously
she served as Vice President Commissioner of PT Asuransi Adira Dinamika (2008-2012), Chief Financial
Officer in PT Bank Danamon Indonesia, Tbk. (2003-2006), and various senior positions in PT Bank
Danamon Indonesia, Tbk. (1990-2003).
Financial Planning & Control
Transformation Management Office
As Danamons Chief Financial Officer and Director, Vera Eve Lim is responsible for directing and
overseeing all the financial activities of Danamon. She monitors financial performance reporting and
policies assuring compliance with accepted financial and accounting standards as well as regulatory
requirements. She also acts as a business partner in the value creation end of the business by providing
strategic and operational performance reporting and analysis for each business.
Vera Eve Lim helps President Director and other business unit heads with up to date information regarding
competition and business strategic direction, lead and coordinating the corporate actions for the bank
and group such as acquisition, capital raising and corporate strategic planning. Also, she represents
Danamon in dealing with capital market and investing community.
Particular assignment:
Commissioner of PT Adira Dinamika Multi Finance, Tbk.
Indonesian citizen. Age 46. He was appointed as Danamons Director by General Meeting of Shareholders
(GMS) in 2008 as a Transaction Banking and Syariah Director and reappointed as Director in the Banks
AGMS dated May 7, 2014. He joined Danamon since 2003 as the Head of Transaction Banking.
He graduated from Padjadjaran University, Bandung (Farms Faculty).
Work Experience
He was a Senior Cash Management & Trade Business Development Manager in Standard Chartered
Indonesia (2000-2003) and was the International Operation Head in Bank Universal (1992-2000).
Herry Hykmanto
Director
In 1998, he is the first Indonesian banker holding international certification in letter of credit from the
International Chamber of Commerce France. He is active as the Chairman of the International Chamber
of Commerce Banking Commission Indonesia and actively represents Indonesia in various international
and regional forums for International Trade Rules and Practices. He is also active as one of the chairs in
Indonesia Syariah Bank Association (ASBISINDO).
Syariah Banking

Since 2011, Herry Hykmanto is fully in charge of the development and practices of Danamons
Syariah Business Unit
Particular assignment:
Member of Yayasan Danamon Peduli Supervisory Board
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& Analysis
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Corporate Social
Responsibility
Corporate Data
Indian citizen. Age 56. He was appointed as Danamons Director by GMS in 2008 and reappointed as
Director in the Banks AGMS dated May 7, 2014. He joined Danamon in April 2004 as Chief Technology
Officer.
He received his B. Tech. degree in Electrical Engineering in 1980 from the Indian Institute of Technology,
Bombay.

Director
Work Experience
He commenced his banking technology career by working on treasury systems with Unisys. He joined
Citigroup in 1987 and worked on diverse IT platforms in multiple countries. He has held number of senior
management positions in different companies within Citigroup world. Before joining Danamon, he served
as Global Technology Head for the Commercial and SME business of Citigroup International in London
(2000-2003).
Roles and Responsibility:
Information Technology
Kanchan Nijasure is responsible for designing Danamons IT vision and strategy in close alignment with
the business strategy. He has put in place an IT End-state blueprint and roadmap to build world class
IT platform for Danamon. Under his leadership, many IT programs including New Core Banking Solution
have been successfully implemented. As a result, most businesses now have market leading technology
solutions. All missioncritical systems in Danamon have made a quantum leap in the level of reliability and
resilience. With full implementation of this blueprint in the next few years, Danamon will have a strategic
advantage in gaining market share and providing superior products and services to customers.
Indonesian citizen. Age 57. She was appointed as a Director of Danamon since May 2009 and
reappointed as Director in the Banks AGMS dated May 7, 2014.
Received her Master of Law from Trisakti University.
Work Experience
Fransiska Oei Lan Siem started her career at PT Ficorinvest as Legal Head (1982-1984). She joined
Citibank N.A from 1984-2000 and 1998-2000 held various positions. Her latest position at Citibank N.A.
was as Chief of Staff and Compliance Director. Since February 2005 until 2009, she was appointed as
Director of PT Bank International Indonesia, Tbk (BII). Prior to that she was BIIs Legal and Compliance
Advisor (2004 2005) and BII Managing Director/Management Team (2000-2001).

Director
She was a Commissioner at PT Bank Mandiri Tbk (2004-2005) and the Founder and Senior Partner of
LBAF Law Firm (2002-2004).
Compliance
Corporate Secretary
KYC Unit
Legal
Litigation
Public Affairds
Fransiska Oei Lan Siem is responsible for the Banks compliance with prevailing regulations, including
Bank Indonesia regulations on implementation of Anti-Money Laundering and Counter Terrorism
Financing in Danamon.
She is also responsible for legal and litigation matters, and public affairs which manages Danamons
relations with the Banks external and internal stakeholders, including the public, media, relevant
institutions and associations, as well as communication with employees. On top of that, she oversees
the Corporate Secretary Office and ensures the Banks compliance with capital markets regulations and
Good Corporate Governance principles.
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Highlights
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Company Profile
United States of America citizen. Age 60. He was appointed as a Director of Danamon since April 2010
and reappointed as Director in the Banks AGMS dated May 7, 2014. He has been the Business Head
of Treasury, Capital Markets, Financial Institution and Transaction Banking since he joined Danamon in
2009.
He was appointed as a Director of Danamon since April 2010 and reappointed as Director in the Banks
AGMS dated May 7, 2014.
Pradip Chhadva graduated in International Management from Thunderbird Graduate School of
International in Glendale, Arizona in 1981.
Pradip Chhadva
Director
Work Experience
He started his career with Citibank in 1984 as a Treasury Manager of Saudi American Bank (Citibank
Affiliate) in Riyadh, Saudi Arabia and left the bank in 2007 as Deputy Division Head for Sales and Trading
in Citibank International, Miami, Florida. He then continued his career and worked in First Caribbean
International Bank in Barbados for three years starting 2007 and his last position was Group Head and
Managing Director for Treasury Sales and Trading.
Treasury Capital Market
Financial Institution
Transaction Banking
Pradip Chhadva is responsible for Treasury & Capital Markets, Financial Institution and Transaction
Banking. This involves the formulation of strategies and ensuring its executions and achievements of
the business bottom line. As the treasurer of Danamon, he is responsible for the optimal and prudent
management of Danamons balance sheet and liquidity management, interest rate and foreign exchange
risk management which includes planning for and executing the structural funding for Danamon. He is
also responsible for development and implementation of cash management products and strategy, trade
finance product and services and securities services products.
Indonesian citizen. Age 48. She was appointed as a Director of Danamon since April 2010 and
reappointed as Director in the Banks AGMS dated May 7, 2014.
Michellina Laksmi Triwardhany graduated in 1987 from North Texas State University with a BS degree
in Computer Science and received MBA degree from the University of Texas at Austin with distinction
in 1990.

Director
Work Experience
She joined Danamon as Head of Consumer Banking in December 1, 2009. Her career spans across
multiple functions and geographies in the consumer banking area, including assignments in Singapore,
Hong Kong, Philippines and Malaysia. She started her career as Management Trainee in Citibank
Indonesia in 1990.
She held numerous positions including Cards Business Director in Citibank Jakarta (January-April
2001) and Standard Chartered Bank in Hong Kong (May 2001-July 2003), Country Retail in Citibank
in Philippines (August 2003-August 2007), and most recently as Country Business Head in Citibank
Malaysia covering cards, mortgage, personal loan, and retail bank (September 2007-2009).
Treasury Capital Market
Financial Institution
Transaction Banking
Vice President Commissioner of PT Asuransi Adira Dinamika
94
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Canadian citizen. Age 52. He was appointed as Director of Danamon in April 2010 and reappointed as
Director in the Banks AGMS dated May 7, 2014.
He is a Chartered Accountant and he holds a Master of Commerce post graduate degree from Mumbai
University.
Work Experience
He pursued a career in Standard Chartered Bank from 1987 up to 2002, with his last position as Head
of Credit, Consumer Banking Malaysia.

Director
Subsequently he worked for Mashreqbank, United Arab Emirates as Vice President and Head Retail
Credit up to 2005. He then worked for ABN Amro Bank, Dubai as Senior Vice President and Regional
Head, Consumer Lending Group Risk Management (December 2005-April 2006).
In May 2006, he joined Bank International Indonesia as Managing Director and Chief Risk Officer. In 2009
he was also appointed as Commissioner in WOM Finance, BIIs subsidiary as prior to joining Danamon.
Integrated Risk
Commissioner of PT Adira Quantum Multifinance

95
Highlights
Management Reports
Company Profile
Number of Employees
3% 2%
Data Headcount Danamon Per December 2014 (Consolidated)

Source
2010
2011
2012
2013
2014
Danamon
26,275
30,736
33,939
35,423
31,660
Adira Finance
24,392
28,272
28,093
28,519
26,098
Adira Quantum
2,026
2,417
2,439
2,863
1,691
Adira Insurance
709
841
867
922
1,169
53,402
62,266
65,338
67,727
60,618
Total
2014
43%
Employee Composition Based on Education (Consolidated)

Education
2010
2011
2012
2013
579
577
573
542
Bachelor
34,487
40,256
41,162
42,361
37,834
Diploma
11,155
13,297
13,678
14,007
11,982
7,003
7,986
9,789
10,671
10,161
182
148
132
115
99
53,402
62,266
65,338
67,727
60,618
Senior High School

Junior High School/
Elementary
School
Total
17%
2014
575
Post Graduate
2011
2012
2013
2014
0-3 years
31,297
38,040
39,385
36,053
25,128
3-5 years
5,963
7,661
8,066
11,676
14,555
5-10 years
8,799
9,259
10,311
11,479
10,896
10-20 years
6,510
6,344
6,534
7,354
8,774 18%
833
962
1,042
1,165
1,265
53,402
62,266
65,338
67,727
60,618
Total
15%
Permanent
1)
Non Permanent
Total
2)
2010
2011
2012
2013
39,287
45,265
47,186
47,075
42,476
14,115
17,001
18,152
20,652
18,142
53,402
62,266
65,338
67,727
60,618
2014
24%
2014
Note:
1) Permanent employees include permanent and probation.
2) Non Permanent employees include contracts, trainees, honor and expatriates. Data exclude outsources
employees.
96
2%
41%
Employee Composition Based on Employement Status (Consolidated)

Employement Status
62%
20%
2010
>20 years
1%
2014
Employee Composition Based on Employment Period (Consolidated)

Year of Service
52%
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Employee Composition Based on Age (Consolidated)
5%
Age
2010
2011
2012
2013
2014
<25 years
6,850
9,676
9,364
9,066
6,343
25-34 years
34,444
39,484
40,960
41,983
36,584
35-44 years
10,630
11,297
12,764
13,966
14,520
1,478
1,809
2,250
2,712
3,171
53,402
62,266
65,338
67,727
60,618
2013
2014
>45 years
Total
2010
Top Management &

Technical Advisor
2011
46
38
2012
45
49
2014
60%
325
336
362
407
422
2,586
2,909
3,495
4,045
Officer
12,117
13,903
15,618
16,894
16,818
Staff
38,504
45,403
46,404
46,882
39,294
Total
53,402
62,266
65,338
67,727
60,618
Manager
1% 6%
39
2,410
Senior Manager
11%
24%
Employee Composition Based on Position (Consolidated)

Grade
2014
28%
65%
Training Program Statistics

Training Program
Number of Training
Programs
2010
2011
2012
2013
2014
8,000
6,237
4,230
3,329
2,948
70,500
67,632
83,277
90,864
70,278
Total Man-days
165,000
218,480
203,397
237,446
175,059
Total Investment on
Training (Rp million)
204,713
285,673
265,705
261,079
225,942
2.90
4.22
3.19
2.87
3.21
Number of
Participants
Average Investment
per Employee (Rp million)
97
Highlights
Management Reports
Company Profile
25.84%
Asia Financial (Indonesia)
Pte, Ltd.
Investment Funds
6.79%
67.37%
Public
Board of Commissioners and Directors who own Danamons shares are included in the Public
Shareholders whose shares is below 5%.
Share Ownership Composition as of 31 December 2014
SHAREHOLDERS
Number of
Shares
Issued and
Fully Paid
Ownership
Percentage
Total
Nominal
(in million
Rupiah)
Series A Shares (Nominal Value Rp 50,000 (full value) per share)

Public (Ownership below 5% respectively)
22,400,000
0.23%
1,120,000
6,457,558,472
67.37%
3,228,779
650,279,488
6.79%
325,140
2,437,181,763
25.43%
1,218,591
94,275
0.00%
47
Henry Ho Hon Cheong
2,161,500
0.02%
1,081
Muliadi Rahardja
6,405,515
0.07%
3,203
502,256
0.01%
251
Vera Eve Lim
5,020,500
0.05%
2,510
1,187,866
0.01%
594
1,234,730
0.01%
617
617,000
0.01%
309
9,584,643,365
100%
5,901,122
Series B Shares (Nominal Value Rp 500 (full value) per share)

Asia Financial (Indonesia) Pte. Ltd.
JPMCB - Franklin Templeton Invesment Funds
Public (Ownership below 5% respectively, excluding
ownership by the Board of Commissioners and
Board of Directors)
Board of Commissioners and Board of Directors
Ng Kee Choe
Herry Hykmanto

Total Shares of A Series and B Series
98
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
20 Largest Shareholders as of 31 December 2014
No.
Shareholder
Ownership
6,457,558,472
67.37%
650,279,488
6.79%
Citibank Singapore S/A CBSG-Aranda Inv Pte Ltd
392,822,398
4.10%
JPMCB-Stichting Depositary APG EME MRKT EQ Pool
135,842,700
1.42%
JPMCB-Templeton Emerging Market Investment Trust Plc
134,932,433
1.41%
Singapex Investment Pte Ltd
130,414,740
1.36%
PT Guna Dharma
95,846,434
1.00%
BBH Boston S/A Vangrd EMG MKTS STK INFD
60,919,524
0.64%
GIC S/A Government Of Singapore
54,708,218
0.57%
10
BNYM SA/NV AS Cust Of Employees Provident Fund
51,656,546
0.54%
11
Citibank New York S/A Dimensional Emerging Markets Value

Fund
36,234,654
0.38%
12
SSB OBIH S/A Ishares MSCI Emerging Markets ETF
33,193,916
0.35%
13
SSB HJT3 S/A HKJC Equity Trust Fund
32,446,000
0.34%
14
JPMCB-PFA KAPITALFORENING
26,808,900
0.28%
15
RBC IST S/A Canada Post Corporation Pension Plan
26,304,085
0.27%
16
SSB 1BA9 ACF MSCI Equity Index Fund B-Indonesia
25,461,489
0.27%
17
Reksa Dana Schroder Dana Prestasi Dinamis
23,527,000
0.25%
18
Reksa Dana Kharisma Flexi Terbatas 3
22,619,000
0.24%
19
JPMCB-Templeton Asian Growth Fund
22,214,100
0.23%
20
Interventures Capital Pte. Ltd.
21,688,300
0.23%
Asia Financial (Indonesia) Pte. Ltd
The profile of public shareholder with ownership below 5% as of 31 December 2014 are as follows:
No
Ownership
Status
National Shareholders
1 Individual Indonesia
2 Mutual Funds
3 Danareksa
4 Insurance
5 Foundation
6 Cooperative
7 Others
sub total
Foreign Shareholders
1 Individual Foreign
2 Foreign Entity
3 Others
sub total
TOTAL
Number of
Shareholders
Total Share
Owership
Percentage
25,148
449
3
48
109
39
71
25,867
146,221,441
160,880,853
168
71,995,449
25,045,040
612,993
78,574,656
483,330,600
1.526%
1.679%
0.000%
0.751%
0.261%
0.006%
0.820%
5.043%
206
724
0
930
26,797
7,557,396
2,023,177,009
0
2,030,734,405
2,514,065,005
0.079%
21.108%
0.000%
21.187%
26.230%
99
Majority and Controlling Shareholders

Shareholder Structure
Temasek Holdings (Private) Limited
100%
Fullerton Management Pte Ltd
100%
Fullerton Financial Holdings Pte Ltd
100%
Templeton: JPMCB-Franklin
Templeton Investment Funds
6,79%
(650.279.488 shares) Series B
ASIA FINANCIAL (INDONESIA) PTE LTD
67,37%
(6.457.558.472 shares) Series B
Public
25,84%
(22.400.000 shares) Series A

(2.454.405.405 shares) Series B
PT BANK DANAMON INDONESIA, TBK.
About Temasek Holdings (Private) Limited

Incorporated in 1974, Temasek is an investment company based in Singapore. Supported by 11 offices globally,
Temasek owns a S$223 billion (US$177 billion) portfolio as of 31 March 2014, mainly in Singapore and Asia.
Temaseks investment themes centre on:
Transforming Economies
Growing Middle Income Populations
Deepening Comparative Advantages, and
Emerging Champions
Its portfolio covers a broad spectrum of industries: financial services; telecommunications, media and technology;
transportation and industrials; life sciences, consumer and real estate; as well as energy and resources. Temasek is
guided by an independent board and managed on commercial principles to create and deliver sustainable long term
value for its stakeholders.
As an active and engaged shareholder, Temasek promotes sound governance in its portfolio companies. Temasek
supports the formation of high calibre, experienced and diverse boards to guide and complement management
leadership.
Total shareholder return for Temasek since its inception in 1974 was 16% compounded annually. Temasek has had an
overall corporate credit rating of Aaa by Moodys and AAA by Standard & Poors since the companys inaugural
rating in 2004.
Asia Financial (Indonesia) Pte Ltd has a [67.37% - to be updated] shareholding in PT Bank Danamon Indonesia Tbk
as of 31 December 2014. Asia Financial (Indonesia) Pte Ltd is wholly-owned by Fullerton Financial Holdings Pte Ltd,
which in turn is an indirect, wholly-owned subsidiary of Temasek.
For more information on Temasek, please visit www.temasek.com.sg
100
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Share Listing Chronology

Danamons shares are listed Indonesia Stock Exchange with trading code BDMN.
Total issued shares are 9,584,643,365 shares. Total unlisted shares to meet the regulation No. 29
year 1999 regarding shares trading of commercial bank is 95,846,434 shares under the name of
PT Guna Dharma.
In 2014, there were no corporate action conducted by Danamon which impact the shares issued.
A Series Shares
Shares from Initial Public Offering in 1989
12,000,000
Founders shares
22,400,000
Bonus shares from capitalization of additional paid-up capital - capital paid in excess
of par value in 1992
34,400,000
Shares from Limited Public Offering with Pre-emptive Rights (Rights Issue) I in 1993
224,000,000
Bonus shares from capitalization of additional paid-up capital - capital paid in excess
of par value in 1995
112,000,000
Shares from Limited Public Offering with Pre-emptive Rights (Rights Issue) II in 1996
560,000,000
Founders shares in 1996
155,200,000
Shares resulting from stock split in 1997
1,120,000,000
2,240,000,000
Increase in par value to : 20 Rp10,000 (full amount) per share through reduction in
total number of shares (reverse stock split) in 2001
: 20
112,000,000
Increase in par value to Rp50,000 (full amount) per share through reduction in total
number of shares (reverse stock split) in 2003
:5
22,400,000
Total A series shares as of 31 December 2014
22,400,000
101
Highlights
Management Reports
Company Profile
B Series Shares
Shares from Limited Public Offering with Pre-emptive Rights (Rights Issue) III in 1999
215,040,000,000
Shares issued in connection with the Banks merger with the former PDFCI in 1999
45,375,000,000
Shares issued in connection with the Banks merger with Bank Tiara in 2000
35,557,200,000
Shares issued in connection with the Banks merger with 7 Taken-Over Banks* (BTOs)
in 2000
192,480,000,000
488,452,200,000
Increase in par value to Rp100 (full amount) per share through reduction in total
: 20
24,422,610,000
Increase in par value to Rp500 (full amount) per share through reduction in total
:5
4,884,522,000
Shares from Limited Public Offering with Pre-emptive Rights (Rights Issue) IV in 2009
3,314,893,116
Shares from Limited Public Offering with Pre-emptive Rights (Rights Issue) V in 2011
1,162,285,399
Shares issued in connection with Employee/Management Stock Option Program

(tranche I-III)
-2005
13,972,000
-2006
24,863,000
-2007
87,315,900
-2008
13,057,800
-2009
29,359,300
-2010
26,742,350
-2011
5,232,500
Total B Series Shares as of 31 December 2014
102
9,562,243,365
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Other Securities Listing Chronology

Bond Listing Chronology
Bond/
Number of Core and
Trading Code/Listing
Interest Rate
Agency
Subordinated Debt
Code: CI
Issuance
Date
300 US$ 30 Mar 2004

7.65%
Due Date
30 Mar 2014
(Option
Settlement
30 Mar 2009)
Status
Buy back/
Settlement
Date on 30
Mar 2009
Trustee
DB
Trustees
(Hong
Kong)
Limited
Singapore Stock
Exchange
Bond Series IA
Year 2007
Code: BDMN01A
Indonesia Stock
Exchange
Bond Series IB
Year 2007
Code: BDMN01B
Indonesia Stock
Exchange
Rating
Agency
Annual
Rating
Moodys
Investors
Service, Inc.
Fitch, Inc
2004: B3
2005: B2
2006: Ba3
2007: Ba2
2008: B1
2004: B
S&P
2005: B
2006: B
2007: B
2008:BB-
Rp250,000,000,000 20 Apr 2007

9.40%
19 Apr 2010
Settled
PT Bank PT
Mega Tbk Pemeringkat
Efek
Indonesia
2007:AA2008: id AA+
2009: id AA+
2010: idAA+
Rp1,250,000,000,000 20 Apr 2007

10.60%
19 Apr 2012
Settled
PT Bank PT
Mega Tbk Pemeringkat
Efek
Indonesia
2007:AA2008: id AA+
2009: id AA+
2010: idAA+
2011: id AA+
2012: id AA+
Bond Series IIA

Year 2010
Code: BDMN02A
Indonesia Stock
Exchange
Rp1,879,000,000,000 10 Dec 2010

8.75%
9 Dec 2013
Settled
PT Bank
Mandiri
(Persero)
Tbk
PT
Pemeringkat
Efek
Indonesia
2010: idAA+
2011: id AA+
2012: id AA+
2013: id AA+
Bond Series IIB

Year 2010
Code: BDMN02B
Indonesia Stock
Exchange
Rp921,000,000,000 10 Dec 2010

9%
9 Dec 2015
Non due
date
PT Bank
Mandiri
(Persero)
Tbk
PT
Pemeringkat
Efek
Indonesia
2010: idAA+
2011: id AA+
2012: id AA+
2013: id AA+
2014:idAAA
CORPORATE ACTION
In 2014 Danamon did not conduct any corporate actions which caused the change in number of total issued
shares.
103
Highlights
Management Reports
Company Profile
Subsidiaries and Affiliated Companies

Ownership Structure
PT Adira Dinamika
Multi Finance Tbk
Company
PT Asuransi Adira
Dinamika
Bussiness Activity
PT Adira Quantum
Multifinance
% Ownership
Subsidiaries
PT Adira Dinamika Multi Finance Tbk (Adira
Finance)
Multifinance
95%
PT Asuransi Adira Dinamika (Adira Insurance)
Insurance
90%
PT Adira Quantum Multifinance (Adira Kredit)
Multifinance
99%
Affiliated Companies
PT Bank Woori Saudara Indonesia 1906 Tbk
Commercial Bank
2.75%
PT Bank Chinatrust Indonesia
Commercial Bank
1.00%
Others
Ventura Capital etc
0.24% - 4.21%
The addresses of Danamons subsidiaries head offices can be viewed in the Corporate Data chapter.
104
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
ADIRA FINANCE
On January 26, 2004, Danamon signed a Call Option Agreement, in which the most recent amendment
is stipulated at the Fourth Amendment to the Amended and Restated Call Option Agreement
dated on December 22, 2006. Referring to the Call Option Agreement, the Bank reserves the rights
to purchase up to 20% of the total shares issued by Adira Finance at an agreed pre-determined
strike price. This expiration date of this Call Option was on April 30, 2009. On April 8, 2009, the
Bank signed an Extention to the Amended and Restated Call Option Agreement which extends
the Call Option expiration date to July 31, 2009. On the Call Option issuance date, the Bank paid a
premium of Rp 186,875 millions over this call option.
On November 22, 2005, BI gave its formal approval on the 95% ownership investment in Adira
Dinamika Multi Finance, Tbk (ADMF).
On July 9, 2009, Danamon executed its Call Option to purchase 20% of Adira Finance shares with
an acquisition worth of Rp 1,628,812 million in which the amount includes the premium paid for
call option at Rp 186,875 million. Therefore, as of July 9, 2009, the Bank has owned 95% of Adira
Finance shares and entitles for 20% of Adira Finances net profit since January 1, 2009. Adira
Finance Articles of Association has been amended several times, with the latest amendment being
effected through notarial deed No. 6 dated on May 7, 2012 by P. Sutrisno A. Tampubolon, SH,
M.Kn made in conjunction with the amendment of article 1, paragraph 1 on the additional business
activity as stipulated in article 3, paragraph 2 and additional provisions in the Articles of Association
with regard to the Syariah Supervisory Board stipulated in article 17 of Adira Finance Articles of
Association, which had been received and registered in the Legal Entity Administrative System
Database of the Ministry of Law and Human Rights of the Republic of Indonesia No. AHU-26913.
AH. 01.02 of 2012 dated on May 21, 2012 and has been announced through the Adendum No.
33952 of the State Gazette of the Republic of Indonesia No. 38 dated on May 10, 2013.
105
Highlights
Management Reports
Company Profile
Subsidiaries and Affiliated Companies
ADIRA INSURANCE
Ministry of Finance (Bapepam-LK) in its letter dated on June 30, 2009 has approved the change of
share ownership of PT Asuransi Adira Dinamika (Adira Insurance) from PT Adira Dinamika Investindo
to Danamon. On July 9, 2009, PT. Adira Dinamika Investindo has signed a transfer agreement of
90% of Adira Insurances shares to Danamon. Therefore, Danamon currently owns 90% of Adira
Insurances shares.
Confirmation and approval for such transfer transaction was obtained from EGMS of Adira
Insurance and has been posted in EGMS Deed No. 8 dated on July 9, 2009 made by a Public
Notary P. Sutrisno A. Tampubolon, SH, M.Kn, received and registered in the Database of Legal
Administrative System of the Directorate General of Common Law Administration of the Ministry
of Law and Human Rights of the Republic of Indonesia No. AHU.AH.01.01.12574 dated on August
7, 2009. AIs Article of Association has been amended several times, the latest amendment by
notarial deed No. 3 of Charlon Situmeang, S.H., as a substitude notary of Pahala Sutrisno Amijoyo
Tampubolon, S.H., dated August 8, 2014 regarding the changes in the composition of the Companys
Directors. This notification was received by the Minister of Laws and Human Rights of the Republic
of Indonesia in its Letter of Receipt of the Announcement of Changes in Data of the Company No.
AHU-23109.40.22.2014 dated August 8, 2014.
BI in its letter dated on December 14, 2010 has approved the Danamons plan to increase its
ownership in Adira Insurance and increase its capital shares from Rp 15,000 to Rp 100,000. The
increase of Adira Insurances capital shares to Rp 100,000 is stipulated through Deed No. 26 dated
on December 21, 2010 on the Declaration of Shareholder Decision made through a Public Notary
in Jakarta, Charlon Situmeang, SH, a replacement of P. Sutrisno A. Tampubolon, SH, M.Kn. These
amendments have been received by the Ministry of Law and Human Rights of the Republic of
Indonesia through its Letter of Acceptance of the Announcement of Adira Insurance Data No. AHU60063.AH.01.02 dated on December 27, 2010.
106
& Analysis
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Corporate Social
Responsibility
Corporate Data
ADIRA KREDIT
On December 12, 2007, a confirmation of agreement on sales and purchase of PT Adira Quantum
Multifinance (Adira Kredit) had been signed. Confirmation and approval for such transactions
has been obtained from the Annual General Meeting of Shareholders (AGMS) of Adira Kredit
as stipulated on Deed No. 15 dated on June 13, 2008 made before a Public Notary in Jakarta,
Catherina Situmorang, SH where the amendements have been approved by the Ministry of Law and
Human Rights of the Republic of Indonesia in a Decree No. AHU.AH.01.10-18248 dated on July 18,
2008.
BI in its letter dated on December 31, 2008 approved Danamons plan to increaseits ownership in
Adira Kredit from 90% to 99% and increase Adira Kredit capital share to Rp100 billions. Furthermore,
on April 23, 2009, Danamon and Adira Finance entered into a sale and purchase of a share agreement
with minority shareholders of Adira Kredit where minority shareholders agreed to sell, transfer and
assign 900 shares and 100 shares constituting of 9% and 1% of total issued shares of Adira Kredit
to the Bank and Adira Kredit which was executed in May 2009.
As a result, Danamon and Adira Finance increased their ownership in Adira Kredit by 10%.
Confirmation and approval for such transfer transaction has been obtained from EGMS of Adira Kredit
stipulated on Deed No.12 dated May 15, 2009 by P. Sutrisno A. Tampubolon, SH., M.Kn, a Public
Notary in Jakarta, which was received and registered in the Database of the Legal Administrative
System of Directorate General of Common Law Administration of the Ministry of Law and Human
Rights of the Republic of Indonesia No. AHU-AH.01.10-10739 dated on July 17, 2009. The increase
in Adira Kredits share capital to Rp100 billions was stipulated on Deed No. 29 dated 23 July 2009
by P. Sutrisno A. Tampubolon,S.H., M.Kn., a Public Notary in Jakarta, and its amendments have
been approved by the Ministry of Law and Human Rights of the Republic of Indonesia in a Decree
Letter No. AHU-39039.AH.01.02 dated on August 13, 2009, and published in the Addendum
No. 9659 of the State Gazette of the Republic of Indonesia No. 65 dated on August 13, 2010.
Adira Kredits Articles of Association has been amended several times, the latest by Notarial Deed
No. 10 dated October 10, 2014 of P. Sutrisno A. Tampubolon S.H., M.Kn., concerning the changes
related to the Board of Directors. The amendment was received and recorded by the Ministry of Law
and Human Rights in its Letter No. AHU-35255.40.22.2014 dated October 13, 2014.
107
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Management Reports
Company Profile
Corporate Group Structure
Temasek Holdings (Private) Limited*
100%
100%
100%
Investment Funds
6.79%
Publik
(Kepemilikan Saham di Bawah 5%)
67.37%
25.84%
Adira
Finance
95%
Adira
Insurance
90%
Adira
Kredit
99%
*Temasek is owned by the Singapore Ministry of Finance
108
Woori Saudara
Indonesia 1906 Tbk
2.75%
SKrV
Chinatrust
1.00%
Others
0.24% - 4.21%
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Capital Markets Supporting Institutions & Professionals
Name of Company
Date of Establishment
16 July 1956
Asia Financial (Indonesia) Pte, Ltd: 67.37%
Investment Funds: 6.79%
Publik: 25.84%
Rating Companies
Standard & Poors
30 Cecil Street
Prudential Tower 17th Floor
Singapore 049712
Phone : (65) 6438 2881
Fax : (65) 6438 2320
Website : www.standardandpoors.com
Moodys Singapore Pte Ltd
50 Raffles Place #23-06
Singapore Land Tower 048623
Phone : (65) 6398 8300
Fax : (65) 6398 8301
Website : www.moodys.com
PT Fitch Ratings Indonesia
50 Raffles Place #23-06
Singapore Land Tower 048623
Phone : (65) 6398 8300
Fax : (65) 6398 8301
Website : www.moodys.com
PT Pemeringkat Efek Indonesia

(Pefindo)
Panin Tower Senayan City 17th Floor
Jalan Asia Afrika Lot 19
Jakarta 10270, Indonesia
Phone (62-21) 7278 2380
Fax (62-21) 7278 2370
Email : www.pefindo.co.id
Notary
P. Sutrisno A. Tampubolon, S.H.,M.Kn
Jl. Sunda Nomor 7
(Sarinah Thamrin Menteng)
Jakarta 10350
Phone: (62-21) 3157 129 3921 128
Fax: (62-21) 3157 130
Trustee
PT Bank Mandiri (Persero) Tbk.
Plaza Mandiri
Jl. Jend. Gatot Subroto Kav. 36-38
Jakarta 12190
Phone: (62-21) 5265 045, 5265 095
Fax: (62-21) 5274 477, 5275 577
Website : www.bankmandiri.co.id
Securities Services Transaction Banking
Menara Bank Danamon, 9th Floor
Jl. Prof. Dr. Satrio Kav. E4 No.6
Mega Kuningan, Jakarta 12950
Phone : (+62 21) 5799 1001-03
Fax : (+62 21) 5799 1073
109
Highlights
Management Reports
Company Profile
Capital Markets Supporting Institutions & Professionals
Registered Public Accountant
Share Registrar
Purwantono, Suherman & Surja

(a member of Ernst & Young Global
Limited)
Indonesia Stock Exchange Building
Tower 2, 7th Floor
Jl. Jend. Sudirman Kav 52-53
Jakarta 12190, Indonesia
Tel : +62 21 5289 5000
Fax : +62 21 5289 4100
www.ey.com/id
PT Raya Saham Registra

Plaza Sentral, 2th Floor
Jl. Jend. Sudirman Kav. 47-48
Jakarta 12930
Phone : (+62 21) 2525 666
Fax : (+62 21) 2525 028
Bursa Efek Indonesia

PT Bursa Efek Indonesia
Indonesia Stock Exchange Building, 1st Tower,
Jl. Jend. Sudirman Kav. 52-53 - Jakarta 12190
Phone : (+62 21) 5150 515
Fax : (+62 21) 5154 153
Email : listing@idx.co.id
Website : www.idx.co.id
KSEI
PT Kustodian Sentral Efek Indonesia
Indonesia Stock Exchange Building, 1st Tower
5th Floor
Jl. Jend. Sudirman Kav. 52-53,
Jakarta 12190 Indonesia
Phone : (+62 21) 5152 855
Fax : (+62 21) 5299 1199
Toll Free : 0800-186-5734
Email : helpdesk@ksei.co.id
Website : www.ksei.co.id
110
For further information:

Public Affairs
Jl. Prof. Dr. Satrio Kav.E4 No.6
Phone : (+62 21) 5799 1001-03
Fax : (+62 21) 5799 1161
Email : public.affairs@danamon.co.id
Investor Relations
Phone : (+62 21) 5799 1001-03
Fax : (+62 21) 5799 1441
Email : investor.relation@danamon.co.id
Corporate Secretary
Phone : (+62 21) 5799 1001-03
Fax : (+62 21) 5799 1160
Email : corpsec@danamon.co.id
Website : www.danamon.co.id
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Awards and Certifications
2013 USD STP

Excellence Award
Deutche Bank
US Dollar STP
Excellence Award for
the Exceptional Quality
of Payment Messages
with a rating of STP
98.3%
Banking Service
Excellence Monitor
(BSEM) Survey
2013/2014
MRI and Infobank
Magazine
5th Best Overall
Performance
Commercial Bank (with a
score of 82.56)
Banking Service
Excellence Monitor
(BSEM) Survey
2013/2014
MRI and Infobank
Magazine
1st Best Teller
Commercial Bank (with a
score of 91.63)
Banking Service
Excellence Monitor
(BSEM) Survey
2013/2014
MRI and Infobank
Magazine
1st Best ATM Islamic
Business Unit (with a
score of 100)
Banking Service
Excellence Monitor
(BSEM) Survey
2013/2014
MRI and Infobank
Magazine
3rd Best Phone Handling
Islamic Business Unit
(with a score of 68.85)
Forbes Global 2000 of

2014
Forbes Magazine,
United States of
America
The Worlds Largest
Public Companies 2014
111
Highlights
Management Reports
Company Profile
Awards and Certifications
Infobank Awards 2014

Infobank Magazine
Bank with category of
Very Good on Financial
Performance in 2013
Asiamoney Foreign
Exchange (FX) Poll 2014
Asiamoney
Best Domestic Provider
for FX Products and
Services
Indonesia WOW Brand

2014
Silver Champion of
Indonesia WOW Brand
2014 for Category of
Banking Industry for
Mortgage Products
112
Asiamoney Foreign
Asiamoney
for FX Options
Asiamoney Foreign
Asiamoney
of FX Services
Asiamoney
Foreign
Exchange (FX)
Poll 2014
Asiamoney
Best Domestic
Provider for
FX Research
and Market
Coverage
Annual Report Award (ARA)

Financial Services Authority (OJK), Bank of
Indonesia (BI), Indonesia Stock Exchange
(BEI), Directorate General of Taxation,
Ministry of Stated-Owned Enterprises, the
National Commission on Governance and the
Indonesian Institute of Accountants.
1st Winner of Annual Report Award (ARA)
2013 for Category of Private Financial of Listed
Companies.
& Analysis
Operational Review
Best Participant-SKNBI
Otomasi 2014
Bank Indonesia
SKNBI Otomasi 2014
(27 September 2014)
The 10th
Sustainability Award
The National Center
for Sustainability
Reporting (NCSR)
Runner Up-1
Sustainability Reporting
Award 2014 Financial
Services Category
Certificate of Registration
Certificate No:
BUSINESS CONTINUITY MANAGEMENT SYSTEM - ISO 22301:2012

This is to certify that:
Holds Certificate No:

Menara Bank Danamon
Jl. Prof. Dr. Satrio Kav. E4/6
Indonesia
BCMS 598130
and operates a Business Continuity Management System which complies with the requirements of ISO 22301:2012
for the following scope:
ISO 22301:2012 applies to Regulatory requirements, products & services such as Foreign
Exchange, Interest Rates, Bonds & Money Market; Cash Pick Up, Cash at Work; Imports,
Exports, Guarantees & Loans; Fund Administration, Safe Keeping (ORI, Shares, Government
Bonds, Corporate Bonds) and Cards with support functions which facilitates the BCMS
operations of PT Bank Danamon Indonesia, Tbk. at Jakarta, Indonesia.
Exclusion: Products or Services nearing end of life; and Products or Services that are
considered with low margin for the Bank
BCMS 598130
Location
Registered Activities

Menara Bank Danamon
Jl. Prof. Dr. Satrio Kav. E4/6
Indonesia
Treasury & Capital Markets, Treasury Operations (TROPS),

Middle Office (MO), Cash Management Department (CMD),
Trade Services, Securities Operations, Securities Services

Jl. Abdul Muis No. 60
Jakarta 10160
Indonesia
Central Payment, Common File, BI Reporting, Helpdesk

Operations, Card Transaction Services (CTS) and Business
Support

Jl. Kebon Sirih No. 15
Jakarta 10340
Indonesia
Information Technology (IT)

Jl. Prapatan No. 50
Jakarta 10110
Indonesia
Card Operations and Danamon Access Centre (DAC)

Jl. Matraman Raya No. 52
Jakarta 13150
Indonesia
Central Processing SEMM (Self Employed Mass Market) and

Loan Transaction Services
Corporate Social
Responsibility
Corporate Data
Best Corporate
Governance Award
The Indonesian
Institute
for Corporate
Governance
Best Corporate
Governance Overall
(8 December 2014)
SRI-KEHATI Index
Biodiversity
Conservation Trust
Fund
Constituent of
Sustainable
Responsible
Investment (SRI)KEHATI Index
21 April 2014
Extend *ISO 223012012-BCMS Certification
British Standards Institution
In 2014 Danamon was able to extend the ISO22301:2012 CertificationBusiness Continuity Management System acquired in 2013, after a
satisfactory result with non comformity findings based on certification
surveillance audit conducted by the British Standards Institution Group.
For and on behalf of BSI:

Gary Fenton, Global Assurance Director
Originally registered: 17/06/2013
Latest Issue: 17/06/2013
Expiry Date: 16/06/2016
Page: 1 of 2
Originally registered: 17/06/2013
Latest Issue: 17/06/2013
Expiry Date: 16/06/2016

Page: 2 of 2
This certificate was issued electronically and remains the property of BSI and is bound by the conditions of contract.
An electronic certificate can be authenticated online.
Printed copies can be validated at www.bsi-global.com/ClientDirectory or telephone +62 21 83793174 77.
Further clarifications regarding the scope of this certificate and the applicability of ISO 22301:2012 requirements may be obtained by consulting the organization.
This certificate is valid only if provided original copies are in complete set.
Indonesia Headquarters: Menara Bidakara 2, 17th Floor Unit 5, Jl. Jend. Gatot Subroto Kav. 71 - 73, Komplek Bidakara,
Pancoran, Jakarta Selatan 12870. Tel: +62 21 8379 3174 - 77. Fax: +62 21 8379 3287
A Member of the BSI Group of Companies.
This certificate was issued electronically and remains the property of BSI and is bound by the conditions of contract.
An electronic certificate can be authenticated online.
Printed copies can be validated at www.bsi-global.com/ClientDirectory or telephone +62 21 83793174 77.
Further clarifications regarding the scope of this certificate and the applicability of ISO 22301:2012 requirements may be obtained by consulting the organization.
This certificate is valid only if provided original copies are in complete set.
Indonesia Headquarters: Menara Bidakara 2, 17th Floor Unit 5, Jl. Jend. Gatot Subroto Kav. 71 - 73, Komplek Bidakara,
Pancoran, Jakarta Selatan 12870. Tel: +62 21 8379 3174 - 77. Fax: +62 21 8379 3287
A Member of the BSI Group of Companies.
*The first company in Indonesia and the first bank in South East Asia certified with ISO 22301-2012
BCMS by BSI Group Indonesia
113
Highlights
Ikan Asap Fufu

Johni Wahyu Pratama - SME Region 4B, North Maluku
Second Place - Traditional Market Photography Ccmpetition
114
Management Reports
Company Profile
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Management
Discussion &
Analysis
115
Highlights
Management Reports
Company Profile
Management Discussion and Analysis
The banking industry posted a lower growth in lending in 2014, which

reflected the declining economic growth as well as relatively higher
interest rate environment. Danamon continued to improve on its Loan
to Deposit Ratio and operating cost indicators, and thus was wellpositioned to achieve its best performance as was possible in light of
the macro economic conditions. With its extensive service network,
competent human capital, and the latest in information technology,
Danamon is fully ready to exploit available opportunities in line with
economic developments.
116
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Growth of Credit: Non-mass

market grew
Liquidity: Succesfully brought

down LDR to
CASA Journey: Persistent efforts

to raise CASA ratio from 26% (in
2008), and by the end of 2014
reached
Trade Finance : Very strong growth,

in average 39%
5.2 %
49
92.6 %
39
SME: SME Loans showed

significant growth of
and gained market share.
49
On Liquidity Management: Long Term

funding has shifted the reliance on
joint finance, reducing market risk from
customer short term deposit re-pricing.
CASA: Dominated (60%) by Savings

Accounts.
Adira Insurance: Strong growth of

Gross Written Premium (GWP) and
active policies (increased by 20% and
17% respectively).
Adira Finance: Market share of 4W

motor vehicle continued to increase
from quarter to quarter, reached 6.5%
by end of year 2014. Market share of
2W vehicles was 13%.
117
Highlights
Management Reports
Company Profile
Macroeconomic and Industry Review
The banking industry recorded a softer loan growth in 2014, reflecting the
subdued pace of economic growth and relatively high interest rates. Danamon
continued to improve its Loan to Deposit Ratio and its operating expense
indicators, placing the Bank in a strong position to rebound as the macro
economic conditions allow. With its wide network of services, supported by
its competent human resources and its up-to-date information technology,
Danamon is ready to seize the opportunity afforded by the economy.
118
& Analysis
Operational Review
The Indonesian economy was still under

various pressures in 2014. The legislative and
presidential elections did not generate as much
drive for economic growth as initially expected.
The economy slowed down as the impact of
the rise of Bank Indonesias rate by 175bps
in the previous year. Credit growth slowed
down
significantly from prediction. from
approximately 20% to 11.6% as of December
2014. Furthermore. the governments fiscal
expansion was running very slowly due to the
unfavourable political conditions.
Meanwhile. the current account deficit problem
was still a significant burden for the Indonesian
economy. Import was still high. especially oil
imports. While the export recovery was very
subdued as the global economic growth.
particularly in the main trading partner
countries such as China. Japan and European
countries. The dissapointing global economy
also encouraged the weakening of the prices of
primary commodities. thus impacted negatively
to Indonesian export commodities.
On the other hand. the global financial
market was very volatile. driven by various
fundamental and geopolitical factors. The
political crisis in Ukraine and Russia triggered
a war of economic sanctions between western
countries and Russia. The appearance of
extremist group of ISIS spreading terror in the
Middle East region contributed to the market
negative sentiments. Furthermore. the spread
Corporate Social
Responsibility
Corporate Data
of Ebola disease in some part of Africa raised

a concern over its impact on global economy.
While on the fundamentals. US economy
gradually displays the signs of recovery that
triggers the rate hike expectations (Fed Funds
Rate) this year. This leads to the global trend of
rising US dollar values. especially in the light
of continued softening of economic growth in
China. Japan and Europe.
This caused a significant fluctuation on the
Rupiah throughout the year. After rising to
the level of Rp11.271/USD in April boosted
optimism Jokowis presidential candidacy.
various negative sentiments drove the value
of Rupiah down to Rp12.269/USD (losing
8%). before moving up finally to a level around
Rp12.026/USD. following the optimism for the
new government. However. toward the end
of the year. the pressures depreciated Rupiah
sharply to Rp12.900/USD which was its lowest
rate in the last 16 years. before finally closing
at Rp12.440/USD. This volatility was also
reflected in the fluctuation in the capital market.
where the stock price index managed to rise to
5.246 in September before it was corrected to
5.227 at the end of 2014.
In November 2014. the government decided
to reduce fuel subsidy by increasing the
price of premium gasoline and diesel fuel by
Rp2.000. setting the price of premium gasoline
at Rp8.500/liter and diesel fuel at Rp7.500/liter.
BI responded to the decision by a monetary
119
Highlights
tightening policy where BI Rate was raised

again by 25bps to 7.75% (as of November
2014). With the high fluctuations in the global
financial markets. the exchange rate of Rupiah
however was unaffected and remained at
around Rp12.400/USD. Coinciding with the
turn of the year. the government took an
important step to secure its fiscal condition. by
eliminating the subsidy for premium (RON 88)
fuel. while the subsidy for diesel was fixed at
Rp1.000/liter. Furthermore. the government will
set the price of fuel each month aligned with
the economic price.
During 2014. BI issued several macroprudential
policies. In the efforts to encourage financial
market deepening. BI issued revisions and
improvements over its regulation on swap
(hedging) transactions amongst banks and the
central bank. and initiated mini agreements
(MRA) between banks to increase the volume of
repo transactions. In the efforts to limit the risk
of corporate non-payment. BI has obligated
corporates to hedge their foreign exchange
liabilities. The last macroprudential policy in
2014 was issued by BI along with the increase
of its benchmark interest rates in November
2014. BI will expand the definition of deposit on
Loan to Deposit Ratio (LDR) for the calculation
120
Management Reports
Company Profile
of the statutory reserve requirement (Giro Wajib

Minimum/GWM) to ease the liquidity in the
banking system. Previously. Financial Services
Authority (OJK) had also worked to dampen
the intense competition for banks funding
by applying maximum interest rates for time
deposits.
The new government has raised high hopes
in the election of a reformist figure. Under the
leadership of Jokowi-JK. the new government
will prioritize infrastuctures development.
prepare more efficient government budgets
and develop Indonesian maritime sector. The
economic growth of Indonesia is expected to
improve to 5.3% in 2015 from 5.1% in 2014.
The flow of investment has the potential to
rise. despite the less than conducive global
economic conditions.
Inflationary pressure in 2015 is expected to
moderate to around 3.9%. with the easing of
inflationary pressures due to rising fuel prices
in the previous year. The easing of inflation is
expected to encourage BI to cut interest rates
by 25-50bps in 2015. However. BI will remain
vigilant to face external risks primarily of US
monetary policy actions.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
National Income Account

YoY
2014E
2013
2012
2011
2010
National Income Account

Real GDP
GDP - Nominal
%YoY
5.0
5.6
6.0
6.2
6.22
USD billion
888
911
919
892
710
USD
3,500
3,662
3,742
3,686
2,986
GDP per Capita Nominal
External Sector
Exports
USD billion
175.3
182.1
187.3
191.1
150.0
Imports
USD billion
168.4
176.3
178.7
157.3
119.0
Trade Balance
USD billion
6.9
5.8
8.7
33.8
31.0
International Reserves
USD billion
111.9
99.4
112.8
110.1
96.2
end of period
12,440
12,189
9,670
9,068
8,991
BI Policy Rate
% end of
period
7.75
7.50
5.75
6.00
6.5
Consumer Prices
Indices
% end of
period
8.36
8.08
3.65
3.78
6.96
end of period
5,227
4,274
4,317
3,822
3,704
BB+
BB+
BB+
BB+
BB-
IDR/USD
Others
Jakarta Composite
Index (JCI)
S&Ps Rating FCY
DANAMON POSITION
For most of 2014. Indonesian banking industry
continued to face the tightening financial
conditions which started in mid 2013 following
the announcement of the US Federal Reserve
for normalization of its monetary policy
that generated increasing volatility in global
financial market. the rise of subsidized fuel
prices and the subsequent Bank Indonesia
responses of raising its benchmark interest
rates. Toward the end of 2014 however. BI
introduced several measures to ease the tight
liquidity among others. by providing incentives
for SME loans and modify the definition of
deposits for a banks Loan to Deposit Ratio to
include securities issued by the bank.
Coupled with a sluggish growth of the
economy. the results for the banking industry
was a slowdown in the expansion of credits.
The growth of credit in 2014 declined to (est)
11.6%. from 21.6% of growth in 2013. and the
decline took place in every category of credits.

Working capital loan. which is the largest
category of credit. was down from 20.4% (yoy)
growth in 2013. to 10.8% of growth in 2014.
Investment loan and consumption loan growth
declined from 35% and 13.2% respectively in
2013. to 13.7% (yoy) and 11.5% (yoy) in 2014.
On the funding side. the relatively high interest
rates and strong competition in the banking
industry has led to a slightly higher rate of
growth of Third Party Fund of 12.3% (est) in
2014. compared to the growth (yoy) in 2013
of 13.6%. The higher growth of TPF occured
primarily in time deposits. which has seen
intense competition of its interest rates and led
OJK to issue a cap on the interest rates. The
current and savings account in the banking
industry however. showed slower growth rates
of 5.1% and 5.9% respectively in 2014 than the
growth rates of 10.4% (yoy) and 12.6% (yoy) in
2013.
121
Highlights
Management Reports
Company Profile
Despite the tight financial conditions in 2014. macroprudential policies of Bank Indonesia had
enabled the banking industry to maintain its health and stability. and perform its vital roles for the
economy. Capital Adequacy Ratio (CAR) of the industry had even improved to 19.6% from 18.4% in
previous year. and Non-Performing Loans was slightly up. but still maintained at around 2%.
Performance of National Banking Industry

Comparison
Unit
YoY
2014
2013
2012
2011
2010
Assets
Rp trillion
13.3%
5.615
4.954
4.263
3.653
3.009
Customers Deposits
Rp trillion
12.3%
4.114
3.664
3.225
2.785
2.339
Loans
Rp trillion
11.6%
3.674
3.293
2.708
2.200
1.766
Capital
Rp trillion
20.3%
754
627
497
405
323
Operating Income
Rp trillion
9.1%
144
132
115
89
48
Net Income
Rp trillion
4.7%
112
107
93
75
57
Net Interest Margin
-0.66
4.23
4.89
5.49
5.91
5.73
Operating Expenses
on Operating Income
Ratio
-0.23
2.85
3.08
3.11
3.03
2.86
LDR Industry
-0.28
89.42
89.70
83.58
78.77
75.21
CAR Industry
1.44
19.57
18.13
17.43
16.05
17.18
Danamon Financial Performance

Comparison
Assets
Unit
YoY
Rp trillion
6.2%
195.7
2013
184.2
2012
155.8
2011
142.3
2010
118.4
DPK
Rp trillion
6.8%
118.3
110.8
91.7
88.1
81.0
Loans
Rp trillion
2.7%
139.1
135.4
116.4
101.7
82.7
Capital
Rp trillion
4.6%
33.0
31.6
28.7
25.7
18.5
Operating Income
Rp trillion
-27.5%
4.1
5.6
5.6
5.2
4.6
Net Income (reported)
Rp trillion
-35.6%
2.6
4.0
4.0
3.3
2.9
Net Income
(normalized)
Rp trillion
-14.6%
3.4
4.0
4.0
3.3
2.9
-1.20
8.4
9.6
10.1
9.8
11.3
Net Interest Margin

ROA*
-1.52
1.88
3.4
3.7
3.54
3.87
LDR
-2.50
92.6
95.1
100.7
98.3
93.8
CAR
17.9
17.9
18.9
17.6
16.0
*) Before Tax
122
2014
& Analysis
Operational Review
DANAMON
During 2014, Danamon assets

experienced a 6.2% growth. It is
below the average of national bank
assets growth which is equivalent
to Rp195.7 trillions in comparison to
Rp184.2 trillions at the end of 2013.
Market share of these assets at the end
of 2014 is 3.49% which represents a
decrease in comparison to the position
in 2013 which was 3.72%.
DANAMON
Danamon Credit grows 2.7% or

equivalent to Rp139.1 trillions in
comparison to Rp135.4 trillions in
2013. Danamon Credit market share
against the total credit industry is
3.8% which indicates a decrease in
comparison to its 4.1% position in
2013.
DANAMON
During 2014, Third Party Funds at

Danamon experienced a 6.8% growth
or equivalent to Rp118.3 trillions in
comparison to Rp110.8 trillions in
2013. Market share of these Third
Party Funds is equal to 2.9% at the
end of 2014. This percentage reflects
a slight decrease which was in a range
of 3% in 2013.
DANAMON
At the end of 2014, the credit position

against Danamons LDR was 92.6%,
which indicated a significant increase
in comparison to 2013 which was at
95.1%. This is in line with LDR growth
and improved Danamon liquidity
management.
Asset Growth
Danamons CAR in 2014 remained at

17.90%, which showed no changes
from the preceding year (2013).
Corporate Data
Assets of national banks experienced a

13.3% increase, from Rp4,954 trillions
on December 2013 to Rp5,615 trillions
at the end of December 2014.
4.954
3.653
3.009
Industry
Danamon
118,4
142,3
155,8
184.2
195.7
2010
2011
2012
2013
2014
BANKING INDUSTRY
Loan Growth
National Banking credit experienced

an 11.6% growth in comparison to
the position in 2013. Total credit of
national banks in 2013 was Rp3,293
trillions whereas the position of 2014
was Rp3,674 trillions.
3.674
3.293
2.708
2,200
1,766
Industry
Danamon
82,7
101,7
116,4
135.4
139.1
2010
2011
2012
2013
2014
BANKING INDUSTRY
Pertumbuhan Dana Pihak Ketiga
During 2014, Banking Industry

experience a 12.3% growth of Third
Party Fund or is equivalent with
Rp4,114 trillions. Meanwhile during
2013, the Third Party Fund in Banking
Industry was Rp3,664 trillions.
4.114
3.664
3.225
2.785
2.339
Industry
Danamon
81,0
88,1
91,7
110.8
118.3
2010
2011
2012
2013
2014
BANKING INDUSTRY
Posisi LDR
98.3
There is no significant changes in

banking industries LDR, which was
89.7% in 2013 to 89.4% in 2014.
100.7
95,10
93.80
89,70
92,60
89,42
83,58
75,21
78,77
Industry
Danamon
2011
2012
2013
2014
BANKING INDUSTRY
Posisi CAR
During 2014, the CAR of banking

industry experienced a 19.57%
increase in comparison to 18.13%
back in 2013. High level of bank
compliances toward the regulation
have been able to maintain the
soundness level of the banks in which
CAR was one crucial variable.
19,57
18.90
18,13
17,18
17,90
17.50
17,90
17,43
Industry
DANAMON
Danamons
ROA
during
2014
decreased to 1.88% in comparison to
3.4% in 2013. The decrease among
other is due to the changes in FSA
regulation in terms of accounting
method toward revenues generated by
motor vehicle insurance commission.
BANKING INDUSTRY
5.615
4.263
2010
DANAMON
Corporate Social
Responsibility
16.00
16,05
2010
2011
Danamon
2012
2013
2014
BANKING INDUSTRY
Rentabilitas Aset (ROA)

3,87
3,54
3,03
3.71
3,11
ROA of national banking decreased

from 3.08% in 2013 to 2.85% at the
end of December 2014.
3,40
3,08
2,85
2,86
Industry
Danamon
1,88
2010
2011
2012
2013
2014
123
Highlights
Management Reports
Company Profile
Business Segment Review
Throughout 2014, Danamon has embarked on various initiatives to improve

the Banks competitiveness and profitability with a focus on improving
productivity and services to all customer segments.
124
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Business Segment Review
Line of Business and Customer Segmentation

Line of Business
Customer Segmentation
Treasury,
Capital Markets
and Financial
Institutions
Corporation, Financial
Institutions and
Commercial
Affluent Segment
Line of Business
Privilege
Banking
Composition Financial
Institution & Commercial
Danamon
Syariah
Adira
Insurance
Danamon
Syariah
Adira
Insurance
SME
Banking
Danamon
Simpan
Pinjam
Small and
Medium
Business
Middle Income
Micro-Small
Entrepreneurs
Self Employed
Mass Market
Business
Consumer
Banking
Danamon
Simpan
Pinjam
Adira
Finance
Adira
Kredit
Consumer
125
Highlights
Management Reports
Company Profile
Micro Banking
Rio Ramadhani, Danamon Simpan Pinjam Customer since 2004

As businessman, the availability and the ease of securing DP200, a Danamon
Simpan Pinjam business financing program has helped my micro, small to
medium enterprise business. The financing terms are simple, installments are
fixed and funding is secured and kept in Si Pinter account. My shop, Toko Maju
located at Pasar Mayestik and provides various accessories, buttons, lace and
other sewing tools, is growing every day.
126
& Analysis
Operational Review
Danamon micro banking, is known as Danamon

Simpan Pinjam (DSP). DSP main targets are
individual enterpreneurs of micro and small
business that generate annual gross sales
below Rp2.5 billion.
As a business segment of Danamon, DSP
has unique characteristics and is distinct from
other banking business in general. Focusing
on customers in micro business activities, who
are mainly located in traditional markets, DSP
services emphasizes on community based
approach and offers unique value proposition
of secure, quick, and convenient. Most of DSP
units are in the middle of community, hence
customers can easily access DSPs services.
DSPs transaction services are supported
by Danamons technology and network that
ensured its security. DSP also provides quick
services for customers with the commitment
to 3-day credit application processing after
receiving the complete documents.
2014 FINANCIAL PERFORMANCE

DSP provides lending and collects Third Party
Funds. At the end of 2014, DSP booked credit
portfolio at Rp18,967 trillion and booked Third
Party Fund at Rp1,147 trillion.
As the economy of Indonesia in 2014 was
confronted by serious challenges of declining
commodity
prices,
weakening
export
performance and tightening of banking
liquidity, the demand for micro credit in general
was under a strong pressure. In 2014 DSP
lending portfolio declined, particularly in the
regions where primary commodities production
contributes a significant part of the economy,
Corporate Social
Responsibility
Corporate Data
such as Kalimantan and Sumatra. This affected

the value of the third party funds as well.
2014 BUSINESS INITIATIVES

Throughout 2014, facing a moderating
economic growth and softening demand
for micro credits, DSP engaged in internal
consolidation and focused on developing
higher quality business for the coming year,
through several initiatives;
Reorganization and improvement of
operational network for a more efficient
operation.
Review for improvement of DSP sales
model.
More automation through greater use of
information technology to develop better
and more efficient services, and greater
control over business processes.
Improvement of staff competency.
Development of new products.
Among the improvements of operational
network is the optimization of DSP network
through consolidation of service units located
in close distance, thus improving network
efficiency. Currently DSP offices and units
are found accross all parts of Indonesia in
34 provinces at 834 locations. Additionally,
a more efficient and effective scheme of
sales distribution is being implemented (Hub
& Spoke), while alternatives of distribution
scheme are being developed.
For the improvement of the loan disbursement
quality process DSP sales model, sales section
and loan approval section in loan processing
are now separated. This policy is expected to
strengthen the independency of loan applicant
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Highlights
Management Reports
Company Profile
Micro Banking
assessment and speed up the process. While
incentives for loan customers loyalty and
punctuality of repayment is being considered
In process automation, Credit Processing
Application is being implemented in all regions,
in order to gain greater integration and more
control over the process. The application will
be developed as mobile apps, to improve the
service, and provide a supervisor a greater
control over sales activities of a sales person.
In 2014, DSP introduced several new products,
among them are; Tabungan Danamon Lebih
and Tabungan Cita-citaku to support the growth
of third party funds in the micro segment, fill
the need of micro customers for transactional
banking and products suitable for customers
long-term savings plans.
128
The development of human resource

competency and leadership is an on going
activity, intensively conducted either through
formal or informal training programs. In line
with DSPs characteristic, which is to grow
alongside the communities, DSPs marketing
strategies are intended to develop close rapport
between target market and DSP, through DSPs
staff, namely emotional bonding. Consequently,
the achievements of DSP is inseparable from
the quality and competency of its human
resources.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Consumer Banking
Grace Christianti, Danamon Customer since 2008

Since being Danamon FlexiMAX customer, managing finances of CH Handicraft,
a women accessories shop becomes simple and beneficial for me. With free
administrative fees and cash withdrawals abroad, purchases of sourcing material
is easier. Danamon solution for transacting has enabled me to own and manage 3
accessories shops at Mangga Dua Trading Center.
129
Highlights
Management Reports
Company Profile
Consumer Banking
One of Danamons business units, Consumer
Banking is a key pillar in collecting third party
funds, which provides stability to Danamons
funding. In its business operation, Consumer
Banking provides banking service for retail
customers either individual or non-individual
customers from various segments (mass,
middle, and affluent). Though providing
services to the entire segments, the main target
of Danamon Consumer Banking is the affluent
and self employed.
in 2013 to Rp35 trillion in 2014. As a result, the

share of CASA at the end of 2014 was 51.5%,
which represents a sound achievement and in
accord with the management plan.
The wide scope of customer segments requires

Danamon Consumer Banking to not only offers
complete variant of products but also innovative
products. Danamon Consumer Banking strives
to meet all kinds of customers needs through
services and products from savings to deposits,
Credit Card, Personal Loans, Mortgage Loans
and other variants of loans. In cooperation
with insurance companies as well as asset
management companies, Danamon Consumer
Banking also provides bancassurance and
investment products.
Consumer Banking recorded an increased

in newly acquired customers for third party
funding from 1.33 million in 2013 to 1.39 milion
customers in 2014.
I. THIRD PARTY FUND (TPF)
Consumer Banking covers also communitybased marketing approach throughout

Indonesia, through routine activities and events
including community marketing activities
at branches and other events to increase
customer awareness such as Summarecon
Run Bekasi, Run for Children and Manchester
United community screening IM UNITED.
2014 TPF Performance

In 2014, through hard work and constant effort
to improve customer service, at the time when
Indonesian economy was confronted with
many challenges, such as slackening pace
of growth, high inflation and tight liquidity,
Consumer Banking was able to show positive
results. Third Party Fund recorded 9.8%
increase of funding, from Rp61.5 trillion in 2013
to Rp67.5 trillion in 2014. Among TPF funds, the
inexpensive CASA (Current Account Savings
Account) components recorded a growth figure
higher than the average CASA growth of the
industry, at 10.8% increase from Rp31.7 trillion
130
Third Party Funds (Rp trillion)

2014
Current Accounts
2013
3.9
3.5
Savings
31.2
28.2
Deposits
32.4
29.8
TOTAL
67.5
61.5
2014 DPK Business Initiatives

Danamon Consumer Banking marketing
strategy toward existing and potential individual
customers includes creatively and innovatively
designed advertisements for Danamon
products, placed on the branches, above the
online media or digital media.
& Analysis
Operational Review
In 2014, Danamon service strategy was more

focused on improving service to provide easy
access to customers in banking transactions.
Danamon has a complete range of digital
transactions services including ATM, Internet
Banking and SMS Banking. To enhance banking
transactions services, in 2014 Consumer
Banking launched
D-Mobile, a mobile
banking application and E-Commerce, an
online transaction feature.
D-Mobile is a banking application available
in several smartphone platforms, this feature
enables customers to do banking transactions
such as:
Balance inquiry
Transfer
Payment
Purchase
D-Mobile has also unique features compared
to other similar applications for example:
Corporate Social
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Corporate Data
either Branches/LOB or Danamon Access

Center (DAC). Moreover, the attainment of
Service Level Agreement (SLA) from each
complaint is known, and the monthly report
of customer complaints is produced.
Paperless Account Opening; for existing
customers. For improving Customer
Experience,
Danamon
implemented
Paperless Account Opening. This process
is very convenient and saves the customer
from the hassle of filling opening account
application form.
In 2014, Consumer Banking launched several
bancassurance products in partnership with a
number of insurance companies including;
PT Asuransi Manulife (Proteksi Prima
Rencana Optima, Proteksi Prima Ultima,
Proteksi Prima Medika)
PT Adira Insurance (Asuransi Travelin)
ACE (Crime Guard Plus).
SosMed D-Cash, feature that enables

user to transfer funds to Facebook friends
without knowing the account number. The
funds can be obtained in Danamons ATM
marked DCash, with no need of ATM card.
Augmented Reality, feature that provides
information on the nearest locations of
Danamon branches/units, ATMs, and
Danamon merchant partners with special
offers.
Personalization, a feature that can change
photo profiles in the application to make it
more attractive.
Several initiatives which are being implemented
or have been initiated in 2014 are as follows:
Centralized Customer Complaint: for
improving the quality of customer service, a
web-based system, DConnect application/
system, has been implemented to record
and monitor settlement over all customer
complaints which are received through
131
Highlights
Management Reports
Company Profile
Consumer Banking
The products cover health insurance, travel

insurance and protection against crime loss.
II. MORTGAGES (KPR) & PERSONAL

LOANS (KTA)
Kredit Pemilikan Rumah (KPR) is Mortgage,
offered by Danamon Consumer Banking in
several kinds of mortgage loans. In addition to
house ownership loan, Danamon KPR is also
offered as apartment ownership loan (Kredit
Pemilikan Apartemen - KPA), loan for Ready
to Build Lot (Kavling Siap Bangun - KSB),
Renovation & House Construction loan (Kredit
Perbaikan & Pembangunan Rumah - KPPR),
and Multi Purpose loan (Kredit Multi Guna).
Presently, Danamon KPR is offered with flexible
term of up to 20 years, and variable credit
limits between Rp100 million to Rp15 billion,
adjustable according to the need and financial
capacity of the customer.
Danamon Personal/Unsecured Loan (Kredit

Tanpa Agunan KTA) is also referred to as Dana
Instant. It is offered by Danamon Consumer
Banking to individual customer who already
has Credit or Mortgage facilities from any
bank in Indonesia, and satisfies certain other
conditions, such as having a monthly income
of more than Rp2 million and age between 21
to 60 years.
2014 KPR & KTA Business Performances
Mortgage (KPR)
YoY
Outstanding (Rp billion)
NPL (%)
2014
2013
2.6%
3,715
3,622
(10 bps)
1.1
1.0
Multi-Purpose Loan
(KTA)
YoY
Outstanding (Rp billion)
NPL (%)
2014
2013
41%
1,856
1,316
(140 bps)
3.4
2.0
KPR outstanding loan in 2014 increased by 2.6%

from 3.62 trillion at the end of 2013, to Rp3.71
trillion at the end of 2014. Corresponding with
the slowing-down of economic growth, rising
interest rates and price level, the increase of
KPR loan in 2014 showed moderation, along
132
& Analysis
Operational Review
with the moderation of growth of property

sector. This level of growth was achieved while
maintaining asset quality, as shown by NonPerforming Loan (NPL) ratio that rose only
10bps, from 1.0% in 2013 to 1.1% in 2014.
Personal Loan (KTA) figures showed a
substantial increase of 41%, to reach Rp1.8
trillion at the end of 2014. Nevertheless,
KTA was confronted with the challenge of
maintaining the quality of its portfolio, since its
NPL ratio rose significantly as well, from 2.0%
at the end of 2013 to 3.4% at end of 2014.
2014 KPR & KTA Business Initiatives
Initiatives of KPR marketing strategy was
implemented
through
increasing
and
strengthening partnerships with reputable
developers and brokers in well-liked residential
areas. As a long-term credits, mortgage
consumers generally select the loan on the
rational basis of cost of credit. Thus aside from
offering convenient services and transactions
as in KPR Lebih product, KPR initiatives were
more focused on keeping Danamon KPR
products at competitive cost of credit.
Corporate Social
Responsibility
Corporate Data
Marketing strategies for Danamon Personal

Loan continues to be developed and
implemented, as a bank that offered complete
range of financial solutions for all customers
needs. In 2014, Danamon pursued various
efforts to expand KTAs market, by expanding
the geographical areas of marketing and adding
KTA sales channel through Danamon network
such as, e-channel, ATM and vast network of
branches and business units.
III. CREDIT CARDS

Danamon credit card business has its target on
individuals and corporates in the middle and
affluent market segments. These markets are
selected in accordance with Bank Indonesia
2012 regulation on Card-Based Payment
Instruments requiring the card holder to have
a minimum income of Rp3 million/month.
Moreover, it is estimated that the middle class
market in Indonesia is very large (estimated
at 85 million person in 2015) and continues to
grow.
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Highlights
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Company Profile
Consumer Banking
Business Performance
Danamon credit card business continued to
show positive growth, albeit in slower pace
than previous years growth. The number of
cards in circulation rose by 13.7% from more
than 702 thousand at the end of 2013, to 798
thousand at the end of 2014. At the same time,
the asset value of net receivable grew from
Rp1.8 trillion at the end of 2013 to Rp2 trillion
at end of 2014, an increase of 11% alongside a
relatively unchanged NPL ratio.
Table for Credit Card Performance
YoY
End Net
Receivables (ENR)
(billion Rp)
NPL (90 days+)
Transaction
Volume (billion Rp)
Total Card Issued
2014
2013
11%
2,044
1,840
10bps
1.3%
1.3%
5.9%
10.8%
10.2%
13.7% 798,386 702,488
Business Intiatives
Activities to gain new cardholder in 2014
were conducted along the line of the program
initiated in 2013, which is marketing through
branch sales, and telemarketing. In 2014, a
new strategy for new account acquisition was
conducted through promotions toward existing
customers of several Danamon business
lines, including banking customers, payroll
services customers, and Danamon employees
themselves.
134
For enhancing frequency and value of credit

card usages, Danamon credit card offers
insentive for customer loyalty, through Program
10x. The program offers cardholders to
accumulate points 10x faster, to be exchanged
with a variety of rewards and gifts. Danamon
credit card continues to add the number of
merchants who provide special offers for
Danamon credit cardholder.
In addition, promotional program offering
special discount and instalment program with
low interest rates from a number of strategic
partners are developed to attract customers
into using Danamon Credit Card for shopping.
Concerning product variants, Danamon
launches a number of innovative products in
2014, among others, MasterCard World Elite,
a premium MasterCard, launched for the first
time in Indonesia, targeting super premium
segment. Furthermore, Corporate credit card is
also lunched in 2014.
The business performance of Danamon credit
cards will continue to be improved for acquiring
new customers and increasing their loyalty.
This is performed through excellent service
and leveraging Danamon vast network, its
good reputation as well as the wide range of its
products enabling strong and positive synergy.
& Analysis
Operational Review
Corporate Social
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Corporate Data
Small & Medium Enterprise (SME) Banking
Budi Permana, General Manager Operations, Bakmi GM

SME Danamon Customer since 2004
With business developing at a faster pace, Bakmi GM with its 31 stores requires
an effective financial management, efficient and trusted. Because of Danamon
Cash Pick Up service, cash generated from all Bakmi GM stores in Jakarta,
Depok, Tangerang, Bekasi can be deposited safely and timely in our current
account.
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Highlights
Management Reports
Company Profile
Small & Medium Enterprise (SME) Banking

Statistical figures show the number of small
and medium firms in Indonesia is very large,
around 56 million firms. Nevertheless, only a
small partnot more than 20%- who already
have employed banking services to support
business activities. These figures show
the magnitude of challenges, as well as
opportunities, confronted by the Indonesian
banking industry.
Danamon SME Banking was established
to provide a full range of banking services
accompanied by various facilities and
conveniences for this market segment.
Customer addressed by SME Banking services
are businesses with annual turnover between
Rp2.5 billion Rp50 billion.
2014 BUSINESS PERFORMANCE

At the end of 2014, outstanding loan at
Danamon SME Banking reached Rp22,448
billion, representing an increase of 7% from
the figure at the end of 2013. Considering the
tight liquidity and declining economic growth,
the growth of SME loan portolio is satisfactory,
inline with the market growth, and achieved
with considerable attention to the risk profile.
The credit growth came with NPL ratio at 2.5%,
and the number of SME debitor at 10,148
customers. At the funding side, the balance
of Third Party Fund at the end of 2014 was
Rp12,617 billions.

Throughout 2014, Danamon expanded the
service network selling SME products. And
implanted units for selling SME products
were established at 13 Danamon branches, in
addition to the existing ones.
136
And continuing the successful initiatives

of previous years, Danamon SME Banking
implemented a special strategy of using the
opportunity afforded by Financial Supply Chain
(FSC) business potential, which was developed
through synergy with other Danamon business
units. FSC adapts cash management solutions
to the need of transactions between Wholesale
Banking and SME Banking customers, in a
comprehensive manner. This strategy gives
SME Banking the opportunity for serving the
need of FSC of Wholesale Banking customers.
Through this program (FSC), the number of
SME customers (generally are retailers) who
are referenced by Anchors, who are Danamon
Wholesale customers, increased from 153
retailers in 2013 to 222 customers in 2014. The
number of Anchors participated in the FSC
business program had also increased from 20
anchors in 2013 to 28 anchors in 2014.
A similar strategy was jointly implemented with
Danamons business line of micro banking
(DSP), by optimizing services at DSP branch
offices. The result of this strategy is a significant
increase in accessibility of SME services,
which can be accessed now in more than 1000
locations throughout Indonesia.
Another initiative driving the growth of SME
Banking is the launch of EDC Mobile for
supporting collection process. Using this
service, a customer can make a deposit or loan
payment through EDC equipment carried by
Danamon field team. In 2014, SME Banking
cooperated with PT Kereta Api Indonesia
(Indonesia Rail Train PT KAI) to simplify
transactions, using Danamon EDC services.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
For human resource development, Danamon

SME routinely conducts trainings for employees
in formal and informal sessions. The number of
employees who received some form of training
in 2014 was 1,423 employees, and the total
amount of trainings was 8,418 man-days.
PROSPECTS & PLAN FOR 2015

Danamon had targeted the growth of SMEs
loan portfolio in line with decline of SMEs
market. In addition to the existing strategy, the
credit growth in 2015 will be achieved through
formulation of customized programs for some
particular industries, such as consumer goods,
building materials, electronics, and others.
SME products sales will be expanded by the
method of commodity based marketing, and
promotions of trade finance products offerings
for SME Banking customers.
For loan processing, the loan application and
approval processes will be improved, simplified
and computerized, for faster processing
and ease of monitoring. SME synergy with
other Danamon business lines, including its
subsidiaries, will be enhanced.
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Highlights
Management Reports
Company Profile
Syariah Banking (Islamic Banking)
Through business transformation and optimization of

Syariah Products cross-selling with products of other
business units, Syariah Banking now more focused and
efficient in achieving sustainable growth.
138
& Analysis
Operational Review
Corporate Social
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Corporate Data
Danamon Syariah serves as an alternative banking and has shown its persistence amidst competition
coming from both conventional and syariah banking. Danamon Syariah is supported by a bank that
is fully committed to the countrys economic development. Danamon Syariah concluded its twelveyear journey (established in 2002).

Financing & Funding Growth (Rp billion)
YoY
2014
2013
2012
2011
2010
Financing
32%
2,486
1,884
1,545
998
683
Funding
70%
2,477
1,456
1,335
926
838
In its twelfth year, Danamon Syariah continues

to show its commitment to the development
of Syariah Banking by consistently growing in
financing more than 20% annually in the last 5
years. And throughout 2014, Danamon keep its
pace of progress by increasing its financing by
32% to Rp2.5 trillion, while managing the risk
within an acceptable level in NPF ratio 1.6%.
On the funding side, Danamon Syariah also
displayed a remarkable growth of Third Party
Funding. In 2014 Danamon Syariah Third Party
Fund rose significantly 70% to Rp2.5 trillion,
whereas CASA ratio was 31%.

In 2014 Danamon Syariah focused on the
linkage financing model with Islamic Rural
Banks (Bank Perkreditan Rakyat Syariah) and
employee cooperative entities segments,
which by the end of the year, the business grew
71% from end of 2013, to Rp1.8 trillion.
As for funding, Danamon put its focus on
growing the Cash Management service,
especially for the payment of electricity bills for
business companies. The success of this effort
is reflected in significant increase in funding
from current accounts that rose 52% to Rp423
billion by end of 2014.
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Highlights
Management Reports
Company Profile
Syariah Banking (Islamic Banking)
In 2014, Danamon Syariah initiated the

following new products and services:
Asset Based Financing Ijarah Muntahiyah
Bitamlik (ABF-IMBT), a financing product for
the purchase of heavy equipment, secured
by the financed equipment.
Tabungan Rencana Qurban (Qurban
Planned Saving), a term deposit for helping
customers to be financially prepared for
Qurban obligation.
These products were launched with the
expectation that they will be a part of major
contributors of financing and funding growth in
the future.
Danamon Syariah continuously offers trade
finance, cash management and electronic
banking services, also Asset Based Financing
(ABF) which will be develop in the future,
commitment of Danamon Syariah to always
provide improved services.
In its business operations, Danamon Syariah
maintains its long term vision of becoming the
best Syariah Bank in Indonesia. To realize the
vision, Danamon Syariah is consistent in its
business intensification, such as optimizing
office network expanding customer base,
improving performance, and integrating syariah
products in its entire Syariah office network.
140
In 2014 Danamon Syariah undertook a

business transformation, aiming for a more
efficient and more focused business to attain
higher business growth in the future. Danamon
Syariah engagement in the transformation is
through consolidating its network of offices
and branches, and optimizing cross-sell of
Syariah funding and financing products with
other Danamon business lines. Danamon
office network was consolidated to become 52
branches and 145 channeling offices at the end
of 2014.
Going forward, Danamon Syariah will focus
to develop small, medium and wholesale
segments portfolio through trade finance, cash
management, electronic banking and asset
based financing, improve operational efficiency,
enhance sales process, and increase the
quality and productivity of its human resources.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Wholesale Banking
Wholesale Banking serves customers in 33 sectors,

from trade, services to manufacturing in 15 cities all
over Indonesia with a diversified portfolio which shows
good risk management practices.
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Highlights
Company Profile
Wholesale Banking is the outcome of a

reorganization strategy, combining commercial
and corporate banking into a single line of
busines that was carried out in 2012. Wholesale
Banking offers banking services for commercial
and corporate customers. For Wholesale
Banking, commercial segment consists of
business units with annual revenues between
Rp40-500 billion, while corporate segment
comprises business entities that generate
annual revenues more than Rp500 billion.
Danamon Wholesale Banking business is

widely spread out. Previously dominated by
customers in Jakarta, Wholesale Banking
has now witnessed significant growth in
regions such as Sumatera, West Java, Central
Java and East Java and parts in Sulawesi
and Kalimantan. Wholesale Banking serves
customers in 33 sectors, from trade, services
to manufacturing in 15 cities all over Indonesia
with a diversified portfolio which shows good
risk management practices.
For serving the needs of both segments, in

addition to having sophisticated services
supported by the latest tehcnology, Wholesale
Banking offers products that address the
complex needs of the customers.
Throughout 2014, a series of initiatives

and business strategies were conducted,
continuing successful strategies and initiative
implemented in the previous years. Among
them;
Through improvement of the quality
of customer relationships, Danamon
succeeded in implementing a special
strategy that has been initiated in 2012,
Financial Supply Chain Strategy. The
strategy is an effort by Danamon to use
the opportunity presented by existing
customers, to provide more service to their
business units. For example, providing
services to distributors associated with a
corporate customer. Basically, Financial
Supply Chain is a one stop service, offering
greater value added from all Danamon
services to an existing customer.
In average, Wholesale loans grew by 15%

in 2014. This growth was accompanied by
improvement of asset quality, which is reflected
by the low ratio of Non-Performing Loans
(NPL). By the end of 2014, NPL of Corporate
and Commercial segments were 1% and 0.7%,
respectively.
On the funding side, Wholesale Banking
booked total funding at the end of 2014 at
Rp28.7 trillion, an increase of 5% from 2013.
Furthermore, despite the adverse effects
of the export ban on unprocessed mineral
commodities, trade finance product managed
to record a growth of 12% to Rp10.9 trillion in
2014.
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Management Reports
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Operational Review
Development of Trade Financing Products.

This strategy will be implemented in 2015
by adding trade financing products, to
support the growth of fee based income.
Furthermore, Wholesale Banking continues
to improve the synergy with other Danamon
business lines, such as Retail/Consumer,
Micro and SME, and using such opportunity
for expanding its customer base. This strategy
is also employed by other business lines for
improving their performances.
Competition in wholesale segment is
expected to become more intense in 2015,
especially competition of loan interest rates. In
anticipation, Wholesale Banking has prepared
the following strategies:
CUSTOMERS
Continue to focus on the growth of third party
funds, particularly the growth of Deposit, to
match the growth of credits.
Corporate Social
Responsibility
Corporate Data
PRODUCTS
Trade finance products, particularly off-balance
sheet transactions are still the leading products
for Wholesale Banking to earn more fee based
income for the Bank. Furthermore, the intense
marketing of cash management products,
financial supply chain products and the close
cooperation between wholesale banking, SME
banking and DSP will strengthen the appeal of
Danamon.
HUMAN RESOURCES
Maintaining
the
professionalism
and
competency of human resources through
strengthening the capacity dan awareness
of every business units leader and staff to
perform:
Utilization of measurement system on
performance and productivity of team
members.
Intensive observation on the follow-up on
each business potential, and
Measurement on the overall profitability.
Focusing the growth of credits to industries

that are inclined to grow and in accordance
with the Banks policies on target markets. The
growth will be sought from potential borrowers
who already have positive track records.
143
Highlights
Management Reports
Company Profile
Treasury & Capital Markets and Financial

Institutions (TCM and FI)
Treasury & Capital Markets and Financial Institutions

always maintain the Banks liquidity position as a
whole, as well as providing excellent banking services
to wholesale and retail customers.
144
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Treasury and Capital Market (TCM) Division is

responsible for maintaining the overall liquidity
of Danamon. The role of TCM is to ensure
liquidity is available at any given time to support
the Banks business growth. In addition, TCM
also manage interest rate risks of the Banks
balance sheet.
2014 BUSINESS ACTIVITIES
Financial Institution (FI) provides banking

services to banks, financial securities
companies, investment managers, pension
funds, insurance companies, NGO and other
non-bank institutions.
On a need basis, TCM participates in the Bank

Indonesia swap auctions to convert Danamons
USD excess liquidity into Rupiah. By the end
of 2014, TCM managed Rp6.6 trillion and USD
640 million of funds in liquid assets.
Credit extension, Cash management, trade

and custodian services, as well as treasury
products are offered by Financial Institution
and play important roles in Danamons funding.
A new ALM system was implemented in 2014.

With the new system, TCM is able to analyze
the banks balance sheet more efficiently and
accurately. This enables TCM to maximize the
balance sheet. The implementation of the new
ALM system is broken into three phases, and
scheduled to be fully completed by the first
semester of 2015.
In addition to their primary functions, TCM

& FI also offers various treasury products for
corporate and individual customers, while
taking advantage of market opportunities
through prudent trading activities.
As a product partner, TCM also offers a wide
range of treasury products and services
through the Banks line of businesses in serving
customers needs against foreign exchange or
Interest Rate risk (such as FX Spot & Forward,
Cross Currency Swaps, and Interest Rate
Swaps).
TCM also actively participated
Government
and
Corporate
through primary and secondary
in
the
bond
market.
To complement the TCM Sales team, the TCM

Trading team deals in the interbank markets,
thus securing the most competitive prices for
Danamon customers.
To meet the Loan to Deposit Ratio set by Bank

Indonesia, Treasury initiated deposit from
offshore as a source of third party funds to
be accounted in the calculation of LDR ratio.
TCM succeeded in acquiring 450 millions USD
offshore deposits in 2014.
In 2015, TCM plan to issue NCD and MTN

as an alternative source of funding for the
Bank. The issuance will be determined by
Bank Indonesias plan to recognize financial
securities issued as a deposit component for
Banks LDR calculation. In addition to NCD and
MTN, TCM also plan to issue Danamon bonds.
FI will keep abreast of market situation and
continue to implement new initiatives as new
opportunities arise. In 2015, FI will leverage
relationships with international and/or other
nonprofit organizations in offering banking
services such as cash management, trade
finance and treasury products. These activities
will generate additional fee based income.
Cross-selling initiative is also a priority for FI to
maximize the benefits from greater utilization of
Danamons operational capacity and product
existence.
Going into 2015, TCM & FI will continue to
maintain prudent management of liquidity to
support the Banks growth.
145
Highlights
Management Reports
Transaction Banking
(Trade Finance & Cash Management)
To accomodate increased transaction volume,

Danamon continues to improve its service quality,
features, speed and development.
146
Company Profile
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Notwithstanding a declining trend of Indonesian

export performance in 2014, Trade Finance
services still recorded an increase in asset
value to Rp11 trillion, alongside 16% growth
of Trade Finance income from Rp358 billion in
2013 to Rp413 billion. Open Account Financing
remained the most performing product in 2014,
along with the growing fee based income from
other Trade Finance transactions.
As the leading Trade Finance Bank in

Indonesia, Danamon continuously improves its
service quality, from product features, service
level (Service Level Agreement - SLA), to the
development of services. Currently Danamon is
implementing the latest Trade Finance system,
to accommodate a transaction volume that
continues to increase from year to year, and to
improve customer satisfaction.
Meanwhile, on the Cash Management

services, Danamon was able to book 20%
increase in transactions volume from Rp16.9
trillion in 2013, to Rp20.2 trillion in 2014. This
performance added Rp769 billion to Danamon
income from Net Interest Income (NII) and fee
based income, or an increase of 18%, from the
2013 value at Rp651 billion.
Danamon Cash Management is strongly

committed and strives to provide the best
service to the customers. Accordingly, Cash
Management continues to launch and offer
better products that fit well with costumers
needs. Among them are Mobile EDC Collection
that is provided especially for the customers
with a need of highly mobile collection process,
and improvement of eTax module at cash@
work that supports Second Generation MPN
Technology.
For strengthening the growth of Third Party
Fund, Danamon Transaction Banking also
launches programmes designed according
to the characteristics of customers business
or industrial sector and provides productbundling solutions through synergy with other
banking Products.
147
Highlights
Management Reports
Company Profile
Subsidiaries Business Review
ORGANIZATION STRUCTURE OF ADIRA FINANCE

Board of
Commissioners
Audit
Committee
Internal Audit
Unit
Risk
Management
Committee
President
Director
Vice President
Director
Head of
Corporate Communication
Syariah Board
Supervisory
Deputy Director Head of Operations
Marketing and Distribution Director
Risk Management Director
Financial Director
Compliance Director
and Corporate Secretary
Information and Technology Director
HRDGA, CREM & PDCA Director
Head of Business
Development
Head of Quality &

Securities Assurance
Head of Risk Management

Information System & Analytics
Head of Financial
Planning & Project
Head of Corporate Secretary

& Investor Relation
Head of IT Services &

Operation
Head of Corporate Real

Estate Management
Head of Community &

Communication
Head of Operations &

Service Quality
Head of
Operational Risk Management
Head of Finance and

Funding
Head of Legal & Complience
Head of IT Solution &

Development
Head of Plan Do Chark

Action
Head of Customer
Retention Management
Head of Region
Deputy Director - Head of Credit

& Collection
Head of Accounting
& Tax
Head of Process
Improvement
Head of
HR Development
Head of Chanelling
Management
Head of HRDGA
Operation
Deputy Director - Head of
Motorcycle Financing 1
148



Retail Car Financing
Head of Syariah
Head of Fleet Marketing
Head of Marketing
Development
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Adira Finance
Market share of Four-Wheel continues to
increase from quarter to quarter reaching
6.5% at year end, while Two-Wheels
increased 13%.
PT Adira Dinamika Multi Finance Tbk (known

as Adira Finance) is a subsidiary of Danamon
with operations in automotive financing,
car and motorcycle, and one of the biggest
financing companies in Indonesia. Danamon
has 95% share ownership over Adira Finance.
In 2014 Adira Finance employed around 26
thousand persons and served about 3.5 million
customers through 645 business offices and
service outlets.
And PT Adira Quantum Multifinance (known
as Adira Kredit) in 2014 was a subsidiary
company of Danamon which provides financing
for consumer products such as electronics,
computer, furniture, and other household
appliances. Adira Kredit aims mass-market

segment, with more than 100 million potential
customers to grab. Supported by almost 8,500
associated merchants across Indonesia, Adira
Kredit leads the consumer financing industry.
In 2014 Danamon ownership of Adira Kredit
was 99%.
It is part of Danamon strategic plan, that a
broad synergy between Adira Finance and
Adira Kredit will be formed in 2015 where the
financing of consumer good will be offered
by Adira Finance. Benefits of the synergy is
expected to come from the wide network and
the experience of Adira Finance in providing
one-stop-solution services for its customers.
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Highlights
Management Reports
Company Profile
BUSINESS PERFORMANCE
In 2014, Adira Finance booked Rp49.6 trillion of financing receivables, which was 3% increase from
Rp48.3 trillion in 2013.
Adira Finance Performance
YoY
2014
2013
2012
2011
2010
Financing (Rp Billion)
3%
49.6
48.3
45.8
41.5
30.7
Non-Performing Loan (NPL) (%)
0.2
1.5
1.3
1.4
1.3
1.2
12.6
12.6
15.7
15.8
15.7
(0.1)
5.3
5.4
5.7
6.6
5.2
Market Share Motorcycle (%)

Market Share Car (%)
The performance of Adira Finance in 2014 can be regarded as stable, which was also the case for
its market share that remained at 12.6% for motorcycle financing and 5.3% for car. These figures
reflected a stagnation in the automotive market in Indonesia at 2014, which was produced by
increasing subsidized fuel price, relatively high level of interest rates, and volatility in the rupiah
exchange rate. The sales of car in Indonesia in 2014 did not show any increase from the previous
year, as for motor cycle sales, the increase was slight at 2%.
Rising interest rates and weakening economic growth also means that banking and financial industry
has to pay greater attention to loan quality. In this issue, non-performing loan ratio of Adira Finance
in 2014 rose slightly to 1.5% from 1.3% in 2013.

Other than the pressure from unfavourable macroeconomic conditions, in 2014 Adira Finance
and financial service industry also confronted other challenges, such as, rising competition in the
industry, continuously increasing Regional Minimum Salary which puts more pressure on operating
cost and industrys margin, and other adjustments required to ensure compliance to the newly
applicable regulations.
In confronting such challenges, and as a financial service company, the strategies that were
implemented by Adira Finance can be outlined as follows;
- In funding aspect; seeking a funding with the most optimum cost
- In operational aspect, improve efficiency and effectivity from the network and operation
- In marketing aspect; performing various marketing initiatives to improve services to the customers
(customer relationships).
150
& Analysis
Operational Review
Funding
Around 40% of the value of asset portfolio
managed by Adira Finance was funded by joint
financing with Danamon. While the rest came
from equity, bank loans and bonds. In 2014,
Adira Finance issued Rp3 trillion bonds with
fixed return, and Syariah/sukuk bonds valued
at Rp133 billion. And in 2014, the credit ratings
of Adira Finance was upgraded to idAAA
(PT Pefindo), reflecting the improved credit
ratings of the parent company, Danamon, and
helping the market absorption of its financial
securities. In 2015, Adira Finance will continue
a similar funding initiatives with 2014 intiatives,
which is diversifying its source of funding in
order to optimize its cost of funds.
Operational Aspect
In 2014 Adira Finance continued the improvement
of its information technology, among them;
a) Development of Mobile Marketing &
Surveyor (M2S); an application for the
handset, to be used by marketing and
credit employees in the field to speed up
the transfer process of financing application
information, and
b) Mobile Collection System (MCS); an
application for the handset, to speed up
system data updating on the basis of
payment and data collected by visiting
employees.
Corporate Social
Responsibility
Corporate Data
Customer Relationship
Adira Finance conducted brand strengthening
to increase brand awareness in the society
with the tagline of Sahabat Setia Selamanya
(A Friend To Go To). Additionally, community
approaches are utilized by formation or
organizing of Adira Club.
As a subsidiary who make significant
contribution for Danamon, Adira Finance is
committed to widen its synergy both with the
parent company and with other Danamon
subsidiary, such as Adira Insurance. With the
parent company, a cross-selling program was
established, whereby a bank account for a
dealer-partner of Adira Finance is opened at
Danamon.
Whereas with other Danamon subsidiaries, the
synergy was strengthened though integrated
and centralized operations, and cross-sellings
activities.
151
Highlights
Management Reports
Company Profile
ORGANIZATION STRUCTURE OF ADIRA INSURANCE

Chief Executive
Officer
Internal Audit
Div
Retail
Business
Director
Operation
Director
Retail Biz Div.

(Group)
Broker Biz Div.
Retail Biz Div.

(Non Group)
SMEC &
Corporate Div.
Health Div.
West Regional
Marketing Div.
Regional
Business Div
Biz Support
Div.
East Regional
Marketing Div.
Syariah Div.
152
SMEC &
Corporate
Business
Director
Technical Advisor
Technical
Director
Enterprise Risk
Management
Director
Finance
Director
Support
Director
Retail Opr
Policy & Billing
Div.
Retail Uwr &

Claim Div.
Finance &
Accounting Div.
Retail Opr
Service & Claim
Div.
Non Retail Uwr

& Reins Div.
Corp. Strategic
Planning Div.
Claim Non
Retail & Reins
Opr Div.
Investment
Div.
HRD & GA
Div.
Process
Management
Div.
Information
Technology
Div.
Catch
Div.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Adira Insurance
Gross Premium Income and active

insurance policy which grew strongly
(respectively increased by 20% and 17%).
PT Asuransi Adira Dinamika (known as

Adira Insurance), established in 2002, is
a subsidiary of Danamon with operations in
general insurance. Danamon owns 90% shares
of Adira Insurance.
In implementing its business, Adira Insurance
offers two categories of general insurance
motor vehicle and non-motor vehicle insurance
Two of our leading products on the market
are motor vehicle insurances; Autocillin for
car insurances and Motopro for motorcycle
insurances.
In addition to motor vehicle insurances, Adira
Insurance offers health insurance, travel
insurance, personal accident insurance,
property
insurance,
heavy
equipment
insurance, marine hull insurance, engineering
insurance, surety bonds insurance, marine
cargo insurance, liability insurance, and various
other insurance products.
In 2014, Adira Insurance launched several new
products, namely health insurance Medicilin,
travel insurance Travellin, gadget and cellphone
insurance, and other new products.

For motor vehicle insurances, the gross
premium between 2013 to 2014 rose around
5%. As for non-motor vehicle insurances, their
gross premium increased 45% from 2013 to
2014. The largest increase in gross premium
of non-motor vehicle insurances came from
health insurance, in total Gross Written
Premium (GWP), Adira Insurance recorded an
increase of 20% to Rp2.15 trillion (including
syariah insurance) in 2014.
BUSINESS INITIATIVES
In 2014, Adira Insurance launched the latest
services for its customers; Autocillin Mobile
Claim Application and Medicillin Mobile
Application, through which a customer can
present a claim, and obtain information about
Adira Insurance products. To date, Adira
Insurance has established partnerships with
1,080 hospitals as care providers for Medicillin
health insurance, and managed around 157,797
members.
During 2014, Adira Insurance improved
brand equity, service culture, and system
improvement toward supporting e-commerce.
2015 PROSPECTS
There wiill be challenges and opportunities
in 2015. Among the opprtunities are low
penetration rate for insurance products in
Indonesia, rising societys awareness about
insurance, greater utilization of mobile
technology, and strong economic growth.
While the challenges are the need for improving
productivity and efficiency, the changes in
regulation, the changes in insurance business
model and portfolio mix, and maximizing
investment returns.
The outline of 2015 strategy is continuation of
product development, expansion of distribution
channel and infrastructure for supporting retail
product sales.
153
Highlights
Management Reports
Company Profile
ORGANIZATION STRUCTURE OF ADIRA KREDIT
President Director
Head of Internal Audit
Director
Head of Sales &
Distribution
154
Head of Risk
Management
Head of Product
& Marketing
Head of Operation
Head of Finance
Head of Human
Resources
Head of Legal &

Compliance
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Adira Kredit
Adira Kredit supported by over 200 outlets
and 8,000 partner shops throughout
Indonesia has generated new financing in
the amount of Rp2.4 trilion in 2014.
PT Adira Quantum Multifinance (known

as Adira Kredit) is a subsidiary company
of Danamon which provides financing for
consumer products such as electronics,
computer, furniture, and other household
appliances. Danamon ownership of Adira
Kredit was 99%.
Adira Kredit aims middle and mass-market
segment, with more than 100 million potential
customers to grab. Supported by 205 outlets
and almost 8,000 associated merchants across
Indonesia, Adira Kredit was one of consumer
financing industry leaders in 2014.
At the end of 2014, Adira Kredit booked its
outstanding loan at Rp1.4 trillion. The new
financing was recorded at Rp2.4 trillion,
consisting of around 700 thousand accounts.
The financing of electronic equipments held the

largest share of both of sales and loan portfolio
at 36%, followed by computer 33%, furnitures
22%, and cellphones and others 9%.
Through rigorous customer selection process,
Adira was able to maintain its ratio of non
performing loans at the end of 2014 at 4.5%.
Consistent efforts by the company to provide
the best financing services and the strong
image of the companys brand has produced
outstanding outcomes, as shown by various
prestigious awards and recognitions awarded
to Adira Kredit, such as Indonesia Customer
Satisfaction Award, Word of Mouth Marketing
Award, Corporate Image Award, and Top Brand
Award.
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Highlights
Management Reports
Company Profile
Marketing Strategy
The improvement of Danamons performance is
visible in the quantitative measures of the Banks
performance such as, the quantity and the
quality improvement of its assets, the increase
of third party funds, and the growth of its feebased income. Although the improvement in
quantitative performance also represents the
final objective of Danamon marketing activities,
nevertheless, not every marketing activity has
measurable impacts on some quantitative
indicators of the Banks performance. As
such, the marketing strategy implemented
by Danamon differentiates between Direct
Marketing and Indirect Marketing.
Direct Marketing is marketing activities which
possess measureable performances in terms
of targets of banking performances, such as
the increase in outstanding loans, number of
new customers of Banks various products and
services used. In general, the activities of Direct
Marketing are performed by each Danamons
business line, Adira Finance, Adira Insurance
and Adira Kredit addressing and servicing
their respective market segment. Meanwhile,
Indirect Marketing are activities geared more
toward corporate-wide in nature, where
performance is measured among others by
awareness level of the Bank and its customer
service satisfaction level in comparison with
other banks through a survey conducted by an
independent party. Danamon continues being
recognized and awarded at the national as well
as international level. The outcome of these
various activities combined has strengthened
Danamons position as one of Indonesias top
banks.
156
In carrying out its business of banking and

financial services, Danamon and its subsidiaries
are very much concerned with measuring
performance in their respective businesses.
As a service provider, Danamon and its
subsidiaries recognize the customer wants and
needs as their focus of business. By placing
customer as the center of their attention, the
marketing strategy Danamon implements,
direct or indirect, have objectives, where each
is correlated with one another as follows:
Increasing the recognition of Danamons
brand (brand recognition)
Increasing the number of potential
customers who select Danamon products
(customer acquisition)
Increasing customer loyalty.
1. The recognition of Danamons brand (brand
recognition)
Danamon as the brand is introduced to
the public at large through activities that
promotes Danamon Brand Personality
namely:
Enabling, For You, We Can
Energetic, hard work and persistence
Proactive, take initiative and anticipate
needs and challenges at all times
Adaptive, agile with changes in the
environment
Capable, well trained and knowledgable
Genuine, convey as it is, do what is
promised.
& Analysis
Operational Review
2. Increasing the Number of Customers

Choosing Danamon Products (Customer
Acquisition)
The strategy to increase the number of
users of Danamon services or Customer
Acquisition is designed to package the
product offerings as such to be emotionally
more attractive and rationally provide more
benefits.
Emotionally attractive products are
products that possess the right image
for its target market. For this reason,
marketing activities are also performed
through the use of advertising media
well placed on branches, print media,
electronic and online media. Additionally,
various products are accompanied by
attractive rewards.
One example where Danamon marketing
activities were designed to create
the right image of its products is the
introduction of Manchester United credit
and debit card, providing rewards in the
form of opportunity to watch live games
or original merchandise from one of
the worlds most famous and popular
football club.
In developing products that offers more
economic benefits to its potential corporate
and business customers, Danamon and its
subsidiaries utilize its competitive advantages
of complete products and services variants,
which can be offered to a wide range of
potential customers in each segments from
micro-business to corporates, and selected
according to the customer needs.
Corporate Social
Responsibility
Corporate Data
In addition, Danamon and its subsidiaries

provide their customers with ease of access to
banking services through 2,156 branches and
1473 ATMs located throughout Indonesias
major cities. Moreover, the reach of Danamons
services extend internationally, wherein as the
issuer of Visa and MasterCard credit cards
enabled customers of Danamon to experience
banking services through merchants spread
across Indonesia and worldwide.
The wide range of its products are reinforced
by an up-to-date IT supports, extensive service
network, and the strength of its synergy. These
enable Danamon to design services such as
Financial Supply Chain, and Mobile Branches
equipped with EDC, who offer more value
added for business customers.
As for individual customers, the competency
of Danamon IT allows the Bank to design and
offer the latest service of D-Mobile, a mobile
banking application that can be used by
smartphones on several platforms. In addition
to facilitating online transactions currently
available for computer users, D-Mobile is also
equipped with new features such as, SosMed
D-Cash for facilitating Facebook users and
online retail transactions.
3. Improving Customer Loyalty
Danamon marketing strategy for improving
customers loyalty is our efforts to
continously making service imporovement,
such as making customer service easier
(less costly in terms of time and customer
efforts) to access. These activities are
implemented by:
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Highlights
Management Reports
Company Profile
Marketing Strategy
Improving and adding the features

offered on several service channels,
such as; features on Danamon ATM
services, and features on Mobile Banking
applications.
Simplifying various processes needed
by a customer to obtain a Danamon
service.
Centralizing
various
processes
conducted on Danamon service network.
Improving the human resources capacity.
MARKETING CAMPAIGN
These improvement for Danamon customer

service have been recognized by various
awards, among others;
Best Teller in the Banking Industry
(BSEM Survey)
WOW Service Excellence Award 2014
(Markplus)
Excellent Service Experience Award
2014 (ESEA)
Accordingly, Danamon has implemented a

series of marketing campaign in response to
the need of public in each target segment.
CUSTOMER SEGMENT AND MARKET

SHARE
As a bank oriented toward customers,
Danamon continues to avail and offer preferred
banking products and services in line with
customer needs of each segment, and ensure
every customer needs, which continue to
change and evolve, are met accordingly.
With customers being the primary focus,
Danamon continues aiming to be a one stop
shop for its customers.
PRODUCTS AND SERVICES

Danamons products and services
described in the Corporate Data chapter.
158
are
As a bank oriented toward customer, Danamon

has the ability to identify, develop and avail
products and services which address certain
segments, each with unique offering values
aligned in accordance to risk management
philosophy associated with each segment.
Given its network which expand throughout
the archipelago, Danamon is able to provide
comprehensive services.
Below illustrates the form of marketing

campaign conducted throughout 2014.
Danamon Lebih
Danamon savings with 5 additional benefits:
1. Free Administration Fee
2. Cash Back 5%
3. Low transfer fee and free cash withdrawal
4. Free Life Insurance
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Tabungan FlexiMAX
Provide ease of transactions and financial
benefits.
Passbook savings Fleximax earns special
interest rate. Benefits include:
Free transfer fee RTGS/LLG/clearing
Free administration fee
Free cash withdrawal fee when abroad
High interest rate (progressive in line with
balance)
Free access to Airport Lounge
Free daily statement via Fax
Free from quieing at branch
Giro Bisa
GiroBisa is our flagship current account which
gives you more benefits over an ordinary
current account, which can be customized
to the needs of clients in Small to Medium
Enterprise (SME) segment.
SiPinter Saving Account

A saving account product with a low initial
deposit which is suitable for customers at
micro segment.
Customers with certain
criteria will receive additional services, which
include among others the benefit of insurance
protection with free premium payment, ATM
facilities and bank transfer, free facilities of
electricity and telephone bills payment and
Cash Deposit Pickup Services.
159
Highlights
Marketing Strategy
Business Loan for Small to Medium
Enterprises
Danamon Savings and Loans provides a
financing (DP 500) for your business loan,
business development, or investments for the
owners of Small to Medium Enterprises with
a loan terms starting from 6 (six) months and
up to 60 (sixty) months with loan nominals
between Rp500 millions and up to Rp1.5
billions. Protected by Life and Fire Insurances,
competitive interest rate and administrative
fees, and monthly loan payment amount which
may be adjusted to the ability of the customers.
Bisa iB (Islamic Banking) Saving Account

Discover simplicity and freedom at Bisa iB
Saving Account which ENABLE you complete
the transactions at any time.
Bisa Qurban Saving Account
There is a compassion in each of your qurban.
A saving account which ALLOW you to prepare
for the fund of your Qurban act of worship.
D-MOBILE
D-Mobile, Danamon Mobile Banking
A product of banking services from Danamon
which gives you the ease and convenient in
completing your transactions through your
smartphone.
Enjoy the benefits in using
D-Mobile, which include:
Easy and Flexible
Simply download D-Mobile application through
AppStore, GooglePlay, and Blackberry World.
Activate your account directly on your D-Mobile
Application without the need to visit Danamon
Branch/ATM. Use your User ID and Password
DOB or your Debit Card/ATM for activation.
160
Management Reports
Company Profile
& Analysis
Operational Review
Dynamic, Simple, and Personalized

With D-Mobile a range of transactions such
as balance checking, interbank fund transfer,
bill payments, and a variety of purchases now
can be completed through your smartphone.
Enjoy its top-of-the line features such as
Augmented Reality (an exciting way to search
for Danamons merchants promotion) and SosMed D Cash (a new way of sending money to
your Facebook friend). Additionally, D-Mobile
lets you replace your Display Picture/Avatar
according to your preferences.
Broad and Fast Services
The network data access (GPRS/3G, EVDOCDMA, WiFi) which is secure with international
standards EV SSL Certificate and HTTPS Host
Security. Banking transactions become more
practical, fast and convenient with D-Mobile.
Extensive and Fast Coverage
A secure data network access (GPRS/3G,
EVDO-CDMA, WiFi) using international
standard of security, namely International
EV SSL Certificate and HTTPS Hist Security.
Render more practical, fast, secured, and
convenient banking transaction anywhere
using D-Mobile.
Corporate Social
Responsibility
Corporate Data
CASH MANAGEMENT
For Commercial Customers, customers with
annual turnover of between Rp40 to Rp500
billion will be served by Banking Commercial
Unit.
CASH@WORK
Internet banking services for cash management
purposes where customers may perform
various banking transactions directly and
easily at the customers office through internet
network.
For Corporate Clients, with an annual turnover
of more than Rp500 billion and Financial
Institution will be served by Coporate Banking
Unit.
TRADE COMMODITY FINANCING
Designed with Specific Financing Scheme
where the structure is customized according
to customers business types and their
commodities.
DANAMON ONLINE BANKING

Internet banking services in conjunction
with banking transactions such as balance
checking, domestic and foreign exchange fund
transfer, bill payment, purchases, and online
checking account. This service is further
equipped with SMS notification and e-mail to
further customers convenient and security.
KARTU DANAMON
Extraordinary credit card which gives you
shopping convenience and let you fulfill
your modern lifestyle. Additionally, this card
also offers a variety of exciting programs in
thousands of places which collaborate with
Danamon.
161
Highlights
Management Reports
Company Profile
Financial Review
In 2014, Asset of Danamon increased 6.2% to Rp195,709

billion from Rp184,237 billion in 2013. Danamons Capital
Adequacy Ratio (CAR) remained at 17.9% level. While Net
Profit in 2014 decreased 35% to Rp2,683 billion compare to
Rp4,159 billion in 2013.
162
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
PROFIT/LOSS

Rp (in billion)
Consolidated Statements of Income

Net Interest Income
Net Underwriting Income
Net Interest Income and Net Underwriting
Income
Other Operating Expense
Non Operating Income - net
Full Year
YoY
2014
2013
2012
2011
2010
1%
13,680
13,531
12,922
10,849
9,908
-12%
427
487
464
392
373
1%
14,107
14,018
13,386
11,241
10,281
-16%
4,336
5,156
4,649
4,213
3,584
6%
14,380
13,569
12,464
10,280
9,235
-28%
4,063
5,605
5,571
5,174
4,630
580%
510
75
84
623
628
Income Before Tax
-36%
3,553
5,530
5,487
4,551
4,002
Income Tax Expenses
-37%
870
1,371
1,370
1,149
1,018
Income After Income Tax Expense
-35%
2,683
4,159
4,117
3,402
2,984
Net Income Attributable to Non - Controlling

Interest
-33%
79
118
105
108
101
Net Income Attributable to Equity Holders of

the Parent Entity
-36%
2,604
4,041
4,012
3,294
2,883
Basic Earning per Share
-36%
271.69
421.68
418.57
373.99
342.92
Comprehensive Income Attributable to Equity

Holder of Parent Entity
-31%
2,741
3,961
3,978
3,260
3,285
Comprehensive Income Attributable to Non

Controlling Interest
-32%
78
115
103
113
99
Other Comprehensive Income

Foreign Exchange Different from Translation
of Financial Statement in Foreign Currency
Full Year
YoY
2014
2013
2012
2011
2010
(2)
-290%
235
(124)
(16)
(65)
765
18%
(13)
(11)
(4)
(31)
(237)
-Effective portion on fair value changes of

derivative instrument for cash flow hedges
-572%
(85)
18
(17)
(2)
Income tax relating to components of other

comprehensive income
-106%
(2)
35
24
(128)
Other Comprehensive Income Net of Tax
-265%
135
(82)
(35)
(76)
400
-31%
2,818
4,077
4,082
3,326
3,384
Avalaible for sale Financial Assets :

-Losses in Current Year
-Amount Transferred to Profit or Loss in
Respect of Fair Value Change
Cash Flow Hedges:
Total Comprehensive Income
* 2011 is restated due to the first time adoption of SFAS62, SFAS28 (R2012) and SFAS36(R2012) in subsidiary
163
Highlights
Management Reports
Company Profile
Financial Review
Comprehensive Income
In 2014, comprehensive income experienced
Rp1,259 billion decrease to Rp2,818 billion
compared to Rp4,077 billion in 2013. The
decrease was mainly driven by decrease of net
consolidated income in 2014.
The decline in commodity prices and the weak
export has lended a limited space for business
expansion. Consequently, the demand for
credit was decreased and hence banking
industry scored a conservative growth.
In addition, decline in the contribution of
comprehensive income was also influenced by
the changes in the new FSA rules, especially
the Circular No. SE-06/D.05/2013 on Vehicle
Insurance, which is in effect in 2014.
Consolidated Net Income
In 2014, in accordance with the new ruling (No
SE-06/D.05/2013) from the Financial Services
Authority (OJK), which change the method of
income recognition for commission on motorvehicle insurance, Danamon reported its income
statements which significantly impacted the
reported consolidated net income.
Under the method used in previous years,
before the OJK ruling was applied, Danamon
consolidated NPAT in 2014 would be described
as normalized Net Profit After Tax (NPAT),
which is useful for analyzing the performance
of Danamon from the previous years. Whereas
if the income was calculated in accordance
with the OJK ruling, the reported 2014 profit or
loss would be described as reported NPAT,
which is the legally recognized profit or loss of
Danamon.
164
The normalized consolidated net income

declined 15% to Rp3,453 billion in 2014,
compared to Rp4,041 billion in 2013. This
decline can be regarded as the result of
weakening economic growth and high interest
rates, which caused a decrease in Danamon
Net Interest Margin from 9.6% in 2013 to 8.4%
in 2014 and resulting a limited increase of net
interest income and increasing cost of credit.
Additionally, there was a non recurring expense
from Danamon restructuring activities in 2014.
The reported consolidated net income
showed a significant decrease from Rp4,041
billion in 2013 to Rp2,604 billion in 2014. This
decline came mainly from a 16% decline of
other operating income from Rp5,156 billion
in 2013 to Rp4,336 billion in 2014, which is a
decrease of Rp820 billion in nominal value, and
a 580% jump of non-operating expense from
Rp75 billion in 2014 to Rp510 billion in 2014.
As of end of 2014, the Return on Average
Assets (ROAA) was 1.4%, while the Return of
Average Equity (ROAE) was 8.6%. These ratios
however, are not comparable to same ratios
calculated in the previous years since there
are a significant changes in the calculation of
Danamons income.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
INCOME
Full Year
Rp billion
YoY
2014
2013
2012
2011
2010
Interest Income
14%
22,991
20,131
18,858
16,882
14,418
Premium Income
19%
1,492
1,258
1,152
958
768
-16%
4,336
5,156
4,649
4,213
3,584
Total Operating Income
9%
28,819
26,545
24,659
22,053
18,770
Non Operating Income
-49%
46
43
84
100
55
7%
28,865
26,588
24,743
22,153
18,825
Total
In 2014, the total income rose by 7% to Rp28,865 billion compared to Rp26,588 billion in 2013. The
growth was contributed mainly by operating income, specifically interest income, which increased
by Rp2,860 billion and amounted to Rp22,991 billion compared to 2013 of Rp20,131 billion.
Interest Income
Interest income is income from the interest from lendings and other financial investment instruments,
as follows:
Interest Income
Rp billion
Full Year
YoY
2014
2013
Loans
13%
15,335
13,581
Government bonds
41%
326
232
Marketable securities and other bills receivable
42%
1,019
718
Consumer financing income
12%
6,055
5,428
Placement with other banks and BI
49%
256
172
Total
14%
22,991
20,131
Interest income from loans is the main component of Danamons interest income. In 2014, interest
income from loans rose by 13% to Rp15,335 billion compared to 2013.
Interest income from consumer financing grew by 12% from Rp5,428 billion in 2013 to Rp6,055
billion in 2014. The enforcement of regulations that set the limit for minimum down payment of
auto financing and upper threshold for joint financing created pressure for Danamons consumer
financing activities since 2013, impacted the growth of interest income from consumer financing
since 2013.
Despite its relatively small amount, income from funds placement in other banks and Bank Indonesia
experienced significant gowth of 49% from Rp172 billion in 2013 to Rp256 billion in 2014. One of
the main drivers were increase of BI rate by 25bps from 7.5% to 7.75% in December 2014.
165
Highlights
Management Reports
Company Profile
Financial Review
Net Interest Income
Rp billion
Full Year
YoY
2014
2013
2012
2011
2010
Interest Income*
14%
22,991
20,131
18,858
16,882
14,418
Interest Expense
41%
9,312
6,600
5,936
6,033
4,510
1%
13,679
13,531
12,922
10,849
9,908
Total
*) Starting 1 January 2010, all cost directly related to acquisition for loans or consumer financing (acquisition cost) is deferred and
amortized in accordance with the period of the loans or consumer financing. The amortization of acquisition cost is reported as a
deduction to interest income from previously recognized as part of provision & commission expense and other operating expense.
In 2014, net interest income increased by 1% from Rp13,531 billion in 2013 to Rp13,679 billion.
The increase was lower than the growth of net interest income in 2013 and 2012, which rose by
5% and 19% respectively. The decreased growth of net interest income in these years was due to
loan growth that was not optimum. At the same time, the increase of benchmark interest rate was
experienced by almost all of Danamons funding source of instruments, which led to significant
increase of interest expense of more than 41% in 2014.
Rp billion
Fees and commissions income
Fees
Full Year
YoY
2014
2013
2012
2011
2010
3%
1,775
1,728
1,536
1,323
1,205
-19%
2,642
3,271
2,992
2,844
2,125
-259%
(127)
80
41
22
(12)
Realized gain (loss) from derivative

instruments
-94%
13
208
(44)
(47)
20
(Expense) income from foreign

exchange transaction
-95%
(7)
(139)
106
42
Dividend income
-80%
1200%
39
13
24
242
-16%
4,336
5,156
4,649
4,213
3,584
(Loss)/gain from changes in fair value of

financial instrument
Gains on sale of marketable securities

and Government bonds net
Others
Total
At the end of 2014, other operating income declined by 16% to Rp4,336 billion compared to Rp5,156
billion in 2013. This was largely driven by the growth of fee-based income from administrative fees
and credit card transactions of Rp629 billion. As for percentage, the largest decline came from loss
from changes in fair value of financial instrument.
Fees and Commission Income
Provision and commission income increased by 3% from Rp1,728 billion to Rp1,775 billion in 2014.
Fees and commission income represents the provision income from credit activities, amounting
to Rp1,203 billion provided to customers and commissions for services performed amounting to
Rp190 billion.
166
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Fees
In 2014, fees declined by 19% to Rp2,642 billion compared to Rp3,271 billion in 2013. Income from
fees derived from banking transactions such as administration fees from loans, which amounted to
Rp2,052 billion, income from credit cards that amounted to Rp210 billion, and other fees of Rp380
billion.
Gains from Sales of Securities and Government Bonds
In 2014, gains from sales of securities and government bonds increased by 1200% to Rp39 billion,
compared to Rp3 billion in 2013.
EXPENSES
Rp billion
Full Year
YoY
2014
2013
2012
2011
2010
Interest Expense
41%
9,312
6,600
5,936
6,033
4,510
Insurance Underwriting
Expenses
38%
1,064
771
689
566
395
6%
14,380
13,569
a)
10,280
9,235
Total Operating Expense
18%
24,756
20,940
19,089
Non Operating Expense
370%
555
118
9%
25,311
21,058
Total
12,464
16,879
14,140
a)
723
683
19,257
17,602
14,823
168
Notes: Reclasification Other Receivables Allowance for Impairment Losses & Loss on sale of repo

In 2014, the total amount of expenses rose by 9% to Rp25,311 billion compared to Rp21,058 billion
in 2013. The increase was due largely to 41% or Rp2,712 billion increase of interest expenses, a
significantly greater rise than the increase of Rp664 billion in the previous year. Other operating
expense grew at 6%, or an increase of Rp811 billion from Rp13,569 billion of the expense in 2013,
which is lower than 9% increase in the earlier year.
As for non operating expense, 2014 saw a jump of 370% or Rp437 billion, which came primarily from
a one-time expense of business transformation expense of Rp408 billion brought by restructuring
policy implemented by Danamon in 2014 toward its network of branches and employees.
Interest Expense
Rp billion
Full Year
YoY
2014
4,099
2012
3,951
2011
4,485
2010
Deposits from customers
54%
Borrowings and deposits from other banks
46%
1,646
1,124
744
591
631
-5%
1,132
1,187
1,060
785
272
Deposit insurance guarantee expense
22%
231
189
181
172
138
Total
41%
9,312
6,600
5,936
6,033
4,510
Securities issued
6,303
2013
3,469
167
Highlights
Management Reports
Company Profile
Financial Review
In 2014, interest expense rose significantly by 41% to Rp9,312 billion compared to Rp6,600 billion
in 2013. In terms of both of percentage and nominal values, the increase was driven by the increase
of interest expense of deposits from customers and other banks, and borrowings. The interest
expense of customer deposits rose 54%, from Rp4,099 billion in 2013 to Rp6,303 billion in 2014,
while the interest expense from other banks deposits and borrowings rose Rp522 billion from
Rp1,124 billion in 2013 to Rp1,646 billion in 2014.
The increase of FASBI interest rate and BI Rate in 2013 and 2014, and stiff competition among
banks in offering time deposits interest rates in the period up to 3rd quarter of 2014, led to rising
interest rates of deposits in the banking industry. Danamon was no exception, when in 2014 it
experienced increase of interest rate on its entire funding instruments.
The following table presents details of weighted average effective interest rate per annum for
deposits from other banks and borrowings in 2012-2014:
The weighted average effective interest rate per annum
from other banks
2014
2013
2012
Current Accounts
5.47%
4.75%
4.08%
Savings
4.30%
3.51%
3.99%
Deposits and on call deposits
7.16%
5.57%
5.87%
Call money-Rupiah
6.22%
5.21%
4.57%
Call money-foreign currecy
4.82%
2.00%
1.99%

Rp billion
Full Year
YoY
2014
2013
2012
2011
2010
Fees and commissions expense
-2%
347
354
309
241
329
General and administrative expenses
-1%
3,652
3,689
3,388
3,080
2,545
Salaries and employee benefits
2%
5,811
5,713
5,163
19%
3,986
3,348
584
465
Allowance for impairment losses

Addition of possible losses on commitments
and contingencies
Others
Total
a)
26%
6% 14,380 13,569
4,413
3,839
a)
2,183
2,134
a)
363
388
12,465 10,280
9,235
3,151
454
Reclasification allowance for impairment losses of other receivable & Loss on sale of repo
In 2014, other operating expenses increased by 6% to Rp14,380 billion from Rp13,569 billion in
2013. In terms of both percentage and nominal value, the increase was mainly due to increase in
Allowance for impairment losses, which rose 19% or Rp638 billion, from Rp3,348 billion in 2013 to
Rp3,986 billion.
168
& Analysis
Operational Review
As for Salaries and employee benefit in 2014

only increased by 2% from earlier year, or in
nominal value, it increased by Rp98 billion to
Rp5,811 billion from Rp5,713 billion in 2013.
General and administrative expenses have
even declined by 1% from Rp3,689 billion in
2013 to Rp3,652 billion in 2014.
Corporate Social
Responsibility
Corporate Data
to Rp1,744 billion in 2014, and a decrease in

advertising and promotion expenses of Rp49
billion to Rp217 billion in 2014. The decreasing
amounts of both of these components was
in line with the steps to improve operation
efficiency implemented in 2014.
These
changes
in
employees
and
administrative expenses represent strategic
steps implemented by Danamon in 2014 by
consolidation and restructuring service network,
centralizing various business processes, and
strengthening synergy between business units
and subsidiaries of Danamon. These steps aim
for improvement of efficiency and productivity
in Danamon service network, while maintaining
efficient cost structure.
Salaries and Employee Benefits

The largest component in other operating
expenses, Salaries and employee benefits, in
2014 only rose by 2% from the earlier year. In
nominal value, it increased by Rp89 billion to
Rp5,811 billion from Rp5,713 billion in 2013.
This increase came only from 12.5% salary
increases of Rp313 billion to Rp2,815 billion. As
for other components: Benefits, Education and
Training, and other expenses for employees,
they declined by Rp215 billion to Rp2.996
billion.
Fees and Commission Expense

In 2014, fees and commission expense was
down by 2% to Rp347 billion compared to
Rp354 billion in 2013. Fees and commission
expense is expenses from loan administration.
The decrease of this expense was in line with
moderate increase of fees and commission
during 2014, which rose by only 3%.
Allowance for Impairment Losses

With growth of loans, Danamon has calculated
that allowance for impairment losses of loans
until end of 2014 stood at Rp2,801 billion, or
significantly increased from Rp2,312 billion in
2013.
General and Administration Expense

One of the significant component of other
operating expense, General and administrative
expenses, have even declined by 1% from
Rp3,689 billion in 2013 to Rp3,652 billion in
2014. The decrease occurred mainly in the
office expenses, which declined by Rp93 billion
169
Highlights
Management Reports
Company Profile
Financial Review
Movements of Allowance for Impaiment
Losses
Amount (in billion Rp) 2014
Beginning Balance - 31 Dec 2013
2,312
Reclassification
Allowance
2,338
Recovery
814
Write Off
(2,431)
FX Difference
(233)
Ending Balance - 31 Dec 2014
2,801
Non-operating Income and Expense

In 2014, the total amount of non-operating income increased only by Rp2 billion to Rp45,6 billion.
As for the non-operating expense, it increased almost by five fold from Rp118.1 billion in 2013
to Rp555.5 billiion in 2014. This substantial jump was brought by a non-recurrent expense of
business transformation amounted to Rp408 billion in 2014. This expense was part of branches and
employees consolidation steps implemented by Danamon.
Dupont Analysis
Dupont analysis identifies characteristics of an industry, wherein the main characteristic of banking
industry is the high leverage/debts. Investors need to be aware of the bank debt ratio, as such
banks would be vulnerable to volatility due to economic condition.
Dupont analysis table suggests that Danamons overall financial performance enabled the Bank to
maintain its debt ratio at over 6.5, a slight drop from 6.6 in 2013. However, ROAE of Danamon in
2014 reduced to 8.6% from 14.5% in the previous year mainly driven by lower operating income
from 10.0% to 9.0%.
Full Year
2014
Operating Income
170
9.0%
2013
10.0%
2012
11.1%
2011
10.5%
2010
11.2%
Operating Expense
-5.0%
-5.3%
-5.7%
-5.4%
-5.6%
Cost of Credit
-1.9%
-1.7%
-1.9%
-1.9%
-2.1%
2.1%
3.0%
3.6%
3.2%
3.6%
Non Operating Income (Expense)
-0.3%
-0.1%
-0.1%
-0.1%
-0.3%
Taxes
-0.4%
-0.7%
-0.9%
-0.8%
-0.9%
Asset Turnover
1.3%
2.2%
2.6%
2.3%
2.4%
Leverage
6.5X
6.6X
6.3X
7.4X
7.6X
ROAE
8.6%
14.5%
16.2%
17.2%
18.5%
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
BALANCE SHEET
Assets
Full Year
Rp billion
Cash
YoY
2014
%
Total
%
Total
2013
-3%
2,856
1%
2,944
2%
11%
10,268
5%
9,261
5%
Current
accounts
with
other banks
-9%
4,858
2%
5,335
Placements
with other
banks and
Bank
Indonesia
net
31%
9,675
5%
Securities
15%
8,888
5%
Current
accounts
with
Bank
Indonesia
Loans net
2% 133,193
18%
6,605
3%
Fixed assets
net
4%
2,490
1%
30%
16,876
Others
Total
2,457
2%
1%
1,985
2%
5%
5,275
4%
2%
2,640
2%
1,658
1%
6,361
4%
13,232
9%
9,257
8%
7,307
5%
4,820
5%
3%
3,717
7,399
4%
7,727
4%
5,598
%
%
2010
Total
Total
2011
a)
a)
68% 130,646
Government
bonds
%
Total
2012
7,718
1,895
7,760
5,324
4%
70%
79,931
68%
4,063
3%
3,947
3%
6,138
5%
2,096
1%
1,899
1%
1,771
1%
5%
7,053
6%
2,384
d)
1%
9% 12,943
d)
7%
6% 195,709 100% 184,237 100%
8,783
c)
73% 98,984
3%
b)
3%
71% 113,289
b)
6%
7,115
c)
155,791 100% 142,292 100% 118,392 100%
*) Including consumer financing receivables

Note: All figures are presented in net amount
Note:
a) Reclasification Prefund clearing BI
b) Reclasification other receivable
c) Reclasification other receivable & Prefund clearing BI
d) Reclasification fixed Assets to others
In 2014, total assets increased by 6% to Rp195,709 billion compared to Rp184,237 billion in 2013.
The largest percentage increase was mainly due to increase of Placements with other banks and
Bank Indonesia by 31% or Rp2,276 billion in nominal value to Rp9.675 billion in 2014. Loans, which
is a component of assets with the most significant contribution of 68% from total assets in 2014,
increased only by 2% or Rp2,547 billion from Rp130,646 billion in 2013 to Rp133,193 billion in
2014. The limited increase of Loans in 2014 (whereas Loans in 2013 increased by 15%), was part
of Banks strategy to maintain the qualilty of assets amid the weakness in economic growth and the
relatively high interest rates.
Also contributing to the increase of assets was increase of other components of assets, which mainly
comprised of interest receivables, other receivables, premium receivables on option, receivables
from sales of marketable securities, and receivables from credit card transactions, rose by 30% or
Rp3,933 billion, from Rp12,943 billion in 2013 to Rp16,876 billion in 2014.
171
Highlights
Management Reports
Company Profile
Financial Review
Current Assets
As part of its prudent liquidity management, Danamon always strives to maintain the liquidity of its
assets at its optimum level. Other than liquid funding sources from cash and placements with Bank
Indonesia and other banks, securities portfolio presented in the available for sale (AFS) account
also constitutes Danamons liquid asset portfolio. The amount of liquid assets is determined by the
structure of balance sheet and market condition.
Full Year
Rp billion
YoY
Cash
Current accounts with Bank Indonesia
Current accounts with other banks - gross
2014
2013
-3%
2,856
2,944
11%
10,268
9,261
2012
2011
2,457
7,718
a)
2010
1,895
7,760
a)
1,985
5,275
-9%
4,858
5,335
3,717
2,640
1,658
Placements with other banks and Bank

Indonesia gross
31%
9,675
7,399
6,361
13,232
9,257
Marketable securities available for sale

and trading
17%
8,620
7,347
6,811
4,173
9,572
Government bonds available for sale and

trading
18%
6,605
5,598
4,063
3,947
6,138
Total Current/Liquid Assets
38%
42,882
37,884
31,127
33,647
33,885
Note: a) Reclasification Prefund clearing BI
In 2014, current assets increased by 38% to Rp42,882 billlion compared to Rp37,884 billion in
2013. Increase of current assets was mainly due to significant increase of current accounts with
Bank Indonesia, placements with other banks and Bank Indonesia, and the increase in Marketable
securities and Government bonds available for sale and trading.
Loans
Full Year
Rp billion
YoY
2014
%
%
%
%
%
2011
2010
2013
2012
Total
Total
Total
Total
Total
Wholesale
-2% 18,391
13% 18,828
14% 12,663
11% 12,532
12% 10,689
13%
SME&Commercial
6% 39,814
29% 37,606
28% 30,544
26% 24,241
24% 19,639
24%
Consumer *)
18% 10,847
8%
9,178
50% 69,771
7%
7,371
52% 66,005
6%
5,692
57% 59,394
6%
5,150
6%
58% 47,180
57%
Mass Market *)
0% 70,005
Total
3%139,057 100%135,383 100%116,583 100%101,859 100% 82,658 100%
Catatan:
all amounts are gross amounts
*) Previously Pawnbroking classified as Mass Market, in 2014 classified as Consumer
In 2014, balance of gross loans rose by 3% from Rp135,383 billion in 2013 to Rp139,057 billion.
To improve the performance of loan disbursement, Danamon consistently applies prudent strategy
to anticipate market trend and market development, in order to balance capital, quality of asset,
growth, and profitability.
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& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
The Mass Market loans are loans disbursed to micro business segment through Danamon Simpan
Pinjam (DSP) business line, and consumer financing that consists of automotive financing through
subsidiary Adira Finance as well as electronics and household appliances financing through Adira
Kredit. The Mass Market portfolio is a predominant component that accounts for 50% of Danamons
overall lending portfolio.
Mass Market Loans
Rp billion
18,967
18,777
15,307
49,619
19,865
41,545
16,433
45,792
1,419
1,611
48,294
1,416 1,436
1,198
30,675
2010 2011 2012 2013 2014
Micro Loans (DSP)
2010 2011 2012 2013 2014
Automotive (Adira Finance)
2010 2011 2012 2013 2014
Household Appliances
Financing (Adira Kredit)
In 2014, loan balance on this segment can be regarded as constant, as it rose by only 0.34%, or
Rp234 billion, from Rp69,771 billion in 2013 to Rp70,005 billion. The increment of loans in the Mass
Market segment was mainly driven by the increase of automotive financing (Adira Finance) of 3%,
from Rp48,294 billion in 2013 to Rp49,619 billion in 2014. As for micro loans, which were disbursed
through DSP and Adire Kredit (household and electronic goods financing), they experienced some
declines. The contributions of automotive financing and micro loans to the total loans of Mass
Market segment are 71% and 27% respectively.
Loans in the medium-scale business (SME & Commercial) grew by 6% to Rp39,814 billion compared
to Rp37,606 billion in 2013. With this growth, contribution of SME & Commercial loans to Danamons
total loans increased from 28% in 2013 to 29% in 2014. Meanwhile, wholesale loans declined 2%
from Rp18,828 in 2013 to Rp18,391 in 2014.
Integration of services carried out at all of Danamon branches; investments in information technology,
especially infrastructure that supports loan disbursement; intensive marketing of credit cards and
personal loans were strategies that succesfully contributed to 18% growth of consumer loans, from
Rp9,178 billion in 2013 to Rp10,847 bilion in 2014.
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Financial Review
Lending by
Loan Category
Rp billion
Full Year
YOY
%
Total
2014
%
Total
2013
%
Total
2012
%
Total
2011
2010
Consumption*
2% 59,917
44% 58,506
44% 54,811
a)
47% 48,634
b)
48% 36,834
45%
Working
Capital
2% 50,474
36% 49,288
36% 39,718
34% 34,737
34% 32,127
39%
Investments
4% 25,206
18% 24,314
18% 20,238
17% 17,152
17% 12,530
15%
Export
6%
3,437
2%
3,248
2%
1,801
2%
1,323
1%
1,156
1%
-15%
23
0%
27
0%
15
0%
13
0%
11
0%
Loans to
Commissioner
and Senior
Management
Total
3%139,057 100%135,383 100%116,583 100%101,859 100% 82,658 100%
*) Including consumer financing receivables and leasing for customers of Adira Finance
Note:
a) Reclasification other receivable
b) Reclasification other receivable & Leasing
Lending by Loan Category

2%
2%
44%
2%
44%
17%
18%
18%
2014
2013
2012
34%
36%
36%
1%
48%
17%
1%
15%
2011
34%
45%
2010
39%
Consumption
Export
Working Capital
Loans to Commissioner and

Senior Management
Investments
174
%
Total
47%
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Based on the category of use, Danamons lending is dominated by consumption loans. Lending
composition according to the category of use in 2014 is as follows; consumption loans accounts
for 44% of the total portfolio, followed by working capital at 36%, investment loans at 18%, and
export loans at 2%.
In 2014, consumption loans increased by 2% from Rp58,506 billion in 2013 to Rp59,917 billion. The
largest share of this category of loans comes from automotive loans (Adira Finance), which grew
3% in 2014, or Rp1.325 billion in the previous year. Danamons working capital loans were mainly
absorbed by SME and micro businesses.
In 2014, this loan category experienced only 2% growth from Rp49,288 billion to Rp50,474 billion,
while investment loans increased by higher growth of 4% to Rp25,206 billion. The low absorption of
global market resulted on adverse impact on pricing, which led to decreasing prices of commodities
and reduction of national exports. Although Indonesian exports went through a decline, Danamon
was able to maintain its financing performance in this market and increase its export loans in 2014
by 6% compared to 2013, in line with the increase of activities in trade finance.
Loans by
Economic Sector
YOY
Rpbillion
Full Year
2014
%
Total
2013
%
Total
%
Total
2012
%
Total
2011
2010
%
Total
Household
and Consumer
Financing
4% 55,953
39% 54,021
41% 49,920
43% 44,352
44% 35,543
43%
Wholesale and
Retail
5% 35,465
26% 33,889
25% 27,932
24% 22,369
22% 23,144
28%
Manufacture
40% 18,354
13% 13,124
10% 13,966
12% 12,201
12%
8,266
10%
Real Estate, Lease,

Services, and
Service Companies
-11%
4,228
3%
4,725
3%
4,655
4%
6,101
6%
4,133
5%
Transportation,
Warehouse, and
Communications
-19%
4,890
4%
6,052
4%
4,450
4%
3,588
4%
2,436
3%
Others
-14% 20,167
13% 13,248
13%
9,136
11%
Total
15% 23,572
a)
17% 15,659
a)
3%139,057 100%135,383 100%116,583 100%101,859 100% 82,658 100%
Note: a) Reclasification other receivable & Leasing
Based on economic sector, Danamons loans portfolio is evenly spread to various sectors. Household
and consumer financing as well as wholesale and retail loans have constituted the majority of the
loans portfolio for five consecutive years. The contributions of both sectors to Danamons total loans
in 2014 were 40% and 26%, respectively. Growth of loans in both sectors reflected the development
of the middle-class population and the increase of per capital income, which boosted consumption.
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Financial Review
Loans by Economic Sector
15%
13%
17%
39%
41%
43%
4%
4%
3%
4%
4%
3%
2014
13%
2013
2012
12%
10%
26%
24%
25%
13%
11%
44%
4%
43%
3%
5%
6%
10%
2011
2010
12%
22%
28%
Household and Consumer Financing
Real Estate, Lease, Services, and Service Companies
Wholesale and Retail
Transportation, Warehouse, and Communications
Manufacture
Others
Loans by Region
Rp billion
YOY
Full Year
2014
%
Total
46% 48,505
%
Total
2012
2011
2010
4%
East Java, Bali,

NTT and NTB
9% 12,844
Sulawesi, Maluku
& Papua
6%
8,625
8%
8,139
8%
7,656
7%
7,016
8%
5,304
7%
Kalimantan
5%
7,066
6%
6,727
6%
6,400
7%
6,139
7%
4,546
6%
Sumatera
1% 16,307
17% 12,124
16%
Central Java and

Yogyakarta
2%
Total
4%109,575 100%105,781 100% 93,181 100% 87,793 100% 75,773 100%
12% 11,748
15% 16,121
8,211
6,459
7%
8,082
6%
6,066
11% 10,914
15% 15,459
8%
8,207
7%
6,139
12% 11,401
17% 14,909
9%
7,893
39% 28,794
%
Total
West Java
6%
41% 34,295
a)
%
Total
3% 49,812
6,710
46% 38,479
a)
%
Total
Jakarta, Bogor,
Tangerang,
Karawang, Bekasi
and Lampung
Note: Exclude CFR (Consumer Financing Receivable)

a) Reclassification of receivables savings
176
2013
7%
38%
6,062
8%
13% 11,366
15%
9%
7,577
10%
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Loans by Region
8%
7%
15%
46%
41%
15%
2014
6%
9%
46%
17%
2013
6%
2012
7%
8%
8%
7%
11%
12%
6%
12%
6%
9%
10%
39%
17%
7%
38%
16%
2011
2010
6%
7%
8%
7%
13%
7%
15%
8%
Jakarta, Bogor, Tangerang, Karawang, Bekasi and Lampung
Kalimantan
West Java
Sumatera
East Java, Bali, NTT and NTB
Central Java and Yogyakarta
Sulawesi, Maluku & Papua
Until end of 2014, Danamon (stand alone) loans portfolio remains concentrated in Jabodetabek,
Karawang, and Lampung, which accounts for 46% of the portfolio. Danamon will continue striving
to grow the contributions from regions outside Java, especially Eastern Indonesia that is showing
promising advancement of economy.
Loans by Interest Rate and Currency
Based on interest rate, Danamons loans are dominated by fixed-rate loans that contribute to 55% of
total loans. Fixed-rate loans are mainly disbursed to Mass Market segment as the leading segment
of Danamons loans. Meanwhile, floating loans accounts for 45% of Danamons total loans in 2014,
mainly disbursed to SME, Commercial, and Wholesale segments.
Based on currency, a large part of Danamons loans is disbursed to Mass Market customers.
Therefore, Rupiah-denominated lending has higher contribution compared to foreign currency
lending and in 2014 contributed to 92% and 8% to Danamons total loans, respectively. Loans
disbursed in foreign currency are largely provided to Commercial and Wholesale customers.
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Highlights
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Company Profile
Financial Review
Quality of Productive Assets
Collectibility of Loans
Danamons productive assets consist of current assets, placement with other banks and Bank
Indonesia, marketable securities, derivative receivables, loans, consumer financing receivables,
acceptance receivables, and government bonds.
Throughout 2014, the slowing down of Indonesian economic growth and high interest rates
generated strong pressures against asset quality of the banking industry. NPL (gross) ratio of the
banking industry rose from 1.8% in 2013, to 2.2% in 2014, albeit NPL ratio of around 2% is still
considered as relatively low and still far from the upper limit of 5% set by Bank Indonesia.
This pressure was also faced by Danamon in 2014, as the quality of Danamon productive assets
were slightly down compared to 2013. This decline is indicated by several variables, among them
are the loans in category of Current in loan collectibility in 2014 was slightly less than 2013, and the
nominal value of Loans in the category of Special Mention was larger than the earlier year.
In terms of loans collectability, in 2014 Danamon experienced a decline in its current loans to
88.4% of total loans, compared to 90.0% in 2013. Meanwhile the composition of loans classified
as Special Mention and non-performing loans had increased to 9.3% and 2.3%, respectively, from
8.1% and 1.9% in 2013.
Loans Collectibility (%)
88.2 90.0 88.4
9.5
2.3
8.1
1.9
9.3
2.3
2012 2013 2014
Current
Special Mention
Non Performing Loan
Non-Performing Loan (NPL)

The present continuing slow down of global economic growth has pushed upward the risk profile
of corporate customers segment. Nevertheless, through intensive approach to its customers,
Danamon maintained its 2014 NPL ratio in the wholesale banking segment at the same level of
2013, which was 1%.
178
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
The same thing can not be said about SME & Commercial banking segment, where the NPL ratio
rose to 1.7% in 2014, from 0.9% in 2013.
Inflation rate, which rose as a consequence of the rise in subsidized fuel prices had a significant
impact on micro business in the mass-market segment, which in turn reduced their capacity to meet
their debt obligations.
NPL by Segment
2014
2013
2012
2011
2010
Wholesale
1.0%
1.0%
3.3%
2.6%
3.0%
SME & Commercial
1.7%
0.9%
1.5%
2.3%
3.7%
Consumer
1.6%
1.3%
1.5%
2.0%
4.2%
Mass Market
3.1%
2.6%
2.6%
2.5%
2.5%
Consolidated
2.3%
1.9%
2.3%
2.5%
3.0%
Special Mention Loan by Segment

Special Mention Loan by Segments
Rp billion
Wholesale
5%
3%
3%
4%
SME & Commercial
6%
2%
2%
2%
Consumer
3%
3%
3%
2%
86%
92%
92%
92%
100%
100%
100%
100%
Mass Market
Total
As of 31 December 2014, loans classified as Special Mention amounted to Rp12,187 billion, or

increased from Rp10,877 billion in 2013. The Mass Market segment is still the predominant segment
in Danamons Special Mention classification, albeit with decreasing contribution from 92% of loans
in the category in 2013 to 86% in 2014. However, in terms of nominal value, the amount of Special
Mention loans from the Mass Market segment decreased from Rp10,027 billion in 2013 to Rp10,424
billion in 2014.
Unlike mass market segment, in 2014 other segments showed rising loans in special mentions both
in terms of their share in the loans in this category and nominal values.
Prime Lending Rates
In line with Bank Indonesias efforts to boost the performance of the economy, Danamon strives
to maintain the prime lending rate at a reasonable level. Danamon continuously manages the
contributing factors to interest rate, such as cost of fund, premium risk, and overhead cost.
179
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Financial Review
Prime Lending Rate Rupiah
31 December 2014 (effective % per year)
Prime Lending Rate Rupiah Based on Business Segment
Consumption Loans
Corporate
Retail
Micro
Loans
Loans
Loans
Mortgage
Non Mortgage
Prime Lending Rate
12.30%
13.25%
21.01%
12.25%
17.50%
Description:
a. Prime lending rate is used to determine the interest rate that the Bank imposes on customers. Prime lending rate has not include the
estimation of premium risk, which depends on the Banks assessment on risk profile for each debtor or group of debtors. Therefore, the
interest rate imposed on debtors may differ from prime lending rate.
b. Prime lending rate excludes cash collateral loans
c. Corporate Loans include loans to corporate and commercial customers.
d. Prime lending rate on micro loans is prime lending rate on loans with collateral as required by prevailing regulations.
e. Prime lending rate on consumption loans for non-mortgage loans mainly represent prime lending rate for two-wheels financing that was
facilitated through joint financing scheme and exclude fund appropriation through credit card and unsecured loans.
f. If necessary, the Bank may at any time change the information of prime lending rate.
g. Information on the current prime lending rate is accessible in the Banks branches publication and/or on website (www.danamon.co.id)
LIABILITIES
LIABILITIES
Rp billion
Deposits from
customers
Deposits from
other banks
Full Year
YoY
%
%
%
%
%
2013
2012
2011
2010
Total
Total
Total
Total
Total
2014
7%116,495
72%109,161
71% 89,897
71% 85,979
74% 79,643
80%
43%
2,426
1%
1,695
1%
2,824
2%
2,814
2%
1,937
2%
Securities sold
under repurchase
agreements
-1%
750
0%
759
0%
1,049
1%
1,140
1%
2,790
3%
Bonds issued
-2% 11,893
7% 12,112
8% 12,347
10% 11,278
10%
6,300
6%
-10% 14,497
9% 16,069
11% 11,020
Borrowings
Subordinated
debts
Others
Total
0%
29% 16,630
0%
9%
6,917
6%
2,482
2%
0%
0%
0%
500
1%
10% 12,888
8%
9,921
8%
8,455
7%
6,211
6%
7%162,691 100%152,684 100%127,058 100%116,583 100% 99,863 100%
On 31 December 2014, total consolidated liabilities grew at 7% from Rp152,684 billion in 2013 to
Rp162,691 billion. The growth was primarily driven by significant increase from deposits from other
banks, which rose by 43% to Rp2,426 billion at end of 2014. In nominal values, Customer deposits
had the largest increase of Rp7,334 billion, increasing its contribution to Danamons liabilities to
72%. Other liabilities booked 29% growth from Rp12,888 billion in 2013 to Rp16,630 billion in 2014.
Customer deposit is the largest component that occupied on average 73.6% of Danamons total
liabilities in the last 5 years. It was followed by Bonds issued, which on the annual average for the
last 5 years accounts for 8% of the total liabilities.
180
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
To meet funding needs for automotive financing activities, in 2014 Adira Finance issued fixed-rate
Continuous Bonds II phase III and IV, each amounted to Rp1.5 trillion. During the same year, Adira
Finance also issued Syariah/Sukuk Mudharabah Continuous Bonds I phase II amounted to Rp133
billion. These bonds were rated AAA by PT Pefindo rating agency.
FUNDING
Rp billion
Third Party Funds
Long Term Borrowings
Total
Full Year
YoY
2014
2013
2012
2011
2010
7%
118,325
110,807
91,675
88,054
80,986
17%
18,403
15,750
10,023
9,604
7,204
8%
136,728
126,557
101,698
97,658
88,190
Danamons funding consists of third party funds (CASA and time deposit) and long-term borrowings/
professional funding such as issued bonds, borrowings from IFC (International Finance Corporation)
and other banks, and securities under repurchase agreement.
During 2014, total funding grew by 8% to Rp136,728 billion in 2014 while it was Rp126,557 billion
in 2013. Long-term borrowings grew significantly by 17% to Rp18,403 billion in 2014 while it was
Rp15,750 billion in 2013. Meanwhile, third party funds as the largest component in the funding
structure which represent 86.5% of Danamons total funding, reported a 7% growth or Rp118,325
billion from Rp110,807 billion in 2013.
a. Third Party Funds
Rp billion
Full Year
YoY
Current accounts
10%
Savings
2014
23,157
2013
21,132
2012
15,854
2011
12,994
2010
10,972
10%
35,100
32,053
27,270
23,439
21,433
Time-deposit
4%
60,068
57,621
48,551
51,621
48,581
Total
7%
118,325
110,807
91,675
88,054
80,986
During financial year 2014, current accounts rose by 10% from Rp21,132 billion in 2013 to
Rp 23,157 billions. The growth slightly add the current account contribution to the total third party
accounts from 19% in 2013 to 20% in 2014.
Savings as one of the component of third party funds contribute 30% of Danamons total Third Party
Funds in 2014. Up to the end of 2013, Danamon booked a 10% growth in savings from Rp32,053
billion in 2013 to Rp35,100 billion.
Meanwhile, Time Deposit remains the leading contributor against the total Third Party Funds (51%), a
slight 4% increase or equivalent to Rp60,068 billion in comparison to the preceding year. In terms of
funding composition, there was an increase of contribution from low-cost funds in 2013 comprising
181
Highlights
Management Reports
Company Profile
Financial Review
Current Accounts and Savings to Total Danamons Third Party Funds at 49% in comparison to 2013
which was at 48%.
The management views the composition of Third Party Funds as a fairly sound performance
considering the increasingly tighter competition resulting from stringent liquidity followed by the
raise of benchmark interest rate (BI Rate). Coupled with the capital market performance which was
relatively unstable, the consumers and investors were expected to opt for products which would
generate optimum return instead rather than instruments with moderate to high risk profile.
In order to increase CASA composition in funding, especially in third party funds, Danamon
consistently engage in promotional programs and enhancement of infrastructure network by
adding features of the ATM, internet banking, and mobile banking, including the launch of D-Mobile
application which are compatible with devices on Blackberry, Android, and iOS platforms which
enable the consumers to access the existing banking services, as well as the addition of innovative
mobile banking services.
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& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
b. Long-Term Borrowings
Rp billion
Full Year
YoY
2014
2013
2012
2011
2010
Danamon Bonds
0%
920
918
918
2,800
4,036

Bonds
-2%
11,170
11,363
6,839
5,940
2,123
PT Bank Pan Indonesia
33%
1,000
750
750
PT Bank Central Asia Tbk
-92%
41
534
348
Citibank NA, Jakarta Branch
248
181
The Hongkong and Shanghai

Banking Corporation Ltd.,
Indonesia
373
253
PT Bank DKI
-73%
100
PT Bank Victoria International

Tbk
PT Bank Commonwealth
PT Bank Nationalnobu Tbk
PT Bank BCA Syariah
Borrowing from other bank/

other financial institution
PT Bank BJB
250
International Finanace
Corporation
Wells Fargo Bank
10
-10%
818
913
551
825
4%
617
595
PT Bank BNI Syariah
25
PT Panin Syariah
25
Chanelling
PT Permodalan Nasional
Madani
28
Bankers Acceptance
555
Australia and New Zealand

Banking Group Ltd
368
DBS Bank (Singapore) Ltd.
Letter of Credit
178
The Bank of Tokyo-Mitsubishi

UFJ Ltd
60
132
PT Bank BNP Paribas

(Singapura)
Bank Indonesia
Total
923%
3,111
304
13
17%
18,403
15,750
10,023
9,604
7,204
183
Highlights
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Company Profile
Financial Review
As part of its liquidity and funding strategy, Danamon has also managed long-term borrowings
(with maturity date of over one year) to maintain the mismatch of liquidity and interest risks more
appropriately. In 2014, Danamons long-term borrowings were provided by fixed-rate bonds issuance
from Adira Finance, comprising of Continuous Bonds II phases III and IV as well as continuous Sukuk
Mudharabah I phase II, with total proceeds of Rp11,170 billion which represents a 2% decrease in
the proceeds of the bonds issuance in comparison to 2013 bonds issuance which was at Rp11,363
billion.
Long-term borrowing throughout 2014 were also driven by various banking institutions, with Bank
BNP Paribas (Singapore) as the primary source with a nominal increase of Rp2,807 billions, which
represents a 923% increase in comparison to the preceding year. Additionally, there are also new
borrowings from ANZ Banking Group Ltd and Citibank, NA (Jakarta Branch), with Rp368 billion and
Rp248 billion respectively.
Consolidated Equity
At the end of 2014, total equity rose by 4.6% from Rp31,553 billion in 2013 to Rp33,018 billion.
Similar to the preceding year, mainly due to the growth of profit balance of 7.7% or Rp1.392 billion,
from Rp18,069 billion in 2013 to Rp19,461 billion.
However, unlike the previous year, the non-controlling interest experienced a 21% decline or
equivalent to Rp238 billion in comparison with 2013 which was at Rp302 billion.
CASH FLOW
Rp billion
Full Year
YoY
2014
2013
Net Cash flows from (used in) operating activities
50%
5,501
3,672
*)
Net Cash flow from (used in) investing activities
-25%
(1,966)
(2,607)
*)
Net Cash Flows from (used in) financing activities
-179%
(2,697)
3,420
Net (decrease) increase in cash and cash equivalents
-81%
838
4,485
Cash and cash equivalents at beginning of the year
22%
24,519
20,033
3%
25,357
24,519
Cash and cash equivalents at end of the year

Reclassification from other assets to construction in progress
The table above presents the comparative data on Danamon cashflow for the years of 2013 and
2014. Consolidated cashflow statements and tables are presented using direct method by classifying
cashflow into operating, investment, and funding activities.
At the end of 2014, Danamon booked Rp25,357 billion of cash and cash equivalents. The account
consisted of Cash of Rp2,856 billion, Current Account at Bank Indonesia of Rp10,268 billions,
Current Accounts at other banks of Rp4,861 billion, and Placement at other banks and Bank
Indonesia with 3 month maturity date effective from the date of acquisition of Rp7,372 billions. The
cash balance slightly improved at 3% in comparison to the cash balance at the end of 2013 which
was at Rp24,519 billion.
184
& Analysis
Operational Review
Net Cash Flows From (Used In) Operating

Activities
The total net cash flow generated by operating
activities during 2014 is Rp5,501 billion, while
during 2013 Danamon generated cash flow
for operating activities at Rp3,672 billion.
Significant increase (20%) was due to the rise
of income from consumer financing of 14%,
from Rp27,566 billion in 2013 to Rp31,420
billion in 2014, and very significant decrease
on the expenses for new consumer financing
transactions at 28%, or equivalent to Rp7,841
billion, from the expenses during 2013 at
Rp27,728 billion.
Net Cash Flows From (Used In) Investment
Activities
During 2014, total cash flow (consolidated)
used by Bank Danamon is greater than
the cash flow (consolidated) generated by
investment activities. Similar condition took
place during 2013, however Net Cash Flow
Used for Investment during 2014 decreased
from Rp2,607 billion in 2013 to Rp1,966 billion
during 2014, or a total decrease of Rp641
billion. Net Cash Flow Used during 2014 is
contributed primarily for investments in effects
and Government Bonds as well as Placement
on Time Deposit.
As of the securities and Government Bonds, the
Net Cash Flow Used decreased from Rp1,965
billion at the end of 2013, to Rp1,161 billion at
the end of 2014, or a Rp809 billion decrease.
As for the Cash Used on Placement on Time
Deposit increased to Rp301 billion, from Rp17
billion at the end of 2013, to Rp318 billion at
the end of 2014.
Corporate Social
Responsibility
Corporate Data
Net Cash Flow From (Used in) Funding

Activities
The Total Net Cash Flow Used in funding
activities during 2014 was Rp2,697 billion,
which represented a Rp6.117 billion decrease
in comparison to the position at the end of
2013, where the Net Cash generated was
Rp3,420 billion.
The Net Cash Flows from funding activities in
2013 beginning from Cash From in 2013, to
the Cash Used in 2014, is primarily due to the
increased amount of borrowings repayment
under joint financing scheme as well as
movements in new borrowings. Borrowings
repayment in conjunction with joint financing
experienced an increase of Rp1,832 billion,
from Rp8,756 billion to Rp10,588 billion,
meanwhile there was a decrease of Rp2,981
billion in the new borrowings.
SOLVABILITY AND COLLECTABILITY

A large part of Danamons long-term liabilities
is bonds issuance, while during 2014, the
composition of liabilities from bonds issuance
(in which 92% of them are Adira Finance
bonds) contribute to 66% of total Danamons
long-term liabilities.
Danamon and its subsidiary, Adira Finance, were
able to meet the various principal and bonds
interests payment schedule requirements.
Danamon and its subsidiary were also able to
meet various payment requirements of longterm liabilities in the forms of loans from other
banks as prescribed on each respective credit
agreements. In addition, the level of ability
to serve liabilities reflect Danamons level of
liquidity which is associated with the Banks
overall robust management of liquidity risk.
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Danamons ability to fulfill both short term (S/T) and long-term (L/T) obligations is considered fairly
stable and good as exemplified by both internal as well as external rating agencies.
At the end of 2014, Danamon held liquid assets (assets that can be easily liquidated incl. cash,
nostro, central bank papers, net interbank placements, AFS Government Bonds) of Rp42.9 billions.
Danamons LDR ratio stood at 92.6% while Loan to Funding was at 85.9%.
Rp billion
Cash
Full Year
YoY
2014
2013
2012
2011
2010
-3%
2,856
2,944
2,457
1,895
1,985
11%
10,268
9,261
7,718 a)
7,760 a)
5,275
Current Accounts in other Bank
-9%
4,858
5,335
3,717
2,640
1,658
Other placement in other Bank

and Bank Indonesia - gross
31%
9,675
7,399
6,361
13,232
9,257
Securities Held for Sale and

Trading - gross
17%
8,620
7,347
6,811
4,173
9,572
Government Bonds Held for

Sale and Trading
18%
6,605
5,598
4,063
3,947
6,138
Total Liquid Assets
38%
42,882
37,884
31,127
33,647
33,885
Current Accounts in Bank

Indonesia
Note:
a) Reclassification Prefund Clearing BI
Loan Collectability
Loan Collectability
NPL
Special Mention
Current
2014
2013
2.3%
2012
1.9%
2011
2.3%
2.5%
9.3%
8.1%
9.5%
9.3%
88.4%
90.0%
88.2%
88.1%
Danamons Loan Collectability may be viewed at the above table. Danamons Non-Performing Loan
(NPL) during 2014 was at 2.3% or equivalent to Rp3.2 billion.
LIQUIDITY
As of 31 December 2014, Danamon and its subsidiaries reported sufficient level of liquidity with
improved level of LDR and loan-to-funding ratio of 92.6% and 85.9% respectively at the end of
2014 in comparison to the positions of 31 December 2013 of 95.1% and 87.4% respectively.
As part of the efforts to maintain liquidity and to manage maturity mismatch and interest rates, Adira
Finance sought funding from professional market, therefore allowing the overall adequate liquidity
of Danamon amid tight competition of funding.
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CAPITAL
Capital Structure
Rp billion
Bank
YoY
Consolidated
2014
2013
2012
2011
2010
YoY
2014
2013
2012
2011
2010
Components Of Capital
a. Core capital (Tier 1)
11%
25,556
23,051
21,050
19,391
13,474
8%
29,355
27,280
24,370
21,868
14,928
b. Supplementary
capital (Tier 2)
12%
1,319
1,183
986
903
785
9%
1,523
1,392
1,144
1,000
1,297
Total Core Capital

and Supplementary
Capital (a+b)
22%
26,876
24,234
22,036
20,294
14,259
17%
30,878
28,671
25,514
22,868
16,225
2,645
2,645
2,645
2,645
2,645
1,175
970
849
706
673
22%
24,230
21,588
19,391
17,649
11,614
17%
29,703
27,702
24,665
22,162
15,552
8% 133,354 123,510 105,500 106,202
86,741
7% 166,294 155,140 130,486 126,264
96,939
Invesments (-/-)
Total Care Capital and
Supplementary Capital
(a+b)
Risk Weighted
Assets with Credit
Risk, Market Risk
and Operational
Risk
CAR with Credit
Risk
-Market Risk
-Operational Risk
CAR
21.9%
21.0%
22.3%
19.6%
15.3% 229.5%
22.2%
22.0%
23.4%
21.3%
18.5%
6%
3.65%
3.46%
3.8%
3.0%
0.10%
6%
4.29%
4.06%
4.40%
3.7%
0.1%
-10%
0.05%
0.06%
0.1%
0.0%
1.80%
282% 18.17% 17.48%
18.4%
16.6%
13.4%
-13%
0.04%
0.05%
0.10%
0.0%
2.4%
237% 17.86% 17.86%
18.9%
17.6%
16.0%
Market Risk
Danamon has implemented a standardized approach to manage risk market pursuant to BI
Regulation No. 9/13/PBI/2007 dated November 1, 2007 and Circular Letter No. 9/33/DPnP dated
December 18, 2007 and its amendment the Circular Letter No. 14/21/DPnP dated July 18, 2012
since November 2007.
Credit Risk
In accordance with BI Circular Letter No. 13/6/DPnP dated February 18, 2011, Danamon adopted
the standardized approach to manage its credit risk began from January 1, 2012. On November
18, 2014, FSA issued FSA Regulation No. 21/POJK.03/2014 which regulates the application of the
approach in managing credit risk in Syariah business. Referring to the said regulation, Danamon will
apply a standardized approach to managing credit risk in Syariah Division began January 1, 2015.
Operational Risk
In managing operational risk, Danamon applies basic indicator approach in accordance with BI
Circular (SE) No. 11/3/DPnP dated January 27, 2009. Based on the aforementioned SE, capital
charges for operational risk equal to 15% of the average gross income in the last three years,
effective January 1, 2011.
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Capital Adequacy
As of December 2014, the consolidated CAR was reported at 17.9% level, the same level with
the position at the end of 2013. As a standalone, Danamons CAR rose to 18.2% from 17.5% on
December 2013. During the last 5 years, CAR, both standalone of the Bank as well as consolidated,
were well above BIs required level of 9%-10% (for BUKU 3 Banks).
The table above showed the position of risk-weighted assets (RWA) by calculating the credit, market,
and operational risks were at Rp133,354 billions, or an 8% increase from those in 2013.
CAPITAL POLICY
The focus on Mass Market segment required Danamon to maintain a strong capital structure. As
part of the formulated Risk Appetite Statement (RAS), Danamon has set a minimum limit of capital
that needs to be maintained.
To ensure Danamons ability to sustain amid various business pressure, following Bank Indonesias
regulation on minimum Tier I capital and total CAR, the buffer of Available Financial Resources (AFR)
has determined the level of required capital buffer. Moreover, Danamon has also utilized the various
sources of funding under liabiities category to meet the required working capital, other than utilizing
equity to support the capital needs.
Funding Composition
Rp billion
YOY
2014
2013
2012
2011
2010
Assets
6%
195,709
184,237
155,791
142,292
118,392
Liabilities
7%
162,691
152,684
127,058
116,583
99,863
Equity
5%
33,018
31,553
28,733
25,709
18,529
7%
116,495
109,161
89,897
85,979
79,643
Borrowing (Short term and long

term)
-10%
14,497
16,068
11,020
6,917
2,482
Others Liabilities
Structure
15%
31,699
27,455
26,141
23,686
17,738
Equity
5%
33,018
31,553
28,733
25,709
18,529
Total Assets
6% 195,709 184,237 155,791 142,292 118,392
in (%)
YOY
2014
2013
2012
2011
2010
Composition
Borrowing (short term and long
term)
Others Liabilities
0%
60%
59%
58%
60%
67%
-15%
7%
9%
7%
5%
2%
9%
16%
15%
17%
17%
15%
Equity
-1%
17%
17%
18%
18%
16%
Total Assets
0%
100%
100%
100%
100%
100%
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Corporate Social
Responsibility
Corporate Data
This strategy is reflected from the composition of funding on Danamons assets in 2014, where 83%
of Danamons assets were funded by liabilities. Equity-backed assets contributed only 17%. The
composition moved slightly from the positions in 2013, where the contribution of liabilities to assets
was 83% but the lialibilities composition was slightly different, due to the decreasing role of short
and long term borrowings.
Further, in 2014, assets grew at 6%; liabilities grew at 7%; and equity rose by 5%. The increase
of equity was driven by 7.7% increase of retained earning balance. Meanwhile, other liabilties
composition increased from 15% to 16% by the end of 2014.

SHARE OWNERSHIP COMPOSITION
SHAREHOLDERS
Number of
Shares Issued
and
Fully Paid
Percentage
of
Ownership
Nominal
Value
A Series shares (par value of Rp50,000 (full amount) per share

Public (ownership interest below 5% each)
22,400,000
0.23%
1,120,000
B Series shares (par value of Rp500 (full amount) per share

6,457,558,472
67.37%
3,228,779
650,279,488
6.79%
325,140
2,437,181,763
25.43%
1,218,591
94,275
0.00%
47
Henry Ho Hon Cheong
2,161,500
0.02%
1,081
Muliadi Rahardja
6,405,515
0.07%
3,203
JPMCB - Franklin Templeton Invesment Funds

Public (ownership interest below 5% each)
Commissioners and Directors:
Ng Kee Choe
Herry Hykmanto
502,256
0.01%
251
Vera Eve Lim
5,020,500
0.05%
2,510
1,187,866
0.01%
594
1,234,730
0.01%
617
617,000
0.01%
309
9,584,643,365
100%
5,901,122

Total of Shares Series A dan Series B
Both Series A and Series B shares carry equal voting rights. Danamons capital structure and policies
concerning capital structure are presented in details in Danamons Articles of Association No. 134,
made before Meester Raden Soedja, SH and approved by the Minister of Justice of the Republic of
Indonesias Decree No. J.A.5/40/8 dated 24 April 1957, and was last amended by notarial deed No.
27 dated 30 March 2011, made before the P. Sutrisno A. Tampubolon, SH, M.Kn a notary in Jakarta
and No. 12 dated 12 October 2011, made before Fathiah Helmi SH, a notary in Jakarta.

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On December 8, 1989, with license from Minister of Finance No SI-066/SHM/MK.10/1989 dated
October 24, 1989, Danamon conducted an Initial Public Offering (IPO) of 12,000,000 shares with
par value of Rp1,000 per share (full amount). The shares were listed at Jakarta Stock Exchange
(now Indonesia Stock Exchange (IDX) after its merger with Surabaya Stock Exchange) on December
8, 1989. Subsequently, the Bank has increased its listed shares through bonus shares, Limited
Public Offerings with Preemptive Rights (Rights Issue) I, II, III, IV and V, and through Employee/
Management Stock Option Program (E/MSOP).

Following is summary of Danamons correspondence with Bapepam-LK regarding the effectivenes
of Rights Issue with Preempetive Rights:

Effective Letters from Bapepam-LK
Rights Issue I
No. S-2196/PM/1993 dated December 24, 1993
Rights Issue II
No. S-608/PM/1996 dated April 29, 1996
Rights Issue III
No. S-429/PM/1999 dated March 29, 1999
Rights Issue IV
No. S-2093/BL/2009 dated March 20, 2009
Rights Issue V
No. S-9534/BL/2011 dated August 24, 2011
Capital Planning
Pursuant to the BI Regulation No. 14/18/PBI/2012 dated November 28, 2012 regarding Minimum
Capital Adequacy Requirement For Commercial Bank and BI Circular Letter No. 14/37/DPNP dated
December 27, 2012, Concerning the Minimum Capital Requirement based on Risk Profile and
fulfilment of Capital Equivalency Maintained Assets, Danamon is required to have a minimum CAR
calculated based on risk profile and to conduct Internal Capital Adequacy Assessment Process
(ICAAP).
The assessment results show that Danamon is able to comply with the minimum CAR based on
risk profile, for the Bank as well as for the consolidated. Based on the internal capital adequacy
assessment process (ICAAP), Danamon will have the availability of financial resources to meet the
capital needs of both Pillar 1 and Pillar 2 for the next three years.
In addition to these provisions, in order to strengthen the resilience of banking industry against the
backdrop of unfavourable economic situation, on December 12, 2013, BI issued PBI 15/12/PBI
regarding Mandatory Minimum Capital Requirements for Commercial Banks, requiring banks to
have additional capital as buffer, applicable gradually began January 1, 2016 until January 1, 2019.
The said regulation also set the adjustment of component of capital and increase the minimum ratio
of core capital (Tier 1) of 5% to 6%, effective from January 1, 2014.
Danamon supports policies issued by BI and seeks to prepare itself to meet the newly issued
provisions in order to realize a sustainable business growth. Danamon will always strive to fulfill all
the provisions related to capital to support its business growth, both Danamon as an entity, as well
as at the consolidated level.
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Corporate Data
CAPITAL INVESTMENT
In 2014 there was no realization of capital investment.

MATERIAL COMMITMENTS FOR CAPITAL EXPENDITURES

In 2014, Danamon had no material commitments for capital expenditures. Commitments to capital
expenditures were only associated with purchases relating to development of infrastructure and
supporting facilities of lands and constructions of new branch offices, or branch office renovation as
well as vehicle purchase. The commitments were not exclusive commitments, but were done under
common agreements between producers and/or distributors with customers, which in this context
is represented by Danamon.
CAPITAL EXPENDITURES
Capital Expenditure
Rp million
Full Year
YoY
2014
2013
2012
2011
2010
Land
711%
148,519
18,303
3,456
256
4,338
Buildings
183%
98,655
34,833
23,632
19,393
9,275
Office Equipment
-27%
204,570
281,921
369,751
335,960
293,310
Motor Vehicle
-39%
175,305
288,532
244,956
232,782
320,285
Contruction in Progress
-46%
100,102
Total
-10%
727,150
*)
115,013
12,529
5,278
807,690
756,808
600,920
632,486
184,101
Note: *) Reclassification from other assets to construction in progress
In 2014, Danamons capital expenditure

decreased by 10% to Rp727,150 million due
to significant decrease of 46% in construction
in progress from Rp184,101 million in 2013
to Rp100,102 after reclassification from other
assets to assets in progress in 2014. During
the same year, Danamon and its subsidiaries
purchased fixed assets comprising lands
and buildings thus investments on both
asset categories rose by 711% and 183%,
respectively.
Expenditure for office equipment decreased to
27% or Rp204,570 million, while expenditure
for motor vehicles to support operational
activities, especially the activities of field
employees, decreased significantly by 39% to
Rp175,305 million.
IMPACT OF CHANGES ON INTEREST

RATES, CURRENCY VALUES, AND
REGULATIONS
TO
DANAMONS
PERFORMANCE
Impact on Changes on Interest Rates
In conducting its business activities, Danamon
actively monitors the external conditions
that may impact the overall performance of
Danamon.

In 2014, Bank Indonesia made several revisions
on the benchmark interest rate (BI Rate) from
7.5% to 7.75%. Danamon has conducted
analysis on the impact of changes on interest
rate through periodic sensitivity analysis to
measure the impact of such changes.

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The sensitivity analysis on increase or decrease
of interest rate was done with assumption on
interest rate gap from the earnings perspective,
as well as through economic value perspective.
Assumptions and scenarios have also been
included on such calculations both under
normal and stress conditions.

Based on the measurement, the Bank
and its subsidiaries capacity are sound to
anticipate the impact of changes on interest
rate to Danamons overall performance. The
strategies on managing the risks of interest
rates at the banking book can be managed
accordingly.
In terms of credit risks, the Bank and its
subsidiaries have also performed sensitivity/
stress test to learn about the overall impacts
of the rise of interest rates against the credit
portfolio. The Bank and its subsidiaries also
monitor the credit portfolio continuously in
order to anticipate the impacts of the rising
interest rates.

Impact of Changes on Currency Value
Increased volatility of the Rupiah value to foreign
currencies (foreign exchange), especially to
USD, in 2014 has been anticipated by Danamon
through sensitivity analysis.

The risk control mechanism comes with
market risk measurement which is sensitive to
changes in the exchange rate, supported by
market risk control process that has performed
well in Danamon. The measurement of internal
parameters and regulatory requirements is
monitored periodically, both in the banking
book and the trading book positions.
192
Danamons risk management instruments,

combined with risk-sensitive measurement
of market risk and robust market risk control
processes, have delivered positive impact on
the performance of Treasury, especially FX
portfolio, despite the volatility of Rupiah value.
Meanwhile, significant Rupiah depreciation
against USD in 2014 had little impact on the
Banks overall FX position due to internal policy
to limit the Net Foreign Exchange Position that
is well below 20%, or the maximum threshold
established by the regulator.

In terms of credit risks, the Bank and its
subsidiaries performed sensitivity analysis/
stress test against the credit portfolion
presented in foreign currencies in order to learn
the impact against foreign exchange volatility.
Active monitoring have been imposed on credit
portfolios presented on foreign currencies.

Impact of Regulations
By the end of 2014, Financial Services Authority
(FSA) has issued several FSA regulations
related to Banking Industries, in which some
of those regulations include The Application
of Integrated Risk Management for Financial
Conglomerates, Asset Quality for Syariahbased Banks and Syariah Business Units, The
Management of Financing Institutions and so
forth. Several adjustments have and will be
implemented on the Bank and its subsidiaries
with regard to such FSA regulations, however,
in general it shall not significantly affect the
overall performance of Danamon.
Effective February 1, 2014, FSA Circular
Letter No. SE-06/D.05/2013 on Stipulation of
Premium Tariff and Provision on Acquisition
Costs of Vehicle and Property Insurance, has
been officially enacted. The said regulations
& Analysis
Operational Review
has impacted Danamons subsidiary (PT Adira

Multi Finance Tbk), engaged in financing
business, due to changes in the recording of
commission, which conducted not in the same
time. Given its considerably large contribution
to Danamons total revenue, the new regulation
also impacted the Banks Comprehensive
Income.

INFORMATION
ON
MATERIAL
INCREASE OR DECREASE FROM NET
SALES/INCOME
Throughout
2014,
Danamons
entire
transactions were fair transactions. Increase
and decrease on return of all transactions
were common results of business endeavors
and were not the impacts of extraordinary
circumstances that led to significant increase
and/or decrease of return excluding the
following, there was a non recurring expense
from Danamon restructuring activity in 2014.

INFORMATION
ON
COMPARISON
OF TARGETS ESTABLISHED AT THE
START OF FINANCIAL YEAR AND THE
REALIZATION
Comparison of 2014 Targets Realization in
2014

Profit and Loss Statement
Rp billion
Net Interest Income
FY14
(Realization)
FY14
(Targets)
13,677
13,652
Non Interest Income
3,959
4,225
Operating Expense
(9,821)
(9,961)
Allowance for Losses
(3,798)
(3,589)
Corporate Social
Responsibility
Corporate Data
Balance Sheet and CAR

Rp billion
FY14
(Realization)
FY14
(Targets)
Total Assets
195,709
203,265
Loans*
138,544
148,315
Total Funding
118,325
122,987
Consolidated CAR
17.86%
17.07%
* Loans excluding interest receivables

Analysis on 2014 Target and Realization
Net Interest Income in 2014 is Rp13,677
billion which exceeds the 2014 target of
Rp13,652 billions.
During 2014, the realization of Non-Interest
Income achieved 93.7% of 2014 target
which is Rp4,225 billions.
During the same year, realization of
operating expense was slightly lower than
2014 target with a 98.6% of achievement.
Realization of allowance for losses exceeds
the 105.8% target set at the beginning of
the year.
At the end of 2014, realization of total assets
achieved 96.3% from the target established
at the onset of the year of Rp203,265
billions.
Realization of consolidated CAR exceeds
the 104.6% target set at the beginning of
the year.

MATERIAL INFORMATION AND FACTS

SUBSEQUENT TO THE DATE OF
AUDITORS REPORT
In early January 2015, Danamon has submitted
notice to the Financial Services Authority (FSA)
regarding the plan to hold Extraordinary General
Meeting of the Shareholders (EGM) on February
27, 2015, with the agenda of the amendment
of Articles of Association, on the change in
the nomenclature of the post of Vice President
Director and change in the composition of the
Board of Directors relating to the nomination
Sng Seow Wah as President Director replacing
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Financial Review
Henry Ho Hon Cheong who will retire, and
Muliadi Rahardja as Vice President Director.
The nomination of Sng Seow Wah and Muliadi
Rahardja have been approved by the Financial
Services Authority, respectively, on November
20 and December 12, 2014.
BUSINESS PROSPECTS
The Indonesian economic growth in 2014
took place at a slower pace than the earlier
year, there is however optimism that the
economic performance will improve in 2015.
Bank Indonesia has estimated that Indonesian
economic growth will be attained at the level
between 5.4%-5.8%, while Danamon expects
that the 2015 economic growth will reach at
least 5.3%.
Externally, the challenges confronted by
Indonesian economy in 2015 will likely be
similar with the global conditions in 2014,
which are; continuing softening pace of growth
in the main destination countries of Indonesian
export commodities, and uncertainty over
normalization of US monetary policies.
Nevertheless, the US economic recovery will
likely continue and its upward momentum will
support improvement in Indonesian export.
Indeed, export performance has shown signs
of improvement in the last quarter of 2014,
as indicated by the increase in manufacturing
exports and the recovery of mineral exports.
In the domestic side, household consumption
will remain strong as inflationary pressures from
subsidized fuel prices has receded. The main
factor for improvement in Indonesia economic
growth however, is the election of a reformist
president who has shown strong commitment to
accelerate Indonesian economic development
194
through several policies, among other;

prioritize infrastructure development (including
maritime infrastructures), greater efficiency
on government budget and bureaucracy, and
improvement in licencing process for capital
investment.
These are opportunities and challenges that
will be confronted by the Indonesia banking
industry. For strengthening its business
structures for confronting challenges and
opportunities in the coming years, Danamon
has prepared several strategies, which some of
them are as follows;
STRATEGIC FOCUS:
We have identified a number of initiatives to
improve the Bank profitability and ensure
sustainable business growth. The initiatives are
as follows:

I.MICRO BUSINESS WITH NEW TARGET

OPERATING MODEL
Through impementation of the following
policies:
a) Focus on increasing efficiency and
productivity by remodeling the business
unit, Danamon Simpan Pinjam (DSP).
b) Implement a new Target Operating Model,
which is more focus on customers as
opposed to products.
c) Automation for manual processes, such as
document administration and especially in
disbursing loans.

II.SYNERGY BETWEEN ADIRA FINANCE

AND ADIRA KREDIT
Through impementation of the following
policies.
a) The synergy between two of Danamons
financing subsidiaries, PT Adira Dinamika
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Multi Finance (Adira Finance) and PT Adira

Quantum Multi Finance (Adira Kredit) is
implemented to leverage on Adira Finances
extensive network and its experience as the
leading multifinance company.
for Indirect Marketing activities, they can not

be evaluated in terms of a banks quantitative
performance, but they can be performed the
head office or parent company addressing all
market and business segments.
b) As for efficiency, it is implemented within

Adira Kredit operations through integration
of business and operational network with
Adira Finance.
One type of activities of Indirect Marketing is the

continuous improvement of customer services
performed by Danamon. In 2014, among these
activities are as follows;
Improving and adding the features offered
on several service channels, such as;
features on Danamon ATM services,
features on Mobile Banking applications,
and D-Mobile smartphone application
which was launched in 2014
Simplifying various processes needed by a
customer to obtain a Danamon service.
Centralizing various processes conducted
on Danamon service network.
Improving
the
human
resources
capacity.
III.CENTRALIZED
FINANCE
AND
HUMAN
RESOURCE
FUNCTION
THROUGH SHARED SERVICE
Through the implementation of the shared
service model, finance and human resources
functions that are spread in Danamons lines
of businesses will be combined into the head
offices finance and human resource function.

IV.ENTERPRISE DATA WAREHOUSE

Implement an enterprise data warehouse
(EDW) application that would integrate data
from IT and IT functions in lines of business.

MARKETING ASPECTS
Danamon is implementing astute marketing
strategy by continuously improve its financial
services in order to increase and maintain
its customers. To support business growth,
Danamon has formulated Direct Marketing
and Indirect Marketing strategies to build solid
funding and healthy lending by expanding
information technology-based services, focus
on leading products as well as create positive
transation experience for customers.
With its leading products and services, until

end of 2014 Danamon services is accessible to
customers through 2,349 branches (including
DSP, Syariah and Adira branches), and almost
60,000 ATM units, which includes partnership
with ATM Bersama and ALTO, located in 33
provinces across Indonesia, and through its
electronic and online service channels.
Direct Marketing is our marketing actitivies

which possess measureable performances
in terms of targets of banking performances,
such as the increase in outstanding loans. In
general, the activities of Direct Marketing are
performed by each Danamons business line
and addressing its own market segment. As
195
Highlights
Management Reports
Company Profile
Financial Review
In 2014, Danamon actively implemented
marketing initiative that related directly to
customers, namely advertisement campaign.
Danamons list of advertisement campaign
throughout 2014 is available in the Marketing
Strategy section of this Report.
DIVIDEND POLICY AND

APPROPRIATION OF NET INCOME
Danamons dividend policy has been approved
by the Board of Commissioners, Board of
Directors, and shareholders. To establish
dividend policy, Danamon implements certain
procedure based on its organizational structure,
where the Board of Directors proposes the
dividend to President Director. The proposal
is made based on Danamons performance
within a certain period.
The proposal is presented before the Annual
General Meeting of Shareholders (AGMS) for
approval, taking into account the amount of
retained earnings. AGMS also deliberates on
the time and method of dividend payout in
accordance with regulation from Indonesia
Stock Exchange (IDX), including the recording
date when shareholders are entitled to
dividends or to authorize the Board of Directors
to do so.
With approval obtained from the meeting of
Board of Directors and AGMS, Danamon may
distribute interim dividend before the end of the
fiscal year.
In addition, AGMS also has the authority
to determine appropriation of net income
(including for dividends and general and legal
reserves); remuneration of Board of Directors
and Board of Commissioners (salaries and
bonuses); appointment of public accountant;
and approval of financial statements.
Before 2008, bonuses were included in the
appropriation of net income.
196
Aside from approval of AGMS, dividend policy

shall also consider prevailing regulations, such
as long and short-term capital requirements
and Danamons projections of income growth
and market condition.
Danamon complies with long-term borrowing
agreements on restrictions on dividend payout.
Danamon also ensures that the policy is in
line with restriction of dividend payout as
stipulated in Danamons long-term borrowing
agreements. The decision also takes into
account capital planning management, income
growth projection, and market condition.
Danamon continues to distribute dividends to
shareholders with dividend payout ratio, date
of payout and general and mandatory reserve
for 2009-2013 period as indicated in the table
below.
Following the resolution of AGMS held on May
7, 2014, Danamons dividend payout ratio for
financial year ended in 2013 was 30% from the
net income, or amounted to Rp1,212 billion or
Rp126.5 (full amount) per Series A and Series B
share and general and legal reserve amounting
Rp40,417 billion has been formed.
Based on the List of Shareholders dated June
4, 2014 which is the date of registration of the
list of shareholders entitled to the dividend,
the number of shares outstanding on June 4,
2014 is 9,584,643,365 shares, accordingly the
dividend per share to be distributed on June 18,
2014 amounted to Rp126.50 (full amount) per
share of series A and series B or the amount of
cash dividends is Rp1,212,457.
General and Legal Reserve
On December 31, 2014, the Bank has
established a general and legal reserve
and mandatory of Rp276,578 million (2013:
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Rp236,161 million). General and legal reserve was formed in accordance to the Law of the Republic
of Indonesia No. 1/1995 which has been replaced by Act No. 40/2007 effective August 16, 2007
regarding Limited Liability Company, which requires companies to establish provision for general
reserve amounting to at least 20 % of the issued and fully paid capital. The law does not set the
duration of which to establish such reserves.
APPROPRIATION OF NET INCOME

Profit
Year
AGMS Date
% Net
Profit
Dividend per
Share for
Series A and
Series B
(Rp
full amount)
2013
7 May 2014
30%
126.50
1,212,457
18 June 2014
40,417
2012
10 May 2013
30%
125.58
1,203,640
19 June 2013
40,118
2011
27 March 2012
30%
104.43
1,000,924
08 May 2012
33,363
2010
30 March 2011
35%
119.87
1,009,197
10 May 2011
28,836
2009
29 April 2010
50%
91.12
766.3
10 June 2010
15,324
Total
Dividend
Payment
(Rp
million)
Cash
Dividend
Payment
Date
General &
Legal
Reserves
(Rp
million)
EMPLOYEE OR MANAGEMENT SHARE OWNERSHIP PROGRAM (ESOP/MSOP)

Danamon provides a Long-Term Compensation Program to Directors and Employees of the Bank
and its Subsidiaries who meet the determined criteria. This program is part of the Banks and
its Subsidiaries compensation strategy aimed to relate overall performance of the Bank and its
Subsidiaries to the compensation received by the employees and Directors as well as to ensure
continuous growth of the Bank and its Subsidiaries.
This program consists of cash and shares, wherein employees who meet the criteria will receive cash
of pre-determined amount to be used to purchase Bank shares. The shares are purchased under
each employees name and to be retained and under the custody of an independent custodian. The
shares will be handed over after retention period of 3 (three) or 6 (six) years. The date for providing
compensation under this program is July 1, 2010.
INFORMATION ON PROCEEDS OF PUBLIC OFFERING

In 2014, Danamon as holding entity did not conduct any public offerings for bonds or rights issue.
In 2014, the Banks subsidiary, Adira Finance, held public offerings for three bonds issuance
amounting to Rp3,136 billion.
Two times fixed-rate bonds issuance, namely Continuous Bonds II phase I and II.
Sukuk Mudharabah I phase II.
The total proceeds from the three issuances was Rp3,125 billion. All the proceeds from bonds
issuance were utilized for Adira Finances automotive financing activities.
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Financial Review
MATERIAL INFORMATION ON INVESTMENT, EXPANSION, DIVESTMENT, BUSINESS
MERGER/AMALGAMATION, ACQUISITION, OR RESTRUCTURING OF DEBTS/
CAPITAL
On 25 February 2003, the Government of Indonesia launched a reprofiling program of Government
Bonds by withdrawing and declaring settlement of certain Government Bonds. The Ministry
of Finance of the Republic of Indonesia issued new Government Bonds to replace the settled
Government Bonds.

Under this program, the Banks Government Bonds amounting to Rp7,800 billion (nominal value)
with original maturity between 2007 2009 were withdrawn and replaced by new Government
Bonds, with the same type and nominal amount and maturity between 2014 - 2015. The outstanding
balance of government bonds from reprofiling program as of 31 December 2013 and 2012 amounted
to Rp2,935 billion (nominal value).
MATERIAL INFORMATION ON TRANSACTION WITH CONFLICT OF INTERESTS AND/

OR TRANSACTION WITH RELATED PARTIES
Conflict of Interest
There was no conflict of interests transactions with related parties for the financial year ending
December 31, 2014. Conflict of Interest transactions are regulated by the internal policy on Affiliated
transaction, Affiliated Parties and Conflict of Interests which is detailed in the Danamons GCG
report and part of this annual report.
Transactions with Related Parties
In its business activities, Danamon performs transactions with related parties, which do not involve
conflict of interest. All transactions with related parties were conducted on a fair basis and on
normal commercial terms, as other transactions performed with non-related parties. The nature of
relationship and transactions between Danamon and related parties are presented in the following:

RELATED PARTIES
No.
Related parties
Nature of
relationship
Nature of
transaction
Standard Chartered
Bank PLC
Owned by the same

ultimate shareholder
Fund replacements
254,615
Standard Chartered
Bank PLC
Owned by the same

Fund replacements
270,903
PT Bank Permata Tbk
Owned by the same

Fund replacements
and insurance
agreement
53,267
Development Bank of
Singapore
Owned by the same

Fund replacements
and insurance
agreement
31,302
PT Bank DBS Indonesia
Owned by the same

Fund received from

customer
2,096
Commissioners,
Directors, and key
management personnel
Management and key

Fund replacements,
remuneration
and fund received
from customer
464,565
Total
1)
1) Prior to Allowance for Impairment Losses.
198
Realized
Transactions
1,076,748
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
CHANGES OF REGULATIONS WITH SIGNIFICANT IMPACTS ON THE COMPANY

REGULATION CHANGES
New Banking Regulations issued by Bank Indonesia Effective in 2014
Regulation
Regulation on Consumer
Protection of Payment
System Services in
Indonesia:
Bank Indonesia
Regulation No.16/1/
PBI dated January
16, 2014 concerning
Consumer Protection
of Payment System
Services
Bank Indonesia Circular
Letter No. 16/16/
DKSP dated September
30, 2014 concerning
Procedure for the
Implementation of
Consumer Protection
of Payment System
Services in Indonesia
Impact on
Danamon
Description
This Bank Indonesia Regulation (PBI) was issued to complement regulations on consumer protection of
payment system services. The regulation is based on the principles of:
1. Fairness and competency;
2. Transparency;
3. Protection of data and/or consumer information; and
4. Effective handling and settlement of customer complaint.
Alignment of various
Danamons legal
documents and
internal policies
This Bank Indonesia Regulation (PBI) stipulates rights, obligations, and prohibitions for the Implementer in
conducting Payment System activities.
Consumers can convey complaints to the implementer and Bank Indonesia as long as they meet the
requirements. Additionally, the Implementer is required to provide reports on treatment and settlements of
consumer complaints to Bank Indonesia according to the relevant requirements.
This Bank Indonesia Regulation (PBI) came into effect on Januari 16, 2014.
Major provisions on the Bank Indonesia Circular Letter (SE BI) are:
1. The implementers are required to:
a. Implement consumer protections that meet the principles in the PBI provisions.
b. Conduction publications on the means of complaints.
c. Displaying written announcements/information in the office sites of the Implementer on the procedures
of consumer complaints of the payment system services.
d. Informing the existence of work units or functions which conducts the handling and settlements of
consumer complaint.
e. Accepting, handling and providing settlement for every complaint of Consumer and/or Consumer
Representative related to the activities of Payment System services.
f. Possessing written documents on mechanism and procedures for handling consumer cmplaints.
2. Procedures for imposition of sanctions.
3. Procedures for conveying complaints to and correspondence with Bank Indonesia.
This Bank Indonesia Circular Letter came into effect on September 30, 2014.
Financial Service Authority

(OJK) Circular Letter No.
2/SEOJK.07/2014 dated
February 14, 2014 on
Services and the Settlement
of Complaints from
Consumers of Financial
Services Businesses.
The Circular Letter (SE) of OJK regulates the mechanims of Services and the Settlement of Complaints from
Consumers of Financial Services Businesses (PUJK).
PUJK are mandated to:
1. In possession of procedures for services and settlements of complaints.
2. Provide services and settlements of complaints.
3. Prohibited to collect fees on services and settlements of complaints.
4. Administer services and settlements of complaints.
5. Provide the status of Customer complaint.
Danamon has made

improvements on
procedures, policies
and the adequacy of
documents.
Additionally, the SE OJK regulates the complaint settlements in terms of; delivering statements of apology,
offering redress/remedy to the Consumer, procedures of complaint settlements through Alternative Dispute
Resolution (ADR) institutions recognized by OJK.
The OJK Circular Letter came into force on August 6, 2014.
The regulation on
Collection of Levy charged
by Financial Service
Authority (OJK):
1. Government Regulation
No.11/2014 dated
February 12, 2014
2. OJK Regulation No 3/
POJK.02/2014 dated
April 1, 2014
3. OJK Circular Letter No.
4/SEOJK.02/2014
dated April 1, 2014 on
Mechanism of OJK Levy
Payment.
The Regulations regulate OJK levy collection from financial service sector, including the Bank
Types of OJK Levies:
a. Licensing cost, approval cost, registration cost, validation cost, and corporate action plan reviews or
registration cost.
b. Annual fee for regulaton, supervision, inspection and research.
c. Administrative sanctions in the form of fine.
Danamon has made

payment to the OJK
in accordance with
the Regulations.
The payment of annual fees began on February 12, 2014. The annual fee must be paid in 4 phases, each
payment amounting to 25% of total annual fees.
The percentage of annual fees determined by OJK for Commercial Banks is 0.045% of total assets. For
2014, the collection of payment was applied at 2/3 of OJK rates (applicable to all rates).
In the case of payment failure of obligatory annual fees by a Bank until the limits as stipulated, OJK will issue
a Warning Letter (in two stages), and impose penalty amounting to 2%-48%.
OJK Levy Administration System (SIPO), is the system used to receive, and administer OJK Levies in
transparent and accountable manner. Therefore, the Bank is obligated to register at SIPO.
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Financial Review
Regulation
Description
OJK Circular Letter No.

1/SEOJK.07/2014
dated February 14, 2014
concerning Implementation
of Education to Improve
Financial Literacy of
Consumers and/or the
Public.
Financial Literacy is a series of processes or activities to improve the knowledge, trust and skills of consumers
and the public at large, enabling them to better manage their finance.
The objectives of improving Financial Literacy consist of two parts:
1. Improving a persons literacy from less literate or not literate to become well literate; and
2. Raising the number of users of financial products and services.
The Bank, as one Financial Services Businesses (PUJK) has the obligation to organize educations for
improving Financial Literacy of Consumers and/or the Public, according to the principles of Inclusive,
Systematic and Measurable, Ease of Access, and Collaboration.
Impact on
Danamon
Danamon has
conducted activities
of financial literacy
in the regions
according to the
schedule set by the
OJK.
The Bank is obligated to provide education plan for the first time at the latest on August 31, 2014, which
includes the implementation of education from January 1, 2014 to December 31, 2014.
The OJK Circular Letter came into effect on August 6, 2014.
Regulation of Financial
Services Authority No. 8/
POJK.03/2014 dated on
June 11, 2014 on Levels
of Bank Soundness for
Syariah Commercial Bank
and Syariah Business Unit
The Financaial Services Authority performs a semiannual assessment on the levels of Bank Soundness for
the position of months ending on June and December and performs updates anytime on a necessity basis.
The Bank is also required to perform self-assessment which shall be performed at the latest every six month
for the months ending on June and December and shall perform updates anytime on a necessity basis.
In case of discrepancies between the assessment results on the Level of Bank Soundness performed by
the Financial Services Authority and the results of self-assessment, then the Financial Services Authority is
required to conduct prudential meeting with the respective bank. In case the discrepancies remain, then
the assessment results of the Financial Services Authority shall be used as the reference.
Syariah-based Commercial Bank shall perform a Level of Bank Soundness on an individual as well as
consolidated manners in which the scopes of the assessment shall include the following factors: Risk
Profile, Good Corporate Governance, Earning, and Capital. As for Syariah Business Unit the scope shall
include the Risk Profile only.
Composite Ranking for Bank Soundness Level is categorized as follow:
Composite Rank 1 (PK-1): Bank which is categorized as having superior soundness
Composite Rank 2 (PK-2): Bank which is categorized as sound
Composite Rank 3 (PK-3): Bank which is categorized as performing
Composite Rank 4 (PK-4): Bank which is categorized as below peer group
Composite Rank 5 (PK-5): Bank which is categorized as lowest rated
Bank is required to submit an action plan at the latest 10 business days following the deadline and/
or 10 business days after the months end and shall be performed on a monthly basis in the event of
significant issues which will disrupt the completion of the action plan on a timely fashion.
Bank deemed as having violated the regulation shall be subjected to administrative penalty in the form of:
Written Warning
Demoting Bank Soundness Level
Freezing certain business activities; and/or
Listing the Bank Management and/or Shareholders in the list of parties failing the fit and proper test.
The effective date of this Financial Services Authority is 1 July 2014 for the assessment of Bank Soundness
Level for the position of month end of June 2014.
The Bank has

submitted the Report
on Syariah Business
Unit Soundness Level
based on the Risk
Profile of the Syariah
Business Unit in
accordance with the
regulation.
Circular Letter of Financial

Services Authority No.
12/ SEOJK.07/2014
pertaining to the
Presentation of Information
in conjunction with Product
Marketing or Financial
Services
This Circular Letter of Financial Services Authority is issued in order to regulate the transparency of
information presentation to the general public in conjunction with product marketing and/or financial
services.
Danamon has
refined its policies,
procedures, and
provide complete
documents in order
to comply with this
regulation
The conditions stipulated on this circular letter comprise the following points:
1. Financial Services Provider is entitled to ensure the good will of the consumers and obtain accurate,
transparent, clear, and truthful information and/or documents.
2. Financial Services Provider is required to supply and/or present information on a product/ services in an
accurate, honest, clear, and truthful manners based on a comprehensive information with regard to the
benefit, costs, and risks.
3. Financial Services Provider is required to provide easily accessible means of communication media for the
consumers and/or general public and constantly updates such means of communication.
4. Financial Services Provider is responsible to the Consumer for any action conducted by a third party
acting on behalf of the interest of Financial Services Provider.
The effective date of this Circular Letter of the Financial Services Authority is August 6, 2014.
200
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data

Regulation
This Circular Letter of
the Financial Services
Authority No. 13/
SEOJK.07/2014 dated
on August 20, 2014 on
Standard Agreement
21/POJK.03/2014
on Minimum Capital
Adequacy Requirement for
Syariah Commercial Bank
Impact on
Danamon
Description
This regulation of Financial Services Authority contains the conditions of implementation guidance to adjust
the clauses on Standard Agreement as a Protection of Consumers in the Sector of Financial Services.
The points of this Regulation of Financial Services include the following:
1. Financial Services Providers are required to meet the balance, fairness, and decency in preparing an
agreement with Consumers.
2. The following clauses on a Standard Agreement may not contain the following items:
Exoneration/exemption clauses in which the content add the rights and/or reduce the obligations of
Financial Services Provider, or reduce the rights and/or add the obligations of Consumers.
Mistreating a condition which is a condition in a Standard Agreement which holds an indication of
mistreating a condition.
3. Standard Agreement which contains rights and obligations of Consumers which legally bind the Consumer
shall use highly legible typeface, writing, symbols, diagrams, marks, terminologies, and phrases, and/or
simple statement in Bahasa Indonesia which is easily understandable by the Consumers.
4. In case of the effectivenes of the Circular Letter of the Financial Services Authority, where Financial
Services Provider make adjustments to the clauses in the Standard Agreement as stipulated in Article 54 of
the Regulation of the Financial Services Authority No. 1/POJK.7/2013 on Protection of Financial Services
Consumers, therefore the Financial Services Provider shall notify the Consumer.
The effective date of this regulation is August 20, 2014.
This regulation contains conditions made in order to create a sound Syariah banking system which is capable
to develop by improving the quality and quantity of the capital.
The conditions of minimum capital adequacy requirement for Syariah commercial banking are as follow:
1. 8% of Risk Weighted Assets (RWA) for Banks with Rank 1 Risk Profiles.
2. 9% and up to less than 10% of RWA for Banks with Rank 2 Risk Profiles.
3. 10% and up to less than 11% of RWA for Banks with Rank 3 Risk Profiles.
4. 11% and up to 14% of RWA for Banks with Rank 4 or 5 Risk Profiles.
It is mandatory for Syariah Commercial Bank to build up additional capital as a buffer in the forms of:
a. Capital Conservation Buffer, is set forth at 2.5% of the RWA for Banks categorized as BUKU 3 and BUKU
4. The implementation process is carried out gradually starting from January 1, 2016 and up to January
1, 2019.
b. Countercyclical Buffer, is set forth at a maximum of 2.5% of the RWA for all Bank categories. This buffer
starts at January 1, 2016.
c. Capital Surcharge, is set forth in a range of 1%-2.5% of the RWA for Banks classified as potentially may
trigger a systemic impact.
In terms of capital assessment, it is mandatory for Syariah Commercial Bank to calculate the RWA which
includes the RWA for Credit Risk, Operational Risk, and Market Risk.
Alignment of
documents with
standardized clauses
Adjustment to
minimum capital of
UUS in line with the
required minimum
capital
RWA Assessment Methods:

TYPES OF
RWA
APPROACHES
Credit
1. Standardized Approach.
2. Internal Rating-based Approach
Operational
1. Basic Indicator Approach.

2. Standardized Approach.
3. Advanced Measurement Approach
Market
1. Standard Method.
2. Internal Model
The effective date of this Financial Services Authority regulation is January 1, 2015.
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Financial Review
Regulation
16/ POJK.03/2014
on the Assessement of
Asset Quality of Syariah
Commercial Bank and
Syariah Business Unit
Description
Syariah Commercial Bank and Syariah Business Unit are under obligation to conduct an assessment on the
quality of Productive and Non-Productive Assets on a monthly basis. Additionally the Bank is required to
establish the lowest quality over several of the Productive Asset accounts used to finance 1 (one) customer at
1 (one) Bank with an equal quality including those of joint/syndicated financing.
The assessment of Productive Asset quality in the form of Financing and is based on the following factors:
a. Business Prospect.
b. Customer Performance.
c. Ability to Repay.
Impact on
Danamon
Bank performs
changes on policies,
procedures/Syariah
assets quality
assessment method
based on this
regulation
The quality of Productive Assets in the form of investment at Bank Indonesia and with the Government of
Indonesia, based on the Syariah principles, have been classified as Pass.
The Bank is under obligation to form Allowance for Uncollectible Account Receivables, in which such
calculation shall include the conditions over the collateral. Additionally, the Bank is also required to consider
the assessment results of Allowance for Uncollectible Account Receivables over Non-Productive Assets.
The quality of Productive Assets in the form of Financing has been set
forth as follow:
Quality
Percentage of Allowance for

Uncollectible Account Receivables
Pass
Min 1%
Special Mention
Min 5%
Substandard
Min 15%
Doubtful
Min 50%
Loss
Min 100%
Additionally, the Bank is required to form an Impairment of Assets. The effect of Allowance for Uncollectible
Account Receivables over the ratio of Minimum Capital Adequacy Requirements are as follow:
a. Mandatory Allowance for Uncollectible Account Receivables > Impairment of Assets, then the Bank shall
consider the discrepancies on the calculation of Allowance for Uncollectible Account Receivables and
Impairment of Assets as capital deduction in the calculation of Minimum Capital Adequacy Requirements.
b. Mandatory Allowance for Uncollectible Account Receivables Impairment of Assets, then the Bank is
not required to calculate the excess of Allowance for Uncollectible Account Receivables in the ratio of
Minimum Capital Adequacy Requirement.
This regulation also stipulates the conditions of financial restructuring and report on financial restructuring.
A bank is required to keep written policies and procedures with regard to haircut and write-off. One of the
condition of haircut and write-off is that it is applicable only for Productive Assets supported by a 100% of
Impairment of Assets and the quality has been classified as loss.
The effective date of this Financial Services Authority Regulation is 1 January 2015.
FSA/OJK regulation No.
17/POJK.03/2014 dated
November 18, 2014
regarding implementation
of integrated risk
management for financial
conglomerate
Financial conglomerate is an organization of Financial Services (LJK) under a single group due to related
ownership, management and control.
Financial conglomerate covers financial services of banks, insurance and reinsurance companies, securities
and finance companies.In addition, the regulation sets out:
1. Structure of the financial conglomerate
2. Scope of integrated risk management and risks that must be managed
3. Supervision of Directors and commissioners of the primary entity
4. Formulation of policies, procedures and limits of integrated risk management
5. Obligations of the primary entity to submit financial services report to the FSA/OJK
6. Sanctions on financial conglomerates violating the provisions of this regulation
The Financial Services Authority regulations is effective on November 18, 2014.
FSA/OJK regulation No.

18/POJK.03/2014 dated
November 18, 2014
regarding implementation
of financial conglomerate
good corporate
governance
This Regulation promotes financial system stability to grow in a sustainable manner, so as to increase
the competitiveness at the national level. Financial conglomerates are required to implement integrated,
comprehensive and effective governance. Moreover, the regulates governs:
1. Candidates of Board of Directors, Commissioners, Syariah Supervisory Board of the primary entity in the
financial conglomerate.
2. Duties and responsibilities of the primary entity Board of Directors, Commissioners, Syariah Supervisory
Board of a financial conglomerate.
3. Composition of integrated governance committee
4. Obligation to have an independent and Integrated Compliance unit
5. Obligation to implement an integrated risk management
6. Integrated Governance Guidelines
7. Obligation of primary entity to report on LJK to FSA/OJK.
8. Sanctions for financial conglomerates for violation to the FSA/OJK regulation.
The Financial Services Authority regulations is effective November 18, 2014.
202
Adjustments to
the Corporate
Governance and
Integrated Risk
Management
structures and
infrastructures
Appointment of
Main entity and
members of the
Conglomeration
Adjustments to
the Corporate
Governance and
Integrated Risk
Management
structures and
infrastructures
Appointment of
Main entity and
members of the
Conglomeration
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data

Regulation
FSA/OJK regulation No
32/ POJK.04/2014
dated Desember 8, 2014
regarding the management
of public companies
General Meeting of
Shareholders
Impact on
Danamon
Description
This Regulation is made with reference to the need for improving the implementation of the principles of
good corporate governance to better protect the rights of shareholders in administering the General Meeting
of Shareholders. The provisions of planning and implementing General Meeting of Shareholders of public
companies require alignment with capital market industry needs for a good corporate governance.
Principal - principal FSA regulations regarding the AGM are :
1. The procedure for the implementation of the GMS ;
2. The rights of shareholders and other parties in the presence of GMS ;
3. Decisions, Decisions Quorum, Quorum presence and GMS ;
4. Terms treatise AGM and summary minutes of the AGM.
Alignment of the
implementation
and mechanism
of Shareholders
meeting.
This regulation is effective 8 December 2014

33/ POJK.04/2014 dated
December 2014 regarding
Board of Directors and
Commissioners of public
companies
This regulation is made to enhance the implementation of good corporate governance principles for public
companies with reference to the duties and responsibilities of Board of Directors and Commisssioners.
The key items of the regulation set by FSA/OJK on the Board of Directors and Commissioners are:
Board of Directors and Commissioners membership
Duties, responsibilities and authorities of the Baord of Directors and Commissioners
Provision of Board of Directors and Commissioners meetings
Provision of guidelines and code of ethics formulated by the Board of Directors and Commissioners
Adjustments to
the Board of
Commissioners and
Board of Directors
charters

34/ POJK.04/2014
dated December 8, 2014
regarding public company
remuneration and
nomination committee
The Nomination and Remuneration Committee formed by the Board of Commissioners and is responsible for
assisting and carrying out the Board of Commissioners functions related to the nomination and remuneration
of members of the Board of Directors and Commissioners.
Bank Indonesia Circular

No 16/ 25/DKSP dated
December 31, 2014
regarding the management
on the use of card as
payment tools
This BI circular sets the second changes to the BI circular No 11/10/DASP dated 13 April 2009 regarding
the credit card usage as payment tools
In addition, the regulation also set:

Nomination and Remuneration Committee membership
Duties and Responsibilities of the Nomination and Remuneration Committee
Committee meeting
Nomination and Remuneration Committee obligation to formulate guidelines binding for every Committee
member
Key changes in this BI circular among others:

1. The implementation deadline of requiring the use of 6 digit PIN technology on new and renewal credit
card and requiring the acquirer to adjust the entire Electronic Data Capture ( EDC ) and the back end
system has been deferred to 30 June 2015 from 31 December 2015.
2. Issuers are required to implement the on-line 6 -digit PIN technology no later than June 30, 2020.
3. Effective June 30, 2020, credit card transactions in Indonesia are processed using on-line 6 -digit PIN or
signature as a means of verification and authentication
Adjustments to
the Nomination
and Remuneration
charters
Bank is ready with

the system in relation
with the 6 digit PIN
project
This BI circular is made effective 31 December 2014.
203
Highlights
Management Reports
Company Profile
Financial Review
Accounting Standards Issued But Not Yet Effective
The following summarizes the Statements of Financial Accounting Standards (SFAS) and
Interpretation of Financial Accounting Standards (ISAK) issued by the Indonesian Accounting
Standards Board (DSAK) and Syariah Accounting Standards Board (DSAS), which are not yet
effective for the consolidated financial statements for the year ended 31 December 2014.
The following table presents accounting standards issued and will be effective on or after 1 January
2015:
No
204
Accounting
Standard
Transitional
Rules
Previous
Rules
Changes
Potential
Impact to
Danamon
Potential Impact
to Danamon
and its
Subsidiaries
IFAS No. 1
Presentation
of Financial
Statements
Prospective
application
on or after 1
January 2015
Changes in
presenting
entries of other
comprehensive
income
Regulate changes in
presenting items of
other comprehensive
income. These items
can be reclassified to
profit and loss and
presented separate to
non-reclassified items
of profit and loss.
The Bank has

performed
assessment and
preparation
related to
implementation
of this SFAS.
The Bank and

Subsidiaries
have performed
assessment and
preparation related
to implementation
of this SFAS.
IFAS No. 4
Separate
Financial
Statements
Prospective
application
on or after 1
January 2015
Regulate
consolidated
financial
statement on
its own as
additional
information.
Regulate separate
financial statement
as additional
information.
The Bank has

performed
assessment and
preparation
related to
implementation
of this SFAS.
The Bank and

subsidiaries
have performed
assessment and
preparation related
to implementation
of this SFAS.
IFAS No. 24
Employee
Benefit
Prospective
application
on or after
1 January
2015 with
retrospective
condition
Actuarial profit
and loss can
be recognized
in profit and
loss or as other
comprehensive
income or
deferred
through corridor
approach.
Rewards from
writing off option of
recognizing actuarial
measurement
using corridor
approach and in turn
requires immediate
recognition through
other comprehensive
income. The
additional changes
on net interest on
liabilities (assets) of
net defined benefit
net, service cost, and
modifying disclosure,
short-term benefits
and severance
The Bank has

performed
assessment and
preparation
related to
implementation
of this SFAS.
The Bank and

Subsidiaries
have performed
assessment and
preparation related
to implementation
of this SFAS.
& Analysis
No
Accounting
Standard
Operational Review
Transitional
Rules
Previous
Rules
Corporate Social
Responsibility
Changes
Corporate Data
Potential
Impact to
Danamon
Potential Impact
to Danamon
and its
Subsidiaries
IFAS No. 48
Impairment
Prospective
application
on or after 1
January 2015
Setting of fair
value and value
not regulated
Provide additional
explanation on the
differences in fair
value and value in
use and additional
disclosure required
for each individual
asset or cashgenerating unit
which impairment
losses have been
recognized or
reversed during the
period.
The Bank has

performed
assessment and
preparation
related to
implementation
of this SFAS.
The Bank and

Subsidiaries
have performed
assessment and
preparation related
to implementation
of this SFAS.
IFAS No. 50
Financial
Instrument:
Presentation
Prospective
application
on or after
1 January
2015, except
paragraph 07,
26 and PA41.
No application
guidance,
criteria for
closure,
disclosure and
income tax
regulation
The additional
disclosures for
offsetting financial
instruments,
guidelines for
offsetting application,
additional criteria
for net settlement
and adjustment of
income tax related to
distributing to equity
holders.
The Bank has

performed
assessment and
preparation
related to
implementation
of this SFAS.
The Bank and

Subsidiaries
have performed
assessment and
preparation related
to implementation
of this SFAS.
IFAS No. 55
Financial
Instrument:
Recognition and
Measurement
Retrospective
application
on or after 1
January 2015,
except certain
paragraph.
No room for
deviation on
scope of long
term contract
Additional exceptions
covering futures
contracts, changes in
hedging, changes in
embedded derivatives
and additional
regulation on value
adjustment of
financial instruments.
The Bank has

performed
assessment and
preparation
related to
implementation
of this SFAS.
The Bank and

Subsidiaries
have performed
assessment and
preparation related
to implementation
of this SFAS.
205
Highlights
Management Reports
Company Profile
Financial Review
No
206
Accounting
Standard
Transitional
Rules
Previous
Rules
Changes
Potential
Impact to
Danamon
Potential Impact
to Danamon
and its
Subsidiaries
IFAS No. 60
Financial
Instrument
Disclosure
Retrospective
application
on or after
1 January
2015,except
paragraph 03,
28, 30, 31, 32
and Attachment
A prospective
application.
Provide
disclosure
requirement for
entities which
recognition of
its transferred
financial assets
continue as a
whole
Provide different
disclosure
requirements for
entities that transfer
financial assets
recognized partially
and additional
disclosures for
entities that meet
the requirements for
offsetting in IAS 50 or
entity that is subject to
the master agreement
for settlement on a net
basis.
The Bank has

performed
assessment and
preparation
related to
implementation
of this SFAS.
The Bank and

Subsidiaries
have performed
assessment and
preparation related
to implementation
of this SFAS.
10
IFAS No. 65
Consolidated
Financial
Statement
Prospective
application
on or after 1
January 2015
Investor,
investment entity
Principles in
PSAK (IFAS) 4
Consolidated
Financial
Statement and
stand alone
Financial
Statement.
Investor, investment
entity Principles in
PSAK (IFAS) 65,
Consolidated
Financial Statement.
The Bank has

performed
assessment and
preparation
related to
implementation
of this SFAS.
The Bank and

Subsidiaries
have performed
assessment and
preparation related
to implementation
of this SFAS.
12
IFAS No. 67
Disclosure of
Interests in Oter
Entities.
Prospective
application
on or after 1
January 2015
No regulation
on disclosure
requirement of
other entities
Provide regulation
on new disclosure
for investment
of subsidiaries,
joint venture and
associated entities
The Bank has

performed
assessment and
preparation
related to
implementation
of this SFAS.
The Bank and

Subsidiaries
have performed
assessment and
preparation related
to implementation
of this SFAS.
13
IFAS No. 68
Fair Value
Prospective
application
on or after 1
January 2015
No regulation
regarding
measurement of
fair value
Provide regulation
on measurement
framework and
disclosure of fair
value
The Bank has

performed
assessment and
preparation
related to
implementation
of this SFAS.
The Bank and

Subsidiaries
have performed
assessment and
preparation related
to implementation
of this SFAS.
14
ISAK No 26,
reassessment
of embedded
derivative
Retrospective
application
on or after 1
January 2015
No deviation in
ISAK
Adding exceptions to
derivatives embedded
in contracts of
controlling business
entities, formation of
a joint venture and
possible re-assessment
date.
The Bank has

performed
assessment and
preparation
related to
implementation
of this SFAS.
The Bank and

Subsidiaries
have performed
assessment and
preparation related
to implementation
of this SFAS.
& Analysis
No
15
Accounting
Standard
IFAS No.
101 Syariah
Presentation
Financial
Statements
Operational Review
Transitional
Rules
Prospective
application
on or after 1
January 2015
Corporate Social
Responsibility
Previous
Rules
Changes in
presenting
group items
of other
comprehensive
income
Changes
Regulate changes in
presenting items in
other comprehensive
income. Reclassified
Items of profit or
loss is presented
separately from items
to be reclassified to
profit or loss.
Corporate Data
Potential
Impact to
Danamon
The Bank has
performed
assessment and
preparation
related to
implementation
of this SFAS.
Potential Impact
to Danamon
and its
Subsidiaries
The Bank and
Subsidiaries
have performed
assessment and
preparation related
to implementation
of this SFAS.
CHANGES OF TAX REGULATIONS IN 2014

There were no significant impacts on Danamon from changes in tax regulations in 2014.
DESCRIPTION OF BASEL III

Learning from the economic crisis of 2008, which resulted in the decline of the banking sector in a
number of countries, the banking industry requires an instrument to refine the capital framework,
namely Basel II. Through various discussions held at global level, Basel II had then been further
refined into Basel III.
In principle, the purpose of Basel III is to address banking issues, among others:
Improve the capacity of banking sector to absorb risk potential that may arises from financial and
economic crisis and to prevent crisis breakout from the financial to economic sectors;
Improve the quality of risk management, governance, transparency, and disclosure, and
Provide the best resolution for systemically important cross border banking.
207
Highlights
Management Reports
Company Profile
Financial Review
Basel III is expected to strengthen the microprudential management, in order to increase
the robustness and resiliency of the bank
during crisis.
and capital surcharge for the systemically

important financial institutions. The micro and
macro aspects are very closely interrelated and
require sustainable monitoring.
In the context of micro-prudential, Basel III

framework requires higher standards of capital
quality and level, focusing mainly on common
equity and adequacy of capital buffer managed
by individual banks by requiring allowance for
conservation buffer.
To prepare for Basel III implementation,

Regulator has issued regulation concerning
Minimum Capital Adequacy Requirement
for Commercial Banks. Danamon supports
the preparation process towards Basel III
implementation, considering that the framework
is vital in ensuring robust developments of
national banking industry and would enable
Indonesias banking industry to take part in the
global level industri banking.
Basel III also covers macroprudential aspect

by developing indicators to monitor the level of
procyclicality of financial system and requires
banks, especially systemically important
banks/financial institutions, to prepare capital
buffer during boom period of the economy
in order to absorb losses during crisis (boost
period), namely countercyclical capital buffer
2013
Issue of
PBI KPMM
Basel III
2014
2015
The following illustrates Danamons phases in

preparation of Basel III in conjunction with the
management of the Capital aspects:
2016
2017
2018
2019
Tier 1 minimum 6%
CET 1 minimum 4.5%
Capital requirements according to PBI become effective as 1 January 2015

0.625%
1.25%
1.875%
Conservation Buffer
2.5%
Countercyclical Buffer (0-2.5%)*

Capital Surcharge D-SIB (1-2.5%)**
208
& Analysis
Operational Review
The following stages of the Bank in preparing

the Basel III:
In terms of the management of banking liquidity, Basel Committee on Banking Supervision
(BCBS) on January 2013 has published the
final document of calculation framework for
Liquidity Coverage Ratio (LCR) as part of Basel III. The purpose of such LCR calculation
framework is to enforce the short term security
based on the risk profile of the bank by ensuring that a bank holds an adequate HQLA (High
Quality Liquid Asset) in order to survive under
such a significant crisis condition scenario with
a 30-calendar day period.

Indonesia is committed to adopt Basel III
framework, including LCR framework, while
maintaining to consider the impacts toward
national banking industries. Hence, the
implementation of LCR in Indonesia will be
carried out cautiously by making several
adjustments in order to adapt with the
domestic conditions. In terms of supporting
the preparation of Indonesian banking in
implementing the framework of such Liquidity
Coverage ratio calculation, the Financial
Services Authority has issued Consultative
Paper (CP) of Basel III Framework Liquidity
Coverage Ratio (LCR) in 2014.
Corporate Social
Responsibility
Corporate Data
The effective implementation period is 30

June 2016 with the initial ratio of 70% and
consistently rising at the year end to 100%
starting 31 December 2018. Nevertheless,
considering the discussion on LCR is limited
to Financial Services Authority CP, hence
LCR aspects related to the calculation,
implementation period, reporting, publication,
and others are pending to the conditions and
final arrangement by the regulator.
In addition to LCR, BASEL also introduces
additional ratio which is leverage ratio as a
supplement to the capital ratio. Introduction
of ratio leverage is provided as capital ratio
backstop in according with risk profiles in order
to avoid the deleveraging process which may
undermine finance and economic systems.
Danamon supports the preparation of
LCR implementation and leverage ratio by
participating in Basel III Working Group by
carrying out calculation and report LCR
calculation and leverage ratio to the regulator.
LCR calculation and leverage ratio performed
shall refer to Basel III as well as FSA CP.
Referring to the Financial Services Authority

CP, the implementation of LCR framework will
be implemented gradually. As a Bank which
belongs to BUKU 3 Group, Danamon shall be
included on a Second Phase scheme period.
The trial period will commence on July 2015 by
using the data of June 2015 on a tri-monthly
basis in which the minimum LCR ratio is 60%.
209
Highlights
Tetap Tersenyum
Ratih Diah Kartika, Operation Kedaton Lampung
Second Place-Traditional Market Photography Competition
210
Management Reports
Company Profile
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Operational
Review
211
Highlights
Management Reports
Company Profile
Risk Management
Given the variance of business activities of Danamon and its

Subsidiaries, a holistic and integrated approach of risk management
is required in the form of a comprehensive process of managing
risk in identifying, measuring, monitoring and controlling of various
type of risk in every line of business of the Bank and its Subsidiaries,
supported by a reliable control system.
212
& Analysis
Operational Review
Danamon implements an integrated risk

management framework and governance to
ensure control is comprehensive and risk is
managed, instilled and rooted in business
activities. The integrated approach to risk
management enables the Bank to manage
all type of risks which, as defined by Bank
Indonesia cover: credit, market, liquidity,
operations, strategic, reputation, legal,
compliance, yield and investment. This
integrated risk management considers the
interaction between one risk to another.
In managing risk, Danamon refers to Risk
Appetite Statement which outlines the limits
for determining the level and characters of the
risk the Bank takes in meeting its mission to the
Shareholders while adhering to the prevailing
limits applied to debtors, customers, and as
per guidance provided by the regulators.
Corporate Social
Responsibility
Corporate Data
In implementing integrated risk management,

Danamon formed the Integrated Risk
Management Group assigned to monitor all
the Bank risks including its Subsidiaries. This
group is set to be independent from risk taking
unit and internal control unit.
To build a strong risk management culture, the
Bank continues to provide training to its working
environment including the Subsidiaries. The
aim is to provide the best program to strengthen
its human resources element and as part of
continuing regeneration of employees.
The Bank has Risk Management School
that has been implemented since 2013. The
program will continue to be reviewed and
developed in line with the Banks roadmap.
PILLARS AND PRINCIPLES OF RISK MANAGEMENT
Pillars and Principles

of Risk Management
Pillar 1
Pillar 2
Pillar 3
Pillar 4
Pillar 5
Pillar 6
Pillar 7
Good
Corporate
Governance
Risk
Framework
Risk
Management
Standard
Accounting
Standard
Technology
& MIS
Human
Resources
Risk
Awareness
and Culture
213
Highlights
Management Reports
Company Profile
Risk Management
In managing risk, the Bank implemented seven
pillars of risk management that focus on the
following:
First Pillar-Good Corporate Governance
In order to strengthen good corporate
governance, our risk management organization
involves active supervision and oversight
from the Board of Commissioners, the Board
of Directors and Syariah Supervisory Board
(for Syariah Unit). To assist in carrying out its
responsibilities, the Board committees are
established when required.
Fifth Pillar-Technology & MIS

Bank adopts a scalable and reliable technology
that is commensurate to our size and the nature
of our business activities. We develop a robust
technology to support implementation of risk
management framework.
Second Pillar-Risk Framework

Each and every member of the staff is
expected to comprehend and take part in risk
management according to their respective
functions and responsibilities. Integrated
Risk will be responsible for defining the Risk
Architecture and provide ground rules for
managing risk as well as risk oversight. All
Lines of Businesses and Support Function will
work within the general guidelines established
by the Integrated Risk Management Group.
Sixth Pillar-Human Resources

Danamon assures that every officer who
manages risk across all levels is a qualified
and experience individual in accordance
to condition, scope and complexity of the
business operations. To meet the minimum
requirement and assure their competency
and standard expertise, Danamon requires
every Banks Officer and Candidate possesses
risk management certification issued by
the Professional Certification Institution
acknowledged by the Regulator.
The Compliance Department will be responsible

to ensure that all the regulations issued by Bank
Indonesia and other regulatory authorities are
socialized and followed by all related LOB and
Support Functions.
Seventh Pillar-Risk Awareness and Culture

Danamon continually applies a prudent
approach in developing its business strategy.
The business strategy is set in line with the risk
appetite of the Bank.
Internal Audit Department will be responsible

to ensure that the Line of Businesses and
Support Functions are performing their roles
and responsibilities and comply with the entire
approved policies and procedures regarding
risk management and control.
In monitoring, controlling and managing risk,

Danamon applies the following framework:
Third Pillar-Risk Management Standard

Bank applies a consistent and disciplined
approach in identifying, measuring, monitoring
and controlling credit, market, liquidity,
operational, and other risks in a transparent
manner.
214
Fourth Pillar-Accounting Standard

All financial accounting, reports, and records
supplied to regulators and other external
stakeholders must comply with at least the
local regulations.
Three Lines of Defense Approach

Danamon implements the following Three
Lines of Defense approach in designing and
executing a risk management and control
framework:
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
First Line of Defense

The Business Units serve as the first line of defense and are accountable for identifying, assessing,
controlling and mitigating risks in business. The business units have the primary responsibility for
the day-to-day management of the risk exposures of their business. They are accountable for the
risk arising from their pursuit of business opportunities, consistent with the approved target market
of their business.
Second Line of Defense
The independent Integrated Risk Management unit and Compliance Division are the key operators in
providing the second line of defense, through an independent oversight function. The independent
Integrated Risk Management Group is expected to review and approve the risk boundaries and
limits set for the various business units, and work closely with these units to ensure that risks
undertaken by the businesses are appropriately identified, measured and managed within the
agreed parameters and reported accordingly, to the designated party.
The Compliance Division manages compliance risk and has the responsibility to ensure that all
regulations issued by Bank Indonesia and other regulatory authorities are disseminated and adhered
to by all relevant business units in all of the Banks activities and levels of organization.
Third Line of Defense
Internal Audit acts as the third line of defense in the risk management and control framework by
independently examining and auditing the accuracy of the processes in the businesses and support
units as to ensure that they are performing their roles and responsibilities, and comply with the
various risk management and control, policies and procedures, as approved by the BOD. Internal
Audit should also independently review the portfolio quality of each line of business as well as
market risk positions and exposures.
First Line of Defense

Line of Business
Risk Ownership
Accountable for identifying,

assessing, controlling and
mitigating the risks in business
Second Line of Defense
Third Line of Defense
Risk & Compliance
Internal Audit
Independent Risk Control and

Compliance
Independent risk oversight &
ensure that all the regulations
are socialized and followed
Risk Assurance
Independently testing and

auditing the efficacy and
robustness of processes
Integrated Risk Management

Danamon believes in Integrated Risk Management as an approach to comprehensively manage all
risks of all activities of the Bank as well as its subsidiaries. Integrated principles allow Danamon to
address all risk in a consolidated manner, whilst contemplate the possible interactions between one
risk exposure to another. This holistic approach assures that various types of risk even given their
differences, on and off balance sheet can be managed effectively.
Applying an integrated approach to risk management enables Danamon to have a proactive and
systematic risk management process to identify, quantify and manage all risks inherent in the
Banks activities covering Credit Risk, Market, Liquidity, Operational, Legal, Strategic, Reputation,
Compliance and other risks.
215
Highlights
Management Reports
Company Profile
Risk Management
An integrated approach in managing risk
ensure:
The Bank is able to implement a
comprehensive approach towards all
types of risks-Credit, Market, Liquidity,
Operational, Legal, Strategic, Reputation,
Compliance and other risks.
All risks are measured and recorded
accurately.
Sufficient monitoring and reporting on all
exposures
The risk management is structured and
adequate for each line of business
Consistency in risk management policy and
implementation
Availability of a sufficient system and
technology to manage risks.
Availability of adequate and competent
human resources for risk management at all
levels.
RISK MANAGEMENT ORGANIZATION

STRUCTURE
Danamon
has
developed
a
distinct
organizational structure for risk management,
consisting of several risk committees and a Risk
Division with varying degrees of responsibility.
Based on this structure, there are precise
roles and responsibilities for all employees
responsible for risk management.
The Banks risk management organization
involves supervision from the Board of
Commissioners and Board of Directors. The
Risk Monitoring Committee is the highest
risk authority, which stands at the Board
of Commissioners level. This committee
serves as a board of trustees to oversee
the implementation of strategies and risk
management policies, risk exposure and to
evaluate the Board of Directors accountability.
At the Board of Directors level, a Risk
Management Committee is formed to
manage the entire Banks and its subsidiaries
risk portfolio. The Committee monitors the
development of risk strategy, policy and
evaluate risk issues considered significant. In
addition, there are other risk related Committees
such as Operational Risk Committee, Fraud
Risk Management Committee and ALCO, as
subset of the Risk Management Committee.
Risk Management Organization Chart

Board of
Commissioners
Risk Monitoring
Committee
Board of Directors
Risk Management
Committee
Lines of Business
and Subsidiaries
Risk Management
216
Integrated Risk Management

Credit Risk
Market and
Liquidity Risk
Operational Risk
Legal, Compliance,
Strategic, and
Reputational Risk
& Analysis
Operational Review
Refer to banking industry practices and in

accordance to the framework of Basel II risk
management, Danamon formed an Integrated
Risk Management Group with members consist
of senior professionals to manage credit
risk, market and liquidity risk and operations
risk. This group functions is centralized and
independent from risk taking unit and internal
control unit. The independency is aimed to
create a managing risk model which is effective,
efficient and independent from business
interest as well as oversights functions coming
from institutions at similar level. However,
in daily practices, every business line is held
responsible for risk management functions in
their respective businesses.
The Integrated Risk Management Group
defines the Banks risk architecture and
develops an overall risk management strategy,
which includes bank-wide policies, set limits,
procedures and controls for all lines of business
including subsidiaries.
Managing Risk at the second line of defense
level is assigned as follows:
Credit risk is managed by Enterprise Risk
& Policy, Chief Credit Officer Wholesale
and Chief Credit Officer Consumer & Mass
Market.
Market and Liquidity risk is managed by
Market & Liquidity Risk Management.
Operational risk is managed by Fraud &
Operational Risk Management.
Reputation risk is managed by the Corporate
Secretary.
Strategic risk is managed by the Strategic
Risk Working Unit.
Legal risk is managed by Legal & Litigation.
Compliance risk is managed by Compliance.
Corporate Social
Responsibility
Corporate Data
The main elements of Danamons risk

management good corporate governance
structure are:
Active monitoring by the Board of
Commissioners and Directors
Adequate policy, procedure and limits
assigned
Risk Management processes and Risk
Management systems
Risk Management internal control.
ACTIVE MONITORING FROM THE

BOARD OF COMMISSIONERS, SYARIAH
SUPERVISORY BOARD AND BOARD OF
DIRECTORS
The organization structure of Risk Management
indicates that BOC, SSB and BOD through its
active monitoring determine the success of
managing risk. Aware of their strategic role,
Danamon has set monitoring duties for each
respective Board as explained in summary as
follows.
Active
Monitoring
the
Board
of
Commissioners
Active monitoring duties of the Board of
Commissioners in managing risk covers:
a. Responsible for approving the general
framework of risk management policy
recommended by the Managing Director
and/or Board of Directors, through the Risk
Management Director.
b) Monitor risks and evaluate Board of
Directors accountability of implementing
risk management policy, strategy and
exposure through a periodic review with the
Managing Director, Board of Directors or
Director of Risk Management.
c) Conduct Risk Management functions as
stipulated in the regulations.
d) Delegate authority to the Managing Director,
Board of Directors or the Director of Risk
Management or recommend business
activities and other duties.
217
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Risk Management
The Board of Commissioners may delegate a
risk-monitoring function to the Risk Monitoring
Committee. However, the final responsibility of
the implementation of risk monitoring remains
with the Board of Commissioners.
Active Monitoring by the Syariah Supervisory
Board
Danamon assigns the Syariah Supervisory
Board to the Syariah Line of Business, as
recommended by the National Syariah BoardMajelis Ulama Indonesia, and as approved by
Bank Indonesia, in compliance with the applied
regulation. The Syariah Supervisory Boards
functions and active roles in risk management
include:
a. Assessing and ensuring compliance of the
Syariah Line of Business products, policies/
procedures and activities with Syariah
principles, and conduct surveillance to
conform with the fatwa of the National
Syariah Board-Majelis Ulama Indonesia.
b. Evaluating Risk Management Policies
in relation to compliance with Syariah
principles.
c. Evaluating Board of Directors accountability
of Risk Management policy implementation
in relation to compliance with Syariah
principles.
Active Monitoring by the Board of Directors
Being responsible for operations, the role of
the Board of Directors is to set directions of
the policy and strategy for a comprehensive
risk management including its implementation.
The functions and active role carried out by the
Board of Directors in managing risk cover:
a. Responsible for the development of a risk

management policy.
b. Responsible for the implementation of risk
management policy, strategies, framework
and risk exposure undertaken by the Bank.
c. Develop a risk management culture at all
levels of the organization.
d. Determine the Banks risk appetite.
e. Monitor the Banks risk quality by
benchmarking it with a reasonable risk level.
f. Periodically review the risk management
framework, processes and policies.
g. Ensure the enhancement of the human
resources competency for implementing
risk management.
The Board of Directors establishes the Risk
Management Committee to assist in carrying
out its functions and responsibilities related
to Risk Management. However, the final
responsibility remain at the Board of Directors
for its role in monitoring the implementation of
risk management.
Adequacy of Policy, Procedures and
Determination of Limits
The Risk Management Policy has been set
to ensure that the Banks risk exposure is
consistent with internal policies and procedures,
and also with external laws, regulations and
other related provisions. The Bank is managed
by officials with sufficient knowledge, skills and
expertise in risk management, in line with the
complexity level of the business. To achieve
this, Danamon has assigned the following:
1. An Integrated Risk Management group is
responsible to centrally coordinate all risk
management policies and implementation.
To develop a risk management culture at all

levels of the organization.
218
& Analysis
2.
3.
4.
5.
Operational Review
Corporate Social
Responsibility
Corporate Data
practices are in accordance to the expected

risk limits.
6. In drafting its risk management policy,
Danamon has included the following items:
a. Conduct risk identification and know how
to mitigate risk in a clear and controlled
manner.
b. Establish a clear line of responsibility and
accountability in managing each type of
risk.
c. Establish a methodology that can
measure risk and a management
information system which will support
the business.
d. Assign a limit determination procedure
which
describes
the
maximum
acceptable loss that is consistent with
the Banks risk appetite and tolerance.
e. Prepare contingency plans.
f. Policies and procedures on new products
and activities.
g. The establishment of an internal control
system for the implementation of risk
management. A fundamental component
in the system of internal control is the
independent evaluation and review of
the effectiveness of existing processes
and systems.
This working unit will develop bankwide

core risk policies, and control of risk
management to be followed by the Line of
Business and Subsidiaries.
Line of Business and Subsidiaries have to
create consistent guidelines and procedures
of products consistent with the Banks
policies, prudent principles, and related
regulations.
Awareness of risk and compliance with the
policies, procedures and risk limit, must
be embedded as a mindset for all risk
officials. No one is allowed to deliberately
override or make any change to the policy
or limit without approval. All deviations
or exceptions must be approved by the
authorized officials.
All policies and procedures must be
disseminated to the entire organization.
Senior officials in each Line of Business,
Product Unit or Supporting Unit shall
provide appropriate risk oversight to ensure
that risk policies have been implemented
properly and effectively.
All policies and limits should be reviewed
periodically or more often when significant
change occurs to ensure that the Banks
Risk Management Process and Information systems

Risk Management Process
Risk Identifying
Risk
Controlling
Risk
Management
Process
Risk
Measurement
Risk
Monitoring
219
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Company Profile
Risk Management
Danamon conducts a process of identification,
measurement, monitoring and control of all
risks faced, from central to subsidiary level.
Risk Identification (1)
A risk identification process will determine
the scope and scale of the measurement,
monitoring, and risk control stages. Proactive
risk identification covers all Danamon business
activities and is conducted in order to analyze
the sources and the potential risks and
impacts. Identification is done by analyzing
all types and characteristics of risk inherent in
any business activity, which also includes the
Banks products and other services.
Risk Measurement (2)
The risk measurement system is used to
measure Danamons risk exposure as a
reference to exert control. The measurements
approach and methodology can be quantitative,
qualitative, or a combination of both. Risk
measurement is done on a regular basis for
products, portfolio, and for all Danamons
business activities.
Risk Monitoring (3)
Risk monitoring is done by evaluating the risk
exposures inherent in the entire portfolio of
products and business activities as well as the
effectiveness of Danamons risk management
process.
Danamon has also established a portfolio
management procedure as an integral part of
risk management. The objective of portfolio
management is to achieve a balanced risk
portfolio and to establish a frame of reference
in making decisions on individual exposures.
is responsible for managing the Banks
exposure to the portfolio, while the business
220
unit is responsible for individual exposures.

recommends various limit concentrations and
monitors achieved exposure. Limits will be
reviewed at least once a year. Changes on limit
can be set when necessary.
In portfolio management, the Bank seeks to
maintain capital equal to the level of risk that
the Bank undertakes.
Risk Control (4)
Risk control is carried out, among others by
following up on risks that are moderate and
high that exceed the limit, increasing control
(attached supervision), and providing additional
capital to absorb potential losses and periodic
internal audits.
In Danamons Risk Management structure,
Integrated Risk Management consolidates
the entire Banks risk exposure, managed by
the respective unit and persons in charge and
responsible for the risk.
Line of Business and subsidiaries are
operational working units responsible for
managing the risks from the beginning to
the end, within its scope of responsibilities.
They must clearly identify measure, monitor,
control and define mitigation to manage risks
before entering into any activities where risk
resides. The risk working units responsibilities
include providing credit approvals and/or
recommending credit in the form of credit
committee.
Risks in the operational working unit are
managed by the Business Risk Heads of the line
of business. Business Risk Head has indirect
responsibility reporting to the Integrated
Risk Director in his supervisory functions. In
& Analysis
Operational Review
carrying out its role as risk monitoring and

control at the operational unit, the Integrated
Risk Management Group will evaluate the
entire business plan, policies and products.
At a certain level of risk-taking, Integrated
Risk Management Group, as a member of the
Head Offices Credit Committee, will provide
recommendations for credit decisions.
Risk Management Information System
In order to provide an effective control
and monitoring system, Danamons Risk
Management Information Systems are in place
and cover a sufficient level of detail, such
as Internal Rating System, Central Liability
System, Market Risk Engine within Treasury
System, and Operational Risk Management
System. These Management Information
Systems enable the Bank to detect any adverse
development at an early stage, allowing for
timely implementation of corrective measures
aimed at minimizing losses to the Bank.
Internal Control
In Danamon the internal control to managing
risk covers the following areas:
a. Determining the organizational structure
through clear definitions of functions
between the business units with risk
management unit.
b) Assign the risk management unit, an
independent work unit whose role is to create
risk management policies, risk measuring
methodologies, risk limit determination, and
data/model validation.
c) Each functional transaction and activity
with risk exposure will be reviewed and
monitored as necessary by each business
unit.
Corporate Social
Responsibility
Corporate Data
Additionally,
Danamon
always
ensures
compliance with various key points in the
control process, including: compatibility of
internal control system and bank risks, the
establishment of the policy monitoring authority,
procedures and limits, a clear organizational
structure and adequate four eyes principle,
as well as sufficient procedures to comply with
applied regulations.
Danamon implements an effective risk
management and internal control system
which includes the implementation of the three
lines of defense, assignment of risk tolerance
and application of risk and cultural awareness
as described in the previous section.
Danamon
also
periodically
analyzes
the effectiveness of risk management
implementation including adequacy of policy,
procedures, and management information
system. This includes internal audit on risk
management process and monitoring on
corrective actions taken in response to the
audits findings.
RISK MANAGEMENT
POLICY
GOVERNANCE
Danamon implements an Integrated Risk

Management (IRM) that allows Management
to manage risks across all business units.
Integrated risk management is a combination
of a series of strategies, processes, resources,
competencies and technologies aimed at
evaluating and managing risk. The application
of IRM is intended to add value for shareholders
through integration between the determination
of risk appetite and risk tolerance, to be in
alignment with business strategy, by improving
the quality of the risk management process
to improve effective and efficient capital
management.
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Risk Management
Integrated Risk Management aims to set the
size or magnitude of risk appetite or tolerance
limits for the Bank to undertake in determining
portfolio in line with the price risk which has
been considered thoroughly reflected in
the amount of capital allocated for the risk,
as well as support business development.
Given the importance of risk management
in banking, Danamon strives to implement a
risk management framework that is adaptive,
easy to understand and implement at all
levels. To enhance risk management efficacy,
Danamon also seeks to develop a culture of
risk for the entire staff, to introduce awareness
that risk management is essentially a shared
responsibility, as any impact of risks will affect
all levels of the Bank.
Risk Culture
Danamon believes that it is important for all
employees to know and understand the risks
faced in its activities. This creates a robust
risk management culture. In this regard, the
Bank is determined to build a combination of
unique values, beliefs, implementation and
management monitoring that will ensure all
levels of Danamon conduct its operations
prudently and refer to best practices.
The risk culture is to be inseminated through:
Direction and supervision of the Board of
Commissioners and Board of Directors.
Introduction of risk management as an
integral part of business operations.
Compliance with all policies, procedures,
laws and regulations.
Danamon is determined to build the risk culture

awareness at all levels of the organization
through:
Communicating the importance of risk
management
Communicating the Banks expected
level of risk tolerance and the risk profile
through various restrictions and portfolio
management
Giving employees the authority to prudently
deal with the risks in their activities
Monitoring the effectiveness of risk
management in all areas.
Risk Appetite
Risk appetite or risk tolerance is the risk value,
which Danamon is willing to accept in order to
reach a certain level of profit. Risk tolerance (risk
appetite) is developed from the risk philosophy
and business strategy, so that this tolerance
must go in line and does not conflict with the
philosophy and strategy of the business risk.
Danamon has developed a Risk Appetite
Statement (RAS), which outlines the levels and
nature of risks that the Bank will take in order to
articulate its mission for stakeholders, subject
to constraints imposed by debtors, regulators,
and customers. It is the responsibility of the
Board of Directors and senior management to
define Danamon risk appetite and to ensure
that the Banks risk management framework
includes detailed policies that set specific firmwide prudential limits on the Banks activities,
consistent with its RAS and capacity.
The aim of the Risk Appetite Statement is to
enable execution of the Banks articulated
strategy while meeting the reasonable
expectations of all stakeholders. It does not
seek to prevent risk taking. It aims to ensure
that risk taking across the groups is:
222
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Corporate Social
Responsibility
Corporate Data
In line with the Board of Directors objectives

Understood at appropriate level within the
organization
Optimized on a risk-return basis within the
constraints of the Group Risk Appetite.
Group conduct socialization to all relevant

business units on risk strategy and policies,
with reference to continue building strong risk
culture and risk awareness in Danamon and its
Subsidiaries.
Risk Management Policy

Danamons risk management policies are
established to identify and analyze the risks
faced by the Bank, to set appropriate risk
limits and controls, and to monitor risks and
adherence to limits. Risk management policies
and systems are reviewed regularly to reflect
changes in market conditions, products and
services offered. The Bank, through its training
and management standards and procedures,
aims to develop a disciplined and constructive
control environment, in which all employees
understand their roles and obligations.
SPECIFIC RISK MANAGEMENT
Danamon has an Enterprise Risk Management

Policy that has been reviewed and approved
in line with Bank Indonesia regulations.
This policy is used as a guideline to the
Banks implementation of Risk Management.
In addition, in line with Bank Indonesia
regulations on subsidiary risk management
activities, subsidiaries have risk officials and
the Bank, through Risk Management, oversees
the implementation of comprehensive and
integrated risk management.
The integrated Risk Management Group is
responsible for formulating risk management
policy and setting limits for all line of business
based on the risk principles and policies served
as the credit business guidelines of Danamon.
This group is also responsible for setting and
renewing the master policy and procedure
for identifying, measuring, analyzing and
controlling risk in each line of business (risk
taking unit). The Integrated Risk Management
Risk Management on new Products and

Activities
New Product and Activity Risk Management
Danamon includes new product and activity
risk management plan in its Business Plan
in accordance with applied regulations.
This policy stipulates the procedures for the
issuance and monitoring of bank products.
New products are prepared and recommended
by the Business Unit and Risk Management
Unit in the product owners Line of Business
and Subsidiaries, and reviewed by the Risk
Management Unit as well as other related
divisions such as the Legal and Compliance
Division. The product also has to go through
a Compliance Test before being launched.
Product approval authorities are categorized
based on their level of risk, where high-risk
products must be approved by the Managing
Director. The level of risk is evaluated based on
the products performance, target customers,
the complexity of the operational processes,
and market conditions. For Syariah Work
Unit products, a consultation with the Syariah
Supervisory Board is required.
Danamon applies the precautionary principle in
new products/activities launched to customers.
With its extensive network, sizeable human
resources capacity, as well as the capability
and appropriate strategy, the Bank will seek to
serve all segments of customers.
223
Highlights
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Company Profile
Risk Management
Risk Management of Syariah Business
Based on the regulations of Bank
Indonesia
No.13/23/PBI/2011
regarding
the Implementation of Risk Management
for Commercial Syariah Banks and Syariah
Business Units, a bank must implement Risk
Management for two types of risks in the
Syariah Business Unit: the Equity Investment
Risk and Rate of Return Risk.
In line with the regulation, Danamon actively
implements Risk Management on the Syariah
Business Unit. In terms of policy, the Bank has
its Enterprise Risk Management Policy as the
main framework and the basic principles of
risk management that must be followed by all
lines of business and subsidiaries, including
the Syariah Business Unit. Additionally, the
Syariah Business Unit is also guided by the
Syariah Principles, which are the Islamic laws
in banking activities based on the fatwa issued
by relevant religious authorities.
The Syariah Business Units products and
activities are reviewed by the Risk Management
Working Unit and by other relevant units,
and must also pass through a Compliance
Test. Risk measurement is done by using a
methodology that is appropriate to the Syariahs
characteristics, by measuring the level of risk
profile conducted on a quarterly basis. The risk
profile report is evaluated and later submitted
to Bank Indonesia.
In managing risk complying to the Syariah
principles, the Syariah Supervisory Board gives
approval for policies, procedures, system,
products and contract to be used compliance to
Syariah principles. The Risk Management Unit
of the Bank (Conventional) implements the risk
management process and systems of Syariah
224
Business Unit (UUS) wherein the Syariah

Business Unit Director is also a member of
the Risk Management committee. The Syariah
Supervisory Board has been assigned in the
Syariah Business Unit and has run its functions
and tasks accordingly.
Risk Management of Subsidiaries
Danamon applies a consolidation process with
its subsidiaries. The consolidation process of
risk management is conducted by observing
the differences in entity and characteristics
between the Bank and its subsidiaries.
Implementation of the consolidation process of
risk management is done through assistance
and alignment of risk management practices in
risk governance, risk management policies and
procedures, risk measurement methodologies,
risk management reporting, and enhancement
of risk awareness culture.
The Risk Management Unit continuously
monitors
the
subsidiaries
portfolio
performance and identifies any early warning
in subsidiaries portfolio quality. The Bank
also provides technical assistance in the risk
management process in relations to credit
risk, market and liquidity risk, operational
risk, human resources, information systems,
policies and procedures, and methodologies of
risk management.
Subsidiaries risk exposure monitoring and
evaluation is reported monthly and includes
detailed and in-depth monitoring of the portfolio
performance, including, but not limited to, a
portfolio cap approved in the Product Program.
Subsidiaries risk management is one of the
focus of Management, due to its significance in
supporting the Banks strategic plan.
& Analysis
Operational Review
The consolidation process is in line with OJK

regulation (POJK) No.17/POJK.03/2014 dated
18 November 2014 regarding the application
of Integrated Risk Management for Financial
Group. Referring to this regulation, Danamon
as the main entity will continue improve risk
management process integrated with its
Subsidiaries.
FOCUS OF RISK MANAGEMENT 2014

ACTIVITIES
The risk management activities of Danamon
implemented and the results generated are as
follows:
Integrated Risk Activities
Launching Revised Risk Training Academy
modules for Bank and Subsidiaries staff.
Conduct stress test among others: annual
stress test, OJK stress test, foreign
exchange stress test, mining industry and
palm oil industry stress test.
Implement ICAAP best practice methods.
Credit Risk
Syariah
Implementing
bankwide
negative list database to improve
underwriting process.
Developing framework for industry portfolio
management including risk level and limit of
concentrated industry.
Corporate Social
Responsibility
Corporate Data
Implementing systems to detect fraud

application of credit card.
Improving credit risk measurement process
for Wholesale credit through development
of PD, LGD & EAD model for Corporate,
Commercial and Financing Company in
December 2014 and application of the model
rating for Financial Institution portfolio for
business decision making starting February
2014.
Developing application scoring, behavior
scoring and collection model, PD, LGD &
EAD for credit card in December 2014 and
will be implemented in 2015.
All the PD models are calibrated using long
term cycle neutral central tendency and
Danamon has implemented a standardized
25 Grade Danamon Rating Scale mapped
to Probability of Default to be applied to
scores and ratings models built across Line
of Business.
Implementing collection systems auto dialer
for credit card.
Changing DSP credit organization to
improve control.
Implementing rule based decisioning engine
in Adira Finance.
Operational risk
Increase the independency of operational
risk officer role and function in line of
business, support function and subsidiaries
for a stronger control and effectiveness in
managing operational risk in risk taking unit.
Launching Revised Risk Academy Training Module

for employees of the Bank and its Subsidiaries
Implementing stress tests: the annual stress test,
OJK stress test, foreign exchange, mining and palm
oil industry stress test
225
Highlights
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Risk Management
Enhance Operational Risk Management
System (ORMS) to increase the recording
function, analysis and report generated from
operational risk data in integrated function
as means to improve the effectiveness to
comprehensively manage operational risk
in the Bank and its subsidiaries.
Build Operational Risk Management
E-Learning
to
increase
employees
awareness at the management and staff
level in managing operational risk.
Successfully retain the ISO 22301:2012
certification for Business Continuity
Management System (BCMS) of British
Standard Institution (BSI) Group acquired
in 2013 by implementing the 2014
Surveillance Audit, the result from which no
uncomformity items was found. Danamon
is the first company in Indonesia and the
first bank in South East Asia to be ISO
22301:2012-BCMS certified.
Founder and organizer of Indonesia
Business Continuity Management Forum
with 108 members from 52 companies.
Build awareness on fraud to all employees
through video on Fraud Awareness and
as founder of Fraud Forum in Indonesia
banking industry.
Market and Liquidity Risk
Finalizing the implementation of Sungard
Asset & Liquidity Management (ALM
System) phase 1 (expected for completion
on Q1 2015).
Sychronizing and improving methodologies
in setting limits for market and liquidity risks.
Prepare and upgrade the implementation
of Basel II liquidity risk (LDR-Liquidity
Coverage Ratio).
226
RISK PROFILE
Assessment of Risk Profile includes an
assessment of the inherent risks and quality
assessment of the implementation of Risk
Management, which reflects the risk control
system, both individually and on a consolidated
basis for the Bank. The assessment is carried
out on eight Risks namely Credit Risk, Market
Risk, Liquidity Risk, Operational Risk, Legal
Risk, Strategic Risk, Compliance Risk, and
Reputational Risk. In assessing the risk profile,
the Bank refers to Bank Indonesia regulations
on the assessment of Commercial Banks
health level. The responsibility for coordinating
risk profile report is in the Integrated Risk unit.
Based on monitoring results of each group of
core risks of Danamon in 2014, the composite
rank for the Banks overall profile risk as
of December 31, 2014 remain at 2 (Low to
Moderate).
CAPITAL MANAGEMENT STRATEGY

Capital Composition of Bank
In accordance with Bank Indonesia Regulation
No. 14/18/PBI/2012 dated 28 November 2012,
regarding the Minimum Capital Adequacy Ratio
for Commercial Banks, the capital consists of:
1. Core Capital, Tier 1
2. Supplementary Capital, Tier 2
3. Additional Supplementary Capital
The capital of Danamon is structured as follows:
1. Core Capital (Tier 1)
Comprises paid-up capital of common shares
and disclosed reserves which consists of
additional paid up capital, general reserve,
prior years profit, current year profit (50%),
calculating the deduction factors which
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
consists of shortage in regulatory provision over

allowance for impairment loses for productive
assets, regulatory provision on non productive
assets and Banks investment in subsidiaries.
is a process to determine capital adequacy in

accordance with the Banks risk profile and
determining strategies to maintain adequate
capital levels.
2. Supplementary Capital (Tier2)

Comprises the regulatory provision general
reserve on productive assets (maximum of
1.25% from RWA for credit risk) including
deduction factor of Banks investment in
subsidiaries (50%).
Pursuant to regulations from Bank Indonesia,

ICAAP implementation in Danamon is
ensured by active monitoring by the Board of
Commissioners and the Board of Directors,
capital adequacy assessment process,
monitoring and reporting of the Banks risk
profile, and adequate internal control.
Capital Management Strategy

Pursuant to BI regulation No. 14/18/PBI/2012
dated 28 November 2012 on Minimum Capital
Adequacy Ratio for Commercial Banks and
BI Circular Letter No. 14/37/DPNP dated 27
December 2012 on Capital Adequacy Ratio
(CAR) in Accordance with Risk Profile and
Fulfillment of Capital Equivalency Maintained
Assets (CEMA), Danamon is required to
calculate its minimum CAR based on risk
profile and to implement the Internal Capital
Adequacy Assessment Process (ICAAP).
In assesing its adequacy capital, Danamon
ensures capital adequacy both from:
1. Minimum CAR requirement set by Bank
Indonesia
2. Internal capital adequacy, by ensuring
sustainable capital adequacy to support the
continuity of the Banks operations.
The assessment result shows that the Bank

managed to meet the minimum CAR based on
risk profile. Based on ICAAP, the Bank will have
sufficient available financial resources to fulfill
its capital demand for Pillar 1 and Pillar 2 for
the next three years.
Capital Structure
As of December 31, 2014, Danamon is one of
the banks with the highest level of capitalization
in Indonesia, with consolidated CAR at 17.86%
(Bank Stand Alone at 18.17%), well above
the level required by Bank Indonesia. With a
strong capital and supported by optimal capital
management, the Banks capital adequacy will
not limit its future growth potential.
Internal Capital Adequacy Assessment

Process
With reference to the Basel II and Bank
Indonesia regulations, and to enhance risk
management effectiveness within the Bank,
Danamon has implemented the Internal Capital
Adequacy Assessment Process (ICAAP), which
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Risk Management
The individual and consolidated quantitative disclosure of the Banks capital structure is detailed in
Table 1.a.
1.a Disclosure of Capital Structure
(in million rupiah)
Capital Component
(1)
I
(2)
December 31, 2013
(3)
(4)
(5)
(6)
CAPITAL COMPONENT
A
Core Capital (Tier-1)

1 Paid-in Capital
2 Additional Reserve Capital
3 Innovative Capital Instruments
4 Tier-1 Capital Deduction Factor
5 Non-controlling Interest
Complementary Capital (Tier-2)

1 Upper Tier-2
2 Lower Tier-2 (maximum 50% of Tier-1 Capital)
3 Tier-2 Capital Deduction Factor
Tier-1 and Tier-2 Capital Deduction

Factor
Securitization Exposures
Additional Supplementary Capital
(Tier-3)
Additional Supplementary Capital For

Market Risk Anticipation
TOTAL OF CORE CAPITAL AND SUPPLEMENTARY
II
CAPITAL (A+B-C)
TOTAL OF CORE CAPITAL, SUPPLEMENTARY CAPITAL,
III AND ADDITIONAL SUPPLEMENTARY FOR MARKET
RISK ANTICIPATION (A+B-C+E)
IV RISK WEIGHTED ASSETS (RWA) FOR CREDIT RISK **)
RISK WEIGHTED ASSETS (RWA) FOR OPERATIONAL
V
RISK
VI RISK WEIGHTED ASSETS (RWA) FOR MARKET RISK
CAPITAL ADEQUACY RATIO FOR CREDIT RISK AND
VII
OPERATIONAL RISK [II:(IV+V)]
CAPITAL ADEQUACY RATIO FOR CREDIT RISK,
VIII OPERATIONAL RISK AND MARKET RISK [III : (IV + V +
VI)]
E
228
December 31, 2014
Bank Only Consolidated Bank Only Consolidated
24,230,478 28,767,259 21,588,379 26,794,974

5,901,122
5,901,122
5,901,122
5,901,122
19,655,263
24,528,387
17,150,001
22,453,245
0
0
0
0
-1,325,907
-1,662,250
-1,462,744
-1,559,393
0
0
0
0
0
1,319,405
0
-1,319,405
935,484
1,523,202
0
-587,718
0
1,182,568
0
-1,182,568
906,724
1,391,585
0
-484,861
24,230,478
29,702,743
21,588,379
27,701,698
24,230,478
29,702,743
21,588,379
27,701,698
110,768,885 133,861,526 102,843,863 126,138,821

22,214,233
32,060,719
20,269,187
28,600,198
370,855
372,188
397,427
401,131
18.22%
17.90%
17.54%
17.90%
18.17%
17.86%
17.48%
17.86%
& Analysis
Operational Review
IMPLEMENTATION OF RISK
MANAGEMENT AND DISCLOSURE OF
RISK EXPOSURE
A. Credit Risk
Credit risk is the potential failure of a borrower
or counterparty to fulfill its obligations as
stipulated in an agreement. Credit risk is a
significant risk that mainly arises from the Banks
lending activities. However, credit risk can also
arise from a variety of functional activities of
the Bank, such as trade finance (guarantees,
letters of credit), treasury and investment
(inter-bank transactions, foreign exchange
transactions, financial futures, swaps, bonds),
which are recorded in the banking book or the
trading book.
Credit risk may increase due to the concentration
of lending, i.e. from the debtors, geographic
region, products, types of financing, or a
particular business field.
1. Credit Risk Management
Credit Risk Management implementation,
including Credit Concentration Risk, is
performed individually by the Bank and also
on a consolidated basis with its subsidiaries.
Credit Risk Management includes end-toend processes of origination and approval,
monitoring, the problem loan management
process and portfolio management.
Corporate Social
Responsibility
Corporate Data
Danamon also applies the principle of prudence

risk management in loan extension activities.
Credit approval authority is granted to the
credit committee, where each member of the
credit committee is selected based on quality,
experience and business requirements. The
provision of funds for the relevant parties shall
be approved by the Board of Commissioners
and reviewed by the Director of Compliance.
Danamon applies a policy that governs
delegation of authority in approving credit
wherein every credit is approved by members
of the credit committee. The delegation of
authority for approvals is made by selecting
members on the basis of their personal
and professional qualification in addition to
experience, judgement and competency. In
executing credit authority, the four-eye principle
must be applied while decisions to approve
credit must be based on a detailed analysis,
well documented, and regularly reviewed,
The Bank closely monitors the developments
of its loan portfolio, including those of its
subsidiaries, which allows the Bank to initiate
preventive measures timely, where and when
required, in case of credit quality downgrade
occurs. It also continues to conduct regular
reviews and make adjustments of all relevant
policies and processes, including Legal
Lending Limit.
The Bank has Credit Risk Policy to govern

the process of extending loans. These
policies cover credit acceptance criteria, the
origination, credit approval, credit exposure
monitoring, managing problem loans and
portfolio management.
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2. Credit Concentration Risk
Concentrations of credit risk arise when a
number of customers are engaged in similar
business activities or activities within the same
geographic region, or when they have similar
characteristics that would cause their ability
to meet contractual obligations to be similarly
affected by changes in economic or other
conditions.
4. Past due Loans and Impaired Loans

Loans Due
To recognize past due loans, the Bank uses

the Basel II methodology:
The loan, in full or partial, inclusive and/or

interest payment, is already 90 days past
due. The interest due is also included in.
Impaired Loan
Danamon encourages the diversification of its

credit portfolio among a variety of geographic
areas, industries, credit products, individual
obligors, reflecting a well balanced and healthy
risk profile, while focusing marketing efforts
toward potential industries and customers in
order to minimize credit risk. This diversification
is based on the Banks strategy plan,
target sector, current economic conditions,
government policy, funding sources, and
projected growth.
3. Credit Risk Measurement and Control
Danamon closely monitors the performance,
as well as events, that may impact the
behavior of its loan portfolios, including those
of Subsidiaries. Danamon has implemented
a robust credit risk stress testing process,
which is conducted regularly to anticipate any
possible deterioration in the loan portfolio as a
result of any changes in economic conditions.
A bankwide review and credit portfolio
monitoring is conducted on the Integrated Risk
Work Group level. The same is applied to the
line of business level (risk-taking units) for each
business portfolio.
230
a. Assessment of Wholesale segment
The four major trigger areas of impaired

value are:
1. Repayment Status
The minimum criteria that can be
used as objective evidence for
impairment for loans classified as Non
Performing Loans after equalization
of collectability.
2. Financial Performance of Debtor
Significant
financial
problems
experienced by debtor can be
studied from the latest financial
position, financial ratios, and cash
flows forecasts.
3. Assessment
of
the
Debtors
Repayment Capacity
Assessment is conducted in the event
of contract/credit agreement breach,
significant fraud, loss of assets or key
customers, legal actions by debtors
that may result in bankruptcy.
4. Restructured Loans
Factors above are not an exhaustive
list. There may be other factors
or events that could impair the
repayment capacity of the debtor.
Thus, the Risk Management in the
line of business must prudently
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Collective impairment evaluation covers

retail and mass-market portfolios that
may not be individually evaluated
otherwise.
Collective
classification
applies to loan portfolios with similar
credit risk characteristics. Usually these
homogeneous pool loans are managed
by credit programs.
5. Provisioning
The setup of provisions for loans is made
through:
Loan Loss Provision (LLP), as specified in
the Code of Indonesia Banking Accounting
(PAPI) 2008 applied as of January 2010.
Formation of loss reserves using LLP
applied for all Line of Business (LOB)
(conventional) and Syariah segment for
Murabahah product category.
Provision for Assets (PPA). The formation of
PPA is subject to the prevailing provisions
of Bank Indonesia. The formation of PPA
applies to all Lines of Business and their
subsidiaries. PPA is used for the purpose of
calculating the Minimum Capital Adequacy
Ratio. The formation of PPA also applies to
Syariah financing.
Impaired loan for retail segment are

loan with DPD greater than 90 days
and restructured bills. The collective
classifications must be supported by
adequate documentation and assessed
periodically. The addition of credit
classifications shall be consented by the
Integrated Risk Management Head with
the approval of a Financial Control Head.
6. Loan Loss Provision Loan Impairment

In line with the Code of Indonesia Banking
Accounting (PAPI), a calculation arrangement
for Loan Loss Provision (LLP) has been set
up, hereinafter called Loan Impairment. The
calculation of loan loss provisioning, which
was originally based on collectability, changed
into Value Impairment using the methodology
approved by the Board of Directors.
monitor and document any rationale

for the classification of impaired
loans categories.

Danamon also monitors and clearly

documents the rationale for the
classification of impaired loan
categories.
b. Assessment of Retail Segment
Impairment is a condition where there is

objective evidence of unfavorable events as
a result of one or more occurring events after
the initial recognition of such credits and such
unfavorable events impact on the estimation of
future cash flows on financial assets or group
financial assets, in a manner that can be reliably
estimated.
231
Highlights
Management Reports
Company Profile
Risk Management
Loan Loss Provision of Credit is a provision
formed in the event that the carrying value of
the credit is less than the initial carrying value
after the impairment value.
The definition of the above-mentioned term
is in line with the Code of Indonesia Banking
Accounting Assessment for impairment shall
be grouped as follows:
Particularly for SME segment, the

recognition of impairment is carried out
under these conditions:
1. Impairment of debtors with facilities
above Rp10 billion: the assessment shall
be done individually.
2. Debtors with facilities above Rp10 billion
with no objective evidence of impairment
and all debtors having plafond under
Rp10 billion are collectively assessed.
a. Individual
The method of individual impairment

calculation uses Discounted Cash Flow
method. Effective December 2014, Syariah
segment uses this calculation method for
Murbahah financing on customers with
impaired loan accounts and financing limit
above Rp10 billion.
b. Collective
232
For the wholesale segmentation, if there is

no objective evidence of loan impairment
that is evaluated individually, loans are
therefore included in the classification of
loans to be evaluated and calculated by
using the method of Migration Loss. Bank
performs monitoring for classification of
loans in the category of unimpaired loans.
For Retail & Mass Market Segments,
collective impairment can be assessed
using Net Flow Rate methodology or
Vintage Analysis methodology.
7. Provisioning for Assets (PPA)

Banks are required to calculate PPA against
Earning Assets and Non-Earning Assets, in a
form of:
a. General reserves for Earning Assets.
b. Special reserves for Earning Assets and
Non-Earning Assets.
PPA calculation is at a minimum made in
accordance with the Regulations of Bank
Indonesia.
PPA general reserve is set at the lowest at 1%
(one percent) of all Earning Assets classified as
Current.
PPA Special reserve for Earning Assets and
Non-Earning Assets is set at the lowest of:
a. 5% (five percent) of Earning Assets
classified in Special Mention after deducting
the collateral value.
b. 15% (fifteen percent) of Earning Assets
and Non-Earning Assets classified as
Substandard after deducting the collateral
value.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
c. 50% (fifty percent) of Earning Assets and Non-Earning Assets classified as Doubtful after
deducting the collateral value; or
d. 100% (one hundred percent) of Earning Assets and Non-Earning Assets classified as Poor after
deducting the collateral value.
Particularly for Syariah Financing, formation of reserves is implemented as follows:
a. Murabahah Financing is calculated based on the balance of principal cost
b. Murabahah Financing is calculated based on the balance cost
c. Requirements to form a reserve are not applied to the transaction of Ijarah or Ijarah Muntahiya
Bittamlik.
233
Highlights
Management Reports
Company Profile
Risk Management
8. Disclosure of Credit Risk With Standardized Approach
The following tables disclose some of the quantitative credit risks of Danamon for year 2014.
2.1.a. Disclosure of Net Receivables Based on Region-Bank Stand Alone
(in million Rp)
December 31, 2014

Net Receivables Based on Region
No
1
2
4
5
7
8
9
10
11
12
Portfolio
Category
(2)
Receivables on
Sovereigns
Receivables on
Public Sector
Entities
Receivables
on Multilateral
Development
Banks and
International
Institutions
Receivables on
Banks
Loans Secured
by Residential
Property
Loans Secured by
Commercial Real
Estate
Employee/Retired
Loans
Receivables on
Micro, Small
Business & Retail
Portfolio
Receivables on
Corporate
Past Due
Receivables
Other Assets
Exposures at
Syariah Based
Business Activity
Unit (if any)
Total
Jakarta,
Bogor,
East Java, Sulawesi,
Tangerang,
West Java Bali, NTT,
Maluku, Kalimantan Sumatera
Karawang,
and NTB and Papua
Bekasi, and
Lampung
(3)
(4)
(5)
(6)
(7)
(8)
Total
(9)
(10)
24,511,012
24,511,012
589,051
589,051
10,699,867
13,234
280,552
51,574
4,178
208,528
11,257,939
1,449,818
64,905
151,662
39,831
93,347
102,621
50,256
1,952,440
692,347
114,445
50,110
856,902
13,906,300 3,858,123
6,513,815
5,660,965
3,653,801
9,669,918
4,958,815
48,221,737
44,241,001 2,459,730
5,086,036
2,445,854
3,062,901
5,727,991
2,644,553
65,668,066
266,892
99,118
190,821
215,364
143,303
368,465
149,979
1,433,942
3,660,883
247,852
540,669
524,851
337,533
685,094
417,480
6,414,362
1,819,134
171,077
456,794
93,256
52,642
233,131
95,783
2,921,817
101,836,305 6,914,039 13,334,794 9,031,695
7,343,533 16,841,508
Note:
The disclosure on net receivables are conducted for assets exposure in balance sheet, commitments/contigencies exposure for
off balance sheet transactions and counterparty credit exposures
234
Central
Java and
Yogyakarta
8,525,394 163,827,268
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
December 31, 2013

Jakarta,
Bogor,
Tangerang,
West Java
Karawang,
Bekasi, and
Lampung
(11)

Bali, NTT,
Maluku, Kalimantan
and NTB and Papua
(12)
(13)
(14)
(15)
Sumatera
Central
Java and
Yogyakarta
Total
(16)
(17)
(18)
22,612,824
22,612,824
907,848
907,848
8,897,954
12,455
217,570
78,088
118
7,829
224,695
9,438,709
1,649,699
65,754
104,835
43,085
79,706
99,727
39,152
2,081,958
422,870
178,474
83,665
685,009
13,293,060
3,899,763
6,419,374
5,425,986
3,393,833
9,685,167
4,996,329
47,113,512
39,939,260
2,269,830
4,309,201
2,288,159
3,053,291
5,732,527
2,485,400
60,077,668
238,683
75,142
177,916
149,312
112,464
264,373
172,024
1,189,914
3,576,626
225,086
563,852
576,165
330,860
775,616
462,584
6,510,789
1,747,084
126,023
344,359
112,459
60,578
164,507
77,489
2,632,499
93,285,908 6,674,053 12,315,581 8,673,254
7,030,850 16,813,411
8,457,673 153,250,730
235
Highlights
Management Reports
Company Profile
Risk Management
2.1.b. Disclosure of Net Receivables Based on Region-Consolidated
(in million Rp)
December 31, 2014

No
(1)
1
2
4
5
6
7
9
10
11
12
Portfolio
Category
(2)
Receivables on
Sovereigns
Receivables on
Public Sector
Entities
Receivables
on Multilateral
Development
Banks and
International
Institutions
Receivables on
Banks
Loans Secured
by Residential
Property
Loans Secured by
Commercial Real
Estate
Employee/Retired
Loans
Receivables on
Micro, Small
Business & Retail
Portfolio
Receivables on
Corporate
Past Due
Receivables
Other Assets
Exposures at
Syariah Based
Business Activity
Unit (if any)
Total
Jakarta,
Bogor,
East Java,
Tangerang,
West Java Bali, NTT,
Karawang,
and NTB
Bekasi and
Lampung
(3)
(4)
Sulawesi,
Central
Java and
and Papua
Yogyakarta
(5)
(6)
(7)
(8)
(9)
(10)
24,511,012
24,511,012
589,051
589,051
11,350,172
46,715
317,630
75,947
43,974
33,887
239,928
12,108,253
1,449,818
64,905
151,662
39,831
93,347
102,621
50,256
1,952,440
692,347
114,445
50,110
856,902
21,333,392 6,403,226
10,911,934
9,030,550
6,139,238 14,660,138
8,272,082
76,750,560
44,170,778 2,459,730
5,086,036
2,445,854
3,062,901
5,727,991
2,644,553
65,597,843
370,432
145,382
242,680
250,747
181,441
439,321
184,771
1,814,774
4,200,635
295,247
617,691
585,437
387,839
789,846
471,629
7,348,324
1,819,134
171,077
456,794
93,256
52,642
233,131
95,783
2,921,817
110,486,771 9,586,282 17,898,872 12,521,622
9,961,382 22,037,045 11,959,002 194,450,976
Note:
The disclosure on net receivables are conducted for assets exposure in balance sheet, commitments/contigencies exposure
for off balance sheet transactions and counterparty credit exposures
236
Total
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
December 31, 2013

Jakarta,
Bogor,
Tangerang,
West Java
Karawang,
Bekasi, and
Lampung
(11)
East Java,
Bali, NTT,
and NTB
(12)
Sulawesi,
and Papua
(13)
(14)
(15)
(16)
Central
Java and
Yogyakarta
Total
(17)
(18)
22,612,824
22,612,824
907,848
907,848
9,394,480
56,673
274,570
99,250
49,622
45,564
271,287
10,191,446
1,649,699
65,754
104,835
43,085
79,706
99,727
39,152
2,081,958
422,870
178,474
83,665
685,009
20,813,576
6,524,187
10,986,630
8,659,193
6,129,285
14,762,044
8,308,349
76,183,264
39,902,772
2,269,830
4,309,201
2,288,159
3,053,291
5,732,527
2,485,400
60,041,180
303,034
102,431
219,551
177,699
149,227
330,501
193,765
1,476,208
4,045,782
270,307
648,204
638,024
388,625
882,817
521,710
7,395,469
1,747,084
126,023
344,359
112,459
60,578
164,507
77,489
2,632,499
101,799,969 9,415,205 17,065,824 12,017,869 9,910,334 22,101,352 11,897,152 184,207,705
237
Highlights
Management Reports
Company Profile
Risk Management
2.2.a. Disclosure of Net Receivables Based on the Remaining Term of Contract-Bank Stand Alone
(in million Rp)
December 31, 2014

No.
Net Receivables by Contractual Maturity
Portfolio Category
1 year
(1)
(2)
1
Receivables on Sovereigns
2
Receivables on Public Sector Entities
Receivables on Multilateral Development
3
Banks and International Institutions
4
Receivables on Banks
5
Loans Secured by Residential Property
6
Loans Secured by Commercial Real Estate
7
Employee/Retired Loans
Receivables on Micro, Small Business & Retail
8
Portfolio
9
Receivables on Corporate
10 Past Due Receivables
11 Other Assets
Exposures at Syariah Based Business Activity
12
Unit (if any)
TOTAL
>1-3 Years
>3-5 Years
>5 Years
Non
Contractual
Total
(3)
11,348,541
272,924
-
(4)
1,652,057
316,127
-
(5)
289,027
-
(6)
128,229
-
(7)
11,093,158
-
(8)
24,511,012
589,051
-
9,582,440
11,838
451,484
10,142,835
971,418
246,803
95,067
24,891,005
373,474
277,020
107,877
11,626,599
281,387
1,416,777
202,474
1,509,225
49,220
2
52,073
11,257,939
1,952,440
856,902
48,221,737
47,515,261
261,936
649
427,076
7,666,000
518,224
904,752
6,596,698
302,702
1,088,278
3,884,055
67,648
118,471
6,052
283,432
6,413,713
383,240
65,668,066
1,433,942
6,414,362
2,921,817
80,014,984 37,261,453 20,661,675
7,608,266 18,280,890 163,827,268
Note:
2.2.b. Disclosure of Net Receivables Based on the Remaining Term of Contract-Consolidated

(in million Rp)
December 31, 2014

No.
Portfolio Category
1 year
(1)
(2)
1
2
3
4
5
6
7
Receivables on Micro, Small Business & Retail
8
Portfolio
9
11 Other Assets
12
Unit (if any)
TOTAL
>1-3 Years
>3-5 Years
>5 Years
Total
(3)
11,348,541
272,924
-
(4)
1,652,057
316,127
-
(5)
289,027
-
(6)
128,229
-
(7)
11,093,158
-
(8)
24,511,012
589,051
-
10,121,685
11,838
451,484
14,580,019
1,282,487
246,803
95,067
45,086,931
373,474
277,020
107,877
15,522,312
281,387
1,416,777
202,474
1,509,225
49,220
2
52,073
12,108,253
1,952,440
856,902
76,750,560
47,515,261
346,305
299,559
427,076
7,666,000
791,617
119,224
904,752
6,526,475
325,772
88,000
1,088,278
3,884,055
67,648
301
118,471
6,052
283,432
6,841,240
383,240
65,597,843
1,814,774
7,348,324
2,921,817
85,374,692 58,161,065 24,598,235
7,608,567 18,708,417 194,450,976
Note:
238
Non
Contractual
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
December 31, 2013

1 year
>1-3 Years
>3-5 Years
>5 Years
Non
Contractual
Total
(9)
9,019,929
644,675
-
(10)
3,055,201
196,558
-
(11)
283,016
66,615
-
(12)
123,119
-
(13)
10,131,559
-
(14)
22,612,824
907,848
-
7,600,412
8,444
450,965
11,151,916
1,000,435
147,725
50,243
23,677,999
407,973
485,824
133,725
10,951,868
317,315
1,439,965
50,076
1,283,636
112,574
48,093
9,438,709
2,081,958
685,009
47,113,512
42,431,763
248,370
966
469,991
7,635,621
454,570
1,308
805,076
6,772,788
245,641
650,013
3,229,014
61,520
9,183
8,482
179,813
6,508,515
698,236
60,077,668
1,189,914
6,510,789
2,632,499
72,027,431 37,024,736 19,997,463
6,513,828 17,687,272 153,250,730
December 31, 2013

1 year
>1-3 Years
>3-5 Years
>5 Years
Non
Contractual
Total
(9)
9,019,929
644,675
-
(10)
3,055,201
196,558
-
(11)
283,016
66,615
-
(12)
123,119
-
(13)
10,131,559
-
(14)
22,612,824
907,848
-
8,287,509
8,444
450,965
14,865,573
1,066,075
147,725
50,243
43,494,181
407,973
485,824
133,725
16,491,781
317,315
1,439,965
50,076
1,283,636
112,574
48,093
10,191,446
2,081,958
685,009
76,183,264
42,431,763
304,404
244,960
469,991
7,635,621
658,566
149,445
805,076
6,736,300
271,905
75,820
650,013
3,229,014
61,520
917
9,183
8,482
179,813
6,924,327
698,236
60,041,180
1,476,208
7,395,469
2,632,499
76,728,213 57,258,691 25,602,972
6,514,745 18,103,084 184,207,705
239
Highlights
Management Reports
Company Profile
2.3.a. Disclosure of Net Receivables Based on Economic Sector-Bank Stand Alone

(in million Rp)
No.
Economic Sectors
(1)
(2)
December 31, 2014
Agriculture, Hunting and Forestry
Fishery
Mining and Quarrying
Manufacturing
Electricity, Gas and Water
Construction
Wholesale and Retail Trading
Hotel and Food & Beverage
Transportation, Warehousing and Communications
Financial Intermediary
Real Estate, Rental and Business Services
Public Administration, Defense and Compulsory Social
Security
Education Services
Human Health and Social Work Activities
Public, Socio-Culture, Entertainment and Other Personal
Services
Activities of Households as Employers
International Institution and Other Extra International
Agencies
Undefined Activities
Non Business Field
Others
Total
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
December 31, 2013

Fishery
Manufacturing
Construction
Security
Education Services
Services
Agencies
Non Business Field
Others
Total
Receivables
on
Sovereigns
Receivables
on Public
Sector
Entities
Receivables
on Multilateral
Development Banks
and International
Institutions
Receivables
on Banks
(3)
(4)
(5)
(6)
3,775
10,213
273
-
11,257,939
-
24,511,012
24,511,012
574,790
589,051
62,029
11,592
-
9,438,709
-
22,612,824
22,612,824
834,227
907,848
9,438,709
- 11,257,939
Note:
1. The disclosure on net receivables are conducted for assets exposure in balance sheet, commitments/contigencies exposure for off balance sheet transactions
and counterparty credit exposures
2. Economic sector refers to economic sector used in Laporan Bulanan Bank Umum (LBU). Net Receivables to bank without sector economy information in LBU is
classified as Financial Intermediary, while other than that is classified as Others
240
& Analysis
Loans
Secured by
Residential
Property
Operational Review
Loans
Employee/
Secured by
Retired
Commercial
Loans
Real Estate
(7)
(8)
Corporate Social
Responsibility
Receivables on
Micro, Small
Business & Retail
Portfolio
(9)
(10)
Corporate Data
Receivables
on
Past Due
Corporate Receivables
Portfolio
(11)
(12)
Other
Assets
Exposures
at Syariah
Based
Business
Activity Unit
(if any)
(13)
(14)
333,749
523,153
-
1,389,436
72,832
17,405
1,724,061
3,212
68,016
12,885,306
1,132,193
493,742
418
773,117
920
1,533,888
5,103
1,369,654
16,767,153
112,739
824,686
22,045,216
972,065
4,369,621
1,962,145
2,865,390
-
44,023
5,779
61,165
108,313
3
25,517
723,015
39,167
29,697
92,126
-
30,206
25,517
17,320
67,757
208,780
435
54,544
1,913,770
39,249
-
23,849
209,520
1,031,027
12,669
9,516
243,591
798
5,265
37,552
17
32,999
3,223
2,980
44
2
27
-
1,952,440
1,952,440
856,902
261,476
- 6,414,362
1,433,942 6,414,362
2,115
70,841
458,240
2,921,817
304,491
380,518
-
1,523,600
91,675
23,413
1,759,969
4,356
63,674
13,369,059
1,105,824
436,829
864
873,380
935
1,271,714
9,132
2,149,622
17,080,430
14,376
781,480
19,656,462
766,339
4,145,781
2,194,044
3,427,857
-
53,292
4,895
69,246
63,301
10
3,763
559,542
28,963
20,527
67,236
-
54,771
39
1,460,091
149,263
-
20,620
195,851
994,674
10,164
122,570
212,832
3,763
5,155
30,426
4,794
5,251
331
32
w-
2,081,958
2,081,958
685,009
279,432
- 6,510,789
1,189,914 6,510,789
173,515
20,342
774,478
2,632,499
26,943,040
1,046,153
1,447,440
11,528,477
48,221,737 65,668,066
25,272,006
945,639
1,366,738
7,289,226
47,113,512 60,077,668
241
Highlights
Management Reports
Company Profile
2.3.b. Disclosure of Net Receivables Based on Economic Sector-Consolidated

(in million Rp)
No.
Economic Sectors
(1)
(2)
December 31, 2014
Fishery
Manufacturing
Construction
Security
Education Services
Services
Agencies
Non Business Field
Others
Total
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
December 31, 2013

Fishery
Manufacturing
Construction
Security
Education Services
Services
Agencies
Non Business Field
Others
Total
Receivables
on
Sovereigns
Receivables
on Public
Sector
Entities
Receivables
on Multilateral
Development Banks
and International
Institutions
Receivables
on Banks
(3)
(4)
(5)
(6)
3,775
10,213
273
12,108,253
-
24,511,012
24,511,012
574,790
589,051
62,029
11,592
-
10,191,446
-
22,612,824
22,612,824
834,227
907,848
0 12,108,253
- 10,191,446
Note:
1. The disclosure on net receivables are conducted for assets exposure in balance sheet, commitments/contigencies exposure for off balance sheet transactions
and counterparty credit exposures
2. Economic sector refers to economic sector used in Laporan Bulanan Bank Umum (LBU). Net Receivables to bank without sector economy information in LBU is
classified as Financial Intermediary, while other than that is classified as Others
242
& Analysis
Loans
Secured by
Residential
Property
Operational Review
Loans
Employee/
Secured by
Retired
Commercial
Loans
Real Estate
(7)
(8)
Corporate Social
Responsibility
Receivables on
Micro, Small
Business & Retail
Portfolio
(9)
(10)
Corporate Data
Receivables
on
Past Due
Corporate Receivables
Portfolio
(11)
(12)
Other
Assets
Exposures
at Syariah
Based
Business
Activity Unit
(if any)
(13)
(14)
333,749
523,153
1,389,436
72,832
17,405
1,724,061
3,212
68,016
12,885,306
1,132,193
493,742
- 418
773,117
1,533,888
5,103
1,369,654
16,767,153
112,739
824,686
22,045,216
972,065
4,369,621
1,962,145
2,865,390
44,023
5,779
61,165
108,313
3
25,517
723,015
39,167
29,697
92,126
30,206
0
25,517
17,320
67,757
208,780
435
54,544
1,913,770
39,249
920
23,849
209,520
12,669
9,516
798
5,265
17
1,031,027
243,591
37,552
32,999
3,223
44
27
2,980
1,952,440
1,952,440
856,902
642,308
- 7,348,324
1,814,774 7,348,324
2,115
70,841
458,240
2,921,817
304,491
380,518
935
20,620
195,851
994,674
2,081,958
2,081,958
685,009
55,471,863
1,046,153
1,447,440
11,458,254
76,750,560 65,597,843
1,523,600
91,675
23,413
1,759,969
4,356
63,674
13,369,059
1,105,824
436,829
864
873,380
1,271,714
9,132
2,149,622
17,080,430
14,376
781,480
19,656,462
766,339
4,145,781
2,194,044
3,427,857
53,292
4,895
69,246
63,301
10
3,763
559,542
28,963
20,527
67,236
54,771
39
1,460,091
149,263
-
10,164
122,570
3,763
5,155
212,832
30,426
4,794
331
5,251
32
565,726
- 7,395,469
1,476,208 7,395,469
173,515
20,342
774,478
2,632,499
54,341,758
945,639
1,366,738
7,252,738
76,183,264 60,041,180
243
Highlights
Management Reports
Company Profile
Risk Management
2.4.a. Disclosure of Receivables and Provisioning Based on Region-Bank Stand Alone
(in million Rp)
December 31, 2014
No Portfolio Category
(1)
(2)
1
Receivables
2
Impaired Receivables
a. Non Past Due
b. Past Due
Allowance for
3
Impairment LossesIndividual
Allowance for
4
Impairment LossesCollective
Written-Off
5
Receivables
Jakarta,
Bogor,
Tangerang,
Karawang,
Bekasi, and
Lampung

Central
Bali, NTT,
Java and
and NTB and Papua
Yogyakarta
West
Java
(3)
(4)
(5)
103,087,650 7,010,578 13,485,087
(6)
9,219,221
(7)
(8)
7,450,247 17,126,773
Total
(9)
(10)
8,695,419 166,074,975
1,549,275
412,325
114,476
145,536
209,369
251,227
232,891
291,972
228,021
168,082
385,247
348,003
186,357
212,141
2,905,636
1,829,286
521,129
10,091
5,959
40,562
9,599
6,196
593,536
823,806
165,399
276,899
232,554
120,999
385,894
230,936
2,236,487
631,265
218,046
358,394
256,279
154,201
510,771
302,322
2,431,278
2.4.b. Disclosure of Receivables and Provisioning Based on Region-Consolidated

(in million Rp)
December 31, 2014
(1)
(2)
1
Receivables
2
a. Non Past Due
b. Past Due
Allowance for
3
Impairment LossesIndividual
Allowance for
4
Impairment LossesCollective
Written-Off
5
Receivables
244
Jakarta,
Bogor,
Tangerang,
Karawang,
Bekasi, and
Lampung

Central
Bali, NTT,
Java and
and NTB and Papua
Yogyakarta
West
Java
(3)
(4)
(5)
(6)
111,140,917 9,724,508 18,106,516 12,740,519
1,554,335
114,774
210,394
245,831
562,655
212,413
327,572
349,302
(7)
(8)
10,099,906 22,389,213
270,376
408,606
266,919
464,052
Total
(9)
(10)
12,166,308 196,367,887
202,473
3,006,789
301,196
2,484,109
521,129
10,091
5,959
40,562
9,599
6,196
593,536
1,117,793
284,981
468,560
328,840
220,065
596,234
366,404
3,382,877
631,265
218,046
358,394
256,279
154,201
510,771
302,322
2,431,278
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
December 31, 2013

Jakarta,
Bogor,
Tangerang,
West Java
Karawang,
Bekasi, and
Lampung
(11)
93,661,060
831,906
588,410

Central
Bali, NTT,
Java and
and NTB and Papua
Yogyakarta
(12)
(13)
6,745,819 12,419,401
96,698
121,603
110,169
222,518
(14)
8,797,261
217,727
209,345
(15)
(16)
7,102,832 17,038,939
205,472
216,338
128,964
349,602
Total
(17)
(18)
8,617,494 154,382,806
183,028
1,872,772
241,193
1,850,201
296,071
1,156
7,778
25,891
3,097
333,993
787,655
143,006
262,370
167,760
114,417
316,779
235,789
2,027,776
910,773
233,729
369,582
213,332
185,744
547,974
349,692
2,810,826
December 31, 2013

Jakarta,
Bogor,
Tangerang,
West Java
Karawang,
Bekasi, and
Lampung
(11)
101,567,115
841,421
686,710

Central
Bali, NTT,
Java and
and NTB and Papua
Yogyakarta
(12)
(13)
(14)
9,510,378 17,208,209 12,163,399
98,184
124,728
226,523
148,869
281,290
254,472
(15)
(16)
10,008,031 22,379,761
221,619
232,533
187,966
445,828
Total
(17)
(18)
12,078,376 184,915,269
185,275
1,930,283
273,664
2,278,799
296,071
1,156
7,778
25,891
3,097
333,993
1,029,176
237,103
421,782
238,211
202,808
487,765
338,882
2,955,727
910,773
233,729
369,582
213,332
185,744
547,974
349,692
2,810,826
245
Highlights
Management Reports
Company Profile
Risk Management
2.5.a. Disclosure of Receivables and Provisioning Based on Economic Sector-Bank Stand Alone
December 31, 2014 (in million Rp)
No
Economic Sectors
(1)
1
2
3
4
5
6
7
8
9
(2)
Fishery
Manufacturing
Construction
Transportation, Warehousing
and Communications
Real Estate, Rental and Business
Services
Public Administration, Defense
and Compulsory Social Security
Education Services
Health Services and Social
Activity
Public, Socio-Culture,
Entertainment and Other
Personal Services
Personal Services Serving
Households
International Institution and Other
Extra International Agencies
Non Business Field
Others
10
11
12
13
14
15
16
17
18
19
20
Total
246
Receivables
Non Past
Due
Allowance for Allowance for

Impairment
Impairment Written-Off
LossesLossesReceivables
Individual
Collective
Past Due
(3)
3,049,426
89,319
1,891,046
18,730,226
115,962
1,342,479
36,506,047
2,187,148
(4)
81,526
7,330
817,213
368,130
63
4,526
794,918
63,855
(5)
82,975
10,011
25,097
93,137
5
31,099
786,135
52,823
5,007,677
402,504
14,982,708
410,127
87,401
14,618
10,831
-
(7)
67,186
5,863
14,177
193,868
674
10,720
786,619
52,123
(8)
133,197
8,854
12,254
148,836
2,351
944,332
64,581
55,828
40,667
51,609
22,920
2,618
10,308
40,320
4,353,707
190,522
119,835
29,821
70,341
55,639
920
37,773
1,949
727
587
304
228,072
9,452
6,324
4,378
6,387
1,391,075
90,527
67,446
71
50,986
60,989
3,748
1,808
453
473
155
4,524
2,994
1,464
1,558
234
2,130
30,677,848
45,473,140
65,701
-
465,120
20,499
21
855,875
29,105
354
962,412
7,477
2,905,636 1,829,286
593,536
2,236,487
2,431,278
166,074,975
(6)
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data

No
Economic Sectors
(1)
1
2
3
4
5
6
7
8
(2)
Fishery
Manufacturing
Construction
and Communications
Services
Education Services
Activity
Personal Services
Households
Non Business Field
Others
9
10
11
12
13
14
15
16
17
18
19
20
Total
Receivables
Non Past
Due

Impairment
Individual
Collective
Past Due
(3)
2,907,337
109,381
2,462,951
18,965,305
18,775
1,218,003
34,126,817
1,928,288
(4)
50,239
5,373
521,117
156,403
51
46,208
575,709
44,454
(5)
98,663
7,620
201,277
83,439
12
1,420
692,848
44,484
(6)
20,532
265,249
1,170
463
18,753
-
(7)
52,472
3,972
21,722
219,338
108
8,210
625,364
38,205
(8)
76,912
10,936
3,504
523,769
85
7,935
856,053
55,472
6,072,775
141,228
23,741
1,723
85,218
20,795
11,653,886
26,707
332
4,749,768
193,193
96,894
2,812
52,182
75,317
935
35,724
1,069
810
1,287
750
327,640
6,827
7,367
5,028
5,897
1,275,043
67,778
52,038
41,510
58,416
5,269
2,991
89
158
600
5,356
5,221
96
201
201,740
28,951,018
39,366,795
54,911
-
429,633
109,866
23,291
561
819,542
26,092
118
1,104,658
9,076
1,872,772 1,850,201
333,993
2,027,776
2,810,826
154,382,806
247
Highlights
Management Reports
Company Profile
Risk Management
2.5.b. Disclosure of Receivables and Provisioning Based on Economic Sector-Consolidated
No
Economic Sectors
(1)
1
2
3
4
5
6
7
8
9
(2)
Fishery
Manufacturing
Construction
and Communications
Services
Education Services
Activity
Personal Services
Households
Non Business Field
Others
10
11
12
13
14
15
16
17
18
19
20
Total
248
Receivables
Non Past
Due

Impairment
Individual
Collective
Past Due
(3)
3,049,426
89,319
1,891,046
18,730,226
115,962
1,342,479
36,506,047
2,187,148
(4)
81,526
7,330
817,213
368,130
63
4,526
794,918
63,855
(5)
82,975
10,011
25,097
93,137
5
31,099
786,135
52,823
5,007,677
402,504
15,509,567
410,127
87,401
14,618
10,831
-
(7)
67,186
5,863
14,177
193,868
674
10,720
786,619
52,123
(8)
133,197
8,854
12,254
148,836
2,351
944,332
64,581
55,828
40,667
51,609
22,920
2,618
10,308
40,320
4,353,707
190,522
119,835
29,821
70,341
55,639
920
37,773
1,949
727
587
304
228,072
9,452
6,324
4,378
6,387
1,391,075
90,527
67,446
71
50,986
60,989
3,748
1,808
453
473
155
4,524
2,994
1,464
1,558
234
2,130
59,950,480
45,966,561
166,854
-
1,119,943
20,499
21
2,002,265
29,105
354
962,412
7,477
3,006,789 2,484,109
593,536
3,382,877
2,431,278
-
196,367,887
(6)
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data

No
Economic Sectors
(1)
1
2
3
4
5
6
7
8
(2)
Fishery
Manufacturing
Construction
and Communications
Services
Education Services
Activity
Personal Services
Households
Non Business Field
Others
9
10
11
12
13
14
15
16
17
18
19
20
Total
Receivables
Non Past
Due

Impairment
Individual
Collective
Past Due
(3)
2,907,337
109,381
2,462,951
18,965,305
18,775
1,218,003
34,126,817
1,928,288
(4)
50,239
5,373
521,117
156,403
51
46,208
575,709
44,454
(5)
98,663
7,620
201,277
83,439
12
1,420
692,848
44,484
(6)
20,532
265,249
1,170
463
18,753
-
(7)
52,472
3,972
21,722
219,338
108
8,210
625,364
38,205
(8)
76,912
10,936
3,504
523,769
85
7,935
856,053
55,472
6,072,775
141,228
23,741
1,723
85,218
20,795
12,327,974
26,707
332
4,749,768
193,193
96,894
2,812
52,182
75,317
935
35,724
1,069
810
1,287
750
327,640
6,827
7,367
5,028
5,897
1,275,043
67,778
52,038
41,510
58,416
5,269
2,991
89
158
600
5,356
5,221
96
201
201,740
58,553,661
39,622,527
112,422
-
858,232
109,865
23,291
561
1,747,493
26,092
118
1,104,658
9,076
1,930,283 2,278,799
333,993
2,955,727
2,810,826
184,915,269
249
Highlights
Management Reports
Company Profile
Risk Management
2.6.a. Disclosure of Movements Details of Loan Loss Provision-Bank Stand Alone
(in million Rp)
December 31, 2014

No
Description
(1)
(2)
1
Beginning balance of allowance for impairment
losses
2
Additional/reversal allowance for impairment losses
during the year (net)
3
Allowance for impairment losses used to cover written off
receivables during the year
4
Others additional allowance during the year
Ending Balance of Allowance for Impairment Losses
December 31, 2013
Allowance Allowance Allowance Allowance

for
for
for
for
Impairment Impairment Impairment Impairment
LossesLossesLossesLossesIndividual Collective Individual Collective
(3)
(4)
(5)
(6)
333,993
2,027,775
559,207
1,788,189
381,476
1,936,351
273,626
1,793,666
(108,870) (2,322,408)
(13,063)
594,769
593,536 2,236,487
(530,808) (2,280,018)
31,968
725,939
333,993 2,027,776
2.6.b. Disclosure of Movements Details of Loan Loss Provision-Consolidated

(in million Rp)
December 31, 2014

No
Description
(1)
(2)
1
Beginning balance of allowance for impairment
losses
2
Additional/reversal allowance for impairment losses
during the year (net)
3
Allowance for impairment losses used to cover written off
receivables during the year
4
Others additional allowance during the year
Ending Balance of Allowance for Impairment Losses
250
December 31, 2013
Allowance Allowance Allowance Allowance

for
for
for
for
Impairment Impairment Impairment Impairment
LossesLossesLossesLossesIndividual Collective Individual Collective
(3)
(4)
(5)
(6)
333,993
2,955,726
559,207
2,559,170
381,476
3,760,378
273,626
3,088,174
(108,870) (3,927,996)
(13,063)
594,769
593,536 3,382,877
(530,808) (3,417,556)
31,968
725,939
333,993 2,955,727
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
9. Disclosure of Credit Risk With Standardized Approach

Danamon currently complies with the prevailing regulation of Bank Indonesia on Risk Weighted
Assets calculation using the standardized approach, in line with PBI No.10/18/2008, ratified on 24
September 2008.
RWA calculation with standardized approach in general is based on the calculation of ratings issued
by rating agencies recognized by Bank Indonesia.
Use of Ratings
Danamon currently only uses ratings for securities portfolios. The ratings used by the Bank at
present are the current ratings issued by agencies recognized by Bank Indonesia in line with Bank
Indonesias regulation, namely Pefindo, Standard & Poors, and Moodys.
The determination of risk weights on the loans in the form of securities is based on the issue of
ratings: if the securities do not have a rating then the specifying of risk weight is based on the
receivables without ratings.
251
Highlights
Management Reports
Company Profile
3.1.a. Disclosure of Net Receivables based on Portfolio Categories and Ratings-Bank Stand Alone
Rating Company
Standard and Poors
Fitch Rating
Portfolio Category
Moodys
PT. Fitch Ratings
Indonesia
PT ICRA Indonesia
(1)
(2)
1
2
3
Receivables on Multilateral Development Banks and International
Institutions
4
5
6
7
8
Receivables on Micro, Small Business & Retail Portfolio
9
11 Other Assets
12 Exposures at Syariah Based Business Activity Unit (if any)
TOTAL
PT Pemeringkat Efek
Indonesia
(3)
Long Term Rating

AA+ s.d
BBB+ s.d
AAA
A+ s.d AAABBBAA+ s.d
BBB+ s.d
AAA
A+ s.d AAABBBAa1 s.d
Baa1 s.d
Aaa
A1 s.d A3
Aa3
Baa3
AA+(idn)
A+(idn) BBB+(idn) s.d
AAA (idn)
s.d AA-(idn) s.d. A-(idn)
BBB-(idn)
[Idr]AA+ [Idr]A+ s.d [Idr]BBB+ s.d
[Idr]AAA
s.d [Idr]AA[Idr]A[Idr]BBBidAA+ s.d idA+ s.d id BBB+ s.d
idAAA
idAAid Aid BBB(4)
(5)
(6)
(7)
- 9,738,858
179,511
131,236
171,510
-
674,958
129,315
100,335
560,291
482,942
679,484
25,000
50,000
1,464,760
743,493
704,484 10,010,703
December 31, 2013 (in million)

Rating Company
Standard and Poors
Fitch Rating
Portfolio Category
Moodys
PT. Fitch Ratings
Indonesia
PT ICRA Indonesia
(1)
(2)
1
2
3
Institutions
4
5
6
7
8
9
11 Other Assets
TOTAL
PT Pemeringkat Efek
Indonesia
(3)
Long Term Rating

AA+ s.d
BBB+ s.d
AAA
A+ s.d AAABBBAA+ s.d
BBB+ s.d
AAA
A+ s.d ABBBAAAa1 s.d
Baa1 s.d
Aaa
A1 s.d A3
Aa3
Baa3
AA+(idn)
A+(idn) BBB+(idn) s.d
AAA (idn)
s.d AA-(idn) s.d. A-(idn)
BBB-(idn)
[Idr]AA+ [Idr]A+ s.d [Idr]BBB+ s.d
[Idr]AAA
s.d [Idr]AA[Idr]A[Idr]BBBidAA+ s.d idA+ s.d id BBB+ s.d
idAAA
idAAid Aid BBB(4)
(5)
(6)
(7)
- 8,678,936
201,583
110,471
-
758,930
191,180
45,904
812,072
478,203
50,000
25,000
960,513 1,163,723
503,203
8,724,840
Note:
252
Operational Review
& Analysis
Net Receivables
Corporate Social
Responsibility
Corporate Data
Short Term Rating
BB+ s.d BB-
B+ s.d B-
Lower than B-
A-1
A-2
A-3
BB+ s.d BB-
B+ s.d B-
Lower than B-
F1+ s.d F1
F2
F3
Ba1 s.d Ba3
B1 s.d B3
Lower than B3
P-1
P-2
P-3
BB+(idn) s.d
BB-(idn)
[Idr]BB+ s.d
[Idr]BBid BB+ s.d id
BB(8)
B+(idn) s.d
B-(idn)
[Idr]B+ s.d
[Idr]B-
Lower than
B-(idn)
Lower than
[Idr]B-
F1+(idn) s.d
F1(idn)
[Idr]A1+ s.d
[Idr]A1
F2(idn)
F3(idn)
[Idr]A2+ s.d
A2
[Idr]A3+ s.d
[Idr] A3
id B+ s.d id B-
Lower than idB-
idA1
idA2
idA3 s.d id A4
(9)
(10)
(11)
(12)
(13)
Lower than
A-3
Lower than
F3
Lower than
P-3
Lower than
F3(idn)
Lower than
[Idr]A3
Lower than
idA4
(14)
Unrated
Total
(15)
14,772,154
106,794
(16)
24,511,012
589,051
89,675
60,893
11,257,939
1,952,440
856,902
48,221,737
65,668,066
1,433,942
6,414,362
2,921,817
163,827,268
20,000
10,263,656
1,952,440
856,902
48,221,737
63,884,456
1,433,942
6,414,362
2,826,817
150,568
20,000
150,733,260
Net Receivables
Short Term Rating
BB+ s.d BB-
B+ s.d B-
Lower than B-
A-1
A-2
A-3
BB+ s.d BB-
B+ s.d B-
Lower than B-
F1+ s.d F1
F2
F3
Ba1 s.d Ba3
B1 s.d B3
Lower than B3
P-1
P-2
P-3
BB+(idn) s.d
BB-(idn)
[Idr]BB+ s.d
[Idr]BBid BB+ s.d id
BB(8)
B+(idn) s.d
B-(idn)
[Idr]B+ s.d
[Idr]B-
Lower than
B-(idn)
Lower than
[Idr]B-
F1+(idn) s.d
F1(idn)
[Idr]A1+ s.d
[Idr]A1
F2(idn)
F3(idn)
[Idr]A2+ s.d
A2
[Idr]A3+ s.d
[Idr] A3
id B+ s.d id B-
Lower than idB-
idA1
idA2
idA3 s.d id A4
80,176
(9)
(10)
(11)
(12)
(13)
Lower than
A-3
Lower than
F3
Lower than
P-3
Lower than
F3(idn)
Lower than
[Idr]A3
Lower than
idA4
(14)
Unrated
Total
(15)
13,933,888
515,618
(16)
22,612,824
907,848
9,438,709
2,081,958
685,009
47,113,512
60,077,668
1,189,914
6,510,789
2,632,499
153,250,730
8,442,695
2,081,958
685,009
47,113,512
58,787,393
1,189,914
6,510,789
2,557,499
80,176
141,818,275
253
Highlights
Management Reports
Company Profile
3.1.b. Disclosure of Net Receivables based on Portfolio Categories and Ratings-Consolidated.

Rating Company
Portfolio Category
Standard and Poors
AAA
Fitch Rating
AAA
Moodys
PT. Fitch Ratings
Indonesia
PT ICRA Indonesia
(1)
(2)
1
2
3
Institutions
4
5
6
7
8
9
11 Other Assets
TOTAL
Long Term Rating
PT Pemeringkat Efek
Indonesia
(3)
AA+ s.d AA- A+ s.d A- BBB+ s.d BBB-
AA+ s.d AA- A+ s.d A- BBB+ s.d BBBBaa1 s.d

Aaa
Aa1 s.d Aa3 A1 s.d A3
Baa3
AA+(idn) s.d A+(idn) s.d. BBB+(idn) s.d
AAA (idn)
AA-(idn)
A-(idn)
BBB-(idn)
[Idr]AA+ s.d [Idr]A+ s.d [Idr]BBB+ s.d
[Idr]AAA
[Idr]AA[Idr]A[Idr]BBBidAA+ s.d idA+ s.d id BBB+ s.d id
idAAA
idAAid ABBB(4)
(5)
(6)
(7)
- 9,738,858
179,511
131,236
171,510
-
674,958
129,315
100,335
560,291
482,942
679,484
25,000
50,000
1,464,760
743,493
704,484 10,010,703

Rating Company
Portfolio Category
AAA
Fitch Rating
AAA
Moodys
PT. Fitch Ratings
Indonesia
PT ICRA Indonesia
(1)
(2)
1
2
3
Institutions
4
5
6
7
8
9
11 Other Assets
TOTAL
Long Term Rating
Standard and Poors
PT Pemeringkat Efek
Indonesia
(3)
AA+ s.d AA- A+ s.d A- BBB+ s.d BBBBaa1 s.d

Aaa
Aa1 s.d Aa3 A1 s.d A3
Baa3
AA+(idn) s.d A+(idn) s.d. BBB+(idn) s.d
AAA (idn)
AA-(idn)
A-(idn)
BBB-(idn)
[Idr]AA+ s.d [Idr]A+ s.d [Idr]BBB+ s.d
[Idr]AAA
[Idr]AA[Idr]A[Idr]BBBidAA+ s.d idA+ s.d id BBB+ s.d id
idAAA
idAAid ABBB(4)
(5)
(6)
(7)
- 8,678,936
201,583
110,471
-
758,930
191,180
45,904
812,072
478,203
50,000
25,000
960,513 1,163,723
503,203
8,724,840
Note:
254
AA+ s.d AA- A+ s.d A- BBB+ s.d BBB-
Operational Review
& Analysis
Net Receivables
Corporate Social
Responsibility
Corporate Data
Short Term Rating
BB+ s.d BB-
B+ s.d B-
Lower than B-
A-1
A-2
A-3
BB+ s.d BB-
B+ s.d B-
Lower than B-
F1+ s.d F1
F2
F3
Lower than
A-3
Lower than F3
Ba1 s.d Ba3
B1 s.d B3
Lower than B3
P-1
P-2
P-3
Lower than P-3
BB+(idn) s.d
B+(idn) s.d
Lower than
F1+(idn) s.d
Lower than
F2(idn)
F3(idn)
BB-(idn)
B-(idn)
B-(idn)
F1(idn)
F3(idn)
[Idr]BB+ s.d
Lower than [Idr] [Idr]A1+ s.d [Idr]A2+ s.d [Idr]A3+ s.d [Idr] Lower than
[Idr]B+ s.d [Idr]B[Idr]BBB[Idr]A1
A2
A3
[Idr]A3
id BB+ s.d id
Lower than
id B+ s.d id B- Lower than idBidA1
idA2
idA3 s.d id A4
BBidA4
(8)
(9)
(10)
(11)
(12)
(13)
(14)
-
Unrated
Total
(15)
14,772,154
106,794
(16)
24,511,012
589,051
89,675
60,893
12,108,253
1,952,440
856,902
76,750,560
65,597,843
1,814,774
7,348,324
2,921,817
194,450,976
20,000
11,113,970
1,952,440
856,902
76,750,560
63,814,233
1,814,774
7,348,324
2,826,817
150,568
20,000
181,356,968
Net Receivables
Short Term Rating
BB+ s.d BB-
B+ s.d B-
Lower than B-
A-1
A-2
A-3
BB+ s.d BB-
B+ s.d B-
Lower than B-
F1+ s.d F1
F2
F3
Lower than
A-3
Lower than F3
Ba1 s.d Ba3
B1 s.d B3
Lower than B3
P-1
P-2
P-3
Lower than P-3
BB+(idn) s.d
B+(idn) s.d
Lower than
F1+(idn) s.d
Lower than
F2(idn)
F3(idn)
BB-(idn)
B-(idn)
B-(idn)
F1(idn)
F3(idn)
[Idr]BB+ s.d
Lower than [Idr] [Idr]A1+ s.d [Idr]A2+ s.d [Idr]A3+ s.d [Idr] Lower than
[Idr]B+ s.d [Idr]B[Idr]BBB[Idr]A1
A2
A3
[Idr]A3
id BB+ s.d id
Lower than
id B+ s.d id B- Lower than idBidA1
idA2
idA3 s.d id A4
BBidA4
(8)
(9)
(10)
(11)
(12)
(13)
(14)
80,176
-
Unrated
Total
(15)
13,933,888
515,618
(16)
22,612,824
907,848
10,191,446
2,081,958
685,009
76,183,264
60,041,180
1,476,208
7,395,469
2,632,499
184,207,705
9,195,432
2,081,958
685,009
76,183,264
58,750,905
1,476,208
7,395,469
2,557,499
80,176
172,775,250
255
Highlights
Management Reports
Company Profile
Risk Management
10. Credit Risk Due to Failure of Counterparty
Counterparty Credit Risk arises from the type of transactions that generally are affected by the
following characteristics:
Transactions affected by the movements of fair value or market value.
Fair value of transactions is affected by the movements of certain market variables.
Transactions resulting in exchange of cash flows or financial instruments.
Bilateral in nature.
One of the transactions that cause counterparty credit risk due to counterparty failure is a derivative
transaction of over the counter (OTC) transactions and repo/reverse transactions, for both the
position of Trading Book and Banking Book.
For both Repo and Reverse Repo transactions, the Bank refers to in SEBI No.13/6/DPNP on
Guidelines on Risk Weighted Assets calculation for Credit Risk, based on a Standardized Approach.
For Repo Transactions, Bank recorded the positive difference between the net carrying values of
securities as the underlying repo with carrying values of obligated repo. Net carrying value is the
value recorded after deducting loan loss provisions from securities.
As for Reverse Repo Transactions, Bank recorded reverse repo receivables after deducting the loan
loss provisions from receivables.
The following tables present the disclosure of counterparty credit risk.
256
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Table 3.2.a. Disclosure of counterparty credit risk: Derivative Transactions

(in million Rp)
December 31, 2014

Underlying
No
Variables
Notional Amount
>1 year5 years
1 year
BANK STAND ALONE

1
Interest Rate
305,573
Exchange
2
7,441,175
Rate
3
Others
TOTAL
CONSOLIDATED
1
Interest Rate
Exchange
2
Rate
3
Shares
4
Gold
Metal other
5
than Gold
6
Others
TOTAL
Net
Net
Derivative Derivative
Receivables CRM Receivables
Receivables Liabilities
before CRM
after CRM
>5 years
1,868,531
1,385
22
10,728
10,728
1,713,258
240,882
101,416
400,957
400,957
7,746,748
3,581,789
242,267
101,438
411,684
411,684
1,544,073
7,524,348
1,385
22
39,007
39,007
8,679,675
7,369,075
459,906
129,239
915,157
915,157
10,223,748
14,893,423
461,291
129,261
954,163
954,163
(in million Rp)
December 31, 2013

Underlying
No
Variables
Notional Amount
1 year
BANK STAND ALONE

1
Interest Rate
1,589,172
Exchange
2
10,200,156
Rate
3
Others
TOTAL
CONSOLIDATED
1
Interest Rate
Exchange
2
Rate
3
Shares
4
Gold
Metal other
5
than Gold
6
Others
TOTAL
>1 year5 years
Net
Net
Derivative Derivative
Receivables CRM Receivables
Receivables Liabilities
before CRM
after CRM
>5 years
1,685,125
4,295
177
12,721
12,721
1,484,740
735,705
456,034
911,944
911,944
11,789,328
3,169,865
740,000
456,211
924,664
924,664
4,099,235
2,658,725
4,295
177
17,589
17,589
12,710,219
2,458,340
1,170,222
458,673
1,420,241
1,420,241
16,809,454
5,117,065
1,174,517
458,850
1,437,830
1,437,830
257
Highlights
Management Reports
Company Profile
Risk Management
3.2.b.1. Disclosure of counterparty credit risk: Repo transactions-Bank Stand Alone
(in million Rp)
December 31, 2014

Fair
Value of
No Portfolio Category Securities
Sold Under
Repo
Agreement
(1)
1
2
4
5
6
7
(2)
Receivables on
Sovereigns
Receivables on Public
Sector Entities
Receivables
on Multilateral
Development Banks
and International
Institutions
Receivables on
Micro, Small Business
& Retail Portfolio
Receivables on
Corporate
Exposures at Syariah
Business Unit (if any)
TOTAL
(3)
December 31, 2013
Repo
Liabilities
Net
Receivables
RWA
Fair
Value of
Securities
Sold Under
Repo
Agreement
(4)
(5)
(6)
(7)
Repo
Liabilities
Net
Receivables
RWA
(8)
(9)
(10)
933,094
750,000
183,094
937,500
759,245
178,255
933,094
750,000
183,094
937,500
759,245
178,255
3.2.b.2. Disclosure of counterparty credit risk: Repo transactions-Consolidated

(in million Rp)
December 31, 2014

Fair
Value of
No Portfolio Category Securities
Sold Under
Repo
Agreement
(1)
1
2
4
5
6
7
(2)
Receivables on
Sovereigns
Sector Entities
Receivables
on Multilateral
Development Banks
and International
Institutions
Receivables on
& Retail Portfolio
Receivables on
Corporate
TOTAL
258
(3)
December 31, 2013
Repo
Liabilities
Net
Receivables
RWA
Fair
Value of
Securities
Sold Under
Repo
Agreement
(4)
(5)
(6)
(7)
Repo
Liabilities
Net
Receivables
RWA
(8)
(9)
(10)
933,094
750,000
183,094
937,500
759,245
178,255
933,094
750,000
183,094
937,500
759,245
178,255
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
3.2.c.1. Disclosure of counterparty credit risk: Reverse Repo transactions-Bank Stand Alone
(in million Rp)
December 31, 2014

(1)
1
2
4
5
6
7
(2)
Receivables on
Sovereigns
Sector Entities
Receivables
on Multilateral
Development Banks
and International
Institutions
Receivables on
& Retail Portfolio
Receivables on
Corporate
TOTAL
Net
Receivables
CRM
Value
(3)
(4)
December 31, 2013
Net
RWA after
Net
Receivables
CRM
Receivables
after CRM
(5)
(6)
(7)
Net
RWA after
Receivables
CRM
after CRM
CRM
Value
(8)
(9)
(10)
542,833
542,833
542,833
542,833
3.2.c.2. Disclosure of counterparty credit risk: Reverse Repo transactions-Consolidated

(in million Rp)
December 31, 2014

(1)
1
2
4
5
6
7
(2)
Receivables on
Sovereigns
Sector Entities
Receivables
on Multilateral
Development Banks
and International
Institutions
Receivables on
& Retail Portfolio
Receivables on
Corporate
TOTAL
Net
Receivables
CRM
Value
(3)
(4)
December 31, 2013
Net
RWA after
Net
Receivables
CRM
Receivables
after CRM
(5)
(6)
(7)
Net
RWA after
Receivables
CRM
after CRM
CRM
Value
(8)
(9)
(10)
542,833
542,833
542,833
542,833
259
Highlights
Management Reports
Company Profile
Risk Management
11. Credit Risks Mitigation Disclosure
Danamon takes into consideration the
collateral availability as one of credit mitigation
technique. The main purpose of the collateral is
to limit the risk of loss if counterparty is unable
to fulfill its obligations to the Bank and to
protect against future risks that are unexpected
and associated with credit exposure. However,
the Bank does not consider collateral as a sole
basis of credit decision-making, nor as a main
source of loan payment.
Danamon has collateral policies and specifies
the accepted collateral, amongst others:
a. Movable Asset
1. Cash and cash equivalent collateral
2. Securities of Government and Bank
Indonesia
3. Standby L/C of prime bank.
b. Immovable Asset
1. Land and building
2. Planted machines.
c. Guarantee
1. Personal Guarantee
2. Corporate Guarantee
If, after the assessment, there is a difference in

results between internal and external assessors,
then the value used is the most conservative
value. The results of the assessment shall be
documented in the Credit Archives.
If there is a change of collateral, Bank shall
reassess the collateral. Depending on the
type of changes, the appraisers need to
adjust the parts relevant to the changes,
and perform adjustments and update the
prepared assessment reports. The absence of
presence of changes in collateral value shall be
completely documented.
Assessment of collateral is performed in
the initial period of credit, and reassessed
periodically, in accordance with the provision
of collateral as a PPA deduction. For collateral
that is used as a deducting factor for the
formation of reserves, the assessment of
collateral for credit facilities of more than Rp.
5 billion is done by an independent external
appraisers.
Credit Risk Mitigation Methods for Standardized
Collateral assessment can be done by

an internal or external appraisers. For the
assessment, Danamon will always ensure
appraisers have the knowledge, education,
and experience in the field of collaterals.
Bank external appraisers shall have good
qualifications and may not have a relationship
with the borrower. The external appraisers are
appointed by the Bank.
260
Approach
To calculate the credit risk mitigation as a

deduction to Risk Weighted Assets (Credit
Risk), Bank uses MRK-Collateral techniques.
The eligible type of collateral is the type of
financial collateral which complies with the
regulation of Bank Indonesia; namely, cash,
savings, current accounts, savings deposits,
security deposits, gold and securities that have
certain criteria set by Bank Indonesia.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
For reverse repo transactions, collateral in the form of securities underlying the reverse repo
transactions, and/or cash, is calculated as a form of credit risk mitigation on reverse repo transactions.
The following are the disclosures of credit risk after calculating the impact of credit risk mitigation.
261
Highlights
Management Reports
Company Profile
Risk Management
4.1.a. Disclosure of Net Receivables Based on Risk Weighted Assets After Calculating the Credit Risk Mitigation Impacts-Bank Stand Alone
(in million rupiah)
December 31, 2014

No.
Net Receivables After Calculating the Credit Risk Mitigation Impacts
Portfolio Category
(1)
(2)
20%
35%
40%
45%
50%
75%
100%
150%
Others
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
(11)
(12)
Exposure on Balance Sheet
Receivables on Public Sector

Entities
Receivables on Multilateral
Development Banks and International
Institutions
Loans Secured by Residential

Property
Loans Secured by Commercial Real

Estate
Employee/Pensioner Loans
Receivables on Micro, Small

Business & Retail Portfolio
10
Past Due Receivables
11
Other Assets
12
Exposures at Syariah Business Unit

(if any)
Total Exposure on Balance Sheet
RWA
0%
(13)
23,742,503
310,747
258,458
191,378
-
19,125 8,073,751
131,880
- 2,728,117
89,675
3,068,484
- 1,781,276 167,953
690,628
725,022
725,021
117,316
2,125,388 1,043,233
679,484
- 46,811,657
35,108,742
- 59,352,561
59,900,949
23,584 1,410,358
2,139,121
2,712,740
390,504
240,607
16,213
29,239,456 9,668,338 1,797,489 167,953
Commitments/Contigencies Exposure for Off Balance Sheet Transactions
75,000
3,697,243
4,379
2,139,106
- 3,741,059 46,811,657 66,027,191 1,414,737
3,703,812
60,387
2,281,730
60,387 107,809,865
64
17,899
8,949
Institutions
7,242
7,218
5,057

Property
3,211
1,124

Estate

10
11
69,110
1,219,429
914,572
610,086
1,827,130
1,827,131

(if any)
679,260
7,242
3,211
25,117
1,219,429
1,827,130
2,756,833
Total Commitments/Contigencies
Exposure for Off Balance Sheet
Transactions
Exposure on Counterparty Credit Risk

Entities
1,883
941
Institutions
26,879
305,932
158,343

4,225
3,169
30,184
30,184

(if any)
Total Counterparty Credit

Risk Exposures
262
768,509
768,509
26,879
307,815
4,225
30,184
192,637
Operational Review
& Analysis
Corporate Social
Responsibility
Corporate Data
Capital
Charge
(9% x
RWA)
0%
20%
35%
40%
45%
50%
75%
100%
150%
Others
(14)
(15)
(16)
(17)
(18)
(19)
(20)
(21)
(22)
(23)
(24)
December 31, 2013

- 21,947,312
17,224
276,164
312,055
15,900 8,194,542
474,607
80,176
RWA
Capital
Charge
(9% x
RWA)
(25)
(26)
-
379,891
34,190
816,565
2,047,191
184,247
- 1,791,236
288,457
742,315
66,808
514,117
514,117
46,271
62,157
65,252
170,892
3,159,787
139,901
5,391,085
2,244,976
812,072
478,203
192,521
333,343
2,782,603
205,356
815,174
199,263
19,832
9,702,889 28,116,758 9,517,932 1,811,068
288,457
- 45,772,133
25,000
34,329,100
3,089,619
- 54,148,506
54,550,021
4,909,502
16,995 1,172,919
1,776,373
159,874
3,735,039
336,154
3,714,480
13,706
1,424,618
- 1,794,375 45,772,133 59,898,892 1,186,625
1,609,176
144,826
147,370 99,683,223
147,370
8,971,491
805
442
40,568
20,284
1,826
455
7,888
11,578
7,366
663
101
2,255
10
793
71
82,311
56,352
1,142,116
856,587
77,093
164,442
334,298
2,017,452
2,017,452
181,571
1,242
248
22
248,114
391,092
9,130
2,255
10
52,146
1,142,116
2,017,452
2,902,730
261,246
665,512
85
14,251
6,197
386,039
194,259
17,483
285
3,010
2,257
203
2,717
42,161
42,161
3,794
17,338
665,512
238,677
21,480
6,197
386,039
3,010
42,161
263
Highlights
Management Reports
Company Profile
Risk Management
4.1.b. Disclosure of Net Receivables Based on Risk Weighted Assets After Calculating the Credit Risk Mitigation ImpactsConsolidated
(in million rupiah)
December 31, 2014

No.
Portfolio Category
(1)
(2)
RWA
0%
20%
35%
40%
45%
50%
75%
100%
150%
Others
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
(11)
(12)
(13)
Exposure on Balance Sheet
23,742,503

Entities
310,747
258,458
191,378
Institutions
19,125 8,381,586
- 2,728,117
89,675
3,130,051

Property
- 1,781,276 167,953
690,628

Estate
131,880
725,022
725,021

- 75,340,480
56,505,360
- 59,352,561
59,886,905
10
23,584 1,791,190
11
Other Assets
12

(if any)
Total Exposure on Balance
Sheet
117,316
2,125,388
973,010
679,484
2,710,369
2,840,688
4,503,257
4,379
4,509,825
390,504
240,607
16,213
75,000
2,139,106
60,387
2,281,730
29,367,404 9,905,950 1,797,489 167,953
Commitments/Contigencies Exposure for Off Balance Sheet Transactions

Entities
- 3,741,059 75,340,480 66,833,205 1,795,569
60,387 130,631,267
64
17,899
8,949
Institutions
7,242
7,218
5,057

Property
3,211
1,124
Loans Secured by Commercial

Real Estate

10
11

(if any)
Total Commitments/
Contigencies Exposure
for Off Balance Sheet
Transactions
69,110
1,219,429
914,572
610,086
1,827,130
1,827,131
679,260
7,242
3,211
25,117
1,219,429
1,827,130
2,756,833
Exposure on Counterparty Credit Risk
768,509
1,883
941
Institutions
26,879
848,411
429,582

4,225
3,169
30,184
30,184

(if any)
768,509
26,879
850,294
4,225
30,184
463,876
Total Counterparty Credit Risk

Exposures
264
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Capital
Charge
(9% x
RWA)
0%
20%
35%
40%
45%
50%
75%
100%
150%
Others
(14)
(15)
(16)
(17)
(18)
(19)
(20)
(21)
(22)
(23)
(24)
December 31, 2013

- 21,947,312
RWA
Capital
Charge
(9% x
RWA)
(25)
(26)
17,224
312,055
474,607
80,176
379,891
34,190
15,900 8,434,113
816,565
2,095,105
188,559
- 1,791,236
288,457
742,315
66,808
281,705
62,157
65,252
170,892
514,117
514,117
46,271
- 74,841,885
56,131,414
5,051,828
- 54,148,506
54,542,723
4,908,845
16,995 1,459,213
2,205,814
198,524
5,085,482
139,901
5,389,821
2,244,976
775,584
478,203
243,934
405,884
2,901,280
4,480,483
13,706
4,501,042
405,095
205,356
815,174
199,263
19,832
25,000
1,424,618
147,370
1,609,176
144,826
11,756,815 28,235,435 9,721,015 1,811,068
288,457
- 1,794,375 74,841,885 60,664,895 1,472,919
147,370 122,721,598 11,044,946
805
442
40,568
20,284
1,826
455
7,888
11,578
7,366
663
101
2,255
10
793
71
82,311
56,352
1,142,116
856,587
77,093
164,442
334,298
2,017,452
2,017,452
181,571
1,242
248
22
248,114
391,092
9,130
2,255
10
52,146
1,142,116
2,017,452
2,902,730
261,246
665,512
85
38,663
6,197
899,205
450,842
40,575
285
3,010
2,257
203
2,717
42,161
42,161
3,794
41,750
665,512
6,197
899,205
3,010
42,161
495,260
44,572
265
Highlights
Management Reports
Company Profile
Risk Management
4.2.a. Disclosure of Net Receivables and Credit Risk Mitigation Techniques-Bank Stand Alone
(in million rupiah)
December 31, 2014

No.
Portfolio Category
(1)
(2)
A
1
2
Exposure on Balance sheet

3
4
5
6
7
Receivables on Micro, Small Business &
8
Retail Portfolio
9
11 Other Assets
12 Exposures at Syariah Business Unit (if any)
Total Exposure on Balance sheet
Commitments/Contigencies Exposure
B
for Off Balance Sheet Transactions
1
2
3
4
5
6
7
8
Retail Portfolio
9
11 Exposures at Syariah Business Unit (if any)
Total Commitments/Contigencies
Exposure for Off Balance Sheet
Transactions
C
1
2
3
4
5
6
7
Counterparty Credit Risk Exposures

Retail Portfolio
Exposures at Syariah Business Unit (if any)
Total Counterparty Credit Risk
Exposures
Total (A+B+C)
266
Secured Portion
Net
Receivables
Collateral Guarantee
(3)
(4)
(5)
Credit
Insurance
Others
(6)
(7)
Unsecured Portion
(8) = (3)[(4)+(5)+(6)+(7)]
23,742,503
569,205
23,742,503
569,205
10,910,668
1,949,229
856,902
-
19,125
131,880
-
10,891,543
1,949,229
725,022
-
46,928,973
117,316
46,811,657
63,200,666
1,433,942
6,414,362
2,921,817
2,125,388
49,829
61,075,278
1,433,942
6,414,362
2,871,988
158,928,267
2,443,538
156,484,729
17,963
64
17,899
14,460
3,211
-
14,460
3,211
-
1,288,539
69,110
1,219,429
2,437,216
-
610,086
-
1,827,130
-
3,761,389
679,260
3,082,129
768,509
1,883
768,509
1,883
332,811
332,811
4,225
4,225
30,184
30,184
-
1,137,612
1,137,612
163,827,268 3,122,798
160,704,470
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
December 31, 2013

Secured Portion
Net
Receivables
Collateral
Guarantee
Credit
Insurance
Others
(8)
(9)
(10)
(11)
(12)
Unsecured Portion
(13) = (8)[(9)+(10)+(11)+(12)]
21,947,312
866,838
21,947,312
866,838
9,027,007
2,079,693
685,009
-
15,900
170,892
-
9,011,107
2,079,693
514,117
-
45,912,034
139,901
45,772,133
57,683,757
1,189,914
6,510,789
2,631,257
2,244,976
191,306
55,438,781
1,189,914
6,510,789
2,439,951
148,533,610
2,762,975
145,770,635
41,010
442
40,568
19,466
2,265
-
19,466
2,265
-
1,198,468
56,352
1,142,116
2,351,750
1,242
334,298
-
2,017,452
1,242
3,614,201
391,092
3,223,109
665,512
-
665,512
-
392,236
392,236
3,010
3,010
42,161
42,161
-
1,102,919
1,102,919
153,250,730 3,154,067
150,096,663
267
Highlights
Management Reports
Company Profile
Risk Management
4.2.b. Disclosure of Net Receivables and Credit Risk Mitigation Techniques-Consolidated
(in million Rp)
December 31, 2014

No.
Portfolio Category
(1)
(2)
A
1
2
Exposure on Balance sheet

3
4
5
6
7
8
Retail Portfolio
9
11 Other Assets
12
Unit (if any)
Total Exposures-Balance sheet
B
1
2
Off Balance Sheet Exposures

3
4
5
6
7
8
Retail Portfolio
9
11
Unit (if any)
Total Exposures-Off Balance Sheets
C
1
2
3
4
5
6
7
Counterparty Credit Risk

Retail Portfolio
Unit (if any)
Total Exposures-Counterparty Credit
Risk
Total (A+B+C)
268
Secured Portion
Net
Receivables
(3)
(4)
(5)
Unsecured Portion
Credit
Others
Insurance
(6)
(8) = (3)[(4)+(5)+(6)+(7)]
(7)
23,742,503
569,205
23,742,503
569,205
11,218,503
1,949,229
856,902
-
19,125
131,880
-
11,199,378
1,949,229
725,022
-
75,457,796
117,316
75,340,480
63,130,443
1,814,774
7,348,324
2,125,388
-
61,005,055
1,814,774
7,348,324
2,921,817
49,829
2,871,988
189,009,496
2,443,538
186,565,958
17,963
64
17,899
14,460
3,211
-
14,460
3,211
-
1,288,539
69,110
1,219,429
2,437,216
-
610,086
-
1,827,130
-
3,761,389
679,260
3,082,129
768,509
1,883
768,509
1,883
875,290
875,290
4,225
4,225
30,184
30,184
1,680,091
1,680,091
194,450,976 3,122,798
191,328,178
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
December 31, 2013

Secured Portion
Net
Receivables
(8)
(9)
(10)
Unsecured Portion
Credit
Others
Insurance
(11)
(13) = (8)[(9)+(10)+(11)+(12)]
(12)
21,947,312
866,838
21,947,312
866,838
9,266,578
2,079,693
685,009
-
15,900
170,892
-
9,250,678
2,079,693
514,117
-
74,981,786
139,901
74,841,885
57,647,269
1,476,208
7,395,469
2,244,976
-
55,402,293
1,476,208
7,395,469
2,631,257
191,306
2,439,951
178,977,419
2,762,975
176,214,444
41,010
442
40,568
19,466
2,265
-
19,466
2,265
-
1,198,468
56,352
1,142,116
2,351,750
-
334,298
-
2,017,452
-
1,242
1,242
3,614,201
391,092
3,223,109
665,512
-
665,512
-
905,402
905,402
3,010
3,010
42,161
42,161
1,616,085
1,616,085
184,207,705 3,154,067
181,053,638
269
Highlights
Management Reports
Company Profile
Risk Management
12. Disclosure of Asset Securitization
Securitization is a process of taking non-liquid assets or asset group and through financial engineering
transforming it into securities. Securities issued are based on the transfer of financial assets from the
originator followed by the payment for proceeds of the sale of asset-backed securities to investors.
In line with the Regulations of Bank Indonesia No. 7/4/PBI/2005 and Circular Letter of BI, SEBI
No.7/51/DPNP on Prudential Principles of Securitization Activities for Commercial Banks, in the
activity of asset securitization, the Bank can perform its functions as Originator, Credit Enhancer,
Funding Provider, Servicer, Custodian Bank, and/or Investor (Senior Investor and Junior Investor).
Danamon takes the role of a Senior Investor, which will be firstly prioritized.
The main purpose of investment is as follows:
a. To optimize the return of excess liquidity of the Bank, resulting from the structural position of the
Banks balance sheet.
b. To diversify the Banks risks through marginal investment (as a percentage of loan portfolio) in
KPR (mortgage risk).
c. To gain access to the knowledge mechanism of potential process of EBA issuance by the Banks
group.
The granting of credit to purchase EBA securities also comes with a risk. Credit risk of EBA securities
is the inability of debtors to pay their installments at a certain interest rate above Junior Tranches,
which exceeds the reserve account and the inability of Credit Support to make payments to Senior
Tranches.
270
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Summary of EBA Accounting Treatment on EBA Securities

EBA securities for the Bank are classified as securities (financial assets). The Bank will evaluate
whether there is an objective evidence of a purchase of EBA securities, which cannot be recorded
at fair value through the profit and loss report, and whether this has been impaired. Securities
classified as available for sale (AFS) are measured at a fair value, plus transaction costs.
Following initial recognition, such securities are recorded at a fair value. The changes of other
fair value are recognized directly in equity, until such investments are sold or impaired, where the
previous cumulative profit recognized in equity shall be recognized in a profit and loss report based
on the weighted average method.
The interest income is recognized in the profit and loss report by using the effective interest method,
and interest income generated from EBA securities is charged as Banks income tax.
The Bank limits investment in EBA securities to Rp. 50 billion and its application shall be approved
and recommended by the Treasury and Capital Market Director and Integrated Risk Director. In
addition, EBA securities shall be recorded as securities available for sale (AFS). Currently, EBA
exposure held by the Bank as a senior investor uses Moodys ratings.
The following is the List of Disclosures of Quantitative Transactions of Danamon Asset Securitization.
271
Highlights
Management Reports
Company Profile
Risk Management
5.1.a. Disclosure of Securitization Transactions-Bank Stand Alone
(in million rupiah)
December 31, 2014

No.
Securitization Exposure
Impaired Securitized
Assets
Value of
Securitized
Asset
Past Due
(3)
(4)
(1)
(2)
1
Bank acting as First Creditor
Bank acting as Credit Enhancement
2
Provider
a. First Risk Insurer Facility
b. Second Risk Insurer Facility
3
Bank acting as Liquidity Facility Provider
4
Bank acting as Service Provider
5
Bank acting as Custodian Bank
6
Bank acting as Investor
a. Senior Tranche
Exposure Types: Asset Backed Securities
b. Junior Tranche
Profit/
Risk
Loss from
Weighted
Non-Past Securitization
Asset
Activity
Due
(5)
(6)
(7)
Capital
Deduction
(8)
9,550

5.1.b. Disclosure of Securitization Transactions-Consolidated
(in million rupiah)
December 31, 2014

No.
Securitization Exposure
Value of
Securitized
Asset
Past Due
(3)
(4)
(1)
(2)
1
Bank acting as First Creditor
Bank acting as Credit Enhancement
2
Provider
a. First Risk Insurer Facility
b. Second Risk Insurer Facility
3
Bank acting as Liquidity Facility Provider
4
Bank acting as Service Provider
5
Bank acting as Custodian Bank
6
Bank acting as Investor
a. Senior Tranche
Exposure Types: Asset Backed Securities
b. Junior Tranche
272
Assets
Profit/
Risk
Loss from
Weighted
Asset
Activity
Due
(5)
(6)
(7)
9,550
Capital
Deduction
(8)
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
December 31, 2013

Assets
Value of
Securitized
Asset
Past Due
(9)
(10)
Profit/
Risk
Loss from
Weighted
Asset
Activity
Due
(11)
(12)
(13)
Capital
Deduction
(14)
19,233
December 31, 2013

Assets
Value of
Securitized
Asset
Past Due
(9)
(10)
Profit/
Risk
Loss from
Weighted
Asset
Activity
Due
(11)
(12)
(13)
Capital
Deduction
(14)
19,233
273
Highlights
Management Reports
Company Profile
Risk Management
Calculation of the Standardized Approach of Credit Risk Weighted Assets-Bank Stand Alone
Table 6.1.1. Disclosure of Asset Exposures in the Balance Sheet
(in million Rp)
No.
Portfolio Category
(1)
(2)
1
2
3
4
5
6
7
8
Retail Portfolio
9
11 Other Assets
TOTAL
December 31, 2014
December 31, 2013
Net
RWA before RWA after
Receivables
CRM
CRM
Net
Receivables
CRM
CRM
(3)
(4)
(5)
(6)
(7)
(8)
23,742,503
21,947,312
569,205
191,378
191,378
866,838
379,891
379,891
10,910,668
3,078,046
3,068,484
9,027,007
2,055,141
2,047,191
1,949,229
690,628
690,628
2,079,693
742,315
742,315
856,902
856,902
725,021
685,009
685,009
514,117
46,928,973
35,196,730
35,108,742
45,912,034
34,434,026
34,329,100
63,200,666
62,026,337
59,900,949
57,683,757
56,794,997
54,550,021
1,433,942
2,139,121
2,139,121
1,189,914
1,776,373
1,776,373
6,414,362
3,703,812
6,510,789
3,735,039
156,006,450 104,179,142 105,528,135
145,902,353
96,867,752
98,074,047
6.1.2. Disclosure of Commitments/Contingencies Exposure for Off Balance Sheet Transactions

(in million Rp)
No.
Portfolio Category
(1)
(2)
1
2
3
4
5
6
7
8
Retail Portfolio
9
TOTAL
274
December 31, 2014
December 31, 2013
Net
Receivables
CRM
CRM
Net
Receivables
CRM
CRM
(3)
(4)
(5)
(6)
(7)
(8)
17,963
8,982
8,949
41,010
20,505
20,284
14,460
5,057
5,057
19,466
7,366
7,366
3,211
1,124
1,124
2,265
793
793
1,288,539
966,404
914,572
1,198,468
898,851
856,587
2,437,216
2,437,216
1,827,131
2,351,749
2,351,750
2,017,451
3,761,389
3,418,783
2,756,833
3,612,958
3,279,265
2,902,481
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
6.1.3. Disclosure of Exposures causing Counterparty Credit Risk

(Counterparty Credit Risk)
(in million Rp)
No.
Portfolio Category
December 31, 2014
December 31, 2013
Net
Receivables
CRM
CRM
Net
Receivables
CRM
CRM
(1)
(2)
1
2
3
4
5
Retail Portfolio
6
TOTAL
(3)
768,509
1,883
(4)
941
(5)
941
(6)
665,512
-
332,811
158,343
4,225
3,169
(7)
(8)
-
158,343
392,236
194,259
194,259
3,169
3,010
2,257
2,257
30,184
30,184
30,184
42,161
42,161
42,161
1,137,612
192,637
192,637
1,102,919
238,677
238,677
6.1.4. Disclosure of Exposures causing Credit Risk due to Settlement Risk

(Settlement Risk)
(in million Rp)
No.
Portfolio Category
December 31, 2014
December 31, 2013
Net
Receivables
CRM
CRM
Net
Receivables
CRM
CRM
(1)
(2)
1
Delivery versus Payment
a. Capital Charge 8% (5-15 days)
b. Capital Charge 50% (16-30 days)
c. Capital Charge 75% (31-45 days)
d. Capital Charge 100% (more than 45
days)
2
Non-delivery versus Payment
TOTAL
(3)
(4)
(5)
(6)
(7)
(8)
6.1.5. Disclosure of Securitization Exposures

(Securitization)
(in million Rp)
December 31, 2014
No.
(1)
1
2
3
4
5
6
7
Portfolio Category
(2)
Qualified Enhancement Credit Facility
Unqualified Enhancement Credit Facility
Qualified Liquidity Facility
Unqualified Liquidity Facility
Qualified Purchase of Assets-Backed Security
Unqualified Purchase of Assets-Backed Security
Securitization Exposure which is not included in the regulation of Bank
Indonesia regarding prudent principles in activating banks assets
securitization
TOTAL
Capital
Deduction
Factor
(3)
December 31, 2013
RWA after
CRM
Capital
Deduction
Factor
(4)
(3)
RWA after
CRM
(4)
9,550
-
19,233
-
9,550
19,233
275
Highlights
Management Reports
Company Profile
Risk Management
6.1.6. Disclosure of Exposures in Syariah Business Unit
(in million Rp)
December 31, 2014

No.
Portfolio Category
Capital
Deduction
Factor
(2)
(3)
(1)
1
Total Exsposure
TOTAL
December 31, 2013

Capital
Deduction
Factor
RWA after
CRM
-
(4)
2,281,730
2,281,730
RWA after
CRM
(3)
-
(4)
1,609,425
1,609,425
6.1.7. Disclosure of Total Credit Risks Measurement

(in million Rp)
December 31, 2014
December 31, 2013
110,768,885
102,843,863
TOTAL CREDIT RISK RWA

TOTAL CAPITAL DEDUCTION FACTOR
Calculation of the Standardized Approach of Credit Risk Weighted Assets-Consolidated
6.2.1. Disclosure of Assets Exposures in the Balance Sheet

(in million Rp)
December 31, 2014

No.
Portfolio Category
(1)
(2)
1 Receivables on Sovereigns
2 Receivables on Public Sector Entities
3 Development Banks and
International Institutions
4 Receivables on Banks
5
Property
6
Estate
7 Employee/Retired Loans
8
9 Receivables on Corporate Portfolio
11 Other Assets
TOTAL
276
Net
RWA before
Receivables
CRM
(3)
23,742,503
569,205
December 31, 2013
RWA after
CRM
Net
Receivables
(4)
(5)
191,378
191,378
(6)
21,947,312
866,838
11,218,503
3,139,613
1,949,229
RWA before
CRM
RWA after
CRM
(7)
(8)
379,891
379,891
3,130,051
9,266,578
2,103,055
2,095,105
690,628
690,628
2,079,693
742,315
742,315
856,902
856,902
725,021
685,009
685,009
514,117
75,457,796
56,593,347
56,505,360
74,981,786
56,236,339
56,131,413
63,130,443
1,814,774
7,348,324
62,012,293
2,710,369
-
59,886,905
2,710,369
4,509,825
57,647,268
1,476,208
7,395,469
56,787,700
2,205,815
-
54,542,724
2,205,815
4,501,042
186,087,679 126,194,530 128,349,537 176,346,161
119,140,124
121,112,422
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
6.2.2. Disclosure of Commitment Exposures/Contingency on Administrative Account Transactions

(in million Rp)
December 31, 2014

No.
Portfolio Category
(1)
(2)
5
Property
6
Estate
7 Employee/Retired Loans
8
9 Receivables on Corporate
TOTAL
Net
RWA before
Receivables
CRM
(3)
December 31, 2013
RWA after
CRM
Net
Receivables
RWA before
CRM
RWA after
CRM
(5)
(6)
(7)
(8)
(4)
17,963
8,982
8,949
41,010
20,505
20,284
14,460
5,057
5,057
19,466
7,366
7,366
3,211
1,124
1,124
2,265
793
793
1,288,539
966,404
914,572
1,198,468
898,851
856,587
2,437,216
-
2,437,216
-
1,827,131
-
2,351,750
-
2,351,750
-
2,017,451
-
3,761,389
3,418,783
2,756,833
3,612,959
3,279,265
2,902,481
6.2.3. Disclosure of Exposures causing Counterparty Credit Risk

(Counterparty Credit Risk)
(in million Rp)
December 31, 2014

No.
Portfolio Category
(1)
(2)
5
6 Receivables on Corporate
TOTAL
Net
RWA before
Receivables
CRM
(3)
768,509
1,883
December 31, 2013
RWA after
CRM
(4)
Net
Receivables
941
(5)
941
(6)
665,512
-
875,290
429,582
4,225
3,169
RWA before
CRM
RWA after
CRM
(7)
(8)
-
429,582
905,402
450,842
450,842
3,169
3,010
2,257
2,257
30,184
30,184
30,184
42,161
42,161
42,161
1,680,091
463,876
463,876
1,616,085
495,260
495,260
6.2.4. Disclosure of Exposures causing Credit Risk due Settlement Risk

(Settlement Risk)
(in million Rp)
December 31, 2014

No.
Portfolio Category
(1)
(2)
1 Delivery versus Payment
a. Capital Charge 8% (5-15 days)
b. Capital Charge 50% (16-30
days)
c. Capital Charge 75% (31-45
days)
d. Capital Charge 100% (more
than 45 days))
2 Non-delivery versus Payment
TOTAL
Exposure
Value
(3)
December 31, 2013
RWA before
CRM
RWA after
CRM
(4)
(5)
Exposure
Value
RWA before
CRM
(6)
RWA after
CRM
(7)
(8)
277
Highlights
Management Reports
Company Profile
Risk Management
6.2.5. Disclosure of Securitization Exposures
(in million Rp)
December 31, 2014

No.
(1)
1
2
3
4
5
6
7
Portfolio Category
(2)
Qualified Enhancement Credit Facility
Unqualified Enhancement Credit Facility
Qualified Liquidity Facility
Unqualified Liquidity Facility
Qualified Purchase of Assets-Backed Security
Unqualified Purchase of Assets-Backed Security
Securitization Exposure which is not included in the regulation of
Bank Indonesia regarding prudent principles in activating banks
assets securitization
Capital
Deduction
Factor
(3)
TOTAL
December 31, 2013
RWA after
CRM
Capital
Deduction
Factor
(4)
(3)
RWA after
CRM
(4)
9,550
-
19,233
-
9,550
19,233
6.2.6. Disclosure of Exposures in Syariah Business Unit

(in million Rp)
December 31, 2014

No.
Portfolio Category
Capital
Deduction
Factor
(2)
(3)
(1)
1 Total Exposure
TOTAL
RWA after
CRM
-
(4)
2,281,730
2,281,730
December 31, 2013

Capital
Deduction
Factor
RWA after
CRM
(3)
-
(4)
1,609,425
1,609,425
6.2.7. Disclosure of Total Credit Risks Measurement

(in million Rp)
December 31, December 31,

2014
2013
Total RWA for Credit Risk
Total Capital Deduction Factor
278
133,861,526 126,138,821
-
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
B. MARKET RISK
Market Risk Management covers the
management and monitoring of all risks faced
by banks as a result of movements against the
market factor. Market factors include (but are
not limited to) the interest rate, FX, interest rate
movement and FX movement.
defense), which is an independent function in

the Bank, which develops, implements and
maintains a comprehensive and integrated
market risk framework including qualitative and
quantitative methodologies/tools to identify,
measure, aggregate, manage, monitor, control
and report market risks.
As a consequence of the daily activities of the

Bank, market risks arise from two different areas
and are separately managed. First, there is risk
from treasury trading activities and second,
there is risk due to the gap of interest rate on
the balance sheet. Furthermore, the former
area is defined as risk in Trading Book while
the latter is defined as the Interest Rate Risk
in Banking Book. Market Risk Management
applies to both risks.
1. Trading Risk
Trading risk is primarily managed by a limit
structure and monitored by the Market &
Liquidity Risk (MLR) Management division on
daily basis.
Market Risk Management Organization

Market Risk Management Organization is a
top-down process in the Banks organization,
starting from the Risk Monitoring Committee,
Board of Directors through Asset & Liabilities
Committee (ALCO), and senior management
actively involved in the planning, approval,
review, and study of all risks involved.
2. Interest Rate Risk in Banking Book

Interest rate risk is exposure over the financial
conditions of a bank, moving opposite to the
movement of interest rates (adverse movement).
The risk element is an inherent part of the
banking business. Good risk management
could turn an exposure to be an additional
source of income which could increase value
for shareholders. However, excessive exposure
to the interest rate risk could cause a significant
threat to banks income and capital of the bank.
Monitoring of interest rate risk on banking book
is carried out daily by the Market and Liquidity
Risk Division.
Market Risk Management Implementation

Market Risk Management Implementation
is carried out through a process of
identification, measurement, and monitoring,
and is supported by the implementation of
management information systems. Market risk
is managed by Market and Liquidity Risk (MLR)
Management Division (as the Second line of
279
Highlights
Management Reports
Company Profile
Risk Management
Risk Factors
Risk factors are defined as variables that cause
changes in the value of a financial instrument
or a portfolio in a financial instrument, either
on or off-balance sheet. Fundamental market
risk factors that will be included in the risk
measurement systems are:
1. Foreign Exchange (FX)
2. Interest Rate
3. Equity
4. Commodity
5. Optionality
The risk factors may occur separately or in a
combination of several risk factors, if the Banks
products or activities have several risk factors
to be managed; however, in this context it is
only limited to interest rate risk and FX due to
Indonesia banking regulation.
Measurement, Monitoring, and Controlling
of Market Risks
In general, market risk is measured to cover
foreign exchange risk and interest rate,
recorded in the trading book and banking
book of the Bank. The process of measuring
market risk covers the valuation of financial
instruments, calculation of market risk capital
280
charge, stress testing and sensitivity analysis.

The measurement methods used is based on
regulatory requirement and general banking
standard of market risk management. The
monitoring and controlling processes are
carried out applying market limit mechanism
as well as limit on trading and banking book
which include the monitoring on the utilization
of Treasury limit. MLR independently conducts
monitoring on the limit related to market
risk on daily basis and refers to risk appetite
and business strategy direction set by the
management.
Minimum Capital Adequacy
The Bank is committed to meet the Minimum
Capital Adequacy (KPMM) stipulated by the
regulator. Therefore, each month the Bank will
calculate the Risk Weighted Assets (ATMR)
by using a standardized approach. In the
calculation, the bank takes two exposures into
account, namely, interest rate exposure and FX
exposure. Interest rate exposure consists of
specific risks and general risks, including debt,
debt related instruments, and interest rate
derivatives on trading book. On the other hand,
FX exposure is targeted at foreign exchange
risk on trading book and banking book.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Quantitative Disclosure of Market Risks

7.1. Disclosure of Market Risks by Using Standardized Methodology
(in million Rp)
December 31, 2014

No.
Type of Risk
(1)
(2)
1
Interest Rate Risk
a. Specific Risk
b. General Risk
Foreign Exchange
2
Risk
3
Equity Risk *)
4
Commodity Risk *)
5
Option Risk
Total
Bank
Capital
Charge
Capital
Charge
RWA
(3)
December 31, 2013
Consolidated
Bank
Capital
Charge
RWA
(5)
8,337
(6)
104,213
104,213
Consolidated
Capital
Charge
RWA
8,337
(4)
104,213
104,213
21,331
266,643
21,438
267,975
10,164
127,045
10,460
130,749
29,668
370,855
29,775
372,188
31,795
397,427
32,091
401,131

C. OPERATIONAL RISK
Operational risk is a risk of loss arising from
the inadequacy or failure of internal processes,
human error, systems failure or due to an
external event, which affects the Banks
operational activities.
In determining the scope of operational risk
management policies, a definition of operational
risk has been specified in the Regulation of
Bank Indonesia (PBI no.05/PBI/8/2003) and its
amendment (PBI No.11/25/PBI/2009), where
the legal risk, business risk, strategic and
reputation risk is not included in the operational
risk category.
Operational Risk Management Organization
The Banks objective in managing operational
risk is to minimize the impact of failure/fail to
function internal processes, human factors,
systems or external events which may have
resulted in a financial and non-financial loss
as well as the ability of damaging reputation
of the Bank. To achieve its objective, the
Bank established an organization structure to
manage operational risk.
(7)
RWA
21,631
(8)
270,382
270,382
(9)
21,631
(10)
270,382
270,382
The aim of forming Risk Management

Committee is to enable the Board of
Commissioners and Directors to carry out
monitoring functions toward operational risks
by reviewing and discussing issues related to
significant operational risk, monitoring of the
implementation of operational risk management
framework and provide directions on the
required follow-up. The Risk Management
Director and Operational Risk Division Head
act as the Operational Risk Management
Committee Chairman and Vice Chairman
respectively.
The Operational Risk Management Division
functions as a facilitator in operational risk
management practice, and is responsible for the
planning, defining, developing and maintaining
of an operational risk management framework,
monitoring the implementation of framework in
all working units and ensuring adequate control
over the policies and procedures on the activity
of operational risk management.
281
Highlights
Management Reports
Company Profile
Risk Management
The risk taking unit is responsible for
identifying, managing, mitigating and reporting
of operational risk incidents on daily basis. To
ensure consistency in applying operational
risk management, an operational risk officer
is appointed within every line of business,
supporting function and subsidiaries, wherein
the officer is assigned to facilitate the operational
risk management process and implement the
operational risk management framework to
ensure they are working accordingly.
The monitoring of operational risk is carried

out by preparing periodic report to the
management for identifying issues and incident
due to weaknesses in implementing control
function. The Operational Risk Management
Division is also responsible for providing a
comprehensive operational risks expossure to
the Risk Management Committee, both at the
Board of Commissioners, Directors and every
unit Head for supporting effective monitoring of
operational risk.
To improve awareness and build operational

risk culture to employees of all levels, the Bank
continues to provide training, socialization
and campaign on preventing operational risk
related incident.
As part of the Banks efforts to improve the

monitoring of operational risk, the followings
are some of the efforts that have been
implemented and will continue to be improved:
Expansion of recording coverage, analysis
and risk event reports in a more detailed
manner to ascertain the position of the
Bank concerning existing problems relevant
to operational risks.
Development of an Operational Risk
Management System (ORMS) application
to improve the effectiveness of operational
risk management.
Identify the inherent operational risks
through the development of a Risk/
Loss Event Database, Risk Control Self
Assessment and Key Risk Indicator used to
ascertain the potentials of operational risks
and thus enable preventive actions.
Operational Risk Management

The operational risk management framework
of the Bank and its subsidiaries is being
implemented in an integrated function, the
process of which consists of identifying,
assessing/measuring, monitoring as well as
managing risk.
All lines of business, subsidiaries and support
functions as risk taking units are required
to identify and assess inherent risks in their
products, process, services, systems as well
as to ensure preventive control to all processes
is adequate.
Furthermore, all lines of business, subsidiaries
and support functions measure Operational
Risk by using the Risk/Loss Event Database
(R/LED), Risk Control Self Assessment (RCSA),
Key Risk Indicator (KRI) in order to capture
their risk profile quantitatively and qualitatively
and furthermore allow them to measure the
effectiveness of operational risk management
implementation.
282
Risk is controlled amongst others by ensuring

the operational risk management is managed
correctly to enable any potential loss occurred
is covered adequately by the capital reserve in
accordance to the Banks risk appetite.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
In addition, one of the primary mitigations of operational risks is the implementation of coordinated
insurance in a comprehensive manner through maximum insurance policy coverage towards
risk exposure. Insurance policies covering Banks assets and financial comprehensively consist
of Money Insurance, Property All Risk, Bankers Blanket Bonds/Electronic Computer Crime and
Directors and Officers and Electronic Equipment Insurance.
Operational Risk Measurement
Operational Risks Measurement still uses the basic standardized approach in accordance with
Circular Letter of BI No. 11/3/DPNP on January 27, 2009. Based on this circular letter, capital
charges of operational risk is 15% of the average gross income over the last three years.
Quantitative disclosure of operational risks in the Bank as an individual and as a consolidated entity
is presented in the following tables.
8.1.a. Quantitative Exposure of Operational Risks-Bank Stand Alone
(in million Rp)
December 31, 2014

No.
(1)
1
Indicator Approach
Average
Gross
Income in
the past 3
years
Capital
Charge
RWA
December 31, 2013

Average
Gross
Income in
the past 3
years
Capital
Charge
RWA
(2)
Basic Indicator Approach
(3)
(4)
11,847,591 1,777,139
(5)
(6)
(7)
22,214,233 10,810,233 1,621,535
(8)
20,269,187
Total
11,847,591 1,777,139
22,214,233 10,810,233 1,621,535
20,269,187
8.1.b. Quantitative Exposure of Operational Risks-Consolidated

(in million Rp)
December 31, 2014

No.
(1)
1
December 31, 2013
Average
Gross
Income in
the past 3
years
Capital
Charge
(2)
Basic Indicator Approach
(3)
17,099,050
(4)
(5)
(6)
2,564,858 32,060,719 15,253,439
(7)
(8)
2,288,016 28,600,198
Total
17,099,050
2,564,858 32,060,719 15,253,439
2,288,016 28,600,198
Indicator Approach
RWA
Average
Gross
Income in
the past 3
years
Capital
Charge
RWA
Business Continuity Management (BCM)

BCM is an integrated and comprehensive management process (protocol) to ensure the Banks
continuity of operations in conducting its business and in serving the customers, as well as to
ensure the Banks existence. BCM was created as the Banks preventive measures in the events
of worst risk scenario that could affect the Banks operational sustainability, and it also provides
a framework to develop resilience and the ability to effectively respond in order to safeguard the
stakeholders interests, reputation, brand, and the valuable business activities. This demonstrates
Danamons robustness and immune system, which is reflected in its daily work process in response
to any threats.
283
Highlights
Management Reports
Company Profile
Risk Management
As an integral part of the Risk Management
framework, daily operations and to maintain the
Banks existence and to improve the resilience
of the Bank and its subsidiaries, an effective
implementation of BCM is vital for the Bank in
anticipating all risks that may arise from any
condition of any scenario of events, including
from risks classified as low probability-high
impact (catastrophic event). BCMs program
and framework is made to be effectively applied
across the Bank to its subsidiaries.
by reputable and internationally certified and

competent BCM professionals. Danamon has
successfully retain its ISO 22301:2012-BCMS
certification. This is an international recognition
for an institution that promotes the principles of
continuous improvement and for the application
of Business Continuity Management System
(BCMS) granted in 2013. In April 2014 Danamon
secured a good maintenance results wherein
there were no inconsistency found in the audit
conducted by ISO and BSI auditors.
The objectives of implementing BCM in the

Bank and its subsidiaries are to:
1. Ensure a timely continuation of process of
all functions/units in the event of crisis or
major disaster;
2. Maintain key business resources required to
support Banks recovery activities;
3. Minimize impact to Banks services;
4. Mitigate reputational risk;
5. Increase public trust and macro financial
systems towards the Bank;
6. Improve the Banks resilience or recovery
capacity, and
7. Safeguard the existence of Bank and its
Subsidiaries.
As a medium for learning and experience

sharing on applying and implementing BCM in
the industry, Danamon initiated the BCM Forum
in 2009, which was later formed into Forum
BCM Indonesia chaired by the Bank. In 2014
the 8th BCM Forum was held with members
made up of BCM professionals across different
industries in Indonesia.
The implementation of BCM-related programs

in Danamon involves and is fully supported
by the entire management from its planning,
preparation, maintenance, supervision, to
improvement stage. With this solid support,
Danamon has been able to protect and refine
its sustainability in handling all incidents
throughout 2014.
BCM in Danamon is managed in reference to
policy and framework adopted from international
standard best practices of Business Continuity
Institute-United Kingdom (BCI-UK) supported
284
Fraud & QA
Fraud risk affects the Banks business and
holds a significant financial impact on the
Banks profit. It can also affect the Banks
reputation. Effective fraud management is
crucial to mitigate and manage risks arise due
to fraud.
To anticipate the possibility of Fraud risks
caused by Banks internal or external
employees, the Bank has established anti fraud
framework strategy served as the basis for the
Fraud Management Policy and Framework
which has been implemented nationwide.
This framework is in line with the Bank
Indonesia Circular Letter No. 13/28/DPNP on
the Implementation of Anti-Fraud Strategy for
Commercial Banks where Danamon submit
report to OJK every semester.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
In implementing the policy, the Bank continually improve the effectiveness of internal control, active
supervision from the Management as well as development of culture and concern for Anti Fraud
across all level of the Banks organization.
The implementation of the Banks anti-fraud strategy in the form of bank fraud control system is
described by 4 (four) pillars of interrelated fraud control strategies, as follows:
1. Prevention;
2. Detection;
3. Investigation, reporting and sanctions;
4. Monitoring, evaluation and follow-up.
The Bank has implemented the above strategy through various iniatives to prevent, detect and
manage fraud risk, including among others:
detecting and managing fraud risk, including among others improvement on the prevailing Fraud
Management Policy and Framework
development of internal control procedure in units managing fraud risk
socialization of anti fraud campaign, training to build awareness of anti fraud and conduct anti
fraud workshop to increase the competency and integrity of fraud unit
implement strategy to identify fraud risk and mitigate the required control
development of fraud database to the relevant units
use of systems to detect application fraud in consumer banking which need to be extended
to other areas various application of anti fraud strategy to prevent and detect fraud incident in
working units.
The implementation of anti fraud strategy of the Bank has been reported every semester to the OJK
as the supervisor.
Prevention
Detection
Investigation,
Reporting and
Sanctions
Monitoring,
Evaluation and
Follow up
Fraud impacts every unit in an institution, therefore we should stay alert and
emphasize more to internal control and risk management
The Bank also emphasized the importance of control prevention and early detecting mechanism to
the risk exposure through empowering the quality assurance function. The role of this function in the
Bank is important in the effort to:
strengthen in managing internal systems in every line of business and support function
analyze root causes of the problem and
recommend improvement plan where required.
285
Highlights
Management Reports
Company Profile
Risk Management
Quality Assurance is a program designed to
allow an early and systematic way to monitor
and evaluated critical aspects of the Banks
processes and products, as to ensure quality
standards are met. The most important
standard quality the Bank aims to achieve is
managing the risk factors and implementing
control and the needed mechanism to control
and mitigate. Several initiatives taken to meet
the objectives are:
issuing the National Quality Assurance
Policy, standardization of QA/Internal
Control methodology in reference to
industry common practices (COSO)
distribution on quantitative measurement
on
bankwide
control
effectiveness,
implementation of QA Unit Maturity Model
approach.
D. LIQUIDITY RISK
A bank is exposed to liquidity risks coming
from various business aspects. Liquidity risk
arises due to gap between assets and liabilities
of the Bank. Liquidity risk management is one
of the Banks key success factor in managing
business.
Liquidity risk in Danamon is managed based on
the following:
1. The different characteristics of sources of
liquidity risk sources
2. Funding strategy including the sources and
its variance
3. Infrastructure readiness to ensure alignment
with Basel III Liquidity Risk.
Liquidity risk is key for bank, accordingly,
Danamon must ensure Liquidity Risk
management is sustainable.
Liquidity Risk Management Organization
The management of liquidity risk is a top-down
process, which begins with Risk Monitoring
Committee (RMC), Board of Directors through
286
Assets and Liabilities Committee (ALCO) and

senior management, which actively involved
in the planning, ratifications, review and
assessment of all existing risks.
In order to evaluate the fulfillment of liquidity,
Assets and Liabilities Committee (ALCO)
has wide scope of authority delegated by the
Board of Directors to manage structure of the
asset, obligations and funding strategy of the
Bank. ALCO focuses on liquidity management
with the objectives:
1. To understand various liquidity risks and
integrating with the characteristics and risks
of various liquidity sources especially under
stress condition.
2. To develop comprehensive risk approach to
ensure the compliance with the entire risk
appetite.
3. To determine relevant funding strategies
to meet the need of liquidity (including
consolidating all funding sources).
4. To develop effective contingency plans.
5. To increase resilience in case of a sharp
decline of liquidity risk and demonstrate the
Banks ability to address closure of one or
more financial markets occurs by ensuring
funding can be generated through variety of
funding sources.
6. ALCO as the Bank senior management
committee serves as the highest body
assigned to oversee and evaluate the
structure and trends of the balance sheet
in terms of liquidity, interest rate, and
capital management. This includes the
establishment of policies and procedures,
the determination of limit framework, and
evaluation of strategies on balance sheet
aim to provide adequate liquidity and
capital for the Bank and diversified funding
structure.
& Analysis
Operational Review
Liquidity Risk Indicator

To study whether a potential liquidity problem
may be growing, the Bank has a various range
of internal indicators and market indicators
which can warn the Bank over the threat of a
liquidity crisis.
Included in the internal indicators are:
1. Impairment of asset quality.
2. Excessive concentration on specific assets
and sources of funding.
3. The decrease in income and interest rate
margin.
4. The increase in overall funding costs.
5. The quick increase of assets through
unstable wholesale funding.
6. The decrease in cash flow position indicated
by the widening of negative position on
maturity disparity especially in the short
term.
Market indicators include:
1. Credit rating downgrade.
2. Ongoing decline of Bank stock prices.
3. Widening spread on senior loans and
subordinated loans of banks.
4. The decrease of credit lines from connected
banks.
5. Unwillingness of partners to extend
transactions
without
guarantee
or
transactions with a longer period of time.
6. Increasing trend of Banks deposit
withdrawal.
7. External financial crisis.
8. Prolonged tight liquidity conditions.
Liquidity Risk Measurement
Liquidity risk is measured using limit among
others:
a. Maximum Cumulative Outflow (MCO)
MCO on maturity bucket refers to maximum
net cumulative cash flows that arise from
the on and off balance sheet.
Corporate Social
Responsibility
Corporate Data
b. Loan to Deposit Ratio (LDR) & Modified

Loan to Deposit Ratio (MLDR)
Loan to Deposit Ratio is defined as the target
ratio of customers total loans to total fund
of the third party (not including interbank
loans). Third party funds include current
accounts, savings and deposit. This ratio is
used by the Bank to monitor dependence
on customers savings compared to nonbank savings.

Modified LDR is defined as the target ratio

of customers total loans to total fund of the
third party by including all structural funding.
MLDR reflects the actual liquidity position
of the Bank as it combines all sources and
uses of funds.
c. Large Fund Provider (Liquidity Concentration

Risk)
From the perspective of liquidity risks, it
is very important not to rely on few large
customers to fulfill the Banks funding
needs.
d. Liquidity Stress Test
Limit framework above manages Bank
liquidity situation based on the normal
condition of business situations however,
it is important to measure the impact and
prepare for the action if there is a possibility
of stress event. For this case, the Bank
distinguishes two stress events: Name
Problem and Systemic Problem.
Liquidity Risk Monitoring and Mitigation
Bank manages the liquidity risks through
liquidity gap analysis and liquidity ratio.
Liquidity risk is measured and monitored on a
daily basis pursuant to liquidity risk framework.
287
Highlights
Management Reports
Company Profile
Risk Management
Target and indicator consist of ratio and balance sheet analysis, which provides an overview in many
levels of liquidity profiles. Danamon uses a variety of targets and third party indicators. Assessment
on stress condition is carried out periodically to ensure availability of funds should stress condition
occurs.
9.1.a Disclosure of Maturity Profile for Rupiah-Bank Stand Alone
(in million Rp)
December 31, 2014

No.
Items
(1)
I
(2)
Total Asests
>3-6
months
>6-12
months
>12 months
(4)
(5)
(6)
(7)
(8)
2,566,048
12,173,212
3,049,426
8,449,716
96,730,279
582,023
863,721
2,566,048
7,564,121 1,608,894 1,170,530 1,829,667
562,675
224,572
135,022
896,851 1,230,306
138,265
359,229 2,877,396 1,706,462 3,368,364
7,815,561 12,133,834 11,161,899 13,478,702 52,140,283
377,662
19,782
179,211
5,368
66,546
27,095
7,011
763,069
124,414,425 19,090,878 14,373,406 15,531,069 17,911,682 57,507,390
B. Liabilities
1.Deposits from Customer
2. Liabilities with Bank Indonesia
3. Liabilities with Other Banks
4.Securities issued
5.Borrowings
6.Other Liabilities
7.Others
89,606,369 12,349,700
2,874,188 2,403,307
529,972
1,017,997
56,389
2,317,593
11,790
7,932,669
20,294
4,482
20
6,084,139 10,452,625 52,787,236

19,409
416,117
15,061
529,972
750,000
207,126
- 2,305,783
Total Liabilities
96,346,119 14,821,186
7,957,465
6,853,548 11,398,714 55,315,206
On Balance Sheet Asests and

Liabilities Differences
28,068,306
4,269,692
6,415,941
8,677,521
6,512,968
2,192,184
507,063
2,910,891
3,417,954
27,825
377,701
405,526
104,860
552,469
657,329
13,789
640,041
653,830
273,466
1,144,562
1,418,028
87,123
196,118
283,241
(3,417,954)
(405,526)
(657,329)
(653,830) (1,418,028)
(283,241)
24,650,352
24,650,352
3,864,166
3,864,166
OFF BALANCE SHEET

A. Off Balance Sheet Receivables
1.Commitment
2.Contingency
Total Off Balance Sheet Receivables
B. Off Balance Sheet Liabilities
1.Commitment
2.Contingency
Off Balance Sheet Asset and Liabilities
Differences
Differences [(IA-IB)+(IIA-IIB)]
Cumulative Differences
288
(3)
1 month
>1-3
months
BALANCE SHEET
A. Asests
1.Cash
2.Placement with Bank Indonesia
3.Placement with Other Banks
4.Marketable Securities
5.Loans
6.Other Receivables
7.Others
II
Maturity
Balance
5,758,612 8,023,691 5,094,940 1,908,943

9,622,778 17,646,469 22,741,409 24,650,352
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
December 31, 2013

Maturity
Balance
(9)
1 month
> 1 to 3
months
> 3 to 6
months
(10)
(11)
(12)
2,704,592 2,704,592
13,893,349 10,852,735
347,098
3,022,445 1,049,912
141,412
6,947,335
49,984
284,906
92,231,950 11,042,598 11,586,649
122,472
65,442
795,494
40,378
19,072
> 6 to 12
>12 months
months
(13)
(14)
680,797 2,012,719
158,943
248,780 1,423,398
168,712 1,182,297 5,261,436
9,025,530 12,683,991 47,893,182
57,030
5,243
730,801
119,717,637 25,805,641 12,379,137 10,039,225 16,127,787 55,365,847
86,796,521 12,597,904
2,334,378 1,758,693
528,968
1,160,077
17,282
2,294,175
30,552
7,619,767
16,415
-
7,096,767 11,738,843 47,743,240

108,569
60,701
390,000
528,968
4,872
49,459 1,088,464
- 2,263,623
93,114,119 14,404,431
7,636,182
7,210,208 11,849,003 52,014,295
26,603,518 11,401,210
4,742,955
2,829,017
4,278,784
3,351,552
651,168
2,764,076
3,415,244
117,290
582,544
699,834
234,947
451,580
686,527
22,233
728,994
751,227
139,768
939,323
1,079,091
136,930
61,635
198,565
(3,415,244)
(699,834)
(686,527)
(751,227) (1,079,091)
(198,565)
23,188,274 10,701,376 4,056,428 2,077,790 3,199,693 3,152,987

23,188,274 10,701,376 14,757,804 16,835,594 20,035,287 23,188,274
289
Highlights
Management Reports
Company Profile
Risk Management
9.1.b Disclosure of Maturity Profile for Rupiah-Bank Stand Alone
(in million Rp)
December 31, 2014

No.
Items
(1)
I
(2)
Total Assets
B. Liabilities
4.Securities issued
5.Borrowings
6.Other Liabilities
7.Others
Total Liabilities
On Balance Sheet Assets and
> 3 to 6
months
> 6 to12
months
>12 months
(4)
(5)
(6)
(7)
(8)
2,693,996
12,173,212
3,355,985
8,380,662
124,057,309
2,533,846
1,020,921
2,693,996
7,564,121 1,608,894 1,170,530 1,829,667
869,234
224,572
135,022
896,851 1,230,306
138,265
359,229 2,877,396 1,706,462 3,299,310
7,929,186 12,384,943 11,967,222 16,068,958 75,707,000
385,336
22,325
188,554
12,540 1,925,091
145,307
44,286
7,911
2,685
820,732
154,215,931 19,725,445 14,644,249 16,346,635 20,517,163 82,982,439
89,038,227 11,781,558
2,874,188 2,403,307
11,632,630
5,621,040
800,000
1,060,239
68,577
4,364,158 1,162,580
7,932,669
20,294
183,946
2,308,497
6,866
457,967
6,084,139 10,452,625 52,787,236

19,409
416,117
15,061
2,710,408 1,800,831 6,937,445
549,771
622,152 1,340,620
753,191
9,027
222,578
125,161
3,668 2,614,782
114,590,482 16,216,022 10,910,239 10,242,079 13,304,420 63,917,722

39,625,449
3,509,423
3,734,010
6,104,556
7,212,743 19,064,717
507,063
2,910,891
3,417,954
27,825
377,701
405,526
104,860
552,469
657,329
13,789
640,041
653,830
273,466
1,144,562
1,418,028
87,123
196,118
283,241
(3,417,954)
(405,526)
(657,329)
(653,830) (1,418,028)
(283,241)
36,207,495
36,207,495
3,103,897
3,103,897
OFF BALANCE SHEET

1.Commitment
2.Contingency
1.Commitment
2.Contingency
Differences
290
(3)
1 month
> 1 to 3
months
BALANCE SHEET
A. Assets
1.Cash
5.Loans
6.Other Receivables
7.Others
II
Maturity
Balance
3,076,681 5,450,726 5,794,715 18,781,476

6,180,578 11,631,304 17,426,019 36,207,495
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
December 31, 2013

Maturity
Balance
(9)
1 month
> 1 to 3
months
> 3 to 6
months
(10)
(11)
(12)
2,823,269 2,823,269
13,893,349 10,852,735
347,098
3,258,424 1,285,891
141,412
6,911,489
49,984
284,906
120,323,550 11,110,427 11,768,984
1,639,814
72,159
1,014
980,276
146,395
44,384
> 6 to 12
>12 months
months
(13)
(14)
680,797 2,012,719
158,943
248,780 1,423,398
168,712 1,182,297 5,225,590
9,714,689 15,447,037 72,282,413
4,689
13,228 1,548,724
5,742
1,026
782,729
149,830,171 26,340,860 12,587,798 10,733,572 18,905,087 81,262,854
85,743,826 11,545,209
2,334,378 1,758,693
11,856,524
7,797,780 2,300,000
1,183,207
35,137
4,349,424 1,231,977
7,619,767
16,415
504,661
925,000
735
439,728
7,096,767 11,738,843 47,743,240

108,569
60,701
390,000
766,627 2,055,683 8,529,553
1,889,410 1,025,211 1,658,159
4,932
50,051 1,092,352
116,187
33,435 2,528,097
113,265,139 16,871,016
9,506,306
9,982,492 14,963,924 61,941,401
36,565,032
9,469,844
3,081,492
751,080
651,168
2,764,076
3,415,244
117,290
582,544
699,834
234,947
451,580
686,527
22,233
728,994
751,227
139,768
939,323
1,079,091
136,930
61,635
198,565
(3,415,244)
(699,834)
(686,527)
(751,227) (1,079,091)
(198,565)
33,149,788
33,149,788
3,941,163 19,321,453
8,770,010 2,394,965
(147) 2,862,072 19,122,888
8,770,010 11,164,975 11,164,828 14,026,900 33,149,788
291
Highlights
Management Reports
Company Profile
Risk Management
9.2.a Disclosure of Maturity Profile for Foreign Currency-Bank Stand Alone
(in million Rp)
December 31, 2014

No.
Items
(1)
I
(2)
> 3 to 6
months
(4)
(5)
(6)
> 6 to 12
>12 months
months
(7)
(8)
162,092
5,930,558
7,007,610
23,182
2,556,022
872,286
4,320
386,072
34,749
3,049,104
3,013,380
265
372,592
312,772
1,911,158
2,386,009
6,850
244,777
825,866
1,238,500
-
504,284
3,420,238
861
57,481
34,321,028 16,556,070
6,483,570
4,989,381
2,309,143
3,982,864
B. Liabilities
4.Securities issued
5.Borrowings
6.Other Liabilities
7.Others
27,559,342
8,725,197
13
816,155
38,781
160,861
4,404,415
1,221,951
13
14,110
-
5,109,685
3,011,803
7,840
5,626
4,817,760
2,385,971
1,345
3,139
6,278,119
1,238,500
-
6,949,363
866,972
816,155
15,486
152,096
Total Liabilities
37,300,349
5,640,489
8,134,954
7,208,215
7,516,619
8,800,072

(2,979,321) 10,915,581 (1,651,384) (2,218,834) (5,207,476) (4,817,208)
Total Assets
162,092
5,930,558
8,011,051
874,987
11,762,388
7,511,036
68,916
OFF BALANCE SHEET

1.Commitment
2.Contingency
1.Commitment
2.Contingency
Differences
292
(3)
1 month
> 1 to 3
months
BALANCE SHEET
A. Assets
1.Cash
5.Loans
6.Other Receivables
7.Others
II
Maturity
Balance
6,939,126
130,105
7,069,231
3,955,820
3,955,820
1,263,648
2,254
1,265,902
374,646
32,028
406,674
1,239
95,823
97,062
1,343,773
1,343,773
5,618,599
708,112
6,326,711
2,617,643
69,618
2,687,261
2,261,620
106,732
2,368,352
126,424
142,523
268,947
20,718
307,575
328,293
592,194
81,664
673,858
1,268,559 (1,102,450)
137,727
(231,231)
669,915
742,520
(2,236,801) 12,184,140 (2,753,834) (2,081,107) (5,438,707) (4,147,293)

(2,236,801) 12,184,140 9,430,306 7,349,199 1,910,492 (2,236,801)
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
December 31, 2013

Maturity
Balance
(9)
120,490
2,518,339
6,618,857
636,502
12,625,701
4,080,231
51,404
1 month
> 1 to 3
months
> 3 to 6
months
(10)
(11)
(12)
> 6 to 12
>12 months
months
(13)
(14)
120,490
2,518,339
6,203,728
88,389
1,644,049
330
842
269,913
37,882
5,120,953
4,040,656
781
39,152
133,534
916,638
59
4,532
48,456
1,079,828
-
57,608
376,697
3,864,233
39,186
45,249
26,651,524 10,576,167
9,470,185
1,093,915
1,128,284
4,382,973
23,500,503
8,031,594
5
899,713
21,024
152,096
4,592,110
1,088
5
5,070
762
3,322,432
7,054,320
4,277
13,249
3,539,036
51,028
48
2,464
5,500,536
316,575
1,104
996
6,546,389
608,583
899,713
10,525
134,625
32,604,935
4,599,035 10,394,278
3,592,576
5,819,211
8,199,835
(5,953,411)
5,977,132
(924,093) (2,498,661) (4,690,927) (3,816,862)
8,927,052
85,908
9,012,960
2,050,331
2,050,331
3,107,220
3,107,220
1,139,389
1,139,389
1,718,173
85,908
1,804,081
911,939
911,939
5,362,510
588,718
5,951,228
1,246,245
27,058
1,273,303
1,107,892
97,044
1,204,936
1,013,556
209,125
1,222,681
1,199,877
238,042
1,437,919
794,940
17,449
812,389
3,061,732
777,028
1,902,284
(83,292)
366,162
99,550
(2,891,679)
(2,891,679)
6,754,160
6,754,160
978,191 (2,581,953) (4,324,765) (3,717,312)

7,732,351 5,150,398
825,633 (2,891,679)
293
Highlights
Management Reports
Company Profile
Risk Management
9.2.b Disclosure of Maturity Profile for Foreign Currency-Consolidated
(in million Rp)
December 31, 2014

No.
Items
(1)
I
(2)
Maturity
Balance
(3)
1 month
> 1 to 3
months
> 3 to 6
months
> 6 to 12
months
>12 months
(4)
(5)
(6)
(7)
(8)
BALANCE SHEET
A. Assets
1.Cash
5.Loans
6.Other Receivables
7.Others
162,092
5,930,558
7,008,884
23,182
2,556,022
872,286
4,320
386,072
34,749
3,049,104
3,013,380
265
372,592
312,772
1,911,158
2,386,009
6,850
244,777
825,866
1,259,481
-
504,284
3,420,238
198,904
57,481
34,541,326 16,557,344
6,483,570
4,989,381
2,330,124
4,180,907
27,559,288
8,725,197
13
7,649,226
38,781
256,397
4,404,361
1,221,951
13
14,110
35,456
5,109,685
3,011,803
7,840
45,745
4,817,760
2,385,971
1,345
23,100
6,278,119
1,238,500
1,238,278
-
6,949,363
866,972
6,410,948
15,486
152,096
Total Liabilities
44,228,902
5,675,891
8,175,073
7,228,176
8,754,897
14,394,865

(9,687,576) 10,881,453 (1,691,503) (2,238,795) (6,424,773)
(10,213,958)
Total Assets
162,092
5,930,558
8,012,325
874,987
11,762,388
7,730,060
68,916
B. Liabilities
4.Securities issued
5.Borrowings
6.Other Liabilities
7.Others
II
OFF BALANCE SHEET

1.Commitment
2.Contingency
1.Commitment
2.Contingency
Differences
294
6,939,126
130,105
7,069,231
3,955,820
3,955,820
1,263,648
2,254
1,265,902
374,646
32,028
406,674
1,239
95,823
97,062
1,343,773
1,343,773
5,618,599
708,112
6,326,711
2,617,643
69,618
2,687,261
2,261,620
106,732
2,368,352
126,424
142,523
268,947
20,718
307,575
328,293
592,194
81,664
673,858
1,268,559 (1,102,450)
137,727
(231,231)
669,915
(8,945,056) 12,150,012 (2,793,953) (2,101,068) (6,656,004)

(8,945,056) 12,150,012 9,356,059 7,254,991
598,987
(9,544,043)
(8,945,056)
742,520
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
December 31, 2013

Maturity
Balance
(9)
120,490
2,518,339
6,622,449
636,502
12,625,701
4,514,748
51,404
1 month
> 1 to 3
months
> 3 to 6
months
(10)
(11)
(12)
> 6 to 12
>12 months
months
(13)
(14)
120,490
2,518,339
6,207,320
88,389
1,644,049
64,272
842
269,913
37,882
5,120,953
4,072,740
781
39,152
133,534
916,638
240,874
4,532
48,456
1,079,828
85,584
-
57,608
376,697
3,864,233
51,278
45,249
27,089,633 10,643,701
9,502,269
1,334,730
1,213,868
4,395,065
23,500,391
8,031,594
5
4,353,844
21,024
208,046
4,591,998
1,088
5
486,792
5,070
16,346
3,322,432
7,054,320
243,395
4,277
47,438
3,539,036
51,028
1,216,947
48
8,641
5,500,536
316,575
562,777
1,104
996
6,546,389
608,583
1,843,933
10,525
134,625
36,114,904
5,101,299 10,671,862
4,815,700
6,381,988
9,144,055
(9,025,271)
5,542,402 (1,169,593) (3,480,970) (5,168,120) (4,748,990)
8,927,052
85,908
9,012,960
2,050,331
2,050,331
3,107,220
3,107,220
1,139,389
1,139,389
1,718,173
85,908
1,804,081
911,939
911,939
5,362,510
588,718
5,951,228
1,246,245
27,058
1,273,303
1,107,892
97,044
1,204,936
1,013,556
209,125
1,222,681
1,199,877
238,042
1,437,919
794,940
17,449
812,389
3,061,732
777,028
1,902,284
(83,292)
366,162
99,550
(5,963,539)
(5,963,539)
6,319,430
6,319,430
732,691 (3,564,262) (4,801,958) (4,649,440)

7,052,121 3,487,859 (1,314,099) (5,963,539)
295
Highlights
Management Reports
Company Profile
Risk Management
E. LEGAL RISK
Legal risk is a risk arising from lawsuit (taken
either by the internal or external party) and/
or the weakness of juridical aspect (the
absence of legal documents and regulations or
weaknesses in the legal binding documents).
In the risk management framework and in
accordance with the prevailing regulations,
legal risk is one of important legal aspects that
essentially aim to anticipate risks that will occur
in the future.
Along with the increasing scope of Danamons
business and dynamic product development
influenced by many factors, the level of legal
risk needs to be properly managed.
In principle, the main purpose of the application
of legal risk management is to ensure that
the risk management process can minimize
the possibility of negative impact of juridical
weakness, the absence and/or amendments
of legislations and litigation processes over the
activities of Danamon and its Subsidiaries.
Danamons Legal Risk Management
Organization
Legal risk in Danamon is managed by a
team coordinated by the Legal Division and
chaired by General Legal Counsel. In the
implementation of such legal risk, Legal Risk
Management Team in Legal Division cooperates
with relevant working unit namely: Litigation
Unit and Danamon Access Center.
Meanwhile, related to consolidated Danamon
Legal Risk management, legal risk management
team cooperates with legal risk management
team in PT Adira Dinamika Multi Finance Tbk
and PT Adira Quantum Multifinance.
296
Legal Risk Management Policy and

Procedure
The Bank has Legal Handbook/Legal Manual
and Standard Operating Procedures (SOP) of
Legal Assistance which is evaluated regularly
according to the development of Danamons
external/internal and the amendment of
prevailing laws and regulations and has been
adapted to the regulations of Bank Indonesia
in line with the risk management.
Legal Handbook/Legal Manual and SOP of
Legal Assistance can be accessed through
the portal and used by all working units of
Danamon.
Legal Risk Management and Control
Mechanism
Legal Risk Management is done through
a process of identification, measurement,
monitoring, and risk control as well as
information management system. In the
identification process, all business lines,
support functions, as well as the Banks
subsidiaries need to identify and analyze the
factors that can lead to the occurrence of legal
risk in business lines, products, processes
and information technology which has impact
on Banks financial position reputation.
Identification of risk also includes legal risk
assessment arising from operating activities/
products/agreements and inherent risks.
In assessing inherent risk over legal risk, the
parameters/indicators used are:
1. Litigation factor
2. Weaknesses of Binding Commitment
3. Elimination/changes inregulation/
legislation.
& Analysis
Operational Review
In relation to implementation of legal risk

management, Danamon has implemented
several things namely:
Implementation of legal risk by Danamon
Senior Management (especially legal cases);
Realization
of
Legal
Policy
&
Documentation and SOP of legal risk
management, as mentioned above, which
among others regulate the identification
and mapping of legal risks including the
mitigations, and matrix parameters, for
the inherent risk and quality of legal risk
management implementation;
The establishment of working unit
designated by the management to monitor
and manage the inherent legal risk in a
product and Danamons activity and its
subsidiary so that the possibility of existing
legal risk does widely impact and become a
trigger of other risk.
The implementation of legal risk management
process that is comprehensive with the
presence of monitoring over the legal risk is
targeted to be consistently running with active
participation of all concerned parties. Through
the joint endeavors, with Legal and Litigation
Division as the division in charge, the existing
risk is expected not to exceed the risk appetite
pre-determined by Danamon management,
and the existing legal cases decreases.
To assure the improvement of legal risk
management quality, Danamon has regularly
provide legal training/socialization to the
employees.
F. STRATEGIC RISK
The management of strategic risk is intended
to address a variety of risks caused by
the establishment and implementation of
inadequate strategies.
Corporate Social
Responsibility
Corporate Data
Strategic risk can originate from among

others weakness or inaccuracy of strategic
formulations, or failure to anticipate the
changes of business environment.
Strategic Risk Management Organization
Strategic risk working unit plays a role in
managing strategic risk and is under the active
supervision of Board of Commissioners and
Board of Directors of the Bank. The Banks
strategic risk working unit covers the entire
Business Lines and Support Functions that
work closely with financial working unit in
analyzing and monitoring the strategic risk.
Strategic Risk Management
The implementation of strategic risk
management is carried out through active
supervision of Board of Commissioners
and Directors. In terms of strategic risk
management, the Board of Commissioners is
responsible to direct and approve the Banks
business and strategic plans. While the Board
of Directors is responsible to:
Formulate the Banks strategic business
and strategic plans.
Ensure that the strategic objectives set
in line with the mission, vision, culture,
business direction and risk tolerance of the
Bank.
Approve changes of strategic plans and
periodically review the alignment of strategic
plans.
Ensure the managerial competence and
system and control in the Bank are adequate
to support the established strategic
implementation.
Monitor the development of internal and
external conditions that affect the Banks
predetermined business strategy.
Establish working unit/function that is
responsible and authorized to formulate and
oversee strategy implementation including
business and strategic plans.
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Risk Management
Ensure that risk management for strategic
risk has been implemented effectively and
consistently.
Danamon manages strategic risk by monitoring
inherent strategic risk and the quality of strategic
risk management implementation. In assessing
inherent strategic risk, the parameters are:
The influence of external risk factors,
including
macroeconomic
condition,
regulation, technology, target customers,
competition as well as Banks position in the
banking/finance industry.
The influence of internal risk factors,
including alignment of business strategy,
business model and strategy focus,
effective organizational structure, adequacy
and human resources quality, technology,
and operational efficiency.
Monitoring the strategy implementation,
including
its
results,
successful
implementation of strategic projects, and
impact of strategic decisions made.
Furthermore, in assessing the quality of
strategic risk management, the following
factors are to be considered:
Risk Governance, including risk preference,
risk tolerance, and active supervision by
Board of Commissioners and Board of
Directors.
Risk management framework, including the

adequacy of organizational structure and
organizational policy and procedure.
The process of risk managements, human
resources and management information
systems, including the process of
identification, measurement, management
information systems and risk management,
as well as the quantity and quality of human
resources to support risk management.
Risk control system, including the adequacy
of internal control systems, and the
adequacy of the review by an independent
party in the Bank.
Inherent Strategic Risk
Danamon has managed the inherent strategic
risk well. In essence, the Bank has a clear
and well defined vision as well as good
organizational culture that is in line with
business structure and process. The Bank also
has a clear, aligned, and measurable business
strategy. This supports the Bank to keep in line
with the strong and stable economic growth
amid global economic uncertainty and a higher
level of business competition.
Danamon anticipates the intense business
competition by creating better service to
attract new customers and maintain existing
customers.
Danamon also understands that the
macroeconomic condition can lead to strategic
risk. Therefore, the Bank continues to monitor
some indicators such as inflation rate, BI
interest rate, and the changes in exchange rate
of Rupiah. The Bank actively adapts some of
its activities, such as lending, by anticipating
the movement of macroeconomic movement.
Danamon also seeks to improve operational
cost efficiency.
298
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Competition in customer service directly

affects the competition between companies in
acquiring qualified human resources. The high
turnover of employees and the occurrence of
vacant positions in divisions and subsidiaries,
as well as an amount of employee performance
management has become an important
concern of the management. To that end,
Danamon optimizes a recruitment system to
support business requirements and to conduct
analyses/employee evaluation to confirm the
competence of human resources capability
with business needs. Danamon also conducted
a survey of employees to discover how to
improve employee satisfaction and to prepare
HR support (bench strength) for important
positions.
as possible. To that end, a comprehensive

study was conducted on applied aspects of
adherence to policies/products/systems at
the Bank. Compliance Risk Management is
also conducted in the Banks compliance risk
on an individual basis, and compliance risk
of the Bank on a consolidated basis with its
Subsidiaries.
Strategic Application of Quality Risk

Management
Application of risk management has been
implemented quite satisfactorily. However,
the Bank continues to fine-tune the process.
Formulation of an acceptable level of risk (risk
appetite) is quite adequate in terms of limits,
policy and procedure of processes with risks.
Risk managers in their respective divisions
and subsidiaries have also been positioned
to support the implementation of a business
strategy determined by senior management.
The implementation of compliance risk is

managed by Danamons compliance function
as one of the components in Integrated Risk
Management Bank and Control Framework.
To ensure effectiveness of compliance risk
management in all Banks activities, compliance
risk management becomes a responsibility
shared across Banks organizational lines.
Danamon also continues to monitor various

elements of relevant strategic risk and
continually updates its mitigation action plan
in response to changes in the Banks risk
situation.
G. COMPLIANCE RISK
Compliance risk may arise from banks
activities which do not meet the requirements
or regulations or generally prevailing laws
and regulations. Effective management
of Compliance Risk is very essential to
minimize the impact of the risk as quickly
Compliance Risk Management Organization

The management of compliance risk is
supported by an adequate governance structure,
including the Board of Commissioners, a Risk
Monitoring Committee, the Board of Directors,
a Compliance Committee and Compliance
Working Unit, Senior Management, Business
Units and other supporting units.
The Board of Commissioners, through the

Risk Monitoring Committee, is responsible for
overseeing the function of Bank Compliance,
including assurance that risks have been
monitored and managed properly.
The Board of Directors plays an instrumental
role in building Compliance Culture at all levels
of the organization and activities. The Board
of Directors is supported by Compliance
Committee which evaluates and reviews the
implementation of the Banks compliance
and activities with potential compliance risk.
The Compliance Committee is chaired by the
Compliance Director.
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Highlights
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Risk Management
The Compliance Director exercises duties and
responsibilities in formulating strategies to
encourage a culture of compliance, establish
policy, systems, and procedures of compliance,
ensuring the compliance fits the Banks activity,
minimizes compliance risk and prevents any
decisions of management that might run the
risk of non-compliance. The Compliance
Director thus plays an important role in the
management of compliance risk.
The Compliance Working Unit is a working
unit formed to support the implementation
of the Compliance Directors duties and
responsibilities. Compliance Working Unit is
independent and free from any influence of any
other working units. Compliance Working Unit
is supported by experienced resources and has
professional compliance competence covering
all Danamon business activities, including
Syariah business unit and its Subsidiaries.
Compliance Working Unit has clear duties
and responsibilities as it is regulated in Banks
Compliance Policy.
To support the Compliance Function, the
Bank appoints a Business Unit Compliance
Coordinator (BUCO) and Business Unit
Compliance Officer (BUFO) officials at business/
branch working units, as officials in charge
of planning, implementation and compliance
monitoring with prevailing laws and regulations
governing its working units. In a compliance
risk management framework, the business/
branch working unit is in the vanguard, which
plays an important role in the management of
the Banks compliance risk.
300
Strategy & Effectiveness of Compliance

Risk Management
Implementation of compliance risk is achieved
through the process of identifying and
measuring, monitoring and controlling of risk
and a management information system. The
process of risk identification and measurement
of compliance is achieved through a review of
the policy, provision of funds and collection of
funds, as well as other Danamon activities, to
detect any potential non-compliance with Bank
Indonesia provisions, laws and regulations in
force, prudential principles and standardized
sound business ethics.
Compliance risk management is also carried out
on matters that can increase the risk exposure
of potential to either penalties or reputations.
A business/branch working unit continuously
manages compliance risk and participates in
performing identification, control and mitigation
of compliance risk in its activities.
The followings are among the efforts performed

by the Compliance Unit to support the process
of compliance risk management, among others:
Use of a reminder system to ensure that
commitment and reporting are implemented
in accordance with deadlines.
Use of results of Compliance Regulatory Self
Assessment (CRSA) done periodically as a
basis to measure the level of compliance
risk.
Socialize regulations and provide regulation
consultation to ensure that the Banks
activities are in line with prevailing laws and
regulations.
Develop e-learning programs containing
modules of Bank Indonesia regulations.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Provide a regulation database through the

Banks intranet system, updated regularly
and accessible for all employees.
Financing, Calculation of Secondary Statutory

Reserves and Statutory Reserves based on
Loan to Deposit Ratio in Rupiah.
The commitment of all components to

support the realization of compliance in
Banks organization that is consistent with
the management of reliable compliance risks
is expected to improve the effectiveness of
compliance risk management and effect robust
control of compliance risk.
H. REPUTATION RISK
Reputation risk is defined as the risk associated
with adverse negative perception toward which
can be triggered from a variety of undesirable
events; such as negative publicity, a violation
of business ethics, customer complaints,
governance weakness, and other events that
may impaired the Banks reputation.
Monitoring and Control Mechanism of

Compliance Risk
Danamon conducts monitoring and control
of compliance risk through compliance risk
results, assessment results, compliance results
of self assessment and commitment to Bank
Indonesia, including the fulfillment of primary
regulations of the Bank and its subsidiaries.
In compliance risk management, Integrated
Risk Management coordinates periodically
with the Internal Audit Unit. Integrated risk
management and Internal Audit Unit ensure the
adequacy of Banks policy, and that procedure
is in line with the provisions of Bank Indonesia
and relevant external provisions, as well as
their ongoing implementation in the Bank.
Implementation of Regulatory Provisions
Danamon always strives to comply with
provisions set by the Regulators; regulations
issued during the year 2014 have been
implemented, include those relating to Good
Corporate
Governance
Implementation
for Commercial Banks, Application of Risk
Management to Bank with Lending or Property
Ownership Financing, Credit or Vehicle
Reputation Risk Management Organization

Danamons reputation risk is managed by
Corporate Secretary Unit coordinates with Risk
Management Unit and cooperates with Public
Affairs Unit, Customer Complaints Handling
Unit, Compliance Unit, Financial Unit and other
relevant units. Given its importance, reputation
risk management through implemented in an
integrated approach with full support from
relevant working units that handle customer
complaints, perform public relations functions,
respond to negative publicity, and communicate
necessary information to stakeholders.
Meanwhile, to ensure Reputation Risk
Management is carried out consolidatedly the
reputation risk management team at Danamon
work closely with PT Adira Dinamika Multi
Finance, Tbk. and PT Adira Quantum Multi
Finance, Tbk.
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Highlights
Management Reports
Company Profile
Risk Management
Policy and Mechanism of Reputation Risk
Management
The policy and mechanism of reputation risk
management are aligned with regulations
and focusing on inherent reputation risk
management, such as:
1. Negative news related to the owner of
Danamon and/or companies related to
Danamon.
2. Violation of common practices of business
ethics/norms.
3. The amount and significant level of
customers usage of Danamons complex
products and the amount and materiality of
Danamons cooperation with its business
partners.
4. Frequency and materiality of negative
publicity towards Danamon, including its
officials.
5. Frequency and materiality of customer
complaints.
Danamon strives to implement high standard
of reputation risk management through
continuous improvement of governance,
policies and procedures utilization of better
information systems and quality enhancement
of resources.
Risk Management During Crisis Situation
Danamon has a separate policy and procedure
that governs the handling of activities during
crashes, and the management of reputation
risk, during crisis follows the policy and
procedure accordingly.
302
I. INVESTMENT RISK
Investment Risk (Equity Investment Risk)
arises because the Bank also bears the loss
of business of its financing customers, under
a profit-loss sharing basis agreement. This risk
arises from Banks financing activities, using
mudharabah and musyarakah contracts.
Financing based on a mudharabah contract
takes the form of business cooperation between
the Bank, which provides all the capital, and
the customers, who act as fund managers,
by sharing the profit of the business, based
on the agreement realized in a contract, while
the loss will be fully borne by the Bank unless
the customers are proven to have committed
willful misconduct, are negligent or violates the
agreement.
Financing based on musyarakah contract
takes the form of cooperation between the
Bank and its customers for a certain business,
in which each party invests certain portion of
funds, under the provision that the profit will be
shared based on an agreement while any loss
will be borne by all parties, according to the
respective fund portion.
Equity Investment Risk Organization and
Policy
Equity investment risk organization and policy
is the same as Credit Risk Organization, given
both of the risks arise from financing activities.
& Analysis
Operational Review
UUS Danamon has its own working unit to

process of providing financing covering criteria
for accepting customers, financing approvals,
monitoring, managing financing problem
and portfolio management where financing
in this case in financing based on profit and
loss sharing. The risk control is conducted
independently carried out by Integrated risk
working unit.
UUS Danamon has a working unit empowered
and responsible for analyzing report containing
actual realization against business target set.
The Bank ensures adequate infrastructure to
monitor business performance and operations
of those financed or regarded as partners.
Investment Mitigation Risk
To prevent any breach on the part of customers
and as collateral for the Bank if customers
should make an intentional/willful mistake,
be negligent or violate an agreement, the
Bank requests collateral from customers who
are financed. Collateral type and collateral
assessment follow prevailing collateral policy,
applied in financing business in general.
J. RATE OF RETURN RISK
Rate of Return Risk is risk arising from changes
of level of return rate paid by the Bank to a
customer, as a result of changes in returns
received by the Bank from the disbursements
of funds, which can affect the behavior of
funding a third-party customer of the Bank.
Rate of Risk Management applies also to
Syariah Business Unit (UUS) business. Process
of Return of Risk Management refers to the
provision established by Bank Indonesia.
Corporate Social
Responsibility
Corporate Data
Rate of Return Risk Organization

The Syariah Director, working through the
Syariah Asset and Liabilities Committee (ALCO),
is actively involved in funding planning and
strategy. The establishment of a rate of return
is reviewed periodically each month, in ALCO
Syariah meetings, by considering comparative
data in the Syariah Banking market.
RISK MANAGEMENT EFFECTIVENESS

EVALUATION
In order to carry out a proper evaluation of the
effectiveness of risk management, the Board
of Commissioners and the Board of Directors
actively supervise the implementation of
risk
management
through
committees
related to risk management. To support
the implementation of Syariah Supervisory
Board duties, the Risk Monitoring Committee
monitors the implementation of strategies and
risk management policies, risk exposures to be
used as a basis for evaluating the accountability
of the Board of Directors.
In order to obtain sufficient data and maintain
an overview of the steps that have been taken
in the management or risk, the Risk Monitoring
Committee conducts a monthly meeting to
discuss risk-related problems.
As a follow-up of Risk Monitoring Committee
recommendations, the Risk Management
Committee supervises the development of
a risk strategy and policy, and evaluates
significant risk issues. Based on the report of
the Banks risk profile, submitted quarterly, the
Bank concludes that the effectiveness of risk
management of the Bank and its subsidiaries
should be rated at 2 (Low to Moderate).
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Highlights
Management Reports
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Risk Management
In addition to evaluation of risk management
and profiles, periodic evaluation/reviews are
also conducted over the methodology of risk
appraisal, adequacy of system implementation,
management information system, and accuracy
of policies, procedures, and limits. Based on
the results of the review process, Danamon
will conduct a periodic Meeting Portfolio to
evaluate the condition of its risk portfolio
against the Bank and its subsidiaries.
RISK MANAGEMENT ACTIVITIES PLAN

IN 2015
As described in the 2015 Economy Outlook
section, Indonesias economy in the year 2015
is predicted to still be in recovery. The following
are some of the challenges projected for 2015:
Rupiah Exchange Rate against USD
remains weak, threatening risk towards
USD-denominated credit portfolios.
Inflation remains high, and therefore the
benchmark interest rate (BI rate) will also
remain high and will result high interest
costs for customers.
It is possible that new, more stringent
policies be issued in response to the
unfavorable economy.
Risk of increasing operating costs.
The commencement of Basel III provisions,
expected to have a gradual impact on the
increase of capital.
To anticipate these external conditions in
2015, Danamon has prepared various risk
management initiatives as follows:
304
1. Integrated Risk Management.

Build
integrated
Bankwide
Data
Warehouse
Improve the Risk Academy which include
enhancement of training material and
preparation of risk academy roadmap for
employees
Implementation of SAS EG allowing
monitoring through bankwide dashboard
2. Credit Risk Management.
Develop a new internal rating module
for Micro business, ADMF and SME
integrated into policy and systems
Develop
Collateral
Management
Systems (CMS)
Implement New Central Liability Systems
(CLS)
Implement Credit Processing Systems
for SME
3. Operational Risk Management and Fraud.
Improve the Banks early fraud detection
strategy through optimal use of existing
systems such as anti money laundering
systems, monitoring of application fraud
(Instinc) and others aimed to minimize
fraud risk
Improve
execution
of
Business
Continuity Management (BCM) through
introduction of BCM Heat Map
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Improve
the
implementation
of
Integrated ORM Tools for Risk/Loss
Event Database, Risk Control Self
Assessment dan Key Risk Indicator
Improve E-Learning for increase risk
awareness in Subsidiaries
4. Market Risk Management.
Continue the development of Asset
Liquidity Management System to
support monitoring of liquidity risk and
interest rate risk
Improve Market and Liquidity limit fro
2015 which include infrastructure and to
align with Basel III (LCR)
Continue
the
implementation
of
integrating market and liquidity risk
with Subsidiaries covering policy, risk
measurement tools and monitoring
including escalation process due to over
limit.
305
Highlights
Management Reports
Human Resources
Danamon provided 2,948 learning programs

participated by 70,278 employees generating
172,059 training man-days.
306
Company Profile
& Analysis
Operational Review
Danamon is very much aware that Employees

are unique resources, a source for the Bank
competitive advantage, and very difficult to be
replicated by competitors. This is the parameter
for human resources management at Danamon,
for constantly developing each employee to
be a continuously growing investment for the
Bank.
COMPETENCY
TRAINING
DEVELOPMENT
AND
Danamon strive to ensure that the competency

of each of its employees is appropriate with
the demand of roles and responsibilities of
each position. In realizing this, in addition to
facilitating specific program development
in each line of business, comprehensively
Danamon also provides a series of individual
program development for each employee group
from the clerical level, first line management,
middle management to senior management.
Corresponding to the organizational aspiration
to be Employer of Choice, the leadership
development program is always the focus of
Danamon in preparing the Bank future leaders.
Leadership education is conducted through
the program of Danamon Leadership Academy,
which is based on the leadership platform of
Danamon: Grow Yourself Grow Your People
Grow Your Business, which is known as 3G.
In running this program, Danamon works in
partnerships with a number of leading national
and global institutions.
Corporate Social
Responsibility
Corporate Data
A variety of training activities are coordinated

by Danamon Corporate University, which are
conducted mostly in Danamon training center
at Ciawi, West Java and in a number of training
centers located in several regions.
2014 HR LEARNFEST
In addition to facilitating training programs
for various divisions in Danamon, HR Division
organized 2014 LearnFest for the first time.
The first learning festival in Danamon is an
initiative HR Division in its efforts improving the
competency of HR team leaders and members
in providing the many services required by
the latest HR function. HR function is one of
the most important pillars for serving multi
dimensional human resource dynamics in
an organization, thus it always needs to be
improved to respond to future challenges.
For five days in a row, around 200 members
of Human Resources team from Head Office,
Regional Offices and HR Business Partners
participated in learning processes using several
different approaches. There were 25 learning
classes organized in this Learning Festival
week, presenting the latest HR topics with a
variety of learning methods and facilitated by
HRD practitioners and prominent figures in
Indonesia.
The first Learning Festival, which is organized
in August 2014 was opened by President
Director, Henry Ho Hon Cheong, and attended
by Danamon Commissioner JB Kristiadi
who welcomed the idea and requested that
similar learning models are replicated for other
Danamon divisions.
307
Highlights
Management Reports
Company Profile
Human Resources
Danamon Leadership Academy
Following the success of HR LearnFest, its

approach of integrated collective learning
was relaunched for Division of Self-Employed
Mass Market, presented as Science Market
program with Change as its main topic. It
was aimed for preparing team leaders and
members who manage Danamon Simpan
Pinjam (DSP) to face a number of organizational
transformation processes in 2015, which
are designed for responding to the market
dynamics of Indonesia micro business.
A series of 12 classes were conducted during

3 days in succession, presenting several topics
on Management of Change, attended by
400 leaders from First Line, Middle to Senior
Management levels. The sessions were warmly
welcomed, and the subsequent sessions were
awaited.
Until October 2014 more than 1000 learning
programs had been conducted where more
than 28,100 employees participated and
produced more than 72,000 training mandays. Around 40% of these programs were
conducted in Ciawi training center and four
regional training centers.
308
Internal Training Program
In accordance with BI regulation on Risk

Management Certification (RMC), until October
2014 the Bank had trained 436 employees
and sent 503 employees to participate in RMC
Examinations, and 453 employees had formally
passed.
The Bank conducted accelerated learning
programs through Officer Development
Program, covering the following areas:
Integrated Risk, in Risk Officers training
programs.
SME Banking, in Relationship Officer and
Funding Officer training programs.
Wholesale Banking, in Relationship Officer
and Funding Officer training programs.
Consumer Banking, in Personal Banking
Officers, Sales Service Officers (Customer
Service), Relationship Managers, Branch
Managers, Mortgage Officers and Consumer
Banking Management Development training
programs.
Operation, in Teller and Branch Service
Manager training programs.
Micro Banking, in Account Officers,
Operation Officers, Unit Managers and
Collection Officers training programs.
& Analysis
Operational Review
Corporate Social
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Corporate Data
Training Program Statistics

Training Program
2010
Number of Training Programs

Total Training Participants
8,000
2011
6,237
2012
4,230
2013
3,329
2014
2,948
70,500
67,632
83,277
90,864
70,278
Total Man-days
165,000
218,480
203,397
237,446
175,059
Total Training Investment (Rp million)
204,713
285,673
265,705
261,079
225,942
2.90
4.22
3.19
2.87
3.21
Average Investment per employee (Rp million)
INTERNALIZING COMPANY CULTURE

Activities to internalize the Danamons culture starts since an employee begin his/her employment
through employees orientation program. Communicating the Banks culture is an integral part of
training classes, meetings, workshops and various other meeting forums.
One of the initiatives for internalizing the Danamons culture which has turned into Danamons yearly
agenda is the program Bisa! Award, an activity for showing appreciations to the employees who
show Can Do Spirit producing useful real results for the environment around him/her, exceeding
the demand of his/her daily roles and works, and representing the application of Danamon core
values.
RECRUITMENT
2014 is a challenging year for the Danamon to keep its employees. In the space of ten months until
October 2014, the number of newly recruited employees had reached 5,227, mostly for filling the
positions vacated by the employees who already left, attracted by aggressive offers from various
competitors.
At the start of 2014, the number of Danamon employees was 67,727 and slightly reduced
to 60,618 employees at the end of the year. 46% of the new employees were fresh graduates,
possessing at least D3 diploma, while the remaining 54% are new employees who already have
working experience, mostly in the banking and financial industry. The recruitment activities for fresh
graduates were performed through several means. In addition to open invitations in job vacancy ads
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Human Resources
in mass-media or the Bank website, Danamon
also conducted talents search directly in the
selected universities and other education
institutions. The later was conducted by
Danamon HR by holding seminar or public
lecture, and participating in events of Career
Day in a number of universities.
Domestic recruitment was still a priority in 2014.
Nevertheless, external manpower including
expatriates were still needed in some particular
areas, such as risk management.
WELFARE
Danamons Management makes every effort
to retain the best employees, and ensure
the right positions for them. By means of HR
Division, several strategies are implemented to
support the effort, among them consolidating
remuneration practices to guarantee that
compensation policies in the organization
have implemented effectively to support
performance and in accordance with the
existing regulations.
Danamon also provides health insurance
facilities, which is currently one of the best in
the industry, in addition to mortgage and motor
vehicle loans.
TALENT MANAGEMENT
Talent management is the main focus of
HR Division by performing improvement of
frameworks and processes. The activities of
Talent Review for senior and critical positions
in the Bank are expected to be a means for
identifying high potential employees and
selecting appropriate employee development
and retention programs.
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Talent management is expected to improve

employees engagement, which at the end,
generates the best contribution for the
company.
EMPLOYEE
ENGAGEMENT
INDUSTRIAL RELATIONS
AND
The meetings between the Board of Directors

with the Central Leadership Council (DPP) of
Workers Union are held quarterly ini a year, thus
an open two-way communication is created
to discuss industrial relationship issues.
Additionally, direct monthly meetings were also
held in central and regional offices attended by
representatives from HR Division and Workers
Union.
In 2014, settlements of complaint were
accomplished smoothly, conforming to the
prevailing regulations, either through direct
meeting between the employees and their
superiors, or through mediation of HR Division
and/or Workers Union. Although there are cases
where settlements were achieved outside the
Bank, it is certain that they were in conformity
with the relevant laws and regulation.
OPENNESS
For strengthening the culture of openness and
transparency, Danamon periodically conducts
Live-Chat with Director through Danamon
Intranet Portal. President Director and other
Directors take turns hosting the live-chat,
while all employees can interact by sending
questions, suggestions, complaints to the top
executives, and getting answers and attentions
directly. This initiative is expected to maintain
the communication between management and
employees and to produce optimal coordination
and performance.
& Analysis
Operational Review
DANAMON EMPLOYEES CARE

To develop strong relationships among
employees, mutual-care among employees
was organized and coordinated through a
program Karyawan Danamon Peduli (KDP).
KDP is a employees voluntary funds collection
program, where for every employee fund
contribution, Danamon is committed to
match it with the same amount of company
contribution. Karyawan Danamon Peduli
(KDP) requests each employee to actively
help and support other employee by providing
Scholarships, Treatment/Care, Sympathies
for Loss of Parents/Parents in Law, and Care
for employees stricken by calamities/natural
disasters.
WORK LIFE BALANCE

As an expression of the Banks commitment
who constantly seek to create working
environment supportive to work-life balance,
Danamon Club (Daclub) was established. It is
a place for employees gathering according to
their personal interests in sports, arts, hobbies,
including social and religious activities.
The Bank constantly made strong efforts to
improve employees awareness on staying
healthy, and maintaining medical preventions.
HR Division organized several health talks on
the themes of health management and healthy
life style. HR Division also promotes regular
stretching activities twice daily, at 10.00 and
15.00, and furnished Danamon offices with
Health Corner, which are equipped with an
instrument for measuring Body Mass Index
(BMI) and tensimeter. Furthermore, HR Division
has started a health campaign by appointing a
Health Ambassador from employees as a role
Corporate Social
Responsibility
Corporate Data
model and to help spreading information on

healthy live.
Starting last year Danamon piloting nursery
room in several buildings in Jakarta and
seven regions. The room enables employee to
continue perform breast feeding or pumping
during office hour. The POMCYN Club manages
the room and provides education and facilities
to store breast milk.
BANK
INVESTMENT
IN
RESOURCE MANAGEMENT
HUMAN
As described earlier, human resource is one

of the most important assets of Danamon that
needs to be guarded, retained and developed.
For this reason, Danamon pays a special
attention to human resource management,
from recruitment, training, competency
development, provision of fair compensation,
health insurances, and other welfare package
scheme.
In 2014, the expenses incurred for human
resource development amounted to Rp5.8
trillion, grew by 1.7% from the previous year,
due to the increase in employee expenses.
For the activities related to competency
development and human resource training,
the investment made by Danamon in 2014
was Rp225 billion (consolidated). This is a
13% decline from the amount of the same
investment in 2013, which was Rp261 billion
(consolidated)
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Data Headcount Danamon Per December 2014
Source
2010
2011
2012
2013
2014
Danamon
26,275
30,736
33,939
35,423
31,660
Adira Finance
24,392
28,272
28,093
28,519
26,098
Adira Quantum
2,026
2,417
2,439
2,863
1,691
Adira Insurance
709
841
867
922
1,169
53,402
62,266
65,338
67,727
60,618
Total
Employee Composition by Education (Consolidated)
Education
2010
Post Graduate
2011
2012
2013
2014
575
579
577
573
542
Bachelor
34,487
40,256
41,162
42,361
37,834
Diploma
11,155
13,297
13,678
14,007
11,982
7,003
7,986
9,789
10,671
10,161
182
148
132
115
99
53,402
62,266
65,338
67,727
60,618
High School
Junior High/Elementary School
Total
Employee Composition by Length of Service (Consolidated)
Year of Service
2010
2011
2012
2013
2014
0-3 years
31,297
38,040
39,385
36,053
25,128
3-5 years
5,963
7,661
8,066
11,676
14,555
5-10 years
8,799
9,259
10,311
11,479
10,896
10-20 years
6,510
6,344
6,534
7,354
8,774
833
962
1,042
1,165
1,265
53,402
62,266
65,338
67,727
60,618
>20 years
Total
Employee Composition by Age (Consolidated)
Age
2010
<25 years
2011
2012
2013
2014
6,850
9,676
9,364
9,066
6,343
25-34 years
34,444
39,484
40,960
41,983
36,584
35-44 years
10,630
11,297
12,764
13,966
14,520
>45 years
Total
1,478
1,809
2,250
2,712
3,171
53,402
62,266
65,338
67,727
60,618
Employee Composition by Position (Consolidated)
Grade
Top Management & Technical Advisor
Senior Manager
Manager
Officer
2010
2011
2013
2014
46
38
45
49
39
325
336
362
407
422
2,410
2,586
2,909
3,495
4,045
12,117
13,903
15,618
16,894
16,818
Staff
38,504
45,403
46,404
46,882
39,294
Total
53,402
62,266
65,338
67,727
60,618
* Employee data covers permanent, probation, contract, trainee, part-time and expatriate
* Above data exclude outsource staff
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2012
& Analysis
Operational Review
2015 REVIEW
The challenges of human resource management
confronted by the Bank in 2015 will be strong,
among them, high rate of employees attrition
in several areas, rising cost of manpower that
should be followed by proportional increase of
rising productivity, business growth requiring
sufficient number of competent leaders in the
working units, and the program of embedding
company culture which still needs to be
strengthened within the Banks organization.
Corporate Social
Responsibility
Corporate Data
4. Conducting
leadership
and
talent
management program continuously, to
create and prepare future leaders.
With these focuses, Danamon believes human
resources will be more prepared to confront
business challenges and stronger competitions
ahead.
To respond to these challenges, in 2015 HR will

have several focuses, among them;
1. Creating synergy between functions of work
units in the organization through analysis
of business process, clarification of jobs
accountability, harmonizing KPI for every
work unit.
2. Process improvement in performance
management system, in line with the
Banks strategy, and a more objective
and transparent performance evaluation
process.
3. Programs related to competency and
capacity development for line managers
and middle managers, among others;
launching of People Manager Program,
which is especially designed to sharpen
the skills of managing a working team and
optimizing efforts to achieve targets through
an effective team.
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In order to safeguard the security, traffic, and

operation efficiency, Danamons IT always makes
certain that all products and services can be
accessed at any time and wherever the customer
is located.
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& Analysis
Operational Review
Information Technology at Danamon is tasked

with supporting business growth of the Bank
and its subsidiaries, and ensuring that the
operation of the Bank is secure, smooth and
efficient and maximizing the availability and
minimizing the disruptions of services.
The role of Information Technology at
Danamon is crucial in safeguarding the
security, smoothness and efficiency of the
overall operation of the Bank. It is for obvious
reason that Danamon highly prioritized the
development of IT, considering that most of
banking services rely on IT capacity. Through
IT Directorate, Danamon makes certain that
all products and services are available for
customers and can be securely accessed
whenever and wherever a customer is.
The IT of Danamon is aimed toward the
achievement of several objectives;
Supporting business growth of the Bank
and its subsidiaries;
Ensuring operation of the Bank is secure,
smooth and efficient; and
maximizing the availability and minimizing
the disruptions of services.
For achieving these objectives, Danamon
conducted several important initiatives in IT in
2014, which include:
Corporate Social
Responsibility
Corporate Data
positioning by highlighting Simplicity and

Delightful. Furnished with dynamic and
customized menu, customers who use the
application will get several benefits; ability to
conduct banking transactions that includes
new features of payment via Facebook (social
media), and cash withdrawal without a card.
Customer can also enjoy the latest Danamon
promotions using the technology of augmented
reality, and information/simulation on the latest
products. Mutual funds investment and online
account opening will be added as new features.
Users who are not customers of Danamon
can still benefit from the latest products and
promotions of Danamon. Danamon Mobile
Banking application can be obtained by
downloading from the respective application
store of each smartphone platform (Google
Play, App Store, Blackberry Application World,
and the official site of Danamon).
The new design for Retail Internet Banking
was introduced and launched in September
2014. The latest design adopted the looks and
feel of more interactive web pages, including
more responsive design (able to adjust screen
size automatically). The new function of online
shopping payment for e-commerce feature has
also been developed. Another new additional
feature, which is being finalized, is the
registration for opening new account through
e-form or DDF (Danamon Digital Form).
1. Development of System and Application for

Business
As one of the ten biggest banks in Indonesia,

Danamon has developed Mobile Banking
applicaton. Danamon strengthened brand
To widen the current product variety of

Danamon credit card, Mastercard Corporate
Card was launched on June 2014. Furthermore,
for preventing incidents of fraud utilizing fake
application (fake identity), and supporting
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business growth, IT implemented Retail
Banking Application Fraud Detection System
on September 2014 to monitor and perform
early detection of every suspicious incoming
application for minimizing the Banks loss.
Implementation of Collection Auto Dialer
for credit cards was completed in October
2014. This automatic calling system is able to
eliminate unproductive calling, thus improving
agents productivity by anticipating when
to make the next call, and how to detect
unproductive call e.g busy signals, answering
machine, no answer and disconnect. There is
no delay in transferring the call to the collection
agent. This automatic call system produces
cost and time saving for each business call.
For supporting DSP business segment, IT
implemented Mobile SPA (Sales Prospecting
Application) in May 2014 to increase the
efficiency of prospecting sales agents who use
cellphone. For supporting the administration,
control and search of DSP documents, IT
has implemented Document Management
System, which can also perform the function
of centralized document keeping for DSP. The
improvement of EDC DSP is conducted not
only for improving DSP transaction services,
but other banks line of business on DSP
branches as well.
As for supporting the business growth of Trade
Finance & Transaction Banking, IT is currently
implementing New Trade Finance system
316
equipped with a capability of SWIFT interfacing,

which is not currently supported.
2. Development of Bankwide System and Application
For managing liquidity and interest rates risks

in the balance sheet, the New Asset & Liability
Management system was implemented for
Treasury Division in October 2014 for acquiring
information timely and accurate.
IT is currently implementing Centralized
Limit System, capable to monitor groups of
borrowers, Omnibus, and to satisfy the need
of reporting requirements. Additionally, IT has
completed the selection of SOA Middleware
System that will be implemented in 2015. The
Middleware will provide a capacity for standin for Core Banking, and capacity for channel
integration and provide a foundation for future
initiatives such as Enterprise CIF, Customer
Communication Hub and Omni Channel
Capability.
3. Hardware and Communication Network
IT has implemented virtualization for UAT

& Development server in February 2014 to
gain more efficiency on the current facility,
especially on the utilization capacity of Data
Center, electricity usage and cost.
In April 2014, IT completed the improvement
and replacement of bandwidth management
for ensuring correct bandwidth allocation and
traffic priority for application data on the basis
of their level of criticality for connecting Data
Center to the branches and vice-versa.
& Analysis
Operational Review
4. Regulations and Compliance
IT implemented LBU Syariah XBRL in April 2014

in compliance with BI regulation, and in June
2014 IT implemented Negative List system that
contains list of customers on the blacklist, to
get a better process of loan approval for more
effective management of credit risks.
Gradual implementation of 6-digits PIN credit
card for EDC has been started since September
2014, and will be completed on December
2014 in compliance with the OJK regulation
whereby June 30, 2015 all credit card acquirers
must upgrade all EDC and system to process
transaction with 6 digit PIN.
5. A Plan For 2015
The development of Danamon IT ahead will be

more focused on the improvement of electronic
channel capacity and implementation of several
new systems for supporting the business
needs of the Bank.
In 2015, the following initiatives will be
implemented:
As part of Customer Service Without
Disruptions, Danamon will continue the
renewal of core banking technology
infrastructure refresh.
Asset Liability Management phase 2, which
covers Dynamic ALM, Liquidity Risk, FTP
analysis, and phase 3 that includes Basel III
function.
Conducting preparatory stage for Enterprise
Data Warehouse. In this preparatoy stage,
Danamon will form Data Governance team,
including its policies and procedures.
Danamon will also conduct a process of
improvement of data quality.
Corporate Social
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Corporate Data
Implementing SOA Middleware.

IT has implemented virtualization for
Production & DRC server for better
efficiency.
Continuing development phase 2 and 3
of Danamon Mobile Banking Application,
which will add more functions and ability
for customers to open an account, invest in
mutual funds, and e-saving.
Implementing a new application of
Wholesale Internet Banking phase 1, which
includes cash management functions,
financial supply chain, and phase 2 that
includes integrated gateway for trade
finance and treasury transactions.
Continuing the implementation and rolling
out EMV for Debit Card with 6-digits PIN,
and preparing cards able to support 6-digits
PIN.
DSP will continue its piloting launch of
Mobile Branch.
Implementation of new function in SEMM
Mobile Sales Application, which will enable
a customer to open an account without
visiting any branch.
Danamon IT will also continue the
implementation of Loan Origination System
for SMEC.
Completing the implementation of the new
Trade Finance System.
Enterprise CIF initiatives will be started.
Furthermore, IT Directorate will continue to be
on guard on the risks of misuse of IT access
by internal or external parties with ill intentions.
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Operations
Danamon continuously endeavors to be regarded

as a bank who provides services that are quick,
convenient, flexible and accessible anywhere and
anytime.
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& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
In line with business development and customer demand for better services, Danamons operation
in 2014 continued the improvement processes in many areas. Operating under a proactive and
constructive supervision from the Regulator, Danamon constantly seeks to ensure that every
transaction is conducted in security, competency, compliancy and efficiency that correspond to the
rising need of customers for banking products and services, the risks involved and the progress of
banking technology.
Vision
Mission
We Care and Enable Millions to Prosper

The Leading Financial Institution in Indonesia with a Significant Market
Presence
FAST
Operation
UVP
Strategy
EASY
FLEXIBLE
REACHABLE
What we want to be known by Customer

1
Simplified
Process
Centralized
Operations
Synergy
Promote
Alternative
Channel
Operation to the Next Level
Values
Caring
Honesty
Passion to
Excel
Teamwork
Disciplined
Professionalis
The role of Danamon Operations in 2014 is as enabler, in accordance with the Operational
Framework that is grounded on Vision, Missions and Core Values of Danamon (see the diagram
above). Danamon continuously endeavors to be regarded as a bank who provides services that are
quick, convenient, flexible and accessible anywhere and anytime. Building on this endeavors, four
basic strategies of Danamon Operations have been developed to achieve sustainable growth of
business. They are:
Promoting simplified banking processes on the whole network of the Bank, enabling customers
to enjoy faster services through simpler process.
Centralizing banking process at the branch offices to make operational costs more efficient and
organizations of branch offices more streamlined.
Increasing the use of alternative banking channels by customers.
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Operasional
Strengthening the synergy with subsidiary
companies within Danamon business
group, on the banking services needed for
their business.
2014 OPERATIONAL PERFORMANCE

OPERATIONS
2014 is the year where operational performance
produced significant improvements, which are
shown by:
1. Financial achievement, 13% less than the
budget formulated at the beginning of the
year with various initiatives to improve
efficiency.
2. Improvement of controls, indicated by the
ratio of Acceptable Audit Rating which is up
from 52% in 2013 to 77% in 2014.
3. Better service quality, which is indicated by
many awards and recognitions awarded to
Danamon:
Best Teller in Banking Industry (BSEMSurvey)
WOW Service Excellence Award 2014
(Markplus)
Excellent Service Experience Award
2014 (ESEA)
Institute of Service Management Survey
2014:
- 1st Place for Bandung
- 3rd Place for Jakarta
Bank Indonesia Recognition for Banda
Aceh : 2014 Best Cash & Clearing
Administration
Recognition of Bank Indonesia Regional
Representative Office at Region VII
Palembang as Best Management for
Cash Administration 2014
Bank
Indonesia
recognition
for
Counterfeit Money Reporting in Padang,
Pontianak and Denpasar
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Bank Indonesia recognition for Best

LBU Reporting Bank-Second Place
Citis Performance Excellence Award
for Outstanding Achievement in Straight
Through Processing from Citibank with
STP rating 99.90% for MT 103 and MT
202
Elite Quality Recognition Award US
Dollar Clearing from JP Morgan with
Rating STP 99.42% MT 103
STP Excellent Award Deutsche Bank
Best Domestic Providers of FX Service,
Best for FX Products and Services, Best
for FX Options, dan Best for FX Research
and Market Coverage from Asiamoney,
Foreign Exchange Poll.
As part of operations ongoing improvements,
several programs were conducted as the
continuation of the previous years activities:
1. An event Operation Initiative Award
2014 was organized with the objective of
encouraging innovative spirit at all levels
of operational staffs. The event was well
appreciated by all staffs, and it was expanded
with participation of CREM staffs, from the
initial participation of just Operational staffs
in the previous year. There was also a clear
progress in the number of ideas proposed,
from 129 in 2013 to 254 in 2014, an increase
of 100%.
2. Organizing Control Award where the
participation was not limited to branch
operation only, but broadened with
participation from central and regional
offices, thus every units in Danamon network
would be considered for the recognition for
good process control.
& Analysis
Operational Review
3. Continuing the innovations in branches

operational efficiency, among others by
widening the coverage of outsourcing
Mailroom activities to Bandung and
Surabaya. This generates Rp600 million
of cost saving for the Bank every year.
Additionally, Operational team continues
to apply Branch Capacity Planning to
achieve optimal operational capacity at
the branch level, enabling Rp27 billion cost
saving annually while maintaining excellent
services to the customers.
4. The backbone of Danamon Trade Finance
business growth, New Trade Finance
System, was developed and implemented
further in 2014 by Operational team,
enabling Danamon to expand this line of
business agressively in 2015.
5. Maintaining the strategy of centralization,
among others by taking over the process
of payment for Cash Pickup claims at
Cash Management, centralizing sundries
at SEMM, transferring the CLS process at
SMEC and the CDP process at SEMM to
LTS, consolidating CCDM from 8 into 2, and
centralizing Helpdesk in line of businesses
to Helpdesk Operation.
Furthermore, Danamon Operational also
implemented new initiatives in 2014 to improve
operational performance in terms of process
simplification and standardization. Some of
them are as follows:
1. Avatar Project, an Operational team long
term initiative that was launched and
initiated in 2014. It is an innovation based
on shared services and allocated into 3
streams; Lending Stream, Payment Stream
and Support Stream. This initiative does
not improve Operational efficiency only, but
also improves bankwide efficiency.
Corporate Social
Responsibility
Corporate Data
2. Changing Passbook into Savings Book

where Savings Book is not a verification
tool anymore, thus customers can do the
necessary transactions more quickly and
conveniently.
3. Launching Video Control to facilitate
learning process on control aspects at the
branch and division level.
Corporate Real Estate Management (CREM)
In the area of Corporate Real Estate
Management
(CREM),
some
initiatives
implemented in 2014 are as follows:
Supporting business units in the branch
offices network project, including the
completion of ATM & Branches Relocation
projects.
Implementing restacking project (relayout
of working area) to improve the employees
productivity by redesigning for more
efficient office space and creating healthty
and better working environment.
Continuing the construction of new Head
Office building to consolidate Head Office
working units, which presently are located
in several rented building.
Continuing branches relocation project by
maximizing the efficiency of space use, and
reducing the cost of rental space by opening
conventional branch offices in Adira group
offices, or combining business works in
conventional branch offices and vice-versa.
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Operasional
Implementing programs of operational
cost savings on Danamon property, which
include replacement of light bulbs with LED
light bulbs, replacement of AC refrigerant
with energy saving refrigerant, installations
of timers and reducing the use of overtime
electricity.
Continuing the improvement program on
branches infrastructure, head office and
regional offices buildings.
Development of Real Estate Management
System to support management in
designing strategies and making decisions,
and centralizing real estate information.
2015 REVIEW
Operation
Operational focus in 2015 is performing
comprehensive transformation at the levels of
head office, regional and branches to expand
shared service and increase efficiency in
all areas. The transformation process does
not include working process only, but a
transformation of organizational operations in
totality to achieve optimum results.
2015 work plan will be focused on this strategy,
and will be realized on, among others:
1. Continuing the long term Avatar Project,
which covers more than 20 initiatives
from Lending Stream, Payment Stream
and Support Stream for supporting target
achievement of Cost to Income Ratio and
Bank ROE in 2015.
322
2. Implementing
systems
to
improve
automation, productivity and SLA in the
forms of New Trade Finance System, RTGS
Gen 2, SKN Gen 2, MPN Gen 2, Bank Wide
Reconciliation System, and many other
applications.
3. Continuing the concept of Savings Book
to other products such as Primadollar, so
customer convenience in transactions can
be expanded to all.
4. Performing shared service with DSP
branches and implementing rationalization
stage 2.
5. Optimizing shared service at branch level by
preparing programs of Teller Multitasking,
Head Teller Multifunction, and Operation
Officer Inhouse Training.
Division of Corporate Real Estate Management
(CREM), has a strategy of focusing on the
improvement of efficiency in administering
property infrastructure, which includes several
core initiatives, such as:
Carrying out the construction of the new
Danamon head office, which is expected to
be completed in July 2015, and the process
of moving in will be conducted between
October to December 2015.
Preparing the engineering design and
preparatory works for the project of
consolidated operational office (shared
service) that provides property solutions,
which are more efficient, energy saving and
conducive for improvement of employees
productivity. It is expected that construction
of the office of integrated operational
supports can be finalized before 2018.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Preparing the engineering design and

preparatory works for construction project
of Danamon data center in Cikarang, whose
construction is expected to be completed
before 2018.
Continuing the programs and projects
supporting the consolidation of Danamon
and Group network of branches in cities
across Indonesia, which will improve the
efficiency of space use, reduce rental and
operational costs, including the acquisition
and construction of branch offices network
in large cities.
Continuing the implementation of cost
saving programs for property operational
cost in all branch and regional offices in
Indonesia.
Supporting business units in the project
of branch offices network, including the
completion of ATM & Branches relocation
project.
323
Highlights
Business Review
Penjual Canang di Pasar Badung
I Wayan Budiarta Aryawan - Branch Support Bali Nusra

324
Management Reports
Company Profile
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Corporate
Governance
325
Highlights
Management Reports
Company Profile
Danamon considers corporate governance as the foundation to achieve long

term economic values for the shareholders, stakeholders and society as a
whole. Implementing high-standards of corporate governance, will enable
Danamon to be as a fundamentally healthy bank, sustainable and able to
manage challenges while remaining highly competitive.
326
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Corporate Social
Responsibility
Corporate Data
COMMITMENT FOR GOOD CORPORATE GOVERNANCE IMPLEMENTATION

Applying good corporate governance (GCG) best practices has enabled Danamon to weather a
challenging year with sound financial and non-financial performances. Danamon is committed to
continously improve the implementation of GCG in accordance with the ASEAN and international
standards, so that the Bank is able to grow sustainably, remain stable, and highly competitive to
become a well recognized Indonesian financial institution at the national as well as the ASEAN
economic community level.
Danamon has a strong commitment to realize GCG, supported by the presence of:
Clear and realistic Vision, Mission and Core Values, which are periodically evaluated by the
Board of Commissioners and Directors;
Danamon GCG Guidelines as a reference to GCG implementation;
Guidelines and charters of the Boards of Commissioners and Directors, along with Committees;
Determination of clear responsibilities and accountabilities of Danamon organs;
Establishment of codes of ethic and rules of conduct consistently implemented in Danamons
corporate culture;
Strong internal control system, including internal and external audit functions, as well as risk
management and compliance functions independent of business units and operations;
Implementation of a checks & balances mechanism;
Guidelines for affiliated transactions and related parties transaction including transaction with
conflict of interest;
Collective Labour Agreement (CLA) to assure the rights and obligations for Danamon corporate
and its employees as conduit for a positive working environment;
A whistleblowing system as a mechanism for reporting and lodging complaints, suggestions and
critiques from employees and other stakeholders;
Clear and implementable corporate social responsibility and environmental programs.
THE PURPOSE OF THE IMPLEMENTATION OF CORPORATE GOVERNANCE

In banking industry, the implementation of GCG is more than merely compliance, but is a necessity
and essential factor for the sustainability of the company. Implementing GCG with consistently high
standards will spur the Banks performance, foster investor confidence, protecting the interests of
stakeholders, as well as making positive contribution to social environment and national economy.
The GCG implementation in Danamon also aims to optimize the Banks value for stakeholders,
ensuring equal rights and treatment of all shareholders, and maintain professionalism in the
management of the Bank. To that end, Danamon will continue to strengthen the implementation of
good corporate governance practices in all aspects of its business activities.
327
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Company Profile
CORPORATE GOVERNANCE IMPLEMENTATION ROADMAP
Strengthening of GCG implementation is conducted through sustainable and consistant process
from time to time. The following is Danamon GCG Roadmap from 2006 to 2015:
2006-2008
Published GCG manual for employees at all levels

as the practical guidelines for GCG principles
implementation
Provided confidential channel for employees
and/or suppliers to report suspicious activities/
occurrence of fraud, corruption and/or violation
of Code of Conduct
Applied investment policy that regulates
employees personal investment activities
Applied policy regarding treatment for
confidential information of Danamon, segregate
the Risk and Audit Committee into Audit
Committee and Risk Monitoring Committee,
Established Nomination and Remuneration,
Committee and Corporate Governance Committee.
Expand compliance functions coverage to
subsidiaries PT Adira Dinamika Multi Finance,
Tbk., PT Asuransi Adira Dinamika, and PT Adira
Quantum Multifinance. Appointed Independent
Commissioners as Chairman for Committees
under BoC;
Refine and update Corporate Governance
Committee Charter
2012-2013
GCG alignment with

subsidiaries
Delegate Operational Risk
Management function
to Business Unit and
Supporting Unit levels
Implementation of
Compliance Regulatory
Self Assessment (CRSA) by
sistem.
E-Learning Compliance
system & UKPN
Established ORM
Committee under BoD
Analyzed Danamons GCG
implementation against
ASEAN CG Scorecard
Sustainability report
following the Global
Reporting Initiative (GRI)
standard.
2015
2009-2011
Refine e-learning Compliance

Module to further improve
employees compliance
awareness.
Refine and update the Audit
Committee and Risk Monitoring
Committee Charters
Established Compliance
Committe
Updated Anti-Money
Laundering/Combating
Financing Terrorism
Strengthened compliance
risk management through
Compliance Regulatory Self
Assessment (CRSA)
Refine and update Nomination
and Remuneration Committee
Charter
Refined Whistleblower Policy
Developed Risk Appetite
Statement
Analyzed and evualated GCG
implementation in subsidiaries
(ADMF, AD, and AQMF)
2014
Harmonized and enhanced the implementation

of good corporate governance practices with the
rules and applied legislation primarily to the
recommendations of the Financial Services Authority
which is set out in the Corporate Governance
Roadmap Indonesia.
Harmonized and enhanced the implementation of
good corporate governance practice with ASEAN CG
Scorecard.
Facilitated all members of the Board of
Commissioners with refreshment risk management
training course
Broke down the Nomination and Remuneration
Committee into two committees, namely the
Nomination Committee and Remuneration
Committee
Refered to the applicable regulations, adjust the
structure of the Audit Committee, Risk Monitoring
Committee, Remuneration Committee, Nomination
Committee
Enhanced and updated Guidelines and Rules of
the Board of Commissioners, Directors, Audit
Committee, Risk Monitoring Committee, Nomination
Committee, Remuneration Committee, and Corporate
Governance Committee
Issued improved policies which manage the
implementation of affiliate transactions and conflict
of interest
Improved the performance of the Board of Directors
by enhancing and updating policies of tasks division
and to be responsibile for each member of the Board
of Directors.
Established Compliance, Risk Management as well as Integrated Internal Audit, Risk

Management Committee and Corporate Governance Committee
Conducted Integrated Governance Guidelines
Implemented an integrated governance and risk management in accordance with applicable
regulations
328
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DANAMONS GOOD CORPORATE

GOVERNANCE FOCUS IN 2014
2014 was a year full of challenges in banking.
Danamon is required to manage challenges
and grow by carrying out its growth a
healthy banking business, strong capital and
risk management, and operate based on
implementing consistent GCG principles.
Vision, Mission and Core Values
Danamons strategic initiatives are conducted
based on the vision, mission and core values
of the Bank which are evaluated and reviewed
periodically. Vision and Mission of Danamon,
We care and enable millions to prosper and
be Leading Financial Institution in Indonesia
is Danamons commitment to continue
developing quality banking services serving
all segments and supported by excellence in
service and technology. Danamons strategic
measures and business plan are structured
as such to be used as reference in meeting
objectives in line with the vision, mission and
Danamons core values.
ASEAN CG Scorecard and FSA Roadmap
In order to continue the improvement process
of implementing GCG, Danamon aligned its
standard of corporate governance practices
in line with the ASEAN CG Scorecard and
FSA roadmap. The improvements made
during year 2014, among others related to
the mechanism around the announcement of
GMS, closed voting, adding of an Independent
Commissioner to the composition of the
committee of the Board of Commissioners,
improving Working Charter of the Board of
Commissioners and Committees of the Board
of Commissioners, separating Nomination and
Remuneration committee, as well as enhancing
remedial policies Affiliated Parties.
Corporate Social
Responsibility
Corporate Data
Corporate Governance and Integrated Risk

Management
Implementation of corporate governance
and risk management of Danamon and its
subsidiaries is integrated and in general is
implemented through aligning the policies of
subsidiaries against the implementation of
corporate governance and risk management
at Danamon toward implementing processes
as a consolidated group. Danamon regularly
monitors and report the implementation of
corporate governance, risk management and
financial management consolidated manner
between Danamon and its subsidiaries,
including the implementation of audit and
compliance functions by the Internal Audit and
Compliance Unit.
In accordance with the issuance of the Financial
Services Authority (OJK) Regulation at the end
of 2014 regarding the Implementation of an
Integrated Corporate Governance for Financial
Conglomeration as well as Integrated Risk
Management for Financial Conglomeration,
adjustments to the integrated structure and
infrastructure were required which among
others include, membership and committee
assignments, integrated policy and intra-group
transactions policy.
Increase of Transparency Aspects
In an effort to increase the aspect of
transparency, improvements were made in
the disclosure of implementation on the GMS
regarding the announcement and invitation of
the GMS, detailed information related to the
agenda of the GMS including explanation of
each agenda, the disclosure of BOC/Directors
candidates profiles, the implementation of
closed voting, as well as improvements in
transparency of information on Danamons
website (www.danamon.co.id).
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Improvement Consumer Protection
In accordance with Danamons commitment
to continue creating a reliable system
of consumer protection and to increase
consumer empowerment, Danamon has
completed the enhancement of policies,
procedures, documents and infrastructure
related to customer service. The enhancement
supports consumer protection by promoting
the principles of consumer protection; namely,
transparency on products and services, fair
treatment and non-discrimination, reliable
systems and human resources, security and
confidentiality of customer data and services
and settlement of complaints and disputes.
Financial Literacy
As a commitment to support the national
strategy on financial literacy aimed to equip
society with sufficient understanding of finance,
Danamon through its business units embeded
financial literacy activities with meeting existing
as well as prospective customers on a routine
basis allocating time and providing education
materials to the customers at each meeting.
During 2014, the number of participants in
sessions related to education on financial
literacy reached over 350,107 consisting of
housewives, micro-entrepreneurs and SMEs,
students/university students, novice workers,
young couples and communities in the markets
throughout Indonesia. In addition, Danamon
also provides educational information through
Danamons website and social media account.
AML Champion and Implementation of

FATCA
As part of implementing the Anti-Money
Laundering (AML) and Combating the Financing
of Terrorism (PPT), Danamon has appointed
AML Champion to ensure implementation of
APU and PPT programs at the branch offices
where the business complexity is considered
high.
In relation to the implementation of the Foreign
Account Tax Compliance Act (FATCA), Danamon
has carried out the registration of FATCA,
secured Global Intermediary Identification
Number (GIIN) number, implemented the
identification process and due diligences of
individual customers identified as US (United
State) indicia. At the same time, the process
was also implemented on non-individual
customers expected to be completed in 2015.
Improving Risk Management
Strengthening credit risk management was
part of the strategy of Danamon in minimizing
potential losses from credit risk. In order to
strengthen the management of credit risk,
during the year 2014, revalidation of risk rating
models had been done for corporate credit
and commercial customers as the basis for
determining the Obligor Rate and Credit Risk
Pricing. In addition, the risk rating models were
prepared for when the Bank would apply the
model Internal Ratings Based Approach (IRB)
in calculating the risk weight of credit assets.
In preparation for implementing Basel II/III,
Danamon actively participated in performing
credit risk stress test bankwide along with the
other 14 banks who were also conducting the
test under the supervision of OJK.
330
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Operational Review
In managing operational risk, Danamon

transformed its appraoch of operational risk
management to be risk based. This approach
was carried out through changes on the tools
Risk Loss Event database, Risk Control Self
Assessment (RCSA) and Key Risk Indicators
(KRI) for both Danamon and its subsidiaries.
Sustainability
2014 Danamons sustainability program,
conducted by Yayasan Danamon Peduli,
remained
focus
on
empowering
the
communities surrounding the locations where
the Bank operates through revitalization of
traditional markets. In addition, the Bank
continued its sustainability related actions
combining its operational initiatives such as the
effiecient use of electricity and paper.
CORPORATE GOVERNANCE POLICY,

STRUCTURE AND IMPLEMENTATION
Danamon Governance Policy
Danamon has prepared guidelines for GCG
since 2006 which has been the reference for
the implementation of GCG at all levels of
the organization in Danamon. Danamon GCG
guidelines are prepared in accordance with
following principles:
Corporate Social
Responsibility
Corporate Data
2. Accountability: Clear establishment of

the functions, duties and powers and
responsibilities within the organization
which has been set in accordance with
the guidelines and work rules of each
function. Danamon as an institution can be
accountably responsible for its performance.
3. Responsibility: Danamon is committed
to comply with laws and regulations and
established internal policies. In addition,
Danamon also manifests its responsibility
to society and the environment, to
achieve long-term sustainability and to be
recognized as a good corporate citizen.
4. Independency: The organs of Danamon
perform
its
activities
independently
and objectively, as well as to avoid the
influence of any dominant party. Danamon
is committed to performing its businesses,
with professionalism.
5. Fairness and equality: Danamon always
ensures the rights and interests of all
shareholders, both majority and minority,
can be fulfilled. Danamon also always
provide fair and equal treatment to all
stakeholders.
1. Transparency: Commitment to provide

adequate, clear, accurate and timely
information disclosure as well as easily
comparable and accessible to shareholders
and stakeholders.
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Danamons Corporate Governance Structure
Danamons corporate governance structure is built to ensure the implementation of corporate
governance in Danamon is applied systematically, organs in the corporate governance structure
have clear roles and responsibilities in order to support the implementation of the principles of good
governance.
DANAMON GOVERNANCE STRUCTURE
AGMS
Check & Balances
Board of
Commissioners
Audit Committee
Board of Directors
SKAI
Human Resources
Committee
Risk Monitoring
Committee
Risk Management
Committee
Nomination
Committee
Assets & Liabilities

Committee
Remuneration
Committee
Steering Committee
Committee
Fraud Committee
Compliance Committee
Capital Management
Committee
Operational Risk
Management Committee
Internal
Control
332
Danamon
Access
Center
Risk
Management
Legal &
Compliance
Corporate
Secretary
CSR
UKPN
Investor
Relations &
FAT
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Corporate Governance Implementation

Danamons Corporate Governance is integrated with 3 (three) aspects of Corporate governance,
namely structure, process and outcome ensuring adequate governance structures and
infrastructure, the effectiveness of the implementation process and the outcome quality which meet
the expectations of stakeholders.
Governance Structure
Adequacy of number,
composition, criteria, and
independence structure of
the Board of Commissioners,
Board of Directors, and
Danamon committees
in accordance with the
regulation of Bank Indonesia.
In addition to the mandatory
formation of committees in
accordance to the regulation
requirements, Danamon
maintains Corporate
Governance Committee,
Compliance Committee,
Operation Risk Management
Committee, and Capital
Management Committee
which are part of Danamon
GCG structure enhancement.
Adequacy of primary
tasks, responsibilities, and
functions of Danamon
organs and set forth in
the Policies, Guidance,
Code of Conduct.
Policies, procedures, and
management information
system of Danamon are
already in place and support
the operational activities of
Danamon.
Framework of risk
management, sufficient
internal control, sufficient
compliance functions, and
internal audit functions
and assignment of external
audits which meet the
requirements;
Availability of policies on the
provision of fund supplies to
relevant parties/provision of
significant amount of funds,
conflict of interests, and
transparency aspects.
Strategic and business
plans which is in line with
the vision and mission of
Danamon.
Governance Process
Governance Outcome
Sufficient implementation
of functions, tasks, and
responsibilities of Danamon
organs thus enable the
optimization of supervision and
control functions.
Replacement and appointment
process for the Board of
Commissioners, Board of
Directors, and Committee.
Improving the competencies of
the Board of Commissioners
and Board of Directors through
ongoing education and training.
Disclosure of affiliate
transactions, conflict of
interests by the Board of
Directors, and Board of
Commissioners through a Letter
of Declaration.
Provision of funds to the
relevant parties and provision
of significant amount of funds
carried out through a process
of credit approval in normal
and armed-length methods.
Proper implementation of risk
management so that potential
risks may be well-managed.
Keep the financial and nonfinancial information, bank
products, comprehensive,
accurate, and proportional
customers complaints.
Compilation of strategic and
business plans performed
realistically, comprehensively,
and measurably which
has been approved by the
and communicated to the
shareholders and various levels
within the organizations.
Positive Danamons
performance which covers the
profitability, efficiency, and
capital.
Bank activities are free from the
intervention of the owner and
other relevant parties which
may lead to the conflict of
interest.
Transparency of Danamons
GCG, financial and nonfinancial conditions supported
by informative website of
Danamon and ease of access by
stakeholders.
Sufficient level of compliances
and risk management as well as
follow-up of audit results.
Business plan of the Bank
which indicates sustainable
growth of the Bank and provide
economic and non-economic
benefits for the stakeholders.
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DANAMONS CORPORATE GOVERNANCE IMPLEMENTATION REPORT
The preparation of Danamons Governance report is part of the responsibility and transparency in
the application of corporate governance principles by Danamon during 2014. The preparation of this
report has covered all the implementation aspects of corporate governance with reference to the
provisions of Bank of Indonesia, the Financial Services Authority (OJK), the ASEAN CG Scorecard
and universally applicable corporate governance Best Practices.
SHAREHOLDERS
Shareholders are persons or legal entities whose names are recorded as shareholders in Danamons
register of shareholders. Shares of Danamon are shares in names, consisting of series A and
series B. The number of series A shares issued is 22,400,000 and the number of series B shares is
9,562,243,365 with a total number of shares is 9,584,643,365.
Rights and Obligations of Shareholders
Series A as well as Series B shareholders have equal rights and obligations and the shares are not
differentiated into preference or ordinary shares. The rights and obligations are stipulated in detail in
Danamons Articles of Association which can be accessed through the website of Danamon (www.
danamon.co.id).
Danamons Shareholder Structure
Shareholders of Danamon as of December 31, 2014 are as disclosed in the structure as follows:
Shareholder Structure
Temasek Holdings (Private) Limited
100%
100%
100%
Templeton: JPMCB-Franklin
Templeton Investment Funds
6,79%
67,37%
(650,279,488 shares) Series B
(6,457,558,472 shares) Series B
334
Public
25,84%
(22,400,000 shares) Series A

(2,454,405,405 shares) Series B
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Composition of Shareholders per December 31, 2014

Name
Asia Financial (Indonesia) Pte, Ltd.

Publik
Saham Seri A:
22,400,000
0.23%
Saham Seri B:
2,454,405,405
Persentase
Shares
67.37%
6,457,558,472
6.79%
650,279,488
25.84%
2,476,805,405
100%
9.584.643.365
25.61%
Total
Controlling and Majority Shareholders Information

Danamons Majority Shareholder is Asia Financial (Indonesia) Pte Ltd (AFI). AFI is a legal entity
based in Singapore, established on 10 November 1990 as ENV Corporation (Pte) Ltd and engaged
in the investment holding business.
The ultimate controlling Shareholder of Danamon is Temasek Holdings Private Limited (Temasek),
through Fullerton Management Private Limited dan Fullerton Financial Holdings Private Limited.
Temasek is an investment company based in Singapore, owned by the Finance Ministry of Singapore.
Information on shareholdings above 5% as of 31 December 2014
Shareholders
Total Shares
Nominal per
Shares (Rp)
Nominal value (Rp)
6,457,558,472
67.37
500
3,228,779,236,000
650,279,488
6.79
500
325,139,744,000
Investment Funds
20 Largest Shareholders as of December 31, 2014

No.
Investor Name
Ownership
6,457,558,472
67.37%
Asia Financial (Indonesia) Pte. Ltd
650,279,488
6.79%
Citibank Singapore S/A CBSG-Aranda Inv Pte Ltd
392,822,398
4.10%
JPMCB-Stichting Depositary APG EME MRKT EQ Pool
135,842,700
1.42%
JPMCB-Templeton Emerging Market Investment Trust Plc
134,932,433
1.41%
Singapex Investment Pte Ltd
130,414,740
1.36%
PT Guna Dharma
95,846,434
1.00%
BBH Boston S/A Vangrd EMG MKTS STK INFD
60,919,524
0.64%
GIC S/A Government Of Singapore
54,708,218
0.57%
10
BNYM SA/NV AS Cust Of Employees Provident Fund
51,656,546
0.54%
11
Citibank New York S/A Dimensional Emerging Markets Value

Fund
36,234,654
0.38%
12
SSB OBIH S/A Ishares MSCI Emerging Markets ETF
33,193,916
0.35%
13
SSB HJT3 S/A HKJC Equity Trust Fund
32,446,000
0.34%
14
JPMCB-PFA KAPITALFORENING
26,808,900
0.28%
15
RBC IST S/A Canada Post Corporation Pension Plan
26,304,085
0.27%
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20 Largest Shareholders as of December 31, 2014
No.
Investor Name
Ownership
16
SSB 1BA9 ACF MSCI Equity Index Fund B-Indonesia
25,461,489
0.27%
17
Reksa Dana Schroder Dana Prestasi Dinamis
23,527,000
0.25%
18
Reksa Dana Kharisma Flexi Terbatas 3
22,619,000
0.24%
19
JPMCB-Templeton Asian Growth Fund
22,214,100
0.23%
20
Interventures Capital Pte. Ltd.
21,688,300
0.23%
GENERAL MEETING OF SHAREHOLDERS (GMS)

General Meeting of Shareholders (GMS) has the exclusive authority which is not owned by the
Board of Commissioners and Board of Directors. In GMS, the shareholders may exercise their rights
and vote in accordance with the Articles of Association. Shareholders are also authorized to appoint
and dismiss members of the Board of Commissioners and Directors, approve the amendment to the
articles of Association, approve the Annual Report, appoint external auditor, as well as determining
the amount of compensation/remuneration for the Board of Commissioners and Directors.
Annual General Meeting of Shareholders (Annual GMS) 2014
The Annual GMS
Annual General Meeting of Danamon was held on May 7, 2014 at JW Marriot Hotel, South Jakarta.
Annual GMS was done in a location easily accessible by the shareholders and at the domicile/
Head Office of the Bank. The materials and agenda of the Annual General Meeting including the
explanation and rationales of each agenda including the profiles of Board of Directors and Board
of Commissioners candidates were disclosed on Danamons website on April 15, 2014 at the same
time as the date of the invitation notice of Annual GMS. Copy and physical documents of the
material and agenda of the Annual GMS were available at Danamons Office.
Announcement of the Annual General Meeting plan was submitted on March 28, 2014, or 16
days before the GMS invitation without counting the date of announcement and date of invitation.
GMS invitation was submitted on April 15, 2014, or 21 days before the date of the GMS without
counting date of invitation and the GMS date. Announcement and invitation for the GMS were
conducted through 3 (three) newspaper media both Indonesian and English as well as Indonesia
Stock Exchanges website and Danamons website.
GMS Announcement details the invitation date and the date of the GMS, and the criteria of the
shareholders entitled to attend the meeting and propose agenda. The invitation of GMS contains the
date, place, time, the criteria of shareholders entitled to attend and the agenda of the GMS. This is
done as part of Danamons efforts to fulfill the rights of shareholders in obtaining information related
to the GMS as early as possible.
The Annual GMS was opened by Ng Kee Choe, President Commissioner, and further led by J.B.
Kristiadi, Vice President Commissioner of Danamon, in accordance with Article 23, Clause 1 of
Danamons Articles of Association and Circular Resolutions of the Board of Commissioners, in lieu
of the Decree of a Meeting of the Board of Commissioners of PT Bank Danamon Indonesia, Tbk.
No.KSR-Kom.Corp.Sec.004 dated March 4, 2014.
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Corporate Social
Responsibility
Corporate Data
Notices, Announcements, Invitations and Submission Results of Annual GMS

Notification to
Regulators
Notice
Letter to: the
Financial
Service
Authority and
Indonesia
Stock
Exchange
(through
E-Reporting)
dated March
20, 2014
GMS Plan
Announcement
Announced
at Bisnis
Indonesia,
Media
Indonesia, dan
Jakarta Post
newspaper
dated March
28, 2014
E-Reporting
Indonesia Stock
Exchange
dated March,
28 2014
Website: www.
danamon.co.id
GMS Results
Listing Date
14 April
2014
Attendance of Shareholders, Board of

Commissioners, Board of Directors, Audit
Committee and Syariah Supervisory Board
Shareholders entitled to attend are the
shareholders recorded in the Register of
Danamons Shareholders by 14 April 2014,
namely 1 (one) working day prior to the date
of the GMS invitation. Annual General Meeting
was attended by shareholders or their proxies
representing 8,702,145,895 shares or 90.79%
of 9,584,643,365 shares issued and paid by the
shareholders. More than 50% or of the total
shares were present and met the requirements
of the Annual GMS quorum.
The Annual GMS was attended by all members
of the Board of Commissioners, the Syariah
Supervisory Board, the Board of Directors and
Audit Committee members. In addition, the
Annual General Meeting was also attended by
a Notary, representatives of the Administrative
Bureau of Securities and Public Accountant.
Invitation
Submission to
Regulators
Publications
Bisnis
Reporting
Bisnis
Indonesia,
Indonesia,
Letter to the
Media
Financial
Media
Service
Indonesia,
Indonesia dan
and Jakarta
Jakarta Post
Authority
newspaper
and Bank
Post
newspaper
dated April,
Indonesia
15 2014
dated May
dated May
09, 2014
03, 2014
E-Reporting
Website:
of Indonesia
To Indonesia
Stock
Stock
www.
Exchange
danamon.
Exchange
co.id
dated April
(through
15, 2014
E-Reporting)
dated 09 May
Website: www.
danamon.co.id
2014
Annual GMS Vote and Vote Count Mechanism

Decision-making mechanisms and procedures
for voting and vote counting were arranged in
the order of the Annual GMS and disclosed in
Danamons website and read by the chairman
of the meeting at the beginning of Annual GMS.
Each Shareholder or Shareholders proxies
have the right to ask questions and/or submit
opinions to the meeting leaders before voting
for each agenda.
In calculating the vote, one share entitled
the holder to 1 (one) vote. If one shareholder
had more than 1 (one) share, he/she was
asked to vote 1 (one) time only and that vote
represented the total number of his/her shares.
At the Annual GMS of Danamon, P. Soetrisno
A. Tampubolon, SH, M.Kn as a Notary Public
and PT Raya Saham Registra as the Registrar
were appointed for calculating the quorum and
votes.
337
Highlights
Management Reports
Company Profile
DECISIONS AND RESULTS OF AGMS 2014
AGMS of 2014 made decisions on the five (5) agenda items proposed through voting mechanism,
wherein all decisions made in the meeting had been implemented in 2014 as outlined in table below:
Agenda, Decision, Vote Count and Actual Results of Annual General Meeting Shareholders 2014
Resolution
First Agenda
Total Agree Votes: 8,696,335,084 shares or 99.933%
Total No Votes: 5,810,811 share or 0.067%
1. To approve the Annual Report of the Company for the year ended December 31, 2013;
2. To ratify the Financial Statements of the year ended December 31, 2013 which was audited by the Public
Accountants Office of Purwantono, Suherman dan Surja, a member of the Ernst & Young Global Limited as
stipulated in the Independent Auditors Report of February 5, 2014 Number RPC-4764/PSS/2014, with an
unqualified opinion;
3. To ratify the annual Supervisory Report of the Board of Commissioners of the Company for the year ended
December 31, 2013, and
4. To acquit and discharge (volledig acquit et decharge) the Board of Directors and the Board of Commissioners
of the Company for their management and supervision in the year ended December 31, 2013, provided that
the management and supervision are reflected in the Companys Annual Report for the year ended December
31, 2013.
Second Agenda
Total Agree Votes: 8,701,793,911 shares 99.996%
Total No Votes: 351,984 shares or 0.004%
To approve the appropriation of the Companys net profit for the year ended December 31, 2013 in total amount
of IDR 4,041,684,000,000 detailed as follows:
1. 1% of the net profit or IDR 40,416,840,000 to be set aside for the reserve fund to comply with Article 70 of
Law Number 40 of 2008 on Limited Liability Companies;
2. 30% of the net profit or approximately in total amount of IDR 1,212,505,200,000 or IDR 126.50 per share, with
the assumption that total issued shares of the Company at the Recording Date is not more than 9,584,643,365
shares, to be distributed as dividend for the year 2013, with the following provisions:
a. The dividend shall be paid to the shareholders whose names are registered in the Shareholders Registry
on a date to be stipulated by the Board of Directors of the Company (further referred to as the Recording
Date);
b. The Board of Directors will deduct dividend tax for the year 2013 in accordance with the prevailing tax
regulations to the shareholders
c. The Board of Directors is hereby authorized and empowered to stipulate all matters regarding or relating to
the implementation of dividend payment for the year 2013, including (however without limitation) to:
(1) determine the Recording Date for the shareholders of the Company who are entitled to receive dividend
payment for the year 2013; and
(2) determine the date of implementing payment of dividend for the year 2013, taking into consideration
and without prejudice to the regulations of the Stock Exchange where the shares of the Company are
listed;
3. The remaining amount of the Net Profit which is not determined shall be posted as retained earning of the
Company.
Third Agenda
Total Agree Votes:8,603,299,515 shares or 98.864%
Total No Votes: 1,307,974 shares or 0.015%
To appoint Purwantono, Suherman and Surja, a member of Ernst & Young Global Limited, as a public
accountant office that listed in the Indonesia Financial Services Authority to audit the Companys financial
statement for the Year 2014, in accordance with the Recommendation Memo of Audit Committee No.B.01-KA
dated March 24, 2014.
338
& Analysis
Abstain
Operational Review
Voting Counts Table

Against
Corporate Social
Responsibility
Corporate Data
Realization
Agree
6,308,800
shares or 0.072%
naught
8,690,026,284
shares
or 99.861%
Has been realized
4,600,800
shares or 0.053%
naught
8,697,193,111
shares
or 99.943%
Reserve fund for financial year 2013 has been

booked.
The distribution of dividends for the fiscal year
2013 has been carried out on 18 June 2014,
based on the Companys announcement via IDX
E-Reporting dated 8 May 2014 and published
in Media Indonesia, Bisnis Indonesia and the
Jakarta Post on 8 May 2014, and the Listing Date
(Recording date) on 4 June 2014.
Retain earnings for financial year 2013 has been
booked.
6,307,571
shares or 0.072%
97,538,406
shares or 1.121%
8,596,991,944
Based on the Audit Committee Memo
shares or 98.792% Recommendation No.B.001.-KA dated 24 March
2014, the Board of Commissioners agreed
to appoint a Public Accountant Firm (KAP)
Purwantono, Suherman & Surja (a member
of Ernst & Young Global Limited) as a public
accounting firm that will examine/audit the books
and records of the Company for the 2104 fiscal
year.
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Highlights
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Company Profile
Resolution
Fourth Agenda
1. a. To accept the resignation of Ali Rukmijah (Ali Yong) as a Director of the Company effectively since March, 7
2014, with the expression of thanks for the services given by him during his tenure;
b. To approve to not reappoint Milan Robert Shuster, Harry Arief Soepardi Sukadis and Benedictus Raksaka
Mahi respectively as commissioners of the Company due to the expiration of their tenureeffectively since
the adjournment of this Meeting, with the expression of thanks for the services given by them during their
tenure;
c. To approve to re-appoint all members of Board of Directors and several member of Board of
Commissioners effectively since the adjournment of this Meeting; and
d. To approve the appointments of:
1) Andriaan Laoh as Commissioner (Independent) of the Company; and
2) Made Sukada as Commissioner (Independent) of the Company;
Effectively since they/he passes the Fit and Proper Test of OJK.
Therefore, the composition of the Board of Directors and the Board of Commissioners are as follows:
BOARD OF DIRECTORS
President Director
: Henry Ho Hon Cheong
Director
: Muliadi Rahardja
Director
: Vera Eve Lim
Director
: Herry Hykmanto
Director
: Kanchan Keshav Nijasure
Director (Independent) : Fransiska Oei Lan Siem
Director
: Pradip Chhadva
Director
: Michellina Laksmi Triwardhany
Director
: Satinder Pal Singh Ahluwalia
Director
: Khoe Minhari Handikusuma
BOARD OF COMMISSIONERS
: Ng Kee Choe
(Independent)
: Prof. Dr. J.B. Kristiadi
Commissioner
: Gan Chee Yen
Komisaris (Independent)
: Manggi Taruna Habir
Commissioner
: Ernest Wong Yuen Weng
Commissioner (Independent) : Laoh Andriaan *
Commissioner (Independent) : Made Sukada*
Effective since the adjournment of this Meeting, with the exception of Laoh Andriaan and Made Sukada where
upon will be effective on the date they/he passes the Fit and Proper Test of OJK, with the tenure ended at the
adjournment of the third Annual General Meeting of the Shareholders for the Year ended at December 31,
2016, which will be convened at the latest in June 2017, without prejudice to the right of Annual General
Meeting of Shareholder to dismiss him (them) at any time.
340
& Analysis
Abstain
24,361,746
shares or 0.280%
Operational Review
Corporate Social
Responsibility
Voting Counts Table

Against
Agree
567,921,802
shares
6.526%
8,108,335,766
shares
93.176%
Corporate Data
Realization
Has been realized
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Highlights
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Company Profile
Resolution
2. To approve the reappointment of all members of Syariah Supervisory Board as follows:
SYARIAH SUPERVISORY BOARD
Chairman : Prof. DR. H.M. Din Syamsuddin
Member : Drs. H.Karnaen A
Perwataatmadja, MPA, FIIS;
Member : Dr. Hasanudin M. Ag.
Effective since the adjournment of this Meeting, with the tenure ended at the adjournment of the third Annual
General Meeting of the Shareholders for the Year ended at December 31, 2016, which will be convened at the
latest in June 2017, without prejudice to the right of Annual General Meeting of Shareholder to dismiss him
(them) at any time, and
3. To authorize the Board of Directors of the Company to sign any deeds which are required in connection with
the resolutions of this Meeting and to submit a notice regarding the data changes to the Ministry of Law and
Human Rights of Republic of Indonesia in order to obtain Receipt of notice on Companys data changes from
the Ministry of Law and Human Rights of Republik of Indonesia.
Fifth Agenda
1. a. approve the payment of tantieme/bonus which will be distributed to the member of the Board of
Commissioners of the Company for the year 2013 totally in the amount of Rp13,977,700,000 gross;
b. approve the total amount of the remuneration and other allowances for members of the Board of
Commissioners of the Company for the year 2014 to be estimated at Rp14,585,290,882 gross;
c. approve the delegation of authority to the President Commissioner of the Company to determine
portion of tantieme/bonus for the year 2013 and the remuneration/honorarium and any other allowance
for the year 2014, for each member of the Board of Commissioners of the Company, based on the
recommendation of Remuneration Committee No.B.02-KR dated April 30, 2014, and
2. a. approve the payment of tantieme which will be distributed to the member of the Syariah Supervisory Board
of the Company for the year 2013 totally in the amount of Rp68,630,000 gross;
b. approve the total amount of the remuneration and other allowances for members of the Sharia
Supervisory Board of the Company for the year 2014 to be estimated at Rp671,488,006 gross;
c. approve the delegation of authority to the Board of Commissionersof the Company to determine portion
of tantieme/bonus for the year 2013 and the remuneration/honorarium and any other allowance for the
year 2014, for each member of the Syariah Supervisory of the Company, based on the recommendation of
Remuneration Committee No.B.03-KR dated April 30, 2014, and.
3 a. approve the payment of tantieme which will be distributed to the member of the Board of Directors of the
Company for the year 2013 totally in the amount of Rp52,733,150,000 gross;
b. approve the total amount of the remuneration and other allowances for members of the Board of
Directors of the Company for the year 2014 to be estimated at Rp44,864,444,937 gross;
c. To approve the implementation of Special Grants (SG) and Long Term Incentive Plan (LTI) for members
of the Board of Directors and Senior Employees, and to determine the total allocation of SG and LTI funds
up to a maximum of Rp404,809,767,150 gross and
d. approve the delegation of authority to the Board of Commissionersof the Company to:
(i) determine portion of tantieme/bonus for the year 2013 and the remuneration/honorarium and any
other allowance for the year 2014, for each member of the Board of Directors of the Company, based
on the recommendation of Remuneration Committee No.B.01-KR dated April 30, 2014, and
(ii) Determine methode and procedure of LTI and SG distributions, as well as portion of for each member
of the Board of Directors of the Company, based on the recommendation of Remuneration Committee.
342
& Analysis
Abstain
Operational Review
Voting Counts Table

Against
8,632,535 shares or
0.099%
742,406 shares or
0.009%
Corporate Social
Responsibility
Corporate Data
Realization
Agree
8,686,474,737
Has been realized
shares or 99.820%
343
Highlights
Management Reports
Company Profile
BOARD OF COMMISSIONERS
The Board of Commissioners of a company
is responsible for the overall supervision and
or specific supervision in accordance to the
Articles of Association as well as advising the
Board of Directors. The Board of Commissioners
also ensures the implementation of Good
Corporate Governance in the Bank. The Board
of Commissioners carries out their duties and
responsibilies independently.
The members of the Board of Commissioners are
appointed by the GMS in accordance with the
recommendations of Nomination Committee
through the Board of Commissioners. Pursuant
to Danamons Articles of Association, the
appointment is effective from the date specified
in the GMS and will end at the conclusion of
the third GMS after the date of appointment.
The appointment of members of the Board
of Commissioners is effective upon OJKs
approval which is conditional on the passing of
Fit and Proper test.
Board Charter of the Board of
Commissioners
The charter of the Board of Commissioners
details matters related to the organization,
duties
and
responsibilities,
authority,
transparency, work ethics, establishment of
committees and meeting arrangements. The
charter is prepared based on the prevailing
regulations of Bank Indonesia and OJK, as well
as best practices, and reviewed periodically.
The Board of Commissioners Work Ethics
a. The Board of Commissioners shall be
subject to the Banks Code of Conduct and
other prevailing banking regulations.
b. The majority of members of the Board of
Commissioners are prohibited from having
family relations up to the second degree with
members of the Board of Commissioners
and/or members of the Board of Directors.
344
c. The Board of Commissioners is prohibited

from taking advantage of the Bank for their
personal benefits and/or benefits of their
family, and/or other parties, that may lead
to a loss or reduced profits or reputation of
Danamon and the subsidiaries.
d. Member of the Board of Commissioners
are prohibited from taking and/or receiving
benefits personal in nature from the
Danamon, other than the remuneration and
other facilities set by the General Meeting of
Shareholders.
e. Members of the Board of Commissioners
are prohibited from directly or indirectly
making incorrect statements about material
facts or not disclosing material facts, so
as to ensure the statements made are not
misleading as to the state of Danamon at
the time the statement was made.
Duties, Responsibilities and Authorities of
the Board of Commissioners
Danamons
Board
of
Commissioners
responsibilities and authorities are clearly
defined in the Banks Articles of Association,
and have complied with prevailing laws and
regulations.
Board of Commissioners Duties and
Responsibilities
a. The Board of Commissioners shall be
subject to the Danamons Code of Conduct,
prevailing laws and regulations, and
Danamons internal policies.
b. Board of Commissioners shall carry out their
duties and responsibilities independently.
In performing its duties, the Board shall
provide sufficient time to carry out their
duties and responsibilities optimally.
c. The Board of Commissioners shall ensure
the implementation of GCG in activities at
all levels of the Danamons businesses and
corporate organizational hierarchy.
d. The Board of Commissioners shall
supervise the performance of duties and
responsibilities of the Board of Directors, as
well as providing recommendations/advices
to the Board of Directors.
& Analysis
Operational Review
e. In conducting supervision, the Board of

Commissioners shall direct, monitor, and
evaluate the implementation of Danamons
strategic policies.
f. The Board of Commissioners is prohibited
from decision making related to the Banks
operational activities, except for the
following:
1) Provision of funds to related parties;
and,
2) Other matters stipulated in the Banks
Articles of Association or prevailing laws
and regulations.
g. The Board of Commissioners shall reevaluate and approve the Vision and Mission
of the Bank periodically.
h. In order to support the effectiveness
of the implementation of the tasks and
responsibilities, the Board of Commissioners
establish at least:
1) Audit Committee
2) Risk Monitoring Committee
3) Remuneration Committee
4) Nomination Committee
5) Corporate Governance Committee
i. Members of the Board of Commissioners
agreed to sit as a member or as Chairman
of the above committees as recommended
by the Nomination Committee. The Board
of Commissioners shall ensure that the
above committees carried out their duties
effectively.
j. The Board of Commissioners shall ensure
that the Board of Directors has followed
up audit findings and recommendations
from Danamons Internal Audit Unit,
external auditor, supervisory results of Bank
Indonesia/Financial Services Authority and/
or the results of other regulators.
k. The Board of Commissioners shall
make
recommendations
regarding
improvements or suggestions submitted
by the Audit Committee and submit such
recommendations to the Board of Directors.
l. The Board of Commissioners shall keep
confidential all Danamons documents,
data, and information.
Corporate Social
Responsibility
Corporate Data
m. The Board of Commissioners shall inform

Bank Indonesia/Financial Services Authority
at the latest 7 working days from the
detection of:
1) any violation of laws and regulations in
finance and banking; and,
2) a state or supposition of circumstances
that could jeopardize the Banks
business.
n. The Board of Commissioners shall
submit the Supervision Report on Banks
Business to Bank Indonesia/Financial
Services Authority and submit supervision
duties report to the General Meeting of
Shareholders.
o. The Board of Commissioners shall supervise
and evaluate the Information Technology
Strategic Plan, including reviewing policies
and procedures of risk management in
regard to the Banks information technology,
as proposed by the Board of Directors.
p. The Board of Commissioners shall prepare
the charter of the Board of Commissioners,
review and update it periodically.
q. The Board of Commissioners shall attend
relevant training to continually enhance
compentency and skills.
The Duties and Responsibilities of President
Commissioner
a. Lead the Board of Commissioners in
performing the duties of monitoring and
assurance.
b. Lead the Board of Commissioners meeting
and determine the urgency in meeting
invitation if the meeting of the Board of
Commissioners is to be held in less than 5
(five) days.
c. To receive authorization from the General
Meeting of Shareholders to distribute tantieme
to members of the Board of Commissioners.
d. As the Chairman of the Meeting, the President
Commissioner signs the Minutes of Meeting.
e. Receive reports from the Committees of the
Board of Commissioners.
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Management Reports
Company Profile
f. To invite other members of the Board
of Commissioners to attend Board of
Commissioners meeting.
Authorities of Board of Commissioners
In undertaking its supervisory functions, the
Board of Commissioners holds the following
authorities:
a. The Board of Commissioners is authorized
to access the documents, data, and
information about employees, funds,
assets, and Danamons resources.
b. In carrying out its duties and responsibilities,
the Board of Commissioners is authorized
to communicate directly with employees,
Directors and other parties.
c. If necessary the Board of Commissioners
has the authority to engage independent
parties other than members of the Board
of Commissioners to assist in carrying out
their duties.
d. The Board of Commissioners is authorized
to carry out the other authorities granted by
the Articles of Association of Danamon and
prevailing laws and regulations.
e. Conducting supervision of the management
policy, management in general, in relation to
Danamon as well as Danamons businesses
and to advise the Board of Directors;
f. Based on the Board of Commissioners
meeting, the Board of Commissioners
may temporarily dismiss a member of the
Board of Directors from his/her position by
stating the reasons therefore, as stipulated
in prevailing laws and regulations;
g. Conduct a GMS at the latest 45 (fortyfive) days after the temporary dismissal
of the member of the Board of Directors,
considering the announcement and
invitation period, as defined in the prevailing
laws and regulations and Danamons
Articles of Association;
346
h. In the event all members of the Board of

Directors are temporarily dismissed or due to
any reason there is no member of the Board
of Directors managing the office, the Board
of Commissioners will manage Danamon
temporarily and act on behalf of Danamon.
The Board of Commissioners has the right
to appoint one or more members to carry
out this authority on behalf of the Board
of Commissioners, by following prevailing
laws and regulations;
i. The Board of Commissioners has the
authority to set limitations on management
by the Board of Directors;
j. The Board of Commissioners will provide
prior approval to the Board of Directors or
sign related documents for one or more
actions/activities from time to time, without
limiting the provisions of the prevailing laws
and regulations regarding the following
Board of Directors activities:
1) Lending money or providing credit
facilities or other banking facilities that
represent or result in borrowing money:
i. To related parties as stipulated in
Bank Indonesia regulations regarding
Lending Limit of Commercial banks,
or
ii. Exceeding the amount that from time
to time will be determined by the
Board of Commissioners, or
2) Binding Danamon as a guarantor or
debt underwriter (borgtocht), or in any
other way encumbering it with payment
obligations of another party:
i. As related parties as stipulated in the
Bank Indonesia regulation regarding
Lending Limits of Commercial banks,
or
& Analysis
Operational Review
ii. Exceeding the amount that from time

to time will be determined by the
Board of Commissioners, or;
3) Establishing a new entity, to form or
increase ownership (except for the
increase in ownership related to the
issuance of stock dividends or bonus
shares, or related to loan restructuring
efforts), or reducing ownership in other
entities, without prejudice to the approval
of the authority;
4) Borrowing money from another party
(not included in Article 3, clause 2 (a)
Danamons Articles of Association) or
receiving a credit facility or other banking
facilities which result in lending money
that exceeds the amount determined
from time to time by the Board of
Commissioners to the other party;
5) Writing-off or charging off the Banks
receivables that exceed the amount
determined from time to time by the
Board of Commissioners from the books;
6) Changing/passing down or releasing
Danamons rights to collect Bank
receivables that were written off and
that exceeded the amount determined
Commissioners;
7) Selling/changing or releasing the rights,
or collateralizing/offering, the Banks
property, either in a single transaction
or in multiple transactions that stand
alone or are related to one another,
in an amount which is from time to
time determined by the Board of
Commissioners (without prejudice to
the regulations in Danamons Articles of
Association).
Corporate Social
Responsibility
Corporate Data
Policy on Diversity in the Board of

Commissioners composition
The composition of the Board of Commissioners
is set considering the Banks requirements and
complexities. The composition of the Board
of Commissioners is made on the basis of
members banking knowledge, expertise,
professional experiences, background in order
to support the effectiveness in carrying out the
duties of the Board of Commissioners. Danamon
provides equal opportunity to all, hence the
nomination of the Board of Commissioners
candidates are assessed and evaluated without
regard to gender, racial, religion as well as the
initial source of recommendation.
Total, Composition, Criteria, Independence
and Concurrent Position of the Board of
Commissioners Members
Total, Composition, and Criteria of the Board
of Commissioners
As of 31 December 2014, members of
Danamons Board of Commissioners, including
the President Commissioner, total 6 (enam)
persons, as follows:
1. President Commissioner: Ng Kee Choe
2. Vice President Commissioner/Independent
Commissioner: J.B. Kristiadi
3. Commissioner: Gan Chee Yen
4. Independent Commissioner: Manggi T.
Habir
5. Commissioner: Ernest Wong Yuen Weng
6. Commissioner: Made Sukada
Note:
Andriaan Laoh submitted his resignation from the
nomination as an Independent Commissioner on 13
August 2014.
The total does not exceed the total number of

Board of Directors of 9 (nine) members, and is
in compliance with Bank Indonesia regulations
Financial Services Authority. 3 (three) or 50%
(fifty percent) of the 6 (six) members of the
Board of Commissioners are independent
namely, J.B. Kristiadi, Manggi T. Habir, and
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Highlights
Management Reports
Company Profile
Made Sukada. A total of 3 (three) members, or 50% (fifty percent) of the members of Danamons the
Board of Commissioners are Indonesia citizens and domiciled in Indonesia.
Data/Information on the Appointment of the Board of Commissioners Member
Name
Position
MS Date
Ng Kee
Choe
President
22 May 2006
Commissioner
J.B.
Kristiadi
Vice President
Commissioner
(Independent)
Effective Date
(BI/FSA
Approval)
Appointment
Appoinment
Domicile
Period
24 May 2006
2006
2008
2011
2014
2008
2011
2014
2017
4x
Singapore
9 May 2005
5 December 2005
2005
2008
2011
2014
2008
2011
2014
2017
4x
Indonesia
Gan Chee
Yen
Commissioner 16 June 2003
21 October 2003
2003
2005
2008
2011
2014
2005
2008
2011
2014
2017
5x
Singapore
Manggi T.
Habir
Commissioner
(Independent)
22 July 2005
2005
2008
2011
2014
2008
2011
2014
2017
4x
Indonesia
Ernest
Commissioner 29 April 2010 14 September 2010
Wong Yuen
Weng
2010 - 2011
2011 - 2014
2014 - 2017
3x
Singapore
Made
Sukada
2014 - 2017
1x
Indonesia
Commissioner
(Independent)
9 May 2005
7 May 2014
8 August 2014
The reappointments of J.B. Kristiadi as Vice President Commissioner/Independent Commissioner

and of Manggi T. Habir as Independent Commissioner of Danamon in 2014 Annual General
Shareholders Meeting are not in conflict with Decision of Board of Directors of Indonesia Stock
Exchange no. KEP-00001/BEI/01-2014 that regulates Independent Commissioner Term to a
maximum of 2 consecutive periods, since their reappointment during AGSM 2014.
J.B. Kristiadis reappointment as Deputy Commissioner/Independent Commissioner and Manggi
T. Habir as Independent Commissioner are required to provide continuity and ensure the process
of supervision is carried out orderly given that the other independent commissioners was newly
appointed at the GMS in 2014 and still required to undergo the fit and proper test by the FSA.
Independent Commissioners
Criteria for appointment of Independent Commissioner
a. Criteria of Independent Commisioner:
1) Member of the Board of Commissioners who does not have any financial, management, stock
ownership, and/or family relationships with other members of the Board of Commissioners,
the Board of Directors and/or controlling shareholders, or any relationship with Danamon
which may affect his/her ability to act independently;
348
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
2) Originates from outside of Danamon;

3) He/she is not a person who works or has the authority and responsibility for planning,
directing, controlling, supervising Danamons activities in the last 1 (one) year period;
4) Does not own, either directly or indirectly, Danamons shares;
5) Does not have, either directly or indirectly, business relations associated with Danamons
business activities.
b. The term of office is maximum up to 2 (two) times consecutively.
c. Former member of the Board of Directors or executive officers of the Bank or parties who have
a relationship with Danamon, which could influence his/her ability to act independently, may not
be an Independent Commissioner of Danamon, before under going cooling off for 1 (one) year.
However, this provision does not apply to former Directors or executive officers whose job is
supervisory function for at least 1 (one) year.
d. If the Independent Commissioner position becomes vacant and resulted in violations of laws and
regulations in force, Danamon shall fill the vacancy at the latest next Annual General Meeting or
within six (6) months after the vacancy occurs.
Independency Declaration by Independent Commisioner
Each Independent Commissioner declares his/her independency through a Declaration Statement
on a periodic basis.
Requirements of Independent Commissioner
Danamons Independent
Commissioner
J.B.
Kristiadi
Manggi T.
Habir
Made
Sukada
Do not have a financial, management, ownership and/

or related to members of the Board of Commissioners,
Directors and/or controlling shareholders or the relationship
with Danamon, which could affect its ability to act
independently
Originating from outside the Bank
Not the people who work or have authority and

responsibility for planning, directing, controlling, or
supervise the activities of the Bank in the period of 1 (one)
year
Do not have a business relationship relating to the activities

of Danamon directly or indirectly
Independence of Board of Commissioners Members

All members of the Board of Commissioners who currently serve have no family relationship to the
second degree with members of the Board of Directors, as well as with controlling shareholders.
The majority of members of the Board of Commissioners do not have any financial relationships
with controlling shareholders and all Commissioners do not have financial relationship with other
Commissioners or other Directors.
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Company Profile
Family and Financial Relationship of Board of Commissioners
Family Relation With
BOC
BOC
Financial Relation With
Controlling
Shareholders
BOD
BOC
Controlling
Shareholders
BOD
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Ng Kee Choe
President
Commissioner
J.B. Kristiadi
Vice President
Commissioner
(Independent)
Gan Chee Yen

Commissioner
Manggi T. Habir
Commissioner
(Independent)
Ernest Wong
Yuen Weng
Commissioner
Made Sukada
Independent
Commissioner
Board of Commissioners Members Concurrent Positions

In accordance with Bank Indonesia regulations, members of the Board of Commissioners are allowed
to have concurrent positions as members of the Board of Directors, or the Executive Officers at 1
(one) non-financial institution, or in order to carry out the supervisory function at one (1) non-bank
subsidiary controlled by Danamon.
Not included as holding concurrent position when non-independent members of the Board of
Commissioners conduct functional duties of legal entities shareholders in the group business,
and/or members of the Board of Commissioners holding positions in non-profit organizations or
institutions, as long as he/she does not neglect his/her duties and responsibilities as a member of
Danamons Board of Commissioners.
All Independent Commissioners have signed annual declaration stating that they do not hold any
concurrent position prohibited by regulations.
Members of the Board of Commissioners of the Bank do not have concurrent positions outside that
permitted by applicable regulations.
350
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
The following is a list of the Board of Commissioners positions, as of 31 December 2014:

Name
Ng Kee Choe
Position in
Bank
Danamon
President
Commissioner
Position in Subsidiaries
- Chairman, Nonexecutive AusNet Services.*) Singapore Power
Group:
o (SP Australia Networks (Transmision) Ltd,
o SP Australia Networks (Distributon) Ltd,
o SP Australia Networks (Finance) Trust through SP Australia
Networks (RE) Ltd
- Board of Directors Fullerton Financial Holdings Pte Ltd.
- Chairman Capita Land Limited
- Member of International Advisory Council China Development
- Member of Temasek Advisory Panel Temasek Holdings (Private)
Ltd
- Chairman Tanah Merah Country Club
*) SP AusNet is dual listed company at Australian Securities Exchange and Singapore

Exchange Securities Trading Limited.
J.B. Kristiadi
Vice President
Commissioner
(Independent)
Member of the Board of Commissioners of PT Citra Tubindo
Gan Chee Yen
Commissioner
Board Member CEI Contract Manufacturing Limited

Board Member ST Asset Management Ltd
Board Member Broad Peak Investment Ltd
Board Member Fullerton Financial Holdings Pte Ltd
Board Member ACR Capital Holdings Pte Ltd
Chairman Fullerton Investment & Credit Guarantee Co Ltd
Chairman Fullerton India Credit Co Ltd
Board Member Dunia Finance LLC Dubai Outsource Zone
Chairman Fullerton Credit (Sichuan) Ltd
Chairman Fullerton Credit (Hubei) Ltd
Chairman Fullerton Credit (Chongqing) Ltd
Vice Chairman Cambodia Post Bank PLC
Board Member Clifford Capital Pte Ltd Marina Bay Financial
Manggi T. Habir
Commissioner
(Independent)
President Commissioner PT Asuransi Adira Dinamika

Head of the Supervisory Board of Yayasan Danamon Peduli
Ernest Wong Yuen

Weng
Commissioner
Board Trustee Nanyang Technological University

Board Member Singapore Health Services Pte Ltd (SingHealth)
Chairman Fullerton Financial Holdings Pte Ltd
Board Member Singbridge Holdings Pte. Ltd.
Board Member Pavilion Capital Holdings Pte. Ltd
Chairman A. Menarini Asia-Pacific Holdings Pte Ltd
Made Sukada
Commissioner
(Independent)
Share Ownership of the Board of Commissioners Member

In accordance with the Personal Investment PolicyNo.Kep: DIR-CORP.SEC-014 dated 16 December
2013, members of the Board of Commissioners shall report any purchase or sale of securities to
the Corporate Secretary on at a minimum of 1 (one) business day prior to the transaction and within
1 (one) business day before after the transaction is completed. Board of Commissioners Share
ownership in Danamon and other companies is declared on a periodic basis.
351
Highlights
Management Reports
Company Profile
Independent Commissioners are not allowed to directly or indirectly own shares as defined in the
Danamons Board of Commissioners charter.
The following is the share ownership of the Board of Commissioners, with both direct and indirect
ownership:
Shareholders
Bank
Danamon
Other
Company
Description
94, 275
Number of
Ownership
Shares
Percentage of
shares: 0.00%
Type of shares:
shares of series B
J.B. Kristiadi
Vice President
Commissioner
(Independent)
Gan Chee Yen

Commissioner
Manggi T. Habir
Commissioner
(Independent)
Ewong Pte
Ltd Number
of shares
owned/
Amount of
shares owned
50,000
Corporate
Domicile/Company
Domicile: Singapore
Percentage of
shares/Percentage
of ownership: 100%
Noted/Registered
Under the name:
Ernest Wong Yuen
Weng & Wong
Paulina
Ng Kee Choe
President
Commissioner
Ernest Wong
Yuen Weng
Commissioner
352
Non Bank
Financial
Institution
Other
Bank
& Analysis
Shareholders
Made Sukada
Commissioner
(Independent)
Operational Review
Bank
Danamon
Corporate Social
Responsibility
Corporate Data
Non Bank
Financial
Institution
Other
Bank
Other
Company
Description
PT Bank
Tabungan
Negara
Persero.
Amount
of shares
owned
62,500
Percentage of shares:
0.0006% registered
in the name of Made
Sukada
PT Ace
Hardware
Indonesia.
Amount of
shares owned
140,000
0.0008% registered
in the name of Made
Sukada
PT Ciputra
Development.
Amount of
shares owned
75,000
0.0005% registered
in the name of Made
Sukada
PT Ciputra
Property.
Amount of
shares owned
70,000
0.0001% registered
in the name of Made
Sukada
PT Waskita
Karya.
Amount of
shares owned
100,000
0.001% registered
in the name of Made
Sukada
PT Sumarecon
Agung.
Amount of
shares owned
100,000
0.001% registered
in the name of Made
Sukada
PT Perusahaan
Gas Negara
Persero.
Amount of
shares owned
20,000
0.00006% registered
in the name of Made
Sukada
PT Alam
Sutra Realty.
Amount of
shares owned
100,000
0.0005% registered
in the name of Made
Sukada
PT Agung
Podomoro
Land. Amount
of shares
owned
150,000
0.0007% registered
in the name of Made
Sukada
353
Highlights
Management Reports
Company Profile
Board of Commissioners Meeting, frequency
and attendance
Meeting Policy
a. Board of Commissioners meeting is held in
accordance with Danamons needs and at a
minimum six (6) times in a year.
b. Members of the Board of Commissioners
shall attend meetings of the Board of
Commissioners at least 75% of the total
board meetings in a year.
c. The Board of Commissioners shall convene
a minimum of two (2) meetings in a year and
physically attended by all members.
d. If the members of the Board of
Commissioners cannot physically attend a
meeting, they may participate in meetings
through tele or videoconferencing. The
minutes shall be signed by all participants
who attend the meeting physically or by
participants who participate through tele or
videoconferencing supported by the record
evidence.
e. The Board of Commissioners meeting led
by the President Commissioner with the
level of attendance (quorum meeting) of at
least 75% of the members of the Board of
Commissioners.
f. If
the
President
Commissioner
is
absent, a present member of the Board
of Commissioners at the meeting are
appointed to chair the meeting.
g. The decision is taken by the Board of
Commissioners on a consensus basis.
h. In case, when the consensus is not
achieved, the decision must be determined
by at least 2/3 (two thirds) of the members
of the Board of Commissioners present or
represented at the meeting. Decisions made
by 2/3 (two thirds) is based on the principle
of one person one vote.
i. All decisions of the Board of Commissioners
are binding to all members of the Board of
Commissioners. Dissenting opinions which
occured in the meeting of the Board of
Commissioners shall be clearly stated in the
minutes of the meeting together with the
reasons for such dissent.
354
j. Decision of BoC meetings shall be recorded

in the minutes of the meeting and well
documented.
k. Meeting minutes are kept and distributed to
each member of the Board of Commissioners
and Secretary of the Company.
l. The Board of Commissioners may adopt
lawful and binding decisions without
conducting BoC meetings on condition
that all the members of the Board of
Commissioners approves the decision in
writing.
m. Meeting materials shall be distributed to the
participants of the meeting at least 5 (five)
working days prior to the meeting.
n. Meeting invitation must be submitted to the
meeting participants at least 5 (five) working
days prior to the meeting.
o. In a meeting of the Board of Commissioners,
a member of the Board of Commissioners
may be represented by another member of
the Board of Commissioners with a power
of attorney.
p. Each member of the Board of Commissioners
in any way, whether directly or indirectly,
having a personal interest or conflict in a
transaction, contract or a proposed contract
in which the Bank is a party, shall declare
the interest in BoC meetings and shall not
be eligible to participate the vote on the
transaction, contract or proposed contract
mentioned above, unless the meeting of the
Board of Commissioners decides otherwise.
Meeting Frequency of the Board of
Commissioners
During 2014, the Board of Commissioners held
6 (six) meetings; namely, on 5 February 2014, 4
to 5 March 2014, 6 May 2014, 17 June 2014,
28 October 2014, and 27 November 2014. The
meeting was attended physically or through
teleconferencing technology by members
of the Board of Commissioners to meet the
requirements of meeting quorum.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
The Meetings of the Board of Commissioners discussed the issues based on the agreed agenda
and were scheduled regularly. The decision-making was done with deliberation and consensus,
and there was no dissenting opinion. The implementation of the meetings, attendances, meeting
agendas and discussions had been distributed and well documented.
Meeting Attendance
Following is the meeting attendance of the Board of Commissioners during 2014:
Board of Commissioners/Joint Meeting with
Board of Directors (6 meetings)
Attendance Level
Ng Kee Choe
83%
J.B. Kristiadi
83%
Gan Chee Yen
100%
Manggi T.
Habir
100%
Ernest Wong
Yuen Weng
100%
Made Sukada
100%
Name
Note:
- Made Sukada appointed by the Annual GMS on 7 May 2014 and passed the fit and proper test on August 8, 2014
- Ernest Wong Yuen Weng one teleconference on June 17, 2014
Board of Commissioners Meeting Agenda in 2014

No
Date
Agenda
1.
05 February 2014
1. 2013 Financial Results

2. Dividend payment ratio
3. Risk Appetite Statement
4. Agenda for AGMS
5. Report of Committees
2.
04 - 05 March
2014
1. Project Dragonfly
2. Project Pegasus
3.
06 May 2014
1. YTD Financial Performance

2. BoC Charter and Charter of the Committees
4.
17 June 2014
1. May 2014 Financial Results

2. Strategic Initiative Progress
5.
28 October 2014
1. YTD Financial Results

2. Strategic Initiative Progress - Project Merdeka
3. Update HQ Building Project
6.
27 November 2014 1. YTD Financial Performance - October 2014

2. Business plan 2015
3. Project Merdeka Update
355
Highlights
Management Reports
Company Profile
Duties and Recommendation of the Board
of Commissioners in 2014
In implementing its duties and responsibilities,
Board
of
Commissioners
provide
recommendations which can be summarized
as follow:
1) To increase productivity and efficiency
through several initiatives, among others,
business transformation models, business
synergies and centralization of operational
activities.
2) To optimize the funding management
through increasing demand and savings
accounts.
3) To balance the growth of loan portfolio with
risk management at a reasonable level and
maintaining good credit quality.
4) To manage the ratio of loans to deposits at
optimal levels by taking into account the
applicable provisions.
5) To implement the principles of good
governance in all activities of the Bank
and to continue alignment with ASEAN
standards, the FSA and the International
Roadmap as part of efforts to increase the
value of the Bank.
6) To improve the quality and competence
of human resources through continuous
training.
Board of Commissioners Performance
Assessment
Performance Assessment Procedure of
The Board of Commissioners Performance
Assessment is administered based on
assessment criteria related to implementation
of Board of Commissioners duties and
responsibilities
covering
structure
and
operational, direction and supervision as well
as reporting. The Board of Commissioners
submits their performance to the Shareholders
through the GMS.
356
Performance Assessment Criteria of the

The following criterias served as the basis for
assessment:
1. The effectiveness of the implementation of
monitoring and provision of advices to the
Board of Directors related to the Banks
performances.
2. The contribution and support of the Board
of Commissioners for the implementation of
GCG in Danamons business activities.
3. Attendance of members of the Board
of Commissioners in the Board of
Commissioners meetings, joint meetings
with the Board of Directors and committee
meetings of the Board of Commissioners.
4. Implementation of the duties and
responsibilities of committees under the
Party Assessing the Board of Commissioners
Performance
The Shareholders through the General Meeting
of Shareholders assess the performance of the
Board of Commissioners based on reports of
the Board of Commissioners.
Board of Commissioners Remuneration
Policy
Indicators for Determining Board of
Commissioners Remuneration
Formulation of remuneration refers to
Danamons internal policies, applicable
external regulations, industry comparison
and taking into account the performance
of Danamon. Recommendation of the
Remuneration Committee is submitted to the
Board of Commissioners and submitted to the
General Meeting of Shareholders for approval.
The amount of remuneration for member of
the Board of Commissioners is determined
based on the assessment of each members
performances by the President Commissioner.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Procedure for determination of Board of Commissioners Remuneration

Remuneration of the Board of Commissioners setting process can be described as follows:
Remuneration Committe
Remuneration Committee gathers information about
remuneration standards for position in similar industries
in the market by calculating the performance of the
company. The Committee makes recommendations to the
The BoC studies the recommendation from Remuneration
Committee and proposes remuneration of BoC to GMS.
General Meeting of Shareholder

AGM establishes the remuneration of the members of
the Board of Commissioners and authorizes the President
Commissioner to implement and distribute to each
member of the Board of Commissioners.
Remuneration of Members of BoC

Remuneration distribution to each member of the BoC in
accordance to GMS.
Board of Commissioners Remuneration Structure

Each member of the Board of Commissioners receives remuneration, which comprised of Salaries,
Housing Allowances and Transportation Allowance, Holiday Allowances, Leave Allowances and
Tantieme. The following table represents the type of remuneration and other facilities for the Board
of Commissioners, the total members of the Board of Commissioners as well as total remuneration
received in 1 year:
Board of Commissioners Remuneration and Other Facilities (In Million Rupiah)
Remuneration
2014
2013
2012
2011
2010
Nominal
Person
Nominal
Person
Nominal
Person
Nominal
Person
Nominal
Person
13,049
14,334
11,667
10,758
10,532
8,370
13,641
9,240
8,017
8,683
Salary and
Allowance
Tantiem
LTCP
Other Benefits in the form of in kind (housing, transportation, health insurance and etc)
a. may be
owned
b. may
not be
owned
NA
NA
NA
NA
NA
382
495
495
495
495
1,696
931
672
672
672
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Highlights
Management Reports
Company Profile
Board of Commissioners Members Remuneration Based on Income Level and the number of members of
the Board of Commissioners receiving remuneration in a year, as follows:
Remuneration amount per
person in 1 year *
Above 5 billion
2014
2013
2012
2011
2010
Above 2 billion up to 5 billion
Below 2 billion
Notes:
1 new Commissioners joined in May 2014
Orientation Program for New Commissioner

The orientation program for a new Commissioner is made to provide an understanding of the vision,
mission and values of Danamon, code of ethics, organizational structure, lines of business, a Board
of Commissioners charter and banking regulations. The orientation program is conducted through
the provision of On-Boarding Pack and briefing in persons by management, business unit and
supporting unit to provide.
Training Program to Increase Competency of the Members of the Board of Commissioners
In order to improve the competence, the Bank provides the opportunity for members of the Board
of Commissioners to attend training courses, seminars or workshops which are held internally and
organized by external institutions. In 2014, the participation of members of the Board in various
training programs is as follows:
Name
Training
Training Provider Venue
Training Date
Ng Kee Choe
Risk Management Refreshment Course
The Risk Forum
Jakarta
28 October 2014
J.B. Kristiadi
The Risk Forum
Jakarta
28 October 2014
Gan Chee Yen
The Risk Forum
Jakarta
28 October 2014
Manggi T. Habir Risk Management Refreshment Course
The Risk Forum
Jakarta
28 October 2014
Ernest Wong
Yuen Weng
The Risk Forum
Jakarta
28 October 2014
Made Sukada
The Risk Forum
Jakarta
28 October 2014
COMMITTEES UNDER THE BOARD OF COMMISSIONERS

To support the effectiveness of its duties and responsibilities, the Board Commissioners of Danamon
forms 5 (five) committees, namely:
Audit Committee;
Risk Monitoring Committee;
Nomination Committee;
Remuneration Committee;
Corporate Governance Committee.
Committee members are appointed by the Board of Commissioners by Resolution of the Board of
Commissioners and through the Boards decision letter. Committees are chaired by an Independent
Commissioner. The duties and responsibilities of the Committees under the Board of Commissioners
refer to the Charters of the various Committees which are reviewed periodically based on regulations
in Indonesia.
358
& Analysis
Operational Review
The Audit Committee

The Audit Committee has the primary function
to monitor and evaluate the planning and
execution of audits as well as monitoring the
follow-up results of the audit to assess the
adequacy of internal controls, including the
adequacy of the financial reporting process.
Establishment of Audit Committee refers to
the Decree of the Board of Commissioners No.
KEP: Kom-Corp. Sec.070 21 November 2001
on the Establishment and Designation of the
Audit Committee.
Audit Committee Charter
In performing its functions, the Committee
refers to the Charter of the Audit Committee
which details matters relating to the duties
and responsibilities, organization, membership
requirements,
independence,
authority,
meetings, work ethics and term of office. Audit
Committee Charter is reviewed periodically.
the Audit Committee
The Audit Committee is responsible as follows:
a. Financial Reporting
1) Assess the financial information that
will be issued by Danamon to the public
and/or to the authorities, among others:
financial statements, projections, and
other statements relating to the Banks
financial information.
2) To monitor and evaluate compliance of
financial statements to the applicable
accounting standards.
3) To assess the adequacy of the audit
conducted by public accountants to
ensure that all significant risks have
been considered.
4) To examine complaints relating to
accounting and financial reporting
process of the Bank.
Corporate Social
Responsibility
Corporate Data
b. External Audit
1) To recommend to the Board the
appointment, reappointment, dismissal
or replacement, the terms of engagement
and remuneration of public accountants
to be proposed to the Annual General
Meeting of Shareholders (AGMS).
2) To assess annually the scope of work
and audit results, and independence,
objectivity of the public accountant,
to state in the Annual Report (a) the
aggregate amount of fees paid to public
accountants for the fiscal year, and
(b) the details of the fees paid in total
for audit and non-audit services, or
appropriateness of negative statements
(if any) and whether all significant risks
have been considered.
3) To
assess
the
financial
audit
report,
significant
findings
and
recommendations of public accountants
and the coresponding responses of
Directors.
4) Monitor and evaluate the planning and
implementation of public accountants
audit and the follow-up results of the
audit in order to assess the adequacy of
internal controls, including the adequacy
of the financial reporting process.
5) Monitor and evaluate public accounting
compliance with applicable auditing
standards.
c. Internal Audit
1) To assess the adequacy and effectiveness
of the functions of the Internal Audit Unit.
2) To assess the independence of the Head
of Internal Audit Unit and ensure that the
Head of Internal Audit Unit has direct
and unrestricted access to the Audit
Committee and Director of the Bank.
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Highlights
Management Reports
Company Profile
3) To assess the scope of work and audit
plan of the Internal Audit Unit, including
interaction with the Board of Directors
and other matters relating to the audit.
4) To assess the significant findings
and recommendations of the Internal
Audit Unit as well as the responses of
Directors.
5) Monitor and evaluate the implementation
of the follow-up by the Board of Directors
on the findings of the Internal Audit Unit,
public accountants, and the findings
of the audit of the Financial Services
Authority and/or other regulators.
d. Internal Controls
To review and report to the Board on a regular
basis, the adequacy and effectiveness of
internal controls established by the Board
of Directors, covering financial, operational,
compliance and control of information
technology.
e. Compliance
1) To evaluate the compliance framework,
and the scope of work and Compliance
plan.
2) To assess compliance with laws and
regulations related to the activities of
Danamon.
3) To assess the legal issues that may
have material impacts on the financial
statements, related compliance policies,
and reports received from regulators.
f. Others
1) Examining the alleged errors on
decisions made in the Board of Directors
meeting or irregularities in implementing
the decisions of the Board of Directors.
The examination is carried out by the
Audit Committee or by an independent
party appointed by the Audit Committee
at the cost of Danamon.
360
2) To submit evaluation report to all

members of the Board of Commissioners
after the reports have been completed
by the Audit Committee.
3) To provide independent opinion on any
disagreement between the Board of
Directors and a public accountant for the
services.
4) To maintain the confidentiality of
documents, data and information of the
Bank.
5) To review and advise the Board in relation
to the potential conflict of interest of the
Bank.
6) To increase competence through
education and continuous training.
The Audit Committee has the authority as
follows:
a. To investigate any matter including the terms
of reference, access and cooperation with
the Board of Directors and the discretion
to invite any director or executive officer to
attend meetings of the Audit Committee,
as well as to have reasonable resources in
order to carry out their functions properly.
b. To assess affiliate transactions and conflict
of interest after receiving the assessment
report of the Director of Compliance, to
ensure that the transactions are carried out
by regarding to the interests of the Bank
and the minority of shareholders as well
as performed based on reasonable normal
commercial terms.
c. To involve an independent party to assist the
implementation of their duties if necessary.
d. To invite/appoint observers and the
other authority granted by the Board of
Commissioners.
& Analysis
Operational Review
Composition, Expertise and Legal Basis for

appointing Audit Committee
Danamons Audit Committee consists of 5 (five)
persons, consisting of 3 (three) Independent
Commissioners, and 2 (two) independent
parties. The Audit Committee is chaired by an
Independent Commissioner Manggi T. Habir.
Membership of the Audit Committee based on
Circular Decision of the Board of Commissioners
in lieu of the Decision taken in the meeting of
the Board of Commissioners No. KSR-Kom.
Corp.Sec - 015 dated 1 September 2014 and
the Decree of the Board of Directors KEP.DIRCorp.Sec. - 015 dated 1 September 2014.
Each member of the Audit Committee has
met the applicable provisions relating to the
requirements on expertise which includes
finance and/or accounting, risk management,
banking and/or law.
Name
Manggi T.
Habir
Position
Period
Chairman/
Independent
Commissioner
September
2014 present
Corporate Social
Responsibility
Independency of Audit Committee

All members of the Committee meet the
applicable provisions relating to independency
of the members of the Committee, which
consideration to integrity, character and morals
as declared in personal statements.
To maintain independence and objectivity, all
members of Audit Committe are Independent
Commissioners and Independent Parties. The
Board of Directors are not allowed to sit in the
membership of the Audit Committee.
Profile Members of the Audit Committee
Profile members of the Audit Committee
describes the details of the name and position
of the members of the Audit Committee,
the term of office, skills, qualifications and
education history, as well as work experience of
each member of the Audit Committee including
an independent parties, as follows:
Expertise
Finance/Risk
Management
Corporate Data
Quality/Education Qualifications
Master in Business Administration,

University of Michigan, 1979
Master in Public Administration, Harvard
University, 2002
Work Experience (Position, Institution and Term of office)

- Independent Commissioner Danamon 2005-present.
- Chairman of the Supervisory Board of Yayasan Danamon Peduli, 2006-present.
- President Commissioner of PT Asuransi Adira Dinamika, 2013-present.
- Director of Standard & Poors, Singapore, 2002-2005.
- President Director of PT Pefindo 1998-2001.
- Research Director of PT Bahana Securities 1995-1998.
- Business and Economics Correspondent of Far Eastern Economic Review, 1982-1985.
- Held several key position of Citibank N.A. Jakarta, 1985-1991.
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Company Profile
Name
J.B. Kristiadi
Position
Period
Member/
Independent
Commissioner
September
2014 present
Expertise
Finance and Risk

Management
PhD (Public Administration), Sorbonne

University, France,1979.

- Vice President Commissioners of Danamon,2005-present.
- Member of Board of Commissioners of PT Citra Tubindo, 2009-present.
- Member of National Task Force for Government Institutional Reform in the Ministry of
Apparatus Reforms, 2011-present.
- Secretary of Tax and Customs Reforms Team, 2010.
- Special Staff to the Ministry of Finance, 2009.
- Professor at State Padjajaran University Bandung, 2007-present.
- Secretary General of The Ministry of Finance, 2005-2006
- Secretary General of The Ministry of Communication and Information, 2003-2005.
- Deputy Minister of Apparatus Reforms, 2001-2003.
- Assistant to the Coordinating Minister of Development Monitoring, 1999-2001.
- Chairman of the National Institute of Administration (LAN), 1990-1998.
- Director of Budget in the Ministry of Finance, 1987-1990.
- Commissioners in several State-Owned Enterprises (PT Tambang Batu Bara Bukit Asam, 19801989, Bank Dagang Negara, 1982-1981, PT Aneka Tambang-1986, Bank BNI, 2005)
- Director of State Property at Directorate General of Monetary Affairs, 1980-1987.
Made Sukada Member/
Independent
Commissioner
September
2014 present
Finance and Risk

Management
Master in Economics, University of

Pittsburgh, USA 1984

- Member of the Supervisory Board of Yayasan Danamon Peduli, 2014-present.
- Advisor to the Board of Governors of Bank Indonesia, 2010-2014.
- Member of Risk Monitoring Committee at PT Bank Permata, Tbk, 2010- 2014.
- Directors in various departments at Bank Indonesia, 1998-2010.
Angela
Simatupang
Member/
Independent
Party
September
2014 present
Audit Internal, Risk

Master of Commerce in International
Management and
Business and Management of
Corporate Governance Technology, University of Sydney

- Managing Partner for Governance Risk Control Practice at RSM AAJ, 2012-present.
- Member of RSM International Network Limited in Indonesia. Within Global RSM
Organization, 2009-2012.
- Member of RSM Asia Pacific Risk Advisory Sub Committee and International Contact Partner
for Indonesia, 2008-present.
- Governor at Institute of Internal Auditors - Chapter Indonesia, 2014-2017.
- Lecturer of Internal Audit and Risk Management in Accountant Professional Education Program
at Accounting Graduate School, University of Indonesia, 2008-2010.
- Author of various articles to socialize and increase public awareness on good corporate
governance, 2007-2011.
- Worked and assigned in RSM Bird Cameron Australia, 2005.
Yusuf
Nawawi
Member/
Independent
Party
September
2014 present
Micro finance,
corporate finance,
derivative securities,
credit management,
risk management,
investment
management, training
and development
BA in Economics, Sriwijaya University

and Master of Business Administration,
Weatherhead School of Management,
Case Western Reserve University

- President Director of BRI Pension Funds, 2010-2014.
- Head of Training and Education of BRI, 2006-2010.
- Head of Micro Banking Division of BRI, 2004-2006.
- Director of International Visitors Program, 2001-2004.
- Directorate General of Budget at the Ministry of Finance RI, 1978-1984.
362
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Term of Office
Term of office of the Audit Committee members should not be longer than the term of office of the
Board of Commissioners as regulated in the Articles of Association and may be reappointed for 1
(one) other period with the notation that the maximum term of office of an Independent Commissioner
is 2 (two) consecutive terms.
Policy and Implementation of Audit Committee Meetings
Policy of Audit Committee Meeting
a. Meetings are held at least once every 3 (three) months in accordance with requirements of the
Bank.
b. Meetings can only be held if attended by at least 51% (fifty one percent) of the members including
the Commissioner of the Independent and Independent Party.
c. The decision at each meeting is taken based on consensus. In case consensus is not reached,
the decision is taken by majority vote which is based on the principle of 1 (one) person 1 (one)
vote.
d. Each meeting is recorded in the minutes, well documented, signed by all members of the
Committee present, and submitted to the Board of Commissioners.
e. Dissenting opinion that occurs in the Committee meeting and the reasons thereof shall be clearly
stated in the minutes of the meeting.
Frequencies and Attendance of Audit Committee Meetings
During 2014, the Audit Committee carried out the 9 (nine) meetings with the attendance as follows:
Name
Meetings Attendance
Attendance Level
Manggi T. Habir
100 %
J.B. Kristiadi
89 %
Made Sukada*)
100 %
Angela Simatupang*)
100 %
Yusuf Nawawi*)
100 %
Note:
*) Always attend meetings Risk Monitoring Committee since actively served
363
Highlights
Management Reports
Company Profile
Main Agenda of Audit Committee Meetings in 2014
No.
Date
Main Agenda
1.
23 January 2014
1. Internal Audit Update

2. External Auditor Update - the Financial Statements 2013
3. Date of next meeting
2.
04 March 2014

2. Reappointment of the External Auditor
3.
10 April 2014

4.
6 May 2014

5.
17 June 2014

2. External Auditor Update
6.
07 August 2014

7.
11 September 2014

3. Tax Audit Update
8.
16 October 2014

9.
27 November 2014

Audit Committee Activities in 2014

Some of the important activities carried out by the Audit Committee are:
a. Receive Internal Audit reports relating to:
Audit Plan 2014 and the Audit Committee submits approval for the plan.
Implementation of Internal Audit plan in 2014 with the number of audit objects totaling 744
entities.
Monthly internal audits results, as well as reports on follow-up on audit findings and the
findings of fraud.
b. Reviewing the external auditors and recommending PT Ernst & Young Indonesia (E&Y) as the
External Auditor to be proposed to the GMS.
c. Receiving Internal Audit reports related to audit plan 2015.
d. Receiving PT E&Y report on the audit conducted on Danamon and its subsidiaries.
The Audit Committee submitted its activities report to the Board of Commissioners regularly.
364
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Audit Committee Statement on the Effectiveness of Internal Control Systems

Internal control systems carried out by Danamon is considered to run effectively and adequately as
reflected in the effectiveness of internal control functions, among others, the internal audit function,
risk management, compliance, financial and operational controls.
Manggi T. Habir
Chairman, Independent Commissioner
J.B. Kristiadi
Made Sukada
Member, Independent Commissioner
Angela Simatupang
Yusuf Nawawi
Member, Independent Party
365
Highlights
Management Reports
Company Profile
Risk Monitoring Committee is responsible for
the risk monitoring function and provision of
independent professional recommendations
or opinions relating to framework and
policies of risk management consistent with
risk appetite of Danamon. Establishment of
Risk Monitoring Committee was based on
Board of Commissioners Circular Decision
No. KEP: Kom-Corp.Sec.026 dated 24 May
2006, concerning the Establishment of Risk
Monitoring Committee.
Risk Monitoring Committee Charter
In conducting its functions, the Risk Monitoring
Committee referred to Charter of Risk Monitoring
Committee, which details the implementation
of duties and responsibilities, organization,
membership and work ethics, independence,
term of office and meeting arrangements. The
Charter of the Risk Monitoring Committee is
reviewed regularly.
the Risk Monitoring Committee
Risk Monitoring Committee is responsible for:
a. Providing independent professional opinion
to the Board of Commissioners on reports or
matters submitted by the Board of Directors
to the Board of Commissioners as well as
identifying issues that require the attention
of the Board of Commissioners related to
Danamons risk management.
b. Evaluating on an annual basis, Danamons
risk management policies and conformity
of this policies with the implementation in
order to provide recommendations to the
Board.
c. Monitoring and evaluating the Risk
Management Unit and the committees
activities
in
order
to
provide
recommendations to the Board of
Commissioners.
366
d. Reporting to the Board of Commissioners

the various risks faced by Danamon and
implementation of risk management by the
Board of Directors.
e. Evaluating the accountability of Directors
for the implementation of risk management
policies at least once in three months.
f. Regulating or authorizing the conduct of
investigations in its scope.
g. Maintaining the confidentiality of documents,
data and information of Danamon.
h. Increasing competence through education
and continuous training.
Risk Monitoring Committee has authority, as
follows:
a. Accessing documents, data and information
if necessary.
b. Communicating directly with employees,
Directors and other parties related to the
duties and responsibilities.
c. Involving independent parties in order
to help the performance of its duties if
necessary.
d. Performing other powers granted by the
Composition, Expertise, and Legal Basis for
appointing Risk Monitoring Committee
Danamon Risk Monitoring Committee consists
of 5 (five) members with 2 (two) Independent
Commissioners,
a
Commissioner,
an
Independent Party with expertise in Accounting
and Risk Management, and one Independent
Party with expertise in Legal/Finance.
All members of the Committee meet the
applicable provisions related to the terms
of expertise, integrity, character and moral
as declared by members in their personal
statements.
& Analysis
Operational Review
Danamon has made changes to the

membership of the Risk Monitoring Committee
based Decision Circular of the Board of
Commissioners as Substitute Decisions taken
in the meeting of the Board of Commissioners
of PT Bank Danamon Indonesia, Tbk. No. KSRKom.Corp.Sec - 015 dated 1 September 2014
and the Decree of the Board of Directors KEP.
DIR-Corp.Sec. - 015 dated 1 September 2014
that was effective since 1 September 2014.
Independency of Risk Monitoring Committee
To maintain independence and objectivity,
majority (80%) of the Committee are
Independent Commissioners and Independent
Name
Manggi T.
Habir
Position
Chairman/
Independent
Commissioner
Period
Corporate Social
Responsibility
Parties. Board of Directors are prohibited

from sitting in the Risk Monitoring Committee.
Risk Monitoring Committee is chaired by an
Independent Commissioner Manggi T. Habir.
Profile of Risk Monitoring Committee
Members
Profile of the Risk Monitoring Committee details
the name, position, term of office, expertise,
qualifications and education history, as well as
work experience of each member of the Risk
Monitoring Committee including independent
parties, as follows:
Expertise
September
2014-present
Corporate Data
Finance/Risk
Management

Master in Public Administration,
Harvard University, 2002

- Independent Commissioner Danamon, 2005-present.
- Chairman of Supervisory Board of Yayasan Danamon Peduli, 2006-present.
- Director, Standard & Poorss, Singapore, 2002-2005.
- President Director, PT Pefindo, 1998-2001.
- Research Director, PT Bahana Securities, 1995-1998.
- Economics and Business Correspondent, Far Eastern Economic Review, 1982-1985.
- Held several key positions,Citibank N.A. Jakarta, 1985-1991.
Ernest Wong
Yuen Weng
Member/
Commissioner
September
2014-present
*)
Banking & Finance,

General Management
First Class Honours Degree,

Chemical Engineering, University
of Surrey, UK 1967.

- The Board of Commissioner, Danamon, 2010-present.
- Board Trustee, Nanyang Technological University, 2006-present.
- Board Member, Singapore Health Services Pte Ltd (SingHealth), 2006-present.
- Chairman, Fullerton Financial Holdings Pte Ltd, 2011-present.
- Board Member, Singbridge Holdings Pte. Ltd, 2011-present.
- Board Member, Pavilion Capital Holdings Pte. Ltd, 2012-present.
- Chairman, A. Menarini Asia-Pacific Holdings Pte Ltd, 2012-present.
- Board Member, Economic Development Board and The Ministry of Finance, 1989-1993.
- Group CEO, MediaCorp Pte Ltd, 2000-2005.
- Board Member, United Overseas Bank Group, 1990-2005.
- Chairman, the Association of Banks in Singapore,1991-1993 dan 1999-2000.
367
Highlights
Management Reports
Company Profile
Name
Made
Sukada
Position
Member/
Independent
Commissioner
Period
September
2014-present
Expertise
Finance and Risk

Management


- Member of Supervisory Board of Yayasan Danamon Peduli , 2014- present
- Advisor to the Board of Governors of Bank Indonesia 2010-2014.
- Member of Risk Monitoring Committee, PT Bank Permata, Tbk, 2010- 2014.
Angela
Simatupang
Member/
Independent
Party
September
2014-present
Audit Internal, Risk

Master of Commerce in
Management and
International Business and
Corporate Governance Management of Technology,
University of Sydney

- Managing Partner for Governance Risk Control Practice at RSM AAJ, 2012-present.
- Member of RSM International Network Limited in Indonesia. Within Global RSM
Organization, 2009-2012.
- Member of RSM Asia Pacific Risk Advisory Sub Committee and International Contact Partner
for Indonesia, 2008-present.
- Governor at Institute of Internal Auditors - Chapter Indonesia, 2014-2017.
- Lecturer of Internal Audit and Risk Management in Accountant Professional Education
Program at Accounting Graduate School, University of Indonesia, 2008-2010.
- Author of various articles to socialize and increase public awareness on good corporate
governance, 2007-2011.
- Worked and assigned in RSM Bird Cameron Australia, 2005.
Yusuf
Nawawi
Member/
Independent
Party
September
2014-present
Micro finance,
corporate finance,
derivative securities,
credit management,
risk management,
investment
management, training
and development
BA in Economics, Sriwijaya
University and Master of Business
Administration, Weatherhead
School of Management, Case
Western Reserve University

- President Director of BRI Pension Funds, 2010-2014.
- Head of Training and Education of BRI, 2006-2010.
- Head of Micro Banking Division of BRI, 2004-2006.
- Director of International Visitors Program, 2001-2004.
- Directorate General of Budget at the Ministry of Finance RI, 1978-1984.
* Note: Per January 9, 2015, Ernest Wong Yuen Weng is observer in Risk Monitoring Committeee according to Board of Commissioners
Circular Resolution Decision No. KSR-KOM.Corp.Sec.-001 on Change of Composition in Risk Monitoring Committee.
Term of Office
Term of office of the Risk Monitoring Committee members should not be longer than the term
of office of the Board of Commissioners as regulated in the Articles of Association and may be
reappointed for 1 (one) other period with the notation that the maximum term of office of an
Independent Commissioner is 2 (two) consecutive terms.
Policy and Implementation of Risk Monitoring Committee Meetings
Risk Monitoring Committee Meeting Policy
a) Meetings are held at least once every 3 (three) months in accordance with the needs of the Bank.
b) Meetings can only be held if attended by at least 51% (fifty one percent) of the members including
the Independent Commissioner and Independent Party.
368
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
c) The decision at each meeting is taken based on consensus. In case consensus is not reached,
vote.
d) Each meeting is recorded in the minutes, well documented, signed by all members of the
e) Dissenting opinion that occurs in the Committee meeting and the reasons thereof shall be clearly
Frequency and Attendance of Risk Monitoring Committee Meetings
During 2014, Risk Monitoring Committee carried out the 9 (nine) meetings with the level of attendance
as follows:
Name
Attendance
Attendance Level
Manggi T. Habir
100%
89%
Made Sukada*)
100%
Angela Simatupang*)
100%
Yusuf Nawawi*)
100%
Note:
*) Always attend meetings Risk Monitoring Committee since actively served
Main Agenda of Risk Monitoring Committee in 2014

No.
Date
1.
23 January 2014
2.
04 March 2014
3.
10 April 2014
4.
6 May 2014
5.
17 June 2014
Agenda
1. Treasury & Capital Market

2. National Portfolio
3. Financial Institutions Portfolio
4. Solusi Emas Syariah Portfolio
5. Regulatory Parameters & Related Party Transactions and Compliance Update
6. Legal Cases Update
7. AML Update
2. Subsidiarys Portfolio & Product Program (Adira Multifinance Dinamika)
4. Syariah Portfolio
7. AML Update
5. AML Update
3. SEMM Portfolio & Product Program
4. Subsidiarys Portfolio (Adira Quantum)
7. AML Update
3. Stress Test Update
6. AML Update
369
Highlights
Management Reports
Company Profile
No.
370
Date
Agenda
6.
07 August 2014

3. Corporate Banking Portfolio Update
6. AML Update
7.
11 September 2014

3. SMEC Portfolio & Product Program
4. Subsidiarys Portfolio (Adira Insurance)
7. AML Update
8.
16 October 2014

2. Funding Impact from Deposit Rate Cap
4. SEMM Portfolio Update
7. AML Update
9.
27 November 2014

3. ABF Portfolio Update
4. Syariah Update
5. Regulatory Parameters & Related Party Transacton and Compliance Update
6. AML Update
7. Litigation Update
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Risk Monitoring Committee Activities in 2014

During 2014, the following activities were carried out by the Risk Monitoring Committee:
a. Receive Compliance Director report on compliance and Bank Indonesias latest audit status.
b. Review reports of Legal Unit and Litigation Unit on the development of legal and litigation cases.
c. Review reports of the Integrated Risk Unit, Treasury Capital Market Unit (TCM), and Assets
& Liabilities Committee (ALCO) regarding national portfolio risk management, risk analytics
development, market and liquidity risks, loan-to-deposit ratio management, and assets &
liabilities management.
d. Received and reviewed the reports of Anti Money Laundering (AML)/Combating Financing
of Terrorism (CFT) reporting oncovered suspicious transactions, e-learning implementation,
technology system initiatives, SKAI audit results, and others.
e. Evaluate new and revamp product program.
Activities and recommendations of the Risk Monitoring Committee are reported regularly to the
Manggi T. Habir
Made Sukada
Member, Commissioner
Angela Simatupang
Yusuf Nawawi
371
Highlights
Management Reports
Company Profile
Nomination Committee
Establishment of Nomination Committee is
directed to assist in the effective implementation
of the duties and responsibilities of the
Board of Commissioners in monitoring
the implementation of the policy function
nomination, identification, recommendation
and succession of the Board of Commissioners,
Board of Directors including the Managing
Director and Independent Party.
Decision of the Board of Commissioners
Circular Resolution No. KSR-Kom.Corp.Sec003 dated 5 March 2014 decided to carry
out the dissolution of the Nomination and
Remuneration Committee as well as forming the
Nomination Committee and the Remuneration
Committee. Ratification of the Nomination
Committee forth in Decree No. KEP.DIR.Corp.
Sec-004 dated 5 March 2014.
Nomination Committee Charter
In conducting its functions, the Nomination
Committee refers to Committee Charter that
regulates the implementation of duties and
responsibilities, organization, independence,
and meeting arrangements. The Nomination &
Remuneration Committee Charter are reviewed
regularly.
Nomination Committee
Following are the duties and responsibilities of
the Nomination Committee:
a. To
assess,
evaluate
and
provide
recommendations
on
systems
and
procedures and/or replacement of members
of the Board of Commissioners and Board
of Directors.
b. To identify, assess and recommend
candidates for the Board of Commissioners
and Directors including the President
Director to the Board of Commissioners
to be submitted to the General Meeting of
Shareholders for approval.
372
c. To recommend to the Board of

Commissioners candidates for independent
parties who will be members of the
committees.
d. To evaluate and recommend candidates
proposed by 1 (one) or more shareholders
who together represent 1/10 (one tenth)
or more of the total shares with valid
voting rights, with the provisions that the
Nomination Committee has received the
written proposal no later than seven (7) days
prior to the invitation to the General Meeting
of Shareholders.
e. To review and evaluate the candidates on
and equal opportunity basis, regardless of
gender, race, religion or sources of the initial
recommendation.
f. To review and evaluate candidates based
on the minimum requirements and other
criteria by considering all the appropriate
facts and circumstances, among others,
banking knowledge and expertise of the
proposed candidates, the depth and
breadth of professional experience or
other background characteristics, their
independence, and requirements the Board
of Commissioners/Directors.
g. To increase competence through continuous
education and training.
h. To keep confidentiality of all Danamons
documents, data, and information.
Authority of Committee Nomination
a. Using the services of one or more search
companies to identify candidates (including
to approve the costs and requirements of
the search companies).
b. Accessing documents, data, and information
required from Danamaon.
& Analysis
Operational Review
c. Communicating directly with employees,

directors, and other parties related to the
d. Involving an independent party to assist the
implementation of their duties if necessary.
e. Performing other powers granted by the
Board of Directors Succession Policy
In accordance with the Nomination Committee
charter, Nomination Committe is accountable
for the succession planning of the Board
of Directors to ensure the continued future
leadership of Danamon. The succession
planning is carried out based on identifying
potential Executive Officers through Talent
Management Program. Each member of the
Board of Directors is required to submit minimal
2 (two) potential successors to be evaluated
and their competencies and skill gaps are
appropriately identified. The successor
candidates are grouped in the talent inventory
for recommendation to the Nomination
Committee.
Composition, Expertise and Legal Basis for
Nomination Committee Appointment
The Nomination Committee membership
consists of 4 (four) members, with 2 (two)
Independent
Commissioners,
1
(one)
Commissioner, and 1 (one) Executive Officer
of Danamon responsible for the Human
Resources Division.
Corporate Social
Responsibility
Corporate Data
The appointments were deliberated after all

committee members were assesed to have
fulfilled expertise requirements and taking into
account individuals integrity, character and
morals, as set forth in the personal statements.
Nomination Committee members were
appointed through the Circular Decision of the
Board of Commissioners in lieu of the meeting
of the Board of Commissioners of PT Bank
Danamon Indonesia, Tbk. No. KSR-Kom.Corp.
Sec - 015 dated 01 September 2014 and the
Decree of the Board of Directors KEP.DIRCorp.Sec. - 015 dated 01 September 2014
that effectively served since the date of 01
September 2014.
Independency of Nomination Committee
To uphold independence and objectivity,
the Nomination Committee is chaired by an
Independent Commissioner; J.B. Kristiadi with
majority being Independent Commissioners. In
addition Board of Directors is prohibited from
being members of the Nomination Committee.
Profile of Nomination Committee Members
The profiles of Nomination Committee
members detailing the name and position,
term of office, expertise, qualifications and
educational history, and work experience of
each member, are as follows:
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Highlights
Management Reports
Company Profile
Name
J.B.
Kristiadi
Position
Chairman/
Indepdent
Commissioner
Period
September
2014 - present
Quality/Education
Qualifications
Expertise
Finance, Risk Management PhD (Public Administration),

Sorbonne University, France,
1979.

- Commissioners in several State-Owned Enterprises (PT Tambang Batu Bara Bukit Asam, 19801989, Bank Dagang Negara, 1982-1981, PT Aneka Tambang-1986, Bank BNI, 2005)
Ng Kee
Choe
Member/
President
Commissioner
September
2014 - present
Finance
Risk Management
BSc in Chemistry, Singapore

University 1967

- Board of Directors, Fullerton Financial Holdings Pte Ltd., 2008 - present
- Chairman, Tanah Merah Country Club, 2008 - present
- Member, Temasek Advisory Panel Temasek Holdings (Private) Ltd.,
- Chairman, NTUC Income, 2005-2013
- Vice Chairman, DBS Group Holdings, 1970-2003
- Director, Singapore Exchange Limited, 2003-2014
- Awarded Public Service Star in 2001 and Meritorious Service Medal in 2012 for his
contribution to public service in Singapore
Made
Sukada
Member/
Independent
Commissioner
September
2014 - present
Finance and Risk

Management
Master in Economics,
University of Pittsburgh, USA
1984

Marta
Jonatan
Member/
September
Executive Officer 2014 - present
Human Resources
Management
BSc in Statistics, IPB Bogor

- Human Resources Director, Microsoft Indonesia, 2010- 2014
- Human Resources Director, Barclays Indonesia, 2008-2010
- Human Resources Head, Citibank Philippines, 2006-2008
- Head of Compensation & HR Services, Citibank Jakarta, 1998-2006
- Head of Reward, United Tractors, 1992-1998
374
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Term of Office
Term of office of the Nomination Committee members should not be longer than the term of office
of the Board of Commissioners as regulated in the Articles of Association and may be reappointed
for 1 (one) other period with the notation that the maximum term of office of an Independent
Commissioner is 2 (two) consecutive terms.
Policy and Implementation of Nomination Committee Meetings
Nomination Committee Meetings Policy
a. Meetings are held in accordance with the needs of the Bank and at least two (2) times a year.
b. Meetings can only be held if attended by at least 51% (fifty one percent) of the total members
including Independent Commissioners and Executive Officer.
c. The decision at each meeting is taken based on consensus. In case consensus is not reached,
vote.
d. Each meeting is recorded in the minutes, well documented, signed by all members of the
Frequency and Attendance of Nomination Committee Meeting
During 2014 the Nomination Committee held 4 (four) meetings with 100% attendance of all members.
This represents a high commitment of all members of the Nomination Committee.
The attendance of each Committee member in the Nomination Committee meeting is as follows:
Name
Meeting Attendance
Attendance Level
J.B. Kristiadi
100%
Ng Kee Choe
100%
Made Sukada*)
100%
Marta Jonatan*)
2 **)
100%
Note:
*) Always attended Nomination Committee Meetings since appointed.
**) The previous 2 Nomination Committeee were attended by HR Executive Officer
Main Agenda of the Nomination Committee in 2014

No.
Date
Main Agenda
1.
05 February 2014
1. Tantieme
2. BoC/BoD Composition of the Banks Subsidiaries
2.
21 April 2014
1. Tantieme
2. Implementation of SG and LTI
3.
17 June 2014
1. Recommendation on the appointment for PresComm & Director Adira Quantum
4.
28 October 2014
Organization structure
Note:
The Nomination Committee is part of the Remuneration Committee in this batch
375
Highlights
Management Reports
Company Profile
Nomination Committee Activities in 2014
Important activities of the Nomination Committee, include among others:
a. Evaluating the composition of the Committee
b. Evaluating the composition of the Board of Commissioners and Directors of subsidiaries
c. Reviewing the companys overall organizational structure
d Conduct talent market mapping
e. Reviewing the overall human resources.
The activities of the Nomination Committee are regularly reported to the Board of Commissioners.
J.B. Kristiadi
Ng Kee Choe
Made Sukada
Marta Jonatan
Member, Executive Officer
376
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
REMUNERATION COMMITTEE
Formation of the Remuneration Committee is
directed to carry out the function of monitoring
the effectiveness of the framework and the
remuneration policy and the remuneration
structure of the Board of Commissioners,
Independent Party, certain Directors and Senior
Management.
3) Remuneration, including salaries and

benefits for Independent Party.
b. Evaluating the performance of the Board
of Directors and propose an objective
comparison of the performance of the
Board of Directors with industry.
c. Maintain confidentiality of all documents,
data, and information of Danamon.
Decision of the Board of Commissioners of

the Circular Resolution No. KSR-Kom.Corp.
Sec-003 dated 5 March 2014 decided to carry
out the dissolution of the Nomination and
Remuneration Committee as well as forming the
Nomination Committee and the Remuneration
Committee separately. Ratification of the
establishment of the Remuneration Committee
is set forth in the Decree No. KEP.DIR.Corp.
Sec-004 dated 5 March 2014.
In carrying out its duties and responsibilities,

the Remuneration Committee shall take into
account of Danamons financial performance,
individual performance, the comparability with
peer group, and consideration of Danamon
long-term strategic objectives.
Remuneration Committee Charter

The Remuneration Committee has charter that
regulated that details purpose, accountability,
structure and membership, term of office,
duties and responsibilities, authorities, meeting
and reporting. The Remuneration Committee
Charter is reviewed regularly.
the Remuneration Committee
The following are duties of the Remuneration
Committee:
a. Evaluate and provide recommendations to
the Board of Commissioners regarding:
1) The structure and remuneration policy
for the Board of Commissioners and
Board of Directors and, if necessary, for
Senior Management.
2) Remuneration,
including
salaries,
allowances, bonuses and incentives will
be given based on the achievement of
the objectives and targets set for the
President Director and other members
of the Board of Directors, members of
the Board of Commissioners and the
Syariah Supervisory Board.
Authorities of Remuneration Committee

a. Accessing
documents,
data,
and
information about employees, Senior
Management, Board of Directors or Board
of Commissioners.
directors and other parties related to the
c. Involving independent parties to assist its
work if necessary.
d. Performing other authorities granted by the
Arrangement, Skills and Legal Basis of
Remuneration Committee Appointment
The Remuneration Committee consists of 4
(four) people, consisting of two (2) Independent
Commissioners,
a
Commissioner,
and
an Executive Officer in charge of Human
Resources Division.
The appointments were deliberated after all
committee members were assesed to have
fulfilled expertise requirements and taking into
account individuals integrity, character and
morals, as set forth in the personal statements.
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Highlights
Management Reports
Company Profile
Remuneration Committee members were appointed through the Circular Decision of the Board
of Commissioners in lieu of the meeting of the Board of Commissioners of PT Bank Danamon
Indonesia, Tbk. No. KSR-Kom.Corp.Sec - 015 dated 01 September 2014 and the Decree of the
Board of Directors KEP.DIR-Corp.Sec. - 015 dated 01 September 2014 and effective since 01
September 2014.
Remuneration Committee Independence
To uphold the independence and objectivity, the Remuneration Committee is chaired by an
Independent Commissioner; J.B. Kristiadi with majority being Independent Commssioners. In
addition, members of the Board of Directors are prohibited from being members of the Remuneration
Committee.
Remuneration Committee Member Profile
Profiles of members of the Remuneration Committee outlining the details of the names and positions
of members, term of office, expertise, qualifications and education history and work experience,
are as follow:
Name
J.B. Kristiadi
Position
Period
Chairman/
September
Independent
2014 - present
Commissioner
Expertise
Finance
Risk Management
Quality/Education
Qualifications
PhD (Public
Administration),
Sorbonne University,
France, 1979.

- Commissioners in several State-Owned Enterprises (PT Tambang Batu Bara Bukit Asam,
1980-1989, Bank Dagang Negara, 1982-1981, PT Aneka Tambang-1986, Bank BNI,
2005)
Ng Kee Choe Member/
September
President
2014 - present
Commissioner
Finance
Risk Management
BSc in Chemistry,
Singapore University
1967

- Board of Directors, Fullerton Financial Holdings Pte Ltd., 2008 - present
- Chairman, Tanah Merah Country Club, 2008 - present
- Member, Temasek Advisory Panel Temasek Holdings (Private) Ltd.,
- Chairman, NTUC Income, 2005-2013
- Vice Chairman, DBS Group Holdings, 1970-2003
- Director, Singapore Exchange Limited, 2003-2014
- Awarded Public Service Star in 2001 and Meritorious Service Medal in 2012 for his
contribution to public service in Singapore
378
& Analysis
Name
Made
Sukada
Operational Review
Position
Period
Member/
September
Independent
2014 - present
Commissioner
Corporate Social
Responsibility
Corporate Data
Quality/Education
Qualifications
Expertise
Finance
Risk Management
Master in Economics,
University of Pittsburgh,
USA 1984

Marta
Jonatan
Member/
Executive
Officer
September
2014 - present
Human Resources Management
BSc in Statistics IPB Bogor

- Human Resources Director, Microsoft Indonesia, 2010- 2014
- Human Resources Director, Barclays Indonesia, 2008-2010
- Human Resources Head, Citibank Philippines, 2006-2008
- Head of Compensation & HR Services, Citibank Jakarta, 1998-2006
- Head of Reward, United Tractors, 1992-1998
Term of Office
Term of office of the Remuneration Committee members should not be longer than the term of office
Policy and Implementation of Remuneration Committee Meetings
Remuneration Committee Meetings Policy
a. Meetings are held in accordance with the needs of the Bank and at least 2 (two) times a year.
b. Meetings can only be held if attended by at least 51% (fifty one percent) of the total members
including Independent Commissioners and Executive Officer.
c. The decision at each meeting is taken based on consensus.
d. In case consensus is not reached, the decision is taken by majority vote which is based on the
principle of 1 (one) person 1 (one) vote.
stated in the minutes of the meeting
f. Each meeting is recorded in the minutes, well documented, signed by all members of the
Frequency and Attendance of Remuneration Committee Meeting
During 2014 the Remuneration Committee held 4 (four) meetings with 100% attendance of all
members. This represents a high commitment of all members of the Remuneration Committee.
379
Highlights
Management Reports
Company Profile
The attendance of each Committee member in the Remuneration Committee meeting is as follows:
Name
Meeting Attendance
Attendance Level
J.B. Kristiadi
100%
Ng Kee Choe
100%
Made Sukada*)
100%
Marta Jonatan*)
2**)
100%
Note:
*) Always attended Nomination Committee Meetings since appointed.
**) The previous 2 Nomination Committeee were attended by HR Executive Officer
Main Agenda of Remuneration Committee Meeting in 2014

No.
Date
Main Agenda
1.
05 February 2014 1. Tantieme

2. BoC/BoD Composition of the Banks Subsidiaries
2.
21 April 2014
1. Tantieme
2. Implementation of SG and LTI
3.
17 June 2014
1. Talent market mapping for BoD positions including appointment of Headhunter

2. LTI & SG
3. People dashboard for Bankwide and SEMM
4.
28 October 2014
Retention Program
Note:
The Remuneration Committee is part of the Nomination Committee in this batch
Remuneration Committee Activities in 2014

Main activities of the Remuneration Committee, include among others:
a. Reviewing the grant of LTI & SG
b. Providing recommendation on the remuneration of the Board of Commissioners/Directors/
Syariah Supervisory Board/Audit Committee
c. Reviewing the companys overall organizational structure
d. Conduct market talent mapping
e. Reviewing the incentive scheme
The activities of the Remuneration Committees are regularly reported to the Board of Commissioners.
J.B. Kristiadi
Chairman, Independent Comissioner
Ng Kee Choe
Made Sukada
Anggota, Komisaris Independen
Marta Jonatan
Anggota, Pejabat Eksekutif
380
& Analysis
Operational Review

The Corporate Governance Committee assists
the Board of Commissioners in monitoring
the effectiveness of the structures, policies
and governance resources in order to support
the implementation of principles of good
governance. The Committee was established
pursuant to circular resolution of the Board of
Commissioners No. KEP: KOM-Corp.Sec.021
dated August 12, 2005 on the Establishment of
the Corporate Governance Committee.
Corporate Governance Committee Charter
The Corporate Governance Committee charter
details the purpose, accountabilities, structure
and membership, term of office, duties and
responsibilities, authorities, meetings and
reporting. The Governance Committee charter
is reviewed regularly.
The following are duties of the Corporate
Governance Committee:
a. Evaluating the structure and governance
framework as well as the appropriateness
of the Bank governance policies.
b. Reviewing the principles of governance and
provide recommendations for improvements
to the Board of Commissioners.
c. Supervise the implementation of corporate
governance and provide recommendations
actions corrective plans.
d. Assessing governance report issued by
Danamon to ensure the transparency and
accuracy of the report.
e. Report the committees activities to the
Authorities
of
Corporate
Governance
Committee include:
a. Accessing documents, data, and information
related to the needs of the bank.
Corporate Social
Responsibility
Corporate Data

directors and other parties related to the
execution of duties and responsibilities
c. Involve an independent party to assist in
implementing their duties, if necessary.
d. Perform other authorities given by the Board
of Commissioners.
Composition, Expertise, Legal Basis
for Appointment and Independence of
Corporate Governance Committee consists
of 3 (three) members of which 2 (two) are
Independent Commissioners and 1 (one)
Commissioner. The Committee member
composition meets the Committee charter as
well as independence requirement.
Each member has the expertise required to
carry out his/her Committee function, and
each has the integrity, character and morals as
declared in the personal statement.
members are appointed through the Board
of Commissioners Circular Resolution in
lieu of the resolution of PT Bank Danamon
Indonesia, Tbk. Board of Commissioners
Meeting No.KSR-Kom.Corp.Sec-018 dated 30
March 2011 and the Board of Directors Decree
No. KEP.DIR-Corp.Sec.-006 dated 30 March
2011 which have been adjusted to Board of
Commissioners
decission
No.KSR-Kom.
Corp.Sec-015 dated September 1, 2014 and
the Board of Directors Decree KEP.DIR-Corp.
Sec.-015 dated September 1, 2014 which took
effect since September 1, 2014.
To uphold the independence and objectivity,
Corporate Governance Committee is chaired
by an Independent Commissioner; Made
Sukada, and members of the Board of Directors
are prohibited from being a member of the
Corporate Governance Committee.
381
Highlights
Management Reports
Company Profile
Governance Committee Members Profile
The profiles of Committee members oulining the details of the names and positions of members,
term of office, expertise, qualifications and education history and work experience, are as follow:
Name
Made
Sukada
Position
Member/
Independent
Commissioner
Period
September
2014-present
Expertise
Finance
Risk Management


Gan Chee
Yen
Member/
Commissioner
September
2014-present
Finance
Risk Management
Bachelor Degree in Accounting from

National University in Singapura

- Board Member CEI Contract Manufacturing Limited
- Board Member ST Asset Management Ltd
- Board Member Broad Peak Investment Ltd
- Board Member Fullerton Financial Holdings Pte Ltd
- Board Member ACR Capital Holdings Pte Ltd
- Chairman Fullerton Investment & Credit Guarantee Co Ltd
- Chairman Fullerton India Credit Co Ltd
- Board Member Dunia Finance LLC Dubai Outsource Zone
- Chairman Fullerton Credit (Sichuan) Ltd
- Chairman Fullerton Credit (Hubei) Ltd
- Chairman Fullerton Credit (Chongqing) Ltd
- Vice Chairman Cambodia Post Bank PLC
- Board Member Clifford Capital Pte Ltd Marina Bay Financial Co-Chief Investment Officer and
Senior Managing Director, Special Projects on Temasek International Pte. Ltd. from 2003 2011.
- Director of Finance at Singapore Technologies Pte Ltd in 1996.
- Senior Manager of Finance at Singapore Technologies Marine Ltd in 1988 for 8 years.
- Joined Showa Leasing (S) Pte Ltd in September 1986.
- Auditor at Pricewaterhouse Coopers in May 1984
Manggi T.
Habir
Chairman/
Independent
Commissioner
September
2014 - present
Finance
Risk Management

Master in Public Administration,
Harvard University, 2002

- Independent Commissioner Danamon, 2005-present.
- Chairman of Supervisory Board of Yayasan Danamon Peduli, 2006-present.
- Director, Standard & Poorss, Singapore, 2002-2005.
- President Director, PT Pefindo, 1998-2001.
- Research Director, PT Bahana Securities, 1995-1998.
- Economics and Business Correspondent, Far Eastern Economic Review, 1982-1985.
- Held several key positions,Citibank N.A. Jakarta, 1985-1991.
Term of Office
Term of office of the Corporate Governance Committee should not be longer than the term of office
382
Corporate Governance Committee Meeting
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Committee Meeting Policy

a) The meetings held in accordance with Danamons requirements at least 1 (one) time in 1 (one)
semester.
b) Meeting quorum is attendence by at least 51% (fifty one percent) of the members of committee.
c) The decision in the meeting is taken based on consensus.
d) In the event consensus is not reached, the decision is determined by majority vote and is based
on the principle of 1 (one) person 1 (one) vote.
e) Dissenting opinion and reasons expressed in the meeting must be clearly stated in the minutes
of meeting.
f) Each meeting is minuted in the minutes of meeting, is properly documented and signed by all
attending members of the Corporate Governance Committee and submitted to the Board of
Commissioners.
Corporate Governance Committee Meeting
Corporate Governance Committee held 4 (four) meetings during 2014, attendance level is as follows:
Name
Meeting Attendance
Attendance Level
Made Sukada*)
100%
Manggi T. Habir
100%
Gan Chee Yen*)
100%
Notes:
*) Always attending the Corporate Governance Committee meeting since active
Main Agenda of Corporate Governance Committee Meeting during 2014

No.
1.
Date
Main Agenda
03 February 2014
1. Self Assessment GCG Result

2. AGMS and AGMS Agenda
2.
06 May 2014
BOC Committees Charters
3.
28 October 2014
GCG Regulation Update-FSA
4.
09 December 2014 1. EGMS

2. Schedule and CG Committee Meeting Agenda
Corporate Governance Committee Activities in 2014

During 2014, the activities of Governance Committee were as follow:
a. Review the agenda and materials of Danamons GMS 2014
b. Review completeness of the Banks Annual Report and Governance Implementation Report
2013 to ensure compliance and transparency are in accordance with prevailing regulations and
corporate governance standards as well as discuss improvements on Danamon 2014 Annual
Report.
c. Receive and review Management Report regarding:
Implementation of the principles of the Banks good corporate governance
Timeline for GMS and its agenda
Timeline for dividend payments
Timeline for Danamon Annual Report
Danamon Good Corporate Governance self assessment
383
Highlights
Management Reports
Company Profile
Compliance with the Annual Report Award (ARA) assessment criteria
Alignment with ASEAN CG score card
Enhancement of Danamon Sustainability Report in line with the Global Reporting Initiative
standards
Appointment an independent party to assess the implementation of Good Corporate
Governance principles in Danamon
Improving the Board of Commissioners training program
The Corporate Governance Committee activities and recommendations are periodically reported to
BOARD OF DIRECTORS
Made Sukada
Chairman, Independent Commisioner
384
Manggi T. Habir
Gan Chee Yen
Member, Independent Commisioner
Member, Commisioner
& Analysis
Operational Review
The Board of Directors is an authorized organ

of the company and is fully responsible for
managing the company for the benefit of the
Bank as well as representing the company
both inside and outside the court. The Board of
Directors is accountable to the General Meeting
of Shareholders for the implementation of its
duties. The Board of Directors is authorized
and have clear responsibilities in line with the
Banks Articles of Association whereby the
latter is in accordance with prevailing laws and
regulations.
Board of Directors Charter
The Board of Directors (BoD) charter is prepared
based on prevailing regulations and details
the organization, duties and responsibilities,
independence of the President Director,
transparency, work ethics, the establishment of
units, and meetings. BoD charter is periodically
reviewed.
Board of Directors Work Ethics
a) Members of the Board of Directors (BoD)
are prohibited from taking advantage of the
Bank for their personal, family and or other
partys gain that may be detrimental to the
profit and reputation of Danamon and its
subsidiaries.
b) Members of the Board of Directors is
prohibited from receiving personal gains
from Danamon other than remuneration and
facilities determined in the General Meeting
of Shareholders.
c) Members of the Board of Directors are
prohibited from having concurrent positions
as member of the Board of Commissioners,
Board of Directors or executive officers
of the banks, companies and/or other
institutions.
d) Excluded as concurrent position as
outlined in point c above, if a Director is
responsible for supervision or investment in
the Banks subsidiaries, or performing the
functional duties as member of the Board of
Commissioners of a non-bank subsidiaries
Corporate Social
Responsibility
e)
f)
g)
h)
i)
Corporate Data
controlled by the Danamon, as long as

concurrent position does not result in the
Director concerned to neglect his/her duties
and responsibility as a member of the Board
of Directors.
Each member of the Board of Directors,
either individually or jointly, shall not hold
stock ownership of more than 25% (twenty
five percent) of the paid up capital of
Danamon and/or other companies.
Members of the Board of Directors are
prohibited from giving general authority to
another party which will result in the transfer
of duties and functions of the Board of
Directors.
The Board of Directors is prohibited from
using individual advisor and/or professional
services as a consultant unless it meets the
following requirement:
1) The project is specific;
2) Based on the clear contract, which
shall include at least the scope of
work, responsibilities and duration of
employment as well as costs;
3) Consultant is an independent party
and have the qualifications to work on
specific projects.
Members of the Board of Directors shall be
subject to the Banks Code of Conduct, the
prevailing laws and regulations, as well as
the Banks internal policies.
Members of the Board of Directors are
prohibited from directly or indirectly making
incorrect statements about material facts
or not disclosing material facts, so as to
ensure that the statements made on the
state of Danamon are not misleading.
Directors Transparency
a. Related to report on the implementation
of Corporate Governance and the Annual
Report, the Board of Directors are required
to disclose:
- Shareholding in the Bank as well as in
other banks and companies domiciled in
the country and abroad;
- Financial and family relationships with
385
Highlights
Management Reports
Company Profile
members of the Board of Commissioners,
other Directors and/or the Banks
controlling shareholders;
- Remuneration and facilities received
from the Bank;
- Position in other companies.
b. Disclose the Banks strategic policy related
to employement to the employees.
Board of Directors Duties, Responsibilities
and Authorities
Board of Directors Duties and
Responsibilities
a. Fully responsible for the implementation
of the management and managing the
Bank in accordance with the authority and
responsibilities as stipulated in the Articles
of Association of the Bank and prevailing
laws and regulations.
b. Implement the principles of good corporate
governance in business activities of the
Bank at all levels of the organization.
c. Take full responsibility for setting the shortterm and long term strategies of and priority
to the Bank.
d. Following up on audit findings and
recommendations of the internal audit unit
of Danamon, external auditors, monitoring
the results Financial Services Authority
supervision and/or results of supervision of
other authorities.
e. Implementing Danamon social responsibility
programs.
f. Establish
an
Internal
Audit,
Risk
Management Unit and Compliance Unit.
g. Maintaining a healthy and open relationship
with the Board of Commissioners and
support the Boards supervisory function.
h. Accountable for implementing its duties to
shareholders through the General Meeting
of Shareholders.
i. Provide accurate, relevant and timely
386
data and information to the Board of

Commissioners.
Board of Directors Authorities
a) The Board of Directors represents the Bank
in and out of court of law on all matters and
in any event, binding the Bank with the other
parties and other parties with the Bank and
to execute all actions, both related to the
management and ownership, but with
restrictions and conditions as described in
the Articles of Association of the Bank.
b) The Board of Directors are authorized to
perform other authorities granted in the the
Articles of Association of the Bank and the
prevailing rules and regulations with prior
approval of the Board of Commissioners to
do the following actions:
1. Borrowing money or providing credit
facilities or other similar banking facilities
which induce lending money to related
parties, or from time to time exceed the
amount for which to be determined by
2. Binding Danamon as a guarantor or
debt underwriter or alternatively being
responsible for the payment obligations
of another party which is a related
party or exceeding the amount which
from time to time is set by the Board of
Commissioners.
3. Setting up a new company, creating or
increasing the ownership (except for
the increase in ownership related to the
issuance of stock dividends or bonus
shares or related to loan rescue efforts),
or reducing the ownership in another
company, without prejudice to the
authority approval.
4. Borrowing money from other parties
& Analysis
Operational Review
(which are not included in the provisions

referred to in the Articles of Association
Danamon) or receiving credit facilities
or other banking facilities in an amount
exceeding the amount determined
Commissioners.
5. Writing-off or removing the Banks
receivables from the books in an amount
that exceeds the amount wherein from
time to time determined by the Board of
Commissioners.
6. Transfering or releasing the Banks
rights to collect receivables which had
been written off exceeding the amount
wherein from time to time set by the
7. Selling or transfering or releasing the
rights, or collateralizing/guaranting,
Danamons property, either in a single
transaction or in multiple transactions
that stand alone or are related to one
another, in an amount that exceeds
the amount wherein from time to
time determined by the Board of
Commissioners. The involvement of the
BOC as intended does not negate the
responsibility of the Board of Directors
for managing the Bank.
Policy on Diversity in the Board of Directors
Composition
The composition of the Board of Directors is
set considering the Banks requirements and
complexities. The composition of the Board
of Directors is made on the basis of members
banking knowledge, background in order to
support the effectiveness in carrying out the
duties of the Board of Directors. Danamon
provides equal opportunity to all, hence the
nomination of the Board of Directors candidates
are assessed and evaluated without regard
Corporate Social
Responsibility
Corporate Data
to gender, racial, religion as well as the initial

source of recommendation.
Number, Composition, Criteria,
Independence and Board of Directors
Concurrent Positions
Number, Composition, and Criteria of
Directors
Directors are appointed by the General
Meeting of Shareholders (GMS) after
considering the candidates proposed by the
Board of Commissioners as recommended by
the Nomination Committee. Appointment of
Directors is effective on the date specified in the
GMS and end at the closing of the third GMS
after the date of appointment. Appointment of
members of the Board of Directors is declared
effective following the approval of the fit and
proper test in accordance with applicable
regulations.
Based on the 2014 Annual GMS, the appointment
of members of the Board of Directors were
confirmed where one Director was appointed
as Independent Director for 2014-2017 period.
The Banks Board of Directors as of December
2014 consists of 9 (nine) persons, the majority
of whom are Indonesian citizens and all are
domiciled in Indonesia. The Board of Directors
is led by a President Director coming from the
professional circle and independent from the
controlling Shareholders, has integrity and
sound competency and had passed the fit
and proper test in accordance to the prevailing
regulations.
All members of the Board of Directors upon
appointment have met the requirements as
a member of the Board of Directors, among
others, have good moral character and
integrity, never been declared bankrupt, never
been convicted of a criminal offense, and have
the knowledge, expertise and experience in the
field of operations as executive officer of the
Bank.
Composition of Board of Directors of the Bank
387
Highlights
Management Reports
Company Profile
until December 31, 2014 is as follows:
No
Name
Position
GMS Date
Effective Date
(BI Approval)
Appointment
Number of
Appointment
Domicile
Henry
Ho Hon
Cheong
President
Director
29 Apr
2010
24 July 2010
2010-2011
2011-2014
2014-2017
3x
Indonesia
Muliadi
Rahardja
Director
31 Aug
1999
21 Dec 1999
1999-2002
2002-2005
2005-2008
2008-2011
2011-2014
2014-2017
6x
Indonesia
Vera Eve
Lim
Director
22 May
2006
26 Jun 2006
2006-2008
2008-2011
2011-2014
2014-2017
4x
Indonesia
Herry
Hykmanto
Director
3 Apr
2008
13 May 2008 2008-2011

2011-2014
2014-2017
3x
Indonesia
Kanchan
Keshav
Nijasure
Director
3 Apr
2008
19 Jun 2008
2008-2011
2011-2014
2014-2017
3x
Indonesia
Fransiska
Oei Lan
Siem
Director
25 May
2009
11 Jun 2009
2009-2011
2011-2014
2014-2017
3x
Indonesia
Pradip
Chhadva
Director
29 Apr
2010
18 Mar 2010
2010-2011
2011-2014
2014-2017
3x
Indonesia
Michellina
Director
Laksmi
Triwardhany
29 Apr
2010
27 May 2010 2010-2011

2011-2014
2014-2017
3x
Indonesia
Satinder
Pal Singh
Ahluwalia
29 Apr
2010
24 Jun 2010
3x
Indonesia
Director
2010-2011
2011-2014
2014-2017
Note:
- Khoe Minhari Handikusuma has resigned effective, 31 October 2014
- Regulation No. 1 A regarding share registration and Equity-like securities other than shares issued by listed company
- Fransiska Oei Lan Siem was appointed in the AGMS dated 07 May 2014 as an Independent Director
Plan to Change the Composition of Board of Directors

In early January 2015, Danamon has submitted notice to the Financial Services Authority (FSA)
regarding the plan to hold Extraordinary General Meeting of the Shareholders (EGM) on February
27, 2015, with the agenda of the amendment of Articles of Association, on the change in the
nomenclature of the post of Vice President Director and change in the composition of the Board
of Directors relating to the nomination Sng Seow Wah as President Director replacing Henry Ho
Hon Cheong Hon Cheong who will retire, and Muliadi Rahardja as Vice President Director. The
nomination of Sng Seow Wah and Muliadi Rahardja have been approved received by the Financial
Services Authority, respectively, on November 20 and December 12, 2014.
388
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Conditional upon EGMS approval Danamons Board of Directors composition will be as follows:
No
Name
Position
Sng Seow Wah
President Director
Muliadi Rahardja
Vice President Director
Vera Eve Lim
Director
Herry Hykmanto
Director
Director
Director
Pradip Chhadva
Director
Director
Director
Term of Office of Independent Director

The term of office of an Independent Director is at most 2 (two) consecutive terms. In the event an
Independent Directors position is vacant, then the Bank must fill such vacant position at the latest
by the next General Meeting of Shareholders or within 6 (six) months after such vacancy occurs.
An Independent Director is required to be:
- Not affiliated with the Banks controlling Shareholders at least 6 (six) months prior to the
appointment as Independent Director;
- Not affiliated with the Board of Commissioners or Directors of the Bank;
- Not having concurrent position as member of the Board of Directors in other companies;
- Not affiliated with institutions or professionals supporting the capital markets where its services
are used by the Bank 6 (six) months prior to the appointment as Director.
- Appointed by the Board of Commissioners.
Duties and Responsibilities of Each Member of the Board of Directors
Each member of the Board of Directors has the role and authority set with reference to the Articles
of Association and Decision of the Board of Directors Circular Resolution regarding the divisions of
Duties and Authorities of the members of the Board of Directors, No. KSR-DIR.Corp.Sec 008 dated
December 3, 2014, as follows:
BoD Member
Duties and Responsibilities
Henry Ho Hon Cheong

President Director
President Director and Wholesale Banking Director, has overall responsibility

for the duties and authorities of Danamons Board of Directors, and also directly
supervises the Banks Internal Audit, Wholesale Banking, PT Adira Dinamika
Multi Finance Tbk, PT Adira Quantum Multi Finance, and PT Asuransi Adira
Dinamika.
Muliadi Rahardja
Director
Operations, SME and Micro Business Director, supervising the activities of

Operations; Corporate Real Estate Management; Regional Chief Officer, Small
and Medium Enterprise (SME); and Micro Business Banking.
His primary duties are to develop and supervise the Banks operations at the
branch and area level, as well as the operations of centralized processes at
the Head Office. In addition, he is responsible for the activities of Regional
Corporate Officer and Corporate Real Estate Management as well as business
development of SME Banking and Micro Banking.
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Highlights
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Company Profile
BoD Member
Vera Eve Lim

Director
Duties and Responsibilities
Finance Director, supervising Financial Planning and Control as well as

Management Transformation.
Responsible for the direction and supervision of all financial issues at Danamon,
as well as to monitor the presentation of financial reporting to ensure compliance
with financial and accounting standards and applicable regulations. Functions
as a business partner by generating added value through business reports and
strategy and operational performance analyses of each respective business line.
In addition, provides up-to-date information on business competition, direction
of business strategy, and to coordinate the corporate actions of Danamon and
Danamon Group.
Herry Hykmanto
Director
Syariah Director, supervising Syariah Banking.

Director
Information Technology Director, supervising Information Technology.

Director
Compliance Director, supervising Compliance, Corporate Secretary, UKPN,

Legal, Litigation, and Public Affairs.
Responsible for strategy development and execution of Danamon Syariah

Business Unit.
Responsible for the alignment of Danamons IT vision and strategy with the
overall business strategy of the Bank, and for the development of the Banks IT
platform.
Responsible to ensure compliance with all applicable laws and regulations,

including regulations of Bank Indonesia/Financial Services Authority and the
implementation of Anti Money Laundering and Counter Terrorism Financing. In
addition, has responsibility over legal, litigation and public affairs issues as well
as the corporate secretary office.
Pradip Chhadva
Director
Treasury and Capital Markets Director, supervising Treasury, Capital Markets,

Financial Institutions, and Transaction Banking.
Responsible for strategy formulation and execution as well as achievement of
business targets. In addition, has responsibility for the optimum and prudent
management of Danamons balance sheets and liquidity, the management
of interest rate risks and foreign exchange risks, the planning and execution
of funding activities, and strategy and product development related to cash
management services, trade finance services, and bank custody services.
390
Michellina Laksmi
Triwardhany
Director
Consumer Banking Director, supervising Retail & Consumer Banking, Credit

Card, and Consumer Mass Market.
Satinder Pal Singh

Ahluwalia
Director
Integrated Risk Director, supervising Danamons Integrated Risk function.
Responsible for strategy formulation and execution as well as achievement of

business targets. In addition, also responsible for the optimum progress of Retail
Banking business and branch office transformation process.
Responsible to ensure proper understanding and management of risks at all

business units. In addition, also responsible for the communication of risk
strategy, risk measurement and underwriting standard across all business units.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Independence of Member of the Board of Directors

All members of the Board of Directors have no family and financial relationship as stated in the
statement letter signed by members of the Board of Directors and is updated yearly. Members of the
Board of Directors are in compliance with reequirement of independency in accordance with good
Corporate Governance accommodated in the charter of the Board of Directors.
Financial and Family Relationship of Board of Directors
Family Relation with
BoD
BoC
Financial Relation with
Controlling
Shareholders
BoD
BoC
Controlling
Shareholders
BoD
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Henry Ho Hon
Cheong
President Director
Muliadi Rahardja
Director
Vera Eve Lim

Director
Herry Hykmanto
Director
Kanchan Keshav
Nijasure
Director
Fransiska Oei
Lan Siem
Director
Pradip Chhadva
Director
Michellina Laksmi
Triwardhany
Director
Satinder Pal
Singh Ahluwalia
Director
Board of Directors Concurrent Position

Directors are required to disclose positions or other positions as outlined in the statement letter
and signed by members of the Board of Directors and renewed annually. This excludes concurrent
position for Directors responsible for supervising subsidiaries, having functional tasks and serving
in the Board of Commissioners of subsidiaries. All members of the Board of Directorsf have no
concurrent position prohibited in accordance to Bank Indonesia Regulation No.8/4/PBI/2006 and
No.8/14/PBI/2006 regarding the implementation of GCG in Commercial Banks.
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Company Profile
List of the Bank Board of Directors Member Position in Subsidiaries
Name
Position in Danamon
Position in Subsidiaries
Henry Ho Hon Cheong
President Director
President Commissioner PT Adira

Dinamika Multi Finance Tbk
Muliadi Rahardja
Director
Commissioner PT Adira Dinamika Multi

Finance Tbk
Vera Eve Lim
Director
Commissioner PT Adira Dinamika Multi

Finance Tbk
Herry Hykmanto
Director
Nil
Director
Nil
Director
Nil
Pradip Chhadva
Director
Nil
Michellina Laksmi
Triwardhany
Director
Vice President Commissioner PT Asuransi

Adira Dinamika
Director
Commissioner PT Adira Quantum

Multifinance
Shares Ownership of Directors

Share ownership of each member of the Board of Directors at Danamon, Other Banks, Non Banks
Financial Institutions and Other Companies wherein majority does not own shares exceeding of 5%
of the paid-up capital. Here is a list of share ownership, directly or indirectly, by members of the
Board of Directors:
Shareholders
392
Bank
Danamon
Henry Ho Hon
Cheong
President
Director
- 2,161,500
shares
Muliadi
Rahardja
Director
- 6,405,515
shares
Vera Eve Lim

Director
- 5,020,500
shares
Herry Hykmanto
Director
- 502,256
shares
Other Bank
Non Bank
Financial
Institution
Other
Company
- Bank Central
Asia,Tbk, 25,000
shares
- Bank Rakyat
Indonesia, 50,000
shares
- Bank Mandiri,
25,000 shares
Description
- Percentage of
Ownership: 0,02%
- Type of Shares:
B Series
-
- Percentage of
Danamons Shares
Ownership: 0,07%
- Type of Shares:
B Series
- Percentage of
Ownership: 0,05%
- Type of Shares:
B Series
- Percentage of
Ownership: 0,01%
- Type of Shares:
B Series
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Other Bank
Non Bank
Financial
Institution
Other
Company
Kanchan Keshav - 1,187,866

Nijasure
shares
Director
- Percentage of
Ownership: 0,01%
- Type of Shares:
B Series
Fransiska Oei
Lan Siem
Director
- 1,234,730
shares
- Percentage of
Ownership: 0,01%
- Type of Shares:
B Series
Pradip Chhadva
Director
Michellina
Laksmi
Triwardhany
Director
- 617,000
shares
Bank
Danamon
Shareholders
Satinder Pal
Singh Ahluwalia
Director
Description
- Percentage of
Ownership: 0,01%
- Shares type:
B Series
-
Board of Directors Meeting

Policy on Board of Directors Meetings
a) Board of Directors meetings are held periodically as required by the Bank.
b) Every policy and strategic decision must be decided through the Board of Directors meeting and
refer to the provisions set in the Articles of Association and other laws and regulations.
c) Invitation and meeting materials are submitted to the meeting participants before the meeting is
held.
d) President Director chairs the Board of Directors meeting. In case the President Director position is
vacant or the President Director is unable to attend the Board of Directors meeting, a member of
the Board of Directors shall be elected by the attending Directors to chair the Board of Directors
meeting.
e) A member of the Board of Directors can be represented in the meeting by other Director only
based on the power of attorney.
f) The Board of Directors Meeting is valid and may undertake binding decisions if more than (one
half) of the members of the Board of Directors are present or represented at the meeting.
g) Any decision of the Board of Directors meeting is made by consensus. In the event a consensus
is not reached, decisions is made by a majority vote. Decisions made by a majority vote is on the
basis of 1 (one) person 1 (one) vote.
h) The results of the Board of Directors meeting shall be minuted in the minutes of meetings and
appropriately documented.
i) Dissenting opinions expressed in the Board of Directors meeting shall be clearly stated in the
minutes of meeting with the reasons for the differences in opinions.
j) The minutes are kept and distributed to each member of the Board of Directors and Corporate
Secretary.
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Company Profile
k) The Board of Directors may also take legal and binding decisions without convening a Board
of Directors meeting provided all members of the Board of Directors approved in writing by
signing a decree which contains the proposal in question. The decisions taken this way has the
same legal basis and therefore regarded as legitimate decisions taken by the Board of Directors
meeting.
l) Each member of the Board of Directors, personally in any way, directly or indirectly has an interest
in a transaction, contract or proposed contract, in which the Bank is a party, must state the
nature of the interest in the meeting of the Board of Directors and is not eligible to participate in
voting on matters relating to the transaction or proposed contract, unless the Board of Directors
decides otherwise.
Frequency of Directors Meeting
In 2014, the Bank held 39 Board of Directors meetings. Decision-making in the entire Board of
Directors meeting were conducted by deliberation and consensus, and there was no dissenting
opinions. Board of Directors meeting held at least 2 (two) times in each month, thus has met the
minimum requirement of the Board of Directors meeting. All decisions are documented in the
minutes of meetings.
Attendance Level of Board of Directors Meeting
Attandence on Board Of Directors Meeting
(39 times)
Frequency of Attendance
Attendance Level
35
90%
35
90%
34
87%
32
82%
35
90%
35
90%
27
69%
34
87%
34
87%
Name
Henry Ho Hon Cheong
Muliadi Rahardja
Vera Eve Lim
Herry Hykmanto
Pradip Chhadva
Frequency of Joint Meetings Directors and Board of Commissioners

Joint meetings between the Board of Directors and Board of Commissioners have conducted 6 (six)
time during 2014. All decisions are documented in the minutes of relevant meetings.
Attendance Level of Board of Directors Members in Joint Meetings
Name
Henry Ho Hon Cheong
Muliadi Rahardja
Vera Eve Lim
Herry Hykmanto
Pradip Chhadva
394
Joint Meeting Board of Directors with Board of Commissioners

(6 times)
Frequency of Attendance
Attendance Level
6
100%
6
100%
6
100%
6
100%
6
100%
6
100%
6
100%
6
100%
5
83%
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Tabel Main Agenda and Results 2014 Board of Directors Meeting

No.
Date
1.
8 January 2014
2.
22 January 2014
3.
29 January 2014
4.
12 February 2014
5.
19 February 2014
6.
26 February 2014
7.
12 March 2014
8.
19 March 2014
9.
26 March 2014
10 2 April 2014
11 16 April 2014
12 23 April 2014
Main Agenda
1. Indonesia Economic Outlook 2014

2. Loan to Deposit Ratio (LDR) & Funding Update
3. Fiscal Year 2013 Financial Results - unaudited
4. AGMS & Strategic Meeting with BoC
5. Sub Registry License
1. Sub Registry License Update
2. 2013 Audit Results - EY
3. 2013 Key Perforamnces Indicator (KPI) Measurements & Results
4. Others
- Audit Committee composition
- AGMS - Long Term Compensation plan
- Resignation of Ali Yong as Danamons Director
1. Drangonfly Project Update
2. Risk Management update and Operational Risk Management update
3. Update of BoC meeting
4. AGMS update
5. 2013 Dividend payout ratio
6. Update on the new Indonesian Exchange regulation
1. Dragonfly project update
2. January 2014 Financial Result
3. Head Office Portfolio Strategy of Danamon Group - subsidiary
1. Implementation of effective sales incentive schemes
2. CAR Regulation update
3. BoC Strategic meeting
1. Risk Management Update
2. Stress Test 2014
3. Proposed Risk Appetite Statement Revisions
4. Job evaluation Committees Final report
5. Sub Registry update
6. Dragonfly project update
7. Litigation Case Update
8. TD reward scheme
2. Februari 2014 Financial Results
3. Danamon stock analysis 2013
4. Senior Management Promotion
1. SEMM Update - Credit Processing Improvement
2. Subsidiary Review
2. 2014 Opex Reduction Initiative
3. Review on global market
4. Appointment of Danamons Head of HR
1. Cost reduction
2. Dragonfly project
3. Pegasus Project
4. Union negotiation - collective labour agreement
1. Banks comparison analysis - full year 2013 results
2. Capital Restructuring
3. Cost reduction
4. Litigation Case Update
5. Risk profile update
6. Property management, NPAT & BOPO
2. Operational Risk Management Update
3. Itinerary and agenda for BoC meeting
4. Cost update
5. Asset securitization
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Company Profile
No.
Date
13 29 April 2014
14 30 April 2014
Main Agenda
1. Briefing with CEO

1. Strategic risk management - 1Q 2014 Assessment
2. Collective labour agreement
4. FATCA update
5. Subsidiaries dividend payout ratio
15 06 May 2014
2. Operational Risk Management update
3. Litigation case update
16 13 May 2014
1. April 2014 Financial Performance
2. Appointment Danamons health insurance provider
17 28 May 2014
2. Operational Risk Management Update
4. AMEX
5. Appointment of Director of SEMC & Corporate Business - subsidiary
18 04 June 2014
1. Stress Test Result 2014
2. AMEX update
3. COP Insurance Premium
4. Agendas for BoC meeting
5. Project initiatives and evaluation of business
6. BoD duties and responsibilities
19 11 June 2014
1. May 2014 Financial Performance
2. Cost Review
3. Long term incentive (LTI)
20 18 June 2014
1. Banks comparison analysis - first quarter 2014 results
2. Impact of OJK New regulation on vehicle Insurance
3. IT Capex Budget
21 25 June 2014
1. Risk Management update
2. Revised 2014 business plan to O JK
22 18 July 2014
1. June 2014 Financial Performance
3. Possible change on banking law governing foreign ownership of bank
23 23 July 2014
2. Danamons new head office building
3. Liquidity
24 13 August 2014
1. July 2014 financial results
2. Business transformation program (BTP) kick off
3. Subsidiaries update
25 20 August 2014
1. Asset securitization
2. Communication strategic plan
26 27 August 2014
1. Operational Risk Management update
3. IT Strategic plan 2014 - 2018
27 10 September 2014 1. Bank comparison analysis
2. 2014 - 2015 financial direction
3. Mobile banking
4. Resignation of Minhari Handikusuma as a Director
28 17 September 2014 1. YTD Financial Performance - August 2014
2. Macro assumption and FTO - budget planning
3. Midyear 2014 Performance Appraisal Results and Promotion proposal
29 24 September 2014 1. Risk Management update
30 1 October 2014
1. Preliminary review of IT and CREM 2015 budget
2. Project Merdeka update
3. Litigation Case settlement
396
& Analysis
No.
Operational Review
Date
31 7 October 2014
32 15 October 2014
33 22 October 2014
34 29 October 2014
35 05 November 2014
36 12 November 2014
37 17 November 2014
38 26 November 2014
39 3 December 2014
40 9 December 2014
Corporate Social
Responsibility
Corporate Data
Main Agenda
1. Preliminary review budget

2. Property/Real estate management
1. Islamic Trade Finance Corporation (ITFC) - Finance Cooperation Scheme
2. Preliminary review budget
3. Badan Penyelenggara Jaminan Sosial (BPJS)
2015 Bank wide budget review
2. 2014 Opex outlook reduction
3. 2015 budget review
1. October 2014 Financial results
2. New LPS report requirement
3. Others :
- XLBR and Syariah business unit reporting
- Stress test - NPL
1. 2015 Business Plan
2. Project merdeka
3. Asset securitization Update
1. Risk Management Update and Operational Risk Management Update
2. Stress Test Update
3. 2015 Budget Final Update
4. Syariah Update
1. Project Pegasus Update
2. SID Update
1. November Financial Result
2. IT Project Cost for Business Transformation
Attendance of the Board of Directors at the Annual GMS

Accountability of Directors for the implementation of duties and responsibilities has been submitted
to the shareholders through the Annual General Meeting 2014. All members of the Board of Directors
were present at the Annual GMS held on May 7, 2014.
Duties and Responsibilities of the Board of Directors
The Board of Directors of the Bank has performed the duties and responsibilities focusing on the
following:
a. Operating business in line with Risk Appetite Satement and the agreed business strategies.
b. Ensuring strong funding structure focusing on increasing Savings and Checking Accounts.
c. Managing LDR in line with the business and market dynamics whilst remaining in compliance
with the LDR limits set by the regulator.
d. Operate the Banks business with efficient operational costs.
e. Implementing business transformation aimed to enhance business model and operations to be
more efficient and effective.
f. Ensuring the Bank is in compliance with the prevailing laws and regulations and follow up on
external audit findings.
g. Improving the implementation of governance based on evalution toward Good Corporate
Govenance Self Assessment.
h. Monitoring of Corporate Social Responsibility programs through Danamon Peduli Foundation.
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Board of Directors Performance Assessment
Procedures, Criteria and Performance
Assessor
a. Individual Assessment
Assessment of each member of the
Board of Directors is carried out based on
achievement of the target and KPI (Key
Performance Indicator) agreed upon at the
beginning of the year based on the duties
and responsibilities of each member of the
Board of Directors. KPI (Key Performance
Indicator) of each member of the Board
of Directors is based on 4 (four) criterias,
namely: Financial, People, Process and
Customer. The weights of assessment
criteria differ from one director to another in
accordance with the duties and functions of
each. The assessment is conducted two (2)
times a year by the President Director.
b. Collective assessment
Assessment of the Performance of Directors
as a whole is performed by the Nomination
Committee. Nomination Committee refers to
the assessment criteria related to financial
performance, the fulfillment of reserves,
fairness, comparing with the peer group,
the significance of the results of the audit,
regulatory compliance, and consideration of
long-term goals and strategies of the Bank.
398
The criterias used in assessing the

performance of the Board of Directors are
based on the following:
- Implementation of managing the Bank
in accordance with the authority and
responsibility as set forth in the prevailing
statutes and regulations.
- Implementation of managing the
Bank in the interests of the Bank and
in accordance with the intent and
objectives of the Bank.
- Implementation of the principles of
corporate governance in all business
activities of the Bank at all levels of the
organization.
- Compliance with the prevailing regulation
and legislation and commitment to the
regulator.
- Business growth by considering the
sustainability of the business, the
principle of prudence and good risk
management.
- Availability of data and information that
is complete, accurate, current and timely
to the Board of Commissioners and
other stakeholders.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Opinion of the Board of Commissioners on the performance of the Board of

Directors
2014 was a year full of challenges for the banking industry mainly caused by the
slowing domestic economic growth, tight market liquidity, as well as the significant
decreased in demand for Indonesias main export commodities in the global market.
In the midst of the negative sentiment caused by the global situation and the lack
of domestic support, we appreciate and are satisfied with the performance of the
Board of Directors who has continually applied prudent principles in all aspects of
running the Banks operations and business throughout the year 2014. The approach
and measures taken by the Board of Directors will certainly strengthen the ability
and readiness of the Bank in developing its business in a more appropriate time in
the coming years.
The total loan portfolio grew to Rp139 trillion in which the Board of Directors
prioritized credit quality as reflected in the ratio of non-performing loans that were
relatively restrained and low. In terms of funding, the total deposits grew to Rp118
trillion with the ratio of savings and demand deposits to total deposits (CASA
Ratio) improve at the level of 49%. Management also successfully manage the
ratio of total debt to total funding (LDR) at an ideal and balanced in level 92.6%
with reconsidering the dynamics of the markets and compliance with regulations.
Profit after tax in 2014 decreased compared to last year to Rp2.6 trillion. The Board
of Commissioners realized the severity of the challenges faced, and we greatly
appreciate the initiatives for a more efficient and rational cost management done
by the Board of Directors amid declining margins experienced by the Bank. It
reflects the wisdom and the rapid response of the Board of Directors in dealing
with the situation. We also greatly appreciate the support and business model
transformation initiatives being undertaken by the Board of Directors and believes
that these initiative will be able to provide a significant contribution to the Bank.
With regard to capital, we believe that the Banks capital adequacy ratio is very
adequate where it is not apart of the planning and management of capital which is
excellent by the Board of Directors.
Corporate governance is an essential part in maintaining public trust and enhance
shareholders value. In this regard, the Board gave a high appreciation and is
very proud of the corporate governance practices implemented by the Board of
Directors during the year 2014. This is reflected in the awards received by the Bank
as the Best Company for Corporate Governance based on the assessment results
of Indonesian Institute for Corporate Directorship (IICD) referring to the ASEAN
Corporate Governance Scorecard. In addition, the Bank also won the Annual
Report Award which is the most prestigious award Annual Report in Indonesia.
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Board of Directors Remuneration Policy
Indicators for Determining Board of Directors Remuneration
The remuneration of the Board of Directors is recommended by the Remuneration Committee
with reference to the remuneration principles of the Bank and assessment results of target (goal
setting) achievement, prevailing regulations, industry comparison, and the performance of the Bank.
Recommendations of the Committee is submitted to the Board of Commissioners for approval in
the AGM.
Procedure for Determining Board of Directors Remuneration
Remuneration of Directors setting process can be described as follows:
Remuneration Committee
Remuneration Committee collects information on
standards and industry remuneration for similar positions
in the market taking into account the performance of the
company. The Committee prepare recommendations to
BoC
The Board of Commissioners assess the recommendations
of the Remuneration Committee and the proposed
remuneration of the Board of Commissioners to the GMS.
GMS
GMS sets the remuneration of the members of the
Board of Directors.
BoD Remuneration
Remuneration is distributed to each member of the Board
of Directors in accordance to resolution of GMS
Board of Directors Remuneration Structure

Each member of the Board of Directors receive remuneration package paid regularly, consisting of
Salary, Housing Allowance and Vehicle Allowance Vehicle, Christmas/Lebaran allowances, Leave
allowance, and performance bonus.
Remuneration and other facilities Members of Directors (in millions of Rupiah)
Type of
2014
2013
2012
2011
2010
Remuneration
No
and Other Nominal Person Nominal Person Nominal Person Nominal Person Nominal Person
Facilities
1
2
3
4
Salary and
54,256
Allowance
Tantieme *
33,481
LTCP *
Other Benefits in the form
a. may be
3,315
owned
b. may not
6,505
be owned
58,423
11
35,411
11
12
33,301
12
54,563 11
36,960 12
32,066 12
34,731
18,800
29,498
28,005
22,838
of in kind (housing, transportation, health insurance and etc)
9
3,587
11
3,664
12
3,739
12
3,600
11
11
11
6,824
11
Note:
Since 1 January 2013 payroll system has been changed into gross basis
* accrual
400
32,703
7,134
12
7,363
12
7,200
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Members Remuneration of Directors Based Income Levels

Remuneration amount per person in
1 year *
2014
2013
2012
2011
2010
Above 2 billion
11
11
12
11
Above 1 billion up to 2 billion
Above 500 million up to 1 billion
Below 500 million
Orientation Program for New Directors

Orientation program for new Directors is conducted to provide an understanding of the vision,
mission and values of Danamon, code of ethics, organizational structure, lines of business, Board of
Directors charter as well as banking rules and regulations. The orientation program is implemented
by providing an On-Boarding Pack and briefing in-person by the business units and other support
units. During 2014, there was no new member of the Board of Directors.
Training programs to increase Compentency of Members of Board of Directors
Danamon provides an opportunity for members of the Board of Directors to participate in various
trainings, certifications, workshops, and conferences in enhancing competence, professionalism
and knowledge on an ongoing basis.
During 2014, members of the Board of Directors have training, certification, workshops and
conferences as follows
Name
Henry
Ho Hon
Cheong
Muliadi
Rahardja
Herry
Hykmanto
Training/Conference/Seminar/Workshop
Organizer
RMB Future
Global Financial Services Investor
Conference
Emerging Markets Institute Workshop
Executive Compensation Seminar
IBM Leadership Forum Ind
Basel 3 & The Basel Regulatory Framework
ABC Bank China

DB
China
USA
Location
INSEAD
Tower Watson
IBM
BSMR
Jakarta
Jakarta
Jakarta
Jakarta
4th Indonesia Trade & Commodity Finance

Conference
Seminar Asbisindo - IBEX (Indonesia
Banking Expo )2014
ICC Banking Commission; Trade Finance
Growth Engine For smes
The 3rd Islamic Banking Seminar
GTR
Jakarta
25 Apr 2014
27-29 May
2014
2 Dec 2014
19 Feb 2014
24 Apr 2014
10 & 11 Feb
2014
24 Apr 2014
ASBISINDO
Jakarta
28 Aug 2014
ICC
Istanbul,
Turkey
Bandung
3 - 6 Nov
2014
2 Dec 2014
OJK-ASBISINDO
Date
401
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Management Reports
Company Profile
Name
Vera Eve
Lim
Bank Capital Under Basel Conference

Asian Financial Congress (AFS) 2014
17th Annual Credit Suisse Asian Investment
Conference
CLSA Asean Forum
CEO/CFO Forum: Future of Finance
Profession
Refreshment of Certification in Banking Risk
& Regulation
Investor Summit & Capital Market Expo
2014
RiskMinds Asia 2014, Singapore
Satinder
Ahluwalia
Kanchan
Keshav
Nijasure
Fransiska
Oei
OJK - FKDKP Seminar Governance, Risk,

Compliance Forum 2014
Integrated Risk Management Conference
& Regulation
International Seminar - Befriending the
Boom-Bust Cycle
& Regulation
Danamon Sustainability Workshop
OJK Launch of the Corporate Governance
Roadmap Corporate Governance
FATCA Implementation Assistance
Legal Workshop
OJK - FKDKP Seminar Governance, Risk,
Compliance Forum 2014
OJK - Forum Group Discussion, Kejahatan
Perbankan Berbasis TI (Cyber Crime)
OJK - Forum Group Discussion, GCG
Terintegrasi
BI - Signing & Suistainability Report
Seminar
& Regulation
IDX, Halal Bihalal & Workshop Economic
Outlook Pasca Pemilu 2014
PERBANAS, Moderator IBEX 2014
FKDKP, Seminar OJK Rules-Consumer
Protection in Financial Service Sector
OJK, Risk Governance Summit 2014
OJK, Moderator & Seminar Financial
Literacy for Woman & SMEs
402
Organizer
Location
Date
Marcus Evans
IDC Financial
Insights
Credit Suisse
Singapore
Singapore
21 Jan 2014
27 Feb 2014
Hong Kong
CLSA
Bangkok
ACCA & British

Chamber of
Commerce
Indonesia
The Risk Forum
School of
Finance
OJK & IDX
Jakarta
26-17 Mar
2014
8 - 9 May
2014
10 June 2014
Jakarta
15 Aug 14
Jakarta
17 Sep 14
KPMG
Singapore
OJK - FKDKP
Jakarta
18-19 Nov
14
15 4 2014
FFH
The Risk Forum
School of
Finance
LPS
Singapura
Jakarta
3-4 July 2014

15 Aug 2014
Jakarta
23 Sep 2014
The Risk Forum

School of
Finance
Internal
OJK
Jakarta
15 Aug 2014
Jakarta
Jakarta
13 Jan 2014
4 Feb 2014
Internal
Internal
OJK - FKDKP
Jakarta
Jakarta
Jakarta
18 Feb 2014
8 Apr 2014
15 Apr 2014
OJK
Jakarta
13 May 2014
OJK
Jakarta
20 May 2014
BI
Jakarta
26 May 2014
The Risk Forum

School of
Finance
IDX
Jakarta
15 Aug 2014
Jakarta
18 Aug 2014
Perbanas
FKDKP
Jakarta
Jakarta
29 Aug 2014
11 Sep 2014
OJK
OJK
Jakarta
Bali
18 Nov 2014
25 Nov 2014
& Analysis
Name
Operational Review
Michellina
Manchester United Partner Conference in
Laksmi
Manchester
Triwardhany BAIN Digital Leaders Summit
& Regulation
Manulife IVEY Leadership Program
Pradip
Chhadva
Corporate Social
Responsibility
Indonesia Macro Outlook 2014

Indonesia Trade & Commodity Finance
Conference
FFH Treasury and Capital Markets
Conference
Sibos Conference
Barclays Asia Forum 2014
Directors Succession
Succession of Directors is made through
identifying potentital executive officers through
the Talent Review Program. Each member of
the Board of Directors submits a minimum of
2 (two) candidate successors for evaluation,
competency and skill gaps are identified
and appropriate development programs are
developed. Successor candidates are grouped
in a talent inventory for recommendation to the
Nomination Committee.
COMMITTEES UNDER THE BOARD OF

DIRECTORS
Danamon forms 8 (eight) Committees tasked
to support the effectiveness of implementing
the duties and responsibilities of the Board
of Directors through the suggestions and
recommendations used by the Board of
Directors as reference in making decisions.
Corporate Data
Organizer
Location
Date
Manchester
United
BAIN
The Risk Forum
School of
Finance
Manulife
Manchester
Bank of America
Merrily Lynch
ICC
Jakarta
13 - 14 Oct
2014
24 Mar 2014
Jakarta
24 Apr 2014
Fullerton
Singapore
SWIFT
USA
Barclays Hong
Kong
Hong Kong
2 - 3 July
2014
29 Sep - 2
Oct 2014
5 - 6 Nov
2014
Singapore
Jakarta
Singapore
13 - 17 Mar
2014
21 Mar 2014
15 Aug 2014
Committees under the Board of Directors are

as follows:
1. Human Resources Committee
2. Risk Management Committee
3. Asset & Liabilities Committee
4. Information Technology Steering Committee
5. Fraud Committee
6. Compliance Committee
7. Operational Risk Management Committee
8. Capital Management Committee
Human Resources Committee
Committee Structure and Membership
Chaired by the Director of Human Resources in
which the members include:
1. President Director & Wholesale Banking
2. Director of Finance
3. Director
of
Operation,
SME,
and
Microbusiness
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4. Consumer Banking Director
5. Head of Human Resources Division
Duties and Responsibilities of the Committee
1. The primary responsibilities of the Human Resources Committee to provide strategic direction on
Human Resources, prepare general policies in Human Resources including their modifications,
which among others include these aspects:
Manpower.
Employee compensation and allowance.
Job assessment management.
Talent management.
Organization structure and position levels.
Training and development.
Development of corporate culture.
Creating a conducive working environment.
Development of relationship between employees and Danamon.
Aligning policies and synergy between human resources and subsidiaries.
Appointment of executive officers and succession planning.
2. Perform duties and responsibilities assigned by the Board of Director.
3. Present minutes of meeting to the Board of Director.
Human Resources Committee Meeting
Members of the Board of Directors Attendance in Committee Meetings
Attendance
at HR Committee Meetings
(5 meetings)
Board of Director
Attendance Level
Henry Ho Hon Cheong
100%
Muliadi Rahardja
100%
Vera Eve Lim
100%
Michelllina Laksmi Triwardhany
100%
Actions Implemented by the Human Resources Committee in 2014

During 2014, the Human Resources Committee has conducted meetings with discussion topics
which cover:
1. Performance evaluation.
2. Direction for the performance assessment at the end of 2013, salary increase, and bonus.
3. Reviews on employee tax program.
4. Reviews on health insurance.
5. Program implementation on living allowance.
6. Reviews on joint annual leave in conjunction with Eid-al-Fitr festive season.
7. Reviews on Human Resources budget.
404
& Analysis
Operational Review
Risk Management Committee

Chaired by the Director of Integrated Risks in
which the members include:
1. President Director and Wholesale Banking.
2. Director of Compliance.
3. Director of Operation, SME, and Micro
Business.
4. Director of Consumer Banking.
5. Director of Finance.
6. Director of Treasury and Capital Market.
7. Director of Information Technology.
8. Director of Human Resources.
1. Support the Board of Directors in performing
their duties with regard to risk management.
2. Define the plan, direction, policies,
strategies of Danamon and its subsidiaries
risk management.
3. Ensure all Danamon activities are in line with
the prevailing rules and regulations.
4. Decide aspects concerning business
decisions which deviate from normal
procedures.
Corporate Social
Responsibility
Corporate Data
5. Define the most suitable risk management

methodologies for managing the risks,
build up the reserve through policies
to accommodate the inherent potential
risks and ensure the availability of postcatastrophic restoration procedures.
6. Monitor the development of procedures and
risk strategies and provide recommendations
to the Board of Directorsfor approval over
the entire strategies, key policies, process
and system of risk management.
7. Review various credit portfolio, market
liquidity, operational, and significant risks
and report to the Board of Directors through
risk profile and risk exposure of the Bank
periodically.
8. Evaluate the implementation of risk
management
process
and
perform
improvements which are in line with external
and internal changes which may affect
the level of Danamons capital adequacy,
capital level of its subsidiaries, as well as its
risk profiles.
9. Evaluate the risks of organization structure
in Danamon and its subsidiaries to ensure
that the process of risk management in line
with the organization development.
Risk Management Committee Meeting

Board of Director
Henry Ho Hon Cheong

Muliadi Rahardja
Attendance
at Risk Management
Committee Meetings
(12 meetings)
Attendance Level
75%
11
92%
67%
Herry Hykmanto
11
92%
10
83%
10
83%
75%
11
92%
10
83%
Vera Eve Lim
Pradip Chhadva
405
Highlights
Management Reports
Company Profile
Actions
Implemented
by
the
Risk
Management Committee in 2014
During 2014, the Risk Management Committee
has conducted meetings with discussion topics
which cover:
1. Routine discussions:
Headlines.
Portfolio (bank level, wholesale, retail,
and micro business).
Operational risks, market, and liquidity.
Portfolio per business unit.
Credit rating.
Concentration of business units and
industry portfolio.
Securities.
Bonds.
Debitors on watchlist.
Risk dashboard.
2. Specific Discussions:
Improvement on
Danamon Saving and Loan documentation
system to accelerate the improvement of
credit quality.
Assets and Liabilities Committee
Chaired by the Director of Treasury and Capital
Market in which the members include:
4. Director of Integrated Risk.
Business.
1. Define the scope of work of the Committee,
meeting procedures, work process, and the
formation of sub-committees to support the
committee.
2. Decide on the policies and directions
on liquidity, interest risks, and capital
management at the Bank and its subsidiaries
which reflect the adequacy of liquidity and
capital, stable and diversified financing by
complying to the prevailing regulations.
406
3. Perform evaluation on market conditions

and their impacts on the conditions of Bank
liquidity, Net Interest Income, and capital
as well as approve the most appropriate
actions.
4. Perform evaluation on the composition of
financing and approve every modification on
strategy and alternative financing including
new institutional/structural financing.
5. Conduct reviews on liquidity strategy,
interest rate, and capital as proposed by
Treasury and Capital Market, and at the
same time monitor the implementation, by
performing evaluation on a monthly basis
for the following aspects:
Early warning indicators.
Latest movement on key components of
the balance sheet.
Position and projection of the liquidity.
Deposit analysis.
Monitoring on Contigency Funding Plan
(CFP).
Updates on Professional Funding.
Discussions on Fund Transfer Pricing
(FTP).
Evaluation on Available for Sale (AFS)
equities.
Discussion on limits, targets, and
indicators of market risks.
Other issues relevant with Assets and
Liabilities Committees (ALCO).
6. Periodically, perform evaluations and
approve the following aspects:
Policies on liquidity, interest rate risks
on the balance sheet and Fund Transfer
Pricing (FTP).
Policies on Contigency Funding Plan
(CFP).
Assumptions and liquidity stress tests.
Provide recommendations to the Board
of Commisioner all limits/targets/
triggers including AFS equities related
to the balance sheet. The Board of
Commissionersis responsible to give
approvals for limits set up by AssetsLiabilities Committee (ALCO).
Core calculation for interest rate and
liquidity.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Provide recommendations to the Board of Commissioners all corrective action plans in case
of excess threshold/trigger related to the Balance Sheet.
Assets and Liabilities Committee Meeting
Attendance
at Assets-Liabilities
Committee Meetings
(11 meetings)
Attendance
Level
Henry Ho Hon Cheong
73%
Muliadi Rahardja
82%
Board of Director
Vera Eve Lim
73%
10
91%
64%
73%
Pradip Chhadva
Actions Implemented by the AssetsLiabilities Committee in 2014

During 2014, the Assets-Liabilities Committee
(ALCO) has conducted meetings which cover
the following discussion topics:
1. Loan to Deposit Ratio (LDR) management.
2. Fund Transfer Pricing (FTP) management.
3. Reviews on the limit of market risks.
4. Liquidity management of USD/IDR.
5. Balance Sheet management.
6. Management of Professional Financing.
7. Reviews on Available for Sale (AFS) equities
and Mark to Market (MTM).
8. Contingency Funding Plan (CFP) monitoring.
9. Economic market review.
10. Outlook review.

Information Technology Steering Committee
Chaired by the Director of Information
Technology in which the members include:
Business.
2.
3.
4.
5.
6.
7.
1. In conjunction with the group business
strategic plan, periodically review the
strategy of group IT, including the roadmap
along with the prerequisite human resources

and finance. Evaluate and approve the
modifications in this department in line with
the group requirements.
Prepare IT policies such as security policies
and IT risks management policies.
Ensure that IT projects and IT strategic plans
are in harmony and ensure the priorities.
Periodically review the indicators of group
production system service level including
the effectiveness of security policies,
dealing with the issues, and recommend the
improvements.
Review and approve CAPEX investments
within the context of strategy, blueprint,
priorities, and group IT roadmap. Define and
implement the approval of CAPEX, PAM,
and OPEX IT guidelines thus consistent with
the procurement policies.
Monitor the development of core IT Group
projects through the directions provided
by each of the member of Information
Technology Project Steering Committee,
dealing with each issue, and recommend
possible improvements. Such improvement
will then be implemented by project teams.
Review
the
effectiveness
of
Risk
Mitigation Plan over the implementation
of IT investments in addition to ensure the
contribution of the investment toward the
group business.
407
Highlights
Management Reports
Company Profile
8. Ensure the allocation of appropriate and efficient IT resources. In case of requirements to use
third party to support project implementation, Information Technology Steering Committee
should ensure the availability of policies and procedures of selecting and appointing the third
party in conjunction with project implementation.
9. Routinely review the benefits provided by IT Group projects to various business units and
supporting functions.
10. Routinely review OPEX and CAPEX of IT Group.
11. Define and implement IT initiatives including the management of information system required in
order to support group business.
12. Conduct self-assessment at the minimum on annual basis in order to determine the effective
functions of Information Technology Steering Committee.
13. Perform other duties and responsibilities assigned by the Board of Directorsfrom time to time.
Information Technology Steering Committee Meeting
Board of Director
Henry Ho Hon Cheong
Muliadi Rahardja
Vera Eve Lim
Herry Hykmanto
Pradip Chhadva
Attendance
at Information Technology
Steering Committee Meetings
(3 meetings)
Attendance Level
3
3
2
2
3
1
2
2
3
100%
100%
67%
67%
100%
33%
67%
67%
100%
Actions Implemented by the Information Technology Steering Committee in 2014

During 2014, the Information Technology Steering Committee has conducted meetings which cover
1. Approval for Project Rule Based Engine.
2. Approval for Project Wholesale Internet Banking.
3. Approval for Project Bankwide Middleware.
Fraud Committee
Danamon has established a Fraud Committee at the Head Office and Regional level. The Fraud
Committee manages violations with a nominal over Rp 1,000,000,000 including material and
operational risks. Meanwhile, the Fraud Committee on the regional level addresses frauds with a
nominal value of Rp 10,000,000 and up to Rp 1,000,000,000. The Fraud Committee at the head
office and regional levels are as follow:
Fraud Committee (Head Office)
The Fraud Committee at the Head Office is chaired by the Director of Compliance in which the
members include:
2. Director of Operation, SME, and Micro Business.
408
& Analysis
3.
4.
5.
6.
Operational Review
Corporate Social
Responsibility
Corporate Data
Head of Internal Audit Unit.

Head of Human Resources Division.
Head of Fraud Investigation Unit.
Director/Head of Relevant Business Line.
Fraud Committee (Regional)

The Fraud Committee at the Regional Office is chaired by the Regional Corporate Officer in supported
by a Secretary that is the Head of Regional Human Resources in which the members include:
1. Regional Transaction Service Head.
2. Regional Transaction Service Manager.
3. Relevant Regional Segment Head.
1. Decide the appropriate disciplinary action for each Danamon employee engaged in or involved
in fraud activities by taking into account Danamons regulations, Collective Labor Agreement
(CLA), as well as Code of Ethics and Danamons Cultural Values in performing their duties.
2. Decide the work process and existing control to take preventive as well as remedial actions
necessary to avoid the potential fraud.
Fraud Committee Meeting
Board of Director
Muliadi Rahardja
Herry Hykmanto
Attendance
at Fraud Committee Meetings
(6 meetings)
Attendance Level
6
1
6
3
6
100%
17%
100%
50%
100%
Actions Implemented by the Fraud Committee in 2014

During 2014, the Fraud Committee has conducted meetings which cover the following discussion
topics:
1. Making a decision on the appropriate disciplinary action toward fraud cases taking places during
2014.
2. Ensure that the disciplinary action imposed are in line with the existing regulations.

Compliance Committee
Chaired by the Director of Compliance in which the members include:
2. Head of Internal Audit Unit.
3. Head of Compliance Unit.
4. Head of Know Your Customer Unit.
409
Highlights
Management Reports
Company Profile
5. Head of Credit Risk Management.
6. Head of Operational Risk Management and Fraud.
1. Review Danamons compliances framework in order to monitor the level of compliances toward
the prevailing laws and regulations.
2. Review and evaluate the audit results performed by external parties such as Bank Indonesia,
Financial Services Authority, and other relevant parties.
3. Carry out monitoring toward the implementation of corrective steps and ensure Danamons
compliance toward the prevailing laws and regulations in the banking industries.
Compliance Committee Meeting
Board of Director
Attendance
at Compliance Committee
Meetings
(2 meetings)
Attendance Level
2
2
100%
100%
Actions Implemented by the Compliance Committee in 2014

During 2014, the Compliance Committee has conducted meetings which cover the following
discussion topics:
1. Reviews on the implementation of Consumer Protection.
2. Issues on Debitor Information System and follow-up actions.
3. Fulfillment of Foreign Account Tax Compliance Act (FATCA).
4. Refinement of internal control process.
Operational Risk Management Committee
Chaired by the Director of Integrated Risk in which the members include:
6. Director of Compliances.
7. Director of Syariah Banking.
8. Head of Human Resources Division.
1. Approve the framework, strategy, and methodology of Operation Risk Management (ORM) for
operational risks.
2. Approve the tools and ORM operational techniques in general.
3. Approve the proposed action in order to restore the failures of significant operational system.
4. Monitor the development of ORM core project and issues related to incidents which carry a
significant operational risks.
410
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
5. Provide feedback on the steps of managing an operational incident to the Board of Directors
through Risk Management Committee.
6. Review the effectiveness of ORM framework implementation.
7. Assess the impacts which are relevant with the reputation and identified opearational risks.
8. Review significant operational loss and trend analysis as well as causative factor in order to
determine the potential of preventive action.
9. Renew/Update the rules/regulations of Bank Indonesia as well as other regulations relevant to
Risk Management and their consequences.
10. Approve the decision which is bankwide in nature relevant to the operational risks issues/
incidents.
Operational Risk Management Committee Meeting
Board of Director
Henry Ho Hon Cheong
Muliadi Rahardja
Vera Eve Lim
Herry Hykmanto
Pradip Chhadva
Attendance
at Operational Risk
Management Meetings
(5 meetings)
Attendance Level
3
5
4
5
5
5
4
4
5
60%
100%
80%
100%
100%
100%
80%
80%
100%
Actions Implemented by the Operational Risk Management Committee in 2014

During 2014, the Operational Risk Management Committee has conducted meetings which cover
- Policy Hierarchy Implementation.
- BDI Anti Fraud Video Show.
- Business Continuity Management (BCM) Attestation Report.
- Deviation Monitoring Report.
- Counterfeit Case ATM Debit Card.
- Restorative and Corrective Actions with regard to fraud case in BDIs Sultan Agung Branch,
Semarang.
- CIMB Niaga Fraud Case.
- Data Leakage Prevention.

Capital Management Committee
Chaired by the Director of Integrated Risk and Director of Finance supported by a Secretary which
is the Head of Financial Planning and Project Division in which the members include:
4. Head of Risk Modelling and Quantitative Techniques Department.
411
Highlights
Management Reports
Company Profile

1. Responsible to ensure that the Bank complies to ICAAP conditions of Bank Indonesia. The
committee is also responsible to encourage the Bank to implement relevant best practices.
2. Ensure that the policies of capital management are regularly updated and approved by the Board
of Directors and Board of Commissioner.
3. Monitor the implementation of Risk Appetite Statement approved by the Board of Commisioner
as well as monitor and report compliances toward the preset limit/threshold.
4. Ensure that the Bank keeps process and procedures to identify, measure, and report material
risks and the implemented approach in order to determine the capital requirements, if any.
5. Ensure that the Bank holds not only adequate capital to fullfill the current conditions but also for
the capital needs based on internal calculation in order to ensure the continuity of bank capital
adequacy.
6. Ensure that the capital position is routinely reported to the Board of Directors and Board of
Commissioners hence necessary actions may be proceeded when required.
7. Identify the necessary process to measure capital adequacy and to form and renew the plan for
bank capital. The Committee shall also be able to identify the potential of capital shortage thus
the capital planning may be activated in line with the approval of the Board of Commissioner.
Capital Management Committee Meeting
Board of Director
Henry Ho Hon Cheong
Muliadi Rahardja
Vera Eve Lim
Pradip Chhadva
Attendance
at Capital Management Meetings
(3 meetings)
Attendance Level
2
3
3
3
67%
100%
100%
100%
Actions Implemented by the Capital Management Committee in 2014

During 2014, the Capital Management Committee has conducted meetings which cover the
following discussion topics:
Ensure that the Bank holds not only adequate capital to meet current conditions but also ensure
the continuity of bank capital adequacy based on internal calculation.
Monitor the implementation of Risk Appetite Statement.
The impact on the latest issuance of Financial Services Authority regulations relevant to bank
capital.
BOARD OF DIRECTORS, BOARD OF COMMISSIONERS

SHAREHOLDER AFFILIATE TRANSACTION RELATIONS
AND
MAJORITY
Transactions with affiliated parties is based on the policy on affiliate relationships and affiliated party
transactions. This policy ensures that the process of affiliate transactions are carried out by normal
commercial terms and on arms length basis and not detrimental to the interests of the Bank and the
minority shareholders.
412
& Analysis
Operational Review
Each member of the Board of Commissioners

and Board of Directors are required to disclose
any planned affiliated transactions both by
themselves and their families to the Corporate
Secretary. Planned material transactions will be
assessed by the Director of Compliance and
subsequently reported to the Audit Committee.
Corporate Social
Responsibility
Corporate Data
Affiliate relationships between members of the

Board of Directors, Board of Commissioners
and the Controlling Shareholders are disclosed
in the table on financial and family relations
on the Board of Commissioners and Board of
Directors in this corporate governance report.
CORPORATE SECRETARY
Member of the Board of Directors, member
of the Board of Commissioners, and/or
shareholders of the Bank who are involved
in the Affiliated Party Transactions which
have a potential conflict of interest with the
specified amount must be reported to the
Corporate Secretary with a copy to Director
of Compliance. In the event of a Conflict of
Interest, member of the Board of Directors
and Commissioners concerned shall abstain
from the review process and approval of the
transaction.
Affiliate relationships between members of
the Board of Directors with other members
of the Board of Directors, members of the
Board of Commissioners, Main Shareholders
and/or Controller
All members of the Board of Directors of the
Bank does not have an affiliate relationship
with the Other Board members, members of
the Board of Commissioners and the major
shareholders and/or controllers.
Corporate Secretary has an important role in

nurturing good communication between the
Bank and the Shareholders as well as other
Stakeholders. The function of the Corporate
Secretary is to ensure the dissemination of
information of the Bank in timely and accurate
manner to all Stakeholders.
Corporate Secretary is responsible to the Board
of Directors on issues related to governance
and the Banks compliance on the prevailing
regulations and legislations, in particular
regulatios of capital market, banking and social
activities.
Corporate Secretary of the Bank is responsible
for matters relating to information transparency
including availability of information on the
website, reports submission to the FSA,
organizing and documenting the General
Shareholder meetings, Board of Commissioners
and Directors meetings, monitoring and
ensuring compliance of the prevailing capital
market regulations.
Affiliate relationships between members of

the Board of Commissioners with members
of the Board of Commissioners and Majority
Shareholder and/or Controlling Shareholder
All members of the Board of Commissioners
has no affiliation with members of the Board
of Commissioners. There are three (3) Non
Independent Commissioner who has a financial
relationship with a controlling shareholder,
namely: Ng Kee Choe, Gan Chee Yen and
Ernest Wong Yuen Weng.
413
Highlights
Management Reports
Company Profile
Corporate Secretary Organizational Structure
Compliance Director
Corporate Secretary
Policy & Reporting
Corporate Action
& Stakeholder
Management
Government Relation &

Bureau Management
Corporate Custody
Documents & Assets
Profile Corporate Secretary

Corporate Secretary of the Bank currently held by Fransiska Oei Lan Siem, a member of the Board
of Directors of the Bank with the following profile:

Corporate Secretary
Fransiska Oei Lan Siem. Indonesian Citizen. 57 years. Graduated

Bachelor of Law from Trisakti University, Jakarta, was appointed as a
Director of the Bank since May 2009 and reappointed as Director in the
Annual General Meeting on May 7, 2014. Fransiska began her career in
PT Ficorinvest as Head of Legal (1982-1984). Joined Citibank N.A. year
1984-1997 and 1998-2000 and held various positions. Her last position at
Citibank N.A. was as Chief of Staff and Director of Compliance. Between
February 2005 to 2009, Fransiska was appointed as Director of PT Bank
Internasional Indonesia Tbk (BII) where previously she served as the Legal
Advisor and Compliance of BII (2004-2005) and Managing Director/BII
Management Team (2000-2001). She also served as Commissioner of PT
Bank Mandiri Tbk (2004-2005) and as the Founder and Senior Partner at
LBAF Law Firm (2002-2004).
Corporate Secretary Training Program

During 2014, the Corporate Secretary has attended training program as follows:
- Danamon Sustainability Workshop
- FSA Launch of the Corporate Governance Roadmap
- FATCA Implementation Assistance
- FSA - FKDKP Seminar on Governance, Risk, Compliance Forum 2014
- FSA - Group Discussion, IT-Based Banking Crime (Cyber Crime)
- FSA - Group Discussion, GCG Integrated
- BI - Signing & Suistainability Report Seminar
- BSMR, Refreshment
- PERBANAS, Moderator IBEX 2014
- FKDKP, Seminar FSA Rules - Consumer Protection Financial Services Sector
- FSA, Risk Governance Summit 2014
- FSA, Moderator & Seminar Womens Financial Literacy and SMEs
414
& Analysis
Operational Review
Task Implementation of Corporate Secretary

During 2014, the Banks Corporate Secretary
activities, among others:
- Attending a meeting of the Board of
Commissioners and Board of Directors on
a regular basis and prepare the minutes
related meetings.
- Organizing the AGM and manage openness
and manner of payment of dividends
Danamon.
- Setting up a replacement policy related
to the implementation of corporate
governance included in this policy on
affiliate transactions and related party list.
- Preparing recommendations on manual
changes to work rules committee at the
Board of Commissioners and Board of
Directors relating to the implementation of
corporate governance.
Date
Subject
Corporate Social
Responsibility
Corporate Data
- Assessing the page (website) Danamon

and provide input information that must be
disclosed to the public.
- Following the development of the capital
market in particular related to the regulation
of capital markets and convey information
about these developments to the Board of
Commissioners, Directors and stakeholders
Danamon.
- Implementing information disclosure in
accordance with the prevailing rules and
regulations.
List of Transparency of the Bank Information
Danamon periodically submit information or
statements in an effort to meet the requirements
of disclosure of information, among others:
Reference
Addressed
to
07 January 2014
Monthly Register of
Securities Holders
BDMN, by the end of
December 2013
Item III.3.4 and III.3.5 Decisicon of the Board of

Directors of PT Bursa Efek Jakarta, number : Kep
306/BEJ/07-2004, regarding Regulation Number
I-E of Information Disclosure Requirement.
BEI
07 January 2014
Debt Data/Reports
Company obligations
in foreign currency
Letter from FSA No.S-30/PM.2/2013 dated 7

February 2013 regarding Data Inquiry of Debt/
Liabilities in Foreign Currency juncto Letter of
Bapepam & LK No.S-13264/B/2012
dated 14 November 2012 junto Circular Letter
No.SE-02/BI/2009 dated 10 March 2009
regarding Data Report of Companys Debt/
Liabilities in foreign currencies.
OJK
15 January 2014
Information
Disclosure of Certain
Shareholders- Mr.Ali
Yong
Number 1 OJK Regulation Number X.M.1 about

Information Disclosure for Spesific Shareholder
OJK &
BEI
27 January 2014
Changes in
Composition of the
Audit Committee
BDMN
OJK regulations No. IX. 1.5 about the implementing

Guidelines on the establishment and Work of the
Audit Committee
OJK &
BEI
29 January 2014
Changes in the
Composition of the
Audit Committee
BDMN
Item V Decision Directors Jakarta Stock Exchange

No. Kep-306/BEJ/07-2004 About Rule Number IE
Delivery Information Obligations
BEI
07 February 2014
Debt Data/Reports
Company obligations
in foreign currency
OJK letter No. S-30/PM.2/2013 dated February 7, OJK

2013 regarding the Request Data Debt/Liabilities
in Foreign Currency Bapepam & LK jo Letter No.
S-13 264/B/2012 dated 14 November 2012
in conjunction with Circular No.SE -02/BI/2009
dated March 10, 2009 regarding Report Data
Debt/Liabilities in Foreign Currencies.
415
Highlights
Management Reports
Company Profile
Date
416
Subject
Reference
Addressed
to
07 February 2014
Submission Materials
of Public Expose
Item V Decision Directors Jakarta Stock Exchange

No. Kep-306/BEJ/07-2004 About Rule Number IE
Delivery Information Obligations
10 February 2014
Monthly Report of
Securities Holders
BDMN Registration
Items III. 3.4 and 3.5 III. decision of the Board of

BEI
Directors of PT Jakarta Stock Exchange number:
Kep-306/BEJ/07-2004 About rule number I-E About
the obligation of delivery Information
11 February 2014
Resignation of
Directors Member- Bpk
Ali Yong
OJK regulations No. IX. j. 1 about Staple Staple

articles of Association
OJK
13 February 2014
Submission of Annual
Report audited per 31
December 2013
OJK Regulation No. XK1 on Disclosure of

Information that must be made Public and FSA
Regulation No. XK2 on Submission of Periodic
Financial Statements for Public Listed Company.
OJK
13 February 2014
Report audited per 31
December 2013
Item III.1.1.1. Decision of the Board of Directors

Jakarta Stock Exchange No. Kep-306/BEJ/072004 About Rule Number IE Delivery Information
Obligations
BEI
14 February 2014
Material Submitted for

Public Expose BDMN
Board of Directors Decision V PT Jakarta Stock

Exchange number: Kep-306/BEJ/07-2004 About
rule number I-E About the obligation of Delivery
Information
BEI
19 February 2014
Information
Disclosure Of Certain
Shareholders - Mr Ali
Yong

OJK &
BEI
25 February 2014
Information Disclosure
Interest Payments Of
Bonds Seri II-A to 13
Means of Electronic Reporting Issuer (E-Reporting)

Form E029 - Coupon Payment
BEI
25 February 2014
Information
Disclosure Of Certain
Shareholders - Mr Ali
Yong

OJK &
BEI
05 March 2014
Monthly Report
Registration of
Securities Holders
BDMN, the end of
Feruary 2014

BEI
08 March 2014
Debt Data/Reports
Company obligations
in foreign currency
OJK Letter No. S-30/PM.2/2013 dated February

OJK
7, 2013 regarding the Request Data Debt/Liabilities
Debt/Liabilities in Foreign Currencies
10 March 2014
Effective Date of
Resignation of
Directors Member

Information that must be made Public and No.IX.J.1
FSA Regulations regarding Principal Articles of
Association
OJK
20 March 2014
Implementation
General Meeting of
Shareholders (AGM)
BDMN

Association
OJK
BEI
& Analysis
Date
28 March 2014
Operational Review
Subject
Submission of Adds
Calling General
Meetings Of
Shareholders
Corporate Social
Responsibility
Corporate Data
Reference
Addressed
to
Regulation No. I - E point IV.5 on Obligation of

Information Submission as Attachment Decision
Directors. Stock Exchange No. Kep - 306/BEJ/072004
BEI
OJK Regulation No. IX.I.1 Implementation Plan and

the General Meeting of Shareholders and the FSA
Regulation No. XK1 on Disclosure of Information To
Be Announced to Public
OJK
03 April 2014
Monthly Register of
Securities Holders
BDMN, by the end of
March 2014 BDMN
Report Monthly
Register of Securities
Holders, by the end of
March 2014

BEI
08 April 2014
Debt Data/Reports
Company obligations
in foreign currency
OJK
OJK Letter No. S-30/PM.2/2013 dated February
7, 2013 regarding the Request Data Debt/Liabilities
dated March 10, 2009 regarding Debt Data
Report/Liabilities in Foreign Currencies
14 April 2014
Submission of Adds
Calling General
Meetings Of
Shareholders
Item VI.5 No.IE Regulations concerning the

Obligation to Submit Information as Appendix
Decision Directors Jakarta Stock Exchange No. Kep306/BEJ/07-2004
BEI
OJK Regulation No. IX.I.1 Implementation Plan and

the General Meeting of Shareholders and the FSA
Regulation No. XK1 on Disclosure of Information To
Be Announced to Public
OJK
Item III.2. of the Annual Report (Annual Report)

Decision of the Board of Directors JSX No.
Kep-306/BEJ/07-2004 dated 19 July 2004 of
Regulation No. IE-related Obligation to Submit
Information
BEI
OJK Regulation No. VIII.G. 2 about annual report.
OJK
15 April 2014
Report 2013
15 April 2014
Add Submission of
Asia Financial Pte, Ltd
Bank Indonesia Regulation (PBI) 3/22/PBI/2001

dated December 13, 2001 on Transparency of
Financial Condition as amended by Regulation
14/14/PBI/2012 dated October 18, 2012 on
transparency and publication of Bank Statements.
BEI &
OJK
17 April 2014
Submission of
Quarterly Financial
Statements Interm I
(Unaudited)
as at March 31, 2014
and Submission of
Statements Ad BDMN
and Subsidiaries for
the period ended
March 31, 2014
OJK Regulation No.XK1 on Disclosure of

Information that must be made Public.
OJK Regulation No. XK2 on Obligation to Submit
Periodic Financial Statements.
OJK
417
Highlights
Management Reports
Company Profile
Date
418
Addressed
to
Subject
Reference
17 April 2014
Submission Checklist
Interim Financial
Statements are not
audited by March 31,
2014 PT BDI
Circular Letter of the Chairman of Bapepam &

LK No.SE-17/BL/2012 dated December 21,
2012 regarding use of the Checklist of Financial
Statements for all types of industry in Indonesia and
the Capital Market Regulation No. VIII.G.7 FSA,
Presentation and Disclosure of Financial Statements
or Public Company.
OJK
17 April 2014
Monthly Register of
Securities Holders
BDMN, unaudited by
per March 2014
Figures III.I.6.3 Regulation No. IE on the Obligation

to Submit Information Appendix Decision Directors
Foam Jakarta No. Kep-306/BEJ/2007-2004 dated
July 19, 2004.
BEI
05 May 2014
Monthly Register of
Securities Holders
BDMN, by the end of
April 2014

BEI
09 May 2014
Debt Data/Reports
Company obligations
in foreign currency
OJK letter No. S-30/PM 2/2013 on 7 February

2013 subject Request Data Debt/Liabilities in
foreign currency jo a letter of Bapepam & LK No.
S-13264/B/2012 on 14 November 2012 jo
Circulars No.SE-02/BI/2009 dated March 10,
2009 regarding Report Debt/Liability the company
Data In foreign exchange
OJK
2 June 2014
Information disclosure
on Corporate
Secretary PT Bank
Danamon Indonesia,
Tbk
Securities Listing Regulations Appendix Decision

of the Board of Directors No.IA Jakarta Stock
Exchange 305/BEJ/07-2004 dated 19 July 2004
on Registration of shares and Equity Securities other
than shares issued by the Listed Company and
Securities Listing Regulations Appendix Decision
No.IE Dieksi JSX No. Kep-306/BEJ/07-2004
dated July 19, 2014 on the Obligation to Submit
information.
BEI
OJK regulations No. IX. I. 4. on the establishment

of the Corporate Secretary and no. X.K. I about
information disclosure that must be immediately
Announced to the public.
OJK
02 June 2014
Information disclosure
on Audit Commitee
PT Bank Danamon
Indonesia, Tbk
Meet OJK Regulations No. IX. i. 5 about

the establishment and implementation of the
Employment Guidelines of the Audit Committee.
OJK
BEI
02 June 2014
Submission Disclosure
Public note.
As stipulated in the Regulation No.IX.E.1

Attachment Decision of the Chairman of Bapepam
& LK No. Kep-412/BL/2009 dated 25 November
2009 on Affiliate Transactions and Conflicts of
Interest in Certain Transactions.
OJK
BEI
05 June 2014
Monthly Register of
Securities Holders
BDMN, at the end of
May 2014

BEI
& Analysis
Date
Operational Review
Subject
Corporate Social
Responsibility
Corporate Data
Reference
Addressed
to
09 June 2014
Debt Data/Reports
Company obligations
in foreign currency

03 July 2014
Monthly Register of
Securities Holders
BDMN, at the end of
June 2014

BEI
07 July 2014
Debt Data/Reports
Company obligations
in foreign currency

18 July 2014
Submission of Interim
Financial unaudited
per June 30, 2014
PT BDI Tbk, and
Submission of
Statements Ad BDMN
the period ended June
30, 2014
OJK regulations No.XK1 on Disclosure of

Information that must be made Public.
OJK Regulation No. XK2 on Obligation to Submit
Periodic Financial Statements.
OJK
18 July 2014
Submission of
Interim Financial
Statements BDMN and
subsidiaries are not
audited by June 30,
2014 and Submission
of Consolidated
Ad BDMN and
Subsidiaries for the
period ended June 30,
2014

July 19, 2004.
BEI
18 July 2014
Submission Checklist
of disclosure of
financial statements
Unaudited Semiannual
(Unaudited) 30 June
2014, BDI Tbk

or Public Company.
OJK
11 August 2014
Monthly Register of
Securities Holders
BDMN, by the end of
June 2014

BEI
419
Highlights
Management Reports
Company Profile
Date
420
Subject
Reference
Addressed
to
11 August 2014
Reports on the rating of OJK regulation (ex Bapepam & LK) IX.C.11 Number OJK
debt securities II series of Ratings on debt securities and Rule Number IE
BEI
B bonds in 2010
challenge obligation to deliver information that is
attachment of directors decision JSX No. Kep-306/
BEJ/07-2004 dated July 19, 2004
15 August 2014
A decision on the
appointment of
members of the Board
of Commissioners of
PT Bank Danamon
Indonesia, Tbk. (the
Company)
Rule Number XK1 attachment decision Bapepam

chairman nomr kep 86/PM/1996 dated January
24, 1996 on the disclosure of information which
must soon be made public.
3 September 2014
Monthly Register of
Securities Holders
BDMN, by the end of
June 2014

BEI
3 September 2014
Changes in
Composition of the
Audit Committee of
PT Bank Danamon
Company)
Regulation of the Financial Services Authority

No. IX.1.5 on the Formation and Implementation
Guidance Committee
9 September 2014
Debt Data/Reports
Company obligations
in foreign currency

in Foreign Currency Bapepam & LK Jo Letter No.
BEI
OJK
BEI
OJK
16 September 2014 Decision on the

appointment of
of Commissioners of
PT Bank Danamon
company)
Regulation of the Financial Services Authority

(ex-Bapepam & LK) Number IXJ1 Jo provisions of
Articles of Association of the Company.
OJK
17 September 2014 The resignation of

of Directors of PT Bank
Danamon Indonesia,
Tbk. (the Company)
- Bp. Khoe Minhari
Handikusuma
OJK Regulation No. X.K.1. on Disclosure of

Association.
OJK
30 September 2014 Disclosure of Temasek

Review
Comply with Bank Indonesia No.14/14/PBI/2012, OJK

dated October 18, 2012 on transparency and
publication of reports Bank of Article 22
02 October 2014

BEI
Monthly Register of
Securities Holders
BDMN, by the end of
June 2014
& Analysis
Date
Operational Review
Subject
Corporate Social
Responsibility
Corporate Data
Reference
Addressed
to
08 October 2014
Debt Data/Reports
Company obligations
in foreign currency

17 October 2014
Financial unaudited
per 30 September
2014 PT BDI Tbk,
and Submission
of Consolidated
Advertising BDMN
the period ended 30
September 2014
OJK Regulation No. X.K.1. regarding information

transparency required for immediate disclosure to
the public.
OJK Regulation No. X.K.2. regarding obligation to
report periodic financial statement.
OJK
17 October 2014
Financial Report
BDMN unaudited
per September 30,
2014 and submission
of advertising
financial consolidated
report Danamon
and subsidiaries per
September 30, 2014

July 19, 2004.
BEI
17 October 2014
Submission of
Annual Financial
Report unaudited per
September 30, 2014

or Public Company.
OJK
28 October 2014
Public note.
Meet the provisions in item I Rule Number XM1

attachment Decision of the Chairman of the Capital
Market Supervisory Agency (Bapepam) No. Kep82/PM/1996 dated 17 January 1996 regarding
Disclosure Certain Shareholders.
OJK
30 October 2014
Public note.

OJK
04 November 2014 Monthly Register of

Securities Holders
BDMN, by the end of
October 2014

OJK
421
Highlights
Management Reports
Company Profile
Date
Subject
Reference
Addressed
to
10 November 2014 Debt Data/Reports

Company obligations
in foreign currency
OJK letter No. S-30/PM.2/2013 dated February 7, BEI

12 November 2014 Submission Disclosure

Public note.

OJK &
BEI
14 November 2014 Reports on the rating of OJK Regulations (ex Bapepam & LK) No. IX.C. 11
OJK &
BEI
debt securities II series about top securities and rule number I-E obligation
B bonds in 2010
of delivery of information concerning the attachment
of decision of Board of Directors of PT JSE Number
Kep-306/BEJ/07-2004 dated 19 July 2004
COMPLIANCE FUNCTION
As a banking and financial service institution
and being part of the financial services
community, Danamon is committed to take an
active role in creating, growing and maintaining
a sustainable financial services sector. The
Bank is also committed to comply with
various banking rules, regulations and adhere
to the prudent principles through continuous
enhancement of its compliance function.
Compliance function is an important part
of the corporate governance structure and
Danamons risk management framework.
Implementation of the compliance function
include actions in achieving compliance
culture, managing compliance risk, ensuring
policies and Danamons business activities are
in compliance with all regulations and ensuring
the Danamons commitment to regulators.
Danamons compliance risk management
in general is applied in accordance with the
Banks Enterprise Risk Management Policy
embeding a three lines of defense scheme,
which consists of:
Business unit or operational as a first line
of defense has an important role in the
identification, control and mitigation of risks
in its business activities/operations.
422
Compliance Unit as the second line of

defense is independent in monitoring and
evaluating the compliance of the Bank as
well as disseminating, coordinating and
advising to enable first-line activities to
operate in accordance with all regulations.
Internal Audit Unit is the third line of
defense tasked to monitor through the audit
process, to ensure accuracy, compliance
risk management undertaken by the first
and second line.
Compliance Unit Organization
In implementating the compliance function
and compliance risk management, Director
of Compliance is assisted by the Compliance
Unit.
Compliance Director has the authority to
prevent the implementation of a policy and/
or decisions set by the Board of Directors
which deviate from the regulations. Preventive
measures may be carried out by review
process, discussion and compliance tests on
policies and/or decision taken by Board of
Directors.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
The Compliance Unit was established as an independent working unit that is free from the influence
of other working units. The Compliance Unit has clear duties and responsibilities and has free
access to and is responsible directly to the Director of Compliance.
As per December 31, 2014, Compliance Unit is supported by 21 staff (including the Head of
Compliance Unit) with the majority of having tenure in the banking sector for over 5 years. Compliance
Unit staff are risk management certifified in accordance with the positions held.
Compliance Unit Organization Structure

Director
Pey Fang Ong

Compliance Head
Compliance
Consumer,
Subsidiaries &
Trade Finance
Compliance
HR, Syariah &
SMEC
Compliance
Investment,
Report &
Assurance
Compliance IT
Liabilities &
Banc assurance
Compliance
Operation &
SEMM
Compliance
Regulatory,
CFO & Branch
Network
Compliance
TCM, FI &
Corporate
The Duties and Responsibilities of Compliance Unit 2014

Promoting Compliance Culture
Compliance culture is the basis for work ethic for all levels of organization at Danamon. Strengthening
a compliance culture is conducted through continuous socialization and provision of information on
regulations, avaibility of compliance training through e-learning, consultative functions related to
Danamons business activities and the implementation of compliance self-assessment (Regulatory
Compliance Self Assessment).
Compliance Risk Management
Compliance risk management is carried out through a process of identifying, measuring, monitoring
and controlling compliance risks by reviewing the funding policies and activities, the provision of
funds and other services activities. The processes are applied in order to detect potential compliance
risks. An assessment of the compliance risk and quality of risk management is conducted regularly
as part of banks risk assesment as outlined in the Banks Risk Profile Report.
In an effort to mitigate and control potential and existing compliance risks, Compliance Unit
Coordinate with related Operations Units, the Risk Management Unit and the Internal Audit
Unit through discussions. Discussion related to compliance risk is also carried out through the
Compliance Committee meetings.
423
Highlights
Management Reports
Company Profile
Ensuring Compliance and Maintain Commitments
As a preventive measure, reviews or assessments of policies/programs are conducted before
the implementation of such policies and product programs to ensure the policies or Danamons
business activities that do not deviate from the regulations. Socialization and follow-up on the policy
update and update of internal regulations including changes in the regulations of related units are
carried out accordingly to ensure the Banks compliance is maintained.
In 2014, in regards to the consumer protection regulation, Compliance Unit has supported the
implementation and alignment of policies, procedures, marketing documents, agreements and
other documents so as to be in line with the provisions established by Otoritas Jasa Keuangan
(OJK) and Bank Indonesia.
In addition, as an effort in monitoring of compliance to certain regulations in the field/work unit, a
sample pick is conducted to assess the implementation of these regulations. Periodic monitoring
is also carried out to meet compliance on main regulatory parameters both at the Bank level (CAR,
LLL, GWM, NPL, PDN and participation limit) and subsidiaries including the required reporting.
Danamon is also constantly monitoring to ensure the follow-up audit results of Bank Indonesia/
Otoritas Jasa Keuangan (OJK) and other regulators are completed in accordance with commitments
and targets set.
Compliance to Main Regulations
Parameter
BI Requirements
Bank Position
Per December
2014
Explanation
18.17%
Fulfilled
Capital Adequacy Ratio

(CAR)
Min. 9% s/d <10% (BUKU

3)
Statutory (GWM)
Primer Rp Min. 8%
8.07%
Fulfilled
Primer USD Min. 8%
8.13%
Fulfilled
Sekunder Min. 8%
11.67%
Non Performing Loans

(NPLs)
Maks. 5%
1.34%
Fulfilled
Net Open Position (NOP)
Maks. 20%
1.11%
Fulfilled
Lending Limit (LLL) of Related Maks. 10%

Party
2.44%
Fulfilled
Portfolio Investments
6.01%
Fulfilled
Maks. 25%
Other Tasks
To support the implementation of compliance, Compliance Unit also actively participates as a liaison
officer in facilitating compliance related matters with both internal and external parties. Compliance
Unit has a important role in providing consultative services related to the implementation of
regulations to the work units. This is demonstrated through participating in the discussion and
development activities/new products, providing advice/recommendations on regulation related to
Danamons business activities.
424
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
IMPLEMENTATION OF ANTI-MONEY LAUNDERING PROGRAM (AML) AND

COMBATING FUNDING ON TERRORISM (CFT) PROGRAMS
The Board of Directors and Board of Commissioners are committed to ensure the Banks compliance
towards Bank Indonesia regulations and other legislation related to AML and CFT.
The Bank coordinated AML and CFT Programs through working units, for the implementation to
Know Your Customers Principles (UKPN), for which working units are responsible directly to the
Compliance Director.
Organizational Structure UKPN
UKPN Head
Entin Rostini
Advisor
Surveillance
Monitoring,
Support & Training
Procedure and
Reporting
IT & Data
Mining
AML Champion
Danamon is consistently working to improve the quality of AML and CFT programs being carried
out: through active supervision from management, policy refinement, Branch Assesment, training
programs, and information system refinement as well as other initiatives deemed required.
Activities accomplished related to AML and CFT Programs in 2014 are as follows:
1. Policy and Procedure Evaluation
As an effort to control the risk of AML and CFT and in order to adjust the internal regulations
through regulations and best practices, in 2014 some improvements are made as well as the
issuance of internal regulations related to AML and CFT. The Internal regulations are Financial
Transactions to and from overseas, obligation of personal customer information disclosure for
US citizen, purpose of transaction code cash in the Cash Financial Transaction Report and
Suspicious Transaction Report.
2. Branch Assessment
Visiting activity of Branch Assessment (BA) was performed to assess the effectiveness of the
implementation of APU and PPT Program in branches and over 2014 have been made Branch
Assessment in 19 cities with 116 branches. Along with visiting activity of Assessment Branch also
conducted training for employees (especially frontliners) with total amount of 672 employees.
425
Highlights
Management Reports
Company Profile
3. Training and Socialization
UKPN together with Danamon Corporate
University (DCU) held training and
socialization related to APU and PPT
for employees, which is through training
program as refreshment and induction
training for new employees. In 2014, in
addition to arrange training for new staffs,
Danamon also intensified employees to
participate in e-learning methods at the
Central Office.
6. Management Information System

Completion of Management Information
System includes the development of
reporting system, screening and monitoring
functions, the addition of FATCA features,
development of data recording system
and Walk in Customer transactions and
customer database manually (SIPESAT).
During 2014, 8,309 employees had received

AML and CFT training which consisted of
2,552 employees with classroom methods
and 5,757 employees through e-learning.
4. Monitoring of Customer Data Completion

Periodic monitoring of the quality and
completion of new customers data and
branches shall follow up customer data
which is incomplete.

Customer data update is accomplished by

updating targets that are prepared using
a risk based approach. Plans and results
of customer data updates are reported
to Otoritas Jasa Keuangan. As the end
of December 2014, Danamon has been
updating the 11,712 CIF from its total target
of 12,566 CIF ((93,21%).
5.
Screening, Transaction and Report
Monitoring
In the acceptance of new customers,
Danamon included a screening process
to OFAC List, Watchlist, Worldcheck and
Politically Exposed Persons. Screening
process is periodically applied on existing
customers.
426
For the purposes of customer transaction

profile monitoring, Danamon has been
supported by information system that can
effectively identify the transaction and
report. On a sustainable basis, Danamon
submit Suspicious Transaction Reports
(LTKM), Cash Financial Transaction Reports
and Financial Transaction Reports to and
from Overseas (LTKL) to regulators and
follow-up data requirement from PPATK/
KPK/BNN.
7. Know Your Employee (KYE)

Application of Know Your Employee (KYE)
performed in the process of hiring new
employees. In addition, the application
of KYE also applied on the transactions
activity conducted through the employee
salary and non-salary accounts by each unit
of HR and UKPN.
INTERNAL AUDIT UNIT (IAU)

IAU Structure and Status of Position
Internal Audit is an independent function
reporting directly to the President Director
and to the Board of Commissioners through
the Audit Committee. Internal Audit Unit (IAU)
Danamon aims to provide independent and
objective assurance and consulting services
to the Board of Commissioners and Board of
Directors to maximize and maintain shareholder
value.
& Analysis
Operational Review
Danamons IAU was determined to be a

business partner that provides added value in
fostering a strong culture to support Danamon
and its subsidiaries achieve long-term goals
with reference to the International Best
Practice. Danamons IAU help management
achieve its objectives by a systematic and
disciplined approach to evaluate the adequacy
and effectiveness of risk management, control
and governance process.
In accordance with the Internal Audit Charter
that approved by the President Director and
Board of Commissioners, Danamons IAU has
unrestricted access for all activities, functions,
records, properties and personnel of the Bank
and its subsidiaries. The scope of Internal Audit
covers all audit entities in Danamon and its
subsidiaries.
In assessing the adequacy and effectiveness
of risk control and management process,
Danamons IAU will report significant audit
findings including recommendations for followup repairs. Each month, a summary of the
audit findings were presented to the Audit
Committee in the Audit Committee meeting
which was also attended by representatives of
related Board of Directors. Meeting report of
the Audit Committee submitted to the Board
of Directors and Commissioners. In addition,
Corporate Social
Responsibility
Corporate Data
Internal Audit also regularly reported the audit

activities to the President Director.
In implementing its functions, Danamons
IAU refers to Bank Standard Internal Audit
Function (SPFAIB) from Bank Indonesia and
the International Standards for the Professional
Practice of Internal Audit (IPPF) from the
Institute of Internal Auditors (IIA).
Appointment, Termination and Legal Basis
for Appointment of Internal Audit Head
Referring to SPFAIB regulation of Bank
Indonesia as stated in the Internal Audit
Charter and signed by the President Director
and Board of Commissioners, the Head of
IAU is to be appointed and terminated by the
President Director following the approval from
Board of Commissioners. The appointment
and termination of the Head of IAU are
reported to Otoritas Jasa Keuangan (OJK) and
accompanied by the reasons of appointment/
termination.
Danamon IAU is currently chaired by Antony
Kurniawan appointed since July 1, 2010 by
the Joint Decree of the Board of Directors and
Board of Commissioners PT Bank Danamon
Indonesia, Tbk. No. Kep-Dir.Corp.Sec - 011
concerning the appointment of AIU Head of
Danamon.
Antony Kurniawan Bsc, MSc earned his Bachelors Degree from Iowa
State University, Ames, Iowa, USA and a Masters Degree from Columbia
University, New York, USA. Antony has pursued a career of 20 years in the
banking industry, including 14 years with Citigroup. His audit experience
includes 5 years experience as Citigroup Regional Audit (in Singapore
and the Philippines covering 11 countries), as Danamons Operational
Risk Management Head for 3 years and as Mass Market Control & Fraud
Head for 2 years.
Antony Kurniawan
Head of Internal Audit Unit
Serves as Danamon Head of Internal Audit Unit since 2010.
427
Highlights
Management Reports
Company Profile
Organizational Structure of Danamon Internal Audit
Chief Internal Auditor
Antony Kurniawan
SEMM & Branches

Audit Group Head
Wholesale Credit &

Analytic Audit Dev
Group Head
Quality Assurance
Product & Support
Fraud Investigation
Retail Credit & IT
Group Head
Audit Group Head
Group Head
Audit Group Head
Duties, Responsibilities and Authority of IAU

SKAI Duties and Responsibilities
In accordance with the Internal Audit Charter
which has been approved by the President
Director and Board of Commissioners, IAU has
the following duties and responsibilities:
Develop the annual audit plan with the riskbased methodology, including the risks
and controls identified by management.
Implement the approved annual plan,
including specific duties;
Increase
the
knowledge,
expertise,
experience and adequate professional
certification and knowledge of all regulations
that applied to the duties of audit;
Prepare and submit a report to OJK, such
as: Report on the implementation and on
the results of semi-annual audits, a special
report on any findings of internal audit
which is expected to disrupt the continuity
of operations, and Report the results of
external review on the work of Internal
Audit and compliance on implementation
standard of Bank Internal Audit Function
and its repairs;
Establish a follow-up process to monitor and
ensure that corrective actions have been
carried out effectively by management; and
428
Conduct an investigation on indications of

fraud in the Bank including coordinating
an investigation with other work units and
report the results to management and the
Board of Commissioners through the Audit
Committee.
Internal Audit Authority
SKAI, in accordance to the Internal Audit
Charter, has authorities, among others:
In accordance with the Internal Audit
Charter, Internal Audit has the authority:
Unlimited access to all of the activities,
functions, records, property and personnel
of the Bank and its subsidiaries;
It has full access to the Board of
Commissioners through Audit Committee;
Allocate resources, set frequencies,
choosing subjects, determine scope of
work and apply the techniques required to
achieve the objectives of the audit; and
Implement the annual audit plan approved.
Internal Audit Methodology
In carrying out the Internal Audit, SKAI has
implemented a Risk based Internal Audit.
The Risk based Internal Audit begins with
the comprehensive planning of the internal
audit program, where the performance of the
Internal Audit is carried out based on priority
over entities having higher risks. To support
this, SKAI has utilized the latest Information
Technology in the field of Internal Audit with
& Analysis
Operational Review
the ability to perform risk assessment both in

macro and micro scale over the entities in the
Bank. Based on the Macro Risk Assessment
combined with the Audit Framework, SKAI
prepares an annual Audit Plan, where in the
process, the entities to be audited, the audit
schedules and the required staff and logistics
are determined. Thereafter, using the Micro
Risk Assessment, extraction of data is obtained
from the Core Banking System to determine
the sampling.
Focus of Danamons IAU in 2014
Internal Audit Unit has focused its audit
activities, as follows:
1. Continuing audits on high-risk entities
and entities that have an extensive branch
network and branches of subsidiaries;
2. Improve and expand analytic functions, as
well as infrastructure capacity and expertise
in the analytical field;
3. Improving audit quality by improving the
competence of auditors through training,
seminars and professional certification;
Corporate Social
Responsibility
Corporate Data
4. Improve and enhance the risk-based audit

methodology, continuing the process of
quality assurance and learn best practices
of internal audit in the banking industry as a
comparison.
Danamons Internal Audit Activities in 2014
Audit Implementation
In 2014, Danamon Internal Audit Unit has
audited 746 entities (103% from 2014 audit
plan) which includes:
1. 61 audit entities in the Central Office,
which covers aspects of credit, business,
products,
operations,
support
and
information technology as well as including
the Head Office of Adira Group.
2. 275 audit entities in the Branch Office and
Regional Office, which includes the Office
of Regional Services, Unsecured Personal
Loan Region, conventional branch, Syariah
branch, Syariah Pawn Branch (Gold Solution
Syariah) and Adira Group Branch.
3. 410 entities of Danamon Saving and Loan
consist of 61 Cluster Self Employed Mass
Market (SEMM), 310 units of SEMM, and 39
Collateral Document Custody (CDC).
Plan and Inspection of Audit Realization per 31 December 2014

Audit Activity
2014 Audit
Plan
2014 Audit Realization

Jan-Jun Jul-Des
Total % of Plan
I. Routine Audit
a. Total Audit on Head Office (Incl. Adira
Group)
65
38
23
61
94%
b. Audit on Branches:
Conventional (Includes Adira Group)
Self Employed Mass Market
267
394
154
220
121
190
275
410
103%
104%
Total Audit on Branches
661
374
311
685
104%
Total Routine Audit
726
412
334
746
103%
39
47
II. Investigative Audit

Total Investigative Audit
429
Highlights
Management Reports
Company Profile
The function of Danamons IAU Consultancy
1. Meeting the demand business unit as an independent party to conduct Pre & Post Implementation
Review of the use of the latest information technology related to the new electronic banking
products published.
2. To socialize the latest issues of the business and operational leadership at the Regional Office.
Assessment by Independent Institutions
In accordance with the provisions of PBI 1/6/PBI/1999 & 9/15/PBI/2007 Internal Audit activities will
be reviewed by the Independent Agency every 3 years by using benchmarks SPFAIB provisions of
Bank Indonesia. Besides using benchmarks of SPFAIB required by BI, SKAI activity is also compared
to the standard of the IPPF (International Professional Practices Framework) of institutions IIA (The
Institute of Internal Audit) and compared well to the best practices of Internal Audit (leading practices)
of the financial industry and global banking. Thus, the implementation of the Internal Audit quality
reviews every three years is not only performed to comply with the provisions of Bank Indonesia,
but also to ensure quality standards are adequate internal audit both nationally and internationally.
Assessment Independent Institute on Internal Audit Effectiveness and Scope
Results of the assessment of external agencies (Quality Assurance Review) on the effectiveness
of the implementation and the scope of an audit conducted by the Danamons IAU in three (3)
assessment period (2004-2012) are as follows:
Period
Independent Institution
Result of Quality
Assurance
Review
2009-2012
Pricewaterhouse Coopers Indonesia Advisory

Refer to No EngAdv/2012000312/Jun/12/GMM/ZWZ
dated 13 May 2012
Generally Conforms
2006-2009
Ernst dan Young

Refer to PSS-35562/02 Dated 4 May 2009
Generally Conforms
2004-2006
Ernst dan Young

Refer to No EYAS-1647/02 Dated 27 June 2006
Generally Conforms
Number and Human Resource Development

To maintain the quality standards of human resources, Danamon Internal Auditor together with the
Division of Human Resources Development, Competency Matrix have developed both for the level
of auditors and Team Leader level. Roadmap is listed In the Competency Matrix for each auditor and
Team Leader in following the training and certification necessary to meet the required competencies
at all levels.
Various trainings, self development and certification audits have also been performed in 2014,
average training (Soft Skill & Technical Skill) for each auditor until December 2014 is 6 weekdays
and employs 189 people.
430
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
International & National Certification

Auditors who have earned a degree in International & National Certification, as follows:
International Degree
Total Auditors
Certified Internal Auditor (CIA)
Certification in Risk Management Assurance (CRMA)
Certified Information System Auditor (CISA)
Certified Information System Security Professional (CISSP)
Certified Information System Manager (CISM)
Certified in the Govermance of Interprise IT
Financial Risk Manager
Certified Ethical Hacker (CEH)
Principal Certified Lotus Professional (PCPL)
IBM CAAD (Certified Advanced Application Development)
National Degree
Total Auditors
Qualified Internal Auditor (QIA)
81
Risk Management Certification (SMR), Level I
95
Risk Management Certification (SMR), Level II
42
Risk Management Certification (SMR), Level III
Risk Management Certification (SMR), Level IV
Implementation Training 2014

Listed below are trainings, seminars and workshops, followed by Internal Audit staff:
No
Training
Dates
Total
Participants
20-25 April 2014
International Training
1
DLA 3, Insead, Singapore
Domestic Training
1
Socialization of Report Writing, Internal Audit Unit (IAU), Roll Out

KPW & HO
January - April
2014
93
Socialization of TeamMate R.10.1, Internal Audit Unit (IAU), Roll

Out KPW & HO
January - April
2014
87
Credit Risk Management 1, Danamon Corporate University,

Kampus Danamon Ciawi
3 March 2014
12
Credit Risk Management 2, Danamon Corporate University,

3-4 June 2014
DLA 1, Danamon Corporate University, Kampus Danamon Ciawi
23-26 June 2014
March - June
2014
Excel, Internal Audit Unit (IAU),Plaza Kuningan
14 & 16 May
2014
22
IDEA, Internal Audit Unit (IAU),Plaza Kuningan
20 June 2014
11
Market Liquidity Risk Management 1, Danamon Corporate

University, Kampus Danamon Ciawi
April - May 2014
10
Market Liquidity Risk Management 2, Danamon Corporate

April - May 2014
431
Highlights
Management Reports
Company Profile
No
432
Training
Dates
Total
Participants
11
Motivation, Plat AB, Yogyakarta
7 March 2014
179
12
National Workshop SKAI, Internal Audit Unit (IAU), Yogyakarta
6 - 8 March 2014
179
13
Operational Risk Management 1, Danamon Corporate University,

26 February
2014
14

27 February
2014
15

28 February
2014
16
Pensiun, Mitra Insan Cemerlang, Malang
13-15 June 2014
17
Risk Management Sertification1, Danamon Corporate University,

23 June 2014
18
Risk Management Sertification 2, Danamon Corporate University,

24 June 2014
19

May - June 2014
20

13 - 14 May
2014
21
QA Sosialization, Internal Audit Unit (IAU), Roll Out KPW & HO
March - June
2014
51
22
Team Building, Hanindo, Yogyakarta
7 March 2014
20

13 - 14 May
2014
21
QA Sosialization, Internal Audit Unit (IAU), Roll Out KPW & HO
March - June
2014
51
22
Team Building, Hanindo, Yogyakarta
7 March 2014
23
IPPF Sosialization, Internal Audit Unit (IAU), Roll Out KPW & HO
August-September
2014
24
1 - 4 July 2014
25
15 - 19
September
26
Market Liquidity Risk Management 1 & 2, Danamon Corporate

14 - 15 July 2014
27
Risk Management Certification 1, Danamon Corporate University,

1 September
2014
28
Risk Management Certification 2 & 3, Danamon Corporate

2 September
2014
29

23 September
2014
30
Influencer, Danamon Corporate University, Kampus Danamon

Ciawi
17 - 18 July 2014
31
Crusial Conservation, Danamon Corporate University, Kampus

Danamon Ciawi
21 - 22 July 2014
32
Fraud & QA for Supervisor, Danamon Corporate University,

6 August 2014
33
Effective Communication Skill, Danamon Corporate University,

13 August 2014
11
179
179
22
& Analysis
No
Operational Review
Corporate Social
Responsibility
Training
Corporate Data
Dates
Total
Participants
34
7 Habits, Danamon Corporate University, Kampus Danamon

Ciawi
3 - 5 September
2014
35
Danamon Caring Leader, Danamon Corporate University, Kampus

Danamon Ciawi
8 - 9 September
2014
36
Risk Management Certification 1, Danamon Corporate University,

August-September
2014
37
Credit Analysis, Internal Audit Unit (IAU),Plaza Kuningan
25 - 26
September 2014
18
38
IDEA vs. 9, Internal Audit Unit (IAU),Plaza Kuningan
11 & 14 August
2014
11
Audit Activity Plan 2015

In line with Danamons business development,
Internal Audit continuously makes efforts to
improve the internal quality audits, strengthen
the audit function through a variety of activities
and will carry out an audit of 654 audit entities,
includes 57 audit entities of Head Office, 13
audit entity at Regional Office, 344 Danamon
Save & Loan (DSP-SEMM), and 240 entities of
branch office.
COMPANY ACCOUNTANT/EXTERNAL
AUDITOR
Accountant Services Company:
Appointment and Fees
Appointment of Certified Public Accountants
and Public Accounting Firm was approved by
Annual General Meeting on 7 May 2014, which
gave authority to the Board of Commissioners
to appoint a registered public accounting firm
based on the recommendation of the Audit
Committee.
Implementation of the Banks financial

statement audit performed by the Public
Accounting Firm established by Circular Decree
No. KSR- KOM.Corp.Sec-008 dated 24 March
2014 namely Purwantono, Suherman & Surja (a
member of Ernst & Young Global Limited) at a
cost of Rp 4,112,800,000 audit services.
Other Services in addition to the Financial
Audit
In 2014, the Public Accountant Firm
Purwantono, Suherman & Surja (a member of
Ernst & Young Global Limited) did not provide
services other than audit services to Danamon.
Audit Period
Public Accountant Drs. Hari Purwantono
and Public Accountant Firm Purwantono,
Suherman & Surja (a member of Ernst & Young
Global Limited) audited Danamons annual
financial reports during three (3) periods from
2012 - 2016.
433
Highlights
Management Reports
Company Profile
Public Accountant Firm and Public Accountants which provide financial audit services and incurred
audit services costs can be seen in the following table:
Year
Public Accounting Firm
Accountants Name
Cost Audit
2014

Ernst & Young Global Limited)
Drs. Hari Purwantono
Rp4,112 billion
2013

Rp3,880 billion
2012

USD400,000
2011
KPMG Siddharta & Widjaja
Dra. Tohana Widjaja, CPA
USD495,000
2010
Kusumaningsih Angkawijaya, CPA
USD495,000
2009
Kusumaningsih Angkawijaya, CPA
USD414,700
Effectiveness of External Auditor Implementation

Audit Committee examines the effectiveness of the implementation of external audits to evaluate the
quality of the audit process. It aims to ensure that the audit has been accordance with all regulations
and standards and so that the external auditors independence is maintained. In addition, the Audit
Committee helps to ensure the audit not encountered by obstacles and all audit findings acts upon
by management.
Evaluation of the implementation of the external audit process is performed through regular
meetings between the Audit Committee and the Public Accounting Firm to discuss all findings and
developments during the examination conducted by public accounting firms.
In implementing the audit of Danamons financial report and its subsidiaries, the following functions
are conducted by Public Accountant Firm Purwantono, Suherman & Surja (a member of Ernst &
Young Global Limited):
1. Conduct the investigation on all material accounts, based on applicable Professional Public
Accountant Standards and ensure its compliance with applicable Indonesia Accounting
Standards.
2. Communicate the audit findings to the audit committee, management and OJK
3. Maintain independence during the implementation of its duty.
Relationship Between Bank, Public Accountants and OJK
During the audit implementation in 2014, Danamon exercised transparent communication and
provided complete information and data to the external auditor for the audit purposes. Communication
and cooperation with the external auditors was conducted on the latest accounting policy issues,
including tax development, in order to present a fair financial report. The Directors have taken into
account the Management Letter from the Independent Auditor for further follow-up.
434
& Analysis
Operational Review
RISK MANAGEMENT
The following risk management analysis
summarizes the Risk Management System,
Risk Types and their Management, as well as the
effectiveness of the Risk Management System.
A complete report on risk management is
disclosed separately as part of the Operational
Review Section - Risk Management.
Risk Management System
In general Risk Management of Danamon is
carried out with a holistic approach towards risks
faced by the Bank. Monitoring, controlling, and
managing risk are carried out by implementing
the Three Lines of Defence principles. The
business units are in the first line responsible
for identifying, evaluating, controlling and
mitigating risk. While the Integrated Risk
Management Group and Compliance Unit
are key in providing the second line defense
through independent monitoring function. As
third line of defense, the Internal Audit ensures
the business units as well as supporting units
have performed in line with their functions and
responsibilities.
Aligned with banking industry practices and
in accordance with the Risk Management
Framework in Basel II, Danamon Integrated
Risk functions are centralized and independent
of all lines of business. The function of
Integrated Risk covers the management of all
risk attached to the Banks activities, among
others credit risk, market risk, liquidity risk and
operational risk. These risks are managed under
the coordination of Director of Integrated Risk
with full support of experienced risk managers.
Danamon has endorsed the Enterprise Risk
Management Policy providing guidelines in
managing Bank risk. The policy has been
approved by the Board of Commissioners and
is periodically reviewed.
Corporate Social
Responsibility
Corporate Data
Danamon has set Risk Appetite Statement

(RAS), which elaborates the risk level and
characteristic taken by the Bank to fulfill its
duties and responsibilities to stakeholders.
In addition, the capability development of
human resources risk management is carried
out through training and socialization on risk
management standards and procedures.
Types of Risks and their Management
Danamon manages risks embedded in every
activity of the Bank and its subsidiaries,
namely, Credit Risk, Market Risk, Liquidity
Risk, Operational Risk, Legal Risk, Reputation
Risk, Strategic Risk, Compliance Risk, Yield
Risk and Investment Risk.
The risk management in Danamon is described
below:
Credit Risk
Credit risk arises due to failure of debtors and/
or other parties in meeting their obligation
to the Bank. Credit risk is managed through
established policies and procedures covering
credit extension criteria, credit origination and
approval, pricing, monitoring, non-performing
loan management and portfolio management.
Danamon has a Credit Risk Policy which guides
credit risk management for line of business
and subsidiaries in carrying out their credit
activities. The authority of credit approval
is given to the Credit Committee wherein
each Committee member is selected based
on their quality, experience and business
requirement. In implementing authority for
credit approval, they must comply with the four
eyes principle based on thorough analysis and
is well documented. The customer feasibility is
evaluated to set appropriate credit limits. The
credit limit is set at industry and product level
to ensure broad diversification of credit risk
435
Highlights
Management Reports
Company Profile
and to avoid concentration of risk. The Bank
closely monitors the development of its credit
portfolio and of its subsidiaries which include
setting maximum limit for extending credit.
(EAR), repricing gap analysis, and Economic

Value of Equity (EVE). Trading book is managed
through a position and more risk-sensitive
measurements, such as DV01 and MAT.
Market Risk
Market Risk is the risk on balance sheet
positions and administrative accounts including
derivative transaction, as a result of changes in
the overall market condition including changes
in option. Market risk arises due to movement
in market factors such as interest rate and
exchange rate on the Banks portfolio on the
Asset side as well as Liabilities which carry
potential loss to the Bank.
Liquidity Risk
Liquidity risk is the risk caused by the inability
of the Bank to meet its obligations when due
funded from cash flow and/or high quality
liquid asset to be pledged as collateral
without disrupting Banks activity and financial
condition.
Market Risk is managed by Market and

Liquidity Risk Management which is an
independent function to measure, monitor and
control on risk value based on the level of risk
(risk appetite) the Bank absorbed.
The management of market risk covers
managing the exchange risk and interest rate
risk as follows:
Foreign Exchange Risk
Foreign exchange risk arises from both onand off-balance sheet positions, both on the
asset and liability sides, through transactions
in foreign currencies. To manage and mitigate
foreign exchange risk, predefined limits are set,
below the 20% regulatory limit.
Interest Rate Risk
Interest rate risk is the probability of losses that
may occur from adverse movements in market
interest rates vis--vis the Banks position or
transactions. The Bank manages its interest
rate risk through the use of Earning-at-Risk
436
Liquidity risk is managed to ensure every

funding required at present or in the future
under normal or stressed condition can be met.
Liquidity risk management is implemented
through the analysis of liquidity maturity
differences and liquidity ratios. Liquidity gap
analysis provides a view of the discrepancy in
cash inflows with cash outflows at a given time.
This condition is managed centrally by the
Treasury, with direct access and authorization
to interbank markets, institutions and other
market professionals, in an effort to help the
Banks main business activities in fund-raising
and lending.
To complete the framework, liquidity risk is
measured and controlled under both normal
and stress scenarios. Thus, the Maximum
Cumulative Outflow (MCO) is estimated - also
under abnormal market conditions, such that
the Liquidity Contingency Plan (LCP) is in place
in case of any liquidity crisis.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Asset and Liability Committee (ALCO) is a

forum of most senior members of the Banks
management in monitoring the liquidity status
of the Bank, responsible to set policy and
strategy related to the Banks assets and
liabilities, in line with prudent principles of risk
management and the prevailing regulation as
well as approving limit framework, considering
the structural position of the Banks balance
sheet and assumptions used for measuring
risk.
including extreme and rare operational risk

occurance but has significant impact such as
negative issue on liquidity, negative news on
the Bank, systems troubles, natural disasters
and others.
Operational Risk
Operational risk is defined as the risk of loss
resulting from inadequate and/or failed internal
processes, people and systems, or from
external events which impact the operations of
the Bank.
Compliance Risk
Compliance risk is the risk in the event of
Banks failure to comply and/or to implement
in accordance to the prevailing laws and
regulations.
Management of operational risk is carried

out in an integrated fashion optimalizing the
business and support functions to identify
factors causing operational risk on product
activity, process, services, organization and
information systems through Risk Event Table,
Risk Control Self Assessment (RCSA) dan Key
Risk Indicator (KRI).
To anticipate operational risk which may occur
due to Fraud initiated by internal Bank staff or
external parties, the Bank formed a working anti
fraud strategy framework outlined in the Fraud
Management Policy and Framework made
effective nationwide. The working framework
and strategy is line with Bank Indonesia circular
letter No. 13/28/DPNP on the implementation
of Anti Fraud Strategy for banks and is reported
to Bank Indonesia every semester.
As part of the Operational Risk Management
(ORM) framework, Danamon implement
Business Continuity Management (BCM)
to anticipate risk impact due to all causes,
Danamon adopts the standard framework BCM

of Good Practice Guidline (GPG) Business
Continuity Insititute (BCI), United Kingdom
(UK) and refers to ISO 22301: BCMS (Business
Continuity Management System).
Compliance risk managed by the compliance

function is one of the Banks Integrated Risk
Management component. Compliance risk is
carried out through the process of identifying,
measuring, monitoring and managing risk
based on review on the policy, provision
of funds, fund raising and other activities.
Compliance risk is also managed on items
which increases the potential of compliance
risk exposure due to fine as well as reputation.
Legal Risk
Legal Risk is risk in the event of lawsuits and/
or juridical deficiency. Legal risk is managed
through the process of identifying factors which
could generate legal risk to the line of business,
product, process and information technology
impacting the Banks reputation and financials.
The Banks Legal risk is under the coordination
of the Legal Division and is headed by General
Legal Counsel. A Legal Risk management team
in Legal Division works in cooperation with
related working units, such as the Litigation Unit
437
Highlights
Management Reports
Company Profile
and Danamon Access Center. In consolidation,
the Legal Risk management team also
cooperates with the legal risk management
team of the Banks subsidiaries.
Reputation Risk
Reputation Risk is risk in the event of declined
stakeholders trust sourced from negative
perception toward the Bank. Reputation Risk is
managed in integrated way through handling of
customer complaint, performing public relations
functions, responding to negative news as well
as communicating information required to the
stakeholders. The Banks Reputation Risk team
coordinate and consolidate with the risk team
of the subsidiaries.
Strategic Risk
Strategic Risk is risks arising from inaccurate
decision making and/or when implementing of a
strategic decision as well as failure to anticipate
changes in the business environment. Strategic
risk management is carried out through the
analysis of business strategic conformity with
business environment conditions. Strategic
Risk is related to areas: business plan,
information technology and human resources.
Supervision of the Board of Commissioners
and Directors
The Board of Commissioners and Directors
actively supervise the implementation of
risk management, through the following
committees:
1. Risk Monitoring Committee
With the highest authority at the Board of
Commissioners level this committee function
as the supervisory board in monitoring the
implementation of risk management policy
and strategy, risk exposure and evaluating
the Board of Directors accountability.
438
2. Risk Management Committee

Established under the Board of Directors and
responsible for managing the Banks risks
overall, including those of its subsidiaries,
by developing a risk strategy, policies and
evaluating significant risk issues.
Effectiveness of Risk Management Systems
The evaluation is carried out on the risk
assessment methodology, adequacy of
implementation
system,
management
information system, and accuracy of policies,
procedures, and limits. In 2014, the risk
management effectiveness of the Bank and
its subsidiaries is rated as acceptable with risk
level 2 (low to moderate).
The Board of Directors and senior management
are also responsible to determine the Bank
Risk Appetite (RAS) and ensure that the Risk
Management Framework covers policies
in detail and sets broad prudent principle
based limits on Danamons activities. The
Bank also conducts a stress test, a standard
risk measurement method to estimate the
Banks adverse economic potential due to
abnormal market conditions, to ensure the
Banks performance sensitivity to changes in
risk factors. The stress test is applied at least
once every year, or in the event of a significant
negative impact on the Banks portfolio and
stress test of scenario provided by the regulator.
On severity level, the macro-economic factors,
stress test scenario is defined into three
categories: Mild, Moderate, and Severe. Apart
from a historical-based scenario, the Bank
also considers hypothetical adverse impact
situations, with the support of the Banks
economic team.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Integrated Risk Achievements in 2014

In 2014, the achivement in implementing Risk Management are as follows:
1. Become one of the three banks selected by OJK and Bank Indonesia as reference in Consolidated
Risk Management with subsidiaries.
2. Continually develop Risk Management School wherein the school has been selected as the Best
Bank for providing education on Risk Management by Business Review in 2012 and rolling out
Risk Management school to all Banks working units.
3. Succesfully retained the ISO 22301:2012 - Business Continuity Management Sytem (BCMS)
through 2014 Surveillance Audit certification without unconformity item. Note: Danamon is the
first company in Indonesia and the first bank in South East Asia to be ISO 22301:2012 - BCMS
certified.
PROVISION OF FUNDS TO RELATED PARTIES AND LARGE EXPOSURES

Total Lending to Related Parties and Largest Debtors as of 31 December 2014
No.
Fund Provision
Debtors
Amount (Rp million)
1.
Related Parties
Subsidiaries and Key Management
769,442.83
2.
Largest Debitors/Group
25 Group
12,481,304.56
During 2014, there was no breache nor BMPK over-limit extended to Related Parties or to NonRelated Parties, either individually or as Group of Borrower. The provision of funds to Danamon
related parties refers to Bank Indonesia regulation No. 8/13/PBI/2006 on changes to the Bank
Indonesia regulation No. 7/3/PBI/2005 on Maximum Lending Limit of banks.
To reduce concentration risk, Danamon limits loan concentration to individuals, group or industry
sector. Provision of funds to related parties and subsidiaries is conducted at arms-length and in
accordance to normal commercial basis and approved by the Board of Commissioners. The approval
procedures and their implementations are stipulated in the policy of Related Party Transactions No.
KepDir-Corp.Sec-015.
INTERNAL CONTROL SYSTEMS

The Internal Control of Danamon and its Subsidiaries are carried out covering all business aspects
both from the Asset and Liabilities, with supervision that is carried out off-site and on-site by each
internal control unit embedded in every Division of Danamon and its Subsidiaries known as the
Quality Assurance Unit.
The internal control covers an integrated methodology, policy, procedure and organization setting,
aimed to identify, measure, monitor, and risk control which arise from activities of Danamon and its
Subsidiaries. The approach taken to measure, monitor and control risk risk based.
439
Highlights
Management Reports
Company Profile
The framework for the Risk Management and Internal Control in Danamon adopts a layered defense
known as the Three Lines of Defense as specified in the following diagram:
Danamon Three Lines of Defense
Commissioner Oversight
BOD Oversight
1st Level of Defence
2nd Level of Defence
3rd Level of Defence
LOBs & Support Functions
National Fraud, QA &

Collection Division
Internal Audit
Operational Units
Other Integrated Risk

Management Divisions
External Audit
QA Units/System of
Internal Controls
Legal/Compliance
Compatibility of the Internal Control System with COSO

The entirety of the Quality Assurance unit as the executive for the internal control in Danamon and
its Subsidiaries operates on a standard operating procedure (SOP) which is based on the Quality
Assurance Policy of Danamon which is formulated adopting the COSO theory and BIS Principles
on Internal Control Practices.
Danamon has an organizational structure which is well suited and appropriate for managing quality
assurance function. This is based on the philosophy that all business functions must act as the party
responsible for managing quality assurance in their respective business.
The said philosophy serves as the basis for formulating Danamons QA framework structure through
combination of the Three Lines of Defense and the Internal Control/ERM framework with COSO as
basis as described in the following diagram:
440
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Internal Control System Framework in accordance with COSO
Corporate
Governance
INTERNAL ENVIRONMENT
QA/Internal Control Philosophy-Risk Appetite-Integrity & Ethical Values Organization
Structure-Assignment & Responsibilities
OBJECTIVE SETTING
Strategic Objectives-Related Objectives-Selected Objectives-Risk
LOB Director & BOD
QA UNITS
BOD & Risk

Monitoring Committee
BOD &
Audit Committee
NATIONAL QA
SKAI
Recognize & Manage Risk
EVENT IDENTIFICATION
Events - Influencing Factors - Event Identification Techniques Event Interdependencies - Event Categories Distinguishing Risk & Opportunities
RISK ASSESSMENT
Inherent & Residual Risk - Establishing Likelihood & Impact Data Sources - Assessment Techniques - Event Relationships
RISK RESPONSE
Evaluating Possible Responses - Selected Responses - Portfolio View
CONTROL ACTIVITIES
Monitor &
Report
Integration with Risk Response - Types of Control Activities Sufficient Policies & Procedures - Controls Over Information System Entity Specific Controls
INFORMATION & COMMUNICATION
Information - Communication
MONITORING
On-going Monitoring Activities - Separate Evaluation - Reporting Deficiencies
441
Highlights
Management Reports
Company Profile
The implementation of internal control by the Quality Assurance unit until 2014 has covered divisions,
subsidiaries and supporting functions. Divisions that are related directly with customer transaction
have higher examination frequency, while for headquarter divisions, formal internal control reviews
are carried on annual basis.
An awareness program for the internal control towards work units are carried out by the QA unit. In
principle internal control is not only the task of the Internal Control unit (Quality Assurance), but also
a task and responsibility for all work units.
Evaluation on the Effectiveness of Internal Controls
The Internal Audit Work Unit (SKAI) which becomes a part of the Internal Control System carries out
audit to ensure the effectiveness of Danamons internal control, through independent evaluation of
sufficiency and compliance towards policies, procedures and systems.
The result of the evaluation of internal control system is one of the basis for management to
determine the effectiveness of the performance of the internal control system. Evaluation towards
the effectiveness of the internal control system is described through audit rating which becomes the
basis for improvements such as updates on policies/procedures/systems.
SOCIAL RESPONSIBILITY AND SUSTAINABILITY REPORT

The report on corporate social responsibility has been prepared as a section named Corporate
Social Responsibility in this Annual Report. The activities of the corporate social responsibility is
summarized in the table below.
No.
A.
Topics
Environmental
Policies
Activities
Sustainability Policy
points 1-7, which
include, among others:
sustainable integration
on environmental
matters, control of
environmental impacts.
Environmental programs relating to the surrounding of

the Bank operations
Environtmental Care (PPL) was held on May-September
2014 with the theme United to Save the Environment
for a Better Future of the Earth
Run and Walk for Recycling, a program of running
and walking while collecting non-organic waste to be
recycled, participated by employees of Danamon and
Adira.
Counting the emission reduction produced by waste
reduction program.
Policy, Concept
and Frameworks of
Yayasan Danamon
Peduli Operations can
be viewed on the CSR
Chapter of this report
Memo no.B I/I/
PROC/EM/1211 on
Video Conference and
Business Travel 2012
442
Financial Impact &

Certifications
Total budget of
Environtmental Care
(PPL) for 2014 was
Rp4,580,548,524, As of the end of 2014
Danamon has not yet
possess environmental
certification
& Analysis
No.
B.
Operational Review
Topics
Development of
Social Community
Policies
Corporate Social
Responsibility
Corporate Data
Financial Impact &

Certifications
Activities
Memo no.B 58/

PA/0614/IMEA on
Danamon Recycled
Paper Initiatives
Overseeing 3R (reduce-recycle-reuse) processes on

paper waste in several offices of Danamon dan Adira
Using recycled paper as raw material for paper
replacement of companys collateral.
The funds of Yayasan

Danamon Peduli
disbursed for
SEJAHTERA Market
in 2014 was Rp
2,711,972,956, The funds of
Yayasan Danamon
Peduli disbursed
for Preservation
of Regional Icon
in 2014 was Rp
441,007,757,-
Sustainability
Policy points 1,
2, 5, 6, 7, which
include, among
others: sustainability
integration in social
and cultural matters,
management of
direct and indirect
social impacts.
Improvement of Facility and Infrastructure
The funds of Yayasan

Danamon Peduli
disbursed for Rapid
Disaster Response
in 2014 was Rp
261,169,707,-
Policy, concept
and operational
framework of
Yayasan Danamon
Peduli can be
viewed in the CSR
chapter
Revitalization of traditional market through Pasar

Sejahtera Revitalization Program
Preservation of Regional Icon
- Provision of garbage bins
- Development of Facilities
Development of Social Community
- Training and capacity building
- Supporting Majelis Taklim
- Facilitating the formation of Market Working Group
within the Local Government
Community Empowerement
- Facilitating the establishment of cooperatives
- Facilitating the creation of Payment Point Online
Banking, managed by Marunda residents, for serving
routine monthly payment of bills from residents of the
surrounding area.
- Running the program of Rotating Funds for Million
Empowerment in cooperation with Al-Azhar Ummah
Care.
Rapid Disaster Response
Yayasan Danamon Peduli provide direct aids to fire and
flood victims, also through social organization
Aksi Cepat Tanggap (ACT) and Al-Azhar Ummah Care.
443
Highlights
Management Reports
Company Profile
No.
C.
Topics
Policies
Activities
Manpower,
Health, and Work
Safety
point 1, 2, 5, 7, which
include, among others:
sustainable integration
in the business process
and
internal policies,
improvements of the
compentencies and
professionalism
of our employees,
engagement of
employees in the
implementation of
strategic plan of
work safety, health and
security, integration in
the social and cultural
matters, management
of direct and indirect
social impacts.
Decree of
Directorate General
of Industrial
Relations and Labor
Social Security
No.Kep. 10/
PHIJSK-PKKAD/
PKB/I/2013
regarding
Registration
of Extension
on Collective
Agreement
Memo no B.7800HRKP-1213
Regarding End
of year 2013
Performance
Evaluation
Danamon Business
Continuity
Management (BCM)
Policy Ver 2.0/
Mar13
Danamon BCM
Standard & Principle
Ver 1.0/Mar13
Manpower
Danamon maintains a good relationship with
employees union and conducts monthly meeting
between board members of the union and Danamon
directors.
Performance appraisal is conducted twice a year
Employees are provided with health insurance facilities
* Further information about Manpower activities can be
viewed on the Human Resources section of this report
Health
Health Talk, a seminar for employees on relevant
health topics (e.g blood sugar, cholesterol, healthy
diet, chronic diseases).
Health Fair, featuring Medicillin and health care
providers for employees health service
On-line Health Corner providing information relevan
to health at work, for instance the importance of
stretching in regular interval during workhour
Provide lactation room for employee in need with
convenient and hygienic lactation facility
Provide pedometer as tools to support employee in
conducting 10,000 steps a day program to maintain
employees fitness
Conducting blood donation simultaneously in 80 cities,
involving 2,900 employees
Organizing Blood Donors events in around 80
cities simultaneously where 2,900 employees had
participated.
Organizing Danamon Festival of Band & Choir, a
competition between representative of Danamon
employees from all Indonesian regions. It is intended to
develop mental capacity through arts.
Facilitate various sport clubs for employees, among
others are badminton, futsal, volleybal, basketball,
table tennis, aerobics, cycling, bowling, and jogging
clubs.
Work Safety
Establish procedures and resources of emergency
respond (natural disaster, fire, riot) including the
formation of command center both in corporate and
regional level for Danamon and it subsidiaries
Performing evacuation trainings periodicaly.
Continually socialize safety procedure to all
employees, with e-mail blast.
Attention to HSE aspects in every building constructed
or occupied by Danamon.
Ensure the fulfilment of standard density ratio of the
number of employees in office space.
Ensure the proper lighting, air conditioner and air
circulation.
Forming new club of employees who are ready for
volunteers works in a disaster response.
* Further information about Health, Safety, and
Enviroment can be viewed on the CSR Chapter of this
report.
444
Financial Impact &

Certifications
In 2014 Danamon
succeeded in
maintaining the
ISO 22301:2012
certification on Business
Continuity Management
System, which was
obtained in 2013
from British Standard
Institution (BSI) Group,
following the surveillance
audit by the Group.
& Analysis
No.
D.
Topics
Consumer
Responsibility
Operational Review
Policies
point 1, 2, 5, which
include, among
others: sustainable
integration in the
business process
and internal
policies, helping
businesses to grow
and be established,
enabling customers
to develop its
welfare.
Decree of DIRDAC-001/21
February 2013
regarding Units
Appointment related
to Centralized
Consumer
Complaint
Handling, as
well as duty and
responsibility of
each unit
Corporate Social
Responsibility
Corporate Data
Financial Impact &

Certifications
Activities
Responsibility for product information
Customer Education
Danamon conducts financial literacy activities in
conjunction with routine activities of customers and
potential customer meeting conducted annually by
each business unit, where special time is allocated for
presenting banking literacy materials.
In 2014, the number of participants educated in
financial literacy activities was 349,764 persons,
which include housewives, students, micro and small
business owners, junior workers, young couples and
market communities in every region in Indonesia.
Additionally, Danamon provides banking educational
information on Danamon websites and social media
accounts.
Expenditures for
banking education
in 2014 was around
Rp3,807,526,036
Training Frontliners
To ensure that frontliners have sufficient knowledge on
products and services, in 2014 Danamon conducted
trainings for frontliners staff in retail banking,
operations, UKM, and Danamon Access Center across
Indonesia through Consumer Service Quality activities.
Handling of Customer Complaints
Danamon has Danamon Access Center (DAC), a 24
hours customer service unit, which is assigned to assist
customers obtaining information regarding transactions
or accounts
Details of customers complaint handling in 2014 can
be viewed on the CSR Chapter of this report
* Further information about Consumer Responsibility can
be viewed on the CSR Chapter of this report
E.
Value Chain
and Vendor
Relationship
Danamon
Procurement Policy
Danamon Credit
Policy
Sustainability
Policy point 6.3,
which includes,
among others;
the importance of
managing indirect
impact to the social
environment.
In vendor selection process, including suppliers and

contractors, selection is performed according to the
Procurement Policy.
Environmentally friendly Value Chain, which includes
management of environmental and social risks coming
from business activities of Danamon customer, where
environmental and social risks are integrated part of
overall credit process, as stipulated in Danamon Credit
Policy.
445
Highlights
Management Reports
Company Profile
Sustainability Report
Danamon has also published a separate Sustainability Report, which is prepared based on standard
set in Global Reporting Initiatives and certified by the National Center for Sustainability Reporting
(NCSR), including the implementation of Corporate Social Responsibility. Detailed information
including funds generated from donation and its uses can be found in the Sustainability Report.
DANAMON SUSTAINABILITY POLICY
446
1.
Vision and Mission
1.1
Danamon believes that true sustainability involves the integration of environmental, social, cultural, and
economic matters with our core business processes. We strive to incorporate this policy into core of
business operations through internal and external effort.
1.2
It is our policy to minimize the impact of our operations on the environment. We are committed to
control of significant environmental impacts associated with our activities.
2.
Scope
2.1
The policy covers operation of the entire Danamon organization, including the business of subsidiaries
companies and covers our business activities and operations.
3.
Position on Climate Change
3.1
Climate change can have a damaging impact on Indonesias economy, the business community, our
customers, and ultimately our business. Danamon is committed in the fight against climate change.
3.2
We continuously engage our stakeholders to further their understanding of the importance to fight
against climate changes.
4.
Environmental Compliance
4.1
Danamon is committed to comply with all environmental legal requirements and best practices where
the Bank and its subsidiaries operate.
5.
Management of Direct Environmental and Social Impact
5.1
We are committed to take proactive steps to mitigate the environment and economic impacts of our
operational.
5.2
As a bank, we play a clearly defined, positive role in the Indonesian society. Our duty and goal as a
financial intermediary is to assist businesses to become established and to expand, to enable consumers
to grow their wealth. We aim to provide our customers high-quality, secure, efficiently managed
financial services. We believe that this enables us to make a positive contribution to the sustainable
development of Indonesian society.
5.3
Danamon continues to implement every possible measure to facilitate improvements in our services,
people, business, market, product portfolio, skills, management, and confidence. Our people
are the driving force behind each of these improvements. The level of innovation, efficiency, and
professionalism of our people directly affect Danamons performance. Thus, our employees are our most
important asset. We aim to find, develop and retain the most talented people available.
6.
Management of Indirect Environmental and Social Impact
6.1
Danamon acknowledges that the decision we make on whom and what we finance may affect
people and the environment. The greatest impact we have on the environment and society is through
our financing activities. Therefore, we continuously develop our environmental and social standards
and approaches. We nurture businesses, which have substantial impact to common good, and
discourage channeling of funds to businesses that might have direct and indirect negative impact to the
environment. We work with our customers and stakeholders to ensure that the economy we support is
good for people and the planet.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
6.2
Danamon considers the environmental performance of suppliers and contractors, as well as the
environmental impact of products and services, in the context of the procurement process.
6.3
Danamon recognizes the importance to manage the environmental and social risks that comes from our
customers business activities. At Danamon, environmental and social risk management is an integral
part of our end-to-end credit process, as stated in our credit policy.
6.4
Danamon dedicates considerable resources to prevent, detect and mitigate all types of financial
misconducts. In order to ensure that our business is conducted in full compliance with the highest ethical
standards, Danamon takes every measure to make sure our full adherence to the Law on the Criminal
Act on Anti Money Laundering and on Combating Financing of Terrorism.
7.
Stakeholders Engagement and Reporting
7.1
We continuously develop our environmental and social standards and approaches. We work with our
customers and stakeholders to ensure that the economy we support is good for people and the planet.
7.2
Danamons initiatives to address the management of indirect environmental impact are as follows:
Through our community programs and Yayasan Danamon Peduli, we will partner with selected
organizations that are actively protecting our environment.
Engage employees in the delivery of their work safety, health, and security strategies and support
them in practical ways so they can reduce their own environmental footprints.
Engage with stakeholders to further its understanding of its direct and indirect environmental
impacts and contribute to the development of public policy and regulation.

Danamon is committed to:
o report publicly on the banks sustainability performance on, at least, an annual basis; and
o apply the Global Reporting Initiatives (GRI) reporting guidelines as well as the supplement for the
Financial Services sector.
8.
Governance
8.1
The accountability of our Sustainability Policy are as follows:
Board of Commissioners oversees managements role in ensuring that Danamons sustainability

commitment is promoted and maintained across the organization in a responsible and sustainable
manner.
Board of Directors has overall responsibility for the organizations sustainability policies and
performance.
The Head of each Division, business support or group staff function is responsible for ensuring that
activities are carried out in accordance with this Policy.
Audit Committee is responsible to evaluate the compliance of sustainability policy.
9.
Implementation of Process and Policy Review
9.1
We will continuously take steps to implement and review the sustainability policy
447
Highlights
Management Reports
Company Profile
Danamon Sustainability Report Card
DANAMON
Sustainability Pillars
Commitments
2013 Progress
Maintain and develop

high customer
satisfaction index in
all relevant areas
Based on a survey conducted by

Marketing Research Indonesia
(MRI), Danamon is able to achieve
Top 5 ranking among all banks in
Indonesia in Bank Service Excellence
Monitor (BSEM) Survey, an
improvement compared to the year
of 2012 where Danamon is only in
8 rank.
Maintain top 5 ranking among all banks in

Indonesia in the Bank Service Excellence
Monitor (BSEM) survey.
Fair and inclusive

banking
In 2013, Danamon provided more

than 2,927 financial education
sessions for clients and general
public, particularly SMEs.
Danamon sets a target total participants that

educated on financial literacy activities for the
year 2014 are as many as 350,107 people by
the group of participants as follows
Housewives
Entrepreneurs of Micro and SMEs,
Student
Beginner Workers
Market Community,
Young Couple
A Healthy Bank
Healthy growth in
market and financial
performance
ROE of 14.5%
ROA of 2.5%
Total revenue Rp.18,5 trillion
Loan to deposit ratio amounted to
95.1%
NPAT of Rp.4 trillion (reported)
NPL of 1.9%
ROE of 8.6%
ROA of 1.4%
Total Revenue of Rp17.6 trillion
Loan to Deposit Ratio amounted to 92.6%
NPAT of Rp2.6 trillion (reported)
NPL of 2.3%
Improving and Learning

from the Best
Implement national
and international
banking standards
and other relevant
guidelines
Receive certification of ISO 22301:

2012-BCMS, an international
recognition to organizations
that demonstrate excellence in
the ongoing development and
implementation of sustainable
business management system.
With this achievement, Danamon
has become the first company
in Indonesia and the first bank
in Southeast Asia to receive this
certification from the Group British
Standard Institution (BSI) Indonesia.
There was no new ISO certification in 2014
Governance and
Compliance
Abide by law and

regulations
Awarded Best Overall in the

ASEAN Corporate
Governance Scorecard from the
Indonesian Institute of
Corporate Directorship (IICD)
Awarded 1st Annual Report Award 2013 in the

Private Financial Listed category of
Control mechanism
and
solid internal
Development and implementation

of best practice constantly in
Anti Money Laundering (AML)/
Combating Funding for Terrorism
(CFT), Involved in the Assessment
Branch, with 91 branches in 32
cities regarding the internal control
procedures in 2013. As of December
2013, 10,993 employees have
received training in Anti Money
Laundering (AML)/Combating
Funding for Terrorism (CFT),
Continue to implement internal socialization

through E-Learning modules of Anti Money
Laundering (AML)/Combating Funding for
Terrorism (CFT),
Supplier Relationship
Develop new procurement policies

that take into account the supplier
responsibility on labor, environment
and local community issues.
Implement new procurement policies where

there are provisions on the supplier/vendor
where suppliers/vendors who appointed by
Danamon shall abide by all environmental
regulations and understand the impact of their
operations on the environment.
Customer Satisfaction
448
2014 Progress
Achieved 9 awards of MarkPlus WOW Service

Excellence Award in 2014 based on a survey
conducted MarkPlus Insight and Marketeers in
17 cities with 17,000 respondents about the
service quality
& Analysis
Operational Review
DANAMON
Employee satisfaction
and creating a rewarding
working experience
Commitments
Corporate Social
Responsibility
2013 Progress
Corporate Data
2014 Progress
Become an employer
of choice
134,073 man-days of employees

training. Training and courses of
managerial skills, technical skills,
refreshment courses, human rights
course and more.
175,059 man-days of employees training.

Danamon Corporate University conducts the
D4D (Danamon for Danamon) program where
Danamons employees volunteered in the
dissemination of knowledge and science as a
learning facilitator.
Creating a healthy
and safe working
environment
Organize Health Talk namely

Seminar for Danamons Individual
with various topics such as diabetes,
cholesterol, healthy foods and
chronic diseases.
Conduct Health Fair which facilitates
the medical service provider for
educate Danamons personnel about
the importance of living
healthy.
Organize seminars with topic Health through

DClub Health Talk program featuring health
experts.
Medicilin, Adira Health Insurance products,
organize a contest I want to be Fit where the
employees with the best physical health level
get a gift such as tourism package and others.
Wise Energy Usage
Reduce electricity
usage.
Starting initiative to change the bulb

and sign age in Danamons building
with efficient LED lighting solution.

organizes a contest Danamon Go Saving
where Danamons building or branch that
succeeded in reducing electricity consumption
more than last year will get incentive.
Waste Management
Reducing the amount

of waste to the landfill
through Reduce,
Reuse, Recycle
prorams
In 2013, Yayasan Danamon Peduli

has managed waste recycling
program in 7 traditional markets
located in 5 regions, namely
Probolinggo City and District (East
Java), Payakumbuh City (West
Sumatra), Sragen District and
Pekalongan City (Central Java). Total
waste of 518,249 tons converted
into compost. In previous year,
2012, only 116,718 tons of waste
which converted into compost. It was
a tremendous increase.
In 2014, Yayasan Danamon Peduli managed

to collect 3,103 kg of non-organic waste from
Danamon and Adiras building and branches
throughout Jakarta for recycling needs.
Reduce paper
consumption
In 2013, there were two times

increase in the e-Statement usage.
Before the e-Statement was
introduced in 2011, in a year
Danamon used more than 34.5
million paper sheets to print banking
transaction and bill.
Starting initiative to recycle paper, which

Danamon Peduli collects waste paper from
Danamons operation which then process into
recycled paper by the customer of Danamon
SME Banking. Recycled paper is then used
as the base material of Danamon corporate
communication. Procurement Division set a
target reduction of paper consumption by 30%.
Greeting card (religious holiday) and printed
annual report are replaced with e-media.
Danamon reduced the number of printed
Annual Report in 2014.
Approaching the end of 2014, Danamon
launched Mobile Banking Application
that allows customers to conduct financial
transactions via smartphone, thereby reducing
paper usage that is generally used for
transactions in a branch or ATM (receipt).
449
Highlights
Management Reports
Company Profile
DANAMON
Climate Change
450
Commitments
2013 Progress
2014 Progress
Reduce carbon
emissions.
In 2013, the environment programs

such as Yayasan Danamon Peduli,
Bulan Kepedulian LingkunganKu
(BKL) involved 2,073 units and
branches with total 14,792
employees who became volunteer
and total fund Rp4.85 billion
From January until July 2014, Yayasan

Danamon Peduli has distributed Rp4.5 billion
to several avticities of Bulan Kepedulian
Lingkunganku across Indonesia which involved
Danamon and Adiras employees of 6,627
people and conducted more than 3,000 tree
planting.
Implement principles
of Green Building for
Danamon offices.
Begin the construction of Danamons

new headquarter, which uses green
building concept, which include
using glass window with a double
luster (Low EDouble Glazing) which
can absorb heat and thus can reduce
the use of air conditioning and also
can use low lighting energy system,
waste water maintaining tool, bicycle
parking, vast green spaces, including
two Sky Garden at the top of the
building.
Topping off Danamon Tower building that

employs Green Building concepts.
Environment Conservation
Investing in
environmental
conservation
programs
Total environmental conservation

investment in 2012 was Rp4.85
billion
Total environmental conservation investment in

2014 was Rp 4.8 billion
Community Welfare
Improve societys
welfare through micro
and SME financing.
In 2013, Danamon recorded a

growth of 12% in the micro and SME
businessegment, loan issued is 30%
of total loans of Danamon.
In 2014, Danamon recorded credit contribution

to micro and SME business segment amounted
to 28% of total loan of Danamon.
Support SME growth
Danamons loan for SME grew 18%

to Rp21 trillion
Danamons loan for SME grew 9% to Rp20

trillion
Companys Social
Investment through
Yayasan Danamon
Peduli and other partners.
Enhance total
coverage of potential
beneficiary become
literate banking
Yayasan Danamon Peduli has

invested a total of Rp12.8 billion for
community development in 2013
In 2014, Yayasan Danamon Peduli provided

budget activity amounted to Rp13.5 billion
include the following activities: Pasar Sejahtera,
Cepat Tanggap Bencana, Regional Icon
Access to banking for all
Greeting more
people across
the country, including
those who live in
rural and remote
area.
Danamon launched SMS Banking

service, which expanding to people
who live far away from
physical network.
Danamon and the Financial Service Authority

(OJK) conduct various activities of financial
literacy especially in eastern Indonesia,
including implement the Financial Industry
Exhibition in Kupang, East Nusa Tenggara.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
LEGAL MATTERS AND IMPORTANT ISSUES INVOLVING THE BANK, ITS

SUBSIDIARIES, MEMBERS OF THE BOARD OF DIRECTORS AND/OR BOARD OF
COMMISSIONERS
Legal matters are civil and criminal cases involving Danamon and its Subsidiaries during the
reporting year period and has been filed through judicial process.
Legal Matters involving Danamon
Number of Cases
Legal Cases Involving Danamon
Civil
Impact on Danamon
Criminal
Settled (has clear legal standing)
105
20
103 civil cases won, 2 civil lost at 5.2 %

value from total value of cases settled
In the process of settlement
666
57
Nil
Note:
Civil and Criminal Cases involving Danamon during the period of reporting year and has been submitted through District Court.
Recapitulation of total cases during 2013.
Litigation
Involving
Members
of
the
Board
Legal Cases Involving Members of the BoD and

BoC
of
Commissioners
Number of Cases
and
Directors
Civil
Criminal
Impact on
Danamon
Nil
Nil
Nil
Nil
Nil
Nil
Litigation Involving Subsidiary

Number of Cases
Civil
Criminal
Impact on
Subsidiary
Nil
Nil
Nil
43
Nil
Cases Involving PT Adira Dinamika Multi Finance
Cases Involving PT Asuransi Adira Dinamika

Number of Cases
Civil
Criminal
Impact on
Subsidiary
Nil
Nil
Nil
Nil
Nil
Number of Cases
Civil
Criminal
Impact on
Subsidiary
Nil
Nil
Nil
Nil
Nil
Nil
Cases Involving PT Adira Quantum Multifinance
451
Highlights
Management Reports
Company Profile
Legal Substance, Case Status, Financial
Impact faced by Danamon
a. Case involving Dharmais, Dakab and
Supersemar Foundations
On
February
11,
2009,
Dharmais
Foundation, Dakab Foundation and
Supersemar Foundation sued Danamon
through the District Court in a case
related to subordinated loan. On February
6, 2014, Danamon received an official
notification from the court concerning the
judicial decision of the Supreme Court of
the Republic of Indonesia concerning the
rejection of the appeal request. The judicial
decision was final and binding and won by
Danamon.
b. Case involving PT Danamon Internasional
On November 10, 2011, PT Danamon
Internasional sued Danamon through the
District Court in a case related with Capital
Loans. The case is currently in examination
for an appeal at the Supreme Court of the
Republic of Indonesia. On January 12,
2015, the Bank received a copy of the
Supreme Courts judicial decision which
essentially decided that the Bank shall pay
to PT Danamon Internasional an amount of
Rp285.9 billion. In relation to this, the Bank
is intending to file a legal action for judicial
review over the Supreme Courts decision.
c. Case involving Danamon Usaha Gedung
On December 12, 2012, Danamon Usaha
Gedung (DUG) filed a claim through the
International Chamber of Commerce-Asia
Office with a case reference number 19136/
CYK [Perkara] against Danamon. The
examination proceeding has taken place
452
in Jakarta by the end of October 2013. On

March 11, 2014, ICC has issued its award
number 19136/CYK dated March 5, 2014
which was received by Danamon through
ABNR Law Firm. In the said arbitration
award Danamon is obligated to pay a
sum of money to indemnify DUGs tax
payment to the tax office. The parties (DUG
and Danamon) have signed a settlement
agreement on November 26, 2014, and
therefore the case between DUG and
Danamon has been resolved.
DISCLOSURE OF ADMINISTRATIVE
SANCTION BY FINANCIAL SERVICES
AUTHORITY (OJK)
Throughout 2014, there was no material
administrative sanctions that affected the
business continuity of Danamon, nor was
there any administrative sanctions imposed
on members of the Board of Directors or the
INTERNAL FRAUD
Deviation or fraudulent act by management,
permanent and non-permanent employees
(part-time and outsourcing) related to work
process and the Banks operational activity
which significantly impact the Banks condition.
Significant impact to the Banks condition is
defined as impact greater than Rp100,000,000
(one hundred million Rupiah).
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
The following table lists details of internal fraud which occurred in 2014:
Number of Cases Involving
Internal Fraud
Management
Permanent
Employee
Contract
Employee
2014
2013
2014
2013
2014
2013
28
42
Total internal fraud cases

Settled
28
42
Under internal process
Pending
Followed up by law suite
TRANSPARENCY OF FINANCIAL AND NON-FINANCIAL PERFORMANCES

The financial and non-financial matters are disclosed periodically through the mass media, public
expose, analyst briefings/forums and corporate website. Reports on financials and non-financials
are prepared for submission to the regulators and other governing bodies in accordance with the
prevailing regulations. The report on financial statements consists of Published Quarterly Report,
Published Financial Report and Annual Report, whilst non-financial reports consists of Report on
Corporate Governance, Information on Products and Services, Branch Network and other nonfinancial information.
Below lists the reports and information disclosed and accessible through Danamon website (www.
danamon.co.id):
Financial
Information
Publication
Reporting
1.
Consolidated
Financial
Report
Quarterly
OJK
2.
Financial
Report
Publication
Quarterly
Public through
Newspaper, BI, BEI,
OJK
3.
Analyst
Presentation
Quarterly
IDX, BI yearly
Public (4x in 1 year);
4.
Newsletter
Quarterly
Public,
Exchange, BI
5.
Annual Report
Yearly
Public, Policy
Makers,
Investors,
other banks,
appraisal
institutions
Contents
Consolidated
in accordance with
Indonesian Financial
Accounting Standars,
which covered the
Bapepam regulations
Summary of financial
performance in
accordance with BI
regulations
Main financial
and non financial
information
Financial and non
financial information
with explanation
Financial and non
financial information,
business segment,
product information,
profits
Access
Website IDX
453
Highlights
Management Reports
Company Profile
Financial
Information
Publication
Non Financial Information

1.
GCG Report
Yearly
2.
3.
4.
5.
Reporting
Contents
Sustainability
Report
Branch Office
Yearly
-
Shareholders,FSA,
YLKI, Government
Institution, Banks
Association, Research
Institution, Economic
and Financial
Magazines
Public, investor,
stakeholders
-
Product/
Service
Management
and
Ownership
Access
Website IDX
Information on the
implementation of
GCG at Danamon and
Assessment Result
Report on policies and

sustainability program
Information on branch
offices
Information on products
and services
Information on
management, ownership
structure
SHARES OPTION
Share options refers to an option to buy shares
for the members of the Board of Commissioners,
Directors and Executive Officers. The share
or option offering is granted as part of the
compensation package stipulated in the Banks
Articles of Association. During 2014, the Bank
did not have any program of stock options
for Directors, the Board of Commissioners, or
employees.
SHARES OWNERSHIP PROGRAM FOR

EMPLOYEES AND/OR MANAGEMENT
Danamon provides a Long-Term Compensation
Program to Directors and Employees of the Bank
and its Subsidiaries who meet the determined
criteria. This program is part of the Banks and
its Subsidiaries compensation strategy aimed
to relate overall performance of the Bank and
its Subsidiaries to the compensation received
by the employees and Directors as well as to
ensure continuous growth of the Bank and its
Subsidiaries.
454
This program consists of cash and shares,

wherein employees who meet the criteria will
receive cash of pre-determined amount to be
used to purchase Bank shares. The shares
are purchased under each employees name
and to be retained and under the custody of
an independent custodian. The shares will
be handed over after retention period of 3
(three) or 6 (six) years. The date for providing
compensation under this program is 1 July
2010.
The Bank has prepared a Long Term Incentive
Program (LTIP), which is a continuation of
the previous program due in 2013. This LTIP
as recommended by the Remuneration
Committee, is to be provided to the Directors
and employees who meet the requirements and
approved by the Board of Commissioners. The
LTIP program, which initially planned for launch
in 2014 has been under reconsideration.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
SHARES BUY BACK AND BANKS BONDS BUY BACK

Implementation of Buy Back refers to FSA regulations No. XI.B.2 which is the Attachment of FSA
Chairman Decree No. Kep-105/BL/2010 13 April 2010 and No. 2/POJK.04/2013, where issuers
were given the flexibility to buy back the shares without having to go through GMS during a limited
transfer period. During 2014, there was no Banks activity to buy back either stocks or bonds.
HIGHEST AND LOWEST SALARIES RATIO

The right of employees is to receive and is expressed in the form of money, or a salary, as remuneration
from the Bank (or the employer) to an employee. Salary is determined and paid according to the
employment agreement, agreements or legislation, including benefits for employees and their
families for a job and/or services rendered.
The illustration of a salary ratio can be seen in the following table, which includes compensation
per month for members of the Board of Commissioners, Directors and permanent employees of the
Bank.
Salary Comparative Ratio
Employee : Highest - Lowest
2014
2013
2012
2011
2010
2009
220.8 x
230.8 x
80.4 x
81.8 x
79.7 x
80 x
Directors : Highest - Lowest
4.9 x
5.0 x
4.1 x
3.7 x
3.6 x
3.2 x
Commissioners : Highest - Lowest
1.5 x
1.4 x
1.5 x
1.5 x
1.5 x
1.5 x
Directors Highest - Employee Highest
2.5 x
2.8 x
3.9 x
3.4 x
2.4 x
3.4 x
CONFLICT OF INTERESTS TRANSACTIONS

Danamon maintains a policy governing Transactions with Affiliated Parties, Related Parties and
Transactions containing conflict of interest as regulated by the Board of Directors Decree No.
KEP: DIR-Corp.Sec.-015 dated 30 December 2013. This policy was prepared with the following
objectives:
As a guideline in identifying the existence of affiliated transactions containing conflict of interest.
As a basis to ensure that affiliated transactions with a conflict of interest are executed in
accordance with the policy and prevailing legislation, and are not detrimental to the interests of
minority shareholders.
In the event of transaction with conflict of interest occurs, the related member of Board of Directors
and Commissioners must abstain from review and approval process on such transaction. Further
provision referred to such case is set out in the Banks internal policy and procedures.
During 2014, there were no reports of any conflict of interest.
No.
Name and
Position with
conflict of
interest
Name and
A Position of
decision maker
Transaction
Value
(in milion
Rupiah)
Description
Nil
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BANK STRATEGIC PLAN
To strengthen the Danamons position in
national banking industry, Danamon has
directed its focus toward an increased role
in prioritizing growth on financing the micro,
Small to Medium Enterprises, optimalization
of liquidity management, increased human
resources productivity, increased efficiency and
productivity through business transformation
as well as enhanced risk management and
good corporate governance.
Short Term Plans
In the coming year, Danamon has established
the following strategic measures.
Lending
Danamon will increase its market penetration in
the mass market segment, continue investment
and create sustainable business models.
It will focus on efficiency and productivity
through changes in DSP business model, and
expansion of partnership with communities,
strategic partners, and cooperatives in
agricultural segment. In addition to reinforcing
synergy with subsidiaries through cross-selling
program for non-automotive financial products
and improvement in integrated service.
Danamon will also increase its market share
in commercial and corporate segments with a
satisfactory risk adjusted return, and increase
its fee based income from bancassurance,
trade finance, forex and other products.
Funding
Increase in funding through office network
optimization
and
customer
acquisition
through community banking approaches
and synergy with the subsidiaries network.
456
Danamon will also explore programs of asset

securitization and financing through capital
market instruments appropriate for Danamon
risk profile.
Danamon will issue bonds to replace bonds/
MTN/NCD that reach its maturity date and add
bonds/MTC/NCD regularly according to the
need of funding, the market conditions and the
pertinent regulations, while maintaining LDR of
the Bank.
Overhead Cost
Danamon will put its best efforts to increase
productivity and efficiency through programs
of sustained business transformation and
restructuration for supporting the achievement
of sustainable and healthy level of profitability.
Revisiting the business model, focusing
on increasing HR productivity through
improvement of HR capacity to perform its
tasks, particularly on sales, collection and
frontliner. Additionally, Danamon will improve
operational efficiency by consolidation in office
network and automation in manual processes.
Asset Quality
Observing prudential principles in offering loans
by tightening the customer selection process,
improvement of measures for fraud prevention,
reinforcing the capacilty for collection and
recovery, initiating quantitative rating model,
and gradual automation of loan application
processes.
Working Network
Danamon is planning to increase the efficiency
of its distribution network by improving process
and organization, including infrastructure, by
consolidating office network and combining
similar activities into one working network.
& Analysis
Operational Review
Prime Lending Rate (PLR)

For supporting Bank Indonesia program,
Danamon does its utmost to maintain an
acceptable level of interest rates by increasing
productivity and efficiency, improving credit
quality, and harmonizing its cost of funds with
the BI Rate. Credit interest rates are inseparable
from interest rates of the funds, while Danamon
supports OJK programs, and is in compliance
with OJK rulings on maximum interest rates for
deposits.
Medium and Long Term Plans (3-5 Years)
Strategic measures that will be implemented in
the next 3 to 5 years are as follows:
Lending
Danamon will continue the lending growth of
micro and small, including SMEs, commercial
and corporate, trade finance, asset-based
financing (ABF) and the financing of household
goods and motor vehicles, while upholding
prudential principles in the granting of loans.
Funding
Danamon will continue to strengthen its funding
by increasing third party funds and issuance
of bonds, while maintaining the LDR ratio in
accordance with the prevailing regulations.
Risk Management
Strategic measures that will be implemented
and related to the risk management are
maintaining the growth of Danamon at a
prudent and acceptable level, developing
internal rating model at each line of business,
improving the implementation of strategic
management and the awareness of operational
risks, and conducting study and preparation for
the Internal Model Approach (IMA) conforming
to the OJK regulations.
Corporate Social
Responsibility
Corporate Data
Operational and CREM

Danamon will provide simplified services,
that are fast and unique to improve customer
service, and encouraging customers to
utilize alternatives to the branch network. In
addition, Danamon will continue to conduct its
centralization process to improve efficiency,
and seeks to create a dynamic situation for
the convenience and satisfaction of both
customers and employees.
PROVISION OF FUNDS FOR POLITICAL

ACTIVITIES
Danamon has a policy prohibiting the Banks
involvement in political activities, including
donation of any kind for political purposes.
Accordingly, there were no funds given for any
political related purpose in 2014.
COMPANYS INFORMATION ACCESS

Danamon provides ease of access of
information related to the Bank for the
stakeholders through communication media
such as press releases, Investor Newsletter and
booklet Analyst Briefing an investor newsletter.
In addition, Danamon provides information on
products and services, investors information,
branch network, financial statements, annual
report, corporate governance report, social
activities, corporate actions and others avail
through the website http://www.danamon.
co.id.
In addition, to improve service and customer
protection, meeting the need of information on
products and services as well as handling of
customer complaint and/or of non customers,
Danamon provides the Danamon Access
Center with 24 Hour Information (500-090).
The public may also contact:
1. Public Affairs Division at telephone number
(021) 57991001-03 or email access: public.
affairs@danamon.co.id.
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2. Other email addresses: danamon.access@
danamon.co.id; corpsec@danamon.co.id;
investor.relation@danamon.co.id.
3. Provide adequate access to information

for every stakeholder regarding the Banks
financial situation and corporate actions.
INVESTOR RELATIONS
In
implementing
the
activies
above,
Investor Relations Division cooperates with
Management, Head of each Business Division,
Financial Planning and Project Division, Public
Affairs Division, and Corporate Secretary.
Investor Relations Division is directly

responsible to the Finance Director. The role of
Investor Relation Division covers the financial
and strategy aspects with the following
responsibilities:
1. Provide accurate, reliable and timely
information to internal and external parties,
including shareholders, potential investors,
analysts, rating agencies, lenders and
regulatory bodies.
The Team also communicates through several

media, including conference calls, publication
of periodical financial reports, roadshows and
publication of the Annual Reports.
2. Conduct periodical activities, such as:

quarterly performance report, analyst
meetings, investor meetings, non-deal
roadshows, and other meetings aimed to
inform periodically updates on performance/
strategy of Danamon.
The following are details of information disclosures by the Investor Relations Team during 2014:
Forum
Frequency
4 times
Public expose for media, analyst and senior management to

provide latest information regarding financial and non financial
condition.
Financial
Statement
4 times
Publication of Quarterly Financial Statement in accordance to

regulation of Bapepam - LK for listed company
Annual Report
1 times
Comprehensive Report for public and stakeholders regarding

performance, business and other activities of Danamon.
Roadshow and
Conference
6 days
Participation in various deal and non deal roadshow held by

reputable securities company to provide lastest information
of performance and strategy, challenges and opportunity of
Danamon to investor, analiyst and other stakeholders
One on One
146 face to
and conference face meeting
call
and 16
conference call
458
Description
Analisyt
Gathering/
Public
Expose
Meeting with analyst/domestic investor/foreign investor to provide

information regarding strategy and performance of Danamon.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Throughout 2014, Investor Relations Team participated in various roadshows/conferences listed

below:
Event Name
Location
17th Annual Asian Investment

Conference
Credit Suisse
Hong Kong
26 - 27 March 2014
17
CLSA Asean Forum
CLSA
Bangkok
7-9 May 2014
13
Jakarta
17 September 2014
200
Investor Summit & Capital Market Expo IDX

2014
Date
Number of
Companies
Organizer
PUBLIC AFFAIRS
The Public Affairs Division is responsible for managing relations between Danamon and its
stakeholders, mass media, institutions and related associations, as well as other parties. The
Public Affairs organizational structure consists of five departments namely, External Affairs, Event
Management, Event Management, Brand Management, and Planning and Control which covers the
following responsibilities:
1. Building and managing the image of Danamon in public through its public relations function.
2. Managing its internal communications function, from Danamon management to employees and
vice versa.
3. Managing external communications, including formulating messages and form of communicating
so to reach external parties.
4. To coordinate the activity agenda of Board of Directors and Commissioners as well as organizing
corporate events involving internal as well as external parties.
5. To serve as the first communications gateway for employees and the public who require any
information regarding Danamon.
6. To act as a brand custodian for internal stakeholders, in order to ensure that all employees
understand and develop a consistent perception regarding Danamons brand use.
7. To ensure that all operational activities within the Public Affairs Division are in compliance with
Good Corporate Governance, that operational risks that may adversely impact Danamons
business continuity may be avoided and to maintain Danamons reputation and business is
sustainable.
External Affairs
The External Affairs Unit perform various functions, among others:
1. Managing corporate communication and Banks strategic information such as presenting
quarterly and annual financial report and outcome of the Annual General Shareholders Meeting
in the form of press release.
2. Media monitoring and analysis as well as managing issues sourced from other media.
3. Forming and maintaining a good relationship as well as cooperating with external parties
including media, institution and other relevant agencies.
4. Disseminating information to support Good Corporate Governance initiatives namely corporate
transparency through various means such as website, press release, letters to the editors,
interviews, meetings with related stakeholders.
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5. Preparing corporate annual report and sustainability report
6. Managing corporate website.
The activities of External Affairs Unit in disseminating information on Danamon throughout 2014 is
listed in table below:
2014 activities
Press Conferences
12
Publishment of Quarterly Financial Statements in national newspapers
Annual Report
Public Exposes
Press Release
26
Media Coverage (Photos and Articles)
2,695
Media Visits
Annual General Meeting of Shareholders (AGMS)
Media Workshop
Media Visit Danamon to The Jakarta Post - June 11, 2014
460
Frequency
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Media Workshop Danamon and Adira - November 18, 2014

Press Conference Danamon 2014
Date
Title
12 February 2014
Presentation of Danamon 2013 Performance
26 March 2014
Memorandum of Understanding (MOU) Signing between Indosat and Danamon
16 April 2014
Presentation of Danamon First Quarter 2014 Financial Performance
24 April 2014
Indonesia Trade & Commodity Finance Conference
5 May 2014
Launching of OJK and Danamon SiMOLEK (Mobile Financial Literacy) socialization

program
30 June 2014
Media Break Fasting with Danamon Syariah, Adira Finance and Adira Insurance.
17 July 2014
Presentation of Danamon Second Quarter 2014 Financial Performance
16 September 2014
Launching of Danamon Syariah Tabungan BISA iB and Tabungan BISA Qurban iB
17 September 2014
Investor Summit & Capital Market Expo 2014
16 October 2014
Presentation of Danamon Third Quarter 2014 Financial Performance
30 October 2014
Danamon Social Entrepreneur Awards & Bisa! Award Night 2014
17 November 2014
Launching of D-Mobile, the new Danamon Mobile Banking feature
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2014 First Quarter Public Expose - April 16, 2014

Press Releases during 2014
Date
462
Title
12 February 2014
Danamon announces the 2014 Financial Performance
17 March 2014
Announcing Winners of Red Match Danamon Manchester United card to watch Big
Match Manchester United vs Liverpool
26 March 2014
Telecommunications and Banking joint strategic initiative Indosat and Danamon
16 April 2014
Danamon Announces First Quarter 2014 Results
24 April 2014
Danamon supports the development of Trade Finance Indonesia through Indonesia

Trade & Commodity Finance Conference
5 May 2014
Danamon supports OJKs Finance/Banking Literacy and Education program
7 May 2014
Danamon Annual General Meeting of Shareholders
26 May 2014
Customers of Danamon Manchester United Card meet Manchester United legends

in Bandung
25 June 2014
Danamon Simpan Pinjam conducts Customer Education and Appreciation
25 June 2014
Danamon holds Blood donation across 100 cities in Indonesia
30 June 2014
Danamon Syariah, Adira Finance and Adira Insurance presents Business

Development in concurrence with break fasting with Media
16 July 2014
Danamon celebrates its 58th Anniversary
17 July 2014
Danamon announces the first semester 2014 financial performance
22 July 2014
Announcing Danamon Operational Activities during Idul Fitri
16 September 2014
Danamon Syariah launches Tabungan BISA iB and Tabungan BISA Qurban iB

providing ease of planning for qurban (animal sacrificing)
17 September 2014
Danamon participates in Investor Summit & Capital Market Expo 2014
1 October 2014
Danamon announces Five Danamon Social Entrepreneur Awards 2014 Winners
14 October 2014
Danamon asks communities in Bogor to be alert of fraudulent attempt using

Danamons name
& Analysis
Operational Review
Date
Corporate Social
Responsibility
Corporate Data
Title
16 October 2014
Danamon announces Third Quarter 2014 Financial Performance
27 October 2014
Danamon treats its Manchester United cardholders to watch English Premier League
big match live in Old Trafford stadium
30 October 2014
Danamon holds Social Entrepreneur Awards 2014
12 November 2014
Danamon supports OJK Financial Literacy Program
17 November 2014
Danamon launches D-Mobil, Danamon Mobile Banking
9 December 2014
Danamon announces Henry Ho Hon Cheong is stepping down as President

Director
Danamon plans to appoint Sng Seow Wah as the President Director and Muliadi
Rahardja as the Vice President Director in the upcoming EGMS.
17 December 2014
IFC and Danamon embark in the development of Agrobusiness Financing Design

Model
23 December 2014
Danamon banking services during Christmas and New Year 2015
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Company Profile
Danamon consistently monitors reports appears on print and electronic media and they are listed
as follows:
Media Coverage - 2014
44.15%
52.54%
Neutral
Negative (Non Letter to Editor)
2014
Negative (Letter to Editor)

Positive
1.27%
2.03%
Danamon and Adira in Social Media (Facebook and Twitter) in 2014:

Danamon on Facebook
Danamon on Twitter
1%
7%
35%
28%
2014
3%
25%
3%
2014
Complaints
33%
Corporate
65%
Employee
Adira di Facebook
Adira di Twitter
8%
25%
12%
8%
21%
Marketing/Promo
32%
1%
2014
32%
464
Compliment
2014
14%
Others
54%
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Brand Management
Danamons Brand is a representation of the Banks Vision: We Care and Enable Millions to Prosper
and Danamons Mission to be The Leading Financial Institution in Indonesia with a significant
market presence. communicated through TV commercials, print media, radio, outdoor media, and
online campaigns.
In 2014, Danamon organized surveys and cooperated with Nielsen, an international survey agency,
to measure the level of public knowledge about the Danamon brand in the banking industry. The
results of brand awareness were positive enabling Danamon to retain its position as one the top 5
banks in Indonesia.
To become the guiding lights for millions to prosper is Danamons aspiration, represented through
the ray of lights in Danamons logo. The concept of a ray of light has been part of Danamons logo
since 2002.
Danamons Symbol - Light
Danamon text logo
The promise We make it happen for you which has been introduced since 2008, is the core of
Danamons services, products and programs. This promise places Danamon in a unique position
compared to its market competitors.
Winners of Danamon Social Entrepreneur Awards 2014 with Danamons Directors.

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Since it was first held in 2006, Danamon Social Entrepreneur Award has provided the highest
appreciation to the social entreprenuers striving for the same vision.
Danamon Social Entrepreneur Awards is recognition presented to ordinary individuals who are
able to give extraordinary and continuous effort in empowering themselves and their surrounding
environment through entrepreneurial solutions for at least a year.
Danamon presented the awards to five Social Enterpreneur winners as follows;
No.
466
Name
City
Age
Gender
Activities
Adinda
Soraya
Mutialarang
Village
Product
Developer
Bandung
25 Years
Female
Empowerment of farmers by
modernizing traditional snacks
production
Alia Noor
Anoviar
Penggerak
Mimpi
Jakarta
23 Years
Female
Empowerment of marginal
communities by skill training and
education.
Haris
Purnawan
Pemuda Goa
Pindul
Yogyakarta
24 Years
Male
Development of Pindul Cave

tourism potential based on
community empowerment
Sanusi
Petani Urban
Tangerang
69 Years
Male
Utilizing idle riverbanks into

productive use by empowering
surrounding neighborhood
community
Andreas
Sukendro
Katalisator
Kemandirian
Medan
47 Years
Male
Special School of Nature for

special needs children and
teenagers
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Display View of 2014 Danamon Social Entrepreneur Award Website.
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Company Profile
Education on Banking
Refer to Financial Services Authority (OJK) regulation No. 01/POJK.07/2013 regarding Consumer
Protection Sector Financial Services and OJK Circular No. 1/SEOJK.07/2014 regarding the
implementation of education to increase financial literacy to consumers and/or public.
These are aligned with Danamons vision of We Care and Enable Millions to Prosper, and as a
form of commitment and support to the initiative, Danamon implemented activitiy called Banking
Education with Danamon.
The implementation of this education initiative emphasized in providing information on:
Benefits from banking products
Rights and obligation when purchase/use banking products
Understand the risk that may occur when purchase/use banking products
Basic features of the products and services of Danamon.
Brand Management plays a role in implementing educational activities aligned with strategy and
direction of Financial Services Authority (OJK) and coordinating with Danamon internally.
Series of activities on Education of Banking implemented amongst others:
1. Banking Education with Danamon & Si-Molek, held from 5th - 12th of May 2014.
In this event Danamon selected three topics focusing on:
Family Financial Planning
Basic Products of Syariah Banking
Preparing Personal Financial for Working World

468
The education events were carried out in 23 locations across 14 cities throughout Indonesia at
the following venues:
Danamon branches and outlets
Traditional markets for Micro Banking
Shopping centers
Colleges
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
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Company Profile
2. Indonesia Financial Industry Exhibition, which was held in Kupang, East Nusa Tenggara on
November 12-13, 2014 The activities include:
Seminars/workshops which was organized by OJK and supported by the financial institutions
including Danamon held at Aston Hotel, to provide education on financial management,
introductory of OJK and Financial Services Industry to the micro, small and medium
enterprises (UMKM), Housewives (IRT), Academics and the public.
Indonesia Financial Services Industry Exhibition which was held in Flobamora Mall, Kupang,
to introduce various financial industry products and services to the public of Kupang and East
Nusa Tenggara, where banking penetration is still limited, including non-bank financing and
capital market industry so as to assist them in managing finance.
470
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
3. Peoples Financial Market, which was held on December 20-21, 2014 at Hall A & Hall D of
Jakarta International Expo.
The underlyings for holding this event were:
Survey results of financial literation indicating the societys literacy and usage level on various
financial instrument is still relatively low.
Middle and low income group (C, D and E) access to financial products and services is low.
Financial products and services are becoming increasingly diversed both in quantity and types
and therefore introduction and education of financial products to the public are required.
The needs for the public to be introduced and educated on low cost financial products and
services.
This program is aimed to:
Encourage the pubic to increase the use of financial products and services.
Provide information concerning benefits and risks of financial products and services, also their
rights and obligations as financial consumers.
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Management Reports
Company Profile
Event Management
Danamon organized event as means of communicating to external parties such as the media,
customers, stakeholders, as well as to its employees as internal party. In 2014, the Event Management
unit organized the 50 corporate events, most of which were attended by the Commissioners and/or
Directors representing the Management.
Danamon Chinese New Year Customer Gathering 2014
472
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Internal Communication
The Internal Communication Unit under the Public Affairs Division has a role in managing the
communication channels to the employees of Danamon and its subsidiaries.
The following are the internal communication channels managed by the Internal Communication
Unit:
Bisa! Award
Bisa! Award is an award given to the employees of Danamon and its subsidiaries, who have
performed in supporting Danamons core values and realizing the Bankss visions. Bisa! Award
2014 was held on 17th of July 2014 participated by more than 130 employees of Danamon, Adira
Finance, Adira Insurance and Adira Kredit. The winner of the Bisa! Award 2014 was announced on
the 30th of October 2014, with three winners each for the General and Service Excellence Category.
Winners of Bisa! Award 2014 with Danamons Directors and Judges

Danamon Portal
To facilitate the employees of Danamon with the latest and important information such as work
related performance, company data, policy archives and memo publications, Danamon provides an
intranet facility accessible by the employees at anytime.
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Company Profile
Display View of Danamon Portal

Spirit - Internal Magazine
Danamon has an internal communication media in the form of a magazine called Spirit circulated
to all employees on a periodic basis. This magazine contains among others messages from the
Board of Directors and management, coverage on products and services launches and inspirational
articles.
Danamon Monthly Internal Bulletin
EDISI 06/2014
Spotlight
Danamon Monthly Internal Bulletin

EDISI 09/2014
Spotlight
p.3-9
Paparan Kinerja Danamon Semester

I Tahun 2014 | Semarak HUT
Danamon: Lomba Foto, Corporate
Colors Day, Syukuran, Luncurkan
DSEA 2014, Halal Bihalal Idul Fitri
1435 H | Dukung Layanan dan Produk
Berbasis Syariah
Dclub
p.3-5
Danamon & OJK Gelar Lokakarya

& Pameran Industri Keuangan | Meet
The Champions with MU Card |
Danamon Raih SGS 10 Years Award |
Insurance Award 2014| Service Quality
Award 2014
Dclub
p.22-24
Dclub Jakarta Danamoners Pendaki

Gunung | Dclub Medan Jungle
Tracking Air Terjun Teroh-Teroh |
Drunners Jakarta Marathon 2014 |
Turnamen Futsal 2014 - Jabodetabek
p.22
Program 1000 Pegawai Donor Darah
FOCUS p.10-11
Mengenal Sosok Danamon

WHATS ON p.16-17
Progress
Menara Danamon
ENERGETIC
474
FOCUS p.8-15
DSEA &
Bisa! Award 2014
WHATS ON p.6-7
Aplikasi Danamon Mobile

Banking (D-Mobile)
CAPABLE
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
In 2014, Spirit was published nine times in digital form and printed with themes related to Corporate
Culture and Brand Personality Danamon:
Editions
Themes
1.
Excellence is Not an act but a habit
2.
We Do What We Say - Walk The Talk
3.
All For One, One For All
4.
Honesty is The Best Policy
5.
Caring
6.
Energetic
7.
Proactive
8.
Enabling
9.
Capable
E-Mail Blast
This communication media convey information through email which can be directed to all employees
or to pre-selected group of employees. The type of information which can be featured via e-mail
blast, among others, are the messages of the Board of Directors, corporate information or HR/
divisions policies and products information. There were 355 E-mail Blast published in 2014.
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Live Chat with Our Director
Live Chat with Our Director is an event of
direct communication with any members of the
Board of Directors through chatting facility in
Danamon portal. In 2014, such program was
held 12 times as follows:
Date
Skip Level Meeting

This activity is an informal forum between the
President Director of Danamon with several
senior employees of one or two levels below
the Board of Directors. In 2014, Skip Level
Meeting was held twice and attended by 24
employees.
Director
10 January 2014
Henry Ho Hon Cheong
21 February 2014
Vera Eve Lim
27 March 2014
Muliadi Rahardja
25 April 2014
Minhari Handikusuma
15 May 2014
Michellina Laksmi
Triwardhany
24 June 2014
Herry Hykmanto
18 July 2014
22 August 2014
Satinder Pal Singh

Ahluwalia
17 September 2014
Kanchan Keshav
Nijasure
23 October 2014
Muliadi Rahardja
25 November 2014
Vera Eve Lim
18 December 2014
Pradip Chhadva
Public Affairs Planning and Control

Planning and Control Unit aims to ensure that
the entire operational processes and activities
managed by the Division of Public Affairs are
carried out well and in accordance with the
work plan and annual budget, so that any
residual risks will not cause adverse impact
on the continuity of Danamons business. This
unit is also responsible for coordinating Human
Resources function covering employees the
development and training.
CUSTOMER SERVICE UNIT
Henry Ho Hon Cheong, President Director in

Live Chat with Our Director
476
Danamon Access Center or DAC services unit

is a 24-hour service via phone number 500900. This service is available to any customer
of Danamon or any user of Danamon service
owning account with the Bank or those with
no account but doing financial transactions
through Danamon. DAC team is always ready
to provide the service assistance needed
ranging from requests for information to the
settlement of complaint.
& Analysis
Operational Review
DAC continually strives to improve the existing

service standards. This endeavor seen in 2014
where CCSEI agencies issued results (Contact
Center Service Excellence Index) wherein DAC
received five awards. Priority Banking ranked
in the Top four, while the Regular Credit Card,
Regular Banking, Platinum CC as well as
incoming Email made it to Top 10 in rankings.
One of DACs focus of attention is to
continuously improve in the area of complaints
settlement. As such, DAC Customer Care is
present to respond all claims as a centralized
customer complaint handling service unit. The
mechanism of handling and settling customer
complaint refers to the OJK regulation on
Customer Protection Number 1/POJK.07/2013
and Bank Indonesia Regulation Number 16/1/
PBI/2014 regarding Consumer Protection of
the Payment Services System.
To continue refining and improving the quality
of complaint settlement, DAC continuously
enhance supervision of handling and finding
resolution to the complaints. DAC also ensures
the SLA for complaint closure is achieved.
DAC in this case do not work alone. Rather, DAC
collaborates with the related work units as well
as the Service Quality Team. The collaboration
not only limited to do a review on the existing
issues, but also provide feedback in order
to increase the effectiveness of complaint
handling and settling customer complaint.
DAC also delivers reports periodically to
the management of the Bank on the service
issues addressed and settlement of customer
complaint.
Corporate Social
Responsibility
Corporate Data
Category of Customer Complaint

Complaint settlement is one of the areas of
most concern to Danamon. It is believed
that a complaint when handled correctly and
appropriately increase customer trust and
satisfaction level.
Customer complaints are divided into two
categories:
1. Quick Kill, an immediate complaint
settlement by a frontliner at the time of the
complaint.
2. Non Quick Kill, a complaint requiring further
handling by the Customer Care team.
DAC Customer Care
DAC Customer Care are units centralizing
customer service complaints. Complaints can
be filed either in through various channels such
as Call Center, Correspondence, Branches, and
other divisions. As a benchmark settlement,
the customer will be informed of the timeframe
required in accordance to the type of problem.
DAC and Service Quality team will periodically
conduct a review of existing problems for
feedback to the relevant units as the basis for
improvement of processes or services in area.
Besides issues received, other completion
will be reported periodically to the Danamons
management.
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Customer Complaints Management 2014
Non-Payment
System
Related to
Payment System
Total
2,249
7,547
9,796
Inadequate information of products
440
466
906
Disruption/breakdown of Information technology and

equipment
171
3,444
3,615
Disruption/breakdown of ATM/payment point
331
7 ,919
8,250
Change/termination of agreement/contract
248
83
331
Reasons of Customer Complaints
Customers knowledge of product characteristics
2,537
1,157
3,694
Banks negligence
Customers negligence
147
1,039
1,186
Banking frauds
617
16
633
Others
CATAGORIES OF PROBLEMS
PRODUCT TYPE
Account
Interest/Profit
Administration
Fine/
Transaction Receivable/
sharing/Profit
Fee/Provision/
Penalty
Failure/Delay
Account
Margin
Transaction
Balance
(a)
(b)
(c)
(d)
(e)
Others
Total
(f)
(g)
1. Funds Collection
1.1 Demand Deposits
1.2 Saving Deposits
1.3 Time Deposits
18
21
24
290
144
11
69
145
28
904
1,387
13
1.4 Inter-Bank
1.5 Other
254
3,037
3,505
2. Funds Distribution
2.1 Credit/Financing
2.1.1 Investment
Credit/Financing
2.1.2 Working
Capital Credit/
Financing
2.1.3 Consumption
Credit/Financing
(non CreditCard)
52
82
55
218
220
739
1,366
2.2 Inter-Bank
2.3 Other
3. Payment System
3.1 ATM/Debit Card
1,264
1,855
12,294
3.2 Credit Card
12
19
91
2,981
3.3 Pre-Paid Card

3.4 Direct Debit
1
1
3.5 Standing Instruction
2
1
3.7 Clearing
1
3.9 Electronic Banking

3.11 Other
10
5,181
1
33
2
1
83
3.8 RTGS
478
23
3.6 Travellers Cheque
3.10 Remittance
15,427
2,074
245
328
32
20
56
17
11
27
543
598
14
30
30
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
CATAGORIES OF PROBLEMS
PRODUCT TYPE
Account
Interest/Profit
Administration
Fine/
Transaction Receivable/
sharing/Profit
Fee/Provision/
Penalty
Failure/Delay
Account
Margin
Transaction
Balance
(a)
(b)
(c)
(d)
(e)
Others
Total
(f)
(g)
4. Joint Products
4.1 Bancassurance
26
129
4.2 Mutual Funds
58
134
73
420
4.3 Other
5. Other Products
5.1 Bank Guarantee
5.3 Derivatives
5.4 Wealth
Management
5.2 Trade Finance
5.5 Safe Deposit

5.6 Other
Total
28,411
CONSUMER SERVICE QUALITY

Consumer Service Quality (CSQ) is one of the units under the Consumer Banking Directorate which
is responsible for the implementation of the service of a conventional branch in providing Service
Excellence to customers.
Organizational Structure of Consumer Service Quality
Consumer Banking Director
Michellina Triwardhany
Consumer Service
Quality Head
Sri Setyaningsih
Service
Performance
Management Head
Service
Strategy Program &
Development Head
Process Improvement
Head
Process Measurement
& Office Management
Manager
Service Culture and Service Quality

In building Service Culture and improve quality of service, Consumer Service Quality initiated
services benefiting branch to meet its customers satisfaction level, earn their loyalty and engage
customers to the Bank.
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During 2014, Danamon received various appreciations in service, among others:
No
Name of Organizer
Name of Event
Rank
Marketing Research
Indonesia & Infobank
Bank Service
Excellence Monitor
(BSEM) 2013/2014
Best Overall Performance

Commercial Bank
Best Teller Commercial Bank
Best ATM Islamic Business Unit
Best Phone Handling Islamic
Business Unit
5
1
1
3
MarkPlus Insight &

Marketeers
MarkPlus WOW
Service Excellence
Award 2014
The
The
The
The
The
The
The
The
The
1
1
1
2
3
3
3
3
2
Institute of Service
Management Studies
(ISMS) & Infobank
Service Quality
Overall 2013
Bandung
Jakarta
Roy Morgan
Roy Morgan Customer Bank institution

Satisfaction Award
2013
Carre-Center for Customer

Satisfaction and Loyalty
(Carre-CCSL)
Excellence Service
Experience Award
2014
Several initiatives were undertaken to

consistently support the implementation of
Service Culture and Service Excellence,
among others Service Program, Service
Competition, Service Measurement, and
Service Training & Development.
Consumer Service Quality has provided Service
Training to 2,719 employees of Retail Banking
Operation, Human Resources - Employee
Service Centre (ESC), and Small Medium
Enterprise (SME) across Indonesia. In addition,
Consumer Service Quality also provides special
attention and effort to increase service quality
through process improvement impactful for
customers. Such process improvement aimed
to increase customer service satisfaction and
comfort level when transacting through a
simple, fast, and flexible process.
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Award Category
Best of Banda Aceh

Best of Pontianak
Best of Makassar
Champion of Medan
Champion of Semarang
Champion of Balikpapan
Champion of Jayapura
Champion of Bandung
Champion of Surabaya
Good Grade for Regular Banking

Category
1
3
Process improvements that have been

performed, among others Paperless Account
Opening, Time Deposit Quick Redemption
by Transfer to Saving, Process Improvement
Western
Union,
Centralized
Customer
Complaint/DConnect, and Sales & Service
Officer (SSO) Documentation Project.
The process improvements are an attempt to
make Danamon as the Bank with the fastest
service in Customer Service and Teller. In
addition, Service Clinic activities have been
carried out to 250 branches of Danamon, which
aims to improve processes and customer
service standards.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
CORPORATE CULTURE
CODE OF ETHICS
Corporate culture is a set of values which

guide, provide order and manage behavior
of the employee, Directors and Board of
Commissioners of Danamon in performing
their duties and responsibilities to achieve the
objectives aligned with the Bank Vision and
Mission. Danamon continuously socializes and
internalizes its Corporate Culture to ensure its
existence and is reflected in the day-to-day
activities, interaction and decision-making.
Danamons Code of Ethics is prepared based

on the Banks Vision, Mission, and Core Values,
Banking Ethics, regulations, and applicable
laws. The Code of Ethics is a basic guideline
and an integral part of the Banks policy, as well
as a part of its Collective Labour Agreement.
The Code of Ethics covers the propriety of the
policy, or appropriateness, based on the values
and moral considerations concerning integrity,
conscience, self-awareness, professionalism
and a positive image, as well as the Banks
good reputation.
Corporate Culture Principles

Danamon maintains a corporate culture driven
by the Banks cultural values which consists of
Caring, Honesty, Passion to Excel, Teamwork,
and Disciplined Professionalism.
Caring
We give a genuine concern for the well-being
and advancement of others. This will bring out
the best in us.
Honesty
We always hold the truth to ourselves and
others without any hidden agenda.
Passion to Excel
We always dare to come up with better ways
of doing things to achieve the best result,
whilst mitigating the risks involved and without
compromising the solidity of our company.
Teamwork
We leverage the diversity amongst us as the
strength of our team to achieve common goals.
Disciplined Professionalism
We deliver our responsibility with the highest
standards and ethics and professionalism,
through Disciplined People, Disciplined
Thoughts, and Disciplined Actions.
The Scope of Code of Ethics Implementation

All
parties,
which
include
Directors,
Commissioners, and Employees, without
exception, must understand, comply and
implement Danamons Code of Ethics. The
consequence of violating against Code of Ethics
is sanctioned to termination of employment.
Code of Ethics Principles
A Code of Ethics is formed referred to the
Banks core values. In principle, Danamons
Code of Ethics regulates the following:
Code of Ethic - Conflict of Interest
All parties must avoid situation where conflicting
interest between personal interest and interest
of the Bank may occur.
Relating to Danamon, the following items which
govern this matter:
1. Employee Status
In principle the Bank does not wish its
employee to be bound with employment
agreement with another employer during
working hours, and/or having another
income outside the Bank.
2. Protection and Utilization of the Bank
Property
In principal, the utilization of the Bank
property is intended for carrying out work
assignments, which has to follow the
prevailing procedures and for the Bank
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Company Profile
interest. The utilization for the purpose other
than for work has to be accounted for and
requires prior written permission from the
Head of the Work Unit.
3. Family Relationship
In terms of acceptance of the New Party,
candidate of the Parties who have a direct
family relationship with the other Parties
(father, mother, wife, husband, brother/
sister, or son/daughter) are to be avoided.
In case, under special circumstance and for
certain reasons retention of the said parties
is required, the parties is not allowed to
be in the work unit that is related or have
influence on one another.
Relationships with Others Parties, which set
about:
1. Relationship with Other Parties
Protect the customers, colleagues and/or
vendors confidentiality in accordance to
the prevailing rules and regulations. Avoid
making decision on behalf of the Bank,
which implies conflict of interests based
on friendship, family tied, and/or others for
own benefit or benefit to others. Not using
the Bank name for personal interest, among
others for political and/or other personal
business activities. Not giving others items
which may cause negative presumption and
place the Bank reputation at risk.
2. Customer Service Conduct
Employees should be responsive and make
every effort to understand customer needs
and give their best in seeking alternative
solutions to solving customer issues, while
attending the interest of the Bank and the
prevailing laws and regulation.
482
3. Relation with Partners (Third Party/Supplier/

Vendors)
All parties must refrain from making
decisions for personal interest, family,
friendship or based on unprofessional
reasons.
4. Giving and Receiving Present/Gift
In principle, the Bank does not allow to
provide or accept gift of any kind, presents
from other parties in returning favors,
service, expressing sympathy with reference
to person to person business.
5. Entertainment
In principle, entertainment may only be
exercised by Directors, Commissioners and
selected Officers for the interest of the Bank
and implemented in line with the prevailing
regulation and not conflicting with the Bank
values.
6. Protection and Utilization of Customers,
Clients and Vendors Property Rights
The parties are not allowed to user or accept
facility owned by customers, clients and/
or vendors and prohibited from accepting
or requesting loans from them for personal
interest.
7. Bribery
The Bank prohibits bribery in any shape or
form.
8. Activities outside the Bank
Employees and Directors are prohibited from
occupying positions in any political party or
political-oriented public organization, which
may potentially consume working hours
or concentration, except with the Bank
approval.
& Analysis
Operational Review
Employee inter-relations, which governs about:

1. Ethics of Teamwork
Relations between the employees shall not
be affected by a threat, violence, and any
form of discrimination and abuse based on
race, religion, color, gender, age or personal
inability either through comments, teasing
and or action, nor shall the inter-employee
relations be affected by the interest of an
individual employee and the Bank or among
groups within the Bank.
2. Marriage between Employees
In case of marriage between employees,
they shall not be allowed to work in the
same work unit having a direct relation or
otherwise can influence each other.
Code of Ethics - Dealing with Information
Relation between Parties Concern with
Bank
1. Information Security
All information belonging to the Bank
shall have status as Bank proprietary right
(right which cannot be possessed by other
party without consent). Each Party shall be
responsible for securing and preserving
confidentiality of the information they deal
with in accordance with the prevailing
regulation.
2. Other Parties Proprietary Information
The Parties concerned must protect all
forms of information known belonging
to other parties. Accordingly Each Party
does not have the rights to distribute such
information without prior consent of both
parties involved or based on commitment
made with other parties or the prevailing
laws and regulation, must be treated
confidential.
Corporate Social
Responsibility
Corporate Data
Code of Ethics - Compliance and Ethics

1. Compliance with Related Regulation
The parties concerned must study,
understand and comply with any prevailing
rules, policy or regulation and or all directions/
instruction relating to their positions/
function within the organization hierarchy.
In relation to other parties, the prevailing
provision, policy or regulation applicable is
restricted to the relevant parties. For Parties
that perform any deviation, negligence
or violation of the prevailing Provisions,
Policies or Regulations, shall be penalized
in accordance with the procedures and
applicable regulations.
2. Matters Related to Ethics
The parties should demonstrate their
professional value and ethics in maintaining
appearance and attire. The parties concerned
are prohibited from using harsh words
abusive, alluding to someones physical
defect, ethnic group, race, religion or words
that can be classified as foul words, either in
Indonesian language or any other languages
in an emotional and unprofessional
manner as to ensure harmonious working
environment is maintained. The parties
concerned are prohibited from smoking in
the working environment, either during or
outside working hours either individually or
in a group, except in a specifically assigned
smoking room aimed to ensure healthy
environment, clean and prevent from any
fire hazard.
Distribution, Enforcement and Sanction due
to breach of Code of Ethics
As part of enforcement, every employee
has signed the Code of Ethics Statement
submitted to the Human Resources Division
(HR), Head Office. The Unit Head socializes
Code of Ethics to the employees under his/her
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Company Profile
coordination and is required to report to his/
her direct superior, or Head of work unit and/
or the local Human Resources unit in case of
breach, or attempt to breach Code of Ethics.
In addition, Code of Ethics has become part of
performance appraisal process conducted by
semester.
The consequence of serious breach to the
code of ethics is from sanction to termination
of employment.
WHISTLEBLOWING SYSTEM
Whistleblower System is a communication
channel provided by the Bank that allows
employees, customers, vendors or other parties
to report instances of fraud or other violations
without fear. System of whistleblowers is
one form of commitment in supporting
the implementation options of corporate
governance is good business practices and
integrity.
In providing a sense of security for the iformant,
the iformant does not obligate to Danamon
include identity. But if the iformant mentioned
the credentials, then the Danamon will protect
and maintain the confidentiality of the identity
of the iformant.
All information coming into the whistleblower or
fraud hotline will be reviewed and acted upon by
the related parties such as: HR Division, Fraud
Investigation Unit investigating fraud Units or
SKAI is in the Line of Business or subsidiary.
Based on the policy of Whistleblowers,
each report is received and the results of the
investigation will be registered every month to
then reported to management and the Audit
484
Committee periodically. Whistleblowers report

also reported to OJK each semester according
to the SEBI No. 13/28/DPNP regarding
implementation reporting anti fraud strategy.
Whistleblower Policy
Danamon support whistleblowers by publishing
Directors Decree No. Kep: DIR-COMP-025
Whistleblowers and Director Decree No. Kep:
DIR-CORP.SEC-007 subject Policy Fraud
and Fraud Committee. This policy has been
socialized to all employees through a variety of
media such as: email blast, a Portal company,
and the Bank website (www.danamon.co.id).
Protection for Whistleblower
Danamon also provides protection for
employees who report fraud or other violations
of the Act by publishing Director Decree
No. Kep: DIR-SDM-060 subject Employee
Protection. This is in order to provide support
and security for employees who reported the
fraud Act.
Delivering Violation Report
In order to provide convenience and sense of
security, Danamon provides means of reporting
set in the Whistleblowers Policy.
Violation report related to fraud, breach of
code of ethics, morality, infringement and other
threats can be submitted by the informant
(employees or third parties) through email or
fax to:
- Internal Audit Work Unit,
- Human Resources Division, and
- Compliance Work Unit
No Fax: +62 21 25505950
Email: whistleblower@danamon.co.id
& Analysis
Operational Review
Specifically on violation related to fraud may

also be addressed to the Fraud Investigation
unit under SKAI via Email: fraud@danamon.
co.id.
Each report needs to contain the following:
1. Name involved in the violation or indicative
to violation.
2. Chronology of events
3. Time and place of incident
Violation by Member of the Board of
Commissioners and Directors
Report on the violation or potential violation
by member of the Board of Commissioners or
Directors, other than the above communication
channel, the informants can submit their report
in writing sealed addressed to the Chairman
of the Audit Committee (Independent
Commissioner).
Protection for the Informants
Danamon is committed to protecting the
informants, building sense of security and
safety and encouraging those who are exposed
to file a violation report. The protection is
provided in the form of:
a. Protection of the informants identity,
including information used in contacting the
informant.
b. Protection of the informants from retaliation
by those being reported or other affected
parties.
c. Protection from pressure, rights as
employee, legal lawsuits, assets to physical
harm.
d. Protection extendable to include family
members of the individuals who report.
Corporate Social
Responsibility
Corporate Data
In addition, Danamon also provides legal

protection in line with the provisions of the
applicable legislation and regulations. This
commitment includes protection from criminal
prosecution and/or civil liability, as well as the
protection of personal safety and/or physical
threat from reporters family and/or mentally.
Managing Complaint, Parties Handling
Complaint and Sanction
Reports received by the Internal Audit Unit,
Human Resources and/or the Compliance
Unit are evaluated for possible escalation
toward investigation stage or forwarded to the
appropriate parties.
The process of investigation is carried out under
presumption of innocence and objectivity. To
ensure examination is carried out objectively,
investigation on potential violation is conducted
by the internal and independent investigating
team. The investigation report includes the
supporting evidences and reported to the Board
of Directors and Audit Committee periodically.
Report on the results of investigation is used
as the basis for decision to sanction or lead
to further action. Furthermore, the party or
individual who is proven as the violator is
sanctioned in accordance to the prevailing
laws and provision in line with Danamons
internal regulation. To maintain objectivity,
sanctions are given by the Fraud Committee at
Headquarters and Regional levels.
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Complaint Handling Results in 2014

Throughout the year 2014, Danamon through the system of violation reporting, accepted and
investigated 128 reports. Up to the end of 2014, 71 investigation reports were completed and
resolved, 22 of which related to fraud cases and 49 cases non-fraud. While the remaining 57 reports
are still under investigation.
Complaints Status
LOB/
Subsidiaries
Danamon
Danamon-Unit
Usaha Syariah
Subsidiaries
Total
Number of
Complaints
Total Closed
Review Completed
Fraud
Finding
No Fraud
Findings
108
54
47
54
Still being
investigated
20
17
15
128
71
22
49
57
Danamon considered that the implementation of Whistleblower policies had been effectively
conducted to expose frauds.
GOOD CORPORATE GOVERNANCE SELF-ASSESSMENT

Danamon periodically conducts a self-assessment on the implementation of corporate governance,
in accordance to the assessment period on Commercial Banks Soundness Level, implemented
every semester, at end of June and December positions.
The assessment is conducted on the quality of Banks management in implementing comprehensive
and structured corporate governance principles integrated into three (3) governance aspects:
governance structure, governance processes, and governance outcomes.
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& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Self Assessment Report of the Implementation of GCG

Bank Name
: PT Bank Danamon Indonesia, Tbk.
Position
: Per December 2014
Self Assessment Result of GCG Implementation
Rating
Rating Definition
Individual
2 (good)
Consolidation
2 (good)
Indicates that the Bank Management in general has implemented Good

Corporate Government both in individual and consolidated in an appropriate
manner.
This is reflected from adequate fulfillment over the principles of Good Corporate
Governance. Any weakness in the implementation of Good Corporate
Governance principles is less significant in general and may be resolved through
normal measures by the Bank Management and its subsidiaries.
Analysis
Implementations
of
Good
Corporate
Governance principles in general have
proceeded as they are intended to be and have
been implemented comprehensively and in a
structured manner toward the three aspects
of governance namely strucuture governance,
process governance, and outcome governance.
Assessment toward GCG implementation
have been carried out against the factors of
task implementation and the responsibilities
of the Board of Commissioner; tasks and
responsibilities of the Board of Director; integrity
and task implementation of the Committee and
business unit; management around conflict of
interests, implementation of the compliance
functions; implementation of internal and
external audit functions; implementation of
risk management including internal control
system; provision of funds to relevant parties
and provision of funds in significant amount;
transparency of financial and non financial
conditions, implementation report and internal
report; as well as strategic plan.
Based on the self-assessment undertaken,

the Bank maintains a structure and adequate
governance infrastructure thus enable the
implementation process of GCG principles to
proceed effectively while generating quality
outcomes. This is indicated in following variety
of indicators :
Quantity,
composition,
criteria,
independence of the Board of Commissioner,
Board of Directors, Committees, and
Business Units have satisfied the conditions
and match the scale and complexities of
banking business.
Adequacy of Policies in Governance,
Guidance, and Code of Conduct as well
as delegations of duties, responsibilities,
and functions of each of Bank organs
which support the effectiveness of the
implementation.
Implementation of compliance department
functions, adequate internal and external
audits reflected through the satisfactory
level of Bank compliances toward the
regulation and commitment as well as
implementation of internal audit with a
coverage which matches the risk level of a
Bank.
487
Highlights
Implementation of risk management and

adequacy of internal control supported
by policies, procedures, and adequate
management information system supporting
the Banks operational activities.
Implementation of functions, duties, and
responsibilities of Banks organs have
proceeded accordingly thus enable the
optimum level of supervisory and control
functions.
Implementation of strategic plan and
business in a consistent manner.
Disclosures of financial and non-financial
conditions, product information, annual
report as well as implementation of Bank
GCG transparently and easily accessible by
Stakeholders.
Consolidated GCG
In order to strengthen the implementation
of consolidated GCG, the Bank maintains
consolidation and alignment in a sustainable
manner over the principles of Bank GCG for
further implementation in the Subsidiaries by
taking into accounts the characteristics and
complexities of each subsidiary. Each of the
subsidiary has been supplied with guidance
and GCG policies as references and joint
commitment of the entire corporate organs.
During
the
self-assessment
on
the
implementation of consolidated GCG, the
assessment toward the implementation
of GCG were conducted both at the Bank
individually and in each of its subsidiaries.
Assessments of GCG implementation at the
Subsidiaries have been conducted by referring
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Management Reports
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to the GCG assessment factors in accordance

to the banking standards. The results of the
assessment produced a Good rating as
reflected in several following indicators::
Each of the subsidiary maintains a structure
and adequate governance in accordance
with characteristics and existing conditions
for each of the subsidiary.
All processes have been implemented
based on the framework and conditions
stipulated on the policies and internal
procedures supported by the availability of
comprehensive governance structures and
perform their duties and responsibilities
accordingly
The outcome quality and sufficient
implementation of GCG principles as well
as satisfying the principles of GCG and
expectations of the stakeholder.
Based on the assessment over the
implementation of GCG at the Bank and its
Subsidiaries, the outcome of consolidated
GCG assessment for first semester of 2014 in
general is Good. No significant issues were
found in implementing GCG principles in the
Bank and Its Subsidiaries. Nevertheless, the
Bank will continually conduct reviews on a
consistent basis in order to attain an optimum
process, effective control, level of compliances,
and the attainment of performance which meet
the expectation of stakeholders.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
GCG-RELATED AWARDS
In 2014, Danamon received the following awards:
Best Overall Award - ASEAN Corporate Governance Scorecard from Indonesian Institute of
Corporate Directorship (IICD) of 2014
First Rank in 2013 Annual Report Award for Listed Financial Private Category.
Best Corporate
Governance Award
The Indonesian
Institute
for Corporate
Governance
Best Corporate
Governance Overall
(8 December 2014)
Annual Report Award (ARA)

Otoritas Jasa Keuangan (OJK), Bank Indonesia
(BI), Indonesia Stock Exchange (IDX),
Directorate General of Taxation, Ministry of
BUMN, Komnas Kebijakan Governance dan
Ikatan Akuntan Indonesia.
1st Annual Report Award (ARA) 2013 Categories
listed financial institution.
STATEMENT OF THE IMPLEMENTATION OF GOOD CORPORATE GOVERNANCE

PRINCIPLES
All members of the Board of Commissioners, Board of Directors, and employees of the Bank have
implemented the principles of Good Corporate Governance and there are no material breaches
toward the prevailing laws and regulations.
Ng Kee Choe
Henry Ho Hon Cheong
President Director
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Company Profile
Syariah Corporate Governance
PREFACE
The implementation of principles of Good
Corporate Governance (GCG) is an absolute
requirement to the success of the company,
for which UUS Danamon continues to strive
for. The goal is not only to meet the conditions
set by the regulators, but also to support the
continuing growth of the Danamon and to
achieve the targets set for the long term.
The implementation of GCG can only be done
with the synergy and commitment from all
organs of the Danamon, namely the general
meeting of shareholders (GMS), Board of
Commissioners, Board of Directors, officers
and all employees of the Danamon.
The benefits of implementing GCG is reflected
through the achievement of the Danamon
performance both quantitatively as well
as qualitatively including financial and non
financials, as well as appreciation from external
parties.
UUS Danamon Initiatives
In 2014, UUS Danamon remain committed
to applying the GCG principles in the
implementation of its business strategy
focusing on growing its portfolio of small and
medium enterprises in particular:
financing to the Employee Cooperative
(Kopkar), as well as financing to BPR
Syariah;
accumulating third-party funds together
with the retail segment;
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PT Bank Danamon,
Danamon Indonesia,
Tbk. Laporan
Tbk.
Tahunan
2014 Annual
2014 Report
providing cash management service by

optimizing existing office network and
delivering Syariah products and services;
In addition, UUS Danamon collaborating with
its bank parent Danamon aimed to improve
marketing activities with the network of parent
bank offices to increase funding growth through
the Syariah service network (office channeling/
OC).
In 2014 UUS Danamon initiated Branch
Transformation which encompass relocating
of offices, closing offices where necessary,
and reviewing in order to optimize the existing
office network through:
Consolidating branches with pawn Gold
Syariah service;
Adding Syariah Service Centers (Office
Channelling);
Relocating, opening and closing of ATMs
within the Office Network;
Accoridingly, by end of 2014 UUS Danamon
has 25 branch offices (KCS), 27 Sub-office
Syariah (KCPS) and 145 Office Channeling
Syariah Service (LS/OC)
In addition, in 2014 UUS Danamon refined
documentation used by customers to ensure
business activities are conducted in orderly
manner, fair, transparent, accountable in line
with the GCG principles to ensure the growth of
the financial systems is sustainable, stable and
& Analysis
Operational Review
able to protect consumer and public interests.

The refinement of documents among others
cover brochure, account opening and product
application forms, agreements and other
documents as required as set in line with the
Financial Services Authority (OJK) regulations
and circllar letters related to consumer
protection.
Effective implementation of GCG is beneficial
to the Bank sustainability through good
financial performance, business growth and
commitment in implementing healthy banking
practices. The Bank also ensure financial and
non financial conditions are published to the
stakeholders in its entirity, complete and in
timely manner.
In 2014, the UUS Danamon business
development activiities cover among others:
a. Launching of several UUS Danamon
Products:
Ijarah Financing Muntahiyya bittamlik
(IMBT), namely the principle of hire
purchase financing between owner and
tenant IMBT objects (Customer/lessee)
to get a reward (Ujrah) on an object that
is leased by IMBT transfer of ownership
of the object through buying and selling.
Tabungan BISA Qurban iB is a savings
product that designed to ease the public
in purchasing sacrificial animals through
regular deposits of funds on a monthly
basis.
Corporate Social
Responsibility
Corporate Data
b. iB Vaganza UUS Danamon in 2014

wherein UUS Danamon also organized
activities that support the Financial
Literacy programs initiated by Otoritas
Jasa Keuangan (OJK). The iB Vaganza
iB program consists of activities with
various themes in the form of talk shows,
media gathering and exhibition. Thematic
activities cover managing financial and
investment, update on the development of
Islamic finance, including also educating
various segments of the society such as
employers, employees and housewives.
1. SYARIAH SUPERVISORY BOARD

1.1. The number and composition of the
Syariah Supervisory Board
During 2014 there was no change in the
composition of the Syariah Supervisory
Board of UUS Danamon. Thus the
composition of the Syariah Supervisory
Board is as follows:
1. Prof. Dr. H.M. Din Syamsuddin
(Chairman)
2. Drs H. Karnaen A. Perwataatmadja,
MPA, FIIS (Member)
3. Dr. Hasanudin, M.Ag (Member)
1.2. Concurrent Position of Syariah
Supervisory Board Members at other
Syariah Financial Institutions
Every member of UUS Danamon Syariah
Supervisory Board are in compliance
with PBI regulation No.11/10/PBI/2009
on Syariah Business Unit juncto PBI
No.15/54/PBI/2013 on the Amendment
of PBI No.11/10/PBI/2009 on Syariah
Business Unit. In 2014, the concurrent
positions of UUS Danamon Syariah
Supervisory Board remains unchanged
as 2013 as seen in the following table:
491
Highlights
Management Reports
Company Profile

Position in other
Companies
Name
Name of the Company
Prof. Dr. H.M. Din Syamsuddin (Chairman)
SSB
Bank Bukopin
Drs H. Karnaen A. Perwataatmadja, MPA, FIIS

(Member)
SSB
SSB
SSB
a) Asuransi Bintang Syariah Unit

b) Asuransi Manulife Syariah Unit
c) BPRS Harta Insan Karimah
Dr. Hasanudin, M.Ag (Member)
SSB
SSB
SSB
a) BNI Syariah
b) Asuransi Tugu Pratama
c) Asuransi Re-Indo
d) Toyota Astra Finance Services
1.3. Syariah Supervisory Board 2014 Work Program

1. Syariah Supervisory Board convene at least 12 (twelve) times in a year to discuss the
Syariah compliance issue, new product launching proposals and opinion request on some
conditions occurred in daily operations.
2. To conduct periodic review and monitoring on the compliance of Syariah Principles with
funding and lending mechanisms as well as UUS service by conducting sampling test on
several funding and lending clients.
3. To promote communication with UUS Danamon Syariah Assurance & Operations Division
in every activity conducted by SSB of UUS Danamon (such as SSB opinion request),
to evaluate and seek clarifications from UUS Danamon authorized officials on required
matters.
4. To prepare SSB Bi-annual Evaluation Report to be submitted to Bank Indonesia, with
copies for DSN-MUI, Board of Commissioners, UUS Danamon Directors, Internal Audit
Unit and Compliance Unit.
5. To attain more information/knowledge by optimizing SSBs potentials through various
trainings and workshops that can drive UUS Danamon growth.
6. To provide advices and recommendations for UUS Danamon Director in particular and
Danamon Management in general, so that improvements, Syariah principal compliance
and UUS Danamon growth and development can be achieved.
1.4. Realization of SSB Work Plan in 2014 :
1. During 2014, the Syariah Supervisory Board held 13 (thirteen) meetings with agenda as
stated in this following table:
492
No
Day/Date
Place
1.
Thursday,
23rd of
January
2014
MBD
1. Update on the performance

of the Syariah Business Unit
of Danamon & Financing
composition by Akad & Product
2. Code of conduct
1. Prof. Dr. Din Syamsuddin

2. Dr. Hasanudin. M.Ag
3. Drs. Karnaen A Perwataatmadja
MPA., FIIS
2.
Tuesday,
25th of
February
2014
MBD

2. Update on problems in the
Syariah Business Unit, and
related issues with the activities
of Syariah Business Unit and
Danamon (Discussion)
1. Prof. Dr. Din Syamsuddin

2. Dr. Hasanudin. M.Ag.
MPA., FIIS
PT Bank Danamon,
Danamon Indonesia,
Tbk. Laporan
Tbk.
Tahunan
2014 Annual
2014 Report
Agenda
Attendance
& Analysis
Operational Review
Corporate Social
Responsibility
Agenda
Corporate Data
No
Day/Date
Place
3.
Wednesday,
2nd of April
2014
Gedung
DSN MUI
Discussion on the features of IMBT
Dr. Hasanudin. M.Ag.
4.
Tuesday,
15th of April
2014
MBD

composition based on Akad &
Product
2. Recommendation of IMBT
features

MPA., FIIS
5.
Thursday,
22nd of
May 2014
Plaza
Kuningan
Management on Alms Funds/ZIS

through ZIUS UUS BDI Unit

MPA., FIIS
6.
Thursday,
19th of June
2014
Plaza
Kuningan
1. Prof.Dr. HM Din Syamsuddin

2. Hasanudin. M.Ag.
MPA., FIIS
2. Update on Branch Transformation
7.
Tuesday,
Plaza
19th of
Kuningan
August 2014
8.
Thursday,
4th of
September
2014
Gedung MUI 1. Discussion on the terms on the

funding products brochures
2. Funding for housing loans with
Akad MMQ
3. Finance Restructuring of PT Citra
Sari Makmur (CSM)
4. Notary Partner of Syariah
Business Unit of Danamon
Dr. Hasanudin. M.Ag.
9.
Thursday,
25th of
September
2014
Plaza
Kuningan

composition based on Akad &
Product
2. Syariah Forward Agreement
3. Branch Transformation

MPA., FIIS
10.
Friday, 31st
of October
2014
Plaza
Kuningan
1. Update on the performance of

the Syariah Business Unit of
Danamon
2. IMBT financing, ITFC, Cross
Selling
1. Dr.Hasanudin, M.Ag
MPA., FIIS
11
Monday,
24th of
November
2014
Wisma
Nusantara
Lantai 29
Update on Branch Transformation
Prof.Dr.HM.Din Syamsuddin
12
Thursday,
27th of
November
2014
MBD Pkl
09.00 10.00 WIB
Update on Branch Transformation

2. Drs.Karnaen A Perwataatmadja
MPA, FIIS
13
Thursday,
27th of
November
MBD Pkl
11.00 13.00
1. Update on the performance of

the Syariah Business Unit of
Danamon
2. Update on problems in the
Syariah Business Unit of
Danamon
1. Prof.Dr. HM Din Syamsuddin

2. Hasanudin. M.Ag.
MPA., FIIS
1. ITFC (International Trade Finance

Corporation)
2. Update Branch Transformation
Attendance

MPA., FIIS
493
Highlights
Management Reports
Company Profile

Based on table above in 2014 Syariah
Supervisory Board held 13 (thirteen) meetings
with attendance as following table:
Name
Total
Attended
1. Prof. Dr. H.M. Din Syamsuddin
2. Drs H. Karnaen A.
Perwataatmadja,MPA, FIIS
10
3. Dr. Hasanudin, M.Ag
12
Accordingly, the number of Syariah

Supervisory Board Meetings held
during the year is in compliance
with the regulations. Decisions in the
Syariah Supervisory Board meetings
were made based on discussion and
consensus. The minutes meeting
are documented and circulated to
the Director of UUS Danamon and
members of the management for
implementation.
2. Review and evaluate the fulfillment
of the
Syariah principles and
perform periodic test (sampling)
on the activities related to funds
accumulation and channeling of
gathering together and channelling
funds.
In addition, review and
evaluate the Syariah contracts
related funding and its channeling,
operational policies and procedures
to ensure conformity between
the Syariah provisions and its
implementation in the field. In 2014,
494
PT Bank Danamon,
Danamon Indonesia,
Tbk. Laporan
Tbk.
Tahunan
2014 Annual
2014 Report
SSB has conducted sampling trials

by selecting a sample of funding and
financing customers as follows:
10 funding customers,
45 Co-operative employees
45 Commercial customers
10 BPRS customers
30
Solusi
Emas
Syariah
customers.
Of 140 customers above, SSB
selected 32 (thirty two) financing
customers
based
on
values
categorized as large, medium and
small. The details are as follows:
4 funding customers,
9 Co-operative employees and 5
commercial Customers
4 BPRS customers
10
Solusi
Emas
Syariah
customers;
3. During the year 2014, DPS has

performed coordination with Syariah
Assurance & Operations Division to
support its functionality as a DPS,
among others by publishing 11
(eleven) opinion of DPS, the details
are as follows:
& Analysis
Operational Review
No
Corporate Social
Responsibility
Corporate Data
Problems/Topics
Requests for opinions on the DPS over the fines and Compensation (Ta'widh) over the product Financing
IMBT iB
Requests for opinions on the DPS over the naming of the work Unit
Requests for opinions on the DPS over the savings products Can Qurban iB
Opinions on the code of conduct Additional DPS is specific to Syariah Business Unit Clerk (UUS)
Options
DPS Opinion on Financing Products IMBT After the FSA Notification Letter
Opinion DPS Payment Sharing Funds on Deposit Investment Daily
DPS Opinion on Technical Implementation Employee Cooperative Financing Take Over (Kopkar)
Application Opinion DPS on Products "Savings Can UMRAH iB" with Extra Features Guide Takaful
DPS Opinion on Customer Murabahah
10
Fatwa DPS UUS PT Bank Danamon Indonesia, Tbk on Portion Part Amil on ZIS Unit UUS Danamon and
Partner Institutions Zakat
11
Islamic Trade Finance Cooperation between UUS Danamon Syariah and ITFC (International Islamic
Trade Finance Corporation)
4. DPS report the results of its monitoring every six months to the Financial Services Authority
(OJK), copies to the DSN-MUI, the Board of Commissioners, Directors UUS Danamon,
Internal Audit and Compliance Division of the Bank.
5. In 2014 DPS participated in the following training/workshop for development and
maximizing their potentials as follows:
TRAINING/WORKSHOP
Ijtima Sanawi (Annual Meeting Syariah Supervisory Board All, 16-18 December 2014, Hotel Mercure Ancol, Jakarta
6. Provide advice and recommendations to the Director of the UUS Danamon in the regular
DPS monthly meetings or at various occasions on improvement initiatives, compliance
related to Syariah principles as well as on the development and growth of UUS Danamon.
The recommendations of DPS ensure activities of UUS Danamon is in accordance to the
set performance, comply with the prevailing regulation in particular aligned with Syariah
principles.
1.5. Syariah Supervisory Board Supervision
Results of the supervision of Syariah Supervisory Board (SSB) is reported to the Financial
Supervisory Authority (OJK) with copy to Compliance Divison, Internal Audit, Board of
Commissioners and Directors of Danamon as well as to the National Syariah Board-Indonesia
Ulama Council (DSN-MUI) through the SSB Supervisory Report covering two periods: January
to June 2014 and July to December 2014. The Supervisory Report consists of:
a) Financial report including development of branch network, products and human resources
during the supervision period.
b) Working paper of the supervision to the product development
c) Working paper of the supervision on the banking activities
d) SSB opinion issued during the supervisoion period
495
Highlights
Management Reports
Company Profile

In addition to supervising, SSB periodically also provide recommendation, suggestion and

advice to the Board of Directors of Danamon as well as management of the Islamic Business
Unit (UUS) in the form of opinions of SSB issued in meeting the needs of the management.
1.6. Guidelines and Code of Conduct of Shari Supervisory Board

As in 2013, in 2014 there was no update required on the Guidelines and Code of Conduct
formulated and issued on 11 November 2011. However, UUS Danamon continue to align
the Guidelines and Code of Conduct of the Syariah Supervisory Board with the prevailing
regulation should such new regulation are issued by Bank Indonesia, Financial Supervisory
Authority (OJK) as well as other related agencies.
1.7. Remuneration of the Syariah Supervisory Board
Remuneration and other facilities of the Syariah Supervisory Board of UUS Danamon is
proposed by the Banks Remuneration Committee and is approved in the General Meeting of
Shareholders of the Bank. Total remuneration and other faciliites during 2014 is as follows:
Total Remuneration and other
facilities
Total received in one year (Gross)

Number
1. Remuneration
2. Other facilities
Total renumeration*) per

person in one year
Rupiah
722,975,148
Health insurance program (include family)
Total members of Syariah Supervisory Board
Above 2 Billion Rupiah
Between 1 Billion to 2 Billlion Rupiah
Above 500 million to 1 Billion Rupiah
Below Rp 500 million
2. DIRECTOR OF SYARIAH BUSINESS UNIT

a) Director of UUS Danamon coordinate with staff of all levels in the organization in running UUS
Danamon, and implementing recommendation and input provided by DPS and input based
on DPS monitoring report.
b) Director of UUS Danamon coordinate with staff at all levels of the directorate and Parent Bank
in developing and improving business of UUS Danamon.
c) Director of UUS Danamon maintain soundness of Unit Usaha Syariah Danamon
d) Director of UUS Danamon coordinate with BI (Syariah Unit) and Financial Supervisory Agency
(FSA).
3. LIST OF LEGAL CONSULTANTS AND ADVISORS

496
In 2014, UUS Danamon hired 1 (one) legal consultant for a consultation on the cooperation
between UUS Danamon and Islamic Trade Finance Company (ITFC),namely:
PT Bank Danamon,
Danamon Indonesia,
Tbk. Laporan
Tbk.
Tahunan
2014 Annual
2014 Report
& Analysis
Operational Review
Corporate Social
Responsibility
Name of Consultant
Karimsyah Law Firm
Alamanda Tower, Level 27
Jalan TB Simatupang Kav. 23-24
Jakarta 12430, Republic of Indonesia
Tel: (+62-21) 2966-0001;
Fax: (+62-21) 2966-0007
E-mail: info@karimsyah.com;
Website: www.karimsyah.com
Corporate Data
Work Performed
Prepare documentation related to financing contract and
cooperation agreement with ITFC
4. INTERNAL FRAUD

In 2014 there were no Internal Fraud related cases in UUS Danamon. The Internal Fraud table is
as follows:
Total cases processed
Internal Fraud in 1 Year
Full time
Employee
Directors
2013
2014
2013
2014
Contract
Employees
2013
2014
Total internal fraud
Nil
Nil
Nil
Nil
Nil
Resolved
Nil
Nil
Nil
Nil
Nil
In process with internal UUS
Nil
Nil
Nil
Nil
Nil
Nil
Not yet in process
Nil
Nil
Nil
Nil
Nil
Nil
Follow up through legal process
Nil
Nil
Nil
Nil
Nil
5. LEGAL ISSUES
In 2014, there were no legal related issues in UUS Danamon. The table is follows:
Legal Issues
Total cases
Civil
Criminal
Closure (legally enforceable)
None
None
In process
None
None
Total
None
None
6. UUS DANAMON ACTIVITIES

6.1. Fund Channeling for Social Activities
Refering to the Law no 21 of 2008 regarding Syariah Banking, Section II on the Principles,
Objectives and Functions, the Bank also implement its social functions as outline in article
4 item 2 which stated that a Syariah Bank is Syariah Business Unit which carry out its social
function in the form Baitul Maal, collecting funds in the form zakat, sedekah, Infaq (alms) and
grant or other funding for social purposes distributed to organization managing zakat funds.
UUS Danamon channeled more funds in 2014 compare to 2013 wherein Rp620,472,950,was disbursed through 22 events.

In 2014, UUS Danamon channeled funds amounting Rp1,192,015,000,- through 61 events.

The following is a table of Channelling of UUS Danamon Qardhul Hasan funds in 2014:
497
Highlights
Management Reports
Company Profile

No
498
Date
Nominal
Purpose
2 January 2014
30,000,000
Repairing Masjid Nur Falah , DesaTanjung Sari, Jampang

Tengah - Jawa Barat
2 January 2014
51,000,000
Yayasan Danamon Peduli
3 January 2014
27 January 2014
25,000,000
Rumah Zakat-Program Siaga Banjir 2014
4 February 2014
15,000,000
DTA Miftahul Hikmah_ Construction of New Classes TA 2013
3 February 2014
18,000,000
Donation for Gunung Sinabung by Area Sumatera I
6 February 2014
50,000,000
Al-Azhar Peduli Umat Donation for Jakarta Flooding
28 February 2014
50,000,000
Al-Azhar Peduli Umat Donation for Mount Kelud Eruption
7 March 2014
11,800,000
House Renovation for Poor People
10
14 March 2014
10,000,000
Development Fund for PonPes Nurul Huda untuk yatim dan

dhuafa
11
2 April 2014
12
14 April 2014
30,000,000
Treatment sdr.Ahmad Fauzi-kemoterapi
13
15 April 2014
30,000,000
Compensation Grief -Djaja Tanjung Mas-biaya RS
14
23 April 2014
5,000,000
IB Working Group iB Syariah for yayasan MiftahurrabbaniBatam
15
9 May 2014
9,500,000
Mass circumcision underprivileged children ex.SMP VIII 83
16
20 May 2014
17
21 May 2014
23,175,000
18
26 May 2014
5,000,000
19
26 May 2014
22,000,000
Mass circumcision underprivileged children - by SES

Sumatera2 - Lampung
20
10 June 2014
30,000,000
Student Scholarship Univ.Padjajaran Fak.Peternakan
21
13 June 2014
50,000,000
Class Construction for Kelas IIQ School Ciputat
22
16 June 2014
23
26 June 2014
25,000,000
Musholla Renovation Al Bayan - Dewi Sartika
24
30 June 2014
38,000,000
Rohis MBD - Fundraising for Fisabilillah,dan Yayasan Yatim

Piatu Ihsan Gemilang & Yayasan Yatim Piatu Al Amanah.
25
2 July 2014
10,000,000
Development Fund Pondok Pesantren Ashhaburratib Al Madani
26
3 July 2014
27
10 July 2014
5,000,000
28
14 July 2014
20,000,000
29
22 July 2014
2,000,000
30
23 July 2014
10,000,000
31
23 July 2014
5,000,000
Scholarship for children Reciting Quran (Hafidz Quran)
32
10 July 2014
5,000,000
Scholarship for Yulian Azhari
33
23 July 2014
5,000,000
Fundraising for Panti Asuhan Anak dan Panti Jompo Siti

Syarifah
1,000,000
1,000,000
5,000,000
5,000,000
9,500,000
PT Bank Danamon,
Danamon Indonesia,
Tbk. Laporan
Tbk.
Tahunan
2014 Annual
2014 Report
Jami Al Hidayah Mosque
KJKS BMT free medimines & Primary Goods (Sembako)

Distribution
Establishment of Rumah Hadits Madrasah Al Fajr/RUHAMA

oleh APU
School Equipments for child orphaned TA.2014-2015 oleh
A.Chairul Syah-OB Ciracas
Establishment of Gedung Serbaguna and Musholla di
Sutenjaya oleh Unika Parahyangan
Fund for Memorial Day Elderly - BPRS Bhaktimakmur Indah
Fundraising for Ramadhan activities (santunan yatim dan

dhuafa) oleh Yayasan Daruttaqwa SDIT Harapan Umat
Educational Students Help - Yayasan Al-Kahfi
Mosque Donation for Reconstruction Masjid Nurfalah Desa
TG.Sari Jampang Tengah-Sukabumi
Social Maternity Fund to Panti Asuhan YAPENNATIM
Development of Indonesias Hospital
& Analysis
No
Operational Review
Corporate Social
Responsibility
Corporate Data
Date
Nominal
34
23 July 2014
3,000,000
35
23 July 2014
5,000,000
Social Activities Peduli Yatim - Yayasan Indonesia Cerdas

Bermanfaat
36
24 July 2014
3,000,000
Ramadhan Activities for yatim piatu dan dhuafa - Yayasan

Cahaya Alam
37
12 August 2014
10,000,000
Renovation of Musholla Al Hikmah, Kompleks Danamon

Jatiasih-Bekasi
38
12 August 2014
3,000,000
Panti asuhan yatim piatu An Nimah
39
18 August 2014
3,000,000
Operational Donation for Yayasan Yatim Piatu Daarul Anshor

Kamil
40
18 August 2014
5,000,000
Yayasan Yatim dan Dhuafa Bait Al Quran, Jombang Tangerang
41
22 August 2014
50,000,000
Mosque Renovation Jami Al Hidayah, Ciracas - Jaktim
42
23 September 2014
5,000,000
Free Schooling for Penghafal Quran-Pondok Pesantren

Sulaimaniyah
43
23 September 2014
44
23 September 2014
45
2 October 2014
46
26 September 2014
47
8 October 2014
48
9 October 2014
3,000,000
49
8 October 2014
30,000,000
50
17 October 2014
9,000,000
Schoolarship STIKES Muhammadiyah Kudus
51
23 October 2014
10,000,000
TPQ Nurul Huda - Komplek Danamon Jatiasih
52
23 October 2014
10,000,000
Mosque Renovation Al-Ikrom , Bogor
53
27 October 2014
5,140,000
54
6 November 2014
55
19 November 2014
56
1 December 2014
57
23 December 2014
3,000,000
Yayasan Al Kahfi, Bekasi Selatan
58
23 December 2014
2,000,000
Treatment medicine for Lanangs mother
59
23 December 2014
10,000,000
Total
31,800,000
34,100,000
5,000,000
50,000,000
20,000,000
30,000,000
5,000,000
25,000,000
Purpose
Scholarship for poor children and reciting Quran -Lembaga
Tahfidz Sulaimaniyah
Distribution of Animal Sacrifice - Rumah Zakat

Distribution of Animal Sacrifice -Al Azhar Peduli Umat
Fundrasing for Anak Yatim dan Fakir Miskin - Yayasan Yatim
Piatu Al Fajar
Fundraising-Yayasan Rumah Zakat
Musholla Nurul Falah Construction - MI Islamiyah Sidayu
Operational Fund for Taman Pendidikan Al-Quran Qalbun
Salim - Yayasan Komunitas Rumah Alif
Schoolarship for Gerakan Satu Juta Al Quran- GRES
Badan Eksekutif Mahasiswa Fakultas Peternakan Unpad

Treatment Medicine for sdr.Baried Dayyan
Mass circumcision by Masjid Jami Al Ihsan, Komp.Sandang
Klender Jatim
Development of Pondok Pesantren Yatim & Dhuafa by Yayasan
Babul Jannah Al-Mukarromah
Mosque Renovation Riyadhul Mubtadiin, Bogor.
1,192,015,000
499
Highlights
Management Reports
Company Profile

6.2. UUS Danamon Achievements
UUS Danamon Achievements
The following recognitions received by UUS Danamon in 2014:
1st place Best ATM with a score of 100 from Infobank Magazine and MRI in Bank Service
Excellence Survey Monitor (BSEM) 2013/2014;
Ranked First as the Best ATM for Islamic Business Unit with a score 100.00 from Infobank
magazine;
The 3rd-ranked Best Phone Handling for Islamic Business Unit with a score 68.85 from
Infobank Magazine;
500
PT Bank Danamon,
Danamon Indonesia,
Tbk. Laporan
Tbk.
Tahunan
2014 Annual
2014 Report
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
7. NON-HALAL INCOME AND ITS USAGE

There was no Non-Halal Income of UUS Danamon in 2014
8. SELF-ASSESSMENT OF UUS DANAMON IN 2014

No.
Rank
(a)
Factor
Implementation
of Duties and
Responsibilities
of UUS Director
Value
(b)
Score
(a)x(b)
Status
Note
35 %
0.70
Good
- The Director of UUS Danamon passed

the BIs fit & proper test, has no conflict
of interest and his appointment has been
reported to BI.
- The Director of UUS Danamon is
responsible for managing UUS Danamon,
following up the SSBs recomendations
and providing data for SSBs monitoring
purpose.
The
1
Implementations
of duties and
Responsibilities
of Syariah
Supervisory
Board (SSB).
20%
0.20
Very
Good
- Syariah Supervisory Board (SSB) has

three members who each possesses
good integrity, competence and sufficient
financial reputation, are appointed trough
the General Meeting of Shareholders
based on recommendation of Nominated
& Remuneration Committee as well as
National Syariah Board - Indonesian
Council of Ulama (MUI). Appointment
period shall not exceed of BoD/BoC.
- SSB has ensured and reviewed the
fulfillment of syariah principles in UUS
Danamon products and operations and
has submitted supervisory report in
accordance with BI regulation
- SSB has completed its regular meetings
in 2014 (13 times in 2014). The meeting
decisions were based on amicability,
and have been properly documented
and reported to UUS management to be
followed up
- The concurrent positions as SSB in other
Syariah financial institutions and its
remunerations have been reported in
Syariah GCG Implementation Reports.
SSB member is not a consultant in other
BUS/UUS. SSB member do not take
personal gains from UUS Danamon
The
implementation
of Syariah
principles
in funding,
financing
and service
providing
activities
10%
0.20
Good
- Any product to be issued by UUS

Danamon is reviewed by Syariah
Assurance & Operations Division and
Compliance Division and SSB will ensure
syariah compliance with fatwa issued by
DSN
- UUS Danamon strives to ensure that the
implementation of its funding & financing
and services are in accordance with
DSN-MUI Fatwa and BI/OJK regulation,
among others by conducting periodic
review on product policies and by
performing internal audit process.
501
Highlights
Management Reports
Company Profile

No.
Rank
(a)
Factor
Score
(a)x(b)
Status
Note
Financing to
core customers
and funding
from core
customers
10%
0.20
Good
- UUS Danamon has applied prudence

in delivering the provisions of funds,
especially to core customer and
consistently adheres to BI regulations/
OJK.
- Did not provide special treatment/
privileges to the core funding and
financing customer. Treatments to core
customers are in accordance with
standard policy and procedure in UUS
- Product Program of financing in UUS has
been reviewed annually
- List of core funding and financing
customer have been submitted to BI
regularly in accordance with BI regulation
Transparency of 1
UUS condition,
Good
Corporate
Governance
(GCG)
Implementation
Report and
Internal Report
25%
0.25
Very
Good
- UUS Danamon has published its quarterly

Financial Statement Report in national
media/newspaper as per BI regulation
- UUS Danamon has submitted its objective,
strategy and development policy in
the RBB (banks business plan). UUS
Danamon has also presented information
of syariah business development in RBB
(Business Plan) Realization Report and
Annual Report
- UUS Danamon has conducted GCG self
assessment, prepared GCG Report.
- UUS Danamon has good internal
reporting and is capable of presenting
data/information both from core and
supporting system.
- Reporting system is supported by well
trained and experienced human resources
and qualified IT security system in
accordance with IT security Danamon
procedure.
Composite
Score
100.%
1.55
Good
Ranking: Good/Very Good
502
Value
(b)
PT Bank Danamon,
Danamon Indonesia,
Tbk. Laporan
Tbk.
Tahunan
2014 Annual
2014 Report
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
GENERAL CONCLUSION:
Based on the result of UUS Danamon GCG self-assessment of 2014, a composite score of 1,55 has
achieved Good standard.
In 2014 the implementation of GCG in the UUS Danamon has been carried out by meeting the GCG
Principles in general, applying the Syariah principles with underlying principles of transparency,
accountability, responsibility, independency and fairness.
Some important strength in implementing GCG in 2014, amongs others are :
1. Full support and ensuring a good synergy between the Board of Directors, the Syariah Supervisory
Board, Executive Officers and all employees of UUS Danamon;
2. Complying with prevailing regulations to conduct all activities in the UUS Danamon;
3. Transparency in reporting of financial conditions, and other external reporting;
4. Performing strickly control function for all activity in the UUS Danamon;
5. Implementing prudent and independence principles in any financing facility provided by UUS
Danamon.
However, UUS Danamon will conduct improvements in developing a better quality Human
Resources, providing more effective Information Technology Systems Management, and optimizing
process and procedures, and all potential UUS Danamon networking.
In the years to come implementing GCG will perform improvement continuously, and this is a
commitment of the entire management and employees in order to meet their performance in line
with the target set for UUS Danamon and be beneficial to all stakeholders.
Syariah Division
PT Bank Danamon Indonesia Tbk
Herry Hykmanto
Director of Syariah
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Pasar Malam
Budi Santoso Ignatius-Consumer Risk Management, Jakarta
504
PT Bank Danamon, Tbk. 2014 Annual Report
Management Reports
Company Profile
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Corporate
Social
Responsibility
505
Highlights
Pasar Cigasong Sindangkasih Majalengka
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Operational Review
Danamon and its subsidiaries have been

conducting Corporate Social Responsibility
(CSR) through the following strategy:
Well-planned program that is based
on research and intensive and regular
consultation with stakeholders
Regular Monitoring and Evaluation for
measurable impact and accountability
reporting.
This commitment reaffirmed that the
implementation of CSR by Danamon is
not merely a social investment but also a
mandatory that is conducted in pragmatic
approach to empower community, which can
eventually contribute to business of the Bank
and its subsidiaries.
As corporate citizen, Danamon realizes that
CSR requires a strong commitment and
focused program, to ensure wider impacts
and sustainability. Through strategic decision
a special entity was established, mandated
to implement Corporate Social Responsibility
(CSR) programs, i.e., with the establishment of
Yayasan Danamon Peduli (Danamon Peduli) in
2006.
With a clear distinction role, CSR program
which used to be conducted peripheral and
individually by Danamon and its subsidiaries,
now has become priority and is under the
oversight of Danamon Peduli. This reflects a
commitment of Danamon with its subsidiaries
to actively play a significant role in development
of community social economy, environmental
protection as well as cultural preservation in
Indonesia and at global scale.
Corporate Social
Responsibility
Corporate Data
In implementing CSR program, Danamon

Peduli positions itself to play a strategic role
as development partner, a catalyst, as well
as knowledge hub for stakeholders who
have similar concerns to achieve sustainable
development objective. Therefore, Danamon
Peduli always tries to engage stakeholders
to actively participate in each CSR program
so that the development program objectives
can be achieved, brings positive impacts and
sustainable.
YAYASAN DANAMON PEDULI

(DANAMON PEDULI)
With a mission To be a trusted development
partner that brings sustainable positive
changes and to improve community life,
through alignment and make use of available
resources, Danamon Peduli is commited to
implement CSR program that brings positive
and concrete changes for an improved quality
of life, environmental and cultural preservation
in a sustainable way.
Danamon Peduli was officialy established by
PT Bank Danamon Indonesia Tbk., and PT Adira
Dinamika Multifinace Tbk., on February 17,
2006. All programs aim to support sustainable
development which has direct advantages for
the community, through the engagement of
volunteers from the family of Danamon. The
objectives of Danamon Pedulis programs
are to support sustainable development that
directly benefits people, through volunteerism
from Danamon family. In so doing, Danamon
Peduli has been very consistent to play a
role as development partner, catalyst, and
knowledge hub with innovative programs that
aims to contribute to government development
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priority and works in harmony with government

program. Henceforth, program can be scaled
up and developed further for sustainability.
Danamon Peduli translated the vision of CSR
through the following programs:
1. Program PASAR SEJAHTERA (Welfare
Market), pilot a model of supporting
scheme that focuses on peoples market
revitalization in Indonesia, physical and non
physical improvement.
2. Regional Icon Preservation Program,
with the goal to support environmental
and cultural preservation through local
community empowerment.
3. Environmental Support Program, covers
activities on environmental preservation,
such as waste management to be recyled,
education for environmental preservation,
and support of environmental facilities (such
as waste bin, bio digester, tree planting,
biopore hole development, clean water
catchment, and sanitation).
4. Rapid Disaster Response Program, in
partnership with Danamon and Adira
employees and volunteers, Danamon Peduli
tries to be the first to provide immediate
assistance to the community experience
disaster, as well as education activities to
employees and volunteer to assist victims
of disaster and mitigate the impacts.
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Furthemore, as a knowledge hub, Danamon

Peduli facilitates series of activities that are
linked with program, such as public discussions
on traditional/peoples market issues with
resource persons, who are experts in selected
topics and themes. Danamon Peduli also
actively engages in many occasions to share
experience and open for a partnership.
Danamon Peduli carefully designs and plans
community development programs. In its
implementation, to measure the success
and impacts of its program, Danamon
Peduli conducts regular and comprehensive
monitoring and evaluation together with
partners. Monitoring and evaluation are
conducted with two approaches, qualitative
and quantitative.
Qualitative Approach
Danamon Peduli understands that it takes
stages in order to achieve objectives; and
concrete target can only be achieved gradually.
Therefore, target should be translated in a way
that considers the level of organizational capacity
to socialize the program, build consensus,
and other approaches, which accommodate
the aspiration of the stakeholders; and the
capacity of the organization to adapt itself
to the environment, to be able continuously
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
grow and develop. As such, CSR programs

are implemented based on good capacity,
which are to be empowered to achieve the
target. Each activity is conducted through
intensive consultation and discussion as well
as consultation process with stakeholders to
ensure that the planning of CSR program are
well targeted and deliver benefits.
sustainability of the Bank and its subsidiaries.

Corporate social responsibility has been
integrated into business strategy, and expected
to bring positive perception and to business
continuity in alignment with global trend on
corporate social responsibility and banking
good governance (Guidelines of Indonesia
Banking Good Corporate Governance 2012).
Quantitative Approach
The quantitative approach of the performance
of CSR program conducted are done through:
a) Baseline survey is conducted to measure
base indicator of program target, before
CSR program implementation is executed.
b) Rapid Assessment is conducted to measure
program impacts as a result of program
implementation, and serves as data
information to map and analyze challenges
and opportunities.
c) Program budget burn rate is used to
measure the effectiveness and efficiency of
the program to achieve the target.
d) Volunteers and stakeholders engagement
beyond Danamon Peduli employees, as
evidence of commitment on engagement
and partnership.
e) Calculation of carbon footprint to measure
the impacts of reduced carbon emision
from CSR program and the commitment to
environment.
All activities and projection of annual budget for

CSR programs are comprehensively formulated
at the end of the year by Danamon Peduli, and
submitted for Banks approval based on needs
assessment of the program. This proposal of
CSR Program and Annual Budget reflects the
commitment of Danamon and its subsidiaries
to support and to ensure that CSR programs
are implemented effectively, and brings optimal
benefits.
GOOD GOVERNANCE
CSR Budget Allocation
Each CSR program has been through a
well-planning process, to be conducted
effectively, to be evaluated and reported
regularly for accountability. The CSR programs
implemented in integrated fashion also reflects
corporates instrument of social investment to
strenghten main activities, and for the business
Annual budget allocation for CSR programs

is not only to meet the compliance of
government regulation in allocating some
precentage of corporate profit, but it is also
based on community needs and priorities of
development program, as well as program
development objective, which Danamon would
like to achieve.
In addition, Danamon Peduli partners, local
government in program locations especially,
provides their shares to the program. Danamon
Peduli believes that development program will
only be effective and brings bigger impact if
it is implemented through participation and
partnership with concerned parties. Therefore,
Danamon Peduli promotes a strong sinergy in
the program planning and implementation with
various parties, in terms of resources, which
includes local government as the main actor in
local development. Aside from allocated annual
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Pasar Baru, Probolinggo East Java
buget from the Bank, Danamon Peduli also

receives funds from subsidiaries and business
unit. In 2014 Danamon Peduli raised funds from
Danamon employees and its subsidiaries, who
have concerns on the development issues,
especially in Rapid Disaster Assistance.
INSTITUTIONAL ACCOUNTABILITY
The organizational structure of Danamon
Peduli reflects a good governance and strong
accountability with Board of Trustees, Board
of Supervisors, and Board of Management.
The Head of Board of Management, who
also serves as the Director of Executive of
the Foundation, and Board of Management
conducts regular monthly meeting with the
Board of Supervisors to report the progress
of program implementation and the realization
of budget absorption. At the end of the year,
the Board of Management report to the Board
of Trustees on the program implementation.
As part of accountability and transparancy
to the public and all stakeholders, Danamon
Peduli produces audited Financial Report on
regular basis by independent Auditor, and it is
published in one national media.
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Pasar Ibuh, Payakumbuh West Sumatera
GOVERNANCE STRUCTURE
& DANAMON PEDULI TEAM
COMPOSITION 2014
Policy, Concept, and The Operational
Framework
In CSR program policy, Danamon Peduli tries
to build strategic partnership, with attention to
local resources. Therefore, Danamon Peduli
builds partnership with central government,
local government, and local community, as
well as others who have similar interests. In this
scheme, CSR program will be stronger as it is
implemented by various partners.
In 2014 Danamon Peduli focused its program
on building capacity of stakeholders for
sustainable development. The capacity building
of partners aims to increase the capacity and
performance of individuals, organizations,
and community in Danamon Peduli program
locations to enable them to work effectively and
efficiently. By optimtimizing partners capacity
of partners, together central government, local
government, civil society organizations, and
private sector, it will accelerate the synergy
in social investment to achieve to the shared
goal: improved lives of the community, in
a healthy environment and strong local
wisdom and culture. Strong capacity within
robust partnership will facilitate better to the
achievement of common objectives.
& Analysis
Operational Review
Institutional Capacity Building

Institutional strengthening capacity includes
the following activities: management training,
market training, seminar, comparative study,
presentation of product/merchandise display
training, and many other activities. The
target of institutional strengthening are the
stakeholders, that includes Work Unit at the
Local Government overseeing the markets,
market management officers, traders/Traders
Association, market community, and other
related organization, within the community
scheme (Waste Bank, Community Radio, Wall
Bulletin, and Cooperatives).
THE IMPLEMENTATION OF CORPORATE
SOCIAL RESPONSIBILITY
The activities of Danamon CSR that are
implemented by Danamon Peduli as social
investment consist of two categories:
External, which consists of:
Welfare Market
Regional Icon Preservation
Environment Support
Disaster Rapid Assistance
Internal, which consists of:
Workforce and Work Safety, Health, and
Environment
Consumers Responsibility.
SOCIAL
AND
DEVELOPMENT
COMMUNITY
Social and community development in

Indonesia needs special attention, as well
as concrete assistance from government,
private sector, and community participation.
Entering its eighth year, social and community
development is still the main focus of CSR
program. To optimize the results of the program
and to be cost efficient, Danamon Peduli
Corporate Social
Responsibility
Corporate Data
designs social and community program in

integrated manners, so it brings more benefits
and impactful.
1. Welfare Market (Healthy, Green, Clean,
Organized)
For hundred years traditional wet market has
been the backbone of the Indonesian economy,
especialy as source of employment and local
revenues. Data from the Trade Ministry, there
were approximetely 9,500 peoples market
operated in 2012 throughout the country, which
supplied about 60% of peoples basic needs,
and has been the livelihood of more than 30
million traders. Considering the vital role of
the peoples market, Danamon took the role
to support peoples economy growth through
Market Revitalization Program.
Since 2006 Danamon Peduli has actively taken
part in the traditional market revitalization,
which focused on the improvement of
physical condition and environmental health.
In 2010, Danamon Peduli has strengthened
its commitment with the launching Pasar
Sejahtera (PSJ), which was as a consolidation
from previous market-based program and
activities. As the name indicates, SEJAHTERA
means Sehat (Healthy) hiJAu (Green), bersiH
(Clean), and TERAwat (well maintained),
thence, the focus of the program is on the
market environmental health, eco-ness,
hygiene and well maintenance. With that,
the objectives of the program are not only to
revitalize the physical condition of the wet units
of the market, but also to increase awareness
and promote behaviour changes amongst the
traders.
For Danamon Peduli, government support
is one of the important aspects to ensure
the sustainability of market revitalization
program. Therefore, Danamon Peduli engages
participation and commitment from government
as policymaker, both at the national and
regional level.
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At the national level, Danamon Peduli is
among others, in partnership with Ministry
of Trade, Ministry of Health, and Ministry of
Public Work. The focus of the partnership at
the central level focuses on raising support
and program coordination through information
dissemination and program scaled up. At the
local level, Danamon Peduli directly engages
the governments, i.e., Head of the City/District
and institutions/offices that has oversight
and management of the market to draw jointplanning and budgeting.
Every year, government allocated resources
to revitalize the traditional market. However,
considering the large number of traditional
market, it needs more than national support to
accelarate market revitalization program.
Government supports to traditional market
are reflected in the budget for market
physical rehabilitation in medium term
development plan 2015-2019, which targets
3,000 markets throughout Indonesia. The
target is not commensurate with the number
of traditional market needed improvement
(with assumption there are 10,000 traditional
markets in Indonesia). Given the large number
of the markets, therefore, the support of
private sector, community group, and other
related institutions, is necessary. The existence
of traditional market can promote peoples
economy, strengthen local economy, increase
supply chain, and supply basic needs as well as
serves as a public social space. To complement
the government efforts, Danamon Peduli offers
a program in a more comprehensive approach,
beyond physical improvement, but more on
non-physical enhancement.
Objectives
The revitalization of traditional market launched
in 2010 has the objectives, as follows:
Increase and improve environmental
health of the market according to national
standard.
Develop a pilot model of market revitalization
project as a non government support, which
can be replicated, hence can accelerate the
market revitalization program throughout
the country.
Target
The PSJ program addresses two components
of the market, i.e.,: (i) physical revitalization of
the market, and (ii) awareness and behavioural
changes of market traders and other actors
involved in the market activities. The PSJ
program is designed in such a way that can be
sustained.
PSJ program established in 2010 has three
main activities:
1. Physical renovation of the demo unit, which
refers to the standard of Ministry of Health
Regulation of Kepmenkes No. 519/2008.
2. Integrated planing and budgeting through
cross-sectoral meeting of relevant offices
(Dinas/Badan) that have duties and function
in the market management.
Activity in Pasar Bunder Community Radio,

Sragen-Central Java
512
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Operational Review
3. Market monitoring and facilitation of

integrated planning mechanism, such
as the establishment of Market Working
Group, education to market community/
Behavior Change Campaign (BCC).
Awareness building includes campaign on
hygienic lifestyles, training on writing and
management of Bulletin Board, training
on market community management
(community radio), and aspirations mapping
of the stakeholders through Focus Group
Discussion. Printed media such as banner
and Gotong Royong (mutual collaboration),
are conducted in a routine basis to
disseminate information and socialization of
hygienic way of life.
From year 2010 PSJ program has been growing
in 9 locations as pilot project and two new PSJ
traditional markets joined in 2014:
Pasar Ibuh, Payakumbuh Municipality
Pasar Grogolan, Pekalongan Municipality
Pasar Bunder Sragen District, Central Java
Pasar Baru Probolinggo Municipality, East
Java
Pasar Semampir Probolinggo District, East
Java (already handed over to Probolinggo
District Government)
Pasar Sindangkasih Majalengka District,
West Java
Pasar Kemuning Pontianak Municipality
Pasar Tejo Agung, Metro Municipality,
Lampung
Pasar Lamboccaa, Bantaeng District, South
Sulawesi.
Under PSJ program, various innovative
schemes that have been established in natural
way, directly and indirectly encourages and
support the efforts of behavior changes within
the market community.
Corporate Social
Responsibility
Corporate Data
Danamon Peduli facilitates activities for

market community, such as community mutual
collaboration activity or Gotong Royong
and group discussion that are conducted
periodically. From the group discussions usually
the traders identify the problems faced in the
market and together they try to find solution.
The group discussion has generated various
partnership schemes, such as waste bank,
bulletin board, community radio, community
mutual collaboration, and the establishment of
cooperatives. Through the group discussion,
they also identify appropriate training needs
to increase their capacity. In order to have
positive domino effects of the development and
sustainability of market revitalization program,
Danamon Peduli actively encourages market
cadres/training participants to engage others
to involve in PSJ program.
The capacity building for community in Pasar
Sejahtera in 2014 has involved 133 persons,
training materials include work study tour, basic
management for waste bank, community radio,
and traders association and Health Working
Unit (UKK). At the end of 2014, Danamon Peduli
has conducted strengthening community for
more than 2,000 market community members,
consist of traders, and other stakeholders
of traditional market. It is expected that the
training can generate more market community
organizers, as the engine of PSJ in each market
or in the area where they live.
The market community mutual collaboration is
market clean up activity organized by market
cadres, community, and market management,
as well as Cleaning and Park office in order
to induce sense of ownership and collective
responsibility on market cleanliness.
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In 2014 from 6 PSJ (in Payakumbuh, Sragen,
Pekalongan, Probolinggo, Majalengka, and
Pontianak), the market community mutual
collaboration has involved 865 persons,
whereas the cleanliness competition involved
160 traders. It is expected that in the future this
activity can be conducted regularly in markets.
Henceforth, it can bring back the function of
market as public space that brings benefits to
the traders and consumers.
In Probolinggo, a Market Working Group has
been officially established, with formal issuance
of Surat Keputusan Walikota Probolinggo, with
Mayor and Deputy Mayor as persons in charge.
Whereas in Pasar Bunder in Sragen and Pasar
Grogolan, establishment of Market Working
Group is still in process. Market Working Group
is a special unit, which consists of offices of
cross-sectors overseeing the market, hence
can be more focused on market development.
The establishment of Pokja Pasar is one of the
exit strategies of Danamon Peduli, before the
market are transfered to local government.
In 2014, stakeholders hold 34 meetings,
participated by 10 to 30 participants in each
discussion. Discussion in market communities
serves as a media to share information on
program, achievement, new ideas, and
challenges faced as well as to find solutions.
Awareness Program for Market Community
2014
To identify the location for new PSJ program
implementation, a rapid assessment was
conducted throughout selected region of
Danamon or Adira. In 2014 assessment was
conducted in 9 traditional markets in Lampung,
20 traditional markets in Bali, and 9 traditional
markets in South Sulawesi. Based on the
514
findings, 2 locations were identidied as new

locations for PSJ program:
1. Pasar Tejoagung, Kota Metro, Lampung.
Located about 60 km from the capital city
of Lampung Province.
2. Pasar Lambocca, Bantaeng District, South
Sulawesi. Located about 123 km from the
capital city of South Sulawesi Province.
These two markets are in the process of
renovation to become a model of Pasar
Sejahtera, which refers to the Ministry of
Health standard Kepmenkes No. 519/2008,
Guidelines of Healthy Market. Overall, there
are 9 traditional markets that are included in
As part of non-physical supports to traditional
market, Danamon Peduli starting to include
campaign aspect with community participation.
In partnership with Kompasiana, Danamon
Peduli has conducted Blog Writing Contest
with title: The Beautiful Colour of Traditional
Market.
The Blog Writing Constest exposes the
interesting story of each market which unique,
to reveal the diversity of traditional market
cross the country to attract new perception of
the community who have already had negative
image of traditional market: dirty, vile and
untidy.
The writing contest resulted in 161 of unique
stories about traditional markets in Indonesia.
The winners and title story as follows:
& Analysis
Rank
Operational Review
Title
Corporate Social
Responsibility
Corporate Data
Market Name
Revitalization Onan Rabu in waiting
Ideas for Traditional Market in Malang: the Potentials Pasar Comboran

and Opportunities
Wandering the Oldest Market in Jogya
Waste Bank is a self managed scheme that

involves market traders in the establishment
and management of markets non organic
waste. The facilitation of this Waste Bank
establishment is aimed at changed in behavior
and habit of sorting (disposal) waste amongst
traders. This activity contributes to the reduced
waste to be disposed and managed by the
government, and at the same time it becomes
as a source of income for bank customers. This
scheme introducted for the first time in Pasar
Baru, kota Probolinggo in 2012.
The data shows that traditional market is one
of the highest waste contributors in Indonesia.
If waste is managed properly, market will be
healthier, cleaner environment, and in turn,
can attract more customers to visit traditional
market. The changes in healthier and cleaner
environment of marketplace are part of the
efforts to manage traditional market in a
modern way. Organic waste can be converted
into compost, which is very useful to repair soil
condition, whereas the non organic waste can
be reused for creative recyled products.
Pasar Onan Rabu
Pasar Legi
Location
Pulau Samosir,
North Sumatera
Malang
Kotagede, Jogjakarta
Pekalongan was also formed. From 9 Sejahtera

Markets, there are 4 locations that already have
Waste Bank. Bank customers can deposit non
organic waste (bottle, can, paper, newspaper,
magazine, etc.). All the accordingly. This type
of community scheme is effective to reduce
waste, which was previously scattered around
the market.
Furthermore, to promote hygienic habit in Pasar
Sejahtera, annual Cleanliness Competition
for Market Stalls is implemented, which is
conducted. Prizes and appreciation tokens
are given to those who manage to maintain
cleanliness in their stalls.
In October 2014, Bank Sampah Anak Nagari

Peduli (BASANDI) was established in Pasar
Ibuh Payakumbuh. This was based on the result
market community focus group discussion.
Similarly, Sampah Sejahtera in Pasar Grogolan,
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Pasar Ibuh, Kota Payakumbuh
2010
2011
Sink construction
Information
boards
construction
Procurement of
trash
Painting horse
paung
Installation of
exhaust pipe
Installation of roof
canopy
Casting courtyard
pavement
Installation of
guttering
Cleaning location
vegetable block II
Construction a
table in the block
vegetables II
Procurement
of 3-wheeled
motorcycle
Procurement
of speakers
radioland
Nameplate
prosperous
market
Nameplate zone
2012
Normalization
waterways
Improved health
posts
Procurement bins
10 units
Construction
of hand wash
facilities 4 units
2013
2014
Procurement of 34 Improved
units wheeled bin
drainage block
Preparation of 6
vegetables II
units washhand of Rejuvenation
the sink
radio land
Construction
waste bank office
Pasar Grogolan, Kota Pekalongan

2010
New stall
construction
Sanitation
construction
Lighting
construction
516
2011
Paving and
garden in the
market
Rehabilitation of
MCK
Sink construction
Painting blocks
south
Purchase of trash
Procurement
nameplate pilot
unit
Procurement
board zones
2012
Construction of
health posts
Procurement of
trash bin
2013
Improved
drainage
Procurement of
sink
2014
Repair the roof in
the middle of the
market
Construction
waste bank
Development
radioland
& Analysis
Operational Review
Corporate Social
Responsibility
Pasar Kemuning, Pontianak
Corporate Data
Pasar Grogolan, Pekalongan
Pasar Bunder, Sragen

2010
Renovation stall
traders know
Painting los
Improved
sanitation
Procurement of
trash
Procurement
wheelie bin
2011
Sink construction
Procurement of
trash
Procurement
tricycle
Addition means
radioland
Procurement
nameplate los
pilot
Procurement
nameplate zone
2012
Improvement
hydrant
Procurement
dustbin
Renovation los
bandeng
2013
2014
Procurement
separate trash
can
Procurement
porters trolley
Procurement Unit
Pilot uniform,
Society and pelvic
services
Pasar Baru, Kota Probolinggo

2010
Construction of
the middle block
roof
Procurement of
hanging trash bin
Procurement of
sink
2011
Waterways
normalization
Procurement
nameplate pilot
unit
Procurement
board zones
2012
Improved fish
merchant stall
Making
nameplate pilot
unit
Making the zone
board 10 points
2013
2014
Installation of
water for fish stall
Repair and roof
lighting
Procurement of
motor carts
Repair radioland
Provision
of facilities
radioland
Provision of
facilities UKK
Pasar Sindangkasih, Majalengka

2012
Revitalization Phase I
(chamfer awnings)
2013
2014
Revitalization Phase II (roof, floor and table, sink, stall
painting, electrical installation and repair block culinary)

Procurement of separated waste bin
Procurement of motor trash
517
Highlights
Management Reports
Company Profile

Pasar Kemuning, Kota Pontianak
2012
Preparation of a fish
merchant stall phase
2013
Preparation of a fish merchant stall phase II
Changes the stall from the traders at the front part
2 units sinks
Trash bin
Procurement sound system
Market greening
2014
Improved
fish stall
floor
Procurement
of Safety
Enterprises
(UKK)
Pasar Tejoagung, Kota Metro

2014
Improved table fish traders
Improved drainage
Pasar Lambocca, Kab. Bantaeng

2014
Improved table fish from the traders
Making the WWTP (Waste Water Treatment Plant)
Drains
Bank Sampah Anak Nagari Peduli (Basandi)

Started to operate in October 2014, Bank
Sampah Anak Nagari Peduli (Basandi) is the
first partnership in Pasar Ibuh which engaged
traders, City Government, and community
outside the market who are concerned about
traditional market. To strengthen the capacity
of waste bank managers, Danamon Peduli
facilitated various activities, i.e., study tour
prior the establishment of the waste bank,
which involved 32 participants and training on
management of waste bank, which involved 20
participants.
518
From December 2014 the Waste Bank already

has 24 customers, with the collected waste,
as follows: 632 kg carton, 8.5 kg cans, 51.3 kg
glass bottle, and 3 kg plastic bottle.
Pasar Payakumbuh is the biggest traditional
market in Indonesia, within an area of 6 hectare,
800 vegetable peddlers who need supply from
the market, 1500 settled traders, with money
circulation up to Rp. 2.5 billions within 2 hours
(from 6 AM to 8 AM).
& Analysis
Operational Review
Organic Waste Integrated Management

Organic waste can be processed into compost,
which is useful not only for soil fertility, but also
has economic value in the sense that the waste
to be dumped to the landfill is reduced. Data
indicates that organic waste which is converted
to compost can reduce organic waste around
30%. Therefore, the large amount of organic
waste in the market is advantageous.
Danamon Peduli has initiated the compost
converting scheme in 31 locations since 2008.
Under Pasar Sejahtera program, this scheme
is part of the efforts to develop green and
healthy market with broader involvement of
market stakeholders. Traders and the market
managers collectively try to reduce the waste
pile within the market area and final dumping
site with waste recyling methods.
Danamon Peduli has allocated budget to
support activities in Reduce, Reuse, Recycle
(3R), provided facilities in Integrated Waste
Management (TPST) Rawasari, Jakarta,
covered the physical building improvement
for waste management, tools for research
and training operation, and equipment for
tools management. It is expected that the
assistance will make the location of waste
management perform better and lead into new
function, waste research center, to cover the
legal, institutional, funding, social culture and
technology aspects. For the time being TPST
3 R Rawasari Jakarta manages 3-4 tons of
waste per day and produces compost of 200400 kg daily. In 2014 the target were training
for waste management to 300 people, training
non organic waste management based on 3
R (reduce, recycle, reuse) from July to August
2014.
Corporate Social
Responsibility
Corporate Data
Community Radio
Community radio in a non frequency radio
which is self-managed by the traders. Through
training from Dinas Komunikasi dan Informasi
(Division of Communication and Information),
the traders learned how to manage community
radio, including how to be a radio host. The
goal of community radio is a media to build
awareness and educate the behavior for non
physical revitalization of the market aims
to reach market community and public in
general. The community radio has program in
entertainment such as music, communication
program for market communities, includes
general information distribution, the birth of
new baby, and dead of community member,
as well as social promotion program. Useful
information from the Community Radio is
expected to increase the knowledge of the
traders, market community beneficiaries.
Community Radio can be found in Pasar
Bunder, Sragen; Pasar Ibuh, Payakumbuh; and
Pasar Grogolan, in Pekalongan.
Bulletin Board
The bulletin board (Mading) is a communication
media, socialization and education for market
community in printed form. Mading which is
self managed by traders, has functions as an
education for behavior change toward healthy
and clean lifestyle, and as a media to discuss
the market community aspiration regarding
market problems, and as channeling media
for traders creativity. To develop spirit of the
traders, Danamon Peduli conducted training
and Bulletin Board Contest annualy for the
management in each market.
519
Highlights
Management Reports
Company Profile

Cooperative Establishment
The idea to establish Cooperative started with
the problem faced by the traders who needs to
finance unpredictable expenses or immediate
needs which is not related to working capital.
So far the traders relies on mobile bank or
shark loan with a high interest that is a burden
for the traders. The cooperative will manage
the funds for saving and loan for the traders
to cut off the dependency on supply chain of
mobile bank and shark loan.
Aside from funding needed for cooperative
members, the cooperative can encourage the
cooperative member to save some funds for
market clean environment. Up to end of year
2014, Danamon Peduli has been assisted the
establishment of two cooperative in Pasar
Kemuning Pontianak, West Kalimantan, and
cooperative in Kampung Marunda Cilincing,
North Jakarta. There are also two other
cooperatives in the process of establishment,
Pasar Bunder Sragen, Central Java, and Pasar
Baru Probolinggo, East Java.
This year, 2014, Danamon Peduli has committed
to chanelling funding of Rp2.8 billion for the
development and the continuation of 9 (nine)
traditional markets in Indonesia and 7 (seven)
locations for pilot project of 2 new traditional
markets.
In the next 5 years Danamon Peduli expects
the governmnet to have new policy and take
strategic to support the development of
traditional market. In the future this support
can bring significant impacts for the traders
welfare, community, and Indonesia economy.
520
The lessons of 2014 indicate the importance

of partnership with central and local
government, as a joint team that build synergy
in the revitalization of traditional market. The
government can refer to the experience of
Danamon Peduli in conducting PSJ since
2010. However, a wider partnership is crucial
to accelarate the growing of Pasar Sejahtera,
as initiative to revitalize the traditional market
through partnership with private sector and
civil society institution. With the strenghts of
each organization (government, private sector,
dan civil society institution) the contribution
can mutually complement to each other with
more effective results.
For year 2014 with a focus theme Partnership
and Stakeholder Engagement for Sustainable
Development, Danamon Peduli will encourage
more and widen its partnership to make the
revitalization of traditional market will go more
rapidly, in line with economic development
which engages small and medium scale of
traders. This spirit is similar to the results of
limited discussion Quo Vadis Pasar Tradisional
(Where the traditional market go?) which
show 3 important things to understand: (i)
clear picture on security and empowerment of
traditional market, and challenges in traditional
market development and its sustainability, (ii)
government strategy to develop and sustain
traditional market, (iii) identify the parties who
are concern on traditional market development
to be partners.
& Analysis
Operational Review

2. National Market Clean Day
National market clean day on January 28,
2014, commamorated in Pasar Bunder,
Sragen. The event was attended by 150 guests
from Central Government, representative of
7 location of PSJ from local government, the
traders, mass media, local community and
Danamon employees. In this special event
Danamon Peduli handed over Pasar Sejahtera
Module consists of lessons from experience
in the last 3 years, to Ministry of Trade and
respresentatives from PSJ participants from
the local government. Within the period PSJ
considered as social and business investment,
the key to guarantee sustainability efforts
to revitalize traditional market as well as
the empowerment of market actors, the
traders. The Module of Pasar Sejahtera is an
important contribution of Danamon Peduli to
the community, with expectation to bring more
benefits in partnership, to develop traditional
market in Indonesia. The module is an invitation
to all parties to replicate and further develop
the program of PSJ.
Corporate Social
Responsibility
Corporate Data
Pasar Ibuh, Payakumbuh

PSJ Seminar on the commemoration of market
clean day joined by 6 resource persons and
60 participants, traders, is mass media, and
Danamon employees. This a media to share
experience and knowledge related to challenges
in developing traditional market and the efforts
to find solution as the result of mutual thoughts.
This seminar participated by representatives
from academic institution, observer of market
development, community and mass media. In
line with Danamon Peduli approach all lessons
will be disseminated, shared knowledge with
important related parties.
REGIONAL ICON PRESERVATION

Regional Icon Preservation (PIR) as one of CSR
program from Danamon Peduli aims to empower
the community socially and economically to
guard the cultural heritage in the area where
they live. Program activity designed to be
integrated, covers environmental conservation,
economic empowerment, as well as local
cultural preservation and promotion. For PIR
program in 2014 allocated budget was Rp.
441.007, 757.
521
Highlights
Management Reports
Company Profile

PIR program launched by Danamon Peduli
in year 2012 at the area of Marunda, North
Jakarta, in the surrounding of Rumah Pitung,
a cultural preservation area. Pitung was the
son of indigenous Betawi (ethnic group)
from Marunda who lived in 19th century and
become the legend of his battle to fight for
justice from the colonial government of Dutch
colonial. At the same location, there is another
cultural heritage preservation, Masjid Al
Alam, the oldest mosque in Jakarta. Both are
cultural heritage preservation which are also
tourism destinations, a part of North Jakarta
tourism program which consists of 12 tourist
destinations.
The non physical activities in the second year
focused more on the institutional strenghtening
capacity of the partners and supervising in the
establishment of waste bank, cooperative, and
rehabitation of public facilities such as Majelis
Taklim and Early Childhood Education (PAUD).
Besides, there were other enviromental facilities
such as motor cart, waste cart, and waste bins
for the community.
Entering
year
2014,
the
program
implementation of Danamon Peduli with
Marunda community focus on strenghtening
the community in environmental, economy and
social culture management. Through Forum
Group Discussion (FGD) there was agreement
on activities of PIR:
Environmental Aspect
More than 60 members of RT 01-09 involved
in the discussion on waste management for
the establishment of Waste Bank in 2014.
In the same year, Sejahtera Waste Bank RW
07, Kelurahan Marunda, Kecamatan Cilincing
Jakarta Utara, officially formed.
522
Cultural Aspect
To encourage and develop self confidence of
the community to be the actor in their area,
Danamon Peduli has been supervising the
establishment of various local art institutions.
The art institution consist of women, men and
children in Marunda, with regular acivities
includes marawis training, qasidah, and
martial art. The formation of art group aims to
encourage the community to preserve cultural
heritage through various promotion activities
and to attract domestic tourist and international
tourist in cultural exhibition and performance
conducted by the community itself.
At the end of 2013 for preservation and
promotion of cultural creation in Marunda,
there was Festival of Marunda Village to
perfom Betawi art and culture group which is
developed in Marunda. This is an alternative
entertainment to the tourist, the visitor of Rumah
Si Pitung (House of Si Pitung), which also
encourage community economy, stall with the
bazaar culinary of Betawi, as well as exhibition
of handicrafts. These are the series of support
from Danamon Peduli, as continuation of last
year activity to develop 6 units of to promotion
boths to leading products of North Jakarta at
Rumah Si Pitung.
Economic Aspect
In the economic empowerment, Danamon
Peduli, facilitated the formation of Cooperative
Simpan Pinjam (saving and loan) Mandiri
Marunda. As addition, an enterprise unit
established which deal with electric, water and
other payment. Koperasi Mandiri Marunda has
two financial resources, the saving loan from
the members of cooperative and revolving fund
to finance members who submit enterprise
development proposal. This cooperative
funding supported by Qardhu Hasan funds,
& Analysis
Operational Review
from Danamon Syariah managed by Danamon

Peduli, a revolving fund that involved Al
Azhar Umat as working partner of Danamon
Peduli. Based on community consensus, the
operation of cooperation is based on syariah
management.
PIR Progam in Marunda has a specialty as it
becomes the example of Gerakan Ekonomi
Syariah (GRES!) that has a goal to increase
syariah economy implementation to bring
welfare to the community in Indonesia. In year
2014 Cooperative Save and Loan Mandiri
Marunda members were 30 persons, with
Qardhu Hasan fund from Danamon Syariah,
managed by Danamon Peduli as much as Rp.
25,000,0000,-.
ENVIRONMENTAL CARE PROGRAM

Danamon Peduuli has allocated fund of
Rp4,580,548,524,-for series of activities for
Environmental Care Program throughout the
country which involved 2,244 Danamon branch
and Adira with 6,577 volunteers of Danamon
employees.
To run Environmental Care program, the
network of Danamon regional office throughout
Indonesia can decide 1 (one) type of activity
from the following 4 (four) category:
Wate activity: to collect waste, reducing
waste, and waste management.
Green activity and the development of
biopori hole
Water catchment and sanitation activity
Corporate Social
Responsibility
Corporate Data
Improvement public facilities needed for

enviromental maintenance
In 2014, as pilot project, Danamon in Jakarta
area develops the follow up activity from 3 R
with recycling non organic waste such as paper
collected from Danamon offices, and reuse the
recycled paper from paper waste at Danamon
and Adira offices. This activity involved 14
central office of Danamon and Adira in Jakarta.
Besides, Danamon Peduli also count carbon
footprint as commiment of Danamon to
decrease carbon emission (CO2 emission). By
reducing carbon emission Danamon play a role
in mitigation of global warming. The form of
this activity varies: planting the trees for carbon
capture, recycling paper and reuse it to cut the
number of trees to produce paper, and collect
organic waste to be converted as fertilizer and
improve the soil health.
The initiative to select waste paper to be
recycled dan reuse can be a way to reduce the
need of trees for paper production. Recycle
paper from internal waste paper selection will
be used for Sustainability Report and Annual
Report with 100% recycled paper. As addition,
recycling paper waste can be also used for
523
Highlights
Management Reports
Company Profile

Goody Bag for company souvenir, company
merchandise. In addition, the recycled paper
can be used for a name card for Danamon
employee.
Sadarkah bahwa kita banyak berhutang pada alam? Kita mengkonsumsi

banyak sekali benda yang berakhir menjadi sampah, lalu perlahan-lahan
alam terancam karena tumpukan sampah kita.
Dalam rangka Bulan Kepedulian Lingkunganku, Danamon melalui Yayasan
Danamon Peduli mengundang seluruh keluarga besar Danamon dan Adira
untuk bersama mengumpulkan sampah non-organik di rumah dan kantor
agar dapat didaur ulang menjadi barang siap pakai yang berguna dan
ramah lingkungan.
Yuk, ringankan beban alam bersama-sama!
SAMPAH
PLASTIK
SAMPAH
BEKAS
KANTOR
SAMPAH
KERTAS
BERSIHKAN DAN PISAHKAN

Mekanisme Pengumpulan Sampah
bawa sampah
dari rumah/
KANTOR
sampah diambil
oleh petugas
di kantor
Sampah DIANGKUT
menuju tempat
daur ulang
SAMPAH DIPROSES
menJADI PRODUK
SIAP PAKAI
Untuk informasi lebih lanjut hubungi: bkl2014@danamonpeduli.org

A N A K P E R U SA H AA N :
Bulan Kepedulian Lingkunganku
Target of recycled paper is 3,000 pieces or

minimum of 5,000 kg paper waste to be used
in Sustainability Report and Annual Report. As
addition it is expected to have 600 goody bags
in various size for different purpose.
The Walk and Run for Recycling is a new
initiative to increase employees involvement
through sport and environmental care
activities. Located in Mandala Museum, as
start and finish point, as many as 250 people
consist of Danamon employees, family, and
invitees joined Walk & Run for Recycling.
Adult walk and run activity took the path of 5
524
KM and the other 1 KM path was for children.

The participants were asked to collect waste
they find in the walk and run path during sport
activity. By collecting waste during sport and
in a family atmosphere, Danamon showed an
example of contribution to tacke global issue
as well as to preserve the environment in waste
management.
Planting trees activity conducted to absorb
carbon emission, greening the city, and
preserving the rare tree of endemic species in
Indonesia. This activity took place in Mandala
Museum in Jakarta. The five rare fruit tree of
endemic species planted: Jamblang, Menteng,
Kecapi, Sawo kecil and Sawo Mentega. This
is an activity to protect and preserve rare fruit
species. The trees are belong to Mandala
Museum to enrich its diverse tree collection. In
total there were 3000 planting trees, with 6,887
volunteers involved from Danamon and Adira,
from January to August 2014.
Danamon Peduli also has attention to greening
an area with enviromental care facilities
through the establishment: 15 well catchment,
2 bio digester, distributed in several locations,
among others, West Java (Bojoing Loa Kaler,
Kebon Gedang, Sekar Rum and Lio Genteng).
Danamon Peduli contributed a water fountain
to complement park facilities as greening
effort. This activity has been possible in
partnership with local government of Surabaya
city through Cleanliness and Park Division or
Dinas Kebersihan dan Pertamanan (DKP) of
& Analysis
Operational Review
Surabaya city, in an official ceremony attended

by 300 Danamon and Adira employees, and
100 people from DKP Surabaya city and
surrounding community. The function of city
park is to reduce carbon emission, produces
oxygen, lower the temperature and noise, for a
a healthier environment.
Corporate Social
Responsibility
Corporate Data
The financial resources comes from Danamon

Peduli annual budget and employees donation,
included the three subsidiaries. All of the
funding received has been used to provide
basic needs for the disaster victims, especially
in the refugee camp such as: instanst food,
clean water, baby food, medicines, and other
basic facilities in the refugee camp.
RAPID DISASTER ASSISTANCE

Action to disaster chanelling through Program
Cepat Tanggap or Rapid Disaster Assistance,
one of CSR Danamon program to be the first
that brings assistance to the victim of a disaster.
In the implementation, Danamon Peduli always
in collaboration with Danamon employees in all
branches and corporate unit under Danamon
network and its subsidiaries throughout the
country. This way will allow Danamon to
provide assistance rapidly for immediate needs
to those in disaster area.
Up to now, the volunteers from the employees
has donation with value of Rp. 261.169.707,to more than 14,000 population of disaster
victims. The disaster location which received
the assistance were: Kudus (Floods), Jakarta
(Floods), Manado (Floods), Pati (Floods),
Jember (Floods), Kudus (Floods and Landslide),
Karawang (Floods), Balikpapan (Fire Disaster
at the Market), Kabanjahe & Karo (Eruption
of Sinabung Mountain), Karawang (Floods),
Kediri, & Malang (Eruption of Kelud Mountain).
The funding for the rapid assistance in disaster

area reported on regular basis can be seen
at official information (http://danamonpeduli.
ord/laporan-donasi) which will be audited
by Accountant Company as accountable
practices for internal and external interest. To
ensure that the assistance can reach widely
the community in needs, Danamon Peduli has
been in collaboration with relevant institution
for disaster management, such as Indonesia
Red Cross, National Agency for National
Agency for Disaster Prevention (BNPB), and
Rapid Action Response (ACT). The formation
of collaboration can be coordination function
and channeling the donation.
MANPOWER AND HEALTH,

OCCUPATIONAL SAFETY
ENVIRONMENT (K3L)
Manpower
As responsible corporate Danamon respects
and complies to labor regulations of the
government. More over, beyond compliance
to legal regulations, Danamon believes
that employees are valuable assets for the
company, which need to be retained, developed
according to their potentials, and empowered.
In regards to career path Danamon applies
equal opportunities, both for women and
men, where work performance will determine,
without discrimination.
525
Highlights
Harmonious industrial relations are constantly

developed and has a full of attention within
Danamon. Labor Union has been in positive
relations with the management. Danamon
guarantees the employees rights to free
expression and unions in accordance with
prevailing laws and norms. Danamon has
maintained good relations with labor unions
and applied the prevailing Collective Labor
Agreement that is in effect up to 2014, in
accordance with the Decision of the Director
General of Industrial Labor Relations and
Social Security No.Kep. 10/PHIJSK-PKKAD/
PKB/I/2013 regarding the Registration to
Extend the Collective Labor Agreement.
Danamon also acknowledges the performance
and achievement of its employees based
on the periodical evaluation process. The
results of this evaluation serves as one of
the considerations for determining rewards
extended to employees, such as salary
increases, annual bonuses, and promotions,
which is in line with the year end performance
evaluation.
Leave Rights
Danamon guarantees that every employee has
the right to take leave which is in accordance
to the Ministry of Labor and Bank regulations.
In addition to this, employees are also granted
permission for special leave due to personal
reasons such as the death of an employees
family member or an employees wedding. This
special leave permit does not constitute part of
the employees annual leave.
Health Care
To encourage employees healthy lifestyle
Danamon provides various activities and
facilities to grow the awareness on the
importance of self health care. Healthcare
is one of the key factors that determine the
overall performance of an employee, as well as
that of the Bank as a whole. Thus maintaining
employees health is a shared responsibility.
526
Management Reports
Company Profile
An array of activities and facilities are provided

by the Bank in raising employee awareness
on the importance of health, and maintaining
health.
Sport Activities
Employees have the opportunities to select
health activities according to the needs and
interest. A number of health activities facilitated
by Danamon are:
Sport Clubs
Employees can select sport activities which
is in their interest, among others: futsal,
badminton, volleyball, basketball, table
tennis, tennis, gymnastic/aerobic, biking,
bowling, running, martial art.
Sport Competition
Sport competition held biannually by the
Bank and participated in by representatives
of employees from all regions within
Indonesia. This activity aims to boost
sportsmanship among employees.
Hand-washing Movement: a movement in
promoting hygiene through the distribution
of stickers on the proper and healthy way to
wash hands.
Health Information
Health Talk: seminars from health experts
on relevant health topics (blood sugar,
cholesterol, a healthy diet, chronic diseases
etc).
Online Health Articles: an online media
platform where employees can access
via www.simassehat.com and Dclub site
on Danamons intranet. This tool provides
information on health in the workplace, such
as the importance of stretching regularly
during work.
Health Fair: exhibition participated by
various health care service providers.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Health Facilities
Lactorium: hygienic and convenient space
in the office for breastfeeding mothers
RESPONSIBILITY TO CONSUMERS
Supporting Activities
Art and Hobby clubs: groups of employees
who share interests and hobbies, such as
photography, fishing, choir practice, vocal
groups, and musical bands.
Danamon has in the course of performing its

responsibility pertaining to product information
and banking services, chosen to take two
approaches, namely, educating clients and
potential depositors, as well as providing
training and guidance for frontliners.
Occupational Security and Enviroment

Danamon constantly strives to ensure the safety
and security of its employees in the workplace.
Danamon has carried out various efforts
aimed at enhancing safety and security in the
workplace, despite the fact that the banking
industry tends to have relatively low incidences
of work-related accidents compared to other
industries, such as the mining or manufacturing
sectors.
Responsibility for Product Information and

Services
Customer Education
Danamon constantly strives to ensure that
its customers and prospective depositors
understand all products and services offered
by the Bank. This is meant to ensure that the
selected product meets the customers needs,
characteristics, and risk profile.
The efforts for safety and security, Danamon

covers the following procedure included:
Determining procedures and resources
required to address emergency situations
(natural disasters, fires, riots), including
establishing a Command Center within the
Corporate sections as well as the Regional
level for Danamon and its subsidiaries.
Implementing evacuation drills periodically.
Continuously disseminating information
pertaining to safety procedures to
employees, such as via e-mail blast.
Attention to K3L aspects in every building
constructed or occupied by Danamon.
Ensure that the density ratio of employees
per room is in accordance with prevailing
standards.
Ensure that the lighting system, air
conditioning, and air circulation all function
adequately.
527
Highlights
Management Reports
Company Profile
REPORT ON THE IMPLEMENTATION OF EDUCATIONAL ACTIVITIES IN PROMOTING CUSTOMER AND/OR

PUBLIC FINANCIAL LITERACY PT BANK DANAMON, TBK 2014
No. Division
528
City
Target
No of
Participants)
Financial Literacy Education
Micro
Banking
Balikpapan, Bandung,
Cirebon, Denpasar,
Jakarta, Jambi,
Manado,Malang,
Makassar, Medan,
Palembang, Pekanbaru,
Semarang, Solo, and
Surabaya
UMKM Entrepreneur,
Housewives, Market
Community
7,080
Meet Customers and Potential

Customers
Micro
Banking
Cirebon, Denpasar,
Jakarta, Jambi,
Manado,Malang,
Makassar, Medan,
Semarang, Solo, and
Surabaya
UMKM Entrepreneur,
Housewives, Market
Community
3,100
Training on Business
Development
Micro
Banking
Cirebon, Denpasar,
Jakarta, Jambi,
Manado,Malang,
Makassar, Medan,
Semarang, Solo, and
Surabaya
UMKM Entrepreneur,
Housewives, Market
Community
6,390

Customers
Micro
Banking
Cirebon, Denpasar,
Jakarta, Jambi,
Manado,Malang,
Makassar, Medan,
Semarang, Solo, and
Surabaya
UMKM Entrepreneur,
Housewives, Market
Community
1,700
Development
Micro
Banking
Jakarta
UMKM Entrepreneur,
Housewives, Market
Community
65
Smart Paths
Micro
Banking
Jakarta
Housewives and UMKN

Entrepreneur
480
Micro
Banking
Medan
Housewives and UMKN

Entrepreneur
280
Micro
Banking
Samarinda
Housewives and UMKN

Entrepreneur
280
Micro
Banking
Makassar
Housewives and UMKN

Entrepreneur
280
10
Micro
Banking
Denpasar
Housewives and UMKN

Entrepreneur
280
11
Micro
Banking
Serang
Housewives and UMKN

Entrepreneur
280
& Analysis
Operational Review
Goal
Activities/
Method
Corporate Social
Responsibility
Activities Date
Corporate Data
Budget
Allocation
PIC
Brief Explanation on micro banking

products and their roles
Program
Community
Gathering
January-March
Rp98,333,333
Marcomm SEMM
Community surrounding market motivated

to develop busiess with knowledge related
to Entrepreneurship and understanding of
micro bankning
Discussion and
Consultation
January-March
Rp38,750,000
Marcomm SEMM
Brief explanation on micro banking

Program
Community
Gathering
April-June
Rp88,750,000
Marcomm SEMM
April-June
Rp21,250,000
Marcomm SEMM
Community surrounding market motivated Discussion and

to develop business with knowledge related Consultation
micro bankning
Roadshow successful micro banking in

Entrepreneurship, sharing Entrepreneurs
science to general public
Discussion and
Consultation
June
Rp83,333,333
Marcomm SEMM
To understand the importance of financial

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager
529
Highlights
No. Division
530
City
Target
Management Reports
No of
Participants)
Company Profile
12
Micro
Banking
Cirebon
Housewives and UMKN

Entrepreneur
280
Family Financial Planning,

SIKAPI and SIMOLEK
Socialization
13
Micro
Banking
Semarang
Housewives and UMKN

Entrepreneur
280

SIKAPI and SIMOLEK
Socialization
14
Micro
Banking
Kediri
Housewives and UMKN

Entrepreneur
280

SIKAPI and SIMOLEK
Socialization
15
Micro
Banking
Surabaya
Housewives and UMKN

Entrepreneur
280

SIKAPI and SIMOLEK
Socialisation
16
Micro
Banking
Bandung
Housewives and UMKN

Entrepreneur
280

SIKAPI and SIMOLEK
Socialization
17
Micro
Banking
Yogyakarta
Housewives and UMKN

Entrepreneur
280

SIKAPI and SIMOLEK
Socialization
18
Micro
Banking
Manado
Housewives and UMKN

Entrepreneur
100
Socialization of SIKAPI and

SIMOLEK
19
Micro
Banking
Pekanbaru
Housewives and UMKN

Entrepreneur
100

SIMOLEK
20
UKM Banking Bogor
UMKM Entrepreneur and

Market Community
103
Financial Management: Theme:

Smart Efforts toward National
Welfare
21
UKM Banking Bekasi

Market Community
277

Welfare
22
Consumer
Banking
Surabaya
University Students
50
Early Financial Planning
23
Consumer
Banking
Surabaya
University Students
50
24
Consumer
Banking
Surabaya
University Students
50
25
Consumer
Banking
Surabaya
University Students
50
26
Consumer
Banking
Surabaya
University Students
50
& Analysis
Operational Review
Goal
Activities/
Method
Corporate Social
Responsibility
Activities Date
Corporate Data
Budget
Allocation
PIC

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager
Knowledge on SIKAPI Program
Discussion and
Consultation
May 5 to 11
Rp2,500,000
Regional Sales
Marketing
Manager
Discussion and
Consultation
May 5 to 11
Rp2,000,000
Regional Sales
Marketing
Manager
Know how to separate personal finance

Program
and business finance, and education on the Community
right financial product.
Gathering
May 5 to 6
Rp10,000,000
Marcomm SME

Program
right financial product
Gathering
May 7 to 9
Rp10,000,000
Marcomm SME
University students have early

understanding on banking products,
benefits and risks, before they enter
workforce
Visit UBAYA
Campus
5-May-2014
Rp1,542,750
Marcomm Retail
Banking

workforce
Visit UPN Fak.

FISIP Campus
May 6
Rp1,542,750
Marcomm Retail
Banking

workforce
Visit to UBAYA
Fak. Psikologi
Campus
May 7
Rp1,542,750
Marcomm Retail
Banking

workforce
Visit Hangtuah
Campus
May 8
Rp1,542,750
Marcomm Retail
Banking

workforce
Visit Unair
B (Ekonomi)
Campus
May 9
Rp1,542,750
Marcomm Retail
Banking
531
Highlights
No. Division
532
City
Target
Management Reports
No of
Participants)
Company Profile
27
Consumer
Banking
Medan
General Public
200
In collaboratoin with Tribun

Dadily and Radio Smart Fmto
conduct event in Merdeka Field
CBD Polonia Medan
28
Consumer
Banking
Tanjung Balai
General Public
100
Conventional banking product

and services education to
community surrounding
Danamon
29
Consumer
Banking
Kisaran
General Public
100

Danamon
30
Consumer
Banking
Tebing Tinggi
General Public
100

Danamon
31
Consumer
Banking
Rantau Prapat
General Public
100

Danamon
32
Consumer
Banking
Pematang Siantar
General Public
100

Danamon
33
Consumer
Banking
Deli Serdang
General Public
100

Danamon
34
Consumer
Banking
Padang Sidempuan
General Public
100

Danamon
35
Consumer
Banking
Gunung Sitoli
General Public
100

Danamon
36
Consumer
Banking
Tanjung Balai
General Public
100

Danamon
37
Consumer
Banking
Kisaran
General Public
100

Danamon
38
Consumer
Banking
Tebing Tinggi
General Public
100

Danamon
& Analysis
Operational Review
Goal
Activities/
Method
Corporate Social
Responsibility
Activities Date
Corporate Data
Budget
Allocation
PIC
Public understand periodically on the

development of banking product and
services and risks
Radio Talkshow
April 27, 2014
Rp2,500,000
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
April 11, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
April 16-17, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
April 23, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
April 17, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
April 21, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
April 9, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
April 4,2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
April 14, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 22, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 18, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 20, 2014
Rp416,667
Marcomm Retail
Banking
533
Highlights
No. Division
534
City
Target
Management Reports
No of
Participants)
Company Profile
39
Consumer
Banking
Medan
General Public
100

Danamon
40
Consumer
Banking
Tanjung Morawa
General Public
300

Danamon
41
Consumer
Banking
Pematang Siantar
General Public
100

Danamon
42
Consumer
Banking
Deli Serdang
General Public
100

Danamon
43
Consumer
Banking
Padang Sidempuan
General Public
100

Danamon
44
Consumer
Banking
Sibolga
General Public
100

Danamon
45
Consumer
Banking
General Public
100

Danamon
46
Consumer
Banking
Medan
General Public
100

Danamon
47
Consumer
Banking
Medan
General Public
10

Danamon
48
Consumer
Banking
SM Raja
General Public
100

Danamon
49
Consumer
Banking
Tanjung Balai
General Public
100

Danamon
50
Consumer
Banking
Kisaran
General Public
100

Danamon
51
Consumer
Banking
Tebing Tinggi
General Public
100

Danamon
52
Consumer
Banking
Rantau Prapat
General Public
100

Danamon
Gunung Sitoli
& Analysis
Operational Review
Goal
Activities/
Method

services and risks
Discussion and
Consultation

services and risks
Corporate Social
Responsibility
Activities Date
Corporate Data
Budget
Allocation
PIC
May 7 to 8, 2014
Rp416,667
Marcomm Retail
Banking
Program
Community
Gathering
May 25, 2014
Rp666,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 19, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 4, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 9, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 8, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 8, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 9 to 10,
2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 16, 2014
Rp250,000
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 10, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 13, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 14,2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 10, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 13, 2014
Rp416,667
Marcomm Retail
Banking
535
Highlights
No. Division
536
City
Target
Management Reports
No of
Participants)
Company Profile
53
Consumer
Banking
Medan
General Public
100

Danamon
54
Consumer
Banking
Medan
General Public
100

Danamon
55
Consumer
Banking
Medan
General Public
100

Danamon
56
Consumer
Banking
Tanjung Morawa
General Public
100

Danamon
57
Consumer
Banking
Pematang Siantar
General Public
100

Danamon
58
Consumer
Banking
Deli Serdang
General Public
100

Danamon
59
Consumer
Banking
Medan
General Public
100

Danamon
60
Consumer
Banking
Medan
General Public
100

Danamon
61
Consumer
Banking
Medan
General Public
100

Danamon
62
Consumer
Banking
Medan
General Public
100

Danamon
63
Consumer
Banking
SM Raja
General Public
100

Danamon
64
Consumer
Banking
Jakarta, East Java,

Jogyakarta & Sumatrra
University Students
250
Socialization of Fiture and

Program of Tabung Danamon
Lebih and Tabungan Ku
65 Consumer
Makasar
Banking-Wealth
Management
Middle-Upper Classmainly Housewives

Entrepreneurs
150
Meet Priority Customers
66 Consumer
Surabaya
Banking-Wealth
Management

Entrepreneurs
200
Meeet Priority Customers
67
UMKM Entrepreneurs
25
Financial Management and

Family Investment
Syariah
Banking
Jakarta
& Analysis
Operational Review
Goal
Activities/
Method
Corporate Social
Responsibility
Activities Date
Corporate Data
Budget
Allocation
PIC

services and risks
Discussion and
Consultation
June 20, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 10, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 10-11, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 8, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 16, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 18, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 13,2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 7 and 27
2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 13, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 13, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 6, 2014
Rp416,667
Marcomm Retail
Banking
Understand the importance of early

saving as possible, benefits and fitures of
Danamon products
Visiting Campus
April-June, 2014
Rp90,000,000
Marcomm Retail
Banking
Information of Market Update and

Economic Outlook
Talkshow
Investment
June 5, 2014
Rp18,333,333
Wealth
Management

Economic Outlook
Talkshow
Investment
June 18, 2014
Rp18,333,333
Wealth
Management
Understand facilities for family financial

management and investment
Discussion and
Consultation
May 10, 2014
Rp4,000,000
Marcomm Syariah
537
Highlights
No. Division
538
City
Target
Management Reports
No of
Participants)
Company Profile
68
Syariah
Banking
Jakarta
Housewives
36

Family Investment
69
Syariah
Banking
Bandung
Housewives
100
Family Financial Management
70
Syariah
Banking
Bandung
General Public
100

Housewives
71
Syariah
Banking
Jogjakarta
Housewives
50
72
Syariah
Banking
Lampung
Housewives, Students,
University Students, etc.
50

Investment
73
Syariah
Banking
Tangerang
50

Investment
74
Syariah
Banking
Batam
100

Investment
75
Syariah
Banking
Jakarta
UMKM
25

Family Investment
76
Syariah
Banking
Jakarta
Housewives
36

Family Investment
77
Syariah
Banking
Depok
100

Family Investment
78
Syariah
Banking
Jakarta
Mass Media
100

Family Investment
79
Public
Relations
National Level
General Public
60,048
Economic Outlook 2014
80
Public
Relations
National Level
General Public
113,424
UKM Revival Era
81
Public
Relations
National Level
General Public
33,360
The Role of Multi Finance in

Indonesia Economy
82
Public
Relations
National Level
General Public
66,720
The role of OJK on Financial

Industrial Development in
Indonesia
83
Public
Relations
National Level
General Public
26,688
Improving Quality of Life by

Smart Banking Solutions
& Analysis
Operational Review
Goal
Activities/
Method
Discussion and
Consultation
Corporate Social
Responsibility
Activities Date
May 11, 2014
Understand the important aspects of family Talkshow with

January 30, 2014
financial management
Financial Planner:
Ahmad Ghozali
Corporate Data
Budget
Allocation
PIC
Rp4,000,000
Marcomm Syariah
Rp2,750,000
Marcomm Syariah,
in collaboration
with FSA & Syariah
Banks
Understand the important aspects of family Radio Talkshow

with Syariah
Marcom and
Syariah Retail
Funding Head
Jan 29, 2014
Rp250,000
Marcomm Syariah

Financial Planner:
Ahmad Ghozali
Feb 20,2014
Rp2,500,000
Marcomm Syariah,
in collaboration
with FSA & Syariah
Banks

March 20, 2014
Financial Planner:
Ahmad Ghozali
Rp2,166,667
Marcomm Syariah,
in collaboration
with FSA & Syariah
Banks

Financial Planner:
Ahmad Ghozali
Apr 10, 2014
Rp2,416,667
Marcomm Syariah,
in collaboration
with FSA & Syariah
Banks

Financial Planner:
Ahmad Ghozali
May 1, 2014
Rp2,500,000
Marcomm Syariah,
in collaboration
with FSA & Syariah
Banks
Understand the important aspects of family Discussion and

Consultation
May 10-11, 2014
Rp666,667
Marcomm Syariah

Consultation
May 10-11, 2014
Rp666,667
Marcomm Syariah
Understand the facilities on financial

Talkshow with
Financial Planner
Ahmad Gozali
June 19, 2014
Rp2,416,667
Marcomm Syariah,
in collaboration
with FSA & Syariah
Banks
Understand Danamon Syariah product and Media Gathering

program and the recent development of
Syariah banking
June 30, 2014
Rp2,500,000
Marcomm Syariah
General public has the information on

TV Talkshow
condition & situation of Indonesia economy
2014
January 7 and 11,

2014
Rp432,612,067
Public Affairs
TV Talkshow
January 21 and
28, 2014
Rp439,069,567
Public Affairs
Public understand the role of Multi Finance TV Talkshow

in Indonesia economic growth
February 4 and
11, 2014
Rp432,612,067
Public Affairs
General public understand the role of

banking and UKM growth in Indonesia
Public understand the function and role of

OJK
TV Talkshow
February 18 and
25, 2014
Rp432,612,067
Public Affairs
Public are smarter in selecting banking

product
TV Talkshow
March 4 and 11,

2014
Rp432,612,067
Public Affairs
539
Highlights
No. Division
540
City
Target
Management Reports
No of
Participants)
Company Profile
84 Micro Banking Traditional Market in the

following city:Balikpapan,
Bandung, Cirebon,
Denpasar, Jakarta, Jambi,
Makassar, Malang,
Manado, Medan,
Semarang, Solo, and
Surabaya
Entrepreneur of UMKM,
Housewives, Market
Community
7,231
85 Micro Banking Region: Balikpapan &

Jambi
Housewives, Market
Community
197
86 Consumer
Banking
Semarang
General Public
40
Saving Benefits and family

financial planning
87 Consumer
Banking
Semarang
General Public
30
Saving Benefits in family financial

planning
88 Consumer
Banking
Semarang
General Public
40
Saving Benefits in Family

Financial Planning
89 Consumer
Banking
Semarang
Housewives
17

planning
90 Consumer
Banking
Semarang
General Public
200

planning
91 Consumer
Banking
Semarang
Entrepreneur
40
Banking Role in Business

Development
92 Consumer
Banking
Semarang
General Public
31

planning
93 Consumer
Banking
Semarang
General Public
60

planning
94 Consumer
Banking
Semarang
Professionals
35
The Saving Benefits in the family

financial planning
95 Consumer
Banking
Semarang
Private Sector Employees
17
Having the information on

banking products, benefits,
and risks, and their function in
financial planning
96 Consumer
Banking
Semarang
General Public
97 Consumer
Banking
Semarang
State Owned Employees
50
Introduction and Brief Explanation

of Banking Basic Products & its
program
Knowledge on Entrepreneurship
and business development, and
banking industry

planning
Saving Benefits in the family
financial planning
& Analysis
Operational Review
Goal
Activities/
Method
Corporate Social
Responsibility
Corporate Data
Activities Date
Budget
Allocation
PIC
To educate public to have periodical

information on banking products and
services and the risks
Customer
Gathering
July-Sept 2014
Rp159,387,333
To motivate surrounding market community

in business development with knowledge
on Entrepreneurship and understanding on
micro banking
Customer
Development
July-Sept 2014
Rp2,500,000
To educate public on the information of

saving products, benefits & risks for future
planning.
Customer
Gathering
July 4, 2014
Rp662,000
Policy Academy
To educate public on saving products,

benefits & risks for the future planning.
Customer
Gathering
July 4, 2014
Rp2,475,350
Entrepreneurs in
Jl. MT HaryonoSemarang

Customer
Gathering
July 25, 2014
Rp825,000
August 8, 2014
Rp125,000
To introduce banking products, benefits and Presentation on

risks as well as their role in family member the Location
education planning
To introduce banking products, benefits and Customer
risks as well as their role in family member Gathering
education planning
August 22, 2014
Rp1,000,000
To educate Entrepreneurs to have the

information banking products, benefits and
risks to assist business development
Customer
Gathering
August 23,2014
Rp1,017,500
To educate public to have information on

Customer
Saving Products, benefits and risks for future Gathering
financial planning
August 26, 2014
Rp1,500,000

Saving Products, benefits and risks for
financial future planning
August 29,2014
Rp1,110,650
Customer
Gathering
To educate medical staff to have information Presentation on

on banking Saving products, benefits and
the Location
risks in financial planning
Sept 3. 2014
Rp500,000
To educate private sector employees to

Presentation on
exercise financial planning on their monthly the Location
salary
Sept 4, 2014
Rp400,000

Customer
financial planning
Sept 9, 2014
Rp1,500,000

Presentation on
Saving Products, benefits and risks for future the Location
financial planning
Sept 10, 2014
Rp200,000
Parents of
Students of SMP 3
Banjarnegara
Sri Ratu
Convention Hall
PTPN
Puskesmas
Karanganyar
PU Office
541
Highlights
No. Division
542
City
Target
Management Reports
No of
Participants)
Company Profile
98 Consumer
Banking
Semarang
Students
50
The importance of early financial

planning to realize their dreams
99 Consumer
Banking
Semarang
Woman Association of
Dharmawanita
30
Saving for children education
100 Consumer
Banking
Semarang
Housewives
22
The role of Housewives in

management on financial family
planning
101 Consumer
Banking
Semarang
Housewives
66
Family financial planning for

family member education
102 Consumer
Banking
Semarang
Housewives
25
Saving Benefits in financial

planning
103 Consumer
Banking
Semarang
25
Saving means protected
104 Consumer
Banking
Semarang
General Public
10
Saving benefits in family financial

planning
105 Consumer
Banking
Semarang
Football Community
54

planning
106 Consumer
Banking
Semarang
Students
22

planning to realize dreams
107 Consumer
BankingWealth
Management
Semarang
Entrepreneur
250
Knowing the benefits of having

investment in stock market and
its riks
108 Consumer
BankingWealth
Management
Medan
Enterpreuners
250
Having the information onf the

benefits of investing in stock
market and risks
109 Syariah
Banking
Bekasi
Young Couples,
Housewives
250
Introduction of syariah banking

and its basic products and
services
110 Syariah
Banking
Jakarta Convention Center Public in general,

Students, Industrial &
Banking Actors
150
Intoduction of syariah banking

and its product and services
& Analysis
Operational Review
Goal
Activities/
Method
Corporate Social
Responsibility
Activities Date
Corporate Data
Budget
Allocation
PIC
To develop habits of Saving early to realize

their dreams
Presentation on
the Location
Sept 11, 2014
Rp357,500
SMKN 4
To assist education planning for family

member
Presentation on
the Location
Sept 12, 2014
Rp100,000
Dharmawanita
SMP 3
To educate mothers to understand the

importance of family financial planning
Presentation on
the Location
Sept 15, 2014
Rp180,000
PKK Kelurahan
Kledung
To introduce banking products, benefits

and risks and the role of family member
education planning
Presentation on
the Location
Sept 17, 2014
Rp360,000
Parents of Students
of SD Mutiara Ibu
To build the capacity of mothers in family

financial planning
Presentation on
the Location
Sept 20, 2014
Rp200,000
Arisan Desa
Karang
The private sector employees understand the Presentation on

saving benefits as insurance protection
the Location
Sept 20, 2014
Rp475,000

Customer
banking Saving products, benefits and risks Gathering
in financial planning
Sept 25, 2014
Rp978,285
To educate football community to

have information of banking Saving
products,benefits and risks in financial
planning
Presentation on
the location
Sept 30, 2014
Rp1,000,000
To develop habits of early saving to the

students to realize dream
Presentation on
the Location
August 27, 2014
Rp200,000
To introduce investment as an alternative

to saving, time deposit, information related
OJK understanding, function, vission,mission
and authority
Meeting Priority
CustomerInvesment
Talkshow
August 21, 2014
Rp15,000,000
In Collaboration
with Indonesian
Stock Exchange
and Fund
Manager

and authority
Meeting Priority
CustomerInvesment
Talkshow
Sept 25, 2014
Rp15,000,000
In Collaboration
with Indonesian
Stock Exchange
and Fund
Manager
Public understand the difference and

benefits of syariah banking products and
conventional banking
iB Vaganza:
socialization of
syariah banking
products and
services to public
in general
August 14-17,
2014
Rp8,500,000

Indonesia
Banking Expo
August 28-30,
2014
Rp2,500,000
Futsal Field
Kartanagara
SMK 1
543
Highlights
No. Division
544
City
Management Reports
Target
No of
Participants)
Company Profile
111 Danamon
Peduli
Sragen, Central Java,
Market Community
(members of traders,
carrier; traders)
25
Cooperative Training 2
112 Danamon
Peduli
Pasar Bunder
Market Traders,
Sindanglaya,
Majalalengka
40
Financial Training
113 Danamon
Peduli
Majalengka, West Java
Management of Market
Cooperative, Kemuning
20
Traders Cooperative and

Financial Management
114 Danamon
Peduli
Pontianak, West
Kalimantan
Management of Business
Occupational Health
Efforts (UKK), Pasar Baru
45
Training on Management and

Financial Management for UKK
115 Danamon
Peduli
Bantaeng, South Sulawesi
Cooperative Management
of Pasar Lambocaa
Traders
20
Training on Basic Cooperative
116 Danamon
Peduli
Pekalongan, Sragen,
Probolinggo
The manager of Market

Community Scheme
(Radioland, bulletin
board, cooperatives,
banks garbage) in
Market Bunder, Sragen,
Pekalongan Grogolan
Market and New Market
Probolinggo.
60
Training on Fundraising
117 Danamon
Peduli
Marunda, Jakarta
Management and
Members of Marunda
Saving and Loan
Cooperative
25
Training on Cooperation and

Cooperative Excellent Product
& Analysis
Operational Review
Goal
Activities/
Method
1. Provide background and understanding

of the importance of cooperatives in the
market in order to break the chain of
moneylenders for the welfare of members
or market traders
Material
exposure,
discussion
groups,
internships
2. Provide insight to traders of the process

and the cooperative operation
Material
exposure, group
discussion,
internship
3. Growing a healthy entrepreneurial spirit
Material
exposure, group
discussion,
internship
Corporate Social
Responsibility
Activities Date
October 16,
2014, December
3-4, 2014
Corporate Data
Budget
Allocation
PIC
Rp10,000,000
Yayasan Danamon
Peduli
November 4,
2014
Rp9,800,000
Yayasan Danamon
Peduli
October, 2014
Rp6,000,000
Yayasan Danamon
Peduli
4. Reducing dependency on moneylenders Material

November 25-26,
traders, who lend capital with high
exposure, group
2014
interest
discussion,
internship
Rp5,000,000
Yayasan Danamon
Peduli
1. Provide knowledge on the importance

of sustainability of community program/
scheme
2. Provide information of the importance of
fundraising
3. Provide skills on the formulation of
fundraising strategy
Material
exposure, group
discussion,
exercise
December 2-14,
2014
Rp5,000,000
Yayasan Danamon
Peduli

scheme
fundraising
Material
exposure, group
discussion,
exercise
December 2-14,
2014
Rp46,050,000
Yayasan Danamon
Peduli
Enhancing the capacity of cooperative

manager in cooperative management
Material
exposure, group
discussion,
exercise
December 2-14,
2014
Rp15,000,000
Yayasan Danamon
Peduli
545
Highlights
No. Division
City
Target
No of
Participants)
Company Profile
118 Syariah
Banking
Mall Gajayana (MOG),

Malang
Young couple,
Housewives, general
public within Malang, East
Java, surrounding area
2,000
Introducing basic syariah banking

product and its services
119 Syariah
Banking
JW Marriot, Surabaya
Participants of
International Central Bank
conference
200

120 Syariah
Banking
Jakarta International Expo, General Public, Students

Kemayoran
1,500

121 Micro Banking Traditional Market in

UMKN Businessman,
Housewives, Market
Cirebon, Denpasar,
Community
Jakarta, Jambi, Makassar,
Malang, Manado, Medan,
Semarang, Solo and
Surabaya
+/-30 Introduction and brief explanation

persons/ of basic banking product and
unit
program
122 Micro Banking Region: Jambi, Malang,

and Pekanbaru
Introducing basic Syariah

banking product and its
services
+/-100 Knowledge on Entrepreneurship

persons/ and business development, and
unit
banking understanding

Semarang, Malang,
Surabaya, Medan,
Makassar
UMKN businessman,
Housewives
+/-100 Expanding business access

persons/ between market traders and
activity banking
124 Consumer
Banking
University students and

Public
Jakarta and Bekasi
4,587
Early financial planning
125 UKM Banking Bandung
Perbarindo, Director,
and Executive BPR
Commisioner, West Java
40
Discussion and sharing on

Business Risks Analysis and recent
role of OJK (Financial Services
Authority)
126 UKM Banking East Java
and Executive BPR
Commisioner, East Java
40

Authority)
127 UKM Banking Central Java
and Executive BPR
40

Authority)
128 Public
Relations
Journalists
35
Knowledge on banking industry

and market update
250
Understand the benefits of

investment in capital market and
the risks.
Jakarta
129 Wealth
Seminar on Capital Market Entrepreneur
Management Investment
Services-retail
banking
546
Management Reports
& Analysis
Operational Review
Goal
Activities/
Method
Corporate Social
Responsibility
Activities Date
Corporate Data
Budget
Allocation
PIC
Public understands the difference between

iB Vaganza:
the benefits of Syariah banking products and product
socialization,
and syariah
banking services
to the community
November 6-9,
2014
Rp8,500,000
Syariah Marcom
Conference participants understand the

progress of syariah banking
November 3-4,
2014
Rp5,000,000
Syariah Marcom
Public understands the dfference between

Mass financial
Syariah banking products and conventional market
banking
December 20-21,
2014
Rp5,000,000
Syariah Marcom
To make the information available on regular Customer

basis of banking products and services with Gathering
their risks.
October
December 2014
Rp4,166,667
Marcom SEMM
The community surrounding the market

can be motivated in business development
equipped with knowledge on the
enterpreunership and understanding micro
banking
Customer
Development
October
December 2014
Rp50,000,000
Marcom SEMM
To build the information for public on

banking product and services with the risks
on regular basis
Grebek Pasar
October-December
2014
Rp21,000,000
Marcom SEMM
Educate university students and public on

saving, by introducing Danamon saving
product
Bi Wow
Danamon
Nov 12 Dec 11,

2014
Rp17,666,667
Marketing
Consumer Banking
(Marcom)
Educate public to understand the

development of banking products and
services and their risks
Training and
October 24, 2014
BPR Sharing
Session (Linkage
Program)
Rp10,000,000
MarCom SME

Training and
BPR Sharing
Session (Linkage
Program)
November 7,
2014
Rp10,000,000
MarCom SME

Training and
BPR Sharing
Session (Linkage
Program)
November 17,
2014
Rp10,000,000
MarCom SME
November 18,
2014
Rp19,500,000
External Affaris
Danamon
October 22, 2014
Rp22,500,000
Wealth
Management
Mini Expo
The journalist understand the development of Media Workshop

banking sector and current market condition
Introducing invesment alternative aside from
saving and deposit, and information on the
function, vission, mission and goal, OJK role
and authority
Meeting the
customer:
Investment
Priority Talk
Show
547
Highlights
No. Division
City
Management Reports
No of
Participants)
Target
Company Profile
130 Public
Relations
Kupang, NTT
Housewives, UKM and

Public in general
420
Semi Workshop and Financial

Industry Exhibition
131 Public Affairs
Jakarta
Public, financial services

consumer, housewives,
UMKM, University students
and students, Mass media,
and social group
670
Toward Financial Literacy
Frontliners Training
Danamon Frontliners have crucial role to
give information on Danamon products and
services. Therefore, frontliners need to possess
in-depth knowledge about the Banks products
and services through intensive training in 2014.
Danamon, working through Consumer Service
Quality, conducted training for frontliners on
the following topics: retail banking, operations,
SME, and Danamon Access Center frontliners
in Indonesia.
Handling Consumer Complaints
One of the Banks commitments to maintain
customers trust is by constantly providing the
best services.
Danamon Access Center (DAC). The DAC is a

customer service unit that can be accessed at
any time by dialing the 24-hour 500-090 phone
number. The DAC team is always ready to serve
customers, such as by providing information
and data as well as responding and resolving
complaints.
The DAC Team is equipped with cutting-edge
devices that can access the banking system
to obtain timely information. Matters that
specifically require further follow-up will be
pursued by another support team that can
coordinate with related units to secure solutions
for a customers requests and problems.
DAC Customer Care
To anticipate problems that can ruin Danamon

the trust of customer to Danamon, two units
formed Danamon Customer Service unit, or
Danamon Access Center (DAC) as well as DAC
Customer Care.
With resourceful information on Danamon
products and serivices, and immedidate
response to cutomers complaints, it is
expected that there is a growing solid trust
to Danamon as a bank that provide the best
services and solution to the customers. These
is the approach to make loyal customers. DAC
is services and appreciation from Danamon to
its customers.
548
DAC Training-Banking
Participant
Actual Hours
Induction Training-New Agent
34
960
Hard Skill (program & product,

refresh)
581
95
Total
615
1,055
DAC Training-Card
Participant
Actual Hours
90
1.760

refresh)
542
42
Soft Skill
177
348
Total
632
1.802
Grand Total
1,247
2,857
& Analysis
Goal
Operational Review
Activities/
Method
Corporate Social
Responsibility
Activities Date
Corporate Data
Budget
Allocation
PIC
Introducing products and services from

Financial Industry
November
various financial industry to the people
Exhibition of
12 & 13, 2014
at Kupang and Nusa Tenggara Timur, in
Indonesia
which bank penetration is still low, including
non bank and capital market, to help them
managing their financial.
Rp90,557,500
Public Affair &

MarCom DSP
Encouraging people to increase the use of

Mass financial
financial products and services and provide market
information on its benefits and risks and their
obligation as consumer.
Rp47,500,000
Public Affair &

MarCom DSP &
Consumer Banking
DAC Customer Care is a centralized customer

service unit set up to handle complaints.
Customer complaints can be submitted
various ways, such as through the Call Center,
Correspondence, Branch Banking as well as
other banking divisions. To measure the level
of completion for handling a complaint, the
customer will be informed of the timeframe
required.
December,
20 & 21 2014
Periodical Monitoring
The DAC and Quality Service team will
periodically discuss and review existing
problems and complaints. The results are
then used as feedback for relevant units to
use in improving processes or services within
their respective areas. In addition to this, all
issues and complaints received along with
their resolution are regularly reported to Bank
management.
549
Highlights
Management Reports
Company Profile
DAC SOFT SKILL TRAINING 2014 DATA

No Soft Skill Training
550
Date
Location
Participant
Number of
Participant
Duration
Hours
TTT-Contact
Center Operation
Management
03-04/02/14
BDI
Prapatan
Lt.9
Managers, Unit
Head
10
2D
16
Optimizing Your
Schedule MgtDiscussion
27/03/14
Hotel Royal
Kuningan
Inbound Mgr,
MIS officer
0.5 D
Attitude Virus
13/05/14
Kampus
Ciawi
Call Center
agent
1D
Attitude Virus
07/06/14
Call Center &

Correspondence
agent
1D
Attitude Virus
21/06/14
Call Center &

Correspondence
agent
1D
Attitude Virus
07/07/14
Call Center
agent
1D
Attitude Virus
23/08/14
Call Center
agent
1D
Attitude Virus
30/08/14
Call Center &

Correspondence
agent
1D
Attitude Virus
30/10/14
Call Center
agent
1D
10
7 Habits of High
Effective People
14/01/14
Call Center Spv
1D
11
7 Habits of High
Effective People
13/08/14
Call Center Spv,

Customer Care
1D
12
Danamon Caring
Leaders
08/09/14
Call Center Spv
1D
13
Danamon Caring
Leaders
13/11/14
Call Center Spv
1D
14
Danamon Solid
Leaders
15/09/14
Call Center Spv
2D
16
15
Dynamic
Danamon
Program
23/06/14
Trainer Asst
2D
16
16
Dynamic
Danamon
Program
21/08/14
Cust Care officer
2D
16
17
Effective
Communication
Skill
17/04/14
Call Center &

Correspondence
agent
1D
18
Effective
Communication
Skill
23/05/14
Call Center
agent
1D
19
Effective
Communication
Skill
03/07/14
Call Center
agent
1D
& Analysis
Operational Review
Date
Location
Corporate Social
Responsibility
Participant
Corporate Data
Number of
Participant
Duration
Hours
20
Effective
Communication
Skill
15/10/14
Call Center,
Correspondence
agent, cust care
1D
21
Effective
Communication
Skill
15/11/14
Call Center,
Correspondence
agent, cust care
1D
22
Proactive to
Change
26/04/14
Call Center
agent
1D
23
Proactive to
Change
09/0514
Call Center
agent
1D
24
Proactive to
Change
11/06/14
Call Center,
Correspondence
agent, cust care
12
1D
25
Proactive to
Change
16/08/14
Call Center
agent
14
1D
26
Proactive to
Change
21/10/14
Call Center
agent
1D
27
Proactive to
Change
10/12/14
Call Center
agent
1D
28
Start Right Stay

Right
14/05/14
Call Center,
Correspondence
agent, cust care
1D
29
Start Right Stay

Right
07/07/14
Call Center
agent
1D
30
Start Right Stay

Right
16/09/14
Call Center
agent
1D
31
Unleashing Your
Supervisory
Potential
25/08/14
Cust Care spv
2D
16
Unleashing Your
Supervisory
Potential
15/10/14
Call Center spv
2D
16
32
English Coursepre Intermediate

level
07/0520/06/14
BDI
Prapatan
Lt.4
TL, Call Center

agent
16
12 D
24
33
Business English
Correspondence
11/1118/12/14
BDI
Prapatan
Lt.4
Correspondence
staff
15
12 D
24
551
Highlights
Management Reports
Company Profile
NEW AGENT BANKING TRAINING 2014 DATA

New Agent Banking
Training
Date
Location
Participant
Number of Duration
Hours
Participant (days)
New Agent Banking Training
06/01/14
Training Room, 4th floor New Trainee
15
120
10/03/14
Training Room, 4 floor New Trainee
15
120
14/04/14
15
120
01/05/14
15
120
25/08/14
15
120
15/09/14
Training Room, 4th floor Agent Card

& CCU
15
120
24/09/14
15
120
03/12/14
15
120
th
th
th
th
NEW AGENT CARD TRAINING 2014 DATA

New Agent Card
Training
Date
Location
Participant
Number of Duration
Hours
Participant (days)
New Agent Card Training
07/01/14 Training Room, 2nd floor
New Trainee
20
160
07/02/14 Training Room, 2 floor
New Trainee
20
160
New Trainee
20
160
New Trainee
10
20
160
New Trainee
11
20
160
New Trainee
20
160
11/08/14 Training Room, 4th floor
New Trainee
20
160
New Trainee
20
160
New Trainee
20
160
New Trainee
20
160
New Trainee
14
20
160
nd
nd
th
th
th
th
th
CARD TRAINING 2014 DATA

No
552
Card Hard Skill Training
Date
Location
Participant
Number of
Hours
Participant
Absence
23/01/14
Training Room, 4th floor
Agent
13
EUC
04/03/14
Training Room, 4 floor
Agent
20
th
Process Claim Red Rewards MU
14/04/14
Training Room, 4 floor Agent & TL
17
Staff Card
29/04/14
25
Email Refreshment
23/05/14

Corro
12
10x Membership Rewards
12/06/14
Training Room, 4th floor Agent & TL
22
Refresh Membership Rewards
12/06/14
Agent
17
Tele Ethic Code
01/06/14
Agent
11
Product Gadget
10/07/2014
29
10 Penilaian Agent Active
01/09/2014
16
11 Refresh Product Credit Protection

Manulife
24/09/2014
22
12 Tactical Programme
29/09/2014
28
13 Conversion mastercard Corp

Card
01/10/2014
17
th
All Unit
th
th
th
th
& Analysis
No
Operational Review
Date
Corporate Data
Corporate Social
Responsibility
Location
Participant
Number of
Hours
Participant
14 Staff Card (type & limit)
03/10/2014
16
06/10/2014
17

Card
06/10/2014
10
17 Staff Card
06/10/2014
17
18 Fraud Awareness
08/10/2014
45
19 Akusisi Kartu baru
09/10/2014
26
20 Amex Card (GRCC, RCP, CORP)
14/10/2014
21 Conversion Mastercard Corp

Card
16/10/2014
Agent
11
22 Tele Ethic Code
17/10/2014
Agent
27
21/10/2014
Agent
24 S2s Manulife
29/10/2014
Agent
13
30/10/2014
Agent
26 Bunga Special Case Adv
31/10/2014
30
27 S2s Manulife
05/11/2014
15
28 10x Point Rewards
19/11/2014
25
29 World Elite
11/11/2014
17
30 Cashback 5% on Dining &

Groceries
24/12/2014
15
th
th
Agent
All Unit
th
th
th
th
th
th
th
Agent
Agent
REKAP TRAINING 2014

No
Hard Skill Training
Date
Location
Participant
Number of
Hours
Participant
D Cash Socialization
Agent +
TL+CCU+Corro
14
Agent +
TL+CCU+Corro
Promo Dana Instant ATM
Agent
Agent
SUKUK 006
Agent +
TL+CCU+Corro
14
Dana Instant Process
Agent
Agent
Danamon Lebih Top Up 2014
Agent +
TL+CCU+Corro
15
Agent
10 Layanan Corporate (DSC)
Agent
Agent
12 Sosialisasi Direct Gift

penawaran telemarketing KK
Agent +
TL+CCU+Corro
10
13 PPRO
Agent +
TL+CCU+Corro
19
14 Danamon Lebih ADIRA-Pilot

Project
Agent +
TL+CCU+Corro
10
15 Promo MU 101
Agent +
TL+CCU+Corro
14
th
th
th
th
nd
553
Highlights
No
554
Hard Skill Training
Date
Management Reports
Location
Participant
Company Profile
Number of
Hours
Participant
16 Promo MU 101
Agent
17 Keluhan Atm Finansial
Agent
Agent
19 SBR 001
Agent +
TL+CCU+Corro
16
20 SBR 001
Agent
21 SBR 001
Agent
22 SBR 001
Agent
23 Bundled DI & Danamon Lebih
Agent +
TL+CCU+Corro
21
24 NTB Engagement E channel
Agent +
TL+CCU+Corro
15
25 Dana Instant Process
Agent
26 Tabungan BISA IB & Tab

Syariah Qurban
Agent +
TL+CCU+Corro
15

Syariah Qurban
Agent +
TL+CCU+Corro
10
28 D Cash
Agent
29 NTB Tactical Program
Agent +
TL+CCU+Corro
15
30 Primagiro Berkado 4
Agent +
TL+CCU+Corro
16
31 Anti Attrition Dana Instant

(Cross Sell)
Agent + TL
10

(Cross Sell)
Agent + TL
20
33 Refresh Primajaga Manulife
Agent +
TL+CCU+Corro
14
Agent +
TL+CCU+Corro
11
22/08/2014 Coaching Room 4th floor
Agent
36 Peraturan OJK-Promo
Agent +
TL+CCU+Corro
21
37 Sosialisasi Rejuvenation DOB
Agent +
TL+CCU+Corro
25
38 Danamon Lebih Top Up 4
Agent +
TL+CCU+Corro
13
Agent + Tele
12
40 Sharing Session Fraud
Agent +
OtherUnit
11
41 Tactical Program-NTB
Agent +
TL+CCU+Corro
Agent
43 Training Fraud
All
45
44 Danamon Lebih ADIRA
Agent +
TL+CCU+Corro
11
45 Reward Point Lebih
Agent +
TL+CCU+Corro
14
Agent
47 Reward Point Leih
16/10/2014 Coaching Room 4 floor
Agent
48 Layanan Mortgage
Agent
th
th
th
th
th
th
nd
th
th
& Analysis
No
Operational Review
Hard Skill Training
Date
Corporate Social
Responsibility
Location
Corporate Data
Participant
Number of
Hours
Participant
49 Layanan Mortgage
Agent
50 Layanan Mortgage
Agent
51 Layanan Mortgage
Agent
52 D-Mobile
Agent +
TL+CCU+Corro
18
53 D-Mobile
Agent
54 D-Mobile
Agent
55 D-Mobile
Agent
10
56 D-Mobile
Agent
57 D-Mobile
agent
58 Pengenaan biaya setor tunai
Agent +
TL+CCU+Corro
12
Agent +
TL+CCU+Corro
Agent
61 Dmobile
Agent
th
nd
nd
nd
nd
555
Highlights
Pasar Malam
Budi Santoso Ignatius-Consumer Risk Management, Jakarta
504
Management Reports
Company Profile
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Corporate
Social
Responsibility
505
Highlights
Pasar Cigasong Sindangkasih Majalengka
506
Management Reports
Company Profile
& Analysis
Operational Review
Danamon and its subsidiaries have been

conducting Corporate Social Responsibility
(CSR) through the following strategy:
Well-planned program that is based
on research and intensive and regular
consultation with stakeholders
Regular Monitoring and Evaluation for
measurable impact and accountability
reporting.
This commitment reaffirmed that the
implementation of CSR by Danamon is
not merely a social investment but also a
mandatory that is conducted in pragmatic
approach to empower community, which can
eventually contribute to business of the Bank
and its subsidiaries.
As corporate citizen, Danamon realizes that
CSR requires a strong commitment and
focused program, to ensure wider impacts
and sustainability. Through strategic decision
a special entity was established, mandated
to implement Corporate Social Responsibility
(CSR) programs, i.e., with the establishment of
Yayasan Danamon Peduli (Danamon Peduli) in
2006.
With a clear distinction role, CSR program
which used to be conducted peripheral and
individually by Danamon and its subsidiaries,
now has become priority and is under the
oversight of Danamon Peduli. This reflects a
commitment of Danamon with its subsidiaries
to actively play a significant role in development
of community social economy, environmental
protection as well as cultural preservation in
Indonesia and at global scale.
Corporate Social
Responsibility
Corporate Data
In implementing CSR program, Danamon

Peduli positions itself to play a strategic role
as development partner, a catalyst, as well
as knowledge hub for stakeholders who
have similar concerns to achieve sustainable
development objective. Therefore, Danamon
Peduli always tries to engage stakeholders
to actively participate in each CSR program
so that the development program objectives
can be achieved, brings positive impacts and
sustainable.
YAYASAN DANAMON PEDULI

(DANAMON PEDULI)
With a mission To be a trusted development
partner that brings sustainable positive
changes and to improve community life,
through alignment and make use of available
resources, Danamon Peduli is commited to
implement CSR program that brings positive
and concrete changes for an improved quality
of life, environmental and cultural preservation
in a sustainable way.
Danamon Peduli was officialy established by
PT Bank Danamon Indonesia Tbk., and PT Adira
Dinamika Multifinace Tbk., on February 17,
2006. All programs aim to support sustainable
development which has direct advantages for
the community, through the engagement of
volunteers from the family of Danamon. The
objectives of Danamon Pedulis programs
are to support sustainable development that
directly benefits people, through volunteerism
from Danamon family. In so doing, Danamon
Peduli has been very consistent to play a
role as development partner, catalyst, and
knowledge hub with innovative programs that
aims to contribute to government development
507
Highlights
Management Reports
Company Profile
Pasar Bunder, Sragen-Central Java
priority and works in harmony with government

program. Henceforth, program can be scaled
up and developed further for sustainability.
Danamon Peduli translated the vision of CSR
through the following programs:
1. Program PASAR SEJAHTERA (Welfare
Market), pilot a model of supporting
scheme that focuses on peoples market
revitalization in Indonesia, physical and non
physical improvement.
2. Regional Icon Preservation Program,
with the goal to support environmental
and cultural preservation through local
community empowerment.
3. Environmental Support Program, covers
activities on environmental preservation,
such as waste management to be recyled,
education for environmental preservation,
and support of environmental facilities (such
as waste bin, bio digester, tree planting,
biopore hole development, clean water
catchment, and sanitation).
4. Rapid Disaster Response Program, in
partnership with Danamon and Adira
employees and volunteers, Danamon Peduli
tries to be the first to provide immediate
assistance to the community experience
disaster, as well as education activities to
employees and volunteer to assist victims
of disaster and mitigate the impacts.
508
Furthemore, as a knowledge hub, Danamon

Peduli facilitates series of activities that are
linked with program, such as public discussions
on traditional/peoples market issues with
resource persons, who are experts in selected
topics and themes. Danamon Peduli also
actively engages in many occasions to share
experience and open for a partnership.
Danamon Peduli carefully designs and plans
community development programs. In its
implementation, to measure the success
and impacts of its program, Danamon
Peduli conducts regular and comprehensive
monitoring and evaluation together with
partners. Monitoring and evaluation are
conducted with two approaches, qualitative
and quantitative.
Qualitative Approach
Danamon Peduli understands that it takes
stages in order to achieve objectives; and
concrete target can only be achieved gradually.
Therefore, target should be translated in a way
that considers the level of organizational capacity
to socialize the program, build consensus,
and other approaches, which accommodate
the aspiration of the stakeholders; and the
capacity of the organization to adapt itself
to the environment, to be able continuously
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
grow and develop. As such, CSR programs

are implemented based on good capacity,
which are to be empowered to achieve the
target. Each activity is conducted through
intensive consultation and discussion as well
as consultation process with stakeholders to
ensure that the planning of CSR program are
well targeted and deliver benefits.
sustainability of the Bank and its subsidiaries.

Corporate social responsibility has been
integrated into business strategy, and expected
to bring positive perception and to business
continuity in alignment with global trend on
corporate social responsibility and banking
good governance (Guidelines of Indonesia
Banking Good Corporate Governance 2012).
Quantitative Approach
The quantitative approach of the performance
of CSR program conducted are done through:
a) Baseline survey is conducted to measure
base indicator of program target, before
CSR program implementation is executed.
b) Rapid Assessment is conducted to measure
program impacts as a result of program
implementation, and serves as data
information to map and analyze challenges
and opportunities.
c) Program budget burn rate is used to
measure the effectiveness and efficiency of
the program to achieve the target.
d) Volunteers and stakeholders engagement
beyond Danamon Peduli employees, as
evidence of commitment on engagement
and partnership.
e) Calculation of carbon footprint to measure
the impacts of reduced carbon emision
from CSR program and the commitment to
environment.
All activities and projection of annual budget for

CSR programs are comprehensively formulated
at the end of the year by Danamon Peduli, and
submitted for Banks approval based on needs
assessment of the program. This proposal of
CSR Program and Annual Budget reflects the
commitment of Danamon and its subsidiaries
to support and to ensure that CSR programs
are implemented effectively, and brings optimal
benefits.
GOOD GOVERNANCE
CSR Budget Allocation
Each CSR program has been through a
well-planning process, to be conducted
effectively, to be evaluated and reported
regularly for accountability. The CSR programs
implemented in integrated fashion also reflects
corporates instrument of social investment to
strenghten main activities, and for the business
Annual budget allocation for CSR programs

is not only to meet the compliance of
government regulation in allocating some
precentage of corporate profit, but it is also
based on community needs and priorities of
development program, as well as program
development objective, which Danamon would
like to achieve.
In addition, Danamon Peduli partners, local
government in program locations especially,
provides their shares to the program. Danamon
Peduli believes that development program will
only be effective and brings bigger impact if
it is implemented through participation and
partnership with concerned parties. Therefore,
Danamon Peduli promotes a strong sinergy in
the program planning and implementation with
various parties, in terms of resources, which
includes local government as the main actor in
local development. Aside from allocated annual
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Company Profile
Pasar Baru, Probolinggo East Java
buget from the Bank, Danamon Peduli also

receives funds from subsidiaries and business
unit. In 2014 Danamon Peduli raised funds from
Danamon employees and its subsidiaries, who
have concerns on the development issues,
especially in Rapid Disaster Assistance.
INSTITUTIONAL ACCOUNTABILITY
The organizational structure of Danamon
Peduli reflects a good governance and strong
accountability with Board of Trustees, Board
of Supervisors, and Board of Management.
The Head of Board of Management, who
also serves as the Director of Executive of
the Foundation, and Board of Management
conducts regular monthly meeting with the
Board of Supervisors to report the progress
of program implementation and the realization
of budget absorption. At the end of the year,
the Board of Management report to the Board
of Trustees on the program implementation.
As part of accountability and transparancy
to the public and all stakeholders, Danamon
Peduli produces audited Financial Report on
regular basis by independent Auditor, and it is
published in one national media.
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Pasar Ibuh, Payakumbuh West Sumatera
GOVERNANCE STRUCTURE
& DANAMON PEDULI TEAM
COMPOSITION 2014
Policy, Concept, and The Operational
Framework
In CSR program policy, Danamon Peduli tries
to build strategic partnership, with attention to
local resources. Therefore, Danamon Peduli
builds partnership with central government,
local government, and local community, as
well as others who have similar interests. In this
scheme, CSR program will be stronger as it is
implemented by various partners.
In 2014 Danamon Peduli focused its program
on building capacity of stakeholders for
sustainable development. The capacity building
of partners aims to increase the capacity and
performance of individuals, organizations,
and community in Danamon Peduli program
locations to enable them to work effectively and
efficiently. By optimtimizing partners capacity
of partners, together central government, local
government, civil society organizations, and
private sector, it will accelerate the synergy
in social investment to achieve to the shared
goal: improved lives of the community, in
a healthy environment and strong local
wisdom and culture. Strong capacity within
robust partnership will facilitate better to the
achievement of common objectives.
& Analysis
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Institutional Capacity Building

Institutional strengthening capacity includes
the following activities: management training,
market training, seminar, comparative study,
presentation of product/merchandise display
training, and many other activities. The
target of institutional strengthening are the
stakeholders, that includes Work Unit at the
Local Government overseeing the markets,
market management officers, traders/Traders
Association, market community, and other
related organization, within the community
scheme (Waste Bank, Community Radio, Wall
Bulletin, and Cooperatives).
THE IMPLEMENTATION OF CORPORATE
SOCIAL RESPONSIBILITY
The activities of Danamon CSR that are
implemented by Danamon Peduli as social
investment consist of two categories:
External, which consists of:
Welfare Market
Regional Icon Preservation
Environment Support
Disaster Rapid Assistance
Internal, which consists of:
Workforce and Work Safety, Health, and
Environment
Consumers Responsibility.
SOCIAL
AND
DEVELOPMENT
COMMUNITY
Social and community development in

Indonesia needs special attention, as well
as concrete assistance from government,
private sector, and community participation.
Entering its eighth year, social and community
development is still the main focus of CSR
program. To optimize the results of the program
and to be cost efficient, Danamon Peduli
Corporate Social
Responsibility
Corporate Data
designs social and community program in

integrated manners, so it brings more benefits
and impactful.
1. Welfare Market (Healthy, Green, Clean,
Organized)
For hundred years traditional wet market has
been the backbone of the Indonesian economy,
especialy as source of employment and local
revenues. Data from the Trade Ministry, there
were approximetely 9,500 peoples market
operated in 2012 throughout the country, which
supplied about 60% of peoples basic needs,
and has been the livelihood of more than 30
million traders. Considering the vital role of
the peoples market, Danamon took the role
to support peoples economy growth through
Since 2006 Danamon Peduli has actively taken
part in the traditional market revitalization,
which focused on the improvement of
physical condition and environmental health.
In 2010, Danamon Peduli has strengthened
its commitment with the launching Pasar
Sejahtera (PSJ), which was as a consolidation
from previous market-based program and
activities. As the name indicates, SEJAHTERA
means Sehat (Healthy) hiJAu (Green), bersiH
(Clean), and TERAwat (well maintained),
thence, the focus of the program is on the
market environmental health, eco-ness,
hygiene and well maintenance. With that,
the objectives of the program are not only to
revitalize the physical condition of the wet units
of the market, but also to increase awareness
and promote behaviour changes amongst the
traders.
For Danamon Peduli, government support
is one of the important aspects to ensure
the sustainability of market revitalization
program. Therefore, Danamon Peduli engages
participation and commitment from government
as policymaker, both at the national and
regional level.
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At the national level, Danamon Peduli is
among others, in partnership with Ministry
of Trade, Ministry of Health, and Ministry of
Public Work. The focus of the partnership at
the central level focuses on raising support
and program coordination through information
dissemination and program scaled up. At the
local level, Danamon Peduli directly engages
the governments, i.e., Head of the City/District
and institutions/offices that has oversight
and management of the market to draw jointplanning and budgeting.
Every year, government allocated resources
to revitalize the traditional market. However,
considering the large number of traditional
market, it needs more than national support to
accelarate market revitalization program.
Government supports to traditional market
are reflected in the budget for market
physical rehabilitation in medium term
development plan 2015-2019, which targets
3,000 markets throughout Indonesia. The
target is not commensurate with the number
of traditional market needed improvement
(with assumption there are 10,000 traditional
markets in Indonesia). Given the large number
of the markets, therefore, the support of
private sector, community group, and other
related institutions, is necessary. The existence
of traditional market can promote peoples
economy, strengthen local economy, increase
supply chain, and supply basic needs as well as
serves as a public social space. To complement
the government efforts, Danamon Peduli offers
a program in a more comprehensive approach,
beyond physical improvement, but more on
non-physical enhancement.
Objectives
The revitalization of traditional market launched
in 2010 has the objectives, as follows:
Increase and improve environmental
health of the market according to national
standard.
Develop a pilot model of market revitalization
project as a non government support, which
can be replicated, hence can accelerate the
market revitalization program throughout
the country.
Target
The PSJ program addresses two components
of the market, i.e.,: (i) physical revitalization of
the market, and (ii) awareness and behavioural
changes of market traders and other actors
involved in the market activities. The PSJ
program is designed in such a way that can be
sustained.
PSJ program established in 2010 has three
main activities:
1. Physical renovation of the demo unit, which
refers to the standard of Ministry of Health
Regulation of Kepmenkes No. 519/2008.
2. Integrated planing and budgeting through
cross-sectoral meeting of relevant offices
(Dinas/Badan) that have duties and function
in the market management.
Activity in Pasar Bunder Community Radio,

Sragen-Central Java
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& Analysis
Operational Review
3. Market monitoring and facilitation of

integrated planning mechanism, such
as the establishment of Market Working
Group, education to market community/
Behavior Change Campaign (BCC).
Awareness building includes campaign on
hygienic lifestyles, training on writing and
management of Bulletin Board, training
on market community management
(community radio), and aspirations mapping
of the stakeholders through Focus Group
Discussion. Printed media such as banner
and Gotong Royong (mutual collaboration),
are conducted in a routine basis to
disseminate information and socialization of
hygienic way of life.
From year 2010 PSJ program has been growing
in 9 locations as pilot project and two new PSJ
traditional markets joined in 2014:
Pasar Ibuh, Payakumbuh Municipality
Pasar Grogolan, Pekalongan Municipality
Pasar Bunder Sragen District, Central Java
Pasar Baru Probolinggo Municipality, East
Java
Pasar Semampir Probolinggo District, East
Java (already handed over to Probolinggo
District Government)
Pasar Sindangkasih Majalengka District,
West Java
Pasar Kemuning Pontianak Municipality
Pasar Tejo Agung, Metro Municipality,
Lampung
Pasar Lamboccaa, Bantaeng District, South
Sulawesi.
Under PSJ program, various innovative
schemes that have been established in natural
way, directly and indirectly encourages and
support the efforts of behavior changes within
the market community.
Corporate Social
Responsibility
Corporate Data
Danamon Peduli facilitates activities for

market community, such as community mutual
collaboration activity or Gotong Royong
and group discussion that are conducted
periodically. From the group discussions usually
the traders identify the problems faced in the
market and together they try to find solution.
The group discussion has generated various
partnership schemes, such as waste bank,
bulletin board, community radio, community
mutual collaboration, and the establishment of
cooperatives. Through the group discussion,
they also identify appropriate training needs
to increase their capacity. In order to have
positive domino effects of the development and
sustainability of market revitalization program,
Danamon Peduli actively encourages market
cadres/training participants to engage others
to involve in PSJ program.
The capacity building for community in Pasar
Sejahtera in 2014 has involved 133 persons,
training materials include work study tour, basic
management for waste bank, community radio,
and traders association and Health Working
Unit (UKK). At the end of 2014, Danamon Peduli
has conducted strengthening community for
more than 2,000 market community members,
consist of traders, and other stakeholders
of traditional market. It is expected that the
training can generate more market community
organizers, as the engine of PSJ in each market
or in the area where they live.
The market community mutual collaboration is
market clean up activity organized by market
cadres, community, and market management,
as well as Cleaning and Park office in order
to induce sense of ownership and collective
responsibility on market cleanliness.
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In 2014 from 6 PSJ (in Payakumbuh, Sragen,
Pekalongan, Probolinggo, Majalengka, and
Pontianak), the market community mutual
collaboration has involved 865 persons,
whereas the cleanliness competition involved
160 traders. It is expected that in the future this
activity can be conducted regularly in markets.
Henceforth, it can bring back the function of
market as public space that brings benefits to
the traders and consumers.
In Probolinggo, a Market Working Group has
been officially established, with formal issuance
of Surat Keputusan Walikota Probolinggo, with
Mayor and Deputy Mayor as persons in charge.
Whereas in Pasar Bunder in Sragen and Pasar
Grogolan, establishment of Market Working
Group is still in process. Market Working Group
is a special unit, which consists of offices of
cross-sectors overseeing the market, hence
can be more focused on market development.
The establishment of Pokja Pasar is one of the
exit strategies of Danamon Peduli, before the
market are transfered to local government.
In 2014, stakeholders hold 34 meetings,
participated by 10 to 30 participants in each
discussion. Discussion in market communities
serves as a media to share information on
program, achievement, new ideas, and
challenges faced as well as to find solutions.
Awareness Program for Market Community
2014
To identify the location for new PSJ program
implementation, a rapid assessment was
conducted throughout selected region of
Danamon or Adira. In 2014 assessment was
conducted in 9 traditional markets in Lampung,
20 traditional markets in Bali, and 9 traditional
markets in South Sulawesi. Based on the
514
findings, 2 locations were identidied as new

locations for PSJ program:
1. Pasar Tejoagung, Kota Metro, Lampung.
Located about 60 km from the capital city
of Lampung Province.
2. Pasar Lambocca, Bantaeng District, South
Sulawesi. Located about 123 km from the
capital city of South Sulawesi Province.
These two markets are in the process of
renovation to become a model of Pasar
Sejahtera, which refers to the Ministry of
Health standard Kepmenkes No. 519/2008,
Guidelines of Healthy Market. Overall, there
are 9 traditional markets that are included in
As part of non-physical supports to traditional
market, Danamon Peduli starting to include
campaign aspect with community participation.
In partnership with Kompasiana, Danamon
Peduli has conducted Blog Writing Contest
with title: The Beautiful Colour of Traditional
Market.
The Blog Writing Constest exposes the
interesting story of each market which unique,
to reveal the diversity of traditional market
cross the country to attract new perception of
the community who have already had negative
image of traditional market: dirty, vile and
untidy.
The writing contest resulted in 161 of unique
stories about traditional markets in Indonesia.
The winners and title story as follows:
& Analysis
Rank
Operational Review
Title
Corporate Social
Responsibility
Corporate Data
Market Name
Revitalization Onan Rabu in waiting
Ideas for Traditional Market in Malang: the Potentials Pasar Comboran

and Opportunities
Wandering the Oldest Market in Jogya
Waste Bank is a self managed scheme that

involves market traders in the establishment
and management of markets non organic
waste. The facilitation of this Waste Bank
establishment is aimed at changed in behavior
and habit of sorting (disposal) waste amongst
traders. This activity contributes to the reduced
waste to be disposed and managed by the
government, and at the same time it becomes
as a source of income for bank customers. This
scheme introducted for the first time in Pasar
Baru, kota Probolinggo in 2012.
The data shows that traditional market is one
of the highest waste contributors in Indonesia.
If waste is managed properly, market will be
healthier, cleaner environment, and in turn,
can attract more customers to visit traditional
market. The changes in healthier and cleaner
environment of marketplace are part of the
efforts to manage traditional market in a
modern way. Organic waste can be converted
into compost, which is very useful to repair soil
condition, whereas the non organic waste can
be reused for creative recyled products.
Pasar Onan Rabu
Pasar Legi
Location
Pulau Samosir,
North Sumatera
Malang
Kotagede, Jogjakarta
Pekalongan was also formed. From 9 Sejahtera

Markets, there are 4 locations that already have
Waste Bank. Bank customers can deposit non
organic waste (bottle, can, paper, newspaper,
magazine, etc.). All the accordingly. This type
of community scheme is effective to reduce
waste, which was previously scattered around
the market.
Furthermore, to promote hygienic habit in Pasar
Sejahtera, annual Cleanliness Competition
for Market Stalls is implemented, which is
conducted. Prizes and appreciation tokens
are given to those who manage to maintain
cleanliness in their stalls.
In October 2014, Bank Sampah Anak Nagari

Peduli (BASANDI) was established in Pasar
Ibuh Payakumbuh. This was based on the result
market community focus group discussion.
Similarly, Sampah Sejahtera in Pasar Grogolan,
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Pasar Ibuh, Kota Payakumbuh
2010
2011
Sink construction
Information
boards
construction
Procurement of
trash
Painting horse
paung
Installation of
exhaust pipe
Installation of roof
canopy
Casting courtyard
pavement
Installation of
guttering
Cleaning location
vegetable block II
Construction a
table in the block
vegetables II
Procurement
of 3-wheeled
motorcycle
Procurement
of speakers
radioland
Nameplate
prosperous
market
Nameplate zone
2012
Normalization
waterways
Improved health
posts
Procurement bins
10 units
Construction
of hand wash
facilities 4 units
2013
2014
Procurement of 34 Improved
units wheeled bin
drainage block
Preparation of 6
vegetables II
units washhand of Rejuvenation
the sink
radio land
Construction
waste bank office
Pasar Grogolan, Kota Pekalongan

2010
New stall
construction
Sanitation
construction
Lighting
construction
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2011
Paving and
garden in the
market
Rehabilitation of
MCK
Sink construction
Painting blocks
south
Purchase of trash
Procurement
nameplate pilot
unit
Procurement
board zones
2012
Construction of
health posts
Procurement of
trash bin
2013
Improved
drainage
Procurement of
sink
2014
Repair the roof in
the middle of the
market
Construction
waste bank
Development
radioland
& Analysis
Operational Review
Corporate Social
Responsibility
Pasar Kemuning, Pontianak
Corporate Data
Pasar Bunder, Sragen

2010
Renovation stall
traders know
Painting los
Improved
sanitation
Procurement of
trash
Procurement
wheelie bin
2011
Sink construction
Procurement of
trash
Procurement
tricycle
Addition means
radioland
Procurement
nameplate los
pilot
Procurement
nameplate zone
2012
Improvement
hydrant
Procurement
dustbin
Renovation los
bandeng
2013
2014
Procurement
separate trash
can
Procurement
porters trolley
Procurement Unit
Pilot uniform,
Society and pelvic
services
Pasar Baru, Kota Probolinggo

2010
Construction of
the middle block
roof
Procurement of
hanging trash bin
Procurement of
sink
2011
Waterways
normalization
Procurement
nameplate pilot
unit
Procurement
board zones
2012
Improved fish
merchant stall
Making
nameplate pilot
unit
Making the zone
board 10 points
2013
2014
Installation of
water for fish stall
Repair and roof
lighting
Procurement of
motor carts
Repair radioland
Provision
of facilities
radioland
Provision of
facilities UKK
Pasar Sindangkasih, Majalengka

2012
Revitalization Phase I
(chamfer awnings)
2013
2014
Revitalization Phase II (roof, floor and table, sink, stall
painting, electrical installation and repair block culinary)

Procurement of separated waste bin
Procurement of motor trash
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Pasar Kemuning, Kota Pontianak
2012
Preparation of a fish
merchant stall phase
2013
Preparation of a fish merchant stall phase II
Changes the stall from the traders at the front part
2 units sinks
Trash bin
Procurement sound system
Market greening
2014
Improved
fish stall
floor
Procurement
of Safety
Enterprises
(UKK)
Pasar Tejoagung, Kota Metro

2014
Improved table fish traders
Improved drainage
Pasar Lambocca, Kab. Bantaeng

2014
Improved table fish from the traders
Making the WWTP (Waste Water Treatment Plant)
Drains
Bank Sampah Anak Nagari Peduli (Basandi)

Started to operate in October 2014, Bank
Sampah Anak Nagari Peduli (Basandi) is the
first partnership in Pasar Ibuh which engaged
traders, City Government, and community
outside the market who are concerned about
traditional market. To strengthen the capacity
of waste bank managers, Danamon Peduli
facilitated various activities, i.e., study tour
prior the establishment of the waste bank,
which involved 32 participants and training on
management of waste bank, which involved 20
participants.
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From December 2014 the Waste Bank already

has 24 customers, with the collected waste,
as follows: 632 kg carton, 8.5 kg cans, 51.3 kg
glass bottle, and 3 kg plastic bottle.
Pasar Payakumbuh is the biggest traditional
market in Indonesia, within an area of 6 hectare,
800 vegetable peddlers who need supply from
the market, 1500 settled traders, with money
circulation up to Rp. 2.5 billions within 2 hours
(from 6 AM to 8 AM).
& Analysis
Operational Review
Organic Waste Integrated Management

Organic waste can be processed into compost,
which is useful not only for soil fertility, but also
has economic value in the sense that the waste
to be dumped to the landfill is reduced. Data
indicates that organic waste which is converted
to compost can reduce organic waste around
30%. Therefore, the large amount of organic
waste in the market is advantageous.
Danamon Peduli has initiated the compost
converting scheme in 31 locations since 2008.
Under Pasar Sejahtera program, this scheme
is part of the efforts to develop green and
healthy market with broader involvement of
market stakeholders. Traders and the market
managers collectively try to reduce the waste
pile within the market area and final dumping
site with waste recyling methods.
Danamon Peduli has allocated budget to
support activities in Reduce, Reuse, Recycle
(3R), provided facilities in Integrated Waste
Management (TPST) Rawasari, Jakarta,
covered the physical building improvement
for waste management, tools for research
and training operation, and equipment for
tools management. It is expected that the
assistance will make the location of waste
management perform better and lead into new
function, waste research center, to cover the
legal, institutional, funding, social culture and
technology aspects. For the time being TPST
3 R Rawasari Jakarta manages 3-4 tons of
waste per day and produces compost of 200400 kg daily. In 2014 the target were training
for waste management to 300 people, training
non organic waste management based on 3
R (reduce, recycle, reuse) from July to August
2014.
Corporate Social
Responsibility
Corporate Data
Community Radio
Community radio in a non frequency radio
which is self-managed by the traders. Through
training from Dinas Komunikasi dan Informasi
(Division of Communication and Information),
the traders learned how to manage community
radio, including how to be a radio host. The
goal of community radio is a media to build
awareness and educate the behavior for non
physical revitalization of the market aims
to reach market community and public in
general. The community radio has program in
entertainment such as music, communication
program for market communities, includes
general information distribution, the birth of
new baby, and dead of community member,
as well as social promotion program. Useful
information from the Community Radio is
expected to increase the knowledge of the
traders, market community beneficiaries.
Community Radio can be found in Pasar
Bunder, Sragen; Pasar Ibuh, Payakumbuh; and
Pasar Grogolan, in Pekalongan.
Bulletin Board
The bulletin board (Mading) is a communication
media, socialization and education for market
community in printed form. Mading which is
self managed by traders, has functions as an
education for behavior change toward healthy
and clean lifestyle, and as a media to discuss
the market community aspiration regarding
market problems, and as channeling media
for traders creativity. To develop spirit of the
traders, Danamon Peduli conducted training
and Bulletin Board Contest annualy for the
management in each market.
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Cooperative Establishment
The idea to establish Cooperative started with
the problem faced by the traders who needs to
finance unpredictable expenses or immediate
needs which is not related to working capital.
So far the traders relies on mobile bank or
shark loan with a high interest that is a burden
for the traders. The cooperative will manage
the funds for saving and loan for the traders
to cut off the dependency on supply chain of
mobile bank and shark loan.
Aside from funding needed for cooperative
members, the cooperative can encourage the
cooperative member to save some funds for
market clean environment. Up to end of year
2014, Danamon Peduli has been assisted the
establishment of two cooperative in Pasar
Kemuning Pontianak, West Kalimantan, and
cooperative in Kampung Marunda Cilincing,
North Jakarta. There are also two other
cooperatives in the process of establishment,
Pasar Bunder Sragen, Central Java, and Pasar
Baru Probolinggo, East Java.
This year, 2014, Danamon Peduli has committed
to chanelling funding of Rp2.8 billion for the
development and the continuation of 9 (nine)
traditional markets in Indonesia and 7 (seven)
locations for pilot project of 2 new traditional
markets.
In the next 5 years Danamon Peduli expects
the governmnet to have new policy and take
strategic to support the development of
traditional market. In the future this support
can bring significant impacts for the traders
welfare, community, and Indonesia economy.
520
The lessons of 2014 indicate the importance

of partnership with central and local
government, as a joint team that build synergy
in the revitalization of traditional market. The
government can refer to the experience of
Danamon Peduli in conducting PSJ since
2010. However, a wider partnership is crucial
to accelarate the growing of Pasar Sejahtera,
as initiative to revitalize the traditional market
through partnership with private sector and
civil society institution. With the strenghts of
each organization (government, private sector,
dan civil society institution) the contribution
can mutually complement to each other with
more effective results.
For year 2014 with a focus theme Partnership
and Stakeholder Engagement for Sustainable
Development, Danamon Peduli will encourage
more and widen its partnership to make the
revitalization of traditional market will go more
rapidly, in line with economic development
which engages small and medium scale of
traders. This spirit is similar to the results of
limited discussion Quo Vadis Pasar Tradisional
(Where the traditional market go?) which
show 3 important things to understand: (i)
clear picture on security and empowerment of
traditional market, and challenges in traditional
market development and its sustainability, (ii)
government strategy to develop and sustain
traditional market, (iii) identify the parties who
are concern on traditional market development
to be partners.
& Analysis
Operational Review

2. National Market Clean Day
National market clean day on January 28,
2014, commamorated in Pasar Bunder,
Sragen. The event was attended by 150 guests
from Central Government, representative of
7 location of PSJ from local government, the
traders, mass media, local community and
Danamon employees. In this special event
Danamon Peduli handed over Pasar Sejahtera
Module consists of lessons from experience
in the last 3 years, to Ministry of Trade and
respresentatives from PSJ participants from
the local government. Within the period PSJ
considered as social and business investment,
the key to guarantee sustainability efforts
to revitalize traditional market as well as
the empowerment of market actors, the
traders. The Module of Pasar Sejahtera is an
important contribution of Danamon Peduli to
the community, with expectation to bring more
benefits in partnership, to develop traditional
market in Indonesia. The module is an invitation
to all parties to replicate and further develop
the program of PSJ.
Corporate Social
Responsibility
Corporate Data
Pasar Ibuh, Payakumbuh

PSJ Seminar on the commemoration of market
clean day joined by 6 resource persons and
60 participants, traders, is mass media, and
Danamon employees. This a media to share
experience and knowledge related to challenges
in developing traditional market and the efforts
to find solution as the result of mutual thoughts.
This seminar participated by representatives
from academic institution, observer of market
development, community and mass media. In
line with Danamon Peduli approach all lessons
will be disseminated, shared knowledge with
important related parties.
REGIONAL ICON PRESERVATION

Regional Icon Preservation (PIR) as one of CSR
program from Danamon Peduli aims to empower
the community socially and economically to
guard the cultural heritage in the area where
they live. Program activity designed to be
integrated, covers environmental conservation,
economic empowerment, as well as local
cultural preservation and promotion. For PIR
program in 2014 allocated budget was Rp.
441.007, 757.
521
Highlights
Management Reports
Company Profile

PIR program launched by Danamon Peduli
in year 2012 at the area of Marunda, North
Jakarta, in the surrounding of Rumah Pitung,
a cultural preservation area. Pitung was the
son of indigenous Betawi (ethnic group)
from Marunda who lived in 19th century and
become the legend of his battle to fight for
justice from the colonial government of Dutch
colonial. At the same location, there is another
cultural heritage preservation, Masjid Al
Alam, the oldest mosque in Jakarta. Both are
cultural heritage preservation which are also
tourism destinations, a part of North Jakarta
tourism program which consists of 12 tourist
destinations.
The non physical activities in the second year
focused more on the institutional strenghtening
capacity of the partners and supervising in the
establishment of waste bank, cooperative, and
rehabitation of public facilities such as Majelis
Taklim and Early Childhood Education (PAUD).
Besides, there were other enviromental facilities
such as motor cart, waste cart, and waste bins
for the community.
Entering
year
2014,
the
program
implementation of Danamon Peduli with
Marunda community focus on strenghtening
the community in environmental, economy and
social culture management. Through Forum
Group Discussion (FGD) there was agreement
on activities of PIR:
Environmental Aspect
More than 60 members of RT 01-09 involved
in the discussion on waste management for
the establishment of Waste Bank in 2014.
In the same year, Sejahtera Waste Bank RW
07, Kelurahan Marunda, Kecamatan Cilincing
Jakarta Utara, officially formed.
522
Cultural Aspect
To encourage and develop self confidence of
the community to be the actor in their area,
Danamon Peduli has been supervising the
establishment of various local art institutions.
The art institution consist of women, men and
children in Marunda, with regular acivities
includes marawis training, qasidah, and
martial art. The formation of art group aims to
encourage the community to preserve cultural
heritage through various promotion activities
and to attract domestic tourist and international
tourist in cultural exhibition and performance
conducted by the community itself.
At the end of 2013 for preservation and
promotion of cultural creation in Marunda,
there was Festival of Marunda Village to
perfom Betawi art and culture group which is
developed in Marunda. This is an alternative
entertainment to the tourist, the visitor of Rumah
Si Pitung (House of Si Pitung), which also
encourage community economy, stall with the
bazaar culinary of Betawi, as well as exhibition
of handicrafts. These are the series of support
from Danamon Peduli, as continuation of last
year activity to develop 6 units of to promotion
boths to leading products of North Jakarta at
Rumah Si Pitung.
Economic Aspect
In the economic empowerment, Danamon
Peduli, facilitated the formation of Cooperative
Simpan Pinjam (saving and loan) Mandiri
Marunda. As addition, an enterprise unit
established which deal with electric, water and
other payment. Koperasi Mandiri Marunda has
two financial resources, the saving loan from
the members of cooperative and revolving fund
to finance members who submit enterprise
development proposal. This cooperative
funding supported by Qardhu Hasan funds,
& Analysis
Operational Review
from Danamon Syariah managed by Danamon

Peduli, a revolving fund that involved Al
Azhar Umat as working partner of Danamon
Peduli. Based on community consensus, the
operation of cooperation is based on syariah
management.
PIR Progam in Marunda has a specialty as it
becomes the example of Gerakan Ekonomi
Syariah (GRES!) that has a goal to increase
syariah economy implementation to bring
welfare to the community in Indonesia. In year
2014 Cooperative Save and Loan Mandiri
Marunda members were 30 persons, with
Qardhu Hasan fund from Danamon Syariah,
managed by Danamon Peduli as much as Rp.
25,000,0000,-.
ENVIRONMENTAL CARE PROGRAM

Danamon Peduuli has allocated fund of
Rp4,580,548,524,-for series of activities for
Environmental Care Program throughout the
country which involved 2,244 Danamon branch
and Adira with 6,577 volunteers of Danamon
employees.
To run Environmental Care program, the
network of Danamon regional office throughout
Indonesia can decide 1 (one) type of activity
from the following 4 (four) category:
Wate activity: to collect waste, reducing
waste, and waste management.
Green activity and the development of
biopori hole
Water catchment and sanitation activity
Corporate Social
Responsibility
Corporate Data
Improvement public facilities needed for

enviromental maintenance
In 2014, as pilot project, Danamon in Jakarta
area develops the follow up activity from 3 R
with recycling non organic waste such as paper
collected from Danamon offices, and reuse the
recycled paper from paper waste at Danamon
and Adira offices. This activity involved 14
central office of Danamon and Adira in Jakarta.
Besides, Danamon Peduli also count carbon
footprint as commiment of Danamon to
decrease carbon emission (CO2 emission). By
reducing carbon emission Danamon play a role
in mitigation of global warming. The form of
this activity varies: planting the trees for carbon
capture, recycling paper and reuse it to cut the
number of trees to produce paper, and collect
organic waste to be converted as fertilizer and
improve the soil health.
The initiative to select waste paper to be
recycled dan reuse can be a way to reduce the
need of trees for paper production. Recycle
paper from internal waste paper selection will
be used for Sustainability Report and Annual
Report with 100% recycled paper. As addition,
recycling paper waste can be also used for
523
Highlights
Management Reports
Company Profile

Goody Bag for company souvenir, company
merchandise. In addition, the recycled paper
can be used for a name card for Danamon
employee.
Sadarkah bahwa kita banyak berhutang pada alam? Kita mengkonsumsi

banyak sekali benda yang berakhir menjadi sampah, lalu perlahan-lahan
alam terancam karena tumpukan sampah kita.
Dalam rangka Bulan Kepedulian Lingkunganku, Danamon melalui Yayasan
Danamon Peduli mengundang seluruh keluarga besar Danamon dan Adira
untuk bersama mengumpulkan sampah non-organik di rumah dan kantor
agar dapat didaur ulang menjadi barang siap pakai yang berguna dan
ramah lingkungan.
Yuk, ringankan beban alam bersama-sama!
SAMPAH
PLASTIK
SAMPAH
BEKAS
KANTOR
SAMPAH
KERTAS
BERSIHKAN DAN PISAHKAN

Mekanisme Pengumpulan Sampah
bawa sampah
dari rumah/
KANTOR
sampah diambil
oleh petugas
di kantor
Sampah DIANGKUT
menuju tempat
daur ulang
SAMPAH DIPROSES
menJADI PRODUK
SIAP PAKAI
Untuk informasi lebih lanjut hubungi: bkl2014@danamonpeduli.org

A N A K P E R U SA H AA N :
Bulan Kepedulian Lingkunganku
Target of recycled paper is 3,000 pieces or

minimum of 5,000 kg paper waste to be used
in Sustainability Report and Annual Report. As
addition it is expected to have 600 goody bags
in various size for different purpose.
The Walk and Run for Recycling is a new
initiative to increase employees involvement
through sport and environmental care
activities. Located in Mandala Museum, as
start and finish point, as many as 250 people
consist of Danamon employees, family, and
invitees joined Walk & Run for Recycling.
Adult walk and run activity took the path of 5
524
KM and the other 1 KM path was for children.

The participants were asked to collect waste
they find in the walk and run path during sport
activity. By collecting waste during sport and
in a family atmosphere, Danamon showed an
example of contribution to tacke global issue
as well as to preserve the environment in waste
management.
Planting trees activity conducted to absorb
carbon emission, greening the city, and
preserving the rare tree of endemic species in
Indonesia. This activity took place in Mandala
Museum in Jakarta. The five rare fruit tree of
endemic species planted: Jamblang, Menteng,
Kecapi, Sawo kecil and Sawo Mentega. This
is an activity to protect and preserve rare fruit
species. The trees are belong to Mandala
Museum to enrich its diverse tree collection. In
total there were 3000 planting trees, with 6,887
volunteers involved from Danamon and Adira,
from January to August 2014.
Danamon Peduli also has attention to greening
an area with enviromental care facilities
through the establishment: 15 well catchment,
2 bio digester, distributed in several locations,
among others, West Java (Bojoing Loa Kaler,
Kebon Gedang, Sekar Rum and Lio Genteng).
Danamon Peduli contributed a water fountain
to complement park facilities as greening
effort. This activity has been possible in
partnership with local government of Surabaya
city through Cleanliness and Park Division or
Dinas Kebersihan dan Pertamanan (DKP) of
& Analysis
Operational Review
Surabaya city, in an official ceremony attended

by 300 Danamon and Adira employees, and
100 people from DKP Surabaya city and
surrounding community. The function of city
park is to reduce carbon emission, produces
oxygen, lower the temperature and noise, for a
a healthier environment.
Corporate Social
Responsibility
Corporate Data
The financial resources comes from Danamon

Peduli annual budget and employees donation,
included the three subsidiaries. All of the
funding received has been used to provide
basic needs for the disaster victims, especially
in the refugee camp such as: instanst food,
clean water, baby food, medicines, and other
basic facilities in the refugee camp.
RAPID DISASTER ASSISTANCE

Action to disaster chanelling through Program
Cepat Tanggap or Rapid Disaster Assistance,
one of CSR Danamon program to be the first
that brings assistance to the victim of a disaster.
In the implementation, Danamon Peduli always
in collaboration with Danamon employees in all
branches and corporate unit under Danamon
network and its subsidiaries throughout the
country. This way will allow Danamon to
provide assistance rapidly for immediate needs
to those in disaster area.
Up to now, the volunteers from the employees
has donation with value of Rp. 261.169.707,to more than 14,000 population of disaster
victims. The disaster location which received
the assistance were: Kudus (Floods), Jakarta
(Floods), Manado (Floods), Pati (Floods),
Jember (Floods), Kudus (Floods and Landslide),
Karawang (Floods), Balikpapan (Fire Disaster
at the Market), Kabanjahe & Karo (Eruption
of Sinabung Mountain), Karawang (Floods),
Kediri, & Malang (Eruption of Kelud Mountain).
The funding for the rapid assistance in disaster

area reported on regular basis can be seen
at official information (http://danamonpeduli.
ord/laporan-donasi) which will be audited
by Accountant Company as accountable
practices for internal and external interest. To
ensure that the assistance can reach widely
the community in needs, Danamon Peduli has
been in collaboration with relevant institution
for disaster management, such as Indonesia
Red Cross, National Agency for National
Agency for Disaster Prevention (BNPB), and
Rapid Action Response (ACT). The formation
of collaboration can be coordination function
and channeling the donation.
MANPOWER AND HEALTH,

OCCUPATIONAL SAFETY
ENVIRONMENT (K3L)
Manpower
As responsible corporate Danamon respects
and complies to labor regulations of the
government. More over, beyond compliance
to legal regulations, Danamon believes
that employees are valuable assets for the
company, which need to be retained, developed
according to their potentials, and empowered.
In regards to career path Danamon applies
equal opportunities, both for women and
men, where work performance will determine,
without discrimination.
525
Highlights
Harmonious industrial relations are constantly

developed and has a full of attention within
Danamon. Labor Union has been in positive
relations with the management. Danamon
guarantees the employees rights to free
expression and unions in accordance with
prevailing laws and norms. Danamon has
maintained good relations with labor unions
and applied the prevailing Collective Labor
Agreement that is in effect up to 2014, in
accordance with the Decision of the Director
General of Industrial Labor Relations and
Social Security No.Kep. 10/PHIJSK-PKKAD/
PKB/I/2013 regarding the Registration to
Extend the Collective Labor Agreement.
Danamon also acknowledges the performance
and achievement of its employees based
on the periodical evaluation process. The
results of this evaluation serves as one of
the considerations for determining rewards
extended to employees, such as salary
increases, annual bonuses, and promotions,
which is in line with the year end performance
evaluation.
Leave Rights
Danamon guarantees that every employee has
the right to take leave which is in accordance
to the Ministry of Labor and Bank regulations.
In addition to this, employees are also granted
permission for special leave due to personal
reasons such as the death of an employees
family member or an employees wedding. This
special leave permit does not constitute part of
the employees annual leave.
Health Care
To encourage employees healthy lifestyle
Danamon provides various activities and
facilities to grow the awareness on the
importance of self health care. Healthcare
is one of the key factors that determine the
overall performance of an employee, as well as
that of the Bank as a whole. Thus maintaining
employees health is a shared responsibility.
526
Management Reports
Company Profile
An array of activities and facilities are provided

by the Bank in raising employee awareness
on the importance of health, and maintaining
health.
Sport Activities
Employees have the opportunities to select
health activities according to the needs and
interest. A number of health activities facilitated
by Danamon are:
Sport Clubs
Employees can select sport activities which
is in their interest, among others: futsal,
badminton, volleyball, basketball, table
tennis, tennis, gymnastic/aerobic, biking,
bowling, running, martial art.
Sport Competition
Sport competition held biannually by the
Bank and participated in by representatives
of employees from all regions within
Indonesia. This activity aims to boost
sportsmanship among employees.
Hand-washing Movement: a movement in
promoting hygiene through the distribution
of stickers on the proper and healthy way to
wash hands.
Health Information
Health Talk: seminars from health experts
on relevant health topics (blood sugar,
cholesterol, a healthy diet, chronic diseases
etc).
Online Health Articles: an online media
platform where employees can access
via www.simassehat.com and Dclub site
on Danamons intranet. This tool provides
information on health in the workplace, such
as the importance of stretching regularly
during work.
Health Fair: exhibition participated by
various health care service providers.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Health Facilities
Lactorium: hygienic and convenient space
in the office for breastfeeding mothers
RESPONSIBILITY TO CONSUMERS
Supporting Activities
Art and Hobby clubs: groups of employees
who share interests and hobbies, such as
photography, fishing, choir practice, vocal
groups, and musical bands.
Danamon has in the course of performing its

responsibility pertaining to product information
and banking services, chosen to take two
approaches, namely, educating clients and
potential depositors, as well as providing
training and guidance for frontliners.
Occupational Security and Enviroment

Danamon constantly strives to ensure the safety
and security of its employees in the workplace.
Danamon has carried out various efforts
aimed at enhancing safety and security in the
workplace, despite the fact that the banking
industry tends to have relatively low incidences
of work-related accidents compared to other
industries, such as the mining or manufacturing
sectors.
Responsibility for Product Information and

Services
Customer Education
Danamon constantly strives to ensure that
its customers and prospective depositors
understand all products and services offered
by the Bank. This is meant to ensure that the
selected product meets the customers needs,
characteristics, and risk profile.
The efforts for safety and security, Danamon

covers the following procedure included:
Determining procedures and resources
required to address emergency situations
(natural disasters, fires, riots), including
establishing a Command Center within the
Corporate sections as well as the Regional
level for Danamon and its subsidiaries.
Implementing evacuation drills periodically.
Continuously disseminating information
pertaining to safety procedures to
employees, such as via e-mail blast.
Attention to K3L aspects in every building
constructed or occupied by Danamon.
Ensure that the density ratio of employees
per room is in accordance with prevailing
standards.
Ensure that the lighting system, air
conditioning, and air circulation all function
adequately.
527
Highlights
Management Reports
Company Profile
REPORT ON THE IMPLEMENTATION OF EDUCATIONAL ACTIVITIES IN PROMOTING CUSTOMER AND/OR

PUBLIC FINANCIAL LITERACY PT BANK DANAMON, TBK 2014
No. Division
528
City
Target
No of
Participants)
Micro
Banking
Cirebon, Denpasar,
Jakarta, Jambi,
Manado,Malang,
Makassar, Medan,
Semarang, Solo, and
Surabaya
UMKM Entrepreneur,
Housewives, Market
Community
7,080

Customers
Micro
Banking
Cirebon, Denpasar,
Jakarta, Jambi,
Manado,Malang,
Makassar, Medan,
Semarang, Solo, and
Surabaya
UMKM Entrepreneur,
Housewives, Market
Community
3,100
Development
Micro
Banking
Cirebon, Denpasar,
Jakarta, Jambi,
Manado,Malang,
Makassar, Medan,
Semarang, Solo, and
Surabaya
UMKM Entrepreneur,
Housewives, Market
Community
6,390

Customers
Micro
Banking
Cirebon, Denpasar,
Jakarta, Jambi,
Manado,Malang,
Makassar, Medan,
Semarang, Solo, and
Surabaya
UMKM Entrepreneur,
Housewives, Market
Community
1,700
Development
Micro
Banking
Jakarta
UMKM Entrepreneur,
Housewives, Market
Community
65
Smart Paths
Micro
Banking
Jakarta
Housewives and UMKN

Entrepreneur
480
Micro
Banking
Medan
Housewives and UMKN

Entrepreneur
280
Micro
Banking
Samarinda
Housewives and UMKN

Entrepreneur
280
Micro
Banking
Makassar
Housewives and UMKN

Entrepreneur
280
10
Micro
Banking
Denpasar
Housewives and UMKN

Entrepreneur
280
11
Micro
Banking
Serang
Housewives and UMKN

Entrepreneur
280
& Analysis
Operational Review
Goal
Activities/
Method
Corporate Social
Responsibility
Activities Date
Corporate Data
Budget
Allocation
PIC
Brief Explanation on micro banking

Program
Community
Gathering
January-March
Rp98,333,333
Marcomm SEMM
Community surrounding market motivated

to develop busiess with knowledge related
micro bankning
Discussion and
Consultation
January-March
Rp38,750,000
Marcomm SEMM
Brief explanation on micro banking

Program
Community
Gathering
April-June
Rp88,750,000
Marcomm SEMM
April-June
Rp21,250,000
Marcomm SEMM
Community surrounding market motivated Discussion and

to develop business with knowledge related Consultation
micro bankning
Roadshow successful micro banking in

Entrepreneurship, sharing Entrepreneurs
science to general public
Discussion and
Consultation
June
Rp83,333,333
Marcomm SEMM

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager
529
Highlights
No. Division
530
City
Target
Management Reports
No of
Participants)
Company Profile
12
Micro
Banking
Cirebon
Housewives and UMKN

Entrepreneur
280

SIKAPI and SIMOLEK
Socialization
13
Micro
Banking
Semarang
Housewives and UMKN

Entrepreneur
280

SIKAPI and SIMOLEK
Socialization
14
Micro
Banking
Kediri
Housewives and UMKN

Entrepreneur
280

SIKAPI and SIMOLEK
Socialization
15
Micro
Banking
Surabaya
Housewives and UMKN

Entrepreneur
280

SIKAPI and SIMOLEK
Socialisation
16
Micro
Banking
Bandung
Housewives and UMKN

Entrepreneur
280

SIKAPI and SIMOLEK
Socialization
17
Micro
Banking
Yogyakarta
Housewives and UMKN

Entrepreneur
280

SIKAPI and SIMOLEK
Socialization
18
Micro
Banking
Manado
Housewives and UMKN

Entrepreneur
100

SIMOLEK
19
Micro
Banking
Pekanbaru
Housewives and UMKN

Entrepreneur
100

SIMOLEK
20
UKM Banking Bogor

Market Community
103

Welfare
21
UKM Banking Bekasi

Market Community
277

Welfare
22
Consumer
Banking
Surabaya
University Students
50
23
Consumer
Banking
Surabaya
University Students
50
24
Consumer
Banking
Surabaya
University Students
50
25
Consumer
Banking
Surabaya
University Students
50
26
Consumer
Banking
Surabaya
University Students
50
& Analysis
Operational Review
Goal
Activities/
Method
Corporate Social
Responsibility
Activities Date
Corporate Data
Budget
Allocation
PIC

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager

planning
Discussion and
Consultation
May 5 to 11
Rp39,000,000
Regional Sales
Marketing
Manager
Discussion and
Consultation
May 5 to 11
Rp2,500,000
Regional Sales
Marketing
Manager
Discussion and
Consultation
May 5 to 11
Rp2,000,000
Regional Sales
Marketing
Manager

Program
right financial product.
Gathering
May 5 to 6
Rp10,000,000
Marcomm SME

Program
right financial product
Gathering
May 7 to 9
Rp10,000,000
Marcomm SME

workforce
Visit UBAYA
Campus
5-May-2014
Rp1,542,750
Marcomm Retail
Banking

workforce
Visit UPN Fak.

FISIP Campus
May 6
Rp1,542,750
Marcomm Retail
Banking

workforce
Visit to UBAYA
Fak. Psikologi
Campus
May 7
Rp1,542,750
Marcomm Retail
Banking

workforce
Visit Hangtuah
Campus
May 8
Rp1,542,750
Marcomm Retail
Banking

workforce
Visit Unair
B (Ekonomi)
Campus
May 9
Rp1,542,750
Marcomm Retail
Banking
531
Highlights
No. Division
532
City
Target
Management Reports
No of
Participants)
Company Profile
27
Consumer
Banking
Medan
General Public
200
In collaboratoin with Tribun

Dadily and Radio Smart Fmto
conduct event in Merdeka Field
CBD Polonia Medan
28
Consumer
Banking
Tanjung Balai
General Public
100

Danamon
29
Consumer
Banking
Kisaran
General Public
100

Danamon
30
Consumer
Banking
Tebing Tinggi
General Public
100

Danamon
31
Consumer
Banking
Rantau Prapat
General Public
100

Danamon
32
Consumer
Banking
Pematang Siantar
General Public
100

Danamon
33
Consumer
Banking
Deli Serdang
General Public
100

Danamon
34
Consumer
Banking
Padang Sidempuan
General Public
100

Danamon
35
Consumer
Banking
Gunung Sitoli
General Public
100

Danamon
36
Consumer
Banking
Tanjung Balai
General Public
100

Danamon
37
Consumer
Banking
Kisaran
General Public
100

Danamon
38
Consumer
Banking
Tebing Tinggi
General Public
100

Danamon
& Analysis
Operational Review
Goal
Activities/
Method
Corporate Social
Responsibility
Activities Date
Corporate Data
Budget
Allocation
PIC

services and risks
Radio Talkshow
April 27, 2014
Rp2,500,000
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
April 11, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
April 16-17, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
April 23, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
April 17, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
April 21, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
April 9, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
April 4,2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
April 14, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 22, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 18, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 20, 2014
Rp416,667
Marcomm Retail
Banking
533
Highlights
No. Division
534
City
Target
Management Reports
No of
Participants)
Company Profile
39
Consumer
Banking
Medan
General Public
100

Danamon
40
Consumer
Banking
Tanjung Morawa
General Public
300

Danamon
41
Consumer
Banking
Pematang Siantar
General Public
100

Danamon
42
Consumer
Banking
Deli Serdang
General Public
100

Danamon
43
Consumer
Banking
Padang Sidempuan
General Public
100

Danamon
44
Consumer
Banking
Sibolga
General Public
100

Danamon
45
Consumer
Banking
General Public
100

Danamon
46
Consumer
Banking
Medan
General Public
100

Danamon
47
Consumer
Banking
Medan
General Public
10

Danamon
48
Consumer
Banking
SM Raja
General Public
100

Danamon
49
Consumer
Banking
Tanjung Balai
General Public
100

Danamon
50
Consumer
Banking
Kisaran
General Public
100

Danamon
51
Consumer
Banking
Tebing Tinggi
General Public
100

Danamon
52
Consumer
Banking
Rantau Prapat
General Public
100

Danamon
Gunung Sitoli
& Analysis
Operational Review
Goal
Activities/
Method

services and risks
Discussion and
Consultation

services and risks
Corporate Social
Responsibility
Activities Date
Corporate Data
Budget
Allocation
PIC
May 7 to 8, 2014
Rp416,667
Marcomm Retail
Banking
Program
Community
Gathering
May 25, 2014
Rp666,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 19, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 4, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 9, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 8, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 8, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 9 to 10,
2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 16, 2014
Rp250,000
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
May 10, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 13, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 14,2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 10, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 13, 2014
Rp416,667
Marcomm Retail
Banking
535
Highlights
No. Division
536
City
Target
Management Reports
No of
Participants)
Company Profile
53
Consumer
Banking
Medan
General Public
100

Danamon
54
Consumer
Banking
Medan
General Public
100

Danamon
55
Consumer
Banking
Medan
General Public
100

Danamon
56
Consumer
Banking
Tanjung Morawa
General Public
100

Danamon
57
Consumer
Banking
Pematang Siantar
General Public
100

Danamon
58
Consumer
Banking
Deli Serdang
General Public
100

Danamon
59
Consumer
Banking
Medan
General Public
100

Danamon
60
Consumer
Banking
Medan
General Public
100

Danamon
61
Consumer
Banking
Medan
General Public
100

Danamon
62
Consumer
Banking
Medan
General Public
100

Danamon
63
Consumer
Banking
SM Raja
General Public
100

Danamon
64
Consumer
Banking
Jakarta, East Java,

Jogyakarta & Sumatrra
University Students
250
Socialization of Fiture and

Program of Tabung Danamon
Lebih and Tabungan Ku
65 Consumer
Makasar
Banking-Wealth
Management

Entrepreneurs
150
Meet Priority Customers
66 Consumer
Surabaya
Banking-Wealth
Management

Entrepreneurs
200
Meeet Priority Customers
67
UMKM Entrepreneurs
25

Family Investment
Syariah
Banking
Jakarta
& Analysis
Operational Review
Goal
Activities/
Method
Corporate Social
Responsibility
Activities Date
Corporate Data
Budget
Allocation
PIC

services and risks
Discussion and
Consultation
June 20, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 10, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 10-11, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 8, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 16, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 18, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 13,2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 7 and 27
2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 13, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 13, 2014
Rp416,667
Marcomm Retail
Banking

services and risks
Discussion and
Consultation
June 6, 2014
Rp416,667
Marcomm Retail
Banking
Understand the importance of early

saving as possible, benefits and fitures of
Danamon products
Visiting Campus
April-June, 2014
Rp90,000,000
Marcomm Retail
Banking

Economic Outlook
Talkshow
Investment
June 5, 2014
Rp18,333,333
Wealth
Management

Economic Outlook
Talkshow
Investment
June 18, 2014
Rp18,333,333
Wealth
Management

Discussion and
Consultation
May 10, 2014
Rp4,000,000
Marcomm Syariah
537
Highlights
No. Division
538
City
Target
Management Reports
No of
Participants)
Company Profile
68
Syariah
Banking
Jakarta
Housewives
36

Family Investment
69
Syariah
Banking
Bandung
Housewives
100
70
Syariah
Banking
Bandung
General Public
100

Housewives
71
Syariah
Banking
Jogjakarta
Housewives
50
72
Syariah
Banking
Lampung
50

Investment
73
Syariah
Banking
Tangerang
50

Investment
74
Syariah
Banking
Batam
100

Investment
75
Syariah
Banking
Jakarta
UMKM
25

Family Investment
76
Syariah
Banking
Jakarta
Housewives
36

Family Investment
77
Syariah
Banking
Depok
100

Family Investment
78
Syariah
Banking
Jakarta
Mass Media
100

Family Investment
79
Public
Relations
National Level
General Public
60,048
Economic Outlook 2014
80
Public
Relations
National Level
General Public
113,424
UKM Revival Era
81
Public
Relations
National Level
General Public
33,360
The Role of Multi Finance in

Indonesia Economy
82
Public
Relations
National Level
General Public
66,720
The role of OJK on Financial

Industrial Development in
Indonesia
83
Public
Relations
National Level
General Public
26,688
Improving Quality of Life by

Smart Banking Solutions
& Analysis
Operational Review
Goal
Activities/
Method
Discussion and
Consultation
Corporate Social
Responsibility
Activities Date
May 11, 2014

January 30, 2014
Financial Planner:
Ahmad Ghozali
Corporate Data
Budget
Allocation
PIC
Rp4,000,000
Marcomm Syariah
Rp2,750,000
Marcomm Syariah,
in collaboration
with FSA & Syariah
Banks
Understand the important aspects of family Radio Talkshow

with Syariah
Marcom and
Syariah Retail
Funding Head
Jan 29, 2014
Rp250,000
Marcomm Syariah

Financial Planner:
Ahmad Ghozali
Feb 20,2014
Rp2,500,000
Marcomm Syariah,
in collaboration
with FSA & Syariah
Banks

March 20, 2014
Financial Planner:
Ahmad Ghozali
Rp2,166,667
Marcomm Syariah,
in collaboration
with FSA & Syariah
Banks

Financial Planner:
Ahmad Ghozali
Apr 10, 2014
Rp2,416,667
Marcomm Syariah,
in collaboration
with FSA & Syariah
Banks

Financial Planner:
Ahmad Ghozali
May 1, 2014
Rp2,500,000
Marcomm Syariah,
in collaboration
with FSA & Syariah
Banks

Consultation
May 10-11, 2014
Rp666,667
Marcomm Syariah

Consultation
May 10-11, 2014
Rp666,667
Marcomm Syariah
Understand the facilities on financial

Talkshow with
Financial Planner
Ahmad Gozali
June 19, 2014
Rp2,416,667
Marcomm Syariah,
in collaboration
with FSA & Syariah
Banks
Understand Danamon Syariah product and Media Gathering

program and the recent development of
Syariah banking
June 30, 2014
Rp2,500,000
Marcomm Syariah
General public has the information on

TV Talkshow
condition & situation of Indonesia economy
2014
January 7 and 11,

2014
Rp432,612,067
Public Affairs
TV Talkshow
January 21 and
28, 2014
Rp439,069,567
Public Affairs
Public understand the role of Multi Finance TV Talkshow

in Indonesia economic growth
February 4 and
11, 2014
Rp432,612,067
Public Affairs
General public understand the role of

banking and UKM growth in Indonesia
Public understand the function and role of

OJK
TV Talkshow
February 18 and
25, 2014
Rp432,612,067
Public Affairs
Public are smarter in selecting banking

product
TV Talkshow
March 4 and 11,

2014
Rp432,612,067
Public Affairs
539
Highlights
No. Division
540
City
Target
Management Reports
No of
Participants)
Company Profile
84 Micro Banking Traditional Market in the

following city:Balikpapan,
Bandung, Cirebon,
Denpasar, Jakarta, Jambi,
Makassar, Malang,
Manado, Medan,
Semarang, Solo, and
Surabaya
Housewives, Market
Community
7,231
85 Micro Banking Region: Balikpapan &

Jambi
Housewives, Market
Community
197
86 Consumer
Banking
Semarang
General Public
40
Saving Benefits and family

financial planning
87 Consumer
Banking
Semarang
General Public
30

planning
88 Consumer
Banking
Semarang
General Public
40
Saving Benefits in Family

Financial Planning
89 Consumer
Banking
Semarang
Housewives
17

planning
90 Consumer
Banking
Semarang
General Public
200

planning
91 Consumer
Banking
Semarang
Entrepreneur
40
Banking Role in Business

Development
92 Consumer
Banking
Semarang
General Public
31

planning
93 Consumer
Banking
Semarang
General Public
60

planning
94 Consumer
Banking
Semarang
Professionals
35
The Saving Benefits in the family

financial planning
95 Consumer
Banking
Semarang
17
Having the information on

banking products, benefits,
and risks, and their function in
financial planning
96 Consumer
Banking
Semarang
General Public
97 Consumer
Banking
Semarang
State Owned Employees
50
Introduction and Brief Explanation

of Banking Basic Products & its
program
Knowledge on Entrepreneurship
and business development, and
banking industry

planning
Saving Benefits in the family
financial planning
& Analysis
Operational Review
Goal
Activities/
Method
Corporate Social
Responsibility
Corporate Data
Activities Date
Budget
Allocation
PIC
To educate public to have periodical

information on banking products and
services and the risks
Customer
Gathering
July-Sept 2014
Rp159,387,333
To motivate surrounding market community

in business development with knowledge
on Entrepreneurship and understanding on
micro banking
Customer
Development
July-Sept 2014
Rp2,500,000
To educate public on the information of

saving products, benefits & risks for future
planning.
Customer
Gathering
July 4, 2014
Rp662,000
Policy Academy

Customer
Gathering
July 4, 2014
Rp2,475,350
Entrepreneurs in
Jl. MT HaryonoSemarang

Customer
Gathering
July 25, 2014
Rp825,000
August 8, 2014
Rp125,000
To introduce banking products, benefits and Presentation on

risks as well as their role in family member the Location
education planning
To introduce banking products, benefits and Customer
risks as well as their role in family member Gathering
education planning
August 22, 2014
Rp1,000,000
To educate Entrepreneurs to have the

information banking products, benefits and
risks to assist business development
Customer
Gathering
August 23,2014
Rp1,017,500

Customer
financial planning
August 26, 2014
Rp1,500,000

Saving Products, benefits and risks for
financial future planning
August 29,2014
Rp1,110,650
Customer
Gathering
To educate medical staff to have information Presentation on

on banking Saving products, benefits and
the Location
risks in financial planning
Sept 3. 2014
Rp500,000
To educate private sector employees to

Presentation on
exercise financial planning on their monthly the Location
salary
Sept 4, 2014
Rp400,000

Customer
financial planning
Sept 9, 2014
Rp1,500,000

Presentation on
Saving Products, benefits and risks for future the Location
financial planning
Sept 10, 2014
Rp200,000
Parents of
Students of SMP 3
Banjarnegara
Sri Ratu
Convention Hall
PTPN
Puskesmas
Karanganyar
PU Office
541
Highlights
No. Division
542
City
Target
Management Reports
No of
Participants)
Company Profile
98 Consumer
Banking
Semarang
Students
50

planning to realize their dreams
99 Consumer
Banking
Semarang
Woman Association of
Dharmawanita
30
Saving for children education
100 Consumer
Banking
Semarang
Housewives
22
The role of Housewives in

management on financial family
planning
101 Consumer
Banking
Semarang
Housewives
66
Family financial planning for

family member education
102 Consumer
Banking
Semarang
Housewives
25
Saving Benefits in financial

planning
103 Consumer
Banking
Semarang
25
Saving means protected
104 Consumer
Banking
Semarang
General Public
10

planning
105 Consumer
Banking
Semarang
Football Community
54

planning
106 Consumer
Banking
Semarang
Students
22

planning to realize dreams
107 Consumer
BankingWealth
Management
Semarang
Entrepreneur
250
Knowing the benefits of having

investment in stock market and
its riks
108 Consumer
BankingWealth
Management
Medan
Enterpreuners
250
Having the information onf the

benefits of investing in stock
market and risks
109 Syariah
Banking
Bekasi
Young Couples,
Housewives
250
Introduction of syariah banking

and its basic products and
services
110 Syariah
Banking
Jakarta Convention Center Public in general,

Students, Industrial &
Banking Actors
150
Intoduction of syariah banking

and its product and services
& Analysis
Operational Review
Goal
Activities/
Method
Corporate Social
Responsibility
Activities Date
Corporate Data
Budget
Allocation
PIC
To develop habits of Saving early to realize

their dreams
Presentation on
the Location
Sept 11, 2014
Rp357,500
SMKN 4
To assist education planning for family

member
Presentation on
the Location
Sept 12, 2014
Rp100,000
Dharmawanita
SMP 3
To educate mothers to understand the

importance of family financial planning
Presentation on
the Location
Sept 15, 2014
Rp180,000
PKK Kelurahan
Kledung
To introduce banking products, benefits

and risks and the role of family member
education planning
Presentation on
the Location
Sept 17, 2014
Rp360,000
Parents of Students
of SD Mutiara Ibu
To build the capacity of mothers in family

financial planning
Presentation on
the Location
Sept 20, 2014
Rp200,000
Arisan Desa
Karang
The private sector employees understand the Presentation on

saving benefits as insurance protection
the Location
Sept 20, 2014
Rp475,000

Customer
banking Saving products, benefits and risks Gathering
in financial planning
Sept 25, 2014
Rp978,285
To educate football community to

have information of banking Saving
products,benefits and risks in financial
planning
Presentation on
the location
Sept 30, 2014
Rp1,000,000
To develop habits of early saving to the

students to realize dream
Presentation on
the Location
August 27, 2014
Rp200,000

and authority
Meeting Priority
CustomerInvesment
Talkshow
August 21, 2014
Rp15,000,000
In Collaboration
with Indonesian
Stock Exchange
and Fund
Manager

and authority
Meeting Priority
CustomerInvesment
Talkshow
Sept 25, 2014
Rp15,000,000
In Collaboration
with Indonesian
Stock Exchange
and Fund
Manager

iB Vaganza:
socialization of
syariah banking
products and
services to public
in general
August 14-17,
2014
Rp8,500,000

Indonesia
Banking Expo
August 28-30,
2014
Rp2,500,000
Futsal Field
Kartanagara
SMK 1
543
Highlights
No. Division
544
City
Management Reports
Target
No of
Participants)
Company Profile
111 Danamon
Peduli
Sragen, Central Java,
Market Community
(members of traders,
carrier; traders)
25
Cooperative Training 2
112 Danamon
Peduli
Pasar Bunder
Market Traders,
Sindanglaya,
Majalalengka
40
Financial Training
113 Danamon
Peduli
Majalengka, West Java
Management of Market
Cooperative, Kemuning
20
Traders Cooperative and

Financial Management
114 Danamon
Peduli
Pontianak, West
Kalimantan
Management of Business
Occupational Health
Efforts (UKK), Pasar Baru
45
Training on Management and

Financial Management for UKK
115 Danamon
Peduli
Bantaeng, South Sulawesi
Cooperative Management
of Pasar Lambocaa
Traders
20
Training on Basic Cooperative
116 Danamon
Peduli
Pekalongan, Sragen,
Probolinggo
The manager of Market

Community Scheme
(Radioland, bulletin
board, cooperatives,
banks garbage) in
Market Bunder, Sragen,
Pekalongan Grogolan
Market and New Market
Probolinggo.
60
Training on Fundraising
117 Danamon
Peduli
Marunda, Jakarta
Management and
Members of Marunda
Saving and Loan
Cooperative
25
Training on Cooperation and

Cooperative Excellent Product
& Analysis
Operational Review
Goal
Activities/
Method
1. Provide background and understanding

of the importance of cooperatives in the
market in order to break the chain of
moneylenders for the welfare of members
or market traders
Material
exposure,
discussion
groups,
internships
2. Provide insight to traders of the process

and the cooperative operation
Material
exposure, group
discussion,
internship
3. Growing a healthy entrepreneurial spirit
Material
exposure, group
discussion,
internship
Corporate Social
Responsibility
Activities Date
October 16,
2014, December
3-4, 2014
Corporate Data
Budget
Allocation
PIC
Rp10,000,000
Yayasan Danamon
Peduli
November 4,
2014
Rp9,800,000
Yayasan Danamon
Peduli
October, 2014
Rp6,000,000
Yayasan Danamon
Peduli
4. Reducing dependency on moneylenders Material

November 25-26,
traders, who lend capital with high
exposure, group
2014
interest
discussion,
internship
Rp5,000,000
Yayasan Danamon
Peduli

scheme
fundraising
Material
exposure, group
discussion,
exercise
December 2-14,
2014
Rp5,000,000
Yayasan Danamon
Peduli

scheme
fundraising
Material
exposure, group
discussion,
exercise
December 2-14,
2014
Rp46,050,000
Yayasan Danamon
Peduli
Enhancing the capacity of cooperative

manager in cooperative management
Material
exposure, group
discussion,
exercise
December 2-14,
2014
Rp15,000,000
Yayasan Danamon
Peduli
545
Highlights
No. Division
City
Target
No of
Participants)
Company Profile
118 Syariah
Banking
Mall Gajayana (MOG),

Malang
Young couple,
Housewives, general
public within Malang, East
Java, surrounding area
2,000

119 Syariah
Banking
JW Marriot, Surabaya
Participants of
International Central Bank
conference
200

120 Syariah
Banking
Jakarta International Expo, General Public, Students

Kemayoran
1,500


UMKN Businessman,
Housewives, Market
Cirebon, Denpasar,
Community
Jakarta, Jambi, Makassar,
Malang, Manado, Medan,
Semarang, Solo and
Surabaya
+/-30 Introduction and brief explanation

persons/ of basic banking product and
unit
program
122 Micro Banking Region: Jambi, Malang,

and Pekanbaru
Introducing basic Syariah

banking product and its
services
+/-100 Knowledge on Entrepreneurship

persons/ and business development, and
unit
banking understanding

Semarang, Malang,
Surabaya, Medan,
Makassar
UMKN businessman,
Housewives
+/-100 Expanding business access

persons/ between market traders and
activity banking
124 Consumer
Banking
University students and

Public
Jakarta and Bekasi
4,587
Early financial planning
125 UKM Banking Bandung
and Executive BPR
Commisioner, West Java
40

Authority)
126 UKM Banking East Java
and Executive BPR
40

Authority)
127 UKM Banking Central Java
and Executive BPR
40

Authority)
128 Public
Relations
Journalists
35
Knowledge on banking industry

and market update
250
Understand the benefits of

investment in capital market and
the risks.
Jakarta
129 Wealth
Seminar on Capital Market Entrepreneur
Management Investment
Services-retail
banking
546
Management Reports
& Analysis
Operational Review
Goal
Activities/
Method
Corporate Social
Responsibility
Activities Date
Corporate Data
Budget
Allocation
PIC
Public understands the difference between

iB Vaganza:
the benefits of Syariah banking products and product
socialization,
and syariah
banking services
to the community
November 6-9,
2014
Rp8,500,000
Syariah Marcom
Conference participants understand the

progress of syariah banking
November 3-4,
2014
Rp5,000,000
Syariah Marcom
Public understands the dfference between

Mass financial
Syariah banking products and conventional market
banking
December 20-21,
2014
Rp5,000,000
Syariah Marcom
To make the information available on regular Customer

basis of banking products and services with Gathering
their risks.
October
December 2014
Rp4,166,667
Marcom SEMM
The community surrounding the market

can be motivated in business development
equipped with knowledge on the
enterpreunership and understanding micro
banking
Customer
Development
October
December 2014
Rp50,000,000
Marcom SEMM
To build the information for public on

banking product and services with the risks
on regular basis
Grebek Pasar
October-December
2014
Rp21,000,000
Marcom SEMM
Educate university students and public on

saving, by introducing Danamon saving
product
Bi Wow
Danamon
Nov 12 Dec 11,

2014
Rp17,666,667
Marketing
Consumer Banking
(Marcom)

Training and
October 24, 2014
BPR Sharing
Session (Linkage
Program)
Rp10,000,000
MarCom SME

Training and
BPR Sharing
Session (Linkage
Program)
November 7,
2014
Rp10,000,000
MarCom SME

Training and
BPR Sharing
Session (Linkage
Program)
November 17,
2014
Rp10,000,000
MarCom SME
November 18,
2014
Rp19,500,000
External Affaris
Danamon
October 22, 2014
Rp22,500,000
Wealth
Management
Mini Expo
The journalist understand the development of Media Workshop

banking sector and current market condition
Introducing invesment alternative aside from
saving and deposit, and information on the
function, vission, mission and goal, OJK role
and authority
Meeting the
customer:
Investment
Priority Talk
Show
547
Highlights
No. Division
City
Management Reports
No of
Participants)
Target
Company Profile
130 Public
Relations
Kupang, NTT
Housewives, UKM and

Public in general
420
Semi Workshop and Financial

Industry Exhibition
131 Public Affairs
Jakarta
Public, financial services

consumer, housewives,
UMKM, University students
and students, Mass media,
and social group
670
Toward Financial Literacy
Frontliners Training
Danamon Frontliners have crucial role to
give information on Danamon products and
services. Therefore, frontliners need to possess
in-depth knowledge about the Banks products
and services through intensive training in 2014.
Danamon, working through Consumer Service
Quality, conducted training for frontliners on
the following topics: retail banking, operations,
SME, and Danamon Access Center frontliners
in Indonesia.
Handling Consumer Complaints
One of the Banks commitments to maintain
customers trust is by constantly providing the
best services.
Danamon Access Center (DAC). The DAC is a

customer service unit that can be accessed at
any time by dialing the 24-hour 500-090 phone
number. The DAC team is always ready to serve
customers, such as by providing information
and data as well as responding and resolving
complaints.
The DAC Team is equipped with cutting-edge
devices that can access the banking system
to obtain timely information. Matters that
specifically require further follow-up will be
pursued by another support team that can
coordinate with related units to secure solutions
for a customers requests and problems.
DAC Customer Care
To anticipate problems that can ruin Danamon

the trust of customer to Danamon, two units
formed Danamon Customer Service unit, or
Danamon Access Center (DAC) as well as DAC
Customer Care.
With resourceful information on Danamon
products and serivices, and immedidate
response to cutomers complaints, it is
expected that there is a growing solid trust
to Danamon as a bank that provide the best
services and solution to the customers. These
is the approach to make loyal customers. DAC
is services and appreciation from Danamon to
its customers.
548
DAC Training-Banking
Participant
Actual Hours
34
960

refresh)
581
95
Total
615
1,055
DAC Training-Card
Participant
Actual Hours
90
1.760

refresh)
542
42
Soft Skill
177
348
Total
632
1.802
Grand Total
1,247
2,857
& Analysis
Goal
Operational Review
Activities/
Method
Corporate Social
Responsibility
Activities Date
Corporate Data
Budget
Allocation
PIC
Introducing products and services from

Financial Industry
November
various financial industry to the people
Exhibition of
12 & 13, 2014
at Kupang and Nusa Tenggara Timur, in
Indonesia
which bank penetration is still low, including
non bank and capital market, to help them
managing their financial.
Rp90,557,500
Public Affair &

MarCom DSP
Encouraging people to increase the use of

Mass financial
financial products and services and provide market
information on its benefits and risks and their
obligation as consumer.
Rp47,500,000
Public Affair &

MarCom DSP &
Consumer Banking
DAC Customer Care is a centralized customer

service unit set up to handle complaints.
Customer complaints can be submitted
various ways, such as through the Call Center,
Correspondence, Branch Banking as well as
other banking divisions. To measure the level
of completion for handling a complaint, the
customer will be informed of the timeframe
required.
December,
20 & 21 2014
Periodical Monitoring
The DAC and Quality Service team will
periodically discuss and review existing
problems and complaints. The results are
then used as feedback for relevant units to
use in improving processes or services within
their respective areas. In addition to this, all
issues and complaints received along with
their resolution are regularly reported to Bank
management.
549
Highlights
Management Reports
Company Profile
DAC SOFT SKILL TRAINING 2014 DATA

550
Date
Location
Participant
Number of
Participant
Duration
Hours
TTT-Contact
Center Operation
Management
03-04/02/14
BDI
Prapatan
Lt.9
Managers, Unit
Head
10
2D
16
Optimizing Your
Schedule MgtDiscussion
27/03/14
Hotel Royal
Kuningan
Inbound Mgr,
MIS officer
0.5 D
Attitude Virus
13/05/14
Kampus
Ciawi
Call Center
agent
1D
Attitude Virus
07/06/14
Call Center &

Correspondence
agent
1D
Attitude Virus
21/06/14
Call Center &

Correspondence
agent
1D
Attitude Virus
07/07/14
Call Center
agent
1D
Attitude Virus
23/08/14
Call Center
agent
1D
Attitude Virus
30/08/14
Call Center &

Correspondence
agent
1D
Attitude Virus
30/10/14
Call Center
agent
1D
10
7 Habits of High
Effective People
14/01/14
Call Center Spv
1D
11
7 Habits of High
Effective People
13/08/14
Call Center Spv,

Customer Care
1D
12
Danamon Caring
Leaders
08/09/14
Call Center Spv
1D
13
Danamon Caring
Leaders
13/11/14
Call Center Spv
1D
14
Danamon Solid
Leaders
15/09/14
Call Center Spv
2D
16
15
Dynamic
Danamon
Program
23/06/14
Trainer Asst
2D
16
16
Dynamic
Danamon
Program
21/08/14
Cust Care officer
2D
16
17
Effective
Communication
Skill
17/04/14
Call Center &

Correspondence
agent
1D
18
Effective
Communication
Skill
23/05/14
Call Center
agent
1D
19
Effective
Communication
Skill
03/07/14
Call Center
agent
1D
& Analysis
Operational Review
Date
Location
Corporate Social
Responsibility
Participant
Corporate Data
Number of
Participant
Duration
Hours
20
Effective
Communication
Skill
15/10/14
Call Center,
Correspondence
agent, cust care
1D
21
Effective
Communication
Skill
15/11/14
Call Center,
Correspondence
agent, cust care
1D
22
Proactive to
Change
26/04/14
Call Center
agent
1D
23
Proactive to
Change
09/0514
Call Center
agent
1D
24
Proactive to
Change
11/06/14
Call Center,
Correspondence
agent, cust care
12
1D
25
Proactive to
Change
16/08/14
Call Center
agent
14
1D
26
Proactive to
Change
21/10/14
Call Center
agent
1D
27
Proactive to
Change
10/12/14
Call Center
agent
1D
28
Start Right Stay

Right
14/05/14
Call Center,
Correspondence
agent, cust care
1D
29
Start Right Stay

Right
07/07/14
Call Center
agent
1D
30
Start Right Stay

Right
16/09/14
Call Center
agent
1D
31
Unleashing Your
Supervisory
Potential
25/08/14
Cust Care spv
2D
16
Unleashing Your
Supervisory
Potential
15/10/14
Call Center spv
2D
16
32
English Coursepre Intermediate

level
07/0520/06/14
BDI
Prapatan
Lt.4
TL, Call Center

agent
16
12 D
24
33
Business English
Correspondence
11/1118/12/14
BDI
Prapatan
Lt.4
Correspondence
staff
15
12 D
24
551
Highlights
Management Reports
Company Profile
NEW AGENT BANKING TRAINING 2014 DATA

New Agent Banking
Training
Date
Location
Participant
Number of Duration
Hours
Participant (days)
06/01/14
15
120
10/03/14
15
120
14/04/14
15
120
01/05/14
15
120
25/08/14
15
120
15/09/14
Training Room, 4th floor Agent Card

& CCU
15
120
24/09/14
15
120
03/12/14
15
120
th
th
th
th
NEW AGENT CARD TRAINING 2014 DATA

New Agent Card
Training
Date
Location
Participant
Number of Duration
Hours
Participant (days)
New Trainee
20
160
New Trainee
20
160
New Trainee
20
160
New Trainee
10
20
160
New Trainee
11
20
160
New Trainee
20
160
New Trainee
20
160
New Trainee
20
160
New Trainee
20
160
New Trainee
20
160
New Trainee
14
20
160
nd
nd
th
th
th
th
th
CARD TRAINING 2014 DATA

No
552
Date
Location
Participant
Number of
Hours
Participant
Absence
23/01/14
Agent
13
EUC
04/03/14
Agent
20
th
Process Claim Red Rewards MU
14/04/14
17
Staff Card
29/04/14
25
Email Refreshment
23/05/14

Corro
12
10x Membership Rewards
12/06/14
22
Refresh Membership Rewards
12/06/14
Agent
17
Tele Ethic Code
01/06/14
Agent
11
Product Gadget
10/07/2014
29
10 Penilaian Agent Active
01/09/2014
16
11 Refresh Product Credit Protection

Manulife
24/09/2014
22
12 Tactical Programme
29/09/2014
28

Card
01/10/2014
17
th
All Unit
th
th
th
th
& Analysis
No
Operational Review
Date
Corporate Data
Corporate Social
Responsibility
Location
Participant
Number of
Hours
Participant
03/10/2014
16
06/10/2014
17

Card
06/10/2014
10
17 Staff Card
06/10/2014
17
18 Fraud Awareness
08/10/2014
45
19 Akusisi Kartu baru
09/10/2014
26
14/10/2014
21 Conversion Mastercard Corp

Card
16/10/2014
Agent
11
22 Tele Ethic Code
17/10/2014
Agent
27
21/10/2014
Agent
24 S2s Manulife
29/10/2014
Agent
13
30/10/2014
Agent
26 Bunga Special Case Adv
31/10/2014
30
27 S2s Manulife
05/11/2014
15
28 10x Point Rewards
19/11/2014
25
29 World Elite
11/11/2014
17
30 Cashback 5% on Dining &

Groceries
24/12/2014
15
th
th
Agent
All Unit
th
th
th
th
th
th
th
Agent
Agent
REKAP TRAINING 2014

No
Hard Skill Training
Date
Location
Participant
Number of
Hours
Participant
Agent +
TL+CCU+Corro
14
Agent +
TL+CCU+Corro
Agent
Agent
SUKUK 006
Agent +
TL+CCU+Corro
14
Agent
Agent
Agent +
TL+CCU+Corro
15
Agent
Agent
Agent
12 Sosialisasi Direct Gift

penawaran telemarketing KK
Agent +
TL+CCU+Corro
10
13 PPRO
Agent +
TL+CCU+Corro
19
14 Danamon Lebih ADIRA-Pilot

Project
Agent +
TL+CCU+Corro
10
15 Promo MU 101
Agent +
TL+CCU+Corro
14
th
th
th
th
nd
553
Highlights
No
554
Hard Skill Training
Date
Management Reports
Location
Participant
Company Profile
Number of
Hours
Participant
16 Promo MU 101
Agent
Agent
Agent
19 SBR 001
Agent +
TL+CCU+Corro
16
20 SBR 001
Agent
21 SBR 001
Agent
22 SBR 001
Agent
23 Bundled DI & Danamon Lebih
Agent +
TL+CCU+Corro
21
24 NTB Engagement E channel
Agent +
TL+CCU+Corro
15
25 Dana Instant Process
Agent

Syariah Qurban
Agent +
TL+CCU+Corro
15

Syariah Qurban
Agent +
TL+CCU+Corro
10
28 D Cash
Agent
29 NTB Tactical Program
Agent +
TL+CCU+Corro
15
30 Primagiro Berkado 4
Agent +
TL+CCU+Corro
16

(Cross Sell)
Agent + TL
10

(Cross Sell)
Agent + TL
20
Agent +
TL+CCU+Corro
14
Agent +
TL+CCU+Corro
11
Agent
36 Peraturan OJK-Promo
Agent +
TL+CCU+Corro
21
37 Sosialisasi Rejuvenation DOB
Agent +
TL+CCU+Corro
25
Agent +
TL+CCU+Corro
13
Agent + Tele
12
40 Sharing Session Fraud
Agent +
OtherUnit
11
Agent +
TL+CCU+Corro
Agent
43 Training Fraud
All
45
44 Danamon Lebih ADIRA
Agent +
TL+CCU+Corro
11
Agent +
TL+CCU+Corro
14
Agent
47 Reward Point Leih
16/10/2014 Coaching Room 4 floor
Agent
48 Layanan Mortgage
Agent
th
th
th
th
th
th
nd
th
th
& Analysis
No
Operational Review
Hard Skill Training
Date
Corporate Social
Responsibility
Location
Corporate Data
Participant
Number of
Hours
Participant
49 Layanan Mortgage
Agent
50 Layanan Mortgage
Agent
51 Layanan Mortgage
Agent
52 D-Mobile
Agent +
TL+CCU+Corro
18
53 D-Mobile
Agent
54 D-Mobile
Agent
55 D-Mobile
Agent
10
56 D-Mobile
Agent
57 D-Mobile
agent
Agent +
TL+CCU+Corro
12
Agent +
TL+CCU+Corro
Agent
61 Dmobile
Agent
th
nd
nd
nd
nd
555
Highlights
Tetap Tersenyum
Ratih Diah Kartika - Operation Kedaton, Lampung
First Place - Traditional Market Photography Competition
556
Management Reports
Company Profile
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Corporate
Data
557
Highlights
Management Reports
Company Profile

DANAMON SIMPAN PINJAM
TabunganKU
Dana Pinter 50 (DP50)
Low cost cheap savings, without monthly

administration fee with low opening deposit and
easily accessible by the public.
Financing facility (with collateral) for small and micro

scale entrepreneur (SME), merchant and individual,
with a quick credit approval following the receipt
of complete documents. The maximum financing
provided shall be Rp100 million.
Dana Pinter 200 (DP200)
Loan facility (with collateral) for small and micro
scale entrepreneur (SME), merchant and individual,
with a quick credit approval following the receipt
of complete documents. The maximum financing
provided shall be Rp500 million.
Current Account Loan (PRK)
Loan for working capital needs for small and micro
scale entrepreneur (SME), merchant and individual
with a term of 1 year and may be extended. The
amount of loan provided shall be between Rp25
million-Rp500 million.
Termed Dana Pinter (DP Berjangka)
Financing facility (with collateral) for small and micro
scale entrepreneur (SME), merchant and individual
for working capital needs with a maximum period of
of 24 months. This product provides convenience
in payment of loan installments where the principal
loan amount may be paid at the end of the period,
and only the interest shall be paid monthly.
Si Pinter Savings
Savings product with a light initial deposit.
Customers with certain criteria will receive privileges
such as insurance coverage with no premium, ATM
and transfers facility, free electricity and telephone
bill payments facility and Deposit Pick up Services.
DSP Deposits
Term savings product for customers of DSP, with
light initial deposit and can only be withdrawn by a
certain time period.
558
Capital Solution (SM)

Loan facility without collateral for small and micro
entrepreneur (SME), merchant and individual with
quick approval process for business expansion.
The maximum financing provided shall be Rp50
million.
Special Capital Solution
Loan facility without collateral for small and micro
entrepreneur (SME), merchant and individual with
quick approval process for business expansion with
a condition of having a minimum loan history of 12
months. The maximum financing provided shall be
Rp50 million.
DP500
The loan facility (the collateral) for small and micro
businesses (SMEs), merchants and individuals, with
a faster loan approval process once the complete
document is received. Maximum financing provided
Rp1.5 billion.
HOUSE PURCHASING LOAN
House Purchasing Loan
A loan provided for the purchasing of houses,
apartments, shophouses, office houses, business
houses, dormitories, soho, condotel, shops, villas,
land, either ready or by down payment (indent).
House Development and Renovation Loan
(KPPR)
A loan provided to build or renovate houses,
shophouses, office houses, apartments.
Multipurpose Loan
A loan provided for cash fund, with house,
shophouse, office house, apartment owned by the
debtor as collateral.
& Analysis
Operational Review
KSB (Ready to Build Lots)

A loan provided for the purchase of lots, land with
Top Tier category in the developers location.
CASH MANAGEMENT
cash@work
An internet banking service to provide ease in
business financial management, where customers
may carry out various banking transaction directly,
quickly and efficiently from wherever the customers
may be through internet equipped with encrypted
security system.
Cash Pick Up & Delivery Services
A service provided to the customers for
withdrawing or sending cash money and/or script.
With protection assurance (insured), credited to
the customers account on the same day or the
following day and using the choice of calculation
method which can be adjusted with the needs of
the customers.
Corporate Data
Corporate Social
Responsibility
ERP (Enterprise Resource Planning) Direct

Payment
A service that can be used by the cash@work
customers to upload financial (for example:
transfers, auto credit, payroll), non-financial,
and other transaction data, directly through the
customers ERP system.
Financial Supply Chain
Intermediary service for collection process and
financing between Buyer and Seller to achieve
timely and efficient payment and to reduce manual
processes in collection/payment.
DANAMON SYARIAH
Danamon Syariah iB Savings
A savings product with the syariah principles with
choices of Mudharabah agreement (profit sharing)
or Wadiah (deposit) which can carry out transactions
anytime.
BISA iB Savings
Virtual Account
A cash management solution provided by Bank
Danamon to provide ease in identifying the sender
of the fund and reconciliation process.
e-Tax
A real time on-line tax payment service through
cash@work and the payment receipt can be printed
directly through cash@work.
Liquidity Management
Liquidity Management service for customers
operational account to optimize both control
function and the giro services obtained. The
Liquidity Management product are as follows: Cash
Pooling, Cash Distribution dan Range Balance.
Notional Pooling
Creating link with the bank account in the same
currency for the purpose of calculating interest and
management of liquidity.
A savings product with syariah principles of

Mudharabah agreement (profit sharing) for your
solution in transaction, such as free balance check,
cash withdrawal and inter-bank account transfers
at ATM Bersama, ALTO, ATM Danamon and tiered
profit sharing.
BISA QURBAN iB Savings
A savings plan product with syariah principles of
Mudharabah agreement (profit sharing) to assist
you in preparing for the Qurban worship funding.
You can determine your own savings installment
and savings tenor.
Danamon Syariah iB Hajj Savings
A savings product with the syariah principles with
choices of Mudharabah agreement (profit sharing)
or Wadiah (deposit) prepared for the purpose of
performing Hajj plans which is adjusted with the
capabilities and desired time period.
Danamon Syariah iB Giro
A Current Accounts product with syariah principles
of Wadiah agreement (deposit) or Mudharabah
(profit sharing) either for, individuals or corporations,
where transactions can be executed at any time by
using cheque to support your business activities.
559
Highlights
Management Reports
Company Profile

Bisa iB Giro
Danamon Syariah iB Heavy Machinery Financing
A Current Accounts product with syariah principles

of Mudharabah (profit sharing) which offers you
free benefit for transaction such as free monthly
admin fee, free LLG transfer, free RTGS transfer,
free scripless deposit, free scripless purchase and
a higher profit sharing.
A financing solution provided for business doers

owning businesses related to investment in heavy
machinery, commercial trucks vehicle, general
asset finance and tug boat & barge with a Murabaha
(sales and purchase) scheme.
Danamon Syariah iB Trade Finance Financing
Danamon Syariah iB Cash Management

A service solution to manage your company cash
flow and its liquidity to be effective and efficient in
order to produce optimum profit.
A comprehensive trade financing solution in

accordance with the syariah principles to fulfill
working capital needs and commercial and
corporate business segment investments.
Danamon Syariah iB Deposits
Danamon Syariah iB Commercial Financing
An investment product with syariah principles of

Mudharabah agreement (profit sharing) with options
of monthly tenor from 1, 3, 6 or 12 months.
A working capital and investment financing product

with a Mudharabah (profit sharing) scheme,
Murabahah (sales and purchase) and trade finance
for commercial customers.
Danamon Syariah iB House Ownership Financing

A house ownership with fixed installments financing
solution for a tenor of 10 years with a Murabaha
scheme (sales and purchase).
Danamon Syariah iB Employee Cooperatives
Financing
Financing with a Mudharabah (profit sharing)
scheme for Employee Cooperatives which will be
distributed to members of Employee Cooperatives
for their needs with members receivables as its
guarantee.
Danamon Syariah iB BPRS Financing
A working capital financing with a Mudharabah
(profit sharing) scheme to BPRS (Syariah Rural
Bank) which will then be distributed to the
customers of BPRS for their needs of working
capital, investments and other purposes.
Syariah Current Account Financing (PRKS)

A financing for the needs of working capital for small
and micro entrepreneur (SME) and commercial, with
a term of 1 year and can be extended.
Solusi Emas Syariah
A financing with gold as collateral (rahn) with syariah
principles. This is suitable for customers who need
quick cash for various needs such as addition to
working capital, educational fund or other needs.
TREASURY
Plain Vanilla FX Tod/Tom/Spot
Foreign exchange transaction with same day (Tod),
following business day (Tom) or two business days
(Spot) settlement after transaction date.
FX Forward
Danamon Syariah iB SME Financing

A working capital and investments financing
product with a Mudharabah (profit sharing) scheme,
for Small and Medium Enterprise (SME).
Danamon Syariah iB Commercial Financing
A working capital and investment financing product
with a Mudharabah (profit sharing) scheme,
for commercial customers.
560
Foreign exchange transaction with more than two

business days settlement after transaction date.
FX Swap
A foreign exchange transaction where a party agrees
to sell (or purchase) a currency in exchange for
another currency and simultaneously purchase (or
sell) back on a different dates with a predetermined
price.
& Analysis
Operational Review
Corporate Data
Corporate Social
Responsibility
Interest Rate Swap
Incoming Collection Avalization
An agreement between two parties where a party

pays floating interest rate and the other party pays
fixed interest rate on a predetermined time and
condition. Customers use Interest Rate Swap as a
hedging instrument from interest rate risks.
Facility provided to the customers In a combined

form between Incoming Collection Service and
avalization by Danamon for acceptance by the
drawee.
Shipping Guarantee
Cross Currency Swap

An agreement between two parties where a party
pays fixed or floating interest rate on a certain
currency while the other party pays a fixed or
floating interest rate on another currency, based on
a predetermined time and conditions. Customers
use Cross Currency Swap as a hedging instrument
from interest rate and foreign currency risks.
Government Bonds (SBN) - Conventional and
Syariah
Conventional and Syariah bonds (Rpand USD)
are issued by the Government of Indonesia, (i.e.
ORI and SUKUK Retail). Bank Danamon is one of
the Primary Dealer appointed by the Ministry of
Finance Republic of Indonesia. Customers are also
able to trade bonds in secondary market with Bank
Danamon.
Wholesale Deposit
Deposits by corporate customers and financial
institutions for various currencies with an attractive
interest rate as well as tenor flexibility.
TRADE FINANCE
Letter of Credit
Based on a Letter of Credit (L/C), bank will provide
a payment guarantee to the seller (importer) while
at the same time providing guarantee to the buyer
(importer) that the payment will only be made after
the delivery of the goods as determined in the L/C
and the documents in accordance with the terms
and conditions in the L/C are presented.
Shipping Guarantee provides facility to importer (for

L/C opened up by Danamon) to obtain proxy over
goods from shipping company in the event that the
Bill of Lading has not been received by bank while
the goods have been delivered to the destination
port.
Clean L/C Negotiation
A facility for the customers (beneficiary) in the
form of a take over (negotiation) of documents
in accordance with the terms and conditions
determined under the L/C / Domestic Letter of
Credit (SKBDN) (clean documents/complied with).
Discrepant L/C Negotiation
A facility for the customers (beneficiary) in the
form of a take over (negotiation) of documents
which are not in accordance with the terms and
conditions determined under the L/C / SKBDN
(clean documents/complied with).
Outgoing Collection Services
A service provided by Danamon for handling of
documents from documentary collection where
Danamon serves as the Remitting Bank.
Transferable L/C
Used to facilitate traders who are acting as
intermediary (first beneficiary of L/C) to gain
benefit through the exchange of invoices as basis
of transferable L/C. The Transferable L/C may be
transferred from the first beneficiary to one or more
second beneficiary.
Incoming Collection Services

A service provided by Danamon to handle
documents from documentary collection which are
delivered by Remitting Bank to Danamon which
serves as the Collecting Bank or Presenting Bank.
561
Highlights
Management Reports
Company Profile

Trade Finance Risk Participation
Pre-shipment Financing under L/C/PO
This product is transaction where a transfer of

counter party risk arising from underlying trande
finance in part or whole takes place in the form
of incoming or outgoing risk; funded or unfunded;
silent or disclosed; with or without recourse; made
through the signing of an offer letter between the
seller bank and the buyer bank, which is preceded
by the signing of a Framework Agreement.
Short term financing provided for exporters for

their needs of working capital (purchase of raw
materials, production activity and others) before
shipment related to the exporting schedule and can
be provided either based on L/C or Purchase Order.
Trade Commodity Financing (TCF)

TCF is a combination between the Trade Financing
scheme and the Commodity Financing scheme
(hybrid scheme). TCF is designed as a special
financing scheme where the structure is adjusted
with the nature of business of the client and its
commidity. TCF is a financing where the payments
are obtained from funds originating from the
buyer when the funded goods has been delivered
(self-liquidating). The funded goods/document of
ownership/receivables is used as collateral for the
bank under the Fiduciary Transfer of Ownership
(FTO).
Import L/C Financing
There are two types of Import L/C Financing (ILF)
owned by Danamon: (1) Import L/C Financing Sight
and (2) Import L/C Financing Usance.
Import L/C Financing Sight
A facility provided to the customers which is a
combination between L/C Import Sight provided
altogether with the financing. Automatic financing is
provided upon due date of the L/C Sight payment.
Import L/C Financing Usance
A facility provided to the customers which is a
combination between L/C Import Usance and the
payable at sight clause provided altogether with
the financing. Automatic financing is provided by
means of at sight by the Financing Bank.
Financing Against TR
Short term financing for importer customers for
their needs of working capital and settlement of
obligations to the supplier which are due based on
L/C or Collection. Financing will be provided upon
delivery of Trust Receipt and Promissory Note as a
legal documentation.
562
Outgoing Collection Financing

A financing by Danamon provided upon receivables
owned by the seller (customers) invoiced through
Danamon based on Outgoing Collection Services
transaction.
Trade Supplier Financing
A financing provided to the seller based on Invoice
nad draft agreed by the buyer using the buyers
facility limit (Buyers Credit).
Open Account Financing
A financing provided to buyer/importer or seller/
exporter for underlying Open Account transaction
either domestic or international.
Bank-on-Bank Bankers Acceptances Financing
(BoBBAF)
A trade product which enables Danamon to obtain
short term funds from other financial institutions
based on acceptance from the Opening Bank for
underlying trade finance transaction which may
be an export or import transaction which has not
been funded and has a remaining period of 30 to
180 days.
Bank Guarantee/SBLC
A written guarantee provided by Danamon for the
interest of the customers to the Principal based on
certain agreement. Payments are made for claims
issued by the Principal due to the guaranteed
partys (the customers) failure to fulfill its obligations
(default).
& Analysis
Operational Review
RETAIL BANKING
Danamon Western Union
A service for sending and receiving money through
Western Union that having a worldwide network.
Quick, Easy and Secure, within the count of
minutes. The service can be provided on every
branch of Danamon (Retail Banking, Syariah and
DSP) having a Western Union logo.
Danamon Lebih
Saving account that provides 5 advantages, saving
up to Rp1 million/year:
Cashback 5%
The cheaper cost transfer fee through Danamon
Online Banking and free cash withdrawal at ATM
Bersama network and ALTO
Free life insurance
Various free gifts
Primadolar
Foreign currencies saving account with 7 options
of currencies. Free monthly administration fee
(Primadolar USD), daily interest rate of 0.25% p.a.
for balances starting from >0, withdrawal of bank
notes up to USD 5,000 per day and unlimited bank
notes deposits.
Time Deposits
Fund placement product with interesting interest
rate, various tenor and currencies.
FlexiMAX
Premium savings which provides 9 advantages
amounting to more than Rp10 million per year:
Free RTGS/SKN and Clearing transaction fee
High interest rate
Free cash withdrawal at any ATMs in the world
No queuing at branch offices
Free Airport Lounge
Free account transaction mutation delivery trough
facsimile.
Fantastic gifts
Business card (for selected customers)
Corporate Social
Responsibility
Corporate Data
SuperCombo
Savings with two benefits: higher interst rate and
flexibility in transaction. The customers fund
automatically transfered from the transaction
account to the savings account which provides
higher interest rate.
TABUNGAN CITA2KU
Time Saving Account with high interest. Fund
placement start from Rp200 thousand per month,
tenor 1- 15 years.
ATM Services
24 hours online electronic banking services with
facilities such as cash withdrawal, balance inquiry,
overbooking, interbank transfers, purchases and
payments. Customers can access more than 1,400
Danamon ATM spread throughout Indonesia.
CDM Service
24 hours online electronic banking services to do
cash deposit (either to personal account or other
Danamon accounts) and balance inquiry. This
service is available on 70 CDM (Cash Deposit
Machine) spread throughout Indonesia.
DAC Service
As part of Danamons commitment to promote its
services to the customers, Danamon Access Center
(DAC) serves the needs of its customers, among
others, to obtain informations and transactions, and
also the means for customers to place complaints
related to banking products adn credit cards. DAC
can be accessed 24 hours a day.
ELECTRONIC BANKING CHANNEL
Danamon Online Banking
An internet banking service for banking transactions
such as information on balance, domestic or
international fund transfer (IDR/foreign currency),
payments, purchases and online current account.
This service is equipped with Token SMS or devices,
with SMS and email notifications.
SMS Banking Services
The quickest and secure online banking service
through SMS. With favorite menu, customers are
able to carry out routine transaction faster (transfers,
purchases or payments). This facility is equipped
with a layered security system like mPOD, Access
Code, PIN and notification SMS.
563
Highlights
Management Reports
Company Profile

Danamon Mobile Banking (D-Mobile)
An application that enable the user to make financial
transaction such as fund transfer, payment and
purchase from Smartphone. The innovative feature
SosMed D-Cash will allow you to giving fund to
Facebooks friends. Feature Augmented Reality
offer new experience to obtain any Danamons
merchant promo information, branch & ATM
location within 5 km radius. Download application
at App Store, Play Store dan Blackberry World.
UNSECURED LOAN
Instant Funding
Instant Funding is a cash loan without any security
to fulfill the needs of the customers with a maximum
period of 5 years and with a plafond of Rp300
million.
SME & WHOLESALE BANKING
Current Account Loan (KRK)
A cash loan facility for working capital needs. This
facility is a short term loan with an automatic period
extension and the use of cheque for the drawdown
of the loan. This product offers flexibility in the
drawdown and its repayment.
Termed Loan (KB)
Loan
Asset
Based
A cash loan facility for financing purchases of

various asset categories with a various loan
approaches. Repayment of the loan is made with a
scheduled installment.
KAB-ABF HE (Heavy Equipment)
A cash loan facility for investment needs with
heavy machinery as collateral.
K
AB-ABF CTV (Commercial Transportation
Vehicle)
A cash loan facility for investment needs with
commercial trucks as collateral.
KAB-ABF GAF (General Asset Finance)
A cash loan facility for investment needs. This
loan product is divided into 3 categories based
on its collateral: printing & packaging machine,
material transport equipment and tool machine.
KAB-ABF TBB (Tugboat and Barge)
A cash loan facility for investment needs, with
ship or barge as collateral. Repayment of the
loan is made with a scheduled installment.
BPR Loan
A working capital loan provided to the Rural Bank
(BPR) for funding of micro, small and medium
enterprises for various needs. This loan facility may
be in the form of Short Term Loan (KRK/KB) or Long
Term Loan (KAB) with a maximum tenor of 3 years.
A cash loan facility for seasonal working capital

needs. This facility is a short term loan with an
automatic period extension and the use of a
promissory note for the drawdown of the loan. The
drawdown and the repayment of the loan will be
adjusted with the customers needs as requested in
the promissory note.
Employee Cooperatives Loan
Termed Installment Loan (KAB)
A direct approval for working capital financing

without collateral to dealers in partnership with
Adira Finance.
A cash loan facility for investment needs. The

type of investment varies from land and buildings,
industrial equipments and machinery etc. the term
of the loan varies from short term (<1year), or long
term >1 year, maximum of 10 year), depending on
the project type or investment period. Repayment of
the loan is based on the schedule of the installment.
Buyer Financing Program
A financing facility for distributors/buyers, where
Danamon cooperates with the principals/anchors
of the distributors/buyers, making the transactions
easier in increasing both parties business volume.
564
Termed Installment
Financing (KAB-ABF)
A working capital loan provided to the Employee

Cooperatives to be channeled to its members for
multi purposes. Facility is in the form of Termed
Installment Loan with a maximum tenor of 4 years.
Dana Oto
Giro Bisa
A preferred Giro account which provides many
advantages than the regular Giro account.
& Analysis
Operational Review
BANCASSURANCE
Primajaga
A termed insurance product with coverage for
death and disability risk with monthly benefit as
replacement for the familiys income. Return of 50%
premium if a claim does not occur during coverage
period.
Primajaga 100
A termed insurance product with coverage for
death and disability risk with monthly benefit as
replacement for the familiys income. Return of
100% premium if a claim does not occur during
coverage period.
Education Savings Danamon+

An education savings product with an insurance
benefit up to 200 times monthly savings for the
future education of children.
Proteksi Prima Maxima

An insurance product with investment benefit with
single premium payment which offers optimum
investment result. Free of initial fees. Choices of
various investment instruments adjusted with the
customers risk profile. Coverage for death risk is
150% of the premium and critical illness.
Proteksi Prima Rencana Flexi

An insurance product with investment benefit
which offers flexibility in coverage adjustable with
the capability and needs of the customers either for
education, pension funds, health and other needs
with a periodic payment.
Proteksi Prima Rencana Optima

Proteksi Prima Rencana Optima is a combination
of Endowment and Unit Linked. Proteksi Prima
Rencana Optima gives a number of insurance
benefits such as Death Benefit, Total Permanent
Disability Benefit, Loyalty Bonus and Maturity
Benefit, with coverage period up to the Insureds
age 70 years.
Proteksi Prima Medika

Proteksi Prima Medika is a standalone Hospital
Benefit product with Return of Premium at the end
of contract (5th year).
Corporate Social
Responsibility
Corporate Data
Proteksi Prima Dinamis

Accident insurance benefit which provides
protection to the customers suffering an accident.
The benefits may be used for the customers
treatment for their disability caused by the accident.
Proteksi Prima Sehat

Health insurance product with a benefit of cash
payment adjustable with the customers needs with
a premium return feature at the end of the 5th year.
Asuransi Demam Berdarah

Health insurance product which specifically
protects customers suffering a dengue fever with
a daily treatment benefit or Rp500,000 per day
up to 10 days, with low premium payment of only
Rp50,000 per year.
Proteksi Prima Emas

Life insurance product designed as a finance
planning program for retirement and old age which
also provides life protection for accidents and
choices for other additional insurance. This product
provides 5 age choices (40, 45, 50, 55 and 60) with
4 methods for premium payment: 5, 10, 15 or 20
years.
PENSION FUNDS OF FINANCIAL ISTITUTIONS

(DPLK) OF MANULIFE INDONESIA
A definite pension funds program designed to
prepare financial guarantee for the employee/
participant when they have reached pension age.
DPLK or Pension Funds Program may be
participated by employees, either through company
or individually. Through pension program in DPLK,
the employees dreams of a prosperous retirement
age will become easier. This program may also help
companies/entrepreneurs in achieving success in
their businesses because this program strenghtens
the loyalty and productivity of the employees at
work.
Group Life and Health

Company Asset Protection Program, a protection
program which offers a sense of security for
employees in the event that something unexpected
occurs.
565
Highlights
Management Reports
Company Profile

MANULIFE PROGRAM PESANGON PLUS
Crime Guard Plus
A Pooled Fund program which is an accumulation

of unit link insurance with an investment orientation.
This program is designed to help companies, in the
form of pooled fund under the name of the company,
with a purpose to pay severance payment benefits
of its employee in the event of a work termination,
passing away, retirement and resignation. Holder of
the insurance policy is the company.
Inovation of insurance product that gives you

compensation for personal accident, mugging, and
robbery.
Manulife Karyawan Sejahtera Plus

An allocation of funds which is an accumulation of
unit link insurance with an investment orientation.
This program is designed to help companies,
by providing an account under the name of the
employee, with a purpose to pay severance
payment benefits of the employee in the event of
a work termination, passing away, retirement and
resignation. This program is for the interest of the
employee but the holder of the insurance policy is
the company.
Proteksi Prima Sejahtera
A termed insurance product attached to credit
cards. Serves to pay credit card bills if the holder
of the credit card passes away, suffers temporary
total disability, permanent total disability or critical
illness.
Asuransi Tipus
A health insurance product which specifically
protects customers suffering Typhoid with daily
treatment benefit of Rp500,000 up to 10 days and
protection from burglary during hospital treatment.
With affordable premium of only Rp50,000 per year,
customers will receive optimum protection.
Asuransi Proteku
An insurance product which provides comprehensive
protection for the customers and his/her spouse in
the event of a personal accident, compensation
for fire and house burglary, also compensation for
vehicle theft.
Asuransi Dental
Innovation of insurance product which provides
thorough protection for your dental health. With
affordable premium, you will have various benefits
for your dental treatment.
566
Travellin
Asuransi Travellin has targeted to customers who
often travelling for business or holiday purposed,
they need insurance protection with domestic and
international coverage for risk of accident, medical
expenses, travel cancelation, loss of baggage or
personal belonging.
Credit Protection
Credit Protection has targeted to individual
customers who need insurance protection which
designed to pay the credit card balance due to
Death, Total Temporary Disability (TTD), Total
Permanent Disability (TPD) or Critical Illness of the
card holders.
INVESTMENTS & RETAIL TREASURY SERVICES
Investment Gallery
Unified services with various investment product
choices, Open Mutual Fund, Protected Mutual Fund
and Obligation & Sukuk Retail of the Government
of the Republic of Indonesia with experienced
Investment Managers business partners which
have the best performances record in the industry
(Schroder Investment Management Indonesia, BNP
Paribas-IP, Manulife Aset Manajemen Indonesia,
Danareksa Investment Management, Batavia
Prosperindo Aset Manajemen dan Bahana TCW
Investment Management).
Retail Treasury Services
Foreign currency trade services in various currencies
aimed for the fulfilling the financial needs of the
retail customers, supported by a wide distribution
network and a prime service quality.
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
DANAMON PRIVILEGE
Danamon Manchester United Credit Card
Special services for individual customers with either

singular or joint account with average balance of
total Asset Under Management (AUM) of Rp500
million or its equivalent consisting of average
balance of current account, savings/CASA and
deposits, Investment Products including Mutual
Fund and Bancassurance which have investment
values.
An official credit card from the most favorite football

club Manchester United presented for its fans in
Indonesia. This card provides exclusive benefit for
its holder a chance to watch Manchester Uniteds
live match in Old Trafford (Red Match), a chance to
get an authentic Manchester United merchandise,
shopping voucher through accumulation of points
(Red Rewards) and various interesting offers in
selected outlets (Red Hot Deals).
For join account with and/or, the one entitled to

enjoy the facility will be the first name stated in the
accounts name (primary account holder).
The benefits provided to Privilege customers are as
follows:
Bank Notes withdrawing up to USD 10,000/
day/account without any commission fee
Rental of Safe Deposit Box (SDB) with a special
rate
Invitation to attend a variety of exclusive events
and seminars with renowned economists,
financial and health experts.
VIP services at Executive Airport Lounge in
various places in Indonesia for Danamon
Privilege Debit card holders
Free queuing service at all Danamon branches
for Danamon Privilege Debt card holders
Free yearly fee for Danamon Privilege customers
holder of American Express Gold Charge Card/
Credit Card orDanamon Platinum and WorldCard.
Choices of favorable account number for Current
Account and Savings Account (CASA)
Business Center facility in several Danamon
Privilege Center
24 hours phone banking service through
Danamon Privilege Access Center
CREDIT CARD
Danamon Card
A special credit card which provides comfort in
shopping and fulfilling your modern lifestyle. This
card also offers various interesting and unique
programs in thousands of outlets and departments
stores in cooperation with Danamon.
Danamon World Credit Card

One of the most premium card in the MasterCard
network for you with an exclusive lifestyle and and
often go on travelling. This cards features provide
ease in transactions for its holder, such as faster
points accumulation for rewards program (every
Rp1,000 transaction gets a 1.5 points), special offer
at hotels and restaurants, points transfer to milage
program, and a specialty of foreign currency trade
with a more competitive rate.
Danamon American Express Corporate Card
A card that offers efficiency and savings solution
for medium scaled and multinational enterprises in
managing their daily business expenses.
Danamon American Express Gold Credit Card
For you who wishes to enjoy the flexibility of
payments and financial savings, this card provides
world-class Membership Rewards program,
access to airport lounges at airports in Indonesia,
including intallments for purchases of the most
updated electronics and gadgets and ease of
payment of monthly bills.
Danamon American Express Gold Charge Card
A prestigious card membership and a symbol of
a prosperous life. Holder of this card can enjoy
benefits in shopping with purchase limit which
are not set in advance, a world-class Membership
Rewards program, access to airport lounges
at airports in Indonesia. This card also presents
a series of special offers to dine, stay and shop
in various parts of the world through American
Express Selects program.
567
Highlights
Management Reports
Company Profile

The Platinum Card
Accident Insurance
A type of Charge Card from American Express

which is made exclusively for selected individuals.
The Platinum Card presents a variety of special
services and a world-class privileges, such as the
best Membership Rewards, Concierge Service,
comfort in traveling with Saphire access and access
to airport lounges worldwide with a Priority Pass,
stay in star hotels, exclusive access to famous golf
courses including access to prestigious world-class
events. This card offers the best solutions so that its
Cardholders may enjoy their precious lives.
Provides protection for you from risks of accident

in the form of death and permanent disability
compensation.
ADIRA FINANCE
Provides comprehensive and a total loss protection

as needed against losses or damages to the frames
and machines.
Motor Vehicle Financing

Motor vehicle financing either for motorcycles or
cars for a variety of brands, new or used vehicles.
ADIRA INSURANCE
Class of Business
Cars and Motorcycles Insurance
Provides a compensation guarantee or reparation
expenses if you suffer losses or damages caused
by collision, one sided vehicle accident, fire or
theft. This protection may be extended to liabilities
towards third parties, personal accident, medication
expenses caused by accidents, riots, terrorism and
asabotage, flood and earthquake.
Property Insurance
Protects buildings, machinery, furnitures and
contents of buildings and or goods and inventories
from risks caused by fire, lightning, explosion,
plane crash and damages caused by smoke. This
protection may be extended to risks of riots, strikes,
earthquake, volcanic eruption, storm, flood and
other damages caused by water.
Health Insurance
Provides health services guarantee of inpatient as
the basic benefit; also outpatient, labor, dental care,
eyeglasses treatment and medical check up as
additional benefit.
568
Heavy Machinery Insurance

Provides comprehensive protection for damages in
operation or a total loss for heavy machinery such
as tractors, bulldozers, excavator crane and other
heavy machinery.
Ship Frame Insurance
Engineering Insurance
Provides comprehensive protection towards
risks related with construction works, machine
installations,
factory
installations
and
its
equipments, including during work in progress,
testing, and monitoring period before handover
of the project. In addition, protection may also be
provided for risks of machinery breakdown on its
equipments in industrial operations.
Transportation Insurance
Protects goods during shipment, either by land,
sea, or air from losses caused by accidents.
Retail and Business Alliances
Autocillin
A four-wheeled vehicle insurance carrying a
Think Simple theme with protection caused by
collision, one sided vehicle accident, fire, or theft.
The protection may also be extended to liabilities
towards third parties, personal accident, medication
expenses caused by accidents, riots, terrorism and
asabotage, flood and earthquake.
Motopro
A two-wheeled vehicle insurance with a Total
Loss Only protection and may be extended with a
personal accident insurance.
& Analysis
Operational Review
Dengue Fever Insurance

Provides protection guarantee of medication and
inpatient expenses with a light premium when you
or your familiy suffers a dengue fever.
Home Insurance
A special insurance for homes which provide
comprehensive protection for losses caused by
fire, riots, burglary, liability towards third parties and
personal accidents.
Medicillin
A joint health insurance product from Adira
Insurance. Provides health services such as
inpatient as well as outpatient as the most basic
basic benefit, labor, dental care, eyeglasses care
and medical check up as additional benefits.
Medicillin also has more than 375 hospital/clinic
providers throughout Indonesia with a 24 hours Call
Centre service from Admedika Help Line at 500811.
Travellin
Adiras Travel Insurance is an insurance product
designed to minimize losses which can happen
during your trip both domestic or international.
In this product, Adira Insurance is supported by
Mapfre Asistencia system which provides an
international assistance service.
Corporate Data
Corporate Social
Responsibility
Services
Company Website
Adira Insurances information center which is 24
hours accessible online through www.asuransi.
adira.co.id.
Travellin Product Website
An center for information and travel products
purchasing from Adira Finance which is accessible
through www.travellin.co.id through the website,
customers can print out policies online from
anywhere.
Adira Care
A 24 hours service center for customers which
provides services through phone at 500456, SMS
08121113456 and email address at adiracare@
asuransi.adira.co.id.
Home/Office Claim spot
This alternative is provided for customers who do
not have much spare time and wish to make claims
from home or office.
Autocillin Rescue
Provides a syariah based protection, with a benefit

of a profit sharing system. Syariah Insurance may
be available to all kinds of insurance products.
A 24 hours emergency cafility for customers under

a vehicle breakdown or accident, with facilities such
as towing cars, ambulance, and emergency services
on the road. Customers having an accident when
driving causing the car inoperable or unrideable
may make a claim on the spot and get a towing
service.
Electronic Equipment Insurance
Anchor Garage
Provides protection in the event of unprecedented

damages such as burglary, fire, lightning, riots,
earthquake, flood, volcano eruption, damages
caused by water, electric current and other causes.
Autocillin Garage mechanical workshop service,

partner workhops of ATPM or non-ATPM with
a six months guarantee for all kinds of work and
guarantee of spare parts authenticity.
Furniture Insurance
Public Claim Spot
Provides coverage guarantee in the event of

accidental damages to your furnitures caused
by accidents, water, fire, theft, burglary, natural
disaster, riots and others.
A cooperation between Autocillin with various

public areas in broadening Autocillins claim spot
reach. Customers can make claims in shopping
areas which have a cooperation with Autocillin.
Syariah Insurance
569
Highlights

Mobile Service
A facility from Autocillin which helps customers
in making claims, buy products, or inquire other
informations available in a VW Combi vehicle
available in many public areas.
Mobile Claim Application
An application in a smartphone from Autocillin which
helps customers in obtaining product informations,
premium fees and make claims through their
smartphones.
ADIRA KREDIT
Provides financing facility (credit) for you who wish to
have high quality goods with affordable installment
such as electronics, computers, furnitures, mobile
phones and other home appliances.
570
Management Reports
Company Profile
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Executive Leaders
JUWONO AKUAN ROKANTA

SEMM Internal Control & Fraud Mgt
Head, Indonesian citizen, 53 Years
old, Joined Danamon since May
1984, Hold a post graduate degree in
Management STMB
YO LIAN KIE
Management Information System
old, Joined Danamon since April
1986, Hold a bachelor degree in
Management, SEKOLAH TINGGI
ILMU EKONOMI SUPRA
HENNY GUNAWAN
Regional Consumer Head,
Indonesian citizen, 51 Years old,
Joined Danamon since October 1989,
Hold a bachelor degree in EKONOMI
MANAGEMENT, Jayabaya University
SUMARTONO
NCBS & Payments Head, Indonesian
citizen, 50 Years old, Joined
Danamon since September 1990,
Hold a bachelor degree in Akuntansi,
STEI INDONESIA
STENLY OKTAVIANUS
National Sales Distribution Head,
Joined Danamon since June 1992,
Hold a post graduate degree in
Ekonomi Management, ERASMUS
UNIVERSITEIT
BUDHI HERNANDI
Syariah Assurance & Operations
Head, Indonesian citizen 49 Years
old, Joined Danamon since October
Administrasi Niaga, UNIVERSITAS
KATOLIK PARAHYANGAN
IRWAN
SME Regional Business Head,
Joined Danamon since March 1991,
Hold a bachelor degree in EKONOMI
MANAGEMENT, Universitas Syiah
Kuala
BUDI SURYONO
Infrastructure Systems Head,
Joined Danamon sinceJanuari 2001,
Hold a bachelor degree in Teknik
Elektro, UNIV. DHARMA SARI
FILIPUS SUWANDI KUSUMA
Operation Risk & Control Head,
Joined Danamon since March
1996, Hold a bachelor degree
in Management, UNIVERSITAS
ATMAJAYA JAKARTA
TAUFAN ARIJANTONO
Tax Head, Indonesian citizen,
49 Years old, Joined Danamon
since November 1996, Lulusan
D3 Perpajakan, UNIVERSITAS
AIRLANGGA
GUNAWAN TE
SME Business Head, Indonesian
Danamon since June 1997, Hold
a bachelor degree in Ekonomi
Management, UNIVERSITAS NEGERI
SURABAYA
POULCE OCTAVIAN E.W

Litigation Counsel Head-1,
Joined Danamon since January
Ilmu Hukum, UNIVERSITAS SAM
RATULANGI
SONNY WAHYUBRATA
Retail Banking Head, Indonesian
Danamon since March 2001, Hold a
bachelor degree in Management
CALIFORNIA STATE UNIVERSITY
EDDIE HARIJANTO BINTORO
Regional Consumer Head,
Joined Danamon since November
TEKNIK SIPIL, Universitas Atmajaya
Jakarta
VICTOR ERICO KOROMPIS
IT Bus.Solution & Syst.Integration
old, Joined Danamon since November
2001, Hold a post graduate degree
in, Teknik Informatika, UNIVERSITAS
INDONESIA
REFITA RULLI ARIEF
Syariah Business Plan&Product
Dev. Head, Indonesian citizen, 35
Years old, Joined Danamon since
November 2001, Hold a bachelor
degree in Accounting & Finance,
UNIVERSITAS TRISAKTI
FANNY GOSAL
Branch Banking Head, Indonesian
Danamon since June 1992, Hold a
bachelor degree in Management,
UNIVERSITAS TARUMANAGARA
ISABELLA ARITONANG
Transaction Banking Head,
Joined Danamon since January 2004,
Hold a bachelor degree in Bisnis,
SYDNEY BIZ SCHOOL
HARLAN LIGAWIRADY
SMEC Credit Risk Head, Indonesian
Danamon since June 1994, Hold a
post graduate degree in Business
Administration, IPMI BUSINESS
SCHOOL
ANTONY KURNIAWAN
Chief Internal Auditor, Indonesian
Danamon since May 2004, Hold a
post graduate degree in Teknologi
Industri, COLUMBIA UNIV.
DJOEMINGIN BUDIONO
Adira Finance Leveraging Head,
Joined Danamon since May 2004,
Marketing, STATE UNIVERSITY OF
NEW YORK.
ANDRE HANDHIKA TESSAPUTRA
THE
Specialized Product Management
old, Joined Danamon since April
Business Administration, CSY
BAKERSFIELD
ARIETA ARYANTI PERMATA

LESTARI
Transaction Banking&Ctrlz Proc
Center HD, Indonesian citizen, 43
October 2004, Hold a bachelor
degree in Accounting & Finance,
UNIVERSITAS INDONESIA
ZSA ZSA QUAMILLA

YUSHARYAHYA
Public Affairs Head, Indonesian
Danamon since November 2007, Hold
a post graduate degree in Business
Administration, PEPPERDINE
UNIVERSITY
ARIEF SETYAHADI
Reg. SEMM Head, Indonesian citizen,
45 Years old, Joined Danamon since
May 1997, Hold a bachelor degree in
ADMINISTRASI NEGARA, Universitas
Gadjah Mada
EVI LANIYANTI
Group Chief Procurement Officer,
Akuntansi, UNIVERSITAS ATMAJAYA
JAKARTA
PARNGUH MULA R. SARAGIH

Reg. Transaction Service Head
III, Indonesian citizen, 45 Years
old, Joined Danamon since March
PERTANIAN, Universitas Sumatera
Utara
MEILYNDA ADRIANA ADITIANTO

Operational Excellence Head,
Industri, OHIO UNIVERSITY, ATHENS
HARTONO TEGUH WIJAYA

Regional Business Head,
Indonesian citizen, 49 Years
old, Joined Danamon since May
ADMINISTRASI KEUANGAN, UNIV.
DHARMAWANGSA
LINDA SURYANY WONOSASMITO

Operations & Business Support
old, Joined Danamon since August
Perbankan MAASTRICHT SCHOOL
OF MANAGEMENT, MAASTRICHT
EKA DINATA
SME Regional Business Head,
AKUNTANSI, Universitas Indonesia
YANTO EDY UMAR

Chief Credit Officer-Wholesale
Banking, Indonesian citizen,, 42 Years
old, Joined Danamon since October
Teknik Mesin, INSTITUT TEKNOLOGI
BANDUNG
ALEXANDER CONSTANTYN
SETJADI
SME Project Head, Indonesian
Danamon since March 2006, Hold
a bachelor degree in Akuntansi,
UNIVERSITAS ATMAJAYA JAKARTA
RIO ERRIAD
Fraud & Operational Risk
Management Head, Indonesian
Danamon since April 2006, Hold a
Administration, QUEENSLAND
UNIVERSITY OF TECHNOLOGY
ALEXANDER EKANAYAKE
IT Control Functions Head,
Komputer, UNIVERSITAS BINA
NUSANTARA
ERNY RESHA TANTRY
Financial Institutions Head,
Indonesian citizen, 50 Years
old, Joined Danamon since
November 2006, Hold a bachelor
degree Hubungan Internasional,
UNIVERSITAS JAYABAYA
YENNY LIM
Financial Planning & Project Head,
Hold a bachelor degree in Business
Administration, ORAGEN STATE
UNIVERSITY
ARDINO GUSMAN
Syariah Risk Head, Indonesian
Danamon since October 2009, Hold a
post graduate degree in Management
Bisnis GOLDEN GATE UNIVERSTIY,
SAN FRANCISCO, CALIFORNIA
PEY FANG ONG
Kepala Satuan Kerja Kepatuhan
(Compl.Hd), Indonesian citizen,
since December 2009, Hold a
bachelor degree in Akuntansi,
ROYAL MELBOURNE INSTITUE OF
TECHNOLOGY - RMIT
HARAPMAN KASAN
Wholesale Business Head,
Indonesian citizen, 46 Years old
Joined Danamon since January
2010 Hold a post graduate degree in
Management Bisnis, LMII - KENNEDY
- WESTERN UNIVERSITY
DESSY SAFITRI MASRI
Consumer Marketing Head,
Joined Danamon since
Maret 2010, Hold a post graduate
degree in Teknik Industri, PURDUE
UNIVERSITY, WEST LAFAYETTE IN
STATE OF INDI
FAJAR WAHYUDI
Syariah Cross Selling & Bus. Dev.
old, Joined Danamon since March
in Master of Business Administration,
INSTITUT Management PRASETYA
MULYA
571
Highlights
Management Reports
Company Profile
Executive Leaders
SRI WAHJOENI HADI POERNOMO

Customer & Biz. Enablement Head,
Joined Danamon since June 2010,
Hold a bachelor degree in Akuntansi,
UNIVERSITAS TRISAKTI
DJAMIN EDISON NAINGGOLAN
Consumer Lending Head, Indonesian
Danamon since
Agustus 2010, Hold a post graduate
degree in Business Administration,
UNIVERSITY OF ARKANSAS
IRMA SAVITRY DAULAY
Risk Management Head, Indonesian
Danamon since August 2010, Hold
a bachelor degree in Akuntansi,
UNIVERSITAS INDONESIA
SISWO SOEBIANTO IKSAN
Corporate Banking Risk Head,
Joined Danamon since October
Ekonomi Management, UNIVERSITAS
KRISTEN SATYA WACANA
EUNICE KURNIAWAN
Enterprise Risk & Policy Head,
Joined Danamon since October
Finance, UNIVERSITY OF LONDON
JENNY TJANDRA
Consumer Risk Head, Indonesian
Danamon since November 2010, Hold
a post graduate degree in Business
Administration, CALIFORNIA STATE
POLYTECHNIC UNIVERSITY
HENKY SURYAPUTRA
Fin. Acc. Regulatory & Prod. Ctrl.
Group Head, Indonesian citizen, 39
April 2012, Hold a post graduate
degree in Finance, UNIVERSITY OF
NEW SOUTH WALES AUSTRALIA
LISTA IRNA
Chief Credit Off-Mass Market &
ConsBanking, Indonesian citizen,
since November 2010, Hold a
Administration, SWISS GERMAN
UNIVERSITY
SRIRAGHAVAN RAJAMANNAR
Risk Modelling & Quant. Techniques
Head, Indian citizen, 47 Years old,
Ekonomi Perusahaan, UNIVERSITY
OF MADRAS
SRI SETYANINGSIH
Consumer Service Quality Head,
Joined Danamon since December
in Sastra Inggris, UNIVERSITAS
KRISTEN SATYA WACANA
EMANUEL ANDY HARSANTO
Corporate Real Estate Management
Head, Indonesian citizen, 45
September 2011, Hold a post
graduate degree in Teknik Elektro,
IPMI BUSINESS SCHOOL
ENTIN ROSTINI
UKPN Head, Indonesian citizen, 50
Years old, Joined Danamon since Juli
in Finance, UNIVERSITAS GADJAH
MADA
HERMAN
Treasury & Capital Market Head,
Joined Danamon since December
in Teknik Elektro, UNIVERSITAS
TRISAKTI
BAMBANG ATMAJI
Syariah Business Head, Indonesian
Danamon since January 2014, Hold
a bachelor degree in Agribisnis,
INSTITUT PERTANIAN BOGOR
IWAN DHARMAWAN
Market & Liquidity Risk Head,
Master of Business Administration,
UNIVERSITY OF ARKANSAS
MARTA JONATAN
Human Resources Head, Indonesian
Danamon since May 2014, Hold
a bachelor degree in Statistika,
INSTITUT PERTANIAN BOGOR
SURYA KIRANA SULISTIJO
General Legal Counsel, Indonesian
Danamon since November 2014,
Hold a post graduate degree in Ilmu
Hukum, UNIVERSITAS INDONESIA
* Include Syariah Office Channeling
572
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Office Address
Head Office*

Menara Bank Danamon Ground Floor
Jl. Pro. Dr. satrio Kav.E4 No. 6
Tel. (021) 57991001 - 3
fax. (021) 57991161
Region 1
Jakarta-Matraman*
Jl. Matraman Raya No.52
Jakarta Timur 13150
Tel. (021) 2800544, 2800477,
2800455, 2800536 (D), 2800985
(D)
Fax. (021) 2880510
Jakarta-Gajah Mada
Jl. Gajah Mada No. 90 A, Jakarta
Barat 11140
Tel. 021-6341550 Ext.17 H.tlr;12,13,15 & 20- Bo;19 Bsm; 6341555, 6341560
Fax. 021-6344135
Jakarta-Jembatan Lima
Jl. Khm. Mansyur No. 255,
Jembatan Lima, Jakarta Barat
11255
Tel. (021) 6339837,
D: (021) 6339077
Fax. (021) 6339762
Jakarta-Pecenongan
Jl. Pecenongan Raya No. 5 B-C,
Jakarta Pusat 10210
Tel. 021-2311244/652,

D-2312722
Fax. 021-2311475
Jakarta-Taman Sari
Jl. Tamansari Raya No. 53 A,
Jakarta Barat, 11150
Tel. 021-6120254 Ext.16-Bsm;14Cs;19-H.tlr/6006095/6006093
Fax. 021-6294983
Jakarta-Glodok Plaza I
Jl. Pinang Sia Raya Komplek Ruko
Glodok Plaza Blok A No. 26-28
Jakarta
Tel. (021) 2601312; Dirc.6255915
Fax. 021-6255914
Jkt- KH. Zainul Arifin
Ketapang Business Center Blok
A-15, Jl. Kh. Zainul Arifin No. 20,
Jakarta Barat
Tel. (021) 63852539/

63852541/44
Fax. (021) 63852573
Jakarta-Metro Tanah Abang

Banking Center Pusat Grosir Metro
Tanah Abang (Pgmta) 7 Floor No. 6
& 7 Jl. Wahid Hasyim Jakpus, Kel
Kebon Kacang, Kec. Tanah Abang,
Kotamadya Jakpus
Tel. 021-30036345 - 30036187
Fax. 021-30035935
Jakarta-Tomang Raya*
Jl. Tomang Raya No. 51 C-D, Blok
Mm Kav. 557, Jakarta Barat 11440
Tel. 021-5607303 - 04, 5664011
Fax. 021-5607309
Jakarta-Kb. Jrk Interkom*
Jl. Raya Meruya Ilir, Komplek
Intercon Plaza Blok A 1-2, Kebon
Jeruk, Jakarta 11630
Tel. 021-5845474
Fax. 021-5846035
Jakarta-Puri Indah
Jl. Puri Indah Raya Blok I No. 41,
Pesanggrahan, Jakarta Barat 11610
Tel. 021-5821601 - 04
Fax. 021-5821605
Jakarta-Cideng Timur
Jl. Cideng Timur No. 70 D, Jakarta
10160
Tel. 021-3523538 - 40
Fax. 021-3506457
Jakarta-Duri Kosambi
Jl.komplek Ruko Taman Semanan
Indah Blok C - 26 Duri Kosambi
Jakarta Barat 11750
Tel. 021-54394498-
54394397/98
Fax. 021-54394696
Jakarta-Taman Ratu Indah
Komplek Ruko Taman Ratu Indah
Blok Bb 1/1 C, Kedoya Utara,
Kebon Jeruk - Jakarta Barat 11510
Tel. Opr.021-56944407,Bisn
is.021-56944408/10
Fax. 021-56958193
Jakarta-Taman Anggrek
Mall Taman Anggrek Ground Floor
G-42, Jl. S. Parman Kav.21, Jakarta
Barat 11450
Tel. 021-5639473-75
Fax. 021-5639053
Jakarta-Bidakara
Komplek Bidakara Lt. Lobby, Jl.
Jend. Gatot Subroto Kav. 71-73,
Jakarta 12870
Tel. 021-83793427 - 28
Fax. 021-83793426
Jakarta-Hasyim Ashari
Jl. Kh. Hasyim Ashari No. 15 A,
Jakarta Pusat 10130
Tel. (021) 6304343 Ext. 100/101, (D)
6304242
Fax. (021) 6304244
Jakarta-Roxy Mas
Jl. K.h Hasyim Ashari Blok C 2 No.
6 & 7 Jakarta
Tel. 021-6327376, 6330158,
6327357, 6333738
Fax. 021-63862041
Jakarta-Tn.abg Fachrudin
Jl. Fachrudin 36, Blok A No. 56-57,
Tanah Abang, Jakarta Pusat 10250
Tel. 021-3156665, 3166670,
2310421
Fax. 021-3156669
Jakarta - Biak
Ruko .Jl Biak No.21.A Cideng
Jakpus
Tel. 021-63862465, 63862512
Fax. 021-6310076
Jakarta - Tanah Abang Blok A

Pasar Regional Tanah Abang Blok
A, Basement 2 No. 67 A-B, Los F,
Jakarta Pusat
Tel. 021-23572037/23571604
Fax. 021 - 23571844
Jakarta - Puri Kencana
Ruko Puri Niaga 3 Blok M8 - 1A,Puri
Kencana, Jakarta Barat.
Tel. 021-58350446 - 450
Fax. 021-58303381
Jakarta - Sentra Niaga Puri Indah
Kompleks Ruko Sentra Niaga Puri
Indah Blok T3 No. 15 Jakarta Barat
Tel. 021-44726894/58300399
Fax. (021) 58300497
Jakarta Central Park
Central Park Shop Unit L 220/
Lowerground Floor Jl. S. Parman
Kav 28 Kel.tj Duren Selatam, Kec
Grogol, Petamburan Jakbar
Tel. (021) 29200252, 29200250
Fax. (021) 29200255
Jakarta- Suryopranoto 2
Jl. Suryopranoto No.75, Jakarta
Pusat
Tel. 021-71297636
Fax. (021)34834649
Jakarta - Jalan Panjang
Jl. Panjang No.28, Rt.06/Rw.011,
Gedung Graha Inovasi Unit 1B,
Kel. Kb Jeruk, Kec. Kebon Jeruk,
Kotamadya Jakarta Barat
Tel. 021-71297759
Fax. (021) 71297759
Jakarta-Lippo Mall Puri
Lippo Mall Puri, Jl. Puri Indah Raya
Blok Ug R-05, Puri Indah Cbd
Tel. 021-29 111 332 S/D 336.
Jakarta-Kebon Sirih*
Jl. Kebon Sirih No. 15, Jakarta
Pusat 10340
Tel. 021-2300605; D-2301025(Bsm)
Fax. 021-2300730
Jakarta-Agus Salim
Jl. H. Agus Salim No. 59 A, Jakarta
Pusat 10310
Tel. 021-31935076/83
Fax. 0212300932
Jakarta-Pasar Baru
Jl. Pasar Baru Selatan No. 16,
Jakarta Pusat 10710
Tel. 021-3804441, 3857677
Fax. 021-3440971
Jakarta-Wiryopranoto
Jl. Sukarjo Wiryopranoto No. 63,
Jakarta Barat 11160
Tel. 021-2601521-22
Fax. 021-2601516
Jakarta - Ruko Atrium Senen
Ruko Atrium Senen. Jl Pasar Senen
Blok F No.29 Jakpus
Tel. 0213512386/2351/2386/2387/3512407
Fax. 021-3512389
Jakarta-Telepon Kota I
Jl. Telepon Kota No. 7, Jakarta
Barat 11230
Tel. 021-6904060/67, 6923135-38
Fax. (021) 6923137
Jakarta-Pluit Kencana
Jl. Pluit Kencana Raya 45-47,
Jakarta 14450
Tel. 021-6612006-10
Fax. 021-6627920
Jakarta-Muara Karang
Jl. Muara Karang Raya No. 72 Blok
Z-3 Selatan, Jakarta
Tel. 021-6682336, 6682338,
6683309, 6683310
Fax. 021-6682335
Jakarta-Pantai Indah Kapuk
Galeria Niaga Mediterania Blok.x-3
Kav.no.a-8M& A-8N, Pantai Indah
Kapuk, Jakarta Utara
Tel. 021-5884511/5882177/78
Fax. 021-5884510
Jakarta-Kapuk Teluk Gong
Jl. Teluk Gong Raya Komp. Tpi Ii
Blok M No. 34 Kampung Gusti,
Jakarta Utara 14450
Tel. 021-6611383, 6670803
Fax. 021-6600742
Jakarta-Jelambar
Jl. Jelambar Selatan I No.
1B, Jelambar Baru, Grogol,
Petamburan, Jakarta Barat
Tel. 021-5608981/5632430
Fax. 021-5608982
Jakarta-Cikini*
Jl. Cikini Raya No. 71, Jakarta Pusat
10330
Tel. Direct:021-3107239, Hunting
3904907
Fax. 021 - 3904909
Jakarta-P.jayakarta
Jl. P. Jayakarta Raya No. 22, Jakarta
Pusat 10730
Tel. 021-6285274, 6399272
Fax. 021-6285272
Jakarta-Prapatan*
Jl. Prapatan No. 50, Gambir, Jakarta
Pusat
Tel. 021-2312488, D-2311410
Fax. 021-3842023
Jakarta-Mangga Besar
Jl. Mangga Besar Raya No. 42 A-B,
Jakarta 11150
Tel. 021-6240518/6593337
Fax. 021-6240515
Jakarta-Senen
Pusat Grosir Senen Jaya Lt.3 Rtu
L3/C9 -9, Jl.senen Raya, Kel.senen,
Kec.senen, Dki Jakarta
Tel. 021-29939241, 29939242,
29939246
Fax. 021-29939240
Jakarta-Mangga 2 Raya
Jl. Mangga Dua Raya, Ruko Tekstil
Blok E4 No. 6, Jakarta 14430
Tel. 021-6011503-04, 6009874(D
Bsm) 6258449 (D Bm), 6011505
(Bm)
Fax. 021-6009875

573
Highlights
Management Reports
Company Profile
Office Address
Jakarta-Mangga 2 Arteri
Ps. Pagi Mangga Dua Blok D Lt.
Iii No. 2, Jl. Arteri Mangga Dua,
Jakarta 14430
Tel. 021-6127494-95
Fax. 021-6255644
Jakarta-Itc Mangga Dua
Gedung Itc Mangga Dua Lt.1 Blok
D1 No.47 Jl.mangga Dua Jakarta
Utara
Tel. 021-6016169-70
Fax. 021-6016168
Jakarta-Bandengan
Jl. Bandengan Selatan Komp.ruko
Puri Delta Mas Blok A No 20-21Jak
Bar.
Tel. 021-66674179, 66674180
Fax. 021-66674701
Jakarta-Taman Duta Mas
Rukan Taman Duta Mas D9a No.8
Jelambar, Jakarta Barat
Tel. 021-5646775
Fax. 021- 5663959
Jakarta - Cbd Pluit
Jl.pluit Selatan Raya,Komp.cbd Pluit
Blok A 18
Tel. 66675264 Ext.3013 Bsm;3011
Cs,66675274
Fax. 021-66675358
Jakarta - Perniagaan Timur
Jl Perniagaan Timur No.55
Tel. 021-6916916, 6917422,
6917419, 6917418, 6917279,
6917412, 6916781
Jakarta - Orion Mangga Dua
Ruko Komp.orion Mangga Dua,Jl.
raya Mangga Dua, Komp.rukan
Orion Mangga Dua No.3 Jakarta
Utara
Tel. 021-62302348/47
Fax. 021-62302351
Jakarta - Duta Indah Square
Komp Ruko Duta Indah Square No.
15 A3 Jl. Teluk Gong, Jakarta Utara
Tel. 021-66670877 Direct
Bsm/66670878 - Hunting
Fax. (021) 66670876
Jakarta - Pantai Indah Kapuk 2
Rukan Cordoba B 12 Dan B 15,
Pantai Indah Kapuk, Jakarta Utara
Tel. 021-56983774/784/794
Fax. (021) 56983784
Jakarta-Rasuna Said*
Graha Aktiva Building, Jl.hr Rasuna
Said Blok X-1, Kav.3, Jakarta
Selatan
Tel. H.021-5221282
Fax. 021-5221288
Jakarta-Warung Buncit*
Jl. Warung Buncit Raya No. 107,
Tel. 021-7982067
Fax. 021-7982041
Jakarta-Mt.haryono
Gedung Mugi Griya Lt. I R.102, Jl.
Mt. Haryono Kav. 10, Jakarta 12820
Tel. 021-8308406-07
Fax. 021-8308409
Jakarta-Menara Danamon
Menara Bank Danamon Lt.dasar Jl
Prof.dr. Satrio Kav E 4 No.6 Mega
Kuningan Jakarta 12940
Tel. 021-57991001-03/57991010
D-57991452
Fax. 021-57991451/1811
Jakarta-Kalibata*
Kalibata Tengah Blok I F-G, Jakarta
Selatan 12740
Tel. 021-7989239/37
Fax. 021-7982171
Bdi Jakarta-Duta Mas Fatmawati*
Komplek Pusat Niaga Duta Mas
Fatmawati Ruko Blok B1 No 2
Cipete Utara, Kebayoran Baru Jakarta Selatan 12150
Tel. 021-7396270/7396278
Fax. 021-7237404
Bdi Jakarta-The East Tower Mega
Kuningan
The East Tower Lt. Dasar - 1.07-A,
Jl. Lingkar Mega Kuningan Blok
E3.2, Kav. 1, Jakarta Selatan
Tel. 021-57938543/44/45
Fax. 021-57938552
Bdi Jakarta-Wisma Bakrie 2
Gedung Wisma Bakrie 2,Lt. Dasar, Jl
Hr.rasuna Said, Kuningan Jakarta
Tel. 021 - 57945777/80
Fax. 021-57945767
Jakarta-Bej
Gd. Bej Tower 2 Lt.1, Jl. Jend.
Sudirman Kav.52+53, Jakarta
Tel. 021-5153251-52
Fax. 021-5153254
Jakarta-Abdul Muis*
Jl Abdul Muis No 60 Jakarta Pusat
10160
Tel. 021-3842613,3844693
Fax. 021-3854851
Jakarta-Benhil*
Jl. Bendungan Hilir Raya No. 21,
Jakarta Pusat 10210
Tel. 021-5707844, 5727172
Fax. 021-5707843
Jakarta-Wisma BNI*
Wisma 46 Kota BNI Lt. Dasar,
Jl. Jend. Sudirman Kav. 1, Jakarta
Pusat 10220
Tel. 021-5727484-86
Fax. 021-5727483
Jakarta-Palmerah*
Jl. Palmerah Barat No. 38 A, Blok
5-6, Grogol Utara, Jakarta 12210
Tel. 021-5304949
Fax. 021-5329248
Jakarta-Supomo*
Jl. Prof. Dr. Supomo No. 55, Tebet,
Tel. 021-8350387, 8350389
Fax. 021-8353110
Jakarta-The Jakarta Post

Gedung Jakarta Pos, Jl. Palmerah
Barat No. 142-143, Jakarta 10270
Tel. 021-53654401 (Direct),
53654402, 53654403
Fax. 021-53654408
Jakarta-Wisma Elektrindo
Jl. Kuningan Barat No. 8, Jakarta
Selatan 12710
Tel. 021-5269315
Fax. 021-5269321
Jakarta-Sudirman Plaza*
Sudirman Plz, Indofood Tower.jl
Jend Sudirman Kav 76-78
Tel. 021-57954510
Fax. 021-57954509
Jakarta-Allianz Tower
Jl Hr. Rasuna Said, Superblok
2 - Kawasan Kuningan Persada,
Kel. Guntur, Kec. Setiabudi, Jakata
Selatan, 12980
Tel. 021-29079609 - 11
Fax. (021) 29079609
Jakarta-Menara Jamsostek
Lantai 1 Menara Utara, Gedung
Menara Jamsostek, Jl. Jendral
Gatot Subroto No.38 Jakarta
Selatan
Tel. 021-52963810/11
Fax. (021) 52963812
Jakarta- Kalibata City
Kalibata City Square Lantai Lg Unit
E.01 (Lg/E.01), Jl. Kalibata Raya No
1, Jakarta Selatan
Tel. 02171297731
Fax. (021) 29317107
Jakarta - Landmark
Landmark Centre I, Jl. Jenderal
Sudirman No. 1 Jakarta 12910,
Lantai Dasar
Tel. (021) 29411411/29411414
Fax. (021) 29411424
Jakarta - Adira Mt Haryono
Gedung Adira, Jl. M.t Haryono Kav
42 Rt 001 Rw 005 Cikokol Pancoran
Tel. 021-2966 7341, 021-2966 7342
Fax. 021-2966 7340
Jakarta-Panglima Polim*
Jl. Panglima Polim Raya No. 47,
Kebayoran Baru, Jakarta Selatan
12160
Tel. 7205403-6218-6942-69487393655, D-7393014
Fax. 021.7393316
Jakarta-Permata Hijau*
Jl. Nikel Blok D No. 23-24 Permata
Hijau, Jakarta Selatan
Tel. 021-5357382
Fax. 021-5357384
Jakarta-Ciledug Raya*
Jl. Ciledug Raya No. 5, Cipulir,
Kebayoran Lama, Jakarta 12230
Tel. 021-2700080-81
Fax. 021-7251020
Jakarta-Melawai*
Jl. Melawai Raya No. 27, Kebayoran
Baru, Jakarta Selatan 12160
Tel. 021-2700940-41
Fax. 021-2700742
Jakarta-Pondok Indah
Komplek Pertokoan Pondok Indah
Blok Ua No. 1, Jl. Metro Duta,
Pondok Indah, Jakarta Selatan
Tel. 021-75914888
Fax. 021-75914840
Jakarta-Cinere*
Jl. Cinere Raya Kav. 48-49 A,
Cinere, Depok 16514
Tel. 021-7545756-5065-5759-5760
Fax. 021-7545066
Jakarta-Depok Margonda*
Ruko Graha 99 Jl Margonda Raya
Rt 008/03 No.99 Kemiri Muka
Depok 16423
Tel. 021-77201222-1666, 77202332,
Drc 77202552
Fax. 021-77202662
Jakarta-Radio Dalam
Jl.radio Dalam Rt 001/04 No. A/1
(Komplek Yado), Gandaria Utara Jak
Sel 12140
Tel. 021- 7248541
Fax. 021-7396168
Jakarta-Kemang*
Jl. Kemang Raya 4 Jakarta Selatan
Tel. 021-7198730/7198602
Fax. 021-7198728
Jakarta-Ampera Raya
Jl. Ampera Raya No.11 Ground
Floor,Ragunan Ps Minggu
Tel. 021-7810137,7806056,7810172
Fax. 021-7810137
Jakarta-Wolter Monginsidi*
Jl. Wolter Monginsidi No. 60 C
Jakarta Selatan
Tel. 02172784043,72790284,72799466
Fax. 021-7208570
Depok-Tole Iskandar*
Jl. Tole Iskandar No. 50, Kel.
Sukmajaya, Kec. Sukmajaya, Depok
Jawa Barat
Tel. 021-77830761
Fax. (021) 77830790
Tangerang - Martadinata
Jl. Martadinata Rt. 01/04 Ciputat
Tangerang
Tel. 02174708842/43/51/59/62/0217
4709605/02127479923
Fax. (021) 74709605
Jakarta- Bona Indah
Jl. Karang Tengah Blok B/1, Bona
Indah Bisnis Center 89 Rt.007,
Rw.006, Kel. Lebak Bulus, Kec.
Cilandak, Jakarta Selatan
Tel. 02175916027
Fax. (021) 75916039
Jakarta- Pasar Mayestik
Gedung Pasar Mayestik Unit L2 Bks
Unit C, Jalan Tebah 3 Rt 001/Rw
002, Kel. Gunung, Kec. Kebayoran
Baru, Jakarta Selatan
Tel. 021-71297721
Fax. (021) 29395421
Jakarta-Pd.indah Mall
Pondok Indah Mall 2, Lt.dasar
No.g 34 B, Pondok Indah, Jakarta
Selatan 12310
Tel. 021-7506904/5,7512361
Fax. 021-7506885
Jakarta- Arteri Pondok Indah

Jl. Arteri/Jl. Sultan Iskandar Muda
Kav. 77-78 No. 6, Rt.03/Rw.05, Kel.
Kebayoran Lama Selatan Kec. Keb
Lama, Kotamadya Jaksel
Tel. 0217297756
Fax. (021) 71297756
Jakarta-Fatmawati
Jl. Rs. Fatmawati No. 24, Cipete
Utara, Jakarta Selatan 12430
Tel. 021-7500522, 7692214-6116
Fax. 021-7500830
Pgb Jakarta - Pondok Indah*

Kompleks Metro Duta Niaga Blok
Ba No. 47 Pondok Indah Jakarta
Tel. 021-766 2166
Fax. 021-759 00548
574
& Analysis
Operational Review
Jakarta-Kelapa Gading I*
Jl. Bulevar Barat Blok Xb No. 8,
Kelapa Gading - Jakarta Utara
14240
Tel. 021-4534003-4026; Drc.
4534023 Bo- 4534024 Bsm,
Fax. 021-4534025
Jakarta-Kelapa Gading II
Jl. Boulevard Raya Blok Fy No. 1/912, Jakarta Utara 14240
Tel. 021-4532788-89
Fax. 021-4532791
Jakarta-Pulogadung*
Jl. Pulo Lentut No. 10, Gedung
Enseval Putera Mega Trading,
Kawasan Industri Pulo Gadung
13930
Tel. 021-4604111/2
Fax. 021-4604114
Jakarta-Pegambiran
Jl. Peggambiran No. 33-D,
Rawamangun, Jakarta Timur 13220
Tel. 021-4707443-46, D-4707438
Fax. 021-4703104
Jakarta-Cempaka Putih I
Jl. Cempaka Putih Raya No. 11,
Jakarta Pusat 10510
Tel. 021-4210854,65,D-4210865
Fax. 021-42801151
Jakarta-Letjen Suprapto
Komp. Perkantoran Cempaka Putih,
Jl. Letjen. Suprapto Blok A No. 1718, Jkt. Pusat 10510
Tel. 021-4203361
Fax. 021-4206715
Jakarta-Ps.pademangan
Ps. Pademangan Timur Lt.dasar
Blok Bks 137, Jakarta 14410
Tel. 021-6415378-80,

6410783-84
Fax. 021-6410785
Jakarta - Itc Cempaka Mas
Graha Rukan Itc Cempaka Mas Blok
B No. 7 10640
Tel. 021-42884588
Fax. 021-42883963
Jakarta - Artha Gading
Rukan Artha Gading Blok C No. 18
Jl. Boulevard Artha Gading Kelapa
Gading Jakarta Utara 14240
Tel. 021-45850613
Fax. 021-45850615
Jakarta-Kelapa Gading Square
Komp Ruko Kelapa Gading Square
Blok B No 6.Kelapa Gading, Jakarta
Utara, 14240
Tel. 021-45876516 -7
Fax. 021-45869860
Jakarta-Kramat Jaya
Jl.kramat Jaya No.7 Semper,
Jakarta Utara
Tel. 021-43932790/92 - 96
Fax. 021-43932791
Jakarta-Boulevard Raya
Ruko Boulevard Raya Blok Pa 11,
Kav. 20-21, Kelapa Gading, Jakarta
Utara
Tel. 021-45847572
Fax. (021) 45847449
Jakarta-Enggano
Jl Enggano Raya No 36 Tanjung
Priok Jakarta Utara 14310
Tel. 021-4305101-04
Fax. 021-4358949
Jakarta - Pluit Karang Utara

Jl. Pluit Karang Utara No. 34, Blok
I-1-Selatan, Kav.no.54, Kel. Pluit,
Kec. Penjaringan, Jakarta Utara
Tel. 021-66690046/66670869
Fax. (021) 66690014
Jakarta-Gunung Sahari
Jl. Gunung Sahari Raya No. 49
Jakarta Pusat 10610
Tel. 021-4227844, 4227845
Fax. 021-4222508
Jakarta - Sunan Derajat

Jl. Sunan Derajat No. 39, Pulo
Gadung, Jakarta Timur
Tel. 021-4723329
Fax. (021) 4723493
Jakarta-Kenari
Gedung Kenari Baru Lt. 2 Blok E
7-8, Jl. Salemba Raya No.2, Jakarta
Pusat 10430
Tel. 021-3921190/3914331
Fax. 021-3914419
Jakarta - Elang Laut Boulevard

Elang Laut Boulevard, Pantai Indah
Kapuk, Jalan Pantai Indah Selatan
I Blok A No. 25-26, Kel. Kamal
Muara, Kec. Penjaringan Jakut
Tel. 02171297662
Fax. (021) 71297668
Jakarta-Danau Sunter
Jl. Danau Sunter Utara Blok B.i.b
No. 15-16 Sunter Podomoro,
Jakarta 14350
Tel. 021-64715835/,65173867,6411622-3,
Fax. 021-6411621/64714956
Jakarta-Griya Utama Sunter
Griya Utama Blok A Kav No 43
Sunter Jak Ut Sunter Agung - Jak
Ut 14350
Tel. 021-65837804 - 05
Fax. 021-65831246
Jakarta-Mitra Sunter
Jl. Yos Sudarso, Komplek Mitra
Sunter Bulevard Blok B No.7,
Sunter, Jakarta 14350
Tel. 021-6520125, 6520061,

6509216
Fax. 021-6520924
Jakarta-Matraman*
Jl. Matraman Raya No. 52, Jakarta
Timur 13150
Tel. Hunt.021-800544, 2800477,
2800466, 2800455, D-2800536
D-2800985
021-2800510
Corporate Social
Responsibility
Corporate Data
Jakarta-Pondok Gede*
Rukan Pondok Gede Plaza Blok D
No 1 S/D 2 P.gede Bekasi Rt 04/01
Jatiwaringin Bekasi 17426
Tel. D. 021 - 8474625 . H. 021 8474529 - 09 - 03
Fax. 021 - 8474477
Jakarta-Cibubur Times Square
Jl.transyogi Km.3, Komp.rukan
Cibubur Times Square Blok B1
No.10, Cibubur Jakarta Timur
Tel. 021-84305460, 84305458,
84305459
Fax. 021-84305461
Jakarta-Pondok Bambu*
Jl. Pahlawan Revolusi No. 125 B,
Pondok Bambu, Jakarta Timur
13430
Tel. 021-8612527, 8612844
Fax. 021-8615171
Jakarta - Buaran Raya
Jl.buaran Raya Blok A No.93-94
Jakarta Timur
Tel. 021-86601759/86613155
Fax. 021-86603338
Jakarta - Pasar Jatinegara
Jl. Pasar Selatan No. 5 B,
Jatinegara, Jakarta Timur
Tel. 021 - 85910991 - 85910994
Fax. 021- 8193614
Bekasi-Juanda*
Jl. Ir. H. Juanda No. 159, Bekasi
17112
Tel. Dir.-021-8801990 - 8812260
Fax. 021-8808537
Bekasi-Metropolitan Mall*
Metropolitan Mall Lt. Dasar No. 25,
Jl. Raya Kalimalang Ujung, Bekasi
17148
Tel. 021-8848550
Fax. 021-8848030
Bekasi-Kemang Pratama
Komp Perumahan Kemang Pratama
Blok Am No 3 A, Bekasi Timur
17116
Tel. 021-8225347 - 6039
Fax. 021-82413282
Bekasi-Harapan Indah
Komp Ruko Sentra Niaga Boulevard
Hijau,Perumahan Harapan Indah
Blok Sn 2 No 16 -17 Medan Satria Bekasi 17132
Tel. 021-88866052
Fax. 021-88866053
Bekasi - Taman Galaxy Raya*
Jl. Taman Galaxy Raya No. 12 Ad
Bekasi Selatan
Tel. 021-82417306/82418017
Fax. (021) 82417386
Jakarta-Jatinegara*
Jl. Jatinegara Barat No. 135 Jakarta
Timur
Tel. 021-85901177
Fax. 021-85901332
Bekasi - Ahmad Yani

Komplek Bekasi Mas Kavling No.
D-3, Jl. Ahmad Yani, Bekasi Barat
Tel. 021-8848302/8849314/8848327
Fax. (021) 8848325
Jakarta-Kalimalang Tarum*
Jl. Tarum Barat HI No. 1,
Kalimalang, Jakarta Timur 13450
Tel. 021-8656662
Fax. 021-8642058
Bekasi - Cikarang 2
Jl. Niaga Raya Kav. Aa3, Ruko Cbd
Blok Cd No. 6, Jababeka
Tel. 02129083876880/02144726905
Fax. (021) 29083876
Jakarta-Otista
Jl. Otista Raya No . 151 A Jakarta
Timur
Tel. 021-2800418-19
Fax. 021-2800639
Bekasi - Lippo Cikarang

Ruko Plaza Menteng Blok A No.
25, Rt 03/Rw.09, Desa Cibatu, Kec.
Lemahabang, (Cikarang Selatan),
Kab Bekasi Jabar
Tel. 021-89906282
Fax. (021) 71297725
Tangerang-Daan Mogot*
Jl. Daan Mogot No. 48, Tangerang,
Kode Pos 15111
Tel. 021-5520781-0782-5570
5525516/5586019
Tangerang-Supermall Karawaci
Unit Ff59a Supermall Karawaci Jl.
Bulevar Diponegoro Lippo Karawaci
Tangerang 15811
Tel. 021-5462269-70; 5462421-22
Fax. 021-5462271
Tangerang-Alam Sutra*
Jl. Sutera Niaga I/17, Komplek Alam
Sutera, Serpong, Tangerang 15326
Tel. 021-5398327/28
Fax. 021-5398331
Tangerang-Taman Cibodas
Komp. Taman Cibodas, Jl. Gatot
Subroto, Ruko Blok A No.16, Curug,
Tangerang
Tel. 021-5528430-8435
Fax. 021-5527429
Tangerang-Bsd*
Jl. Raya Serpong Bsd Commercial I
Blok 201 Bsd Sektor Vi, Tangerang
15310
Tel. 021-5379033-6966-9036
Fax. 021-5376967
Tangerang-Bintaro III*
Komp. Rukan Bintaro Jaya Sektor
III A, Blok A No. 8-10, Bintaro,
Tangerang 15224
Tel. 021-7375160-64
Fax. 021-7375158
Jakarta-Tanjung Duren*
Jl. Tanjung Duren Raya No. 62,
Jakarta Barat 11470
Tel. 021-5664188
Fax. 021-5635336
Jakarta-Citraland
Citra Land Mall Lt. Lg Unit 5, Jl.
S. Parman, Grogol, Jakarta Barat
11470
Tel. 021-5666845
Fax. 021-5669754
Jakarta-Citra Garden Ii
Komplek Citra Garden Ii Blok I-I No.
12A, Jakarta Barat 11830
Tel. 021-5417705,5417720,
5458253,5458254
Fax. 021-5403021
Jakarta-Daan Mogot
Ruko Daan Mogot Km. 6, Komplek
Indo Ruko Blok 6 C-D, Jakarta
11460
Tel. 021-5655370-72
Fax. 5654783
Jakarta-Green Garden
Ruko Green Garden Blok I/9 No. 18,
Jakarta Barat 11520
Tel. 021-5815328/5331/7420
Fax. 021-5812285
Jakarta-Green Ville
Komplek Green Ville Blok Ay No. 20,
Jakarta Barat 11510
Tel. 021-5658160-64, 56581217849-7216
Fax. 021-5656030
Jakarta-Grogol Muwardi*
Jl. Muwardi Raya No. 7, Grogol,
Jakarta Barat 11450
Tel. 5667010,5640121, 56025400794-4518/5604518
Fax. 021-5640122

575
Highlights
Management Reports
Company Profile
Office Address
Jakarta-Daan Mogot Baru
Ruko Daan Mogot Baru Jl.tampak
Siring Kj/G15
Tel. 021 -54397168,54397424,54
397149,54397154,54397105,543
97088
Fax. 021-54396816
Serang-A. Yani
Jl.a.yani No.141, Serang Banten
Tel. 0254 - 8241291, 8241292,
217023, 217048,217036,217027
Fax. 0254-8241293
Tangerang-Gading Serpong
Jl. Blv Gading Serpong Alexandrite
3/9
Tel. 021-54213197, 54213198,
54213201-04
Fax. 021-54213199
Jakarta - Taman Palem Lestari
Rukan Taman Palem Lestari Blok A
Ii No. 33 Jl. Kamal Raya Outer Ring
Road Cengkareng Jakarta Barat
-11730
Tel. 021-55961897/55962458
Fax. 55961897/55962458
Tangerang - Cikupa
Perumahan Citra Raya Blok L1
Cikupa, Tangerang
Tel. 02159401434/1377/1000/02159
400988/02134664419
Fax. (021) 59401434
Tangerang - Lippo Karawaci
Ruko Pinangsia Blok M No. 10,
Lippo Karawaci, Tangerang
Tel. 021-55772507
Fax. (021) 55770825
Tangerang - Bsd 2
Ruko Golden Madrid 1 Blok A No. 6
Bsd Tangerang
Tel. 021-53160231/227
Fax. (021) 53160231
Jakarta - Mutiara Taman Palem
Ruko Mutiara Taman Palem Blok A3
No. 20 Cengkareng Timur, Jakarta
Barat
Tel. 021-44726896
Tangerang - Cbd Ciledug
Ruko Cbd Ciledug Blok D No.
35, Ciledug, Tangerang (Samping
Carrefour)
Tel. 0217306979,0217306984,02173
06988,0217306996,0217306998,02
17306999, 02144726906
Fax. (021) 7306979
Tangerang - Jend. Sudirman
Ruko Tangerang City Blok Ano. 37,
Jl. Jend.sudirman No. 1, Tangerang
Tel. 021-29239752/53
Fax. (021) 29239751
Rangkasbitung - Hadiwinangun
Jl. Rt. Hadiwinangun, Komplek
Rabinza Blok A No. 1, Kel. Muara
Ciujung Timur, Kec. Rangkasbitung,
Kab. Lebak 42314
Tel. 0252-209280/279
Fax. (0252) 209283
Tangerang - Mutiara Raya
Pasar Modern Mutiara Blok D-17
Dan D-18, Jl. Mutiara Raya No. 1,
Tangerang
Tel. 021-55651602
Fax. (021) 55651621
Tangerang -Alam Sutera 2
Jl. Jalur Sutera 29 D No. 21,
Pakualam, Kec. Serpong Utara,
Tangerang Selatan, Banten
Tel. 021-36033752
Fax. 021-36033752
576
Tangerang- Pamulang Raya

Lt Dasar Unit 3A, Gedung Pamulang
Terrace, Jl. Pamulang Raya Blok
Sh/14, Kel. Pamulang Barat, Kec.
Pamulang, Kab. Tangerang Selatan
Banten
Tel. 021-7416095
Fax. (021) 7416098
Tangerang - Bintaro 2
Ruko Bintaro Jaya, Kebayoran
Arcane Blok Ka/B2-21, Kel. Pondok
Jaya Kec. Pondok Aren Kota
Tangerang Selatan Banten
Tel. 021-29511878
Fax. (021) 29511885
Tangerang - Bsd Square
Sunburst Cbd Lot I.1 Jl. Kapten
Soebianto Djojohadikusumo Bsd
City, Nomor Unit A5a Tangerang
Indonesia 15322
Tel. 021-5374504
Fax. (021) 71297698
Cilegon-S. A. Tirtayasa*
Jl. Sultan Agung Tirtayasa No. 145,
Cilegon 42414
Tel. (0254) 391769, 380270-271
Fax. 0254-392155
Cilegon-Serang*
Jl. Maulana Hasanuddin, Serang
Plaza Blok I No. 5-6-7, Serang
42112
Tel. (0254) 203140 - 43
Fax. 0254-203144
Bogor-Juanda
Jl. Ir. H. Juanda No. 46, Bogor
16000
Tel. (0251) 8329055 Ext 110/D8356548
Fax. 0251-8322454
Bogor-Tajur
Jl. Raya Tajur No. 49-B, Bogor
16720
Tel. (0251) 8393413,414,415
Fax. 0251-8390637
Bogor-Warung Jambu*
Jl. Raya Pajajaran Komplek Ruko
Warung Jambu, Bogor 16153
Tel. (0251) 8322224, 8323843
Fax. 0251-8323822/8323046
Bogor - Graha Cibinong
Ruko Graha Cibinong Blok D3,
Komplek Graha Cibinong, Jl.
Raya Jakarta Bogor Km.43, Kel.
Cirimekar, Kec. Cibinong, Kab.
Bogor
Tel. 02187918721/87913717/87913652
Fax. 02187918721/87913717/87913652
Karawang-Tuparev
Jl. Tuparev Komplek Karawang
Plaza Ruko No. 5-6, Karawang
41312
Tel. (0267) 405533-566-588-239,
D-404494
Fax. 0267-408241
Rengasdengklok
Jl. Raya Rengasdengklok No.111,
Rengasdengklok -Karawang 41352
Tel. (0267) 482659, 482601
Fax. 0267-482017
Bekasi-Cikarang*
Gedung Eks Tamara,
Jl. RE Martadinata No. 9, Cikarang,
Bekasi 17530
Tel. 021-8904341/8901445
Fax. 021-8904343
Cikampek-A.yani
Jl. Jend. A. Yani No. 37-C,
Cikampek, Karawang 41373
Tel. (0264) 318496/318396
Fax. (0264),315425
Teluk Betung-Pattimura*
Jl. Pattimura No.2-4, Telukbetung
35221
Tel. 0721-487226
Fax. 0721 487250
Teluk Betung-Ikan Hiu
Jl. Ikan Hiu Blok B 2-4 Teluk Betung
35223
Tel. 0721-487334
Fax. 0721-487336
Pringsewu-A.yani
Jl. Ahmad Yani No.65, Pringsewu
35373.
Tel. 0729-21326/21327
Fax. 0729-21426
Tanjung Karang-Kartini
Jl. Kartini No.182, Tanjung Karang
35111
Tel. 0721-262026
Fax. 0721-262502
Tanjung Karang-Way Halim
Jl. Kiai Maja Ruko Way Halim No.
14-15 Kedaton Bandar Lampung
35141
Tel. 0721-704110
Fax. 0721783613
Kota Bumi-Sudirman
Jl. Jend. Sudirman No.7, Kotabumi
34516
Tel. 0724-21076;21990
Fax. 0724-21458
Metro Lampung-Sudirman*
Jl. Jend. Sudirman No.1-3/B,
Lampung 34111
Tel. 0725-41404
Fax. 0725-43631
Bandar Jaya-Proklamator
Jl. Proklamator Raya No.63, Bandar
Jaya 34162
Tel. 0725-25002, 25003
Fax. 0725-25004
Lampung Pangeran Antasari
Jl. Pangerang Antasari No. 5,
Bandar Lampung
Tel. 0721255587/0721255754/0721
255764/0721255797/0721255797/0
721255606/07217409054
Fax. (0721) 255754
Region 2
Bandung-Merdeka
Jl. Merdeka No.40, Bandung
Tel. (022) 4223344 Ext.5600
Fax.(022) 4200717
BandungOtista*
Jl. Oto Iskandardinata No. 22 Bdg
Tel. (022)4241580 (Ext.3101)
Fax. (022) 4213428
Bandung-Pasar Baru
Jl. Otto Iskandardinata No.70 Lt.2
Blok D2-05 Bdg
Tel. (022)
4246700,4246701,4245959
Fax. (022) 4246702
BandungSetrasari Mall
Komp. Ruko Setrasari Mall B.2 No
21 Bandung
Tel. (022) 2016002,2016004,05
(Hunting) Direct 2016003
Fax. (022) 2016001
Cimahi-Cibabat*
Jl. Raya Cibabat No.349 Cigugur
Tengah Cimahi
Tel. (022) 6657132,
6644110,6657133
Fax. (022) 6657134
BandungJamika
Jl.jamika No. 11 A, Kel. Jamika,Kec.
Bojongloa Kaler, Bandung Jabar
Tel. (022) 6010850, 6022463,
6022456
Fax. (022)6022445
BandungPasir Kaliki
Jl. Pasir Kaliki No. 154, Bandung
Tel. (022) 4208675, 4211172,
4211175
Fax. (022) 4211173
BandungAsia Afrika*
Jl. Asia Afrika No. 180 Bandung
Tel. (022) 4201505
Fax. (022) 4201508
BandungGardujati
Jl. Gardujati No. 38 Bandung
Tel. 022-4213566 , 4213676
Fax. 022-4213564
Bandung-Taman Kopo*
Komp. Taman Kopo Indah, Ruko
2 & 3 Bdg
Tel. (022) 5407163 - 5407167
Fax. (022) 5407166
BandungSumbersari
Ruko Sumber Sari Jl. Soekarno
Hatta 130 Bdg
Tel. (022) 6120790,6120755
Fax. (022) 6037836
BandungKopo
Jl. Kopo No.26 Bandung
Tel. (022) 6033153 S/D 6033156
Fax. 022-6079915
BandungSetia Budi*
Jl. Dr. Setiabudi 62 Bandung
Tel. (022) 2033662 H
Fax. (022) 2035478
GarutCiledug*
Jl.ciledug No.36 Garut
Tel. (0262) 238088,238089
Fax. (0262) 238090
S U B A N GOtista*
Jl. Otista No. 65 Subang
Tel. (0260) 411398 (Hunting 3 Line)
Fax. (0260) 411035
Pamanukan-Ion*
Jl. Ion Martasasmita No. 14
Pamanukan
Tel. 0260-551444, 0260-551608
Fax. 0260-551593
PurwakartaMartadinata*
Jl. Re Martadinata No. 7 Purwakarta
Tel. (0264) 202-491, 492, 493, 494,
201-963
Fax. (0264) 202495
Bandung - Riau
Jl. Re. Martadinata No. 136 (Jl. Riau
No. 136), Bandung
Tel. (022) 7106222
Fax. (022) 7231422
Bandung - Taman Kopo Indah II
Taman Kopo Indah Ii 1B No.26
Bandung
Tel. (022) 5405699
Fax. (022) 5421430
& Analysis
Operational Review
Sumedang -Abdul Rachman

Jl. Mayor Abdulrachman No. 129,
Sumedang
Tel. 0261-204426
Fax. 0261-204416
Bandung-Adira Soekarno Hatta
Gedung Adira, Jl. Soekarno Hatta
380 Bandung
Tel. 022-61684213
Fax. 022-61684214
BandungMerdeka*
Jl. Merdeka No. 40 Bandung
Tel. (022)4223344 Ext 5600
Fax. 022-4200717
Bandung-A. Yani*
Jl. Ahmad Yani No. 638 Bdg
Tel. (022) 7200010 (H) , 7216924(D)
Fax. (022) 7201194,7208493
BandungBuah Batu
Jl. Buah Batu No. 166 Bdg
Tel. (022)-7300217, 7305731,
7311901, 7311936
Fax. (022) 7312988/7311654
BandungPungkur*
Jl. Pungkur No. 118 Bandung
Tel. (022)- 5210719 - 22 (Hunting)
Fax. (022) 5208352
BandungJuanda
Jl. Ir, Juanda No.64, Bandung
Tel. (022) 4204462 (Hunt) 0224211945 (D)
Fax. (022) 4211947
SukabumiA.yani*
Jl. Jend. Ahmad Yani No. 30
Sukabumi
Tel. (0266) 221188
Fax. 0266 215802
Cianjur-Cokroaminoto*
Jl.hos.cokroaminoto No.36 Cianjur
Tel. (0263) 264030,264060,264070,
264090,264107
Fax. (0263)264055
Cipanas-Raya Cipanas
Jl. Cipanas Raya No. 66 Cipanas
Tel. (0263)514585, 514106,514107
Fax. (0263) 516711
Bandung-Suropati
Jl. Surapati No.86 Bandung
Tel. 022-7272568
Fax. 022-7235978
TasikmalayaYuda Negara*
Jl.yudanegara No.40 Tasikmalaya
Tel. (0265)332151 , (0265)327977
Fax. (0265) 331498
Cirebon-Yos Sudarso*
Jl. Yos Sudarso No. 33 Cirebon
Tel. (0231) 242278 (H)
Fax. (0231) 208145/208146
Ciledug-Merdeka
Jl. Merdeka Barat No. 60 Ciledug
Tel. 0231-661867,662591,661868
Fax. 0231-661869
Cirebon - Tegal Wangi

Jl. Raya Tegal Wangi No. 19 E, Kab.
Cirebon
Tel. 0231321530/531/536/02313250
57/0231325171/02312579551
Fax. 0231-320536
Majalengka- Abdul Halim
Jl. Kh. Abdul Halim No. 228,
Majalengka
Tel. 0233-3406228
-
Region 3
Surabaya-Gubernur Suryo*
Jl. Gubernur Suryo No. 12,
Surabaya
Tel. (031) 5346690 (Direct), 5312126
Ext. 1116
Fax.(031) 5340783
Corporate Data
Corporate Social
Responsibility
MojokertoMojopahit
Jl. Mojopahit No. 282 Kel. Mentikan
Kec. Prajurit Kulon Kab. Mojokerto
Tel. (0321) 324295
Fax. (0321) 395733-34
SurabayaCoklat*
Jl. Coklat No. 8, Surabaya
Tel. (031)3524091-3 H -, 3557843
-D
Fax. (031) 3551352
SurabayaGenteng
Jl. Genteng Besar No. 78, Surabaya
Tel. (031) 5324526 - 8
Fax. (031) 5324529
SurabayaKapas Krampung*
Jl. Kapas Krampung No. 106,
Surabaya
Tel. (031) 5032201 - 02
Fax. (031) 5032206
Surabaya - Kembang Jepun*

Jl.kembang Jepun No.43 Surabaya
Tel. (031) 3577743
Fax. (031) 3556676
Surabaya - Dharmahusada*
Jl.Dharmahusada No.168 Surabaya
Tel. (031) 5929484
Fax. (031) 5929485
Gresik - Usman Sadar
Jl.usman Sadar No.37 Gresik
Tel. (031) 3976284
Fax. (031) 3976283
Pusat Grosir Surabaya (Pgs)
Jl. Dupak No. 1 Pusat Grosir
Surabaya (Depan Pasar Turi) Lt.
Dasar Blok J-3 No. 1,2,3 Surabaya
Tel. (031) 52403991, 52403992
Fax. (031) 52403902
SurabayaJemur Andayani*
Jl. Jemur Andayani 46 B-C,
Surabaya
Tel. (031) D 8411511, 8432344
Fax. (031) 8411512
SurabayaPasar Turi
Komp. Sinar Galaxy B-70 Surabaya
Tel. (031) 3532473-3532474,
3559274
Fax. (031) 3559275
Surabaya - Stasiun Kota

Jl. Pasar Atum Mall Stand No
C45-C48 Lantai 4, Jl Stasiun Kota
,Surabaya
Tel. (031) 3536440
Fax. (031)-3536441
GresikKartini*
Jl. R.A. Kartini No. 236/5 Gresik
61122
Tel. (031) 3985638 - 39
Fax. (031) 3985640
SurabayaMulyosari
Jl. Raya Mulyosari 134, Pb 14
Surabaya
Tel. (031) 5932932-33
Fax. (031) 5932712
Surabaya-Grand City Mall

Grand City Unit Lg.01 Jl. Gubeng
Pojok No. 1
Tel. 03-5116 7033
-
SurabayaDarmo*
Jl. Raya Darmo No. 59, Surabaya
Tel. (031) 5671035 - 42, 5674806-D
Fax. (031) 5618716
SurabayaRajawali
Jl. Rajawali 51-B Surabaya
Tel. (031) 3535028, 3574358/9
Fax. (031) 3535029
SurabayaDiponegoro
Jl. Diponegoro No. 160, Surabaya
Tel. (031) 5682605, 5682604,
5685340
Fax. (031) 5682613
BangkalanTrunojoyo*
Jl. Trunojoyo No. 39B, Bangkalan
Tel. (031) 3097979, 3098001,
3096769
Fax. (031) 3096772
Surabaya- Margomulyo*
Jl. Raya Margomulyo No. 9 Blok Aa
No. 10, Kel. Balongsri, Kec. Tandes,
Kota Surabaya Jatim
Tel. 03188404848
Fax. (031)88404850
SurabayaHr Muhammad*
Jl. HR Muhammad 86 C-D,
Surabaya
Tel. (031)7341182-83 Ext 12,
7343810-D
Fax. (031) 7341181
Sidoarjo-Sepanjang*
Jl. Raya Bebekan 24 Sepanjang
Jatim
Tel. 031) 7870356 - 58
Fax. (031) 7870360
SurabayaKedungdoro
Jl. Kedungdoro No. 97 Surabaya
Tel. (031) 5320962 - 63
Fax. (031) 5327750
Surabaya-Bukit Darmo Boulevard

Bukit Darmo Golf Boulevard Blok
B1-25 Surabaya
Tel. (031) 7346895
Fax. (031) 7320131
SurabayaKertajaya
Jl. Kertajaya No. 141, Surabaya
Tel. (031) 5031411, 5031412
Fax. (031) 5033611
SurabayaKlampis
Jl. Klampis Jaya No.136 Surabaya
Klampis
Tel. (031) 5928570/65/69, 5991834
Fax. (031) 5994861
SurabayaManyar Indah
Komp. Pertokoan Manyar Indah
Plaza Kav. A-3 , Jl. Ngagel Jaya
Selatan-Surabaya
Tel. (031)
5044111/5044375/5044376
Fax. (031) 5044374
KuninganSiliwangi*
Jl. Siliwangi Ruko No. 35-36
Kuningan
Tel. (0232) 872426 (Hunting)
Fax. (0232) 872425
SidoarjoA.yani*
Jl. A. Yani No.7, Sidoarjo
Tel. (031) 8961031-2, 8957365-D
Fax. (031) 8921573
Cirebon - Kartini
Jl. Kartini No.37, Cirebon
Tel. 0231-220210,220212
Fax. 0231-220211
SidoarjoKrian
Komp. Ruko No. 12, Jl. Raya Krian,
Sidoarjo
Tel. (031) 8972152 - 54
Fax. (031) 8972155
Surabaya-Kusuma Bangsa
Jl. Kusuma Bangsa No 90,
Surabaya
Tel. (031) 5323968
Fax. (031) 5479791
Surabaya - Mayjen Sungkono*
Jl.Mayjen Sungkono No.75
Surabaya
Tel. (031) 5681889
Fax. (031) 5681869
Surabaya - Perak Barat
Jl.perak Barat No.261 Surabaya
Tel. (031) 3291808
Fax. (031) 3284675
Surabaya - Margorejo Indah
Jl.margorejo Indah No.90 Surabaya
Tel. (031) 8414644
Fax. (031) 8414766
Surabaya - Pucang Anom
Jl.pucang Anom Timur No.5 B
Surabaya
Tel. (031) 5018558
Fax. (031) 5018884
Pgb Surabaya - Panglima

Sudirman
Jl. Panglima Sudirman 11-17,
Surabaya
Tel. 031-547 4613, 534 6885
Fax. 031-547 4613
JombangKh.wahid Hasyim*
Jl. Kh Wahid Hasyim 121, Jombang
Tel. (0321) 862124 - 25
Fax. (0321) 861245
MalangKawi*
Jl. Kawi No. 15, Malang
Tel. (0341) 367766
Fax. (0341) 369314
Batu-Dewi Sartika
Jl. Dewi Sartika No. 8 A Batu
Malang
Tel. (0341) 593795 - 96
Fax. (0341) 593794
Lawang-Thamrin
Jl. Raya Thamrin No. 55 Lawang
Malang
Tel. (0341) 425465,424191(D)
Fax. (0341) 427559
PasuruanSoekarno Hatta*
Jl. Raya Pasuruan Pertokoan Ps.
Besar A 28-29, Pasuruan
Tel. (0343) 427301- 03, 428823
Fax. (0343) 427304
Pasuruan-Pandaan
Jl. Raya Jogonalan 32, PasuruanPandaan
Tel. (0343) 632897, 632641
Fax. (0343) 632751
LumajangSudirman
Lumajang Plaza A - 02 Jl. PB
Sudirman 2A, Lumajang
Tel. (0334) 884117 - 19
Fax. (0334) 884120

577
Highlights
Management Reports
Company Profile
Office Address
ProbolinggoSudirman*
Jl. Raya PB Sudirman No. 209
Probolinggo
Tel. (0335) 420526 28/431589
Fax. (0335) 420529
BanyuwangiGenteng
Pertokoan Genteng Blok B 5-6,
Lt.1 , Banyuwangi
Tel. (0333) 845833
Fax. (0333) 845883
Malang - Letjen Sutoyo*

Jl.letjend Sutoyo No.124 Malang
Tel. (0341) 4345940 - 46 Ext 3010
Fax. (0341) 4345947
BanyuwangiRogojampi
Jl.raya Rogojampi 74 Rogojampi
Banyuwangi
Tel. (0333) 635860-61
Fax. (0333) 635862
Malang - Sutan Syahrir*

Jl. Sutan Syahrir No.15 Malang
Tel. (0341) 351500
Fax. (0341) 351499
KediriBrawijaya*
Jl. Brawijaya No.33 Kediri Jawa
Timur
Tel. (0354) 684608-H, 690330-D
Fax. (0354) 684844
Situbondo - Achmad Yani

Jl. Achmad Yani 171, Situbondo,
Jawa Timur
Tel. 0338675201/205/206/211/22
1/0335673671/0338674324/0338
5559549
Fax. (0338)-675221
Singaraja-A. Yani*
Jl. A. Yani No. 46, Singaraja
Tel. (0362) 25726 - 29
Fax. (0362) 21891
Manggarai-Adi Sucipto
Jl. Adi Sucipto 88A, Ruteng, Ntt
Tel. 0385-2709281
-
Klungkung-Nakula
Jl. Nakula No. 28 Semarapura,
Klungkung
Tel. (0366) 23531, 29320, 29321
Fax. (0366) 23530
Kupang - Sudirman
Jl. Jend. Sudirman No. 88 C- D
Kel. Kuanini, Kec. Kota Raja, Kota
Kupang Ntt
Tel. 0380-8081563
-
Denpasar - Ubud
Jl. Ida Bagus Manik, Banjar
Ambengan, Peliatan Ubud,
Denpasar
Tel. (0361) 975405
Fax. (0361) 975247
TubanLukman Hakim
Jl. Lukman Hakim No. 62, Tuban
Tel. (0356)324095/94,323644
Fax. (0356) 324094
Badung - Kerobokan
Jl. Raya Kerobokan, Desa
Kerobokan Kelurahan Badung, Kec.
Kuta Utara, Bali
Tel. (0361)730084, 731718
Fax. (0361) 731189
BojonegoroSuropati
Jl. Untung Suropati No. 26,
Bojonegoro
Tel. (0353) 881979
Fax. (0353) 881556
Badung -Gatot Subroto Barat

Jl. Gatot Subroto Barat 354,
Badung
Tel. 0361-7803630
-
BlitarMerdeka*
Jl. Merdeka 28 Kav.4-5, Blitar
Tel. (0342) 807684, 803003, 801500
Fax. (0342) 803004
Pamekasan-Trunojoyo*
Jl. Trunojoyo No. 63, Pamekasan
Madura
Tel. (0324) 326995 - 96
Fax. (0324) 323989
Gianyar-Dharma Giri
Jl. Dharma Giri No. 21, Gianyar-Bali
Tel. 0361 - 8958328
Fax. 0361-8958332
MadiunCokroaminoto*
Jl. Hos Cokroaminoto 124-126
Madiun
Tel. (0351) 457930 - 32
Fax. (0351) 455940
Denpasar-Gunung Agung
Jl. Gunung Agung No. 1 A,
Denpasar
Tel. (0361) 436490
Fax. (0361) 436494
NgawiJ.a. Suprapto
Jl. Jaksa Agung Suprapto No. 19,
Ngawi
Tel. (0351) 746562-63-H, 745912-D
Fax. (0351) 746564
DenpasarDiponegoro*
Jl. Diponegoro No. 137 Denpasar
Tel. (0361) 262860, 237084
Fax. (0361) 262859
Kediri - Pare*
Jl. Mastrip No. 44, Pare Kediri
Tel. ((0354) 394346, 391690
Fax. (0354) 394346
NganjukA.yani
Jl. Achmad Yani No. 76, Nganjuk
Tel. (0358) 328926, 321026, 323896
Fax. (0358) 323890
MagetanA.yani
Jl. Jend. A. Yani No. 75, Magetan
Tel. (0351) 892481, 894467
Fax. (0351) 894466
PonorogoGajah Mada*
Komplek Pertokoan Gajah Mada
Kav,42-45 Ponorogo
Tel. (0352) 482576,482577,482578
Fax. (0352) 486809
TulungagungKasihin*
Jl. Kapten Kasihin No. 157,
Tulungagung
Tel. (0355) 322096 - 97,322098-D
Fax. (0355) 322095
Kediri-Kilisuci
Jl. Kilisuci A 11 Kediri
Tel. (0354) 693456
Fax. (0354) 692111
JemberGajah Mada*
Jl. Gajah Mada No. 84 Jember
Tel. (0331)486165
Fax. (0331) 485303;
Situbondo - Besuki
Jl. Pattimura No. 578, Besuki
Situbondo
Tel. (0338) 892371, 891954
Fax. (0338) 891953
BanyuwangiA.yani*
Jl. Jend A. Yani No.41, Banyuwangi
Tel. (0333) 425212 - 13, 411362
Fax. (0333) 421859
Denpasar-Hayam Wuruk*
Jl. Hayam Wuruk No. 246, Denpasar
Tel. (0361) 224312 (H)
Fax. (0361) 224307
DenpasarNusa Dua
Jl. By Pass Ngurah Rai, Depan
Komplek Pertokoan Tragia - Nusa
Dua, Bali
Tel. (0361) 774156-59
Fax. (0361) 771535
DenpasarTeuku Umar
Jl. Teuku Umar 121 C, Denpasar
Tel. (0361) 243919 - 21
Fax. (0361) 224967
MataramPejanggik*
Jl. Pejanggik 117, Mataram Ntb
Tel. (0370) 635649, 631322 - 23
Fax. (0370) 633068
Mataram-Sweta
Jl. Sandubaya No 35. Bertais Sweta
Mataram
Tel. (0370) 671260
Fax. (0370) 671095
Ampenan-Koperasi
Jl. Koperasi No. 1, Ampenan Ntb
Tel. (0370) 637188 - 89
Fax. (0370) 635772
Sumbawa-Diponegoro
Jl. Diponegoro No. 26 Kel. Bugis,
Kec. Sumbawa, Kab. Sumbawa
Prop. Ntb
Tel. (0371) 23302, 23347,24107
Fax. (0371) 23302
Bima - Soekarno Hatta
Jl. Soekarno Hatta 83, Bima
Tel. 0374-646077
-
Denpasar-Gatot Subroto
Jl. Gatot Subroto No.79, Denpasar
Tel. (0361) 429003 - 422086
Fax. (0361) 427829
Kupang-Sumatera
Jl. Sumatera No. 43, Kupang, Ntt
Tel. (0380) 832972, 831700 (H)
825753 (D)
Fax. (0380) 831702
Kuta-Legian
Jl. Raya Legian No. 87 Kuta
Tel. (0361) 754479 - 751908
Fax. (0361) 753746
Maumere-Raya Centis
Jl. Raya Centis No. 15 Maumere
Tel. (0382) 22021-24, 22294-95
Fax. (0382) 22021
Tabanan-Gajah Mada
Jl. Gajah Mada No. 81, Tabanan
Tel. (0361) 813457 - 58, 814450
Fax. (0361) 813459
Atambua-Sudirman
Jl. Jend. Sudirman No. 26, Atambua
Ntt
Tel. (0389) 21534
Fax. (0389) 54123;21543
Negara-Ngurah Rai
Jl. Ngurah Rai No. 101, Negara
Tel. (0365) 40498, 42361- 63
Fax. (0365) 42361;42364
Ende-Soekarno
Jl. Soekarno No. 77, Ende Ntt
Tel. (0381) 22408, 22410, 22603
Fax. (0381) 22409
Kupang - Sudirman
Jl. Jend. Sudirman No. 88 C- D
Kel. Kuanini, Kec. Kota Raja, Kota
Kupang Ntt
Tel. 0380-8081563
-
Region 4
Makassar-A.Yani*
Jl. A. Yani No. 11-13, Makassar
Tel. (0411) 312745, 327859
Fax.(0411) 312776
MakassarA.yani
Jl.a.yani No.11- 13, Makassar
Tel. (0411) 3612745, 3627859
Fax. (0411) 312776
Makassar-Mall
Jl. Kh. Ramli No. 89, Makassar
Tel. (0411) 331896, 326990
Fax. (0411) 332580
Makassar-Slamet Riyadi*
Jl. Slamet Riyadi No. 1, Makassar
Tel. (0411) 334177,317121
Fax. (0411) 327082,323983
MakassarLatimojong*
Jl.g.latimojong No.22, Makasar
Tel. (0411) 314471. 314482
Fax. (0411) 314474
SungguminasaW.hasyim*
Ruko Plaza Balla Lompoa Blok
C1, Jl. Kh. Wahid Hasyim,
Sungguminasa
Tel. (0411) 8220471 - 472
Fax. (0411) 8220467
Makassar-Sulawesi*
Komp. Pasar Butung Ruko Blok S
No. 10-11. Jl. Sulawesi
Tel. (0411)
3625397,3625398,3625045
Fax. (0411) 325425
MakassarPanakukang
Jl.boulevard Ruko Jasper Ii/24-25,
Makassar
Tel. (0411) 422505, 422515
(0411) 422510 - Direct
Fax. (0411) 422509
MakassarPannampu
Jl.tinumbu No.321, Makasar
Tel. (0411) 448181
Fax. (0411) 443838
MakassarCendrawasih
Jl.cendrawasih No.240, Makasar
Tel. (0411) 853931,853935
Fax. (0411) 871661
Makassar-Perintis Kemerdekaan
Jl. Perintis Kemerdekaan Km. 8,
Tamalanrea Makassar
Tel. (0411) 588058, 588060, 583040
Fax. (0411) 588073
578
& Analysis
Operational Review
Makassar-Veteran Selatan
Jl. Veteran Selatan No. 455C - 455
D, Makassar
Tel. (0411) 831132 (Direct), 831450
(Hunting)
-
Corporate Data
Corporate Social
Responsibility
Kendari-Mt. Haryono
Jl. Mt. Haryono No.12-14, Kendari
Tel. (0401) 3195896,
3195897,3195901
Fax. (0401) 395898
ManadoSutomo
Jl.dr.sutomo No.62, Manado Sulawesi Utara
Tel. (0431) 868122
Fax. (0431) 860772
Bau-BauYos Sudarso
Jl. Yos Sudarso No. 17, Bau-Bau
Tel. (0402) 2823108, 2823109
(0402) 2825956 - Direct
Fax. (0402) 2823113
Manado-Bahu Mall
Jl.walter Monginsidi, Bahu Mall,
Blok S No 8 Manado
Tel. (0431) 841621, 841625
Fax. (0431) 841626
Kolaka-Chairil Anwar
Jl. Chairil Anwar No. 25, Kolaka,
Sulawesi Tenggara
Tel. 04052721201
-
Manado-Ranotana
Jl.s.ratulangi No.399, Ranotana,
Manado - Sulawesi Utara
Tel. (0431) 870420, 855235
Fax. (0431) 841948
RantepaoDiponegoro
Jl. Diponegoro No.33, Rantepao,
Tana Toraja, Sulawesi Selatan
Tel. (0423) 21141, 21143, 21150,
23750
Fax. (0423) 21144, 23725
AmbonDiponegoro
Jl.diponegoro No.34, Ambon
Tel. (0911) 354063 - 66 (Hunting)
(0911) 354384 (Direct)
Fax. (0911) 354062
Manado-Toar
Jl. Toar No. 17, Manado - Sulawesi
Utara
Tel. (0431) 860523, 860524 Dan 525
Fax. (0431) 860526
MakaleMerdeka
Jl.merdeka No.30, Makale
Tel. (0423) 24222-24310
Fax. (0423) 24220
Masohi-A.soulissa
Jl.abd.soulissa No.111, Masohi
Tel. (0914) 22120 - 21. 21220
Fax. (0914) 22119
Minahasa-Tomohon
Jl.raya Tomohon No.40A, Tomohon,
Minahasa - Sulawesi Utara
Tel. (0431) 351970, 351971
Fax. (0431) 351972
Palopo-Rambutan
Ruko Terminal Blok E No.1-2 Jl.
Rambutan Kotamadya Palopo
Tel. (0471) 21900. 22349
Fax. (0471) 23540
Ambon-Batu Merah
Ruko Batu Merah Blok 1 No. 225226, Ambon, Maluku
Tel. 0911- 354064, 0911 - 341966
SidrapSudirman
Jl.jend Sudirman No. 48, Sidrap
Tel. (0421) 91848
Fax. (0421) 91849
JayapuraA.yani
Jl.a.yani No.9,Jayapura
Tel. (0967) 531714/5
Fax. (0967) 531711
BoneAgus Salim
Jl.agus Salim No.1, Bone
Tel. (0481) 22213. 22073, 21666
Fax. (0481) 21923
Abepura-Raya Abepura
Ruko Abepura, Jl. Raya Abepura,
Kotaraja
Tel. (0967) 584580, 584367 - 68
Fax. (0967) 584366
Pare-PareHasanudin
Jl.st.hasanudin No.50, Pare-Pare
Tel. (0421) 22322, 22234
Fax. (0421) 22111
PinrangA.makasau
Jl.andi Makasau No.34, Pinrang
Tel. (0421) 922171,922708
Fax. (0421) 922172
BulukumbaSam Ratulangi
Jl. Sam Ratulangi Kel Caile Kec.
Ujung Bulu Kab, Bulukumba,
Sulawesi Selatan
Tel. (0413) 82068
Fax. (0413) 82069
MarosSudirman*
Jl. Jend. Sudirman Ruko Anjali
No.3-4, Maros, Sulawesi-Selatan
Tel. (0411) 372216
Fax. (0411) 372217
WajoRA. Kartini
Jl.RA.kartini No.124 - 126, Wajo
Tel. (0485) 22277. 21276
Fax. (0485) 21900
Polman-Sudirman
Jl.jend. Sudirman No.88, Kec.
Wonomulyo, Polman
Tel. (0428) 51822, 51823
Fax. (0428) 51824
Mamuju-Emmy Saelan
Jl. Emmy Saelan No. 39, Binanga
- Mamuju
Tel. (0426) 21487
Fax. (0426) 21296
PangkepKemakmuran*
Jl.kemakmuran No.16, Pangkep
Tel. (0410) 21925. 21926
Fax. (0410) 21927
KendariSam Ratulangi
Jl. Sam Ratulangi No 183 - 185,
Mandonga, Kendari
Tel. (0401) 3131721
Fax. (0401) 3131729
MeraukeMandala
Jl.raya Mandala No.71, Merauke
Tel. (0971) 323261 - 64
Fax. (0971) 324343
NabireYos Sudarso
Jl.yos Sudarso No.12, Nabire Irian
Jaya
Tel. (0984) 23166 - 68
Fax. (0984) 23169
Sentani - Kemiri
Ruko Sentani Jayapura, Jl. Raya
Kemiri No.541, Sentani, Jayapura
Tel. (0967) 593995, 593962,
593963
Fax. (0967) 593995
TimikaYos Sudarso
Jl. Yos Sudarso No. 12, Timika,
Papua
Tel. (0901) 322766, 322244
Fax. (0901) 321462
ManokwariYos Sudarso
Jl.yos Sudarso No.41 E/F,
Manokwari Papua
Tel. (0986) 213782 - 84
Fax. (0986) 213785
SorongA.yani
Jl. Jendral Ahmad Yani, Kel Remu
Utara, Kec. Sorong, Papua Barat
Tel. (0951) 324817
Fax. (0951) 324817
BiakImam Bonjol
Jl.imam Bonjol No.34, Biak
Tel. (0981) 24023 - 25
Fax. (0981) 24026
BitungYos Sudarso
Jl. Yos Sudarso No. 76, Bitung Sulawesi Utara
Tel. (0438) 30110 - 31120
Fax. (0438) 30164
Ternate
Jl. Boulevard Ruko Jatiland Kel.
Gamalama, Kec. Kota, Ternate
Tengah
Tel. (0921) 3122082, 3123626,
3123250
Fax. (0921) 3123626
Region 5
Balikpapan-Sudirman No. 54
Balikpapan
Tel. (0542) 733134-8, 730016,
736887 (D)
Fax.(0542) 736401
Banjarmasin-Lambung
Mangkurat*
Jl. Lambung Mangkurat No. 50,
Banjarmasin
Tel. (0511) 4366824 - 25, 4366836
Fax. (0511) 4366847, 4366847
Banjarmasin-A. Yani
Jl. A.yani Km. 2.5 No. 81,
Banjarmasin
Tel. (0511)3266278-80 (H)
(0511)3257422 (D)
Fax. (0511)3266282
Banjarmasin-Pasar Baru*
Jl. Pasar Baru Indah Blok 4A,
Banjarmasin
Tel. (0511) 3358601,3358895
Fax. (0511) 3356801
Years oldaHasanudin
Jl.st.hasanudin No.65, Years olda Sulawesi Utara
Tel. (0432) 22537, 22538
Fax. (0432) 22540
Banjar Baru - A. Yani*

Jl. A. Yani Km 34, No 31 Banjarbaru
Tel. (0511) 4780023-24, 4780405
Fax. (0511) 4780028, 4782850
GorontaloA.yani
Jl.a.yani No.58, Gorontalo
Tel. (0435) 824137, 823961, 822569
Fax. (0435) 824138
Bjm Brigjen H. Hasan Basri

Jl. Brigjen H. Hasan Basri No. 47 D
Rt 17, Banjarmasin
Tel. (0511) 3304653
Fax. (0526) 2030137
Kotamobagu-Kartini
Jl.kartini No.203, Kotamobagu Sulawesi Utara
Tel. (0434) 22007, 21023
Fax. (0434) 22340
Tabalong - Pangeran Antasari

Jl. Pangeran Antasari Rt. 1, Tanjung
- Tabalong
Tel. 0526-2030154
Fax. (0511) 3304589
Palu - Hasanudin
Jl.st.hasanudin No.27, Palu Sulawesi Tengah
Tel. (0451) 423452, 423903
Fax. (0451) 423813, 853136
Kotabaru - Putri Ciptasari

Jl. Putri Ciptasari 8-10 Kota Baru
Tel. (0518) 22256-7, 22257
Fax. (0518) 21254, 21905
Palu - Gajah Mada

Jl. Gajah Mada No. 136, Palu Sulawesi Tengah
Tel. (0451) 454911
Fax. (0451) 454912
Kotabaru-Batu Licin
Jl. Raya Batu Licin No. 2-3 Batu
Licin, Kotabaru
Tel. (0518) 70777, 70779
Fax. (0518) 70778
Luwuk-Banggai
Jl.a. Yani No.104, Luwuk Banggai Sulawesi Tengah
Tel. (0461) 22960, 22957, 22931
Fax. (0461) 22959
Samarinda-Sudirman
Jl. Jend. Sudirman No. 31
Samarinda
Tel. (0541) 732832 - 5, 732837,
205449 (Direct Bsm)
Fax. (0541) 732831, 205448
Parigi Masigi
Jl.trans Sulawesi No.27, Parigi Sulawesi Tengah
Tel. (0450) 21658, 21662
Fax. (0450) 21659
Toli-Toli Usman Binol
Jl.usman Binol No.43, Toli-Toli Sulawesi Tengah
Tel. (0453) 23100. 23200. 23201
Fax. (0453) 23202
Samarinda-Citra Niaga
Jl. Mulawarman No. 27 Rt 28, Kel.
Pelabuhan, Kec. Samarinda Ilir,
Kotamadya Samarina, Provinsi
Kaltim
Tel. (0541) 741802, 202021
Fax. (0541) 741803
Samarinda Pahlawan
Jl. Pahlawan Rt.032, Kel. Dadi
Mulya Kec. Samarinda Ulu
Samarinda
Tel. (0541) 768531
Fax. (0541) 768533

579
Highlights
Management Reports
Company Profile
Office Address
Samarinda-Lambung Mangkurat*
Jl. Lambung Mangkurat No.01
Rt.24/25 Kel.pelita, Kec Samarinda
Utara, Samarinda, Kal-Tim.
Tel. (0541) 7772929 (Cs Ext : 3111)
Fax. (0541) 7773100
Balikpapan-Sudirman
Jl. Jend.sudirman No. 54
Balikpapan
Tel. (0542) 733134-8, 730016,
736887 (Direct Bsm)
Fax. (0542) 736401
Balikpapan-Pandansari
Jl. Pandan Sari No. 7 Balikpapan
Tel. (0542)-413294, 413293, 441182
(Direct Bsm)
Fax. (0542) 440716
Tanah Grogot-Ra. Kartini
Jl. R.a Kartini No. 42 Tanah Grogot
Tel. (0543) 22745, 21043, 22734
Fax. (0543) 22747
Balikpapan - A. Yani
Jl. Jend. A. Yani No.8 Rt.002 Karang
Jati, Balikpapan
Tel. (0542)-7209977-79(H), 7209975
(Bsm)
Fax. (0542) 7209980
Kh. Ahmad Mukhsin (D/H
Tenggarong-Maduningrat)
Jl. Kh. Ahmad Mukhsin No. 19 Rt
Iv Kel. Timbau, Kec. Tenggarong
Kab. Kutai Katanegara, Provinsi
Kalimantan Timur
Tel. (0541) 662633, 200116
Fax. (0541) 662124
Tarakan-Yos Sudarso
Jl. Yos Sudarso No. 30 Tarakan
Tel. (0551) 24648, 50, 25947 (Direct
Bsm)
Fax. (0511) 22531
Tarakan-Sudirman
Jl. Jend Sudirman No 7-8 Tarakan
Tel. (0551) 24445,24446
Fax. (0551) 36147
Nunukan -Pattimura
Jl. Pattimura Rt.02, Kel. Nunukan
Timur, Kec. Nunukan, Kalimantan
Timur
Tel. 0556-62025700
Fax. (0556) 2025684
Tanjung Redep-Akb Sanipa
Jl. Akb Sanipa No. 669 Tj. Redeb
Tel. (0554) 22970
Fax. (0554) 22095
Bontang-Mt. Haryono
Jl. Bhayangkara No. 3 Bontang
Tel. (0548) 5107990, 5116199
Fax. (0548) 25295
Sangatta - Dr. Soetomo
Jl Mt Haryono Sb 9 Swarga Bara
Sangata
Tel. (0549) 23315, 23316
Fax. (0549) 24722
Tanjung Selor-Skip Ii
Jl. Skip Ii Kavling 20 Tj. Selor
Tel. (0552) 22266, 22555 (Direct
Bsm)
Fax. (0552) 22239
Palangkaraya-A. Yani
Jl. A. Yani No. 82, Palangkaraya
Tel. (0536) 3222131-2, 32222642
Fax. (0536) 3221197, 3224482
Sampit-Mayjen Sutoyo
Jl. Mayjend. Sutoyo No 86, Sampit
Tel. (0531) 23040
Fax. (0531) 24833
Pangkalan Bun - Antasari
Jl. P. Antasari No. 5 Pangkalan Bun
Tel. (0532) 23165, 23433
Fax. (0532) 24843, 23164
Pontianak-Tanjung Pura
Jl. Tanjung Pura No. 102, Pontianak
Tel. (0561) 730898
Fax. (0561) 736264
Pontianak-St. Muhammad
Jl. St. Muhammad No. 173,
Pontianak
Tel. (0561) 731156
Fax. (0561) 734462
Region 6
Medan-Diponegoro*
Jl. Diponegoro No. 35
Medan, Sumatera Utara 20152
Tel. (061) 4552000
Fax.(061) 4526485
Medan-Binjai*
Jl. Jend. Sudirman No.60, Binjai Sumatera Utara Kode Pos 20711
Tel. 061 - 8821059
Fax. 061-8829039
Medan-Tanjung Pura
Jl. Pemuda No. 20, Tanjungpura Sumatera Utara (20853).
Tel. 061 - 8960433
Fax. 061 - 8960801
Siantan-Khatulistiwa
Jl. Khatulistiwa No. H- 99, Siantan
Tel. (0561) 883033, 881761, 881762
Fax. (0561) 882402
Stabat-Zainal Arifin
Jl. Zainal Arifin 774, Stabat Kab.
Langkat
Tel. 061 - 8912160
Fax. 061 - 8912156
Pontianak-Seipinyuh
Jl. Jurusan Pontianak, Sungai
Pinyuh (Depan Spbu Sei Pinyuh),
Pontianak
Tel. (0561) 652868, 652869
Fax. (0561) 652870
Medan-Diponegoro
Jl. P. Diponegoro No. 35, Medan Sumatera Utara 20152
Tel. 061 - 4552000
Fax. 061-4526485
Singkawang-Niaga
Jl. Niaga No. 5-7, Singkawang
Tel. (0562) 634275,
Fax. (0562) 634276
Medan-Pemuda*
Jl. Pemuda No. 5 A-D, Medan Sumatera Utara 20151
Tel. 061 - 4154611
Fax. 061-4566358
Pemangkat-M.hambal
Jl. Muh. Hambal No. 48, Pemangkat
Tel. (0562) 242222,242288
Fax. (0562) 2422123
Pontianak-Kh. Wahid Hasyim
Jl. KH. Wahid Hasyim No. 24 - 26,
Pontianak Kalimantan Barat
Tel. (0561) 768599, 765411
Fax. (0561)766203
Pontianak-Gajah Mada
Jl. Gajah Mada No.132 Pontianak
Tel. (0561) 763078
Fax. (0561) 763766
Pontianak - Sungai Raya Dalam
Jl. Sungai Raya Dalam No. C.
Kel. Bangka Belitung Darat, Kec.
Pontianak Tenggara, Kota Pontianak
Kal Bar
Tel. 0561-75944446
Fax. (0561) 6715076
Sintang-Mt Haryono
Jl Mt. Haryono No. 5, Sintang
Tel. (0565) 22302, 22318
Fax. (0565) 22316
Sanggau-A.yani
Jl. Ahmad Yani No. 99 Kabupaten
Sanggau Kalimantan Barat
Tel. (0564) 22553
Melawi - Juang
Jl. Juang Blok H No. 3 Dan 4,
Nanga Pinoh, Kab. Melawi
Tel. 0568- 22785
Ketapang-Merdeka
Jl. Merdeka No. 181, Ketapang,
Kalimantan Barat
Tel. (0534) 33297, 33576
Fax. (0534) 33577
Medan-Pusat Pasar
Jl. Pusat Pasar No.p 187, Medan Sumatera Utara
Tel. 061 - 4156006
Fax. 061-4159782
Medan-Rahmadsyah
Jl. Rahmadsyah No. 22, Medan Sumatera Utara
Tel. 061 - 7351436
Fax. 061-7351460
Medan-Pandu
Jl. Pandu 41/70, Medan - Sumatera
Utara 20212
Tel. 061 - 4576222
Fax. 061-4565241
Medan-Iskandar Muda*
Jl. Iskandar Muda No.226-230,
Medan - Sumatera Utara -20112
Tel. 061 - 4155090
Fax. 061-4536269
Medan-Petisah
Jl. Nibung Utama No.34 Petisah,Medan - Sumatera
Utara-20112
Tel. 061 - 4575685
Fax. 061-4575725
Medan-Thamrin
Jl.thamrin No.93-95, Medan Sumatera Utara 20214
Tel. 061 - 7366811
Fax. 061-7342616
Medan-Iskandar Muda 2
Jl.iskandar Muda No.57,Medan
Tel. 061-4514748
Fax. 061-4514733
Medan-Asia Mega Mas
Ruko Asia Mega Mas,Jl.asia Indah
Blok Bb No.16,Medan
Tel. 061-7321650
Fax. 061-7321503
Medan-Tomang Elok
Komp.tomang Elok Blok Bb
No.98,Seikambing,Medan
Tel. 061-8466150
Fax. 061-8466130
Medan-Setiabudi
Jl.setiabudi No.4 Medan
Tel. 061-8216100
Fax. 061-8225747
Medan-Katamso
Ruko Kampung Baru Katamso,
Jl.katamso No.731 A Medan
Tel. 061-7870997 (H)
Fax. 061-7870897
Medan-Asia
Jl. Asia 184C, Medan
Tel. 061 - 7349644
Fax. 061 - 7354422
Medan-A. Yani
Jl. Ahmad Yani No. 74, Medan Sumatera Utara 20111
Tel. 061 - 4519339
Fax. 061- 4158935
Tanjung Morawa
Jl. Irian 111, Deli Serdang/Tj.
Morawa - Sumatera Utara, 20362
Tel. 061 - 7945929
Fax. 061-7945778
Medan-Citra Garden
Jl. Citra Garden Blok B1-20, Medan
Tel. 061-77164292
Fax. (061) 8214460
Deli Serdang-Sutomo
Jl . Sutomo No. 85 , Lunuk Pakam,
Kab. Deli Serdang
Tel. 061-7955780
Fax. (061) 7955780
Medan-Sisingamangaraja
Jl. Sisingamangaraja No .289 Ruko
No 5 & 6 Kel . Sudirejo Ii Medan
Sumut
Tel. 061-7880089
Fax. (061) 7880781
Medan-Putri Hijau*
Jl. Putri Hijau No. 2, Medan Sumatera Utara 20111
Tel. 061 - 4152655
Fax. 061-4576606
Medan-Krakatau
Jl.krakatau No.127 - 127A, Medan
Tel. 061-6617797 (H)
Fax. 061-6636812
Medan-Yos Sudarso
Jl Yos Sudarso 152D, Medan
Tel. 061 - 6621450
Fax. 061 - 6620955
Sibolga-Imam Bonjol
Jl. Imam Bonjol No.63, SibolgaSumatera Utara, 22522
Tel. 0631 - 23826
Fax. 0631-24326
Gunung Sitoli-Diponegoro
Jl.diponegoro No.143 Kel..Ilir Kec.
gunungsitoli Kab Nias Kode Pos
22815
Tel. 0639-22921
Fax. 0639-22923
P.siantar-Sutomo
Jl. Sutomo No. 5 D/E, Pematang
Siantar 21117
Tel. 0622 - 29481
Fax. 0622-29482
580
& Analysis
Operational Review
Tebing Tinggi-Sudirman
Jl. Jend. Sudirman No. 218 -220,
Tebing Tinggi - Sumatera Utara 20615
Tel. 0621 - 24226
Fax. 0621-24175
Padang Sidempuan-Merdeka
Jl. Merdeka No.22, Padang
Sidempuan - Sumatera Utara 22718
Tel. 0634 - 22977
Fax. 0634 - 22979
Kisaran-Imam Bonjol
Jl. Imam Bonjol 178, Kisaran Sumatera Utara 21215
Tel. 0623 - 44079
Fax. 0623-44059
Padang - S. Parman
Jl.s.parman 147,Kel.ulak Karang
Kec.padang.
Tel. 0751-442686/442697
Fax. 0751-442701
Pekanbaru-Wahid Hasyim
Jl. W Hasyim No. 2 Pekanbaru
28111
Tel. (0761) 32626
Fax. 0761-32602
Pekanbaru-Simpang Pasar
Bawah
Jl. M. Yatim No.36 Simpang Pasar
Pekanbaru 28152
Tel. (0761) 45859/40310
Fax. 0761 40320
Rantau Prapat-A.dahlan
Jl. Kh Ahmad Dahlan No.94, Rantau
Prapat - Sumatara Utara 21413
Tel. 0624 - 24159,24160
Fax. 0624-21068
Pekanbaru-Prof. Yamin
Jl. Prof. M. Yamin No. 19 B-C
Pekanbaru 28113
Tel. (0761) 25385/25386 Dirct
859316
Fax. 0761-25382
Tanjung Balai-Cokroaminoto
Jl. Cokroaminoto 48 A, Tj. Balai
Asahan - Sumatera Utara 21312
Tel. 0623 - 93370
Fax. 0623 - 95158
Dumai-Sukajadi
Jl. Diponegoro No. 81 A-B Dumai,
28812
Tel. (0765) 35665/35852
Fax. 0765-35682
Banda Aceh-Safiatuddin*
Jl. Sri Ratu Safiatuddin No.54,
Nanggroe Aceh Darussalam, 23122
Tel. 0651 - 31178
Fax. 0651 - 32802
Duri-Sudirman
Jl. Sudirman No. 151-152 Duri
28884
Tel. (0765) 596868 -67
Fax. (0765) 596875
Meulaboh - Nasional
Jl. Nasional No. 4, Meulaboh, Aceh
Barat
Tel. (0655) 7552626
Fax. (0655) 7552627
Pekanbaru - Riau
Jl. Griya, Ruko No. 1 & 2,
Pekanbaru, Tampan
Tel. 0761-860804/860805/860810
Fax. 0761-860867
Lhokseumawe-Perdagangan*
Jl. Perdagangan No. 47-49,
Lhokseumawe - Aceh Utara
Tel. 0645 - 40104
Fax. 0645-43640
Pekanbaru - Tuanku Tambusai

Jl.tuanku Tambusai No.12
A,Pekanbaru
Tel. 0761-62749/62883
Fax. 0761-62428
Langsa-Teuku Umar*
Jl. Teuku Umar No.114, Langsa Aceh Timur
Tel. 0641 - 21888, 23900
Fax. 0641 22732
Bagan Batu - Sudirman

Jl.jend Sudirman No.761 Bagan
Batu
Tel. (0765) 7040660 - 65,61
Fax. 0765-552300
Bireuen-Kol. Husein Yusuf*

Jl. Kolonel Husein Yusuf No. 1,
Bireun
Tel. 0644 - 323081
Fax. 0644 - 323086
Pekanbaru-Hr Subrantas
Jl.hr Subrantas, Komp.metropolitan
City Blok A-6 Panam, Pekanbaru
Tel. 0761 - 5899826/589984
Fax. 0761-589987
Padang-Sudirman*
Jl. Jend. Sudirman No. 40, Padang
25128
Tel. (0751) 32226
Fax. 0751-30605/34062
Indragiri Hilir-M.boya
Jl.m.boya Rt/Rw.01/11,Kel.
Tembilahan Kota, Kec. Tembilahan,
Kab. Indragiri Hilir
Tel. 0769 7006357, 0769 - 7006358,
0769 7006359
Fax. (0768) 23911
Padang-Bundo Kandung
Jl. Bundo Kandung No. 23 , Kode
Pos 25118
Tel. (0751) 33159/31585
Fax. 0751 22782
BukittinggiA.yani
Jl. A. Yani No.116F, Bukit Tinggi,
Sumbar
Tel. (0752) 35350
Fax. 0752-35351
Payakumbuh-Soekarno Hatta*
Jl. Soekarno-Hatta No. 80
Payakumbuh Kode Pos.26222
Tel. (0752) 95771/95772/95770
Fax. (0752) 95764
Indragiri Hulu-Sultan
Jl. Sultan Rt/Rw.18/06, Kel.
Kampung Besar Kota, Kec. Rengat,
Kab. Indragiri Hulu
Tel. 0768 - 23906, 23908
Batam-Raden Patah
Jl. Raden Patah No. 15 A, Lubuk
Baja - Batam. Kode Pos 29444
Tel. (0778)
451018/451013/451017/451015
Fax. 0778-451012
Corporate Social
Responsibility
Corporate Data
Batam - Batu Aji

Kantor Aviari Batam Komp
Pertokoan Aviari Pratama Blok B2
No. 3, Batu Aji, Tiban Asri, Kec
Sekupang, Batam - Riau
Tel. 0778 - 363777/363737
Fax. 0778 - 363767
Batam-Gedung Nagoya
Bank Duta Building Nagoya Jl.imam
Bonjol Nagoya Batam Kode Pos
29444
Tel. (0778) 456560/458400/
Fax. 0778-458668
Tj.pinang-Jl.pos
Jl. Ketapang No.49 Tanjung Pinang
- Kep.riau
Tel. (0771) 27588/24001/24987
Fax. 0771-24234
Tj .Pinang-Panjaitan
Jl. Di Panjaitan Km Ix Blok Mayang
1A, Kel. Batu Sembilan, Tanjung
Pinang Timur
Tel. 0771 - 7447287 , 7447290,
7447291
Fax. (0771) 7447280
Karimun-Pramuka
Jl. Pramuka No. 69, Tanjung Balai
Karimun
Tel. 0777-7018271-76
Fax. (0777) 326117
Batam Palm Spring
Komplek Palm Spring Batam Center
Blok D1 No. 8 Dan 9
Tel. 0778-7081894
Jambi-Sutomo
Jl. Dr. Sutomo No. 40, Jambi 36113
Tel. (0741) 34061/31626
Fax. 0741-26900/20526
Jambi-Kota Indah
Jl. Gatot Subroto Komp. Kota Indah
Blok A-B No.1 Jambi, Kode Pos
36134
Tel. (0741) 31312/20912
Fax. 0741-7551933
Muara Bungo-Lintas Sumatra
Jl. Lintas Sumatera Km 1 No. 26
Muara Bungo Jambi 37212
Tel. (0747) 322106
Fax. 0747-21148
Jambi-Kuala Tungkal
Jl. Nelayan No. 5 Kuala Tungkal
36512
Tel. (0742) 22449/22450
Fax. 0742-22448
Jambi- Hayam Wuruk
Jl. Hayam Wuruk No. 03, Talang
Jauh, Jelutung, Jambi
Tel. 0741 7072568
Fax. (0741) 34181
Jambi - Kol. Abunjani
Jl. Kol. Abunjani Rt/Rw 25/08, Kel.
Selamat, Kec. Telanaipura, Jambi
Tel. 0741 7072480
Bengkulu-S. Parman
Jl. S. Parman No. 35, Bengkulu
38223
Tel. 0736-20650
Fax. 0736-343259
Bengkulu - Salak
Jl. Salak No. 25 Kel. Dusun Besar,
Kota Bengkulu
Tel. 0736-347255
Fax. (0736) 343259
Rejang Lebong-M. Hasan

Jl. M. Hasan No. 41, Rt/Rw Iii/Ii, Kel.
Pasar Tengah, Kec. Curup, Kab.
Rejang Lebong, Bengkulu
Tel. 0732 - 21837
Fax. (0732) 23950
Palembang-Sudirman
Jl. Jend. Sudirman No. 440,
Palembang 30125
Tel. 0711-312606
Fax. 0711 310116
Palembang-Mesjid Lama
Jl. Mesjid Lama No. 170
Palembang. 30125
Tel. 0711 - 310390
Fax. 0711-312822
Lemabang-Martadinata
Jl. Re Martadinata No.18,
Lemabang-Palembang 30118
Tel. 0711-714363,714364
Fax. 0711-716901
Lubuk Linggau-Garuda
Jl. Garuda No. 12, Lubuk Linggau
Kode Pos 31611
Tel. 0733-322098
Fax. 0733-322990
Batu Raja-Akmal
Jl. Akmal No.75, Batu Raja Sumsel
32116
Tel. 0735-320084
Fax. (0735) 320657
Prabumulih-Sudirman
Jl. Jend Sudirman No.167-168,
Prabumulih 31121
Tel. 0713-322555
Fax. 0713-322333
Muara Enim-Liberty Simanjuntak
Jl. Liberty Simanjuntak No.82,
Muara Enim 31315
Tel. 0734-422726
Fax. 0734-422725
Lahat-Pagar Alam
Jl. Lettu Hamid No.88 Pagar Alam,
Lahat, Sumsel
Tel. 0730-623325
Fax. 0730-621738
Palembang-Basuki Rahmat
Jl. Basuki Rahmat No.897 C-D
Palembang
Tel. 0711-317497, 317597,373499
Fax. 0711-355419
Palembang-Mangkunegara
Jl.mp Mangkunegara No.14 B
Kenten,Palembang
Tel. 0711-826050
Fax. 0711-820948
Musi Banyuasin-Palembang
Jl. Palembang - Jambi, Rt/Rw.14/04
Sungai Lilin, Musi Banyuasin,
Sumatera Selatan
Tel. 0714 7343050
Fax. (0714) 7343066
Palembang - Sultan Badaruddin
Jl . Sultan Mahmud Badaruddin
Ii No. 6 Rt.20 Rw.64 Kel. Alang2
Lebar(Dh Talang Kelapa) Kec,
Sokarani, Kota Palembang Sulsel
Tel. 0711-5645698
Pangkal Pinang - Mesjid Jamik
Jl. Masjid Jamik No. 27, Pangkal
Pinang 33132
Tel. 0717-422255, 424672
Fax. 0717-422006

581
Highlights
Management Reports
Company Profile
Office Address
Region 7
Semarang-Pemuda*
Jl. Pemuda No. 175, Semarang
Tel. (024) 3549401, 3580330
Fax.(024) 3563031
SoloSudirman*
Jl. Sudirman No.5, Solo
Tel. (0271) 661996-H, 663326,
663319-D
Fax. (0271) 663359
Solo-Rajiman
Jl Dr Rajiman No 18 Solo
Tel. (0271) 656896
Fax. (0271) 644428
KlatenPemuda*
Jl. Pemuda Utara No.135 Klaten
Tel. (0272) 322911, 44, 55
Fax. (0272) 322811
Sragen-Sukowati*
Jl. Raya Sukowati No. 243, Sragen
Tel. (0271) 892500, (0271) 892600
Fax. (0271) 892400
Solo-Raya Palur
Jl. Raya Palur Rt. 002/Rw.03 Solo
Tel. (0271) 821422, 821250, 821187
Fax. (0271) 821197
Solo-Kapten Tendean*
Jl. Kapten Tendean, Nusukan No.
47 Banjarsari Solo
Tel. (0271) 712255,727552
Fax. (0271) 726160
Solo-Slamet Riyadi*
Jl. Slamet Riyadi No. 472, Kel.
Purwosari, Kec. Laweyan, Solo
Tel. (0271) 711773, 717841,
733186, 733265, 733308, 737779
Fax. (0271) 716344
Sukoharjo - Raya Solo Permai
Ruko Pusat Bisnis Ii Blok L J-40
Solo Baru, Jl . Raya Solo Permai L
J-40, Kel Madegondo, Kec. Grocol,
Kab. Sukoharjo Jawa Tengah
Tel. 0271-623715
Fax. (0271) 624698
TegalBanjaran
Jl. Raya Banjaran No. 14, Tel.
Adiwerna, Tegal
Tel. (0283) 443981; 444603
Fax. (0283) 443982
SemarangSuari*
Jl. Suari No.17A Semarang
Tel. (024) 3551853, 3544235,
3547989, 3551854
Fax. (024) 3547987
PemalangSudirman
Jl. Jend Sudirman Ruko No.9,
Pemalang
Tel. (0284)322787, 322636
Fax. (0284) 322757
SemarangCitraland
Komp. Citraland. Jl. Anggrek Raya
Kav 23-25, Semarang
Tel. (024) 8318885
Fax. (024) 8411212
PekalonganH. Wuruk*
Jl.hayam Wuruk No.11A,
Pekalongan
Tel. (0285) 428000,424260
Fax. (0285) 421634
SemarangSultan Agung
Jl. Sultan Agung No. 104-106 B
Ruko No.3, Semarang
Tel. (024) 8312525, 8310745
Fax. (024) 8310736
MagelangPemuda*
Jl. Pemuda No. 149, Magelang
Tel. (0293) 366234 - 38
Fax. (0293) 366239
SalatigaSudirman*
Jl. Jend. Sudirman No.170, Salatiga
Tel. (0298) 325950
Fax. (0298) 325951
Kudus A. Yani*
Jl. A. Yani No. 77 Kudus
Tel. (0291) 436531-33,D-431700
Fax. (0291) 432990/660
PatiPemuda
Jl. Pemuda No. 239 C, Pati
Tel. (0295)384204-05, 384365
Fax. (0295) 384203
PatiTayu
Jl. Kartini No.14 Tayu, Pati
Tel. (0295) 452334
Fax. (0295) 452685
Juwana-Silugonggo
Jl. Silugonggong No. 12, Juwana
Tel. (0295) 472167
Fax. (0295) 472168
JeparaPatimura
Jl. Patimura Ruko Blok A2 Jepara
Tel. (0291) 593766-67
Fax. (0291) 592340
SemarangPemuda
Jl. Pemuda No. 175, Semarang
Tel. (024) 3549401,3580330
Fax. (024)3563031
DemakSultan Patah
Jl. Sutan Patah No. 25 Demak
Tel. (0291) 685475, 686475
Fax. (0291) 686474
Semarang-Mt. Haryono
Jl. Mt Haryono Komp. Bubakan
Bl.a/5-6, Semarang
Tel. (024) 3558423 - 4
Fax. (024) 3558427
Purwodadi-R. Suprapto
Jl. R Soeprapto 66 Purwodadi
Tel. (0292)422242; 422464
Fax. (0292) 421427
SemarangBangkong
Jl. Mt Haryono Bangkong Plaza
C-2, Semarang
Tel. (024) 8311680
Fax. (024) 311684
Semarang-Gang Tengah
Gang Tengah No. 77, Semarang
Tel. (024) 3544062, 3521351
Fax. (024) 3542847
Semarang-Puri Anjasmoro*
Jl. Puri Anjasmoro Blok G 1 No.36,
Semarang
Tel. 024) 7613347 - 49
Fax. 024- 7613365
582
SemarangMajapahit
Jl. Majapahit Ruko Gayamsari Blok
A3, Semarang
Tel. (024) 6724185 - 87
Fax. (024) 6719777
BloraAlun-Alun Selatan*
Jl. Alun-Alun Selatan No. 5, Blora
Tel. (0296) 533219 - 20
Fax. (0296) 533221
CepuDiponegoro
Jl. Diponegoro No. 14, Cepu
Tel. (0296) 423992
Fax. (0296) 424113
WonosoboSumbing*
Jl. Sumbing 22 Wonosobo
Tel. (0286) 323587 - 88
Fax. (0286) 323589
TegalSudirman*
Jl. Jend Sudirman No.11A, Tegal
Tel. (0283) 358961, 324265
Fax. (0283) 353252
Muntilan-Pemuda
Jl. Pemuda Ruko Plaza Blok B/4
Muntilan, Magelang
Tel. (0293) 587393, 586773, 586404
Fax. (0293) 586405
PurworejoVeteran*
Purworejo Plz. Ruko No. 18-19,
Jl.veteran 60, Purworejo
Tel. (0275) 322962, 322963
Fax. (0275) 323804
Kutoarjo-Diponegoro
Jl. Diponegoro No. 120, Kutoarjo,
Kab. Purworejo
Tel. (0275) 641535/641539
Fax. (0275) 641389
Temanggung-Tentara Pelajar
Jl. Tentara Pelajar 6, Temanggung
Tel. (0293) 493289 - 90
Fax. (0293) 493420
UngaranGatot Subroto
Jl. Gatot Subroto No. 156, Ungaran
Tel. (024) 6924320 - 1
Fax. (024) 6921147
BatangSudirman
Jl. Jend. Sudirman 164, Batang
Tel. (0285) 392077- 392021
Fax. (0285) 392494
KebumenKusuma*
Jl. Kusuma No.1, Kebumen
Tel. (0287) 382121
Fax. (0287) 383265
Gombong-Yos Sudarso
Jl. Yos Sudarso Barat No. 456,
Gombong
Tel. (0287) 472187, 472188
Fax. (0287) 471282
KendalRaya*
Jl. Raya No. 283, Kendal
Tel. (0294) 383014, 383015
Fax. (0294) 382791
RembangKartini
Jl. Kartini No. 23. Rembang
Tel. (0295) 692888, 692900
Fax. (0295) 692777
Semarang - Dokter Cipto
Jl. Dr Cipto No 115 A (Ruko No 4)
Semarang
Tel. (024) 8457117
Fax. (024) 8457119
Semarang - Setiabudi
Jl . Setiabudi No 119 Semarang
Tel. (024) 7475429/30
Fax. (024) 7475434
Weleri - Raya Kendal
Jl. Raya No 145 Weleri, Kendal
Tel. (0294) 641791
Fax. (0294)641911
PurwokertoSudirman*
Purwokerto
Tel. (0281) 631200-1
Fax. (0281) 636724
PurwokertoD.i. Panjaitan
Jl. Di Panjaitan No.9, Purwokerto
Tel. (0281) 639281, 638291 632098
Fax. (0281) 632097
Wangon-Raya Utara
Jln. Raya Utara Kompleks Ruko No.
5 Wangon 53176
Tel. (0281) 513030
Fax. (0281) 513020
Purbalingga-Sudirman
Jl. Jend Sudirman No.111,
Purbalingga
Tel. (0281) 891421
Fax. (0281) 891467
Banjarnegara-Veteran
Jl. Veteran No. 82, Banjarnegara
Tel. (0286) 592454, 592455
Fax. (0286) 592456
CilacapSudirman*
Jl. Jend Sudirman No.21, Cilacap
Tel. (0282) 535941 (H) 532100 (D)
Fax. (0282) 535155
YogyakartaDiponegoro*
Jl. Diponegoro No. 97, Yogyakarta
Tel. (0274) 565053
Fax. (0274) 520109 ; 565033
YogyakartaUrip S.
Jl. Urip Sumohardjo 123,
Yogyakarta
Tel. (0274) 560447 - 48
Fax. (0274) 544038
YogyakartaKatamso*
Jl. Brigjen Katamso No.190
Gondomanan, Yogyakarta
Tel. (0274)380141, 373298, 387683,
387736,379106
Fax. (0274) 387737
Jogjakarta-Kusumanegara
Jl. Kusumanegara 75 Yogyakarta
Tel. (0274) 553101, 553103
Fax. (0274) 553108
Jogjakarta-Kaliurang*
Jl. Kaliurang Km 8 No. 62
Yogyakarta
Tel. (0274) 889904; 889906;
889907; 889908; 889909; 889910
Fax. (0274) 889905
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Danamon Privilege Center

2014
Jakarta
Jl. Boulevard Barat Blok XB No.8,
Lt. 3, Kelapa Gading, Jakarta 14240
Tel. (021) 29265799
Fax. (021) 29265788
Jakarta
Komp. Pertokoan Pondok Indah
Blok UA No. 1 Jl. Metro Duta
Pondok Indah, Jakarta Selatan
12310
Tel. (021) 75914888
Fax. (021) 75914840
Jakarta
Menara Bank Danamon, Ground
Floor, Jl. Prof. Dr. Satrio Kav. E 4
No. 6, Mega Kuningan, Jakarta
12950
Tel. (021) (021) 57991001 - 3 Ext.
8031, (021) 25541999 Ext. 3110
Fax. (021) 57991424
Bandung
Jl. Ir. H. Juanda No. 64, Lt. 2,
Bandung 40116
Tel. (022) 4207808
Fax. (022) 4211946
Medan
Jl. Diponegoro No. 35, Lt. 3, Medan
20152
Tel. (061) 45575555 Ext. 3213/3214
Fax. (061) 4526936
Surabaya
Jl. Panglima Sudirman 11-17,
Surabaya 60271
Tel. (031) 5346885
Fax. (031) 5477102
Makassar*
Jl. Slamet Riyadi No. 1, Lt. 2,
Makassar 90174
Tel. (0411) 3654589-91
Fax. (0411) 3618125
Balikpapan
Balikpapan 76113
Tel. (0542) 419500 Ext. 3210, (0542)
732915
Fax. (0542) 730905
Semarang*
Jl. Pemuda no 175, Lt. 2, Semarang
501322
Tel. (024) 3517403 , 3549401 ext 800
Fax. (024) 3517159
583
Highlights
Management Reports
Company Profile
Financial Services Authority References

Regulation
A.
Page
General Provisions
1) The Annual Report should contain:
a. Summary of Key Financial Information;
14-15
b. report from the BOC;
42-49
c. report from the BOD;
52-61
d. company profile;
72-113
e. management analysis and discussion;
114-209
f. corporate governance;
324-503
g. corporate social responsibilities;
504-555
h. audited financial statements; and

i. statement that the Board of Directors and the Board of Commissioners are fully
responsible for the accuracy of the Annual Report.
B.
2) The Annual Report must be in the Indonesian language. If the Annual Report is
also presented in another language, either in the same or separate documents,
the documents must be available at the same time and contain the same material
information. In cases where there is any different interpretation due to the transfer
of language, the financial statement in the Indonesian language shall become the
reference.
3) The Annual Report should be prepared in a form that is easy to read. Images, charts,
tables, and diagrams are presented by mentioning the title and / or clear description.
4) The Annual Report must be printed on light colored paper of high quality, in A4 size,
bound, and in a format that permits reproduction by photocopy.
Summary of Key Financial Information

1) Summary of Key Financial Informationis presented in comparison with previous 3
(three) fiscal years or since commencement of business of the company, at least
contain:
584
70-71
14-18
a. income;
14
b. gross profit;
14
c. profit (loss);
14
d. total profit (loss) attributable to equity holders of the parent entity and non
controlling interest;
14
e. total comprehensive profit (loss);
14
f. total comprehensive profit (loss) attributable to equity holders of the parent entity
and non controlling interest;
14
g. earning (loss) per share;
14
h. total assets;
14
i. total liabilities;
14
j. total equities;
14
& Analysis
Operational Review
Corporate Data
Corporate Social
Responsibility
Regulation
Page
k. profit (loss) to total assets ratio;
15
l. profit (loss) to equities ratio;
15
m. profit (loss) to income ratio;
15
n. current ratio;
15
o. liabilities to equities ratio;
15
p. liabilities to total assets ratio; and
15
q. otherinformation and financial ratios relevant to the company and type of industry.
16
2) The Annual Report should contain information with respect to shares issued for each
three-month period in the last two (2) fiscal years (if any), at least covering:
22-23
b. market capitalization;
22-23
c. highest share price, lowest share price,closing share price; and
22-23
d. share volume.
D.
22-25
a. number of outstanding shares;
22-23
3) In the event of corporate actions, including stock split, reverse stock, dividend, bonus
share, and decrease in par value of shares, then the share price referred to in point
2), should be added with explanation on:
C.
101-102
a. date of corporate action;
b. stock split ratio, reverse stock, dividend, bonus shares, and reduce par value of
shares;
c. number of outstanding shares prior to and after corporate action; and
d. share price prior to and after corporate action.
4) In the event that the companys shares were suspended from trading during the year
under review, then the Annual Report should contain explanation on the reason for
the suspension.
n.a
5) In the event that the suspension as referred to in point 4) was still in effect until the
date of the Annual Report, then the Issuer or the Public Company should also explain
the corporate actions taken by the company in resolving the issue.
n.a
The Board of Commissioners Report

The Board of Commissioners Report should at least contain the following items:
42-49
1) assessment on the performance of the Board of Directors in managing the company.
45-46
2) view on the prospects of the companys business as established by the Board of

Directors, and
48
3) changes in the composition of the Board of Commissioners (if any).
48
The Board of Directors Report

The Board of Directors Report should at least contain the following items:
52-61
1) the companys performance, i.e. strategic policies,comparison between achievement

of results and targets, and challenges faced by the company:
52-57
2) business prospects;
57-58
3) implementation of Good Corporate Governance by the company; and
59
4) changes in the composition of the Board of Directors (if any).
60
585
Highlights
Management Reports
Regulation
E.
Company Profile
The Company Profile should at least contain the following:
1) name, address, telephone and/or facsimile, email, website of the company and/
or branch offices or representative office, which enable public to access information
about the company;
2) brief history of the company.
Page
72-113
77
74-76, 78-79
3) line of business according to the latest Articles of Association, and types of products
and/or services produced.
74-77
4) structure of organization in chart form, at least one level below the Board of Directors,
with the names and titles;
80-82
5) vision and mission of the company:
84-85
6) the Board of Commissioners profiles include:
349-350,
258, 88-90,
361-362
a. name;
88-90, 361362
b. history of position, working experience, and legal basis for first appointment to the
Issuer or Public company, as stated in the minutes of GMS resolutions.
348, 88-90,
361-362
c. history of education;
88-90, 361362
d. short description on the competency enhancement training programs for members

of the Board of Commissioners during the year under review (if any); and
e. disclosure of affiliation with other members of the Board of Commissioners and
Board of Directors, and shareholders (if any);
7) the Board of Directors profiles include:
358
349-350
91-95
a. name and short description of duties and functions;
366-367
b. history of position, working experience, and legal basis for first appointment to the
Issuer or Public Company, as stated in the minutes of GMS resolutions.;
367-368,
389-90
d. short description on the competency enhancement training programs for members
of the Board of Commissioners during the year under review (if any); and
91-95
401-403
e. disclosure of affiliation with other members of the Board of Commissioners and

Board of Directors, and shareholders (if any);
391
8) in the event that there were changes in the composition of the Board of
Commissioners and/or the Board of Directors occurring between the period after
year-end until the date the Annual Report submitted as refer to in poin t 1 letter a,
then the last and the previous composition of the Board of Commissioners and/or the
Board of Directors shall be stated in the Annual Report.
9) number of employees and description of competence building during the year under
review, for example education and training of employees.
306-313
10) information on names of shareholders and ownership percentage at the end of the
fiscal year, including:
98-99
a. shareholders having 5% (five percent) or more shares of Issuer or Public Company;
586
Company Profile
98-99
b. Commissioners and Directors who own shares of the Issuers or Public Company;
and
98
c. groups of public shareholders, or groups of shareholders, each with less than 5%

ownership shares of the Issuers or Public Company.
98-99
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Regulation
F.
Page
11) information on major shareholders and controlling shareholders the Issuers of Public
Company, directly or indirectly, and also individual shareholder, presented in the
form of scheme or diagram;
100
12) name of subsidiaries, associated companies, joint venture controlled by Issuers or

Public Company, with entity, percentage of stock ownership, business, and operating
status of the company (if any). For subsidiaries, include the addresses;
104-108
13) chronology of share listing and changes in the number of shares from the beginning
of listing up to the end of the financial year, and name of Stock Exchange where the
company shares are listed.
101-103
14) chronology of securities listing and rating of the securities (if any);
103
15) name and address of the securities rating company (if any);
109
16) name and address ofcapital market supporting institutions and/or professionals.
For professionals providing services regularly for the Issuer or Public Company, it is
required to disclose the services, fees, and periods of assignment; and
109
17) awards and certifications of national and international scale bestowed on the
company during the last fiscal year (if any).
111-113
Management Analysis and Discussion

Annual Report should contain discussion and analysis on financial statements and other
material information emphasizing material changes that occured during the year under
review, at least including:
114-209
1) operational review per business segment, according to the type of industry of the
Issuer or Public Company including:
124-151
a. production, including process, capacity, and gowth;
124-151
b. income; and
165-170
c. profitability;
163-164
2) comprehensive financial performance analysis which includes a comparison between

the financial performance of the last 2 (two) fiscal years, and explanation on the
causes and effects of such changes, among others concerning:
a. current assets, non-current assets, and total assets;
171-180
b. short term liabilities, long term liabilities, total liabilities;
180-184
c. equity
184
d. sales/operating revenues, expenses and profit (loss), other comprehensive

revenues, and total comprehensive profit(loss); and
163-170
e. cash flows;
184-185
3) the capacity to pay debts by including the computation of relevant ratios;
185-186
4) accounts receivable collectability, including the computation of the relevant ratios;
185-186
5) capital structure and management policies concerning capital structure;
187-189
6) discussion on material ties for the investment of capital goods, including the
explanation on the purpose of such ties, source of funds expected to fulfill the said
ties, currency of denomination, and steps taken by the company to protect the
position of a related foreign currency against risks;
191
7) material Information and facts that occurring after the date of the accountants report
(subsequent events);
193
8) information on company prospects in connection with industry,economy in general,

accompanied with supporting quantitative data if there is a reliable data source;
194
587
Highlights
Management Reports
Regulation
193
10)
target/projection at most for the next one year, concerning income, profit,
capital structure, dividend polixy, or others that deemed necessary for the company;
194
11)
marketing aspects of the companys products and services, among others
marketing strategy and market share;
195
13)
Use of proceeds from public offerings:
196-197
197
a. during the year under review, on which the Issuer has the obligation to report the
realization of the use of proceeds, then the realization of the cumulative use of
proceeds until the year end should be disclosed; and
b. in the event that there were changes in the use of proceeds as stipulated in Rule
No. X.K.4, then Issuer should explain the said changes;
14)
Material information, among others concerning investment, expansion,
divestment, acquisition, debt/capital restructuring, transactions with related parties
and transactions with conflict of interest that occurred during the year under
review,among others include:
198
a. transaction date, value, and object;
198
b. names of transacting parties;
198
c. nature of related parties (if any);
198
d. description of the fairness of the transaction;
198
e. compliance with related rules and regulations;
198
15)
changes in regulation which have a significant effect on the company and
impacts on the company (if any):
199-203,
207
16)
changes in the accounting policy, rationale and impact on the financial
statement (if any).
204-207
Corporate Governance contains short descriptions of at least the following items:
326-503
1) Board of Commissioners, including:
344-358
a. description of the responsibility of the Board of Commissioners;
356
b. disclosure of the procedure and basis determining remuneration, and amount of

remuneration for members of the Board of Commissioners.
356-358
c. disclosure of the companys policy and its implementation, frequency of Board of

Commissioners meetings including joint meetings with the Board of Directors, and
attendance of the members of Board of Commissioners in the meetings.
354-355,
394-397
2) Board of Directors, including:
588
Page
9) comparison between target/projection at beginning of year and result (realization),

concerning income, profit, capital structure, or others that deemed necessary for the
company;
12)
Description regarding the dividend policy and the date and amount of cash
dividend per share and amount of dividend per year as announced or paid during
the past two (2) years;
G.
Company Profile
385-403
a. scope of duties and responsibilities of erach member of the Board of Directors;
386-387,
389-390
b. disclosure of the procedure and basis determining remuneration, and amount

of remuneration for members of the Board of Directos, and the relation between
remuneration and performance of the company;
400-401
c. disclosure of the companys policy and its implementation, frequency of Board of

Commissioners meetings including joint meetings with the Board of Commissioners,
and attendance of the members of Board of Commissioners in the meetings;
394-397
d. resolutions from the GMS of the previous fiscal year and its realization in the year
under review, and explanation for the unrealized resolution; and
336-343
e. disclosure of company policy concerning assessment on the performance of the

member of the Board of Directors (if any);
398-399
& Analysis
Operational Review
Corporate Data
Corporate Social
Responsibility
Regulation
Page
3) Audit Committee,includes among others:
359-365
a. name;
361-362
b. history of position title, work experience and legal basis for appointment;
361-362
361-362
d. tenure of members of Audit Committee;
363
e. disclosure of independence of the members of the Audit Committee;
361
f. disclosure of the companys policy and its implementation, frequency of Audit

Committee meetings, and attendance of the members of Audit Committee in the
meetings;
363-364
g. brief report on the activities carried out by the Audit Committee during the year
under review in accordance with the charter of the Audit Committee.
364
4) other committees owned by Issuer or Public Company supporting the functions and
duties of the Board Directors and/or the Board of Commissioners, such as nomination
and remuneration, including:
366-384
a. name;
367-368;
374; 378379
366-368;
373-374;
377-379
367-368;
374; 378379
d. tenure of members of the committee;
368; 375;
379
e. disclosure of the companys policy concerning the independence of the committee;
367; 373;
378
f. description of duties and responsibilities;
366; 372;
377
g. disclosure of the companys policy and its implementation, frequency of committee

meetings, and attendance of the members of committee in the meetings;
368-370;
375; 379380
h. brief report on the committee activities carried out during the year under review;
371; 376;
380
5) description of tasks and function of the Corporate Secretary;
413-422
a. name;
414
414
414
d. tenure of the corporate secretary;
414
e. brief report on Corporate Secretary activities carried out during the year under
review;
415
6) description of the companys internal audit unit;
426
a. name;
427
427
c. Qualification/certification of internal audit professionals (if any);
427
d. structure or position of the internal audit unit;
428
e. duties and responsibilities of the internal audit unit according to the internal audit
unit charter; and
428
f. brief report on the committee activities carried out during the year under review;
429
7) description of the companys internal control, at least contains:
439-442
589
Highlights
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Regulation
a. financial and operational control, and compliance to the other prevailing rules;
b. review the effectiveness of internal control systems;
Page
439-442
442
8) risk management system implemented by the company, at least includes:
435, 212305
a. general description about the companys risk management system;
435
b. types of riskand the management; and
435-438
c. review the effectiveness of the companys risk management system;
438-439
9) important cases faced by the Issuer or Public Company, subsidiaries, current members
of the Board of Commissioners and Board of Directors, among others include:
451-453
a. substance of the case/claim;
451-452
b. status of settlement of case/claim; and
451-452
c. potential impacts on the financial condition of the company.
451-452
10)
Information about administrative sanctions imposed to Issuer or Public
Company, members of the Board of Commissioners and Board of Directors, by the
Capital Market Authority and other authorities during the last fiscal year (if any);
11)
information about codes of conduct and corporate culture (if any) includes:
452
481-484
a. key points of the code of conduct;
481-483
b. key points of the corporate culture;
481
c. socialization of the code of conduct and enforcement; and

d. disclosure that the code of conduct is applicable for Board of Commissioners,
Board of Directors, and employees of the company;
483-484
481
12)
description of employee or management stock ownership program of the
Issuer or Public Company, among others are number, period, requirement for eligible
employee and/or management, and exercised price (if any); and
197
13)
description of whistleblowing system at the Issuer or Public Company in
reporting violations that may adversely affect the company and stakeholders (if any),
including:
484-486
a. mechanism for violation reporting;
484-485
b. protection for the whistleblower;
485
c. handling of violation reports;
485
d. unit responsible for handling of violation report; and
485
e. results from violation report handling.

H.
Company Profile
486
506-555
1) discussion of corporate social responsibility covers policies, types of programs, and

cost, among others related to:
a. environment,such as the use of environmentally friendly materials and energy,
recycling, and the companys waster treatment systems, the companys
environmental certifications,and others;
590
527-555
& Analysis
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Corporate Social
Responsibility
Corporate Data
Regulation
Page
b. employment practices, occupational health and safety, including gender equality

and equal work opportunity, work and safety facilities, employee turnover, work
incident rate, training, etc;
525-527
c. social and community development, such as the use of local work force,
empowerment of local communities, aid for public social facilities, social
donations,etc; and
511-521
d. consumer protection related activities, such as consumer health and safety, product
information, facility for consumer complaints, number and resolution of consumer
complaint cases, etc.
521-525
2) Issuers or the Public Company may impart information as referred to in point 1) in

the Annual Report or in separate report submitted along with the Annual Report to
Bapepam-LK, such as sustainability report, or corporate social responsibility report.
I.
Audited Annual Financial Statements

Audited Financial Statements included in Annual Report should be prepared in
accordance with the Financial Accounting Standards in Indonesia and audited by
an Accountant. The said financial statement should be included with statement of
responsibility for Annual Reporting as stipulated in Rule No. VIII.G.11 or Rule No. X.E.1.
J.
Board of Commissioners and Board of Directors Signatures
Financial
Statements
70-71
1) Annual Report should be signed by all members of the current Board of

Commissioners and Board of Directors.
2) The signature as refer to in point 1) should be appended on separate sheet of the

Annual Report, where the said sheet should contain a statement that all members
of the Board of Commissioners and the Board of Directors are fully responsible for
the accuracy of the Annual Report, in accordance with the Form No. X.K.6-1 of the
Attached Rules.
3) In the event that members of the Board of Commissioners or the Board of Director
refused to sign the Annual Report, the said person should provide a written
explanation in separate letter attached to the Annual Report.
n.a
4) In the event that a member of the Board of Commissioners and the Board of Directors
refused to sign the Annual Report and failed to provide written explanation, then a
member of the Board of Commissioners or Board of Directors who signed the Annual
Report should provide a written explanation in a separate letter attached to the
Annual Report.
n.a
Note: N/A = Not Applicable
591
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Cross Reference of BI
Circular Letter No 14/35
Regulation
Page
1.
The Publication of the banks Annual Report is intended to provide regular and comprehensive information on
the condition of the bank including its business development and performance, as well as that of its business
group. All of the information is expected to enhance transparency of the banks financial condition to the public
and maintain public trust of the banking institutions.
2.
Besides being submitted to shareholders, Annual Report shall be submitted at least to Bank Indonesia and
other institutions in the banks business development, such as the Indonesian Consumers Foundation (YLKI),
Indonesian rating agencies, Indonesia banking associations, the Indonesian Banking Development Institute
(LPPI ), 2 (two)Research Institutes on the Economy and Finance; and 2 (two) economic and finance magazines.
Specified certain annual reports are only required to be submitted to Bank Indonesia. The deadline for
submission of annual reports and specified certain annual report is not later than 5 (five) months after the fiscalyear end.
3.
Annual reports must be prepared for 1 (one) Fiscal Year and presented in comparation to at least 1 (one) previous
fiscal year.
4.
Annual report should be presented in the banks website not later than 1 (one) working day after the deadline
for submission of the Annual Report, and should be maintained in the banks website for at least 2 (two)
consecutive reporting periods.
5.
The banks Annual Report should be prepared in Bahasa Indonesia. In the event that the Annual Report is also
made in a language other than in Bahasa Indonesia, in the same or a separate document, then the annual report
referred to should contain the same information.
6.
The currency used in the Annual Report is Rupiah.
I.
SCOPE OF ANNUAL REPORT

Annual Report should at least include:
1.
General information
General Information in Annual Report should at least encompass:
a. Management, covering the Board of Commissioners, Board of Directors, and executive officers including
their positions and CVs;
b. Details on Shareholders, including the names and the number of shares;
88-95, 571-572
98-99
c. Bank business development and bank business group including data regarding:
1. Summary on important financial data should at least include distribution of funds and revenue,
net profit or loss, operational profit, profit before tax, earning assets, fund sources and composition,
financing and its composition, capital, number of shares issued and fully paid up;
14
2. Financial ratios should be presented and should at least include financial ratios as stipulated in Bank
Indonesia Regulation concerning Transparency of Financial Conditions of Banks.
15-16
d. strategy and management policy used in developing the banks business;
68-69
e. management report providing information regarding bank management by the Management in the
framework of Good Corporate Governance and should at least include:
1. Organization structure;
124-147
3. Information Technology;
314-317
4. Type of product and services offered including Small Business Credit (UMKM);
4. Interest rates of funds and provision of funds;
558-570
168, 180, 457
6. Economic development and market target;
118-123
7. Local and Foreign Network and business partners;
573-583
8. Number, type and locations of offices:
573-583
9. Ownership of Board of Directors, Commissioners and shareholders in the bank business group,
10. Important changes occurring in the bank and bank business group during the year under review;
11. Forecasted important things that may happen in the future;
12. Human resources, including the number, educational structure, training and development;
592
80
2. Main activities;
98-99
124-209
194
306-313
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Responsibility
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Regulation
2.
Page
Annual Financial Report

The Annual Financial Report should at least include the following points:
Attachment (L)
a. Bank Audited Financial Statement consisting of:

1. Balance Sheet;
L 6/1 - 6/3
2. Comprehensive Statement of Income;
L 6/4 - 6/5
3. Statement of Changes in Equity;
L 6/6 - 6/7
4. Statement of Cash Flows, and
L 6/8 - 6/9
5. Notes to the Financial Statements, including information on commitments and contingencies.
L 5/1 - 5/242
b. For banks that own subsidiaries, aside from individual Financial Statements as referred to in letter a,
Annual Report shoud also include Consolidated Financial Statements audited by a Public Accountant,
namely the consolidated Financial Statement of the bank and its subsidiaries, which consist of at least:
Attachment (L)
1.
Balance Sheet;
L 1/1 - 1/4
2. Comprehensive Statement of Income;
L 2/1 - 2/2
3. Statement of Changes in Equity and;
L 3/1 - 3/2
4. Commitments and contingencies.
L 5/183 - 5/187
c. For banks that are a part of a business group, aside from the report referred to in paragraphs a and b, the
bank is also required to submit the Annual Financial Report consisting of:
1.
Parent Company Financial Statements audited by Public Accountant, as a result of consolidation

of all entities in the group in compliance with the prevailing accounting standards, which at least
includes:
a) Statement of Financial Position (Balance Sheet);
b) Comprehensive Income Statement;
c) Statement of Changes in Equity, and
d) Commitments and Contingencies;
2. Financial Holding Company Financial Statements, audited by a Public Accountant, as a result of

consolidation of all entities in the finance group in accordance with applying accounting standards,
and at least include:
a) Statement of Financial Position (Balance Sheet);
b) Comprehensive Income Statement;
c) Statement of Changes in Equity, and
d) Commitments and Contingencies.
In the event that the business group does not have a Holding/Parent Company in the Financial
Sector then the financial statements presented are the Parent Company Financial Statements
audited by a Public Accountant
3.
Opinion of Public Accountant

The opinion of Public Accountant contains among others the point of view of the Public Accountant on the
financial statement as referred to in number 2.
4.
Bank Capital,Risk Exposureand Risk Management Disclosure
Attachment
228-305, L 5/231 - 5/233
a. Capital disclosure and risk exposure disclosure and risk management implementation aims to enhance
transparency to the public by determining minimum requirements of disclosure, so that the public can
assess the risk profile and capital adequacy of the bank.
b. The bank should have written policy approved by the Board of Directors regarding the disclosures set
forth in this number. The policies, among others,should be related to the content of disclosure to be
reported and internal controls in the disclosure process.
c. Disclosures were prepared in accordance with the guidelines as stated in the attachment, which form an
integral part wih this Circular Letter.
Disclosure of information as referred to in letter a, consists of:

1.
Capital Disclosures
226-228
Capital disclosures at least cover:

1) Qualitative disclosures, among others information about:
a. Capital structure,covering explanation on the equity instruments issued by the bank
including: characteristics, duration of instrument, callable feature, features step-up, yield
rate, and rating (if available), and
226-228
b. Capital adequacy,covering explanations on the approach used by the bank in assessing

capital adequacy to support current and future activities.
226-228
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2) Quantitative disclosures covering capital structure of the bank as referred to in Table 1.a and
Table 1.b.
Company Profile
Page
228
2. Risk Exposure and Risk Management Disclosure At least include:

1) Disclosure on the banks Risk Management in general, including:
212-228
a) Active supervision of the Board of Commissioners and the Board of Directors;
217-218
b) Adequacy of policy, procedure and determination of risk management limit
218-219
c) Adequacy of identification, measurement, supervision and control processes, as well as Risk

Management information system
220-221
d) Comprehensive Internal Control System

2) Disclosure on risk exposure and implementation of bank Risk Management in particular,
covering:
a) Credit Risk, which includes:
221-223
223-250
229-278
1) General Disclosure, which consists of:

a) Qualitative Disclosures, which include, among others:
i.
information regarding the application of credit risk management to, including:

I.1. credit risk management organization;
229-230
I.2. credit risk management strategies for activities that have a significant credit
risk exposure;
229
I.3. credit concentration risk management policies, and
230
I.4. mechanism for credit risk measurement and control.
230
ii. definition of overdue receivables and impaired receivables, and
230-231
iii. description on the approach used for the Provision for Loan Impairment Losses
(CKPN), individually and collectively, as well as the statistical methods used in
the calculation of CKPN.
231-232
b) Quantitative Disclosures, as referred to in Tables 2.1.a through Table 2.6.b, which

includes:
i.
234-250
Disclosure on net receivables by region, as shown in Table2.1.a and Table2.1.b;
234-237
ii. Disclosure on net receivables by remaining maturity of the contract as shown in

Table 2.2.a and Table 2.2.b;
238-239
iii. Disclosure on net receivables byEconomic Sector as shown in Table 2.3.a and
Table 2.3.b;
240-243
iv. Disclosure on receivables and allowances by region, as shown inTable 2.4.a and
Table 2.4.b;
244-245
v. Disclosure on receivables and allowances by Economic Sector as shown in Table

2.5.a and Table 2.5.b, and
246-249
vi. Details on Movements of allowances for impairment losses as shown in Table

2.6.a and Table 2.6.b.
2) Disclosureof Credit Risk using the Standardized Approach, which consists of:
a) Qualitative Disclosures, which includes:
i.
information regarding the use of rating the calculation of Risk Weighted Assets
(RWA) for credit risk;
250
251
251
251
ii. category of portfolios that use the rating;
251
iii. rating agency, and
251
iv. disclosure of counterparty credit risk, including types of mitigation instruments

commonly accepted / delivered by the bank.
251
b) Quantitative Disclosure as referred to in Tables 3.1.a through Table 3.2.c.2, which

includes:
i.
594
229
252-259
Disclosure of net receivables by Portfolio Category and Rating Scale as shown in

Table 3.1.a and Table 3.1.b, and
252-255
ii. Disclosure on Counterparty Credit Risk as shown in Table 3.2.a, Table 3.2.b.1, Table
3.2.b.2, Table 3.2.c.1, and Table 3.2.c.2.
257-259
3) Disclosure on Credit Risk Mitigation using the Standardized Approach, which consists of:
260-261
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a) Qualitative Disclosures, which includes:

i.
260-261
Information regarding the banks policy for the main types of collateral
accepted;
260-261
ii. policies, procedures, and processes to assess and manage collateral;
260-261
iii. main warrantors/guarantors and their credit worthiness, and
260-261
iv. information on concentration level arising from the use of credit risk mitigation
techniques.
260-261
b) QuantitativeDisclosure referred to inTable 4.1.a through Table 4.2 b, includes:

i.
Disclosure ofnet Receivables based on Risk Weighting after MRK effect as shown
in Tables 4.1.a and Table 4.1.b, and
ii. Disclosure ofnet receivables and Credit Risk Mitigation Techniques (MRK) as
shown in Table4.2.a and Table 4.2.b.
4) Disclosureof Asset Securitization, which consists of:
262-269
262-265
266-269
270-271
a) QualitativeDisclosures, which include:

i.
General disclosureof risk management, which includes objective of asset

securitization, the limit ofasset securitization activities in transfering the
banks credit risk to other partys over any transaction that underlay the asset
securitization activities, the banks functions in asset securitization activity, and
an explanation of thebanks involvement in those functions;
270-271
ii. Summary of accounting policies for asset securitization activities, which include,
transactions treated as sales or funding, recognition of gains from securitization
activities, and assumptions used to assess the presence or absence of on-going
involvement in the securitization activity, including changes from the previous
period and the impact of those changes, and
270-271
iii. Names of the rating used in asset securitization activities and asset
securitization exposures rated by the said agency.
270-271
b) Quantitative Disclosure, referred to in Tables 5.1.a through Table 5.2.b, which

includes:
272-273
SecuritizationTransaction Disclosureas Table 5.1.a and Table 5.1.b, and
272-273
ii. SecuritizationTransaction Activity Summary in which the bank acts asthe

Originator as inTable 5.2.a and Table 5.2.b.
i.
5) Quantitative Disclosure of Credit Risk RWA Calculation using Standardized Approach

referred to in Table 6.1.1 through Table 6.2.7.
b) Market Risk, which includes:
274-278
279-281
1) Standardized measurement method for market risk, comprisedof:

a) Qualitative Disclosures, which include:
i.
Information regarding theapplication of risk management including:

I.1. market risk management organization;
279-280
279
I.2. trading bookand banking book portfolio management, as well as the

valuation methodology used, and
I.3. market risk measurement mechanismfor monitoring and periodic riskand
for capital adequacy calculations, both on banking book and on trading
book.
279-280
280
ii. coverage portfolio (trading and banking book) which were taken into account in
the Minimum Capital Requirement (CAR), and
280
iii. measures and plans to anticipate market risk on foreign currency transactions,
because of changes in exchange rates and of fluctuations of interest rates,
including descriptions of all fundings and contracts without protection or
hedging, and debts with floating rate or not determined in advance.
280
b) Quantitative Disclosures, at least including: market risk disclosures using

standardized measurement methods as described in Table 7.1.
2) Internal model-based approach to market risk, which consists of:
n.a
a) QualitativeDisclosures, which include:

i.
281
n.a
Information regarding theapplication of risk management, including:
595
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I.1. market risk management organization;

I.2. trading book portfolio management and valuation methodologies used,
and
I.3. market risk measurement mechanism for monitoring and periodic risk for
capital adequacy calculation in the trading book.
ii. Portfolio covered in the Internal Model approach and the valuation policies used
for the calculation of the trading book positions;
iii. For each portfolio covered by the Internal Model approach, disclosure on
the model characteristics, description of stress testingfor the portfolio and
description of the approach used for backtesting/validating the accuracy and
consistency of the internal models and the process ofmodel development;
portfolio using internal models that have been approved by Bank Indonesia,
and the amount of frequency deviation between the Value at Risk (VaR) and the
actual losses during the reporting period.
b) Quantitative Disclosure, at least including market risk disclosures using internal
models (Value at Risk/VaR) as shown Table7.2.a and Table7.2.b.
c) Operational Risk, which includes:
n.a
281-286
1) Qualitative Disclosures, including: information on the implementation of risk

management for operational risk, including:
a) operational risk management organization;
281-282
b) the mechanism used by the bank to identify and quantify operational risk, and
282-283
c) a mechanism to mitigate operational risk.
283-286
2) Quantitative Disclosure on operational risk, as described in Table 8.1.a and Table 8.1.b.
d) Liquidity Risk, which includes:
283
286-295
1) Qualitative Disclosures, including: information on the implementation of risk

management for liquidity risk, including:
a) Liquidity risk management organization;
b) Early warning indicators of liquidity problems, and
c) the mechanisms of measurement and control liquidity risk.
286
287
287-288
2) Quantitative Disclosures on liquidity risk, which at least includes:

a) Disclosure of Dollar Maturity Profile as described in Table 9.1.a and Table 9.1.b, and
288-291
b) Disclosure of Foreign Currency Maturity Profile as described in Table 9.2.a and

Table 9.2.b.
292-295
e) Legal Risk, which contains qualitative disclosures about risk management for legal risks
include the following:
296-297
1) legal risk management organization, and

2) legal risk control mechanisms.
f) Strategic Risk, revealed qualitative information regarding the application of strategic risk
management including the following:
1) strategic risk management organization;
2) policy that allows banks to identify and respond to internal and external changes in
the business environment, and
3) mechanisms to measure the progress of the business plan.
596
296
296-297
297-299
297
297-299
299
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g) Compliance Risk, qualitative information about risk management for compliance risk
including:
299
1) compliance risk management organization;
299-300
2) the effectiveness of risk management strategies and risk management for

compliance risk, primarily for ensuring that the development of policies and
procedures are in accordance with generally accepted standards, and prevailing
rules and / or regulations, and
300-301
3) monitoring and controlling compliance risk.
5.
301
h) Reputation Risk, qualitative information about risk management for reputation risk include:
301-302
1) organizational reputation risk management, including the implementation of

reputation risk management by related units (Corporate Secretary, Public Relations,
and the related business units);
301-302
2) policies and mechanisms to improve the quality of service to customers and other
stakeholders to control reputational risk, and
302
3) reputation risk management in times of crisis.
302
Transparency according to Quarterly Published Financial Statements and
Annual Financial Statements referred to in 2.a and2.b should be accompanied by all aspects of disclosure as
required for the quarterly published financial statements.
Such disclosure shall at least include:

a. spot and derivative transactions;
Attachment (L)
L 5/88 - 5/91
b. quantity and quality ofearning assets and other information, among other things:
1) provision of funds to related parties;
L 5/188 - 5/192
2) provision of funds to Micro, Small and Medium Enterprises (SMEs)debtors;
L 5/92 - 5/99
3) loans classified as special mention (including restructured loans and property loans), and
4) Allowance for earning assest losses;
L 5/99
L 5/93 - 5/96
c. Bank financial ratios, among others:

1) percentage of breaches or deviations from the established limit (BMPK), and
L 5/230 - 5/231
2) the ratio ofthe Net Open Position(NOP) and
L 5/207 - 5/208
d. calculation ofthe Minimum Capital Requirement(CAR).

6.
L 5/231 - 5/233
Disclosure aspects related to the banks Business Group should contain information related to the activities
in the business group, which consists of:
a. Structure of the bank business group, consisting of at least:
98-108
1) business group structure, from the bank, subsidiaries, affiliates, financial holding company, and/or
parent company to the ultimate shareholder;
2) structure of the management relationship in the banks business, and
98-99, 104-108
98
3) shareholders acting on behalf of other shareholders (shareholders acting in concert). The definition
of a shareholder acting on behalf of other shareholders is individual shareholders or companies /
legal entities who have the common goal of controlling the bank, based or not based on agreement.
100
b. transactions between the bank and related parties in the banks business group, taking into account the
following matters:
L 5/66 5/188 - 5/192
1) Information of transactions with related parties conducted by the bank or any company or legal
entity in the bank business group working in the field of finance;
L 5/188 - 5/192
2) Related party is party as stipulated in the applicable Statement of Financial Accountancy

Standard(PSAK);
L 5/188 - 5/192
3) Types of transactions with related party are, among others:
L 5/188 - 5/192
a) cross shareholders;
b) transactions from one business group acting for the interest of other business groups;
c) management of short term liquidity centralized in one business group;
597
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d) provision of funds distributed or received by another company in one business group;
e) exposure to majority shareholder in the form of loans, commitments and guarantees;
f) buying or selling of assets with another company in a business group, including repurchase
agreements.
c. Funds provision, commitment or other equal facilities of each company or legal entity belonging to one
business group with the bank on a debtor already obtaining fund provisions from the bank.
198
Attachment (L)
7.
Disclosure in accordance with other Financial Accounting Standards on Disclosure Aspects as required by
prevailing Financial Accounting Standards which has not been included in the numbers 1 through 6 above.
8.
Other Information
Other information coverage consists of:

a. bank assets as collateral;
L 5/98
b. other important transactions in significant quantities, and
n.a
c. information on important events after the date of the Public Accountant report (subsequent event).
193
Keterangan/ Note: N/A = Not Applicable
598
Company Profile
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Responsibility
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Cross Reference to
Annual Report Award Criteria
Criterias + Explanations
Page
I. General
1. In good and correct Indonesian, it is recommended to present the report also in English.
2. The annual report should be printed in good quality paper, using the font type and size that allow for easy
reading.
3. Should state clearly the identity of the company.
Name of company and year of the Annual Report is placed on:

1. The front cover;
2. Sides;
3. Back cover;
4. Each page.
4. The Annual Report is presented in the companys website.

Including Present and Previous Annual report
II. Summary of Key Financial Information

1. Result of the Company information in comparative form over a period of 5 financial years or since the
commencement of business if the company has been running its business activities for less than 5 years.
The information contained includes:
1. Sales/income from business.
2. Profit (loss).
3. Total comprehensive profit (loss)
4. Net profit (loss) per share.
14
14
14
14
14
2. Financial information in comparative form over a period of 5 financial years or since the commencement of
business if the company has been running its business activities for less than 5 years.


1. Investments in associated entities
2. Total assets
3. Total liabilities
4. Total equity
14
14
14
14
3. Financial Ratio in comparative form over a period of 5 financial years or since the commencement of business
if the company has been running its business activities for less than 5 years.

15-16
The information contains 5 (five) general financial ratios and relevant to the industry
4. Information regarding share price in the form of tables and graphs.
22-24
1. The information contained includes:

a. Outstanding shares
b. Market Capitalization
c. Highest, lowest and closing share price
d. Trading volume
22-23
22-23
22-23
22-23
2. Information presented on graphs that includes at least the closing price and trading volume of the share
22-23
for each three-month period in the last two (2) financial years (if any).
599
Highlights
Management Reports
5. Information regarding bonds, syariah bonds or convertible bonds issued and which are still outstanding in the
last 2 financial years.


1. The amount/value of bonds/convertible bonds outstanding
2. Interest rate
3. Maturity date
4. Rating of bonds
Company Profile
Page
24, 26-33
24,
24,
24,
24,
26-33
26-33
26-33
26-33
III. Board of Commissioners and Board of Directors Report

1. Board of Commissioners Report.

Contains the following items:

1. Assessment on the performance of the Board of Directors in managing the company and the basis of such
assessment
2. View on the prospects of the companys business as established by the Board of Directors, and the basis
of such view
3. Assessment of the performance of the committees under the Board of Commissioners
4. Changes in the composition of the Board of Commissioners (if any) and the reasons of the changes.
2. Board of Directors Report.


1. Analysis of the companys performance, i.e. strategic policies, comparison between achievement of results
and targets, and challenges faced by the company.
2. Analysis of Business prospects.
3. Implementation of Good Corporate Governance by the company.
4. Changes in the composition of the Board of Directors (if any), and the reasons of the changes.
3. Signature of members of the Board of Directors and Board of Commissioners.


1. Signatures are set on a separate page.
2. Statement that the Board of Directors and the Board of Commissioners are fully responsible for the
accuracy of the annual report.
3. Signed by all members of the Board of Commissioners and Board of Directors, stating their names and
titles/positions.
4. A written explanation in a separate letter from each member of the Board of Commissioners or Board of
Directors who refuses to sign the annual report, or:

45
48
46
48
52-61
54-57
57-58
59
60
70-71
70-71
70-71
70-71
70-71
written explanation in a separate letter from the other members in the event that there is no written
explanation provided by the said member.
IV. Company Profile

1. Name and address of the company.

42-49
74-113
79
Includes information on name and address, zip code, telephone and/or facsimile, email, website.
2. Brief history of the company.

Includes among others: date/year of establishment, name and change in the company name, if any.
74-76
Note: should be disclosed if the company never change the name
78-79
3. Field of business.

The descriptions contains the following items:

1. The companys business activities in accordance with the last articles of associations
2. The companys business activities
3. The types of products and or services produced.
74-77
4. Organizational structure.

In the form of a chart, including the names and titles, at least until one level below the board of directors on
the structure
5. Company Vision and Mission.

600
The information should contain:

1. Company vision
2. Company mission
3. A note that the vision and mission statements have been approved by the Board of Directors/
Commissioners
80-82
84-85
84
85
84
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Page
6. Name, title, and brief curriculum vitae of the members of the Board of Commissioners.

88-90

1. Name
2. Title (including position in other company or institution)
3. Age
4. Education (Field of Study and Institutions)
5. Working experience (Position, Institution/Company and Period Served)
6. Date of first appointment to the Board of Commissioners in the Company
88-90
88-90
88-90
88-90
88-96
91-95
7. Name, title, and brief curriculum vitae of the members of the Board of Directors.


1. Name
2. Title (including position in other company or institution)
3. Age
4. Education (Field of Study and Institutions)
5. Working experience (Position, Institution/Company and Period Served)
6. Date of first appointment to the Board of Directors in the Company
91-95
91-95
91-95
91-95
91-95
91-95
8. Number of employees (comparative in two years) and description of competence building (for example:
education and training of employees).


1. The number of employees for each level of the organization.
2. The number of employees for each level of education.
2. The number of employees based on employment status
4. The description and data of employees compentencies development program that has been conducted,
which also reflect equal opportunity to all employees, for each level of the organization; and
5. Expenses of employees compentencies development program incurred.
9. Composition of shareholders.

96-97
96, 312
96, 312
96
306-313
97-309
98
Should include:
1. The details include the name of 20 largest shareholders and their percentage of ownership;
2. The details of shareholders and their percentage of ownership, including:
a. Names of shareholders having 5% or more shares.
b. Directors and Commissioners who own shares.
3. Groups of public shareholders with less than 5% ownership each.
10. List of Subsidiary and/or Affiliate companies

99
98
98
98
(104-108), 152-155
The information contains, among others:

1. Name of Subsidiary/Affiliate
2. Percentage of share ownership.
3. Information on the field of business of Subsidiary/Affiliate.
4. Explanation regarding the operational status of the Subsidiary/Affiliate (already operating or not yet
operating).
104, 152-155
104
104-108, 152-155
104-108, 152-155
11. Companys group structure
108
108
Companys group structure in the form of a chart, that shows subsidiaries, associated entities, joint venture
and special purpose vehicle (SPV)
12. Chronology of shares listing.

101-102
Includes among others:

1. Chronology of shares listing.
2. Types of corporate action that caused changes in the number of shares.
3. Changes in the number of shares from the beginning of listing up to the end of the financial year.
4. Name of Stock Exchange where the company shares are listed.
13. Chronology of other securities listing.

101-102
101-103
101-102
101
103

1. Chronology of other securities listing.
2. Types of corporate action that caused changes in the number of securities.
3. Changes in the number of securities from the initial listing up to the end of the financial year.
4. Name of Stock Exchange where the companys other securities are listed.
5. Rating of the securities.
103
103
103
103
103
601
Highlights
Management Reports
14. Name and address of capital market institutions and or supporting professions.

The information contains, among others:

1. Name and address of Share Registrar/parties administering the companys shares;
2. Name and address of the Public Accountants Office.
3. Name and address of the Securities Rating company
15. Award and/or certification received by the company on last fiscal year, both on a national scale and
international scale.

Information should include:

1. Name of the award and or certification.
2. Year of receiving the award.
3. Institution presenting the award and or certification.
4. Period of validity (for certificates).
16. Name and address of subsidiary companies and or branch office or representative office (if any)

Company Profile
Page
109
110
110
109
111-113
111-113
111-113
111-113
113
77, 573-583

1. Name and address of business entities
2. Name and address of branch/representative office
Note: should be disclosed if there is no business entities/branches/representatives
V. Management Analysis and Discussion on Company Performance

1. Explanation of each business segment.
2. Performance by business segments, among others:
a. Production/business activity;
b. Increase/decrease in production capacity;
c. Sales/income from business;
d. Profitability.
114-209
125-147
125-147
125-147
125-147, 162-170
125-147, 162-164
2. Description of companys financial performance.

Financial performance analysis which includes a comparison between the financial performance of the current
year and that of the previous year, and the cause of the increase/decrease (in the form of narration and
tables), among others concerning:
1. Current assets, non-current assets, and total assets.
2. Short term liabilities, long term liabilities, total liabilities
3. Equity
4. Sales/operating revenues, expenses and profit (loss), Other comprehensive revenues, and total
comprehensive profit (loss)
5. Cash flows
3. Discussion and analysis on the capacity to pay debts and the companys accounts receivable collectibility, by
presenting the relevant ratios calculated in accordance with the type of industry of the company

Explanation on:
1. Capacity to pay debts in long term and short term
2. Accounts receivable collectibility.
4. Discussion on capital structure and capital structure policies

Explanation on:
1. Capital structure.
2. Management policies of the capital structure, and the basis of the such policies
5. Discussion on material ties for the investment of capital goods, on last fiscal year.
602
Explanation on:
1. The purpose of such ties.
2. Source of funds expected to fulfil the said ties.
3. Currency of denomination.
4. Steps taken by the company to protect the position of related foreign currency against risks.
Note: Should be disclosed if the company has no material ties in investments in capital goods on last fiscal
year.
171-185
171-180
180-184
184
163-170
184-185
185-187
185-180
186
187-190
187
188-189
191
191
191
191
191
& Analysis
Operational Review
Corporate Data
Corporate Social
Responsibility
Page
6. Discussion on investment of capital goods realized in the last fiscal year.

191
Explanation on:
1. Type of the investment of capital goods
2. The purpose of the investment of capital goods
3. Value of the investment of capital goods realized in the last fiscal year.
n.a
n.a
n.a
Note: Should be disclosed if the company has no investments in capital goods realized.
7. Information about the comparison between the target at the beginning of the fiscal year with the results
achieved (realization), and the target or projected to be achieved for the coming year regarding revenue,
earnings, capital structure, or others that are considered important for the company
193-194

1. The comparison between the target at the beginning of the fiscal year with the results achieved (realization
2. The target or projected to be achieved for the coming year (at least 1 year)
193
194
8. Material Information and facts that occurred after the date of the accountants report (subsequent events)..
(193)
Description of important events after the date of the accountants report including their impact on performance
and business risks in the future.
Note: should be disclosed if there is no significant events after the date of accountant report
9. Description of the companys business prospects.

(194)
Information on the company prospects in connection with industry, economy in general, accompanied with
supporting quantitative data if there is a reliable data source.
(194-195)
10. Information on marketing aspects.
195
195
Information regarding the marketing of the companys products and services, among others concerning the
market segment.
11. Description regarding the dividend policy and the date and amount of cash dividend per share and amount
of dividend per year as announced or paid during the past two (2) years.

Contains description on:

1. Dividend pollicy
2. Amount of dividend
3. Cash dividend per share
4. Pay-out ratio
5 The announcement date of cash dividend payment for each year
Note: if there is no dividend payment, disclose the reasons for not making a dividend payment
196
196
196
196
196
12. Management and/or Employee Stock Ownership Program implemented by the company (ESOP / MSOP).

Contains description on:

1. Amount of ESOP/MSOP shares and the realization;
2. Time periode
3. Requirements of rightful employee and/or management
4. Exercise price
197, 454
n.a
197
197
n.a
Note: should be disclosed if there is no such program
13. Use of proceeds from the public offering (in the event that the company is still obligated to report such use of
proceeds).

196-197
Contains information on:

1. Total funds obtained,
2. Plan for funds utilization,
3. Details of funds utilization,
4. Remaining balance of funds, and
5. Date of General Meeting of Shareholder (or Bondholder) approval on change in the funds utilization plan
(if any).
197
n.a
n.a
n.a
n.a
n.a
603
Highlights
Management Reports
Page
14. Material information, among others concerning investment, expansion, divestment, acquisition, debt/capital
restructuring.
198

1. The purpose of the transaction;
2. The value of transactions or amount being restructured
3. Source of funds.
Note: should be disclosed if there are no such transactions
15. Information on material transactions with conflict of interest and/or transactions with related parties.


1. Name of the transacting parties and nature of related parties;
2. A description of the fairness of the transaction;
3. Reason for the transaction
4. Realization of transactions during the period.
5. Company policies regarding the review mechanism on the transactions
6. Compliance with related rules and regulations
Note: should be disclosed if there are no such transactions
16. Description of changes in regulation which have a significant effect on the company.

Description should contain among others: any changes in regulation and its impact on the company.
Note: if there is no change in regulation which have a significant effect, to be disclosed
17. Description of changes in the accounting policy.

Description should contain among others:
Note: Any revision to accounting policies, rationale and impact on the financial statement.
VI. Good Corporate Governance

1. Information on the Board of Commissioners.


1. Description of the responsibility of the Board of Commissioners.
2. Disclosing the procedure for determining remuneration
3. Remuneration structure, disclosing the remuneration components and nominal amount of each component
for each Commissioner
4. Frequency of meetings and attendance of the Board of Commissioners in the meetings.
5. Training programs for improving the competence of the Board of Commissioner or orientation program for
new member of BOC
6. Disclosing the Board Charter (guidance and work procedure of the Board of Commissioners)
2. Information about Independent Commissioner.


1. The criteria of Independent Commissioner
2. Statement about the independency of each Independent Commissioner
3. Information on the Board of Directors.

604
Company Profile
The information should include:

1. Scope of work and responsibility of each member of the Board of Directors.
2. Frequency and attendance rate of Board of Director in the BOD meetings.
3. Frequency and attendance rate of Board of Director in the BOD & BOC joint meetings.
4. Training programs for improving the competence of the Board of Directors or orientation program for new
member of BOD
5. Disclosing the Board Charter (guidance and work procedure of the Board of Directors)
198
198
198
198
198
198
198
198
198
198
199-203, 207
204-207
324
344-358
344-347
356-358
357
354-355
358
344
(348)
348-349
349
(385)
385-386, 389-390
394
393-397
401-403
385
& Analysis
Operational Review
Corporate Data
Corporate Social
Responsibility
Page
4. Assessment on members of the Board of Commissioners and Board of Directors

356, 398-399

1. The assessment process on the performance of members of the Board of Commissioners and Directors
2. The criteria used in the assessment on the performance of members of the Board of Commissioners and
Directors
3. The party performing the assessment
5. Description of the remuneration policy for the Board of Directors that is related to the company performance


1. Remuneration procedures
2. Remuneration structure, disclosing the type and amount of short-term and long-term compensation/post
service benefits for each member of the Board of Directors
3. Performance indicators to determine the remuneration of the Board of Directors.
6. Information on major shareholders and controlling shareholders, directly or indirectly, and also individual
shareholders.
356, 398
356, 398
356, 398
400-401
400
400
400
98, 100
In the form of scheme or diagram, except SOE that fully owned by the government.
7. Disclosure of affiliation with other members of the Board of Commissioners and Board of Directors and major
and/or controlling shareholders.


1. Affiliation between member
of
of
of
of
of
the
the
the
the
the
BOD and other BOD members

BOD and BOC members
BOD and major and/or controlling shareholders
BOC and other BOC members
BOC and major and/or controlling shareholders
Note: should be disclosed if there are no such affiliations
8. Audit Committee.

359-365

1. Name and title of the members of the Audit Committee.
2. Qualification of education and work experience of Audit Committee members
3. Independence of the members of the Audit Committee
4. Description of tasks and responsibilities.
5. Brief report on the activities carried out by the Audit Committee.
6. Frequency of meetings and the attendance of the Audit Committee.
361-362
361-362
361
359-360
364
363-364
9. Nomination and Remuneration Committee/Function.

372-380

1. Name, title, and brief curriculum vitae of the members of the Nomination and/or Remuneration
Committee/Function.
2. Independence of the members of the Nomination and/or Remuneration Committee/Function.
3. Description of the tasks and responsibilities.
4. Activities carried out by the Nomination and/or Remuneration Committee/Function.
5. Frequency of meetings and the attendance rate of the Nomination and/or Remuneration Committee/
Function.
6. Board of Directors sucession policy
10. Other committees of the company under the Board of Commissioners.


1. Name, title, and brief curriculum vitae of the members of the committees
2. Independence of the members of the committee.
3. Description of the tasks and responsibilities.
4. Activities carried out by the committees
5. Frequency of meetings and the attendance rate of other committee.
367-368, 382
367, 381
366, 381
371, 383-384
368-370, 383
413-422

1. Name and brief history of the position of Corporate Secretary.
2. Description of the tasks performed by the Corporate Secretary.
3. Training programs for improving the competence of the Corporate Secretary
414
415
414
12. Description of Annual General Meeting of Shareholders (AGMS) of the previous fiscal year.


1. Resolutions from AGMS of the previous fiscal year
2. Realization of previous fiscal year AGMS results
3. Reason if there is a decision of the AGMS has not been realized.
374, 378-379
373, 378
372, 377
376, 380
375, 379-380
403
366-371, 381-384
11. Description of tasks and function of the Corporate Secretary. .

349-350, 391, 413
336-343
338-343
338-343
n.a
605
Highlights
Management Reports
13. Description of the companys internal audit unit.


1. Name of the head of audit internal unit
2. Number of auditors in the unit
3. Certification as an internal audit profession
4. Structure or position of the internal audit unit
5. Description of audit work performed
6. The party authorized to appoint/dismiss the head of internal audit unit
14. Public accountant.


1. How many audit periods has the accountant audited the financial statements of the company.
2. How many audit periods has the public accountant firm audited the financial statements of the company.
3. The amount of fees for the audit and other attestation services (in the event that such accountant provides
other attestation services together with the audit)
4. Other service provided by the accountant in addition to financial audit.

1. Description of risk management systems
2. Description of evaluation on the effectiveness of risk management systems
3. Description of risks faced by the company
4. Efforts to manage these risks
16. Description of internal control systems


1. Short description of the internal control system, including financial and operational control
2. Description of compatibility between the internal control system and internationally recognized internal
conrol framework (COSO)
3. Description of evaluation on the effectiveness of internal control system
17. Description of corporate social responsibility activities related to environment

Page
426-433
427
430
431
428
429
427
433-434
434
434
434
433
Note: should be disclosed if there are no other services
15. Description of the companys risk management.

Company Profile
Contains information on, among others:

1. Management Policies
2. Activities conducted, environment-related activities, that relevant with operational activity of the company,
such as usage of recycled materials, energy, waste treatment, etc
3. Environment-related certification
435-439, 212-305
435, 212-305
438, 212-305
435-438, 212-305
435-438, 212-305
439-442
439-440
440-441
442
442-443, 523-525
442-443, 523-525
442-443, 523-525
n.a
18. Description of corporate social responsibility related to the workforce, work health and safety


2. Activities conducted health and safety-related activities, such as gender equality, equal work opportunity,
work and safety facilities, employee turnover, work incident rate, training, etc
19. Description of corporate social responsibility activities related to social and community development.


2. Activities conducted
3. Cost of the activites social and community development related activities, such as the use of local work
force, empowerment of local communities, aid for public social facilities, social donations, etc
20. Description of corporate social responsibility activities related to responsibility to the consumer.

606

2. Activities conducted consumer protection related activities, such as consumer health and safety, product
information, facility for consumer complaint, number and resolution of consumer complaint cases, etc
444, 525-527
444, 525-527
444, 525-527
443, 511-521
443, 511-521
443, 511-521
443
445, 527-555
445, 527-549
445, 527-555
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Page
21. Important legal cases faced by the Company, subsidiaries, members of the Board of Directors and/or Board
of Commissioners serving in the period of the annual report.

Information includes among others:

1. Substance of the case/claim.
2. Status of settlement of case/claim.
3. Potential impacts on the financial condition of the company.
4. Administrative sanctions imposed on the Company, the Board of Commissioners and Board of Directors,
by the related authorities (capital markets, banking and others) in the last fiscal year (or there is a
statement that is not subject to administrative sanctions).
451-453
451-452
451-452
451-452
452
Notes: in case not litigants, to be disclosed

22 Access to corporate information and data.

457-480
Description on the availability of access to corporate information and data to the public, for example through
website, mass media, mailing list, bulletin, analyst meeting, etc.
23 Discussion of company code of conduct.
481-484
481-483
481
483-484
483-484
481

1. Content of the Code of Conduct.
2. Disclosure on the relevancy of the code of conduct for all levels of the organization
3. Socialization of the Code of Conduct
4. Implementation and enforcement of the code of conduct
5. Statement concerning the corporate culture.
24 Disclosure on the whistleblowing system.

484
Description of the mechanism of the whistleblowing system, including:

1. Mechanism for violation reporting
2. Protection for the whistleblower
3. Handling of violation report
4. The unit responsible for handling of violation report.
5. Number of received complaint and processed in the last fiscal year and the follow-up handling
25 The diversity of the Board of Commissioners and Board of Directors composition.
347, 387
Description of the Companys policy on diversity of the Board of Commissioners and Board of Directors
composition on Education (field of study), work experience, age, and gender.
Note: the reasons and consideration should be disclosed, if there are no such policy
VII.
Financial Information
Attachment
1. Statement by the Board of Directors concerning the Responsibility of the Board of Directors on the Financial
Statement.

484-485
485
485
485
486
Compliance with Bapepam-LK Regulation No.VIII.G.11 on Responsibility of the Board of Directors on the
Financial Statement.
2. Independent auditors opinion on the financial statement.
3. Description of the Independent Auditor in the Opinion.
The description contains:

1. Name and signature.
2. Date of the audit report.
3. KAP license number and Public Accountant license number.
4. Comprehensive financial statement.
1/1 - 5/242
1/1 - 1/4
2/1 - 2/2
3/1 - 3/2
4/1 - 4/2
5/1 - 5/242
Contains all elements of the financial statement:

1. Financial Position (Balance sheet)
2. Comprehensive Profit loss statement
3. Statement of changes in equity
4. Statement of Cash flows.
5. Notes to the financial statement
6. Financial position at the start of comparative periods being presented when the company implement
retrospective application of accounting policies, or re-stated its accounts of financial statements, or reclassified the accounts of its financial statements (where applicable)
5. Comparison of profitability.

2/1 - 2/2
Comparison of profit (loss) from operations for the year by the previous year.
607
Highlights
Management Reports
6. Cash Flow Report.

Meets the following provisions:

1. Grouped into three categories of activity: operational activity, investment, and funding.
2. Uses a direct method reporting for cash flows for operational activity.
3. Separating the presentation between cash receipt and or cash expended during the current year for

operational, investment, and funding activities.
4. Disclosing activities that do not influence the cash flow.
7. Summary of Accounting Policy.

Includes at least:
1. Statement of compliance to Financial Accounting Standard
2. Basis for the measurement and preparation of financial statements
3. Recognition of revenues and expenses
4. Work compensation
5. Financial instruments
8. Disclosure on transaction with related parties.

Disclosure of, among others:

1. Name of related party, and nature of relation with related party
2. Amount of transaction and its percentage to total related revenues and expenses
3. Total balance of transaction and its percentage to total assets or liabilities
9. Disclosure related to taxation

Issues that should be disclosed:

1. Fiscal reconciliation and calculation of current tax.
2. Explanation on the relation between tax expenses (benefit) and accounting/book profit
3. Statement that the amount of Taxable Profit as calculated through reconciliation is in accordance with the
Tax Return.
4. Details of deferred tax assets and liabilities recognized on the financial position (balance sheet) for each
reporting period, and the amount of deferred tax expenses (benefit) recognized in the profit/loss statement
in the event that the amount is not recognizable from the amount of deferred tax assets and liabilities
presented on the financial position (balance sheet)
5. Disclosure of whether or not there is a tax dispute.
10. Disclosure related to Fixed Assets.


1. Depreciation method used
2. Description of the selected accounting policies between the revaluation model and cost model
3. The methods and significant assumptions used in estimating the fair value of fixed assets (revaluation
model) or disclosure of the fair value of fixed assets (cost model)
4. Reconciliation of the gross book value and accumulated depreciation of fixed assets at the beginning and
end of the reporting period, showing any addition, reduction and reclassification.
11. Disclosures relating to operating segment.


1. General information which includes the factors used to identify segments that are reported;
2. Information about income, assets, and liabilities of the reported segment
3. Reconciliation of total segment revenues, reported segment profit or loss, segment assets, segment
liabilities and other segment material elements to the related number of the entity; and
4. Disclosures at entity level, which includes information about products and/or services, geographic areas
and major customers.
12. Disclosures relating to Financial Instruments.


1. The Detail of financial instruments based on the classification
2. The fair value of each class of financial instruments
3. Risk management policy
4. Explanation of the risks associated with financial instruments: market risk, credit risk and liquidity risk
5. Risk analysis related to financial instruments quantitatively.
13. Publication of financial statements.

608
Issues to be disclosed include:

1. The date that the financial statements is authorized to be published; and
2. The party responsible to authorize the published financial statements.
Company Profile
Page
4/1 - 4/2
5/20 - 5/66
5/188 - 5/192
5/154 - 5/161
5/55, 5/111 5/112
5/193 - 5/194
5/20, 5/33 - 5/36,

5/40 - 5/42, 5/60,
5/71 - 5/72,
5/174, 5/226 5/230
5/19
& Analysis
Operational Review
Corporate Social
Responsibility
Corporate Data
Consolidated
Financial
Statements
PT Bank Danamon Indonesia Tbk
and Subsidiaries
Consolidated financial statements
as of December 31, 2014 and
for the year then ended
with independent auditors report
2014 Annual
2014
Report
Annual
PT Bank
ReportDanamon
PT Bank Indonesia,
Danamon, Tbk.
609
The original consolidated financial statements included herein are in the

Indonesian language.
PT BANK DANAMON INDONESIA Tbk

DAN ENTITAS ANAK
LAPORAN POSISI KEUANGAN KONSOLIDASIAN
Tanggal 31 Desember 2014
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain
Catatan/
Notes
ASET
Kas
2b,2e,4
Giro pada Bank Indonesia
2b,2e,2g,2h,5,57
Giro pada bank lain,
2b,2e,2h,2o,6
setelah dikurangi penyisihan
kerugian penurunan nilai sebesar
Rp2.700 pada tanggal 31 Desember
2014 (31 Desember 2013: Rp3.017
dan 1 Januari 2013: RpNihil)
- Pihak berelasi
2al,46
- Pihak ketiga
Penempatan pada bank lain dan Bank
Indonesia,
2014 (31 Desember 2013: Rp1.952
dan1 Januari 2013: RpNihil)
2b,2e,2i,2o,7
- Pihak berelasi
2al,46
- Pihak ketiga
Efek-efek,
2014 (31 Desember 2013: Rp21.122
dan 1 Januari 2013: Rp20.781)
2b,2e,2j,2o,8
- Pihak berelasi
2al,46
- Pihak ketiga
Efek yang dibeli dengan janji dijual
kembali
2e,2k,9
Tagihan derivatif
2e,2l,10
- Pihak berelasi
2al,46
- Pihak ketiga
Pinjaman yang diberikan,
Rp2.800.918 pada tanggal
31 Desember 2014
(31 Desember 2013: Rp2.312.387
2e,2m,
dan 1 Januari 2013: Rp2.279.679)
2o,11,57
- Pihak berelasi
2al,46
- Pihak ketiga
Piutang pembiayaan konsumen,
Rp1.117.447 pada tanggal
31 Desember 2014
(31 Desember 2013: Rp913.771
2e,2o,2q,12,57
Investasi sewa pembiayaan,
2014 (31 Desember 2013: Rp14.180
2e,2o,2r,13,57
Piutang premi
2e,2s
- Pihak berelasi
2al,46
- Pihak ketiga
Aset reasuransi
2e,2s,2ac
Dipindahkan

AND SUBSIDIARIES
CONSOLIDATED STATEMENT OF
FINANCIAL POSITION
As of 31 December 2014
(Expressed in million Rupiah, unless otherwise stated)
31 Desember/
December
2014
31 Desember/
December
2013
2.856.242
10.268.357
2.943.909
9.261.322
285.945
4.571.957
505.178
4.829.786
268.378
9.406.497
164.550
7.235.050
32.175
8.855.931
9.769
7.717.347
540.541
461.291
1.174.517
23.070
106.751.141
26.933
103.441.321
26.418.852
27.177.831
1.916.659
1.496.861
1.518
365.036
670.216
173.693.806
2.159
116.109
568.311
166.670.953
Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang

tidak terpisahkan dari laporan keuangan konsolidasian secara keseluruhan.
1 Januari/
January
2013/31
Desember/
December
2012
ASSETS
2.456.567
Cash
7.718.008 Current accounts with Bank Indonesia
Current accounts with other banks,
net of allowance
for impairment losses of
Rp2,700 as of 31 December 2014
(31 December 2013: Rp3,017
and 1 January 2013: RpNil)
217.433
Related parties 3.500.185
Third parties Placements with other banks and
Bank Indonesia,
net of allowance
for impairment losses of
Rp4,963 as of 31 December 2014
(31 December 2013: Rp1,952
and 1 January 2013: RpNil)
136.450
Third parties Marketable securities,
net of allowance for
impairment losses of Rp21,442
as of 31 December 2014
(31 December 2013: Rp21,122
and 1 January 2013: Rp20,781)
Third parties Securities purchased under resale
783.752
agreements
Derivative receivables
5.840
Related parties 129.689
Third parties Loans,
net of allowance for impairment
losses of Rp2,800,918
(31 December
2013: Rp2,312,387 and
1 January 2013: Rp2,279,679)
14.611
Third parties Consumer financing receivables,
(31 December
2013: Rp913,771 and
22.387.035
1 January 2013: Rp768,848)
Investment in finance leases,
losses of Rp28,943 as of
31 December 2014
(31 December 2013: Rp14,180
236.631
Premium receivables
1.661
Related parties 112.748
Third parties 505.862
Reinsurance assets
142.624.023
Carried forward
The accompanying notes to the consolidated financial statements form an

integral part of these consolidated financial statements.
LAMPIRAN 1/1 SCHEDULE


DAN ENTITAS ANAK
(lanjutan)
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain)
JUMLAH ASET
1 Januari/
January
2013/31
Desember/
December
2012
31 Desember/
December
2014
31 Desember/
December
2013
173.693.806
166.670.953
142.624.023
2e,2j,15
2ag,25a
2e,2n,2o,16
199
7.566.844
6.605.007
120.823
157.579
4.107.561
5.598.289
92.476
12.175
1.837.724
4.062.571
92.482
12.175
2p,2t,17
1.367.244
1.378.426
1.439.571
2p,2u,18,57
2ag,25d
2.489.860
1.180.673
2.383.993
1.022.111
2.141.204
903.123
23.968
2.502.590
286
2.971.078
194
2.678.241
Carried forward
Acceptances receivable
Related parties Third parties Government Bonds
Prepaid tax
Investments in shares
Intangible assets,
net of accumulated
amortization of Rp1,749,850 as of
31 December 2014 (31 December
2013: Rp1,611,864 and
1 January 2013: Rp1,475,077)
Fixed assets,
net of accumulated
depreciation of Rp2,647,429 as of
2013: Rp2,203,428 and
1 January 2013: Rp1,912,412)
Deferred tax asset - net
Prepayments and other assets,
31 December 2014
(31 December 2013: Rp43,102
Related parties Third parties -
195.708.593
184.237.348
155.791.308
TOTAL ASSETS
Catatan/
Notes
Pindahan
Tagihan akseptasi
- Pihak berelasi
- Pihak ketiga
Obligasi Pemerintah
Pajak dibayar dimuka
Investasi dalam saham
Aset takberwujud,
setelah dikurangi akumulasi
amortisasi sebesar Rp1.749.850
pada tanggal 31 Desember 2014
(31 Desember 2013: Rp1.611.864
dan 1 Januari 2013: Rp1.475.077)
Aset tetap,
penyusutan sebesar Rp2.647.429
(31 Desember 2013: Rp2.203.428
dan 1 Januari 2013: Rp1.912.412)
Aset pajak tangguhan - neto
Beban dibayar dimuka dan aset lain-lain,
setelah dikurangi penyisihan kerugian
penurunan nilai sebesar Rp24.615
(31 Desember 2013: Rp43.102 dan
1 Januari 2013: Rp56.989)
- Pihak berelasi
- Pihak ketiga

AND SUBSIDIARIES
FINANCIAL POSITION (continued)
2e,2o,2w,14
2al,46
2e,2o,2p,
2v,10,19,57
2al,46




DAN ENTITAS ANAK
(lanjutan)
Catatan/
Notes

AND SUBSIDIARIES
31 Desember/ 31 Desember/
December
December
2013
2014
1 Januari/
January
2013/31
Desember/
December
2012
LIABILITAS DAN EKUITAS
LIABILITIES AND EQUITY
LIABILITAS
Simpanan nasabah
2e,2x,20
- Pihak berelasi
2al,46
- Pihak ketiga
Simpanan dari bank lain
2e,2x,21
- Pihak berelasi
2al,46
- Pihak ketiga
Efek yang dijual dengan janji
dibeli kembali
2e,2k,15
Pendapatan premi tangguhan
2z
Premi yang belum merupakan pendapatan
2z
Utang akseptasi
2e,2w,22
- Pihak berelasi
2al,46
- Pihak ketiga
Efek yang diterbitkan
2e,,2ad,2ae,23
- Pihak berelasi
2al,46
- Pihak ketiga
Pinjaman yang diterima
2e,24
- Pihak berelasi
2al,46
- Pihak ketiga
Utang pajak
2ag,25b
Liabilitas derivatif
2e,2l,10
- Pihak berelasi
2al,46
- Pihak ketiga
Liabilitas pajak tangguhan - neto
2ag,25e
Beban yang masih harus
2e,2z,2ac,
dibayar dan liabilitas lain-lain
2ah,2aj,26
- Pihak berelasi
2al,42,46
- Pihak ketiga
Pinjaman subordinasi
2e,2af,27
Modal pinjaman
28
JUMLAH LIABILITAS
EKUITAS
Ekuitas yang dapat diatribusikan kepada
pemilik entitas induk
Modal saham - nilai nominal sebesar
Rp50.000 (nilai penuh) per saham
untuk seri A
dan Rp500 (nilai penuh) per saham
untuk seri B
Modal dasar - 22.400.000 saham seri A
dan 17.760.000.000
saham seri B
Modal ditempatkan dan disetor penuh 22.400.000 saham seri A dan
9.562.243.365 saham seri B
29
213.194
116.282.030
145.291
109.015.891
465.445
89.432.421
3.034
2.422.726
1.695.178
2.824.421
750.000
1.235.633
976.255
759.245
1.004.137
940.109
1.048.688
897.250
771.475
820.841
6.733.623
4.103.382
1.828.365
445.555
11.447.375
322.300
11.799.724
12.347.415
1.238.278
13.258.564
183.635
2.433.904
13.634.567
234.131
1.927.276
9.092.836
303.747
156
129.105
154.939
458.850
347.424
84.288
400.644
LIABILITIES
Related parties Third parties Deposits from other banks
Related parties Third parties Securities sold under repurchase
agreements
Deferred premium income
Unearned premium reserve
Acceptances payable
Related parties Third parties Securities issued
Related parties Third parties Borrowings
Related parties Third parties Taxes payable
Derivative liabilities
Related parties Third parties Deferred tax liabilities - net
25.454
6.370.672
-
54.585
5.735.647
-
27.523
5.606.203
-
Accruals and other liabilities

Related parties Third parties Subordinated loans
Loan capital
162.691.069
152.684.365
127.057.997
TOTAL LIABILITIES
5.901.122
EQUITY
Equity attributable to equity
holders of the parent entity
Share capital - par value per share
of Rp50,000 (full amount)
for A series shares
and Rp500 (full amount)
for B series shares
Authorized - 22,400,000 A series
shares and 17,760,000,000
B series shares
Issued and fully paid 22,400,000 A series shares and
9,562,243,365 B series shares
5.901.122

5.901.122



DAN ENTITAS ANAK
(lanjutan)
Catatan/
Notes
EKUITAS (lanjutan)
Ekuitas yang dapat diatribusikan
kepada pemilik entitas
induk (lanjutan)
Tambahan modal disetor
2al,2aj,2ak,30,43
Modal disetor lainnya
Komponen ekuitas lainnya
2c,2d,2j,2l,8e,10,15e,16
Saldo laba (setelah defisit sebesar
Rp32.968.831 dieliminasi melalui
kuasi-reorganisasi tanggal
1 Januari 2001)
- Sudah ditentukan penggunaannya
32
- Belum ditentukan penggunaannya
Jumlah saldo laba
Kepentingan non-pengendali
JUMLAH EKUITAS
JUMLAH LIABILITAS DAN
EKUITAS
2c,47

AND SUBSIDIARIES
December
December
2013
2014
7.391.756
189
25.472
7.391.756
189
(111.021)
1 Januari/
January
2013/31
Desember/
December
2012
7.391.756
189
(30.808)
EQUITY (continued)
Equity attributable to
equity holders of the
parent entity (continued)
Additional paid-up capital
Other paid-up capital
Other equity components
Retained earnings (after deficit of
Rp32,968,831 was eliminated
through quasi-reorganization on
1 January 2001)
Appropriated Unappropriated -
276.578
19.184.409
236.161
17.833.266
196.043
15.035.340
19.460.987
32.779.526
18.069.427
31.251.473
15.231.383
28.493.642
237.998
301.510
239.669
Non-controlling interests
33.017.524
31.552.983
28.733.311
TOTAL EQUITY
195.708.593
184.237.348
155.791.308
TOTAL LIABILITIES AND

EQUITY

Total retained earnings
The accompanying notes to the consolidated financial statements form an integral

part of these consolidated financial statements.


DAN ENTITAS ANAK
LAPORAN LABA RUGI KOMPREHENSIF
KONSOLIDASIAN
Untuk Tahun yang Berakhir pada Tanggal
31 Desember 2014
Catatan/
Notes
PENDAPATAN DAN BEBAN
OPERASIONAL
Pendapatan bunga
Beban bunga

AND SUBSIDIARIES
COMPREHENSIVE INCOME
For the Year ended
31 December 2014
2014
2y,2al,33,46
2y,2al,34,46
Pendapatan bunga neto

Pendapatan premi asuransi
Beban underwriting asuransi
2z,2ac,2al,46
2z,2ac,2al,46
2013
22.991.485
(9.311.649)
20.130.837
(6.599.794)
13.679.836
13.531.043
1.491.543
(1.064.261)
Pendapatan underwriting asuransi neto

Pendapatan bunga dan
underwriting neto
1.257.956
(770.625)
BEBAN OPERASIONAL LAINNYA

Beban provisi dan komisi lain
Beban umum dan administrasi
Beban tenaga kerja
dan tunjangan
Penyisihan kerugian penurunan
nilai
Lain-lain
2aa,35
36
2j,2l,2ab,8a,
10,15a,37
2j,8a,15a
Net interest income

Insurance premium income
Insurance underwriting expenses
427.282
487.331
Net insurance underwriting

income
14.107.118
14.018.374
Net interest and

underwriting income
PENDAPATAN OPERASIONAL
LAINNYA
Pendapatan provisi dan komisi lain
Imbalan jasa
(Kerugian)/keuntungan dari perubahan
nilai wajar atas instrumen keuangan
yang diukur pada nilai wajar
melalui laporan laba rugi - neto
Keuntungan yang telah
direalisasi atas instrumen derivatif - neto
Kerugian atas transaksi
dalam mata uang asing - neto
Pendapatan dividen
Keuntungan penjualan
efek-efek dan Obligasi
Pemerintah - neto
OPERATING INCOME AND

EXPENSES
Interest income
Interest expense
1.775.407
2.641.680
1.727.686
3.271.255
(126.583)
79.796
13.229
207.576
(7.198)
803
(138.562)
4.977
38.573
2.910
4.335.911
5.155.638
OTHER OPERATING
INCOME
Other fees and
commission income
Fees
(Losses)/gains from changes
in fair value of financial
instruments at fair value
through profit or loss - net
Realized gains from
derivative instruments - net
Losses from foreign
exchange transactions - net
Dividend income
Gains on sale of
marketable securities and
Government Bonds - net
(3.652.441)
OTHER OPERATING EXPENSES

(354.279) Other fees and commissions expense
General and administrative
(3.688.692)
expenses
(5.810.672)
(5.712.891)
(3.986.134)
(583.883)
(3.347.849)
(465.143)
(14.379.667)
(13.568.854)
4.063.362
5.605.158
2aa,35
(346.537)
2t,2u,38
2ah,2al,39,42,
43,46
2o,6,7,8,11,
12,13,19
PENDAPATAN OPERASIONAL NETO


Allowance for impairment
losses
Others
NET OPERATING INCOME



DAN ENTITAS ANAK
KONSOLIDASIAN (lanjutan)
31 Desember 2014
Catatan/
Notes

AND SUBSIDIARIES
CONSOLIDATED STATEMENT
OF COMPREHENSIVE INCOME (continued)
For the Year ended
31 December 2014
2014
2013

BUKAN OPERASIONAL
Pendapatan bukan operasional
Beban bukan operasional
NON-OPERATING
INCOME AND EXPENSES
40
41
BEBAN BUKAN
OPERASIONAL - NETO
LABA SEBELUM PAJAK
PENGHASILAN
BEBAN PAJAK PENGHASILAN
Bagian efektif atas perubahan

nilai wajar instrumen
derivatif untuk lindung nilai arus kas
Pajak penghasilan terkait dengan
komponen pendapatan komprehensif lain
43.193
(118.138)
Non-operating income
Non-operating expenses
(509.828 )
(74.945)
NON-OPERATING
EXPENSES - NET
3.553.534
2ag,25c
(870.872)
LABA BERSIH
Pendapatan Komprehensif Lain
Aset keuangan tersedia untuk dijual:
Keuntungan/(kerugian) tahun berjalan
Jumlah yang ditransfer ke laba rugi
sehubungan dengan perubahan
nilai wajar
Arus kas lindung nilai:
45.634
(555.462 )
2.682.662
2c,2j,8e,15e,16
5.530.213
(1.370.893)
4.159.320
235.041
(124.416)
(12.558)
(11.431)
2l,10
(84.723)
14.835
25d,25e
(2.025)
38.445
Pendapatan komprehensif lain, setelah pajak
135.735
(82.567)
INCOME BEFORE INCOME TAX

INCOME TAX EXPENSE
NET INCOME
Other Comprehensive Income
Available-for-sale financial assets:
Gain/(loss) in current year
Amount transferred to
profit or loss in respect of
fair value changes
Cash flow hedge:
Effective portion on fair value
changes of derivative
instruments for
cash flow hedge
Income tax relating to components
of other comprehensive income
Other comprehensive income,
net of tax
JUMLAH LABA KOMPREHENSIF
2.818.397
4.076.753 TOTAL COMPREHENSIVE INCOME
Laba bersih yang dapat diatribusikan

kepada:
Pemilik entitas induk
2.604.017
78.645
4.041.684
117.636
2.682.662
4.159.320
Laba komprehensif yang dapat

diatribusikan kepada:
Pemilik entitas induk
LABA BERSIH PER
SAHAM DASAR YANG DAPAT
DIATRIBUSIKAN KEPADA
PEMILIK ENTITAS INDUK
(NILAI PENUH)
47
2c,47
2ai,44

2.740.510
77.887
3.961.471
115.282
2.818.397
4.076.753
271,69
421,68
Net income attributable to:

Equity holders of the parent entity
Comprehensive income
attributable to:
Equity holders of the parent entity
BASIC EARNINGS PER
SHARE ATTRIBUTABLE TO
EQUITY HOLDERS OF
THE PARENT ENTITY
(FULL AMOUNT)

Saldo pada tanggal 31 Desember 2013
31
5.901.122
7.391.756
7.391.756
189
189
Modal
disetor
lainnya/
Other paidup capital
88.876
205.522
205.522
205.522
(116.646)
(63.404)
(69.029)
(69.029)
(69.029)
5.625
276.578
40.417
236.161
32.779.526
(1.212.457)
2.740.510
136.493
205.522
(69.029)
2.604.017
31.251.473
237.998
(141.399)
77.887
(758)
1.573
(2.331)
78.645
301.510
Kepentingan
nonpengendali/
Noncontrolling
interests
33.017.524
(1.353.856)
2.818.397
135.735
207.095
(71.360)
2.682.662
31.552.983
Jumlah
ekuitas/
Total equity
Balance as of 31 December 2014
Distribution of cash dividends
Appropriation for general

and legal reserve
Total comprehensive income

for the year
Total other comprehensive

income
Unrealized gains on availablefor-sale marketable

securities, Government
Bonds, and investment
in shares - net

instruments for
cash flow hedge

net of tax
Net income for the year

for the year

19.184.409
(1.212.457)
(40.417)
2.604.017
2.604.017
17.833.266
Belum
ditentukan
penggunaannya/Unappropriated
Saldo laba/
Retained earnings
Sudah
ditentukan
penggunaan
nya/
Appropriated
Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang tidak terpisahkan
dari laporan keuangan konsolidasian secara keseluruhan.
Pembagian dividen tunai
Pembentukan cadangan umum

dan wajib
31,32
Jumlah laba komprehensif

tahun berjalan
2c,2j,8e,
15e,47
2c,2l,10,47
5.901.122
Modal saham/
Share capital
Jumlah pendapatan komprehensif lain
Keuntungan yang belum direalisasi

atas efek-efek, Obligasi
Pemerintah, dan investasi
dalam saham dalam kelompok
tersedia untuk dijual - neto

nilai wajar instrumen derivatif
untuk lindung nilai arus kas
Pendapatan komprehensif lain,

setelah pajak
Laba bersih tahun berjalan

tahun berjalan
Catatan/
Notes
Tambahan
modal
disetor/
Additional
paid-up
capital
Komponen ekuitas lainnya/Other equity

components
Keuntungan/(kerugian)
yang belum direalisasi
Bagian
atas efek-efek,
efektif atas
Obligasi Pemerintah, dan perubahan nilai
investasi dalam saham
wajar instrumen
dalam kelompok tersedia
derivatif untuk
untuk dijuallindung nilai
neto/Unrealized
arus kas/
Effective portion
gains/(losses) on
available-for-sale
on fair value
marketable securities,
changes of
Government
derivative
instruments for
Bonds, and
investments in shares-net cash flow hedge
Jumlah
sebelum
kepentingan
nonpengendali/
Total before
noncontrolling
interests

AND SUBSIDIARIES
CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
For the Year ended
31 December 2014
Atribusi kepada pemilik entitas induk/Attributable to equity holders of the parent entity

DAN ENTITAS ANAK
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN
31 Desember 2014
The original consolidated financial statements included herein are in the Indonesian language.
5.901.122
7.391.756
7.391.756
189
189
Modal
disetor
lainnya/
Other paidup capital
(12.228)
(116.646)
(104.418)
(104.418)
(104.418)
5.625
24.205
24.205
24.205
(18.580)
Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang tidak terpisahkan
dari laporan keuangan konsolidasian secara keseluruhan.
31
Penambahan kepentingan non-pengendali

dan wajib
31,32

tahun berjalan
2c,2j,8e,
15e,47
2c,2l,10,47
5.901.122
Modal saham/
Share capital
Kerugian yang belum direalisasi

atas efek-efek dan Obligasi
Pemerintah dalam kelompok


setelah pajak

tahun berjalan
Catatan/
Notes
Tambahan
modal
disetor/
Additional
paid-up
capital
17.833.266
(1.203.640)
(40.118)
4.041.684
4.041.684
15.035.340
31.251.473
(1.203.640)
3.961.471
(80.213)
(104.418)
24.205
4.041.684
28.493.642
301.510
(53.444)
115.282
(2.354)
(1.983)
(371)
117.636
239.669
Kepentingan
nonpengendali/
Noncontrolling
interests

for the year

income
Unrealized loss on available

for sale marketable
securities and Government
Bonds - net

instruments for
cash flow hedge

net of tax

for the year
31.552.983
(1.257.084)

and legal reserve
3 Addition to non-controlling interests
4.076.753
(82.567)
(106.401)
23.834
4.159.320
28.733.311
Jumlah
ekuitas/
Total equity

236.161
40.118
196.043
Komponen ekuitas lainnya/Other equity

components
atas efek-efek,
Bagian
Obligasi Pemerintah, dan
efektif atas
Saldo laba/
investasi dalam saham
perubahan nilai
dalam kelompok tersedia wajar instrumen
Retained earnings
untuk dijualderivatif untuk
lindung nilai arus
neto/Unrealized
kas/ Effective
Sudah
gains/(losses) on
ditentukan
Belum
portion on fair
available-for-sale
ditentukan
value changes of penggunaan
marketable securities,
nya/
penggunaanderivative
Government
nya/UnapproApproinstruments for
Bonds, and
investments in shares-net cash flow hedges
priated
priated
Jumlah
sebelum
kepentingan
nonpengendali/
Total before
noncontrolling
interests

AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY (continued)
For the Year ended
31 December 2014
Atribusi kepada pemilik entitas induk/Attributable to equity holders of the parent entity

DAN ENTITAS ANAK
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN (lanjutan)
31 Desember 2014

DAN ENTITAS ANAK
LAPORAN ARUS KAS KONSOLIDASIAN
31 Desember 2014
Arus kas dari kegiatan operasi:

Pendapatan bunga, provisi, dan komisi
Penerimaan dari transaksi pembiayaan
konsumen
Pengeluaran untuk transaksi pembiayaan
konsumen baru
Pembayaran bunga, provisi, dan komisi
Pembayaran bunga dari efek yang diterbitkan
Penerimaan dari kegiatan asuransi
Pendapatan operasional lainnya
(Kerugian)/keuntungan atas transaksi mata
uang asing - neto
Beban operasional lainnya
Beban bukan operasional - neto
Arus kas sebelum perubahan
dalam aset dan liabilitas operasi
Perubahan dalam aset dan liabilitas
operasi:
Penurunan/(kenaikan) aset
operasi:
Penempatan pada bank lain dan
Bank Indonesia - jatuh tempo
lebih dari 3 bulan sejak
tanggal perolehan
Efek-efek dan Obligasi Pemerintah diperdagangkan
Efek yang dibeli dengan janji
dijual kembali
Pinjaman yang diberikan
Investasi sewa pembiayaan
Beban dibayar dimuka dan
aset lain-lain
Kenaikan/(penurunan) liabilitas
operasi:
Simpanan nasabah:
- Giro
- Tabungan
- Deposito berjangka
Beban yang masih harus dibayar
dan liabilitas lain-lain
Pembayaran pajak penghasilan
selama tahun berjalan
Kas neto diperoleh dari
kegiatan operasi
Catatan/
Notes

AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF CASH FLOWS
For the Year ended
31 December 2014
2014
2013
Cash flows from operating activities:
13.091.755
16.496.612
31.419.987
27.566.425
(19.886.838)
(27.727.749)
(8.754.125)
(5.836.440)
(553.367)
446.638
2.645.867
(1.187.256)
758.993
3.277.844
(37.792)
(8.995.080)
(210.159)
324.753
(8.884.562)
(78.163)
Interest income, fees, and commissions

Receipts from consumer financing
transactions
Payments of new consumer
financing transactions
Payments of interest, fees, and
commissions
Payments of interests
on securities issued
Receipts from insurance operation
Other operating income
(Losses)/gains from foreign
Other operating expenses
Non-operating expenses - net
9.166.886
4.710.457
Cash flows before changes in

operating assets and liabilities
(1.527.512)
244.647
(455.028)
(12.018)
(540.541)
(7.369.646)
(419.798)
783.752
(13.243.487)
(1.260.230)
447.216
(194.536)
2.050.862
3.027.783
1.926.974
730.417
5.411.282
4.742.990
5.178.325
(1.129.263)
(214.974)
1.769
(1.322.196)
(1.561.180)
5.500.443
3.672.508

Changes in operating assets

and liabilities:
Decrease/(increase) in operating
assets:
Placements with other banks
and Bank Indonesia maturing more than 3 months
from the date of acquisition
Marketable securities and
Government Bonds - trading
Securities purchased under
resale agreements
Loans
Investment in finance leases
Prepayments and other assets
Increase/(decrease) in
operating liabilities:
Deposits from customers:
Current accounts Savings Time deposits Deposits from other banks
Income tax paid during
the year
Net cash provided by
operating activities


AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF CASH FLOWS
(continued)
For the Year ended
31 December 2014

DAN ENTITAS ANAK
LAPORAN ARUS KAS KONSOLIDASIAN (lanjutan)
31 Desember 2014
Catatan/
Notes
Arus kas dari kegiatan investasi:
Penerimaan dari efek-efek dan Obligasi
Pemerintah yang dijual dan telah
jatuh tempo - dimiliki hingga
jatuh tempo dan tersedia untuk dijual
Pembelian efek-efek dan Obligasi
Pemerintah - dimiliki hingga jatuh tempo
dan tersedia untuk dijual
Perolehan aset tetap dan perangkat lunak
Hasil penjualan aset tetap
Penerimaan hasil investasi
Penempatan deposito
Penerimaan dividen kas
Kas neto digunakan untuk
kegiatan investasi
Arus kas dari kegiatan pendanaan:
Penurunan efek yang dijual
dengan janji dibeli kembali
Pembayaran pokok obligasi
Penerimaan dari penerbitan obligasi
Pembayaran dividen tunai
Penerimaan pinjaman dalam rangka
pembiayaan bersama
Pembayaran pinjaman dalam rangka
pembiayaan bersama
(Penurunan)/kenaikan pinjaman yang diterima
Kas neto (digunakan untuk)/diperoleh
dari kegiatan pendanaan
17,18,56
18
2014
2013
10.848.826
7.588.719
(12.009.635)
(852.717)
83.962
281.202
(318.100)
803
(9.558.586)
(887.286)
67.367
195.001
(16.758)
4.977
(1.965.659)
(2.606.566)
Cash flows from investing activities:

Proceeds from sales of and matured
marketable securities and Government
Bonds - held-to-maturity and
available-for-sale
Acquisition of marketable securities
and Government Bonds - held-tomaturity and available-for-sale
Acquisition of fixed assets and softwares
Proceeds from sale of fixed assets
Receipt from investment
Placement in deposits
Receipt of cash dividends
Net cash used in
investing activities
Cash flows from financing activities:
Decrease in securities sold
under repurchase agreements
Payments of principal on bonds issued
Proceeds from bonds issuance
Payments of cash dividends
Proceeds from borrowings in
relation to joint financing
Repayment of borrowings
in relation to joint financing
(Decrease)/increase in borrowings
(9.245)
(3.331.000)
3.286.351
(1.071.057)
(289.443)
(4.787.000)
4.704.695
(1.257.084)
11.998.043
11.307.302
(10.588.181)
(2.981.491)
(8.756.219)
2.497.277
(2.696.580)
3.419.528
Net cash (used in)/provided by

financing activities
838.204
4.485.470
Net increase in cash

and cash equivalents
Kas dan setara kas pada

awal tahun
24.518.596
20.033.126
Cash and cash equivalents at

beginning of the year

akhir tahun
25.356.800
24.518.596

end of the year
2.856.242
10.268.357
4.860.602
2.943.909
9.261.322
5.337.981
7.371.599
6.975.384
Cash and cash equivalents consist of:

Cash
Current accounts with other banks
Indonesia - maturing within 3 months
25.356.800
24.518.596
Total cash and cash equivalents
Kenaikan kas dan

setara kas - neto
Kas dan setara kas terdiri dari:

Kas
Giro pada bank lain
Indonesia - jatuh tempo sampai dengan
3 bulan sejak tanggal perolehan
Jumlah kas dan setara kas
2b
4
5
6




DAN ENTITAS ANAK
CATATAN ATAS LAPORAN
KEUANGAN KONSOLIDASIAN
dan untuk Tahun yang Berakhir pada Tanggal tersebut
1.
UMUM
a.

AND SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
and for the Year Then Ended
1.
Pendirian dan informasi umum Bank
GENERAL
a.
Establishment and general information of the

Bank
PT Bank Danamon Indonesia Tbk (Bank),

berkedudukan di Jakarta, didirikan pada tanggal
16Juli 1956 berdasarkan akta notaris Meester Raden
Soedja, S.H. No. 134. Akta pendirian ini disahkan oleh
Menteri Kehakiman Republik Indonesia dengan Surat
Keputusan No. J.A.5/40/8 tanggal 24 April 1957 dan
telah diumumkan dalam Tambahan No. 664, pada
Berita Negara Republik Indonesia No. 46 tanggal
7 Juni 1957.
PT Bank Danamon Indonesia Tbk (the Bank),

domiciled in Jakarta, was established on 16 July
1956 based on the notarial deed No. 134 of Meester
Raden Soedja, S.H. The deed of establishment was
ratified by the Minister of Justice of the Republic of
Indonesia in its decision letter No. J.A.5/40/8 dated
24 April 1957 and was published in Supplement
No. 664 to the State Gazette of Republic of
Indonesia No. 46 dated 7June 1957.
Bank memperoleh izin usaha sebagai bank umum,

bank devisa, dan bank yang melakukan kegiatan
berdasarkan
prinsip
Syariah
masing-masing
berdasarkan surat keputusan Menteri Keuangan
No. 161259/U.M.II tanggal 31 Desember 1958, surat
keputusan
Direksi
Bank
Indonesia
(BI)
No. 21/10/Dir/UPPS tanggal 5 November 1988 dan
Surat Direktorat Perizinan dan Informasi Perbankan
No. 3/744/DPIP/Prz tanggal 31Desember 2001.
The Bank obtained a license as a commercial bank,

a foreign exchange bank, and a bank engaged in
activities based on Sharia principles based on the
decision letter No. 161259/U.M.II of the Minister of
Finance dated 31 December 1958, the decision
letter No. 21/10/Dir/UPPS of the Board of Directors
of Bank Indonesia (BI) dated 5November 1988
and the letter of the Directorate of Licensing and
Banking Information No. 3/744/DPIP/Prz dated
31 December 2001, respectively.
Anggaran Dasar Bank telah mengalami beberapa kali

perubahan,
perubahan
terakhir
dilakukan
sehubungan dengan (i) pernyataan kembali seluruh
pasal dalam Anggaran Dasar Perseroan melalui akta
notaris No. 27 tanggal 30 Maret 2011, yang dibuat di
hadapan P. Sutrisno A. Tampubolon, S.H., M.Kn,
Notaris di Jakarta, yang telah diterima serta dicatat
dalam Database Sistem Administrasi Badan Hukum
Kementerian Hukum dan Hak Asasi Manusia
Republik Indonesia
No. AHU-AH.01.10-12461
tanggal 27 April 2011 dan pemberitahuan perubahan
telah diterima oleh Kantor Pendaftaran Perusahaan
Kotamadya Jakarta Selatan pada tanggal 15 Juni
2011, dan (ii) penambahan modal ditempatkan dan
disetor Bank dalam rangka Penawaran Umum
Terbatas V dengan menerbitkan Hak Memesan Efek
Terlebih Dahulu dengan akta notaris No.12 tanggal
12 Oktober 2011, yang dibuat di hadapan Fathiah
Helmi S.H., Notaris di Jakarta, yang telah diterima
serta dicatat dalam Database Sistem Administrasi
Badan Hukum Kementerian Hukum dan Hak Asasi
Manusia Republik Indonesia No. AHU-AH.01.1032958, tertanggal
13 Oktober 2011 dan
pemberitahuan perubahan telah diterima oleh Kantor
Pendaftaran Perusahaan Kotamadya Jakarta Selatan
tanggal 22 Desember 2011.
The Banks Articles of Association has been

amended several times, the latest amendment was
made in relation to (i) the restatement of all articles in
the Companys Articles of Association by notarial
deed No. 27 dated 30 March 2011, made before
P. Sutrisno A. Tampubolon, S.H., M.Kn, Notary in
Jakarta, which had been received and registered in
the Legal Entity Administrative System Database of
the Ministry of Law and Human Rights of the
Republic of Indonesia No. AHU-AH.01.10-12461
dated 27 April 2011 and the notification of such
amendment had been received by the Company
Registration Office of South Jakarta district on
15 June 2011, and (ii) the increase of issued and
paid-up capital in conjunction with Limited Public
Offering V by issuing the Pre-emptive Rights by
notarial deed No.12 dated 12 October 2011, made
before Fathiah Helmi S.H., Notary in Jakarta, which
had been received and registered in the Legal Entity
Administrative System Database of the Ministry of
Law and Human Rights of the Republic of Indonesia
No. AHU-AH.01.10-32958 dated 13 October 2011
and the notification of such amendment had been
received by the Company Registration Office of
South Jakarta district on 22 December 2011.


DAN ENTITAS ANAK
1.
UMUM (lanjutan)
a.

AND SUBSIDIARIES
1.
Pendirian dan informasi umum Bank (lanjutan)
GENERAL (continued)
a.
Establishment and general information of the

Bank (continued)
Sesuai dengan pasal 3 Anggaran Dasar Bank, ruang

lingkup kegiatan Bank adalah menjalankan kegiatan
usaha di bidang perbankan sesuai dengan undangundang dan peraturan yang berlaku, dan melakukan
kegiatan perbankan lainnya berdasarkan prinsip
Syariah. Bank mulai melakukan kegiatan berdasarkan
prinsip Syariah tersebut sejak tahun 2002.
According to article 3 of the Banks Articles of

Association, the Banks scope of activities is to
engage in general banking services in accordance
with prevailing laws and regulations, and to engage
in other banking activities based on Sharia
principles. The Bank started its activities based on
the Sharia principles since 2002.
Sejak Maret 2004, Bank mulai melakukan kegiatan

usaha mikro dengan nama Danamon Simpan Pinjam.
Since March 2004, the Bank has started to engage

in micro business under the name Danamon Simpan
Pinjam.
Kantor pusat Bank berlokasi di gedung Menara Bank

Danamon, Jalan Prof. Dr. Satrio Kav. E4 No.6 Mega
Kuningan,
Jakarta.
Pada
tanggal
31 Desember 2014, Bank mempunyai cabangcabang dan kantor-kantor pembantu sebagai berikut:
The Banks head office is located at Menara Bank

Danamon building, Jalan Prof. Dr. Satrio Kav. E4
No. 6, Mega Kuningan, Jakarta. As of
31 December 2014, the Bank had the following
branches and representative offices as follows:
Jumlah/Total*
Kantor cabang utama konvensional
Kantor cabang pembantu konvensional dan
Danamon Simpan Pinjam
Kantor cabang utama dan kantor cabang
pembantu Syariah
Conventional main branches

Conventional sub-branches and
Danamon Simpan Pinjam
Sharia branches
and sub-branches
75
1.286
52
as approved by Bank Indonesia (BI)*
*sesuai ijin Bank Indonesia (BI)
The conventional and Sharia branches and subbranches are located in various major business
centres throughout Indonesia.
Seluruh kantor cabang, kantor cabang pembantu, dan

kantor cabang Syariah berlokasi di berbagai pusat
bisnis yang tersebar di seluruh Indonesia.
b.
Penawaran umum saham Bank
b.
Pada tanggal 8 Desember 1989, berdasarkan Izin

Menteri Keuangan No. SI-066/SHM/MK.10/1989
tertanggal 24 Oktober 1989, Bank melakukan
Penawaran Umum Perdana atas 12.000.000 saham
dengan nilai nominal Rp1.000 per saham (nilai
penuh). Pada tanggal 8 Desember 1989, seluruh
saham ini telah dicatatkan di Bursa Efek Jakarta
(sekarang bernama Bursa Efek Indonesia setelah
digabungkan dengan Bursa Efek Surabaya).
Public offering of the Banks shares

On 8 December 1989, based on the license from the
Minister of Finance No. SI-066/SHM/MK.10/1989
dated 24 October 1989, the Bank undertook an
Initial Public Offering (IPO) of 12,000,000 shares
with par value of Rp1,000 per share (full amount).
On 8 December 1989, these shares were listed at
the Jakarta Stock Exchange (known as Indonesia
Stock Exchange, after being merged with the
Surabaya Stock Exchange).


DAN ENTITAS ANAK
1.
UMUM (lanjutan)
b.

AND SUBSIDIARIES
1.
Penawaran umum saham Bank (lanjutan)
GENERAL (continued)
b.
Public offering of the Banks shares (continued)
Setelah itu, Bank melakukan penambahan jumlah

saham-saham terdaftar melalui saham bonus,
Penawaran Umum Terbatas dengan Hak Memesan
Efek Terlebih Dahulu (Rights Issue) I, II, III, IV, dan V
dan
dalam
rangka
Program
Kompensasi
Karyawan/Manajemen Berbasis Saham (E/MSOP).
Subsequently, the Bank increased its listed shares

through bonus shares, Limited Public Offerings with
Pre-emptive Rights (Rights Issue) I, II, III, IV, and V
and through Employee/Management Stock Option
Program (E/MSOP).
Bank menerima Surat Pemberitahuan Efektif

No. S-2196/PM/1993 dari Badan Pengawasan Pasar
Modal dan Lembaga Keuangan (Bapepam dan
LK), dahulu bernama Badan Pengawas Pasar
Modal
(Bapepam),
sehubungan
dengan
Penawaran Umum Terbatas I dengan Hak
Memesan Efek Terlebih Dahulu pada tanggal
24 Desember 1993.
The
Bank
received
Effective
Letter
No.S-2196/PM/1993 from Capital Market and
Financial Institution Supervisory Board (Bapepam
and LK), previously Capital Market Supervisory
Board (Bapepam), in conjunction with Limited
Public Offering I with Pre-emptive Rights on
24 December 1993.

No. S-608/PM/1996 dari Bapepam dan LK, dahulu
bernama Bapepam, sehubungan dengan Penawaran
Umum Terbatas II dengan Hak Memesan Efek
Terlebih Dahulu pada tanggal 29 April 1996.
The
Bank
received
Effective
Letter
No. S-608/PM/1996 from Bapepam and LK,
previously Bapepam, in conjunction with Limited
Public Offering II with Pre-emptive Rights on
29 April 1996.

No. S-429/PM/1999 dari Bapepam dan LK, dahulu
bernama Bapepam, sehubungan dengan Penawaran
Umum Terbatas III dengan Hak Memesan Efek
Terlebih Dahulu pada tanggal 29 Maret 1999.
The
Bank
received
Effective
Letter
No. S-429/PM/1999 from Bapepam and LK,
previously Bapepam, in conjunction with Limited
Public Offering III with Pre-emptive Rights on
29 March 1999.

No. S-2093/BL/2009 dari Bapepam dan LK
sehubungan dengan Penawaran Umum Terbatas IV
dengan Hak Memesan Efek Terlebih Dahulu pada
tanggal 20 Maret 2009.
The
Bank
received
Effective
Letter
No. S-2093/BL/2009 from Bapepam and LK in
conjunction with Limited Public Offering IV with Preemptive Rights on 20 March 2009.
Bank menerima Surat Pemberitahuan Efektif No. S9534/BL/2011 dari Bapepam dan LK sehubungan
dengan Penawaran Umum Terbatas V dengan Hak
Memesan Efek Terlebih Dahulu pada tanggal
24 Agustus 2011.
The
Bank
received
Effective
Letter
No. S-9534/BL/2011 from Bapepam and LK in
conjunction with Limited Public Offering V with Preemptive Rights on 24 August 2011.


DAN ENTITAS ANAK
1.

AND SUBSIDIARIES
UMUM (lanjutan)
b.
1.
GENERAL (continued)
b.
Sesuai dengan akta notaris No. 55 tanggal

24 Agustus 2011 yang dibuat di hadapan Fathiah
Helmi, S.H., Notaris di Jakarta, para pemegang
saham Bank melalui Rapat Umum Pemegang Saham
Luar Biasa (RUPSLB) pada tanggal 24 Agustus
2011 telah menyetujui rencana untuk melakukan
Penawaran Umum Terbatas dengan Hak Memesan
Efek Terlebih Dahulu (Rights Issue) V, dengan jumlah
saham baru yang akan dikeluarkan oleh Bank
sebanyak-banyaknya 1.162.285.399 saham seri B.
Sesuai dengan Daftar Pemegang Saham pada
tanggal 26 September 2011 yang merupakan tanggal
penjatahan Rights Issue tersebut di atas, jumlah
saham baru yang dikeluarkan dalam rangka Rights
Issue V adalah sebanyak 1.162.285.399 saham seri
B.
In accordance with notarial deed No. 55 dated

24 August 2011 of Fathiah Helmi, S.H., Notary in
Jakarta, the Banks shareholders through the
Extraordinary General Meeting of Shareholders
(EGMS) dated 24 August 2011 approved the
Banks plan to conduct the Limited Public Offering
with pre-emptive rights (Rights Issue) V, with the
approved maximum new shares issued by the Bank
of 1,162,285,399 B series shares. In accordance
with the Shareholders Register dated 26 September
2011, an allotment date of the above Rights Issue,
the total new shares issued in conjunction with
Rights Issue V was 1,162,285,399 B series shares.
Berikut adalah kronologis pencatatan saham Bank

pada bursa efek di Indonesia sejak Penawaran
Umum Perdana:
The chronological overview of the Banks issued

shares on the stock exchanges in Indonesia since
the Initial Public Offering is as follows:
Saham yang berasal dari Penawaran Umum

Perdana pada tahun 1989
Saham pendiri
Saham bonus yang berasal dari kapitalisasi
tambahan modal disetor - agio saham
pada tahun 1992
Saham yang berasal dari Penawaran
Umum Terbatas dengan Hak Memesan
Efek Terlebih Dahulu (Rights Issue) I
pada tahun 1993
Saham bonus yang berasal dari kapitalisasi
tambahan modal disetor - agio saham
pada tahun 1995
Umum Terbatas dengan Hak Memesan
Efek Terlebih Dahulu (Rights Issue) II
pada tahun 1996
Saham pendiri pada tahun 1996
Saham yang berasal dari perubahan nilai
nominal saham pada tahun 1997
Peningkatan nilai nominal saham
menjadi Rp10.000 (nilai penuh)
per saham melalui pengurangan
jumlah saham (reverse stock split)
pada tahun 2001
menjadi Rp50.000 (nilai penuh)
pada tahun 2003
Jumlah saham seri A pada tanggal
31 Desember 2014 (Catatan 29)
Saham Seri A/
A Series Shares
12.000.000
22.400.000
34.400.000
Shares from Initial Public Offering in 1989

Founders shares
Bonus shares from capitalisation
of additional paid-up capital - capital
paid in excess of par value in 1992
112.000.000
Shares from Limited Public Offering with

Pre-emptive Rights (Rights Issue) I in 1993
Bonus shares from capitalisation of additional
paid-up capital - capital paid in excess of
par value in 1995
560.000.000
155.200.000

Pre-emptive Rights (Rights Issue) II in 1996
Founders shares in 1996
224.000.000
1.120.000.000
2.240.000.000
Shares resulting from stock split in 1997
: 20
Increase in par value to

Rp10,000 (full amount) per share
through reduction in total number
of shares (reverse stock split)
in 2001
Rp50,000 (full amount) per share
in 2003
Total A series shares
as of 31 December 2014 (Note 29)
112.000.000
:5
22.400.000
22.400.000


DAN ENTITAS ANAK
1.
UMUM (lanjutan)
b.
1.

Umum Terbatas dengan Hak
Memesan Efek Terlebih Dahulu
(Rights Issue) III pada tahun 1999
Saham yang diterbitkan dalam rangka
penggabungan usaha dengan PDFCI
pada tahun 1999
penggabungan usaha dengan Bank Tiara
pada tahun 2000
penggabungan usaha dengan 7 BTO*
(Taken-Over Banks) lainnya pada
tahun 2000
menjadi Rp100 (nilai penuh)
pada tahun 2001
menjadi Rp500 (nilai penuh)
pada tahun 2003
(Rights Issue) IV pada tahun 2009
(Rights Issue) V pada tahun 2011
Program Kompensasi Karyawan/
Manajemen Berbasis Saham (tahap I-III)
- 2005
- 2006
- 2007
- 2008
- 2009
- 2010
- 2011
Jumlah saham seri B pada tanggal
31 Desember 2014 (Catatan 29)

AND SUBSIDIARIES
GENERAL (continued)
b.
Saham Seri B/
B Series Shares
Pre-emptive Rights (Rights Issue) III in 1999
215.040.000.000
Shares issued in connection with the Banks

merger with the former PDFCI in 1999
Shares issued in connection with the
Banks merger with Bank Tiara
in 2000
45.375.000.000
35.557.200.000
Shares issued in connection

with the Banks merger with 7 Taken-Over
Banks* (BTOs) in 2000
192.480.000.000
488.452.200.000
: 20
4.884.522.000
Increase in par value

to Rp100 (full amount) per share
through reduction in total number of
shares (reverse stock split)
in 2001
Rp500 (full amount) per share
in 2003
3.314.893.116
Shares from Limited Public

Offering with Pre-emptive Rights
(Rights Issue) IV in 2009
24.422.610.000
:5
13.972.000
24.863.000
87.315.900
13.057.800
29.359.300
26.742.350
5.232.500
Shares from Limited Public

Offering with Pre-emptive Rights
(Rights Issue) V in 2011
Shares issued in connection
with Employee/Management Stock
Option Program (tranche I-III)
2005 2006 2007 2008 2009 2010 2011 -
9.562.243.365
Total B series shares as of

31 December 2014 (Note 29)
1.162.285.399
* 7 BTO terdiri dari PT Bank Duta Tbk, PT Bank Rama Tbk,

PT Bank Tamara Tbk, PT Bank Nusa Nasional Tbk, PT Bank
Pos Nusantara, PT Jayabank International, dan PT Bank
Risjad Salim Internasional.
* 7 BTOs consist of PT Bank Duta Tbk, PT Bank Rama Tbk,

PT Bank Tamara Tbk, PT Bank Nusa Nasional Tbk, PT Bank
Pos Nusantara, PT Jayabank International, and PT Bank
Risjad Salim Internasional.


DAN ENTITAS ANAK
1.
UMUM (lanjutan)
c.

AND SUBSIDIARIES
1.
Entitas Anak
GENERAL (continued)
c.
Subsidiaries
The Bank has a direct ownership interest in the
following Subsidiaries:
Bank mempunyai kepemilikan langsung pada Entitas

Anak sebagai berikut:
Persentase kepemilikan/
Percentage of
ownership
Nama entitas anak/
Name of subsidiary
PT Adira Dinamika
Multi Finance Tbk
PT Asuransi Adira
Dinamika
PT Adira Quantum
Multifinance
Kegiatan usaha/
Business activity
Pembiayaan/Financing
Asuransi/Insurance
Pembiayaan/Financing
Domisili/
Domicile
Jakarta,
Indonesia
Jakarta,
Indonesia
Jakarta,
Indonesia
2014
2013
Tahun
beroperasi
komersial/
Year commercial
operations
commenced
Jumlah aset/Total
assets
2014
2013
95%
95%
1990
29.930.882 30.994.411
90%
90%
1997
4.634.693
3.936.693
99%
99%
2003
278.759
335.366
Pada tanggal 26 Januari 2004, Bank telah

menandatangani Perjanjian Jual Beli Bersyarat
(PJBB) untuk mengakuisisi 75% dari jumlah saham
yang dikeluarkan PT Adira Dinamika Multi Finance
Tbk (ADMF) dengan harga perolehan Rp850.000.
Akuisisi ini diselesaikan pada tanggal 7 April 2004.
Sesuai dengan PJBB ini, Bank berhak atas 75% dari
laba bersih ADMF sejak tanggal 1 Januari 2004.
On 26 January 2004, the Bank signed a Conditional

Sale and Purchase Agreement (CSPA) to acquire
75% of the issued shares of PT Adira Dinamika Multi
Finance Tbk (ADMF) with a purchase price of
Rp850,000. The closing date of this acquisition was
on 7 April 2004. Based on the CSPA, the Bank is
entitled to 75% of ADMFs net income starting from
1 January 2004.
Rincian aset neto yang diakuisisi dan goodwill pada

tanggal akuisisi adalah sebagai berikut:
Details of net assets acquired and goodwill as of the

acquisition date are as follows:
Jumlah aset
1.572.026
Jumlah liabilitas
Total assets
(1.241.411)
Aset neto
Total liabilities
330.615
Penyesuaian atas nilai wajar aset neto

karena pembayaran dividen
Net assets
Adjustment to fair value of net assets
due to dividend distribution
(125.000)
Nilai wajar aset neto (100%)
205.615
Fair value of net assets (100%)
Harga perolehan
850.000
Purchase price
Nilai wajar aset neto yang diakuisisi (75%)
(154.211)
Goodwill (Catatan 2t)
Fair value of net assets acquired (75%)
695.789
Berdasarkan PJBB, Bank juga memperoleh 90% hak

kepemilikan atas perusahaan terafiliasi ADMF,
PT Asuransi Adira Dinamika (AI), dan PT Adira
Quantum Multifinance (AQ).
Goodwill (Note 2t)

Based on the CSPA, the Bank is also entitled to 90%
ownership of the affiliated companies of ADMF,
PT Asuransi Adira Dinamika (AI), and PTAdira
Quantum Multifinance (AQ).


DAN ENTITAS ANAK
1.
UMUM (lanjutan)
c.

AND SUBSIDIARIES
1.
Entitas Anak (lanjutan)
GENERAL (continued)
c.
Subsidiaries (continued)
Pada tanggal 26 Januari 2004, Bank juga telah

menandatangani Perjanjian Call Option, yang terakhir
diubah dengan Fourth Amendment to the Amended
and Restated Call Option Agreement tertanggal
22 Desember 2006. Berdasarkan Perjanjian Call
Option tersebut, Bank berhak untuk membeli sampai
dengan 20%, dari jumlah saham yang dikeluarkan
oleh ADMF pada harga tertentu yang telah disetujui.
Call option ini jatuh tempo pada tanggal 30 April 2009.
Pada tanggal 8 April 2009, Bank telah
menandatangani Extensions to the Amended and
Restated
Call
Option
Agreement
yang
memperpanjang jatuh tempo Call Option menjadi
tanggal 31 Juli 2009. Pada tanggal penerbitan Call
Option, Bank membayar premi sebesar Rp186.875
atas call option ini.
On 26 January 2004, the Bank also signed a Call

Option Agreement, which was then amended by the
Fourth Amendment to the Amended and Restated
Call Option Agreement dated 22 December 2006.
Based on the Call Option Agreement, the Bank has a
right to purchase up to 20%, of the remaining total
issued shares of ADMF at an approved predetermined strike price. This call option expired on
30 April 2009. On 8 April 2009, the Bank signed
Extension to the Amended and Restated Call Option
Agreement which extended the Call Option expiry
date to 31 July 2009. On the Call Option issuance
date, the Bank paid a premium of Rp186,875 for this
call option.
Pada tanggal 22 November 2005, BI memberikan

persetujuan formal atas penyertaan modal pada
ADMF dengan porsi kepemilikan saham sebesar
95%.
On 22 November 2005, BI gave a formal approval

on the 95% ownership investment in ADMF.
Pada tanggal 9 Juli 2009, Bank telah mengeksekusi

call option-nya untuk membeli 20% saham ADMF
dengan nilai akuisisi sebesar Rp1.628.812, dimana
jumlah ini termasuk premi yang telah dibayar untuk call
option sebesar Rp186.875. Dengan demikian, sejak
tanggal 9 Juli 2009, Bank telah memiliki 95% saham
ADMF dan berhak atas tambahan 20% dari laba bersih
ADMF sejak tanggal 1 Januari 2009. Anggaran Dasar
ADMF telah mengalami beberapa kali perubahan,
perubahan terakhir dengan akta notaris P. Sutrisno A.
Tampubolon, S.H., M.Kn. No. 6 tanggal 7 Mei 2012
yang dilakukan sehubungan dengan perubahan
Pasal 1 ayat 1, penambahan kegiatan usaha yang
dimuat dalam Pasal 3 ayat 2, dan penambahan
ketentuan dalam anggaran dasar mengenai Dewan
Pengawas Syariah yang dimuat dalam Pasal 17
Anggaran Dasar ADMF, yang telah diterima serta
dicatat dalam Database Sistem Administrasi Badan
Hukum Kementerian Hukum dan Hak Asasi Manusia
Republik Indonesia No. AHU-26913.AH.01.02 Tahun
2012 tanggal 21 Mei 2012, dan telah diumumkan
dalam Tambahan No. 33952 pada Berita Negara
Republik Indonesia No. 38 tanggal 10 Mei 2013.
On 9 July 2009, the Bank had executed its call

option to buy 20% of ADMFs shares with acquisition
cost of Rp1,628,812, which amount included the
payment for call option of Rp186,875. Therefore,
since 9 July 2009, the Bank had owned 95% of
ADMFs shares and had been entitled additionally to
20% of ADMFs net profit since 1 January 2009.
ADMFs Articles of Association has been amended
several times, the latest amendment of which was
effected by notarial deed No. 6 dated 7 May 2012
by P. Sutrisno A. Tampubolon, S.H., M.Kn., was
made in relation to the amendment of article 1
paragraph 1, additional business activity as
stipulated in article 3 paragraph 2, additional
provisions in the Articles of Association regarding the
Sharia Supervisory Board as stipulated in article 17
of the ADMFs Articles of Association, which had
been received and registered in the Legal Entity
Administrative System Database of the Ministry of
No. AHU-26913 AH.01.02 Year 2012 dated 21 May
2012 and was published in Supplement
No. 33952 to the State Gazette of the Republic of
Indonesia No. 38 dated 10 May 2013.


DAN ENTITAS ANAK
1.
UMUM (lanjutan)
c.

AND SUBSIDIARIES
1.
GENERAL (continued)
c.
Rincian aset neto yang diakuisisi dan goodwill pada

tanggal eksekusi adalah sebagai berikut:
Jumlah aset
Details of net assets acquired and goodwill as of the
exercise date are as follows:
3.592.024
Jumlah liabilitas
Total assets
(1.642.021)
Total liabilities
Nilai wajar aset neto (100%)
1.950.003
Fair value of net assets (100%)
Harga perolehan
1.628.812
Purchase price
Nilai wajar aset neto yang diakuisisi (20%)
(390.000)
Fair value of net assets acquired (20%)
1.238.812
Goodwill (Note 2t)
Konsolidasi atas AI dan AQ telah dilakukan sejak April

2006 setelah diperolehnya surat persetujuan atas
penyertaan modal dari BI.
Consolidation with AI and AQ had been performed

starting April 2006 upon receiving a written approval
for the capital investment from BI.
Pada tanggal 12 Desember 2007, penegasan

perjanjian jual beli saham AQ sudah ditandatangani.
Penegasan dan persetujuan atas transaksi tersebut
telah diperoleh dalam Rapat Umum Pemegang
Saham Tahunan (RUPST) AQ seperti termuat
dalam Akta Pernyataan Keputusan Rapat No. 15
tanggal 13 Juni 2008 yang dibuat di hadapan
Catherina Situmorang, S.H., Notaris di Jakarta dan
telah disetujui oleh Menteri Hukum dan Hak Asasi
Manusia Republik Indonesia dengan Surat Keputusan
No. AHU-AH.01.10-18248 tanggal 18 Juli 2008.
On 12 December 2007, the confirmation of sales

and purchase of shares agreement for AQ had been
signed. Confirmation and approval for such
transaction had been obtained from the Annual
General Meeting of Shareholders (AGMS) of AQ
as stipulated on Deed No. 15 dated 13 June 2008 of
Catherina Situmorang, S.H., Notary in Jakarta and
its amendment had been approved by the Ministry of
in a Decree Letter No. AHU-AH.01.10-18248 dated
18 July 2008.


DAN ENTITAS ANAK
1.
UMUM (lanjutan)
c.

AND SUBSIDIARIES
1.
GENERAL (continued)
c.
BI dalam suratnya tertanggal 31 Desember 2008 telah

menyetujui rencana Bank untuk meningkatkan porsi
kepemilikan atas AQ dari 90% menjadi 99% dan
melakukan penambahan modal disetor AQ menjadi
Rp100.000. Lebih lanjut, pada tanggal 23 April 2009,
Bank dan ADMF telah menandatangani perjanjian jual
beli saham dengan pemegang saham minoritas AQ
dimana pemegang saham minoritas setuju untuk
menjual, mengalihkan, dan memindahkan 900 lembar
dan 100 lembar saham setara dengan 9% dan 1%
dari keseluruhan saham AQ kepada Bank dan ADMF
yang telah dilaksanakan pada bulan Mei 2009.
Dengan demikian, kepemilikan Bank dan ADMF atas
AQ meningkat sebesar 10%. Penegasan dan
persetujuan atas transaksi pengalihan dari RUPS AQ
telah dimuat dalam Akta Pernyataan Keputusan
Pemegang Saham No. 12 tanggal 15 Mei 2009
dibuat oleh P. Sutrisno A. Tampubolon, S.H., M.Kn.,
Notaris di Jakarta, yang telah diterima serta dicatat
dalam Database Sistem Administrasi Badan Hukum
Kementerian Hukum dan Hak Asasi Manusia
Republik Indonesia No. AHU-AH.01.10-10739 tanggal
17 Juli 2009.
BI in its letter dated 31 December 2008 had

approved the Banks plan to increase its ownership
in AQ from 90% to 99% and increase AQs share
capital to become Rp100,000. Further, on 23 April
2009, the Bank and ADMF entered into a sale and
purchase of shares agreement with minority
shareholders of AQ whereby minority shareholders
agreed to sell, transfer, and assign 900 shares and
100 shares constituting 9% and 1% of the total
issued shares of AQ to the Bank and ADMF which
had been executed in May 2009. As a result, the
Bank and ADMF increased their ownership in AQ by
10%. Confirmation and approval for such transfer
transaction had been obtained from AGMS of AQ
stipulated on Deed No.12 dated 15 May 2009 by P.
Sutrisno A. Tampubolon, S.H.,M.Kn., Notary in
Jakarta, which was received and registered in Legal
Entity Administrative System Database of the
Ministry of Law and Human Rights of the Republic of
Indonesia No. AHU-AH.01.10-10739 dated 17 July
2009.
Penambahan
modal
disetor
AQ
menjadi
Rp100.000 telah dimuat dalam Akta Penyataan
Keputusan Pemegang Saham No. 29 tanggal
23 Juli 2009 dibuat oleh P. Sutrisno A. Tampubolon,
S.H., M.Kn., Notaris di Jakarta, dan telah disetujui
perubahannya oleh Menteri Hukum dan Hak Asasi
Manusia Republik Indonesia dengan Surat Keputusan
No. AHU-39039.AH.01.02 tanggal 13 Agustus 2009
dan telah diumumkan dalam Tambahan No. 9659
pada Berita Negara Republik Indonesia No. 65
tanggal 13 Agustus 2010.
The increase in AQs share capital to reach

Rp100,000 was stipulated on Deed No. 29 dated
23 July 2009 by P. Sutrisno A. Tampubolon, S.H.,
M.Kn., Notary in Jakarta, and its amendment had
been approved by the Ministry of Law and Human
Rights of the Republic of Indonesia in a Decree
Letter
No.
AHU-39039.AH.01.02
dated
13 August 2009 and was published in Supplement
No. 9659 to the State Gazette of the Republic of
Indonesia No. 65 dated 13 August 2010.
Anggaran Dasar AQ telah mengalami beberapa kali

perubahan dan yang terakhir berdasarkan Akta
Notaris P. Sutrisno A. Tampubolon S.H., M.Kn., No.
10 tanggal 10 Oktober 2014 tentang perubahan
Direksi Perusahaan. Perubahan ini telah diterima dan
dicatat oleh Menteri Hukum dan Hak Asasi Manusia
Republik
Indonesia
berdasarkan
Surat
Pemberitahuan No. AHU-35255.40.22.2014 tanggal
13 Oktober 2014.
AQs Articles of Association has been amended

several times, the latest by Notarial Deed No. 10
dated 10 October 2014 of P. Sutrisno A.
Tampubolon S.H., M.Kn., concerning the changes
related to the Board of Directors. The amendment
was received and recorded by the Ministry of Law
and Human Rights in its Letter No. AHU35255.40.22.2014 dated 13 October 2014.


DAN ENTITAS ANAK
1.
UMUM (lanjutan)
c.

AND SUBSIDIARIES
1.
GENERAL (continued)
c.
Menteri Keuangan dalam suratnya tertanggal 30 Juni

2009 telah menyetujui pengalihan kepemilikan saham
AI dari PT Adira Dinamika Investindo kepada Bank.
Pada tanggal 9 Juli 2009, PT Adira Dinamika
Investindo
telah
menandatangani
perjanjian
pengalihan 90% saham AI kepada Bank. Sehingga
saat ini Bank telah memiliki 90% saham AI.
Penegasan dan persetujuan atas transaksi
pengalihan telah diperoleh dalam RUPSLB AI seperti
termuat dalam Akta Berita Acara Rapat Umum
Pemegang Saham Luar Biasa No. 8 tanggal 9 Juli
2009 yang dibuat oleh P. Sutrisno A. Tampubolon,
S.H., M.Kn., Notaris di Jakarta, yang telah diterima
serta dicatat dalam Database Sistem Administrasi
Badan Hukum Kementerian Hukum dan Hak Asasi
Manusia Republik Indonesia No. AHU-AH.01.1012574 tanggal 7 Agustus 2009. Anggaran Dasar AI
telah mengalami beberapa kali perubahan,
perubahan terakhir dengan akta notaris Charlon
Situmeang, S.H., selaku notaris pengganti dari Pahala
Sutrisno Amijoyo Tampubolon, S.H., No. 03 tanggal 8
Agustus 2014 mengenai perubahan susunan Direksi
Perusahaan. Pemberitahuan ini telah diterima oleh
Menteri Hukum dan Hak Asasi Manusia Republik
Indonesia dalam Surat Penerimaan Pemberitahuan
Perubahan
Data
Perseroan
No.
AHU23109.40.22.2014 tanggal 8 Agustus 2014.
The Ministry of Finance in its letter dated 30 June

2009 approved the transfer of ownership of AIs
shares from PT Adira Dinamika Investindo to the
Bank. On 9 July 2009, PT Adira Dinamika Investindo
signed a transfer agreement for 90% of AIs shares
to the Bank. Therefore, currently the Bank owns
90% of AIs shares. Confirmation and approval for
such transfer transaction was obtained from EGMS
of AI as stipulated on Deed No. 8 dated 9 July 2009
by P. Sutrisno A. Tampubolon, S.H., M.Kn., Notary
in Jakarta, which was received and registered in
Database Legal Entity Administrative System of the
Ministry of Law and Human Rights of the Republic of
Indonesia No. AHU-AH.01.10-12574 dated 7 August
2009. AIs Articles of Association has been amended
several times, the latest amendment by notarial
deed No. 03 of Charlon Situmeang, S.H., as a
substitute notary of Pahala Sutrisno Amijoyo
Tampubolon, S.H., dated 8 August 2014 regarding
the changes in the composition of the Companys
Directors. This notification was received by the
Minister of Laws and Human Rights of the Republic
of Indonesia in its Letter of Receipt of the
Announcement of Changes in Data of the Company
No. AHU-23109.40.22.2014 dated 8 August 2014.
BI dalam suratnya tertanggal 14 Desember 2010 telah

menyetujui rencana Bank untuk meningkatkan
penyertaan modal AI dan melakukan penambahan
modal disetor AI dari Rp15.000 menjadi
Rp100.000. Penambahan modal disetor AI menjadi
Rp100.000 telah dimuat dalam Akta Pernyataan
Keputusan Pemegang Saham No. 26 tanggal
21 Desember 2010 yang dibuat oleh Charlon
Situmeang, S.H., pengganti dari P. Sutrisno A.
Tampubolon, S.H., M.Kn., Notaris di Jakarta.
Perubahan ini telah diterima oleh Menteri Hukum dan
Hak Asasi Manusia Republik Indonesia dalam Surat
Penerimaan Pemberitahuan Data Perseroan No.
AHU-60063. AH.01.02 tanggal 27 Desember 2010.
BI in its letter dated 14 December 2010 had

approved the Banks plan to increase its ownership
in AI and increase AIs share capital from
Rp15,000 to Rp100,000. The increase in AIs share
capital to reach Rp100,000 was stipulated on Deed
No. 26 dated 21 December 2010 by Charlon
Situmeang, S.H., replacement of P. Sutrisno A.
Tampubolon, S.H., M.Kn., Notary in Jakarta. This
change was accepted by the Ministry of Law and
Human Rights of the Republic of Indonesia in its
Letter of Acceptance of the Announcement of
Changes in the Companys Data No. AHU60063.AH.01.02 dated 27 December 2010.
Konsolidasi AI dan AQ pada bulan April 2006

menyebabkan perubahan nilai penyertaan modal
pada ADMF dan perubahan nilai buku goodwill seperti
berikut ini:
Consolidation of AI and AQ in April 2006 caused a

change in the investment amount in ADMF and
change in net book value of goodwill as calculated
below:


DAN ENTITAS ANAK
1.
UMUM (lanjutan)
c.
1.
Perhitungan
awal/Initial
calculation
ADMF
saja/only
Harga perolehan
Nilai wajar aset neto yang
diakuisisi
d.

AND SUBSIDIARIES
GENERAL (continued)
c.
Sesudah konsolidasi dengan AI dan AQ/

After consolidating AI and AQ
ADMF
AI
AQ
Total
850.000
822.083
19.020
8.897
850.000
(154.211)
(154.211)
(19.020)
(8.897)
(182.128)
Purchase price
Fair value of net
assets acquired
695.789
667.872
667.872
Goodwill (Note 2t)
Dewan Komisaris dan Direksi
d.
Boards of Commissioners and Directors
Melalui Rapat Umum Pemegang Saham Tahunan

(RUPS) tanggal 7 Mei 2014, Pemegang saham
Bank telah menyetujui pengangkatan kembali
beberapa anggota Dewan Komisaris dan Direksi
Bank1), serta pengangkatan 2 (dua) Komisaris
Independen baru, yaitu Made Sukada dan Andriaan
Laoh2), dengan masa jabatan yang akan berakhir
pada saat pelaksanaan RUPS Tahunan pada tahun
2017.
In the Annual General Meeting of Shareholders

(GMS) held on 7 May 2014, the Banks
shareholders approved the reappointment of several
members of the Boards of Commissioners and
Directors of the Bank1), and the appointment of 2
(two) new Independent Commissioners, namely,
Made Sukada and Andriaan Laoh2), with the term of
office ending by the Annual GMS in 2017.
Dengan demikian, pada tanggal-tanggal 31

Desember 2014 dan 2013, susunan Dewan
Komisaris dan Direksi Bank adalah sebagai berikut:
Therefore, as of 31 December 2014 and 2013, the

composition of the Banks Boards of Commissioners
and Directors are as follows:
Komisaris Utama
Wakil Komisaris Utama
Independen
Komisaris
Komisaris Independen
Komisaris
Komisaris Independen
2014
Bpk./Mr. Ng Kee Choe
Bpk./Mr. Johanes Berchmans Kristiadi
Pudjosukanto
Bpk./Mr. Gan Chee Yen
Bpk./Mr. Manggi Taruna Habir
Bpk./Mr. Ernest Wong Yuen Weng
Bpk./Mr. Made Sukada3)
Independent Vice President
Commissioner
Commissioner
Commissioner


DAN ENTITAS ANAK
1.
UMUM (lanjutan)
d.
1.
Dewan Komisaris dan Direksi (lanjutan)
Direktur Utama
Direktur Operasional,
Usaha Kecil Menengah, dan
Usaha Perbankan Mikro
Direktur Syariah
Direktur Keuangan
Direktur Bidang Risiko
Direktur Teknologi dan
Informasi
Direktur Kepatuhan dan Hukum
(Independen)
Direktur Tresuri dan Pasar
Modal, Lembaga Keuangan
dan Transaksi Perbankan
Direktur Retail Banking dan
Kartu Kredit

AND SUBSIDIARIES
GENERAL (continued)
d.
Boards of
(continued)
2014
Bpk./Mr. Henry Ho Hon Cheong4)
Bpk./Mr. Muliadi Rahardja
Bpk./Mr. Herry Hykmanto
Ibu/Ms. Vera Eve Lim
Bpk./Mr. Satinder Pal Singh Ahluwalia
Bpk./Mr. Kanchan Keshav Nijasure
Ibu/Ms. Fransiska Oei Lan Siem5)
Bpk./Mr. Pradip Chhadva
Ibu/Ms. Michellina Laksmi Triwardhany
Commissioners
and
Directors
President Director
Operational, Small Medium
Enterprise and Micro Business
Banking Director
Sharia Director
Finance Director
Integrated Risk Director
Information and Technology
Director
Legal and Compliance Director
(Independent)
Treasury and Capital Market,
Financial Institution and Banking
Transaction Director
Retail Banking and Credit Card
Director
1)
Pada tanggal 5 Juli 2014, Khoe Minhari Handikusuma telah

mengajukan pengunduran diri sebagai Direktur.
1)
On 5 July 2014, Khoe Minhari Handikusuma tendered his

resignation on his position as Director.
2)
Pada tanggal 13 Agustus 2014, Andriaan Laoh telah mengajukan

pengunduran diri dalam pencalonannya sebagai Komisaris
(Independen).
2)
On 13 August 2014, Andriaan Laoh tendered his resignation on

his nomination as Independent Commissioner.
3)
Penetapan Made Sukada menjadi efektif melalui surat Otoritas

Jasa Keuangan No. SR-133/D.03/2014 tanggal 8 Agustus 2014.
3)
Made Sukadas appointment became effective in accordance

with the provisions of the Financial Services Authoritys letter No.
SR-133/D.03/2014 dated 8 August 2014.
4)
Pada tanggal 9 Desember 2014, Henry Ho Hon Cheong telah

mengumumkan rencana pensiun dari jabatan sebagai Direktur
Utama, efektif setelah mendapatkan persetujuan dari Pemegang
Saham pada Rapat Umum Pemegang Saham Luar Biasa
(RUPSLB).
4)
On 9 December 2014, Henry Ho Hon Cheong has announced

his plan to retire as President Director, effective upon obtaining
Shareholders approval at the Extraordinary General Meeting of
Shareholders (EGMS).
5)
Memenuhi Surat Keputusan Direksi PT Bursa Efek Indonesia No.

Kep-00001/BEI/01-2014 tanggal 20 Januari 2014 perihal
Peraturan Nomor 1-A tentang Pencatatan Saham dan Efek
Bersifat Ekuitas Selain Saham yang diterbitkan oleh Perusahaan
Tercatat, Fransiska Oei Lan Siem ditetapkan sebagai Direktur
Independen dengan RUPS Tahunan tanggal 7 Mei 2014.
5)
In compliance with the Decision of the Board of Directors of

Indonesia Stock Exchange No. Kep-00001/BEI/01-2014 dated
20 January 2014 on Rule Number I-A regarding the Listing of
Shares and Equity Securities Other Than Shares issued by
Listed Company, Fransiska Oei Lan Siem is appointed as
Independent Director by the Annual GMS dated 7 May 2014.
Komisaris Utama
Wakil Komisaris Utama
(Independen)
Komisaris (Independen)
Komisaris
Komisaris
Komisaris
2013
Pudjosukanto
Bpk./Mr. Milan Robert Shuster
Bpk./Mr. Harry Arief Soepardi Sukadis
Bpk./Mr. Benedictus Raksaka Mahi
(Independent)
Commissioner (Independent)
Commissioner
Commissioner
Commissioner


DAN ENTITAS ANAK
1.
UMUM (lanjutan)
d.
1.
Dewan Komisaris dan Direksi (lanjutan)
Direktur Utama
Direktur Operasional dan
Sumber Daya Manusia
Direktur Perbankan Korporasi
dan Usaha Kecil, Menengah
dan Komersial
Direktur Syariah
Direktur Keuangan
Direktur Bidang Risiko
Direktur Teknologi dan
Informasi
Direktur Kepatuhan dan Hukum
Direktur Tresuri dan Pasar
Modal, Lembaga Keuangan
dan Transaksi Perbankan
Direktur Retail Banking dan
Kartu Kredit
Direktur Usaha Perbankan Mikro
1)

AND SUBSIDIARIES
GENERAL (continued)
d.
Commissioners
2013
Bpk./Mr. Henry Ho Hon Cheong
Bpk./Mr. Muliadi Rahardja
Bpk./Mr. Ali Rukmijah/Ali Yong 1)
Bpk./Mr. Herry Hykmanto
Ibu/Ms. Vera Eve Lim
Bpk./Mr. Satinder Pal Singh Ahluwalia
Bpk./Mr. Kanchan Keshav Nijasure
Ibu/Ms. Fransiska Oei Lan Siem
Bpk./Mr. Pradip Chhadva
Ibu/Ms. Michellina Laksmi Triwardhany
Bpk./Mr. Khoe Minhari Handikusuma
1)
Ali Yong telah mengajukan pengunduran diri pada tanggal 6

Januari 2014.
Dewan Pengawas Syariah
and
Directors
President Director
Operational and Human Resources
Director
Corporate Banking and
Small Medium Enterprise
and Commercial Director
Sharia Director
Finance Director
Integrated Risk Director
Information and Technology
Director
Legal and Compliance Director
Treasury and Capital Market,
Financial Institution and Banking
Transaction Director
Retail Banking and Credit
Card Director
Micro Business Banking Director
Ali Yong tendered his resignation on 6 January 2014.
As of 31 December 2014, the Bank and Subsidiaries

had 42,477 permanent employees, 18,142 nonpermanent employees, and nil outsource employees
(2013: 46,976 permanent employees, 20,753 nonpermanent employees and 756 outsource
employees).
Pada tanggal 31 Desember 2014, Bank dan Entitas

Anak mempunyai 42.477 karyawan tetap, 18.142
karyawan tidak tetap, dan nihil karyawan outsource
(2013: 46.976 karyawan tetap, 20.753 karyawan tidak
tetap dan 756 karyawan outsource).
e.
Boards of
(continued)
e.
Sharia Supervisory Board
Dewan Pengawas Syariah dibentuk pertama kali

pada tanggal 1 Februari 2002, dengan masa jabatan
mengikuti masa jabatan Dewan Komisaris yang
berjalan pada saat itu. Melalui RUPS Tahunan
tanggal 7 Mei 2014, Pemegang saham Bank telah
menyetujui perpanjangan masa jabatan anggota
Dewan Pengawas Syariah yang akan berakhir pada
saat pelaksanaan RUPS Tahunan pada tahun 2017.
The Sharia Supervisory Board was first established

on 1 February 2002 with the same term of office as
the incumbent Board of Commissioners. Through
the Annual GMS dated 7 May 2014, the Banks
Shareholders agreed to extend the term of office the
members of the Sharia Supervisory Board which will
expire at the Annual GMS for the year 2017.
Dengan demikian, susunan Dewan Pengawas

Syariah pada tanggal-tanggal 31 Desember 2014 dan
2013 adalah sebagai berikut:
Therefore, the composition of the Sharia Supervisory

Board as of 31 December 2014 and 2013 is as
follows:
Ketua
Anggota
Anggota
Bpk./Mr. Prof. DR. M. Din Syamsuddin, MA.

Bpk./Mr. Drs Hasanuddin, M.A.
Bpk./Mr. Drs.H.Karnaen A. Perwataatmadja, MPA.FIIS.
Chairman
Member
Member


DAN ENTITAS ANAK
1.
UMUM (lanjutan)
f.

AND SUBSIDIARIES
1.
Komite Audit
GENERAL (continued)
f.
Audit Committee
Komite Audit dibentuk berdasarkan Peraturan

Bapepam dan LK No. IX.1.5 dan Peraturan BI
No. 8/4/PBI/2006 tanggal 30 Januari 2006 dan
No. 8/14/PBI/2006 tanggal 5 Oktober 2006 tentang
pelaksanaan Good Corporate Governance bagi Bank
Umum.
The Audit Committee was established based on

Bapepam and LK Regulation No. IX.1.5 and BI
Regulation No. 8/4/PBI/2006 dated 30 January 2006
and No. 8/14/PBI/2006 dated 5 October 2006
regarding Good Corporate Governance for
Commercial Bank.
Sehubungan dengan masa jabatan para anggota

Dewan Komisaris dan para anggota Komite Audit
telah berakhir pada saat pelaksanaan RUPS Tahunan
pada tahun 2014 dan karena 2 anggota Komite Audit
telah menjabat selama 2 kali masa jabatan secara
berturut-turut, maka dengan merujuk pada Keputusan
Sirkuler Dewan Komisaris sebagai Pengganti
Keputusan yang diambil dalam Rapat Dewan
Komisaris PT Bank Danamon Indonesia Tbk
No. KSR-Kom.Corp.Sec-015 yang berlaku efektif
sejak tanggal 1 September 2014 dan Surat
Keputusan Direksi No. KEP.DIR-Corp.Sec.-015
tanggal 1 September 2014, susunan anggota Komite
Audit pada tanggal 31 Desember 2014 adalah
sebagai berikut:
Since the term of office of the incumbent members of

the Board of Commissioners and members of the
Audit Committee had expired at the 2014 Annual
GMS and since the 2 members of the Audit
Committee have served for two consecutive terms,
therefore with reference to the Circular Resolution of
the Board of Commissioners in lieu of the
Resolutions adopted at the Board of Commissioners
meeting of PT Bank Danamon Indonesia Tbk
which
becomes
No. KSR-Kom.Corp.Sec-015
effective on 1 September 2014 and the Decree of the
Board of Directors No. KEP.DIR-Corp.Sec.-015
dated 1 September 2014, the composition of the
Audit Committee as of 31 December 2014 is as
follows:
Ketua
Anggota
Anggota
Anggota (Pihak Independen)

Pudjosukanto
Bpk./Mr. Made Sukada
Ibu/Ms. Angela Simatupang
Bpk./Mr. Yusuf Nawawi
Sesuai dengan Keputusan Sirkuler Dewan Komisaris

sebagai Pengganti Keputusan yang diambil dalam
Rapat Dewan Komisaris PT Bank Danamon
Indonesia Tbk No. KSR-Kom.Corp.Sec-018 tanggal
30 Maret 2011 dan Surat Keputusan Direksi
No. KEP.DIR-Corp.Sec.-006 tanggal 30 Maret 2011,
susunan anggota Komite Audit pada tanggal
31 Desember 2013 adalah sebagai berikut:
Ketua
Anggota
Anggota
Anggota
Chairman
Member
Member
Member (Independent Party)
In accordance with Circular Resolution of the Board

of Commissioners in lieu of the Resolutions adopted
at the Board of Commissioners meeting of PT Bank
Danamon Indonesia Tbk No. KSR-Kom.Corp.Sec018 dated 30 March 2011 and the Decree of the
dated 30 March 2011, the composition of the Audit
Committee as of 31 December 2013 is as follows:

Pudjosukanto
Bpk./Mr. Amir Abadi Jusuf
Bpk./Mr. Felix Oentoeng Soebagjo
Chairman
Member
Member
Member


DAN ENTITAS ANAK
1.
UMUM (lanjutan)
g.

AND SUBSIDIARIES
1.
Komite Pemantau Risiko
GENERAL (continued)
g.
Komite Pemantau Risiko dibentuk berdasarkan

Peraturan BI No. 5/8/PBI/2003 tanggal 19 Mei 2003,
No. 8/4/PBI/2006 tanggal 30 Januari 2006,
No. 8/14/PBI/2006 tanggal 5 Oktober 2006 dan Surat
Edaran Bank Indonesia No. 5/21/DPNP tanggal
29 September 2003.
The Risk Monitoring Committee was established

based on BI Regulation No. 5/8/PBI/2003 dated
19 May 2003, No. 8/4/PBI/2006 dated 30 January
2006, No. 8/14/PBI/2006 dated 5 October 2006 and
Bank Indonesia Circular Letter No. 5/21/DPNP dated
29 September 2003.

Indonesia Tbk No. KSR-Kom.Corp.Sec-015 yang
berlaku efektif sejak tanggal 1 September 2014 dan
Surat Keputusan Direksi No. KEP.DIR-Corp.Sec.-015
tanggal 1 September 2014 susunan anggota Komite
Pemantau Risiko pada tanggal 31 Desember 2014
adalah sebagai berikut:

Danamon Indonesia Tbk No. KSR-Kom.Corp.Sec015 which becomes effective on 1 September 2014
and the Decree of the Board of Directors
No. KEP.DIR-Corp.Sec.-015 dated 1 September
2014, the composition of the Risk Monitoring
Ketua
Anggota
Anggota

Ibu/Ms. Angela Simatupang
Bpk./Mr. Yusuf Nawawi

24 Oktober 2011 dan Surat Keputusan Direksi
No. KEP.DIR-Corp.Sec.-022 tanggal 28 November
2011, susunan anggota Komite Pemantau Risiko
pada tanggal 31 Desember 2013 adalah sebagai
berikut:
Ketua
Anggota
Anggota
Anggota
Anggota
Anggota
Chairman
Member
Member

Danamon Indonesia Tbk No. KSR-Kom.Corp.Sec043 dated 24 October 2011 and the Decree of the
dated 28 November 2011 the composition of the
Risk Monitoring Committee as of 31 December 2013
is as follows:

Bpk./Mr. Amir Abadi Jusuf
Bpk./Mr. Felix Oentoeng Soebagjo
Chairman
Member
Member
Member
Member
Member


DAN ENTITAS ANAK
1.
UMUM (lanjutan)
h.

AND SUBSIDIARIES
1.
Komite Nominasi*
GENERAL (continued)
h.
Nomination Committee*
Komite Nominasi dibentuk berdasarkan Peraturan BI

No. 8/4/PBI/2006 tanggal 30 Januari 2006 dan
No. 8/14/PBI/2006 tanggal 5 Oktober 2006.
The Nomination Committee was established based

on BI Regulation No. 8/4/PBI/2006 dated 30 January
2006 and No. 8/14/PBI/2006 dated 5 October 2006.

Nominasi pada tanggal 31 Desember 2014 adalah
sebagai berikut:
Based on the Circular Resolution of the Board of

Commissioners in lieu of the Resolutions adopted at
the Board of Commissioners meeting of PT Bank
2014, the composition of the Nomination Committee
as of 31 December 2014 is as follows:
Ketua
Anggota
Anggota
Anggota (Eksekutif)

Pudjosukanto
Ibu/Ms. Marta Jonatan

1 Februari 2013 dan Surat Keputusan Direksi
No. KEP.DIR-Corp.Sec.-006 tanggal 2 April 2013,
susunan anggota Komite Nominasi dan Remunerasi
berikut:
Ketua
Anggota
Anggota
Anggota
Anggota
Anggota
Anggota (Eksekutif)
Chairman
Member
Member
Member (Executive)

Danamon Indonesia Tbk No. KSR-Kom.Corp.Sec005 dated 1 February 2013 and the Decree of the
dated 2 April 2013, the composition of the
Nomination and Remuneration Committee as of
31 December 2013 is as follows:

Pudjosukanto
Bpk./Mr. Andang Lukitomo
Chairman
Member
Member
Member
Member
Member
Member (Executive)


DAN ENTITAS ANAK
1.
UMUM (lanjutan)
i.

AND SUBSIDIARIES
1.
Komite Remunerasi*
GENERAL (continued)
i.
Remuneration Committee*
Komite Remunerasi dibentuk berdasarkan Peraturan

BI No. 8/4/PBI/2006 tanggal 30 Januari 2006 dan No.
8/14/PBI/2006 tanggal 5 Oktober 2006.
The Remuneration Committee was established

based on BI Regulation No. 8/4/PBI/2006 dated 30
January 2006 and No. 8/14/PBI/2006 dated 5
October 2006.

Remunerasi pada tanggal 31 Desember 2014 adalah
sebagai berikut:

2014, the composition of the Remuneration
Ketua
Anggota
Anggota
Anggota (Eksekutif)

Pudjosukanto
Ibu/Ms. Marta Jonatan

1 Februari 2013 dan Surat Keputusan Direksi
No. KEP.DIR-Corp.Sec.-006 tanggal 2 April 2013,
susunan anggota Komite Nominasi dan Remunerasi
berikut:
Ketua
Anggota
Anggota
Anggota
Anggota
Anggota
Anggota (Eksekutif)
Member
Member
Member (Executive)

Danamon Indonesia Tbk No. KSR-Kom.Corp.Sec005 dated 1 February 2013 and the Decree of the
dated 2 April 2013, the composition of the
Nomination and Remuneration Committee as of

Pudjosukanto
Bpk./Mr. Andang Lukitomo
*) Keterangan:
Setelah melakukan pengkajian yang seksama, melalui Keputusan
Sirkuler Dewan Komisaris sebagai Pengganti Keputusan yang
diambil dalam Rapat Dewan Komisaris PT Bank Danamon
Indonesia Tbk No. KSR-Kom.Corp.Sec-003 tanggal 5 Maret 2014,
Dewan Komisaris melakukan pembubaran Komite Nominasi dan
Remunerasi, dan membentuk 2 komite baru, yaitu Komite
Nominasi dan Komite Remunerasi.
Chairman
Chairman
Member
Member
Member
Member
Member
Member (Executive)
*) Note:
After conducting an intensive review, with the Circular Resolution
of the Board of Commissioners in lieu of the Resolutions adopted
at the Board of Commissioners meeting of PT Bank Danamon
Indonesia Tbk No. KSR-Kom.Corp.Sec-003 dated 5 March 2014,
the Board of Commissioners dissolved the Nomination and
Remuneration Committee and subsequently established 2 new
commitees, namely, the Nomination Committee and
Remuneration Committee.


DAN ENTITAS ANAK
1.
UMUM (lanjutan)
j.

AND SUBSIDIARIES
1.
Komite Corporate Governance
GENERAL (continued)
j.
Komite Corporate Governance dibentuk pada tahun

2006 sebagai bentuk komitmen Bank dalam
melaksanakan Corporate Governance di seluruh
tingkat organisasi.
The Corporate Governance Committee was

established in 2006 as one of the Banks
commitments
on
Corporate
Governance
implementation at all levels of the organization.

Corporate Governance pada tanggal 31 Desember
2014 adalah sebagai berikut:
In accordance with the Circular Resolution of the

Board of Commissioners in lieu of the Resolution
adopted at the Board of Commissioners meeting
No. KSR-Kom.Corp.Sec-015
which
becomes
effective on 1 September 2014 and the Decree of the
dated 1 September 2014, the composition of the
Corporate
Governance
Committee
as
of
Ketua
Anggota
Anggota

Ketua
Anggota
Anggota

Pudjosukanto
Sekretaris Perusahaan
Chairman
Member
Member
In accordance with the Circular Resolution of the

Board of Commissioners in lieu of the Resolutions
adopted at Board of Commissioners meeting of
PT Bank Danamon Indonesia Tbk No. KSRKom.Corp.Sec-018 dated 30 March 2011 and the
Decree of the Board of Directors No. KEP.DIRCorp.Sec.-006 dated 30 March 2011, the
composition of the Corporate Governance

30 Maret 2011 dan Surat Keputusan Direksi
No. KEP.DIR-Corp.Sec.-006 tanggal 30 Maret 2011,
susunan anggota Komite Corporate Governance
berikut:
k.
k.
Chairman
Member
Member
Corporate Secretary
Berdasarkan Keputusan Sirkuler Direksi sebagai

Pengganti Keputusan yang diambil dalam Rapat
Direksi PT Bank Danamon Indonesia Tbk No. KSRDIR.CORP.SEC.-003 tanggal 5 Mei 2014, Sekretaris
Perusahaan Bank pada tanggal 31 Desember 2014
adalah Fransiska Oei Lan Siem.
Based on Circular Resolution of the Board of

Directors in lieu of the Resolutions adopted at the
Board of Directors meeting of PT Bank Danamon
Indonesia Tbk No. KSR-DIR.CORP.SEC.-003 dated
5 May 2014, the Corporate Secretary of the Bank as
of 31 December 2014 was Fransiska Oei Lan Siem.
Berdasarkan Keputusan Sirkuler Direksi sebagai

Pengganti Keputusan yang diambil dalam Rapat
Direksi PT Bank Danamon Indonesia Tbk No. KSRDIR.CORP.SEC.-007 tanggal 27 Februari 2008,
Sekretaris Perusahaan Bank
pada tanggal
31 Desember 2013 adalah Dini Herdini.
Based on Circular Resolution of the Board of

Directors in lieu of the Resolutions adopted at the
Board of Directors meeting of PT Bank Danamon
Indonesia Tbk No. KSR-DIR.CORP.SEC.-007 dated
27 February 2008, the Corporate Secretary of the
Bank as of 31 December 2013 was Dini Herdini.


DAN ENTITAS ANAK
1.
UMUM (lanjutan)
l.
2.

AND SUBSIDIARIES
1.
Satuan Kerja Audit Intern
GENERAL (continued)
l.
Internal Audit Task Force
Berdasarkan Surat Keputusan Bersama Direksi dan

Dewan Komisaris PT Bank Danamon Indonesia Tbk
No. KEP-DIR.CORP.SEC.-011 tanggal 1 Juli 2010,
Kepala Satuan Kerja Audit Intern (Kepala SKAI) pada
tanggal-tanggal 31 Desember 2014 dan 2013 adalah
Antony Kurniawan.
Based on Joint Decree of the Board of Directors and

the Board of Commissioners of PT Bank Danamon
Indonesia Tbk No. KEP-DIR.CORP.SEC.-011 dated
1 July 2010, the Internal Audit Task Force Head
(Chief of IATF) as of 31 December 2014 and
2013 was Antony Kurniawan.
m. Laporan keuangan konsolidasian Bank dan Entitas

Anak diotorisasi untuk terbit oleh Direksi pada tanggal
16 Januari 2015.
m. The consolidated financial statements of the Bank

and Subsidiaries were authorized for issue by the
Board of Directors on 16 January 2015.
IKHTISAR KEBIJAKAN AKUNTANSI PENTING
2.
SUMMARY
POLICIES
OF
SIGNIFICANT
ACCOUNTING
Kebijakan akuntansi penting, yang diterapkan secara

konsisten dalam penyusunan laporan keuangan
konsolidasian Bank dan Entitas Anak pada tanggal dan
untuk tahun yang berakhir pada tanggal-tanggal
31 Desember 2014 dan 2013 adalah sebagai berikut:
The significant accounting policies, applied consistently in

the preparation of the consolidated financial statements of
the Bank and Subsidiaries as of and for the years ended
31 December 2014 and 2013 are as follows:
a.
a.
Pernyataan kepatuhan
Statement of compliance
Laporan keuangan konsolidasian telah disusun dan

disajikan sesuai dengan Standar Akuntansi Keuangan
di Indonesia yang mencakup Pernyataan dan
Interprestasi yang dikeluarkan oleh Dewan Standar
Akuntansi Keuangan Ikatan Akuntan Indonesia.
The consolidated financial statements have been

prepared and presented in accordance with
Indonesian Financial Accounting Standards which
comprise the Statements and Interpretations issued
by the Board of Financial Accounting Standards of
the Indonesian Institute of Accountants.
Laporan keuangan konsolidasian juga disusun dan

disajikan sesuai dengan peraturan Badan Pengawas
Pasar Modal dan Lembaga Keuangan (BAPEPAMLK, yang fungsinya dialihkan kepada Otoritas Jasa
Keuangan (OJK) sejak tanggal 1 Januari 2013)
No. VIII.G.7 yang merupakan Lampiran Keputusan
Ketua BAPEPAM-LK No. KEP-347/BL/2012 tanggal
25 Juni 2012 tentang Penyajian dan Pengungkapan
Laporan Keuangan Emiten atau Perusahaan Publik.
The consolidated financial statements have also

been prepared and presented in accordance with
Capital Market and Financial Institutions Supervisory
Agency (BAPEPAM-LK, whose function has been
transferred to the Financial Services Authority
(OJK) starting 1 January 2013), rule No. VIII.G.7,
Appendix of the Decree of the Chairman of the
BAPEPAM-LK No. KEP-347/BL/2012 dated 25 June
2012 regarding Financial Statements Presentation
and Disclosure of the Issuer or Public Company.
Laporan keuangan unit usaha syariah disajikan

sesuai dengan Standar Akuntansi Keuangan Syariah
dan Standar Akuntansi Keuangan lainnya yang
diterbitkan oleh Ikatan Akuntan Indonesia.
The sharia business units financial statements have

been presented in accordance with Sharia Financial
Accounting Standards and other Financial
Accounting Standards as issued by the Indonesian
Institute of Accountants.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
b.
KEBIJAKAN
AKUNTANSI
Dasar
penyusunan
konsolidasian
laporan
PENTING
keuangan

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
POLICIES (continued)
b.
Basis for preparation of

ACCOUNTING
the consolidated
Laporan
keuangan
konsolidasian
disusun
berdasarkan konsep nilai historis dan atas dasar
akrual, kecuali untuk hal-hal dibawah ini:
The consolidated financial statements were prepared

on the accrual basis and under the historical cost
concept, except for the following matters:
Instrumen keuangan derivatif diukur pada nilai

wajar.
Instrumen keuangan pada nilai wajar melalui
laporan laba rugi diukur pada nilai wajar.
Aset keuangan tersedia untuk dijual diukur pada
nilai wajar.
Liabilitas atas kewajiban imbalan pasti diakui
sebesar nilai kini kewajiban imbalan pasti
dikurangi dengan aset program neto ditambah
keuntungan aktuaria yang belum diakui
dikurangi beban jasa lalu yang belum diakui dan
kerugian aktuaria yang belum diakui.
Derivative financial instruments are measured

at fair value.
Financial instruments at fair value through
profit or loss are measured at fair value.
Available-for-sale
financial
assets
are
measured at fair value.
The liability for defined benefit obligations is
recognized at the present value of the defined
benefit obligation less the net total of the plan
assets, plus unrecognized actuarial gains, less
unrecognized
past
service
cost
and
unrecognized actuarial losses.
Laporan arus kas konsolidasian disusun dengan

menggunakan
metode
langsung
dengan
mengelompokkan arus kas ke dalam kegiatan
operasi, investasi, dan pendanaan. Untuk tujuan
laporan arus kas konsolidasian, kas dan setara kas
mencakup kas, giro pada Bank Indonesia, giro pada
bank lain, penempatan pada bank lain dan Bank
Indonesia, dan Sertifikat Bank Indonesia yang jatuh
tempo dalam waktu tiga bulan sejak tanggal
perolehan, sepanjang tidak digunakan sebagai
jaminan atas pinjaman yang diterima serta tidak
dibatasi penggunaannya.
The consolidated statements of cash flows are

prepared based on direct method by classifying cash
flows on the basis of operating, investing, and
financing activities. For the purpose of consolidated
statements of cash flows, cash and cash equivalents
include cash, current accounts with Bank Indonesia,
current accounts with other banks, placements with
other banks and Bank Indonesia, and Certificates of
Bank Indonesia that mature within three months from
the date of acquisition, as long as they are not being
pledged as collateral for borrowings nor restricted.
Dalam penyusunan laporan keuangan konsolidasian

sesuai dengan Standar Akuntansi Keuangan di
Indonesia, dibutuhkan pertimbangan, estimasi, dan
asumsi yang mempengaruhi:
The preparation of consolidated financial statements

in conformity with Indonesian Financial Accounting
Standards requires the use of judgements,
estimates, and assumptions that affect:
penerapan kebijakan akuntansi;

jumlah aset dan liabilitas yang dilaporkan, dan
pengungkapan atas aset dan liabilitas kontinjensi
pada tanggal laporan keuangan konsolidasian;
jumlah pendapatan dan beban yang dilaporkan
selama tahun pelaporan.
Walaupun
estimasi
ini
dibuat
berdasarkan
pengetahuan terbaik manajemen atas kejadian dan
tindakan saat ini, hasil aktual mungkin berbeda
dengan jumlah yang diestimasi semula.
the application of accounting policies;

the reported amounts of assets and liabilities and
disclosure of contingent assets and liabilities at
the date of the consolidated financial statements;
the reported amounts of income and expenses
during the reporting year.
Although these estimates are based on

managements best knowledge of current events and
activities, actual results may differ from those
estimates.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
b.
c.
KEBIJAKAN
AKUNTANSI
Dasar
penyusunan
konsolidasian (lanjutan)
laporan
PENTING
keuangan

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
b.
ACCOUNTING
Basis for preparation of the consolidated

financial statements (continued)
Estimasi dan asumsi yang digunakan ditelaah secara

berkesinambungan. Revisi atas estimasi akuntansi
diakui pada tahun dimana estimasi tersebut direvisi
dan tahun yang akan datang yang dipengaruhi oleh
revisi estimasi tersebut.
Estimates and underlying assumptions are reviewed

on an ongoing basis. Revisions to accounting
estimates are recognized in the year in which the
estimate is revised and in any future year affected.
Secara khusus, informasi mengenai hal-hal penting

yang terkait dengan ketidakpastian estimasi dan
pertimbangan penting dalam penerapan kebijakan
akuntansi yang memiliki dampak yang signifikan
terhadap jumlah yang diakui dalam laporan keuangan
konsolidasian dijelaskan dalam Catatan 3.
In particular, information about significant areas of

estimation uncertainty and critical judgements in
applying accounting policies that have significant
effect on the amounts recognized in the consolidated
financial statements are described in Note 3.
Seluruh
angka
dalam
laporan
keuangan
konsolidasian ini dibulatkan menjadi jutaan Rupiah
yang terdekat, kecuali dinyatakan secara khusus.
Figures in these consolidated financial statements

are rounded to and stated in millions of Rupiah,
unless otherwise stated.
Akuntansi atas transaksi antara Bank dan Entitas

Anak
c.
Accounting for transactions between Bank and

Subsidiaries
Entitas Anak, yang merupakan entitas dimana Bank

memiliki kepemilikan sebesar lebih dari setengah hak
suara atau mampu menentukan kebijakan keuangan
dan operasional dikonsolidasikan.
Subsidiaries, as entities in which the Bank has an

interest of more than half of the voting rights or
otherwise has the power to govern the financial and
operating policies are consolidated.
Entitas Anak dikonsolidasikan sejak tanggal kendali

atas Entitas Anak tersebut beralih kepada Bank dan
tidak lagi dikonsolidasikan sejak tanggal kendali tidak
lagi dimiliki oleh Bank. Laporan keuangan Entitas
Anak telah disusun dengan menggunakan kebijakan
akuntansi yang sama dengan kebijakan akuntansi
yang diterapkan oleh Bank untuk transaksi yang
serupa dan kejadian lain dalam keadaan yang serupa.
Subsidiaries are consolidated from the date on which

control is transferred to the Bank and are no longer
consolidated from the date that control ceases. The
financial statements of Subsidiaries have been
prepared using uniform accounting policies for
similar transactions and other events in similar
circumstances.
Akuisisi Entitas Anak dicatat dengan menggunakan

metode akuntansi pembelian. Biaya akuisisi diukur
sebesar nilai wajar aset yang diserahkan dan saham
yang diterbitkan atau liabilitas yang diambil alih pada
tanggal akuisisi. Kelebihan biaya akuisisi atas nilai
wajar aset neto Entitas Anak dicatat sebagai goodwill
(Catatan 2t).
Acquisitions of subsidiaries are accounted for using

the purchase method of accounting. The cost of an
acquisition is measured at the fair value of the assets
given up and shares issued or liabilities assumed at
the date of acquisition. The excess of the acquisition
cost over the fair value of the net assets of the
Subsidiaries acquired is recorded as goodwill
(Note 2t).


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
c.
d.
KEBIJAKAN
AKUNTANSI
PENTING
Akuntansi atas transaksi antara Bank dan Entitas

Anak (lanjutan)

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
c.
ACCOUNTING
Accounting for transactions between Bank and

Transaksi signifikan antar Bank dan Entitas Anak,

saldo dan keuntungan signifikan yang belum
direalisasi dari transaksi, dieliminasi. Kerugian yang
belum direalisasi juga dieliminasi, kecuali apabila
harga perolehan tidak dapat diperoleh kembali.
Significant intercompany transactions, balances and

unrealized gains on transactions between Bank and
Subsidiaries are eliminated. Unrealized losses are
also eliminated unless cost cannot be recovered.
Bank mengukur kepentingan non-pengendali atas

basis proporsional pada jumlah yang diakui atas aset
neto yang diidentifikasi pada tanggal akuisisi.
Kepentingan non-pengendali disajikan di ekuitas
dalam laporan posisi keuangan konsolidasian,
terpisah dari pemilik entitas induk. Laba atau rugi dari
setiap komponen pendapatan komprehensif lain
dialokasikan kepada pemilik entitas induk dan
kepentingan non-pengendali.
The Bank measures non-controlling interests at its

proportionate share of the recognized amount of the
identifiable net assets at acquisition date. Noncontrolling interests are presented within equity in the
consolidated statement of financial position,
separately from the equity holders of the parent
entity. Profit or loss and each component of other
comprehensive income are allocated to the equity
holders of the parent entity and non-controlling
interests.
Penyertaan pada Entitas

Keuangan Induk Saja
Laporan
Investments in Subsidiaries in the Parent Company

Bank menerapkan Pernyataan Standar Akuntansi

Keuangan (PSAK) No. 4 (Revisi 2009), Laporan
Keuangan Konsolidasian dan Laporan Keuangan
Tersendiri. Berdasarkan standar tersebut, Laporan
Keuangan Induk Saja menyajikan penyertaan pada
Entitas Anak menggunakan harga perolehan.
The Bank implemented Statement of Financial

Accounting Standards (SFAS) No. 4 (Revised 2009),
Consolidated and Separate Financial Statements.
In accordance with the standard, the Parent
Company Financial Statements present the
investments in Subsidiaries using the cost method.
Anak
pada
Penjabaran mata uang asing
d.
Foreign currency translation

d.1. Reporting currency
d.1. Mata uang pelaporan
The consolidated financial statements are

presented in Rupiah, which is the functional
currency of the Bank and Subsidiaries.
Laporan keuangan konsolidasian dinyatakan

dalam Rupiah, yang merupakan mata uang
fungsional Bank dan Entitas Anak.
d.2. Transactions and balances
d.2. Transaksi dan saldo

Transaksi dalam mata uang asing dijabarkan ke
Rupiah dengan menggunakan kurs yang
berlaku pada tanggal transaksi. Pada tanggal
pelaporan, aset dan liabilitas moneter dalam
mata uang asing dijabarkan ke dalam Rupiah
dengan kurs yang berlaku pada tanggal
tersebut.
Transactions
denominated
in
foreign
currencies are translated into Rupiah at the
exchange rates prevailing at the transaction
date. At the reporting date, monetary assets
and liabilities denominated in foreign
currencies are translated into Rupiah using the
exchange rates prevailing at that date.
Keuntungan dan kerugian selisih kurs yang

timbul dari transaksi dalam mata uang asing
dan dari penjabaran aset dan liabilitas moneter
dalam mata uang asing, diakui pada laporan
laba rugi komprehensif konsolidasian tahun
berjalan.
Exchange gains and losses arising from

transactions in foreign currencies and from the
translation of foreign currency monetary assets
and liabilities are recognized in the
consolidated statement of comprehensive
income for the year.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
d.
KEBIJAKAN
AKUNTANSI
PENTING
Penjabaran mata uang asing (lanjutan)

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
d.
Foreign currency translation (continued)

d.2. Transactions and balances (continued)
d.2. Transaksi dan saldo (lanjutan)

Laba atau rugi kurs mata uang asing atas aset
dan liabilitas moneter merupakan selisih antara
biaya perolehan diamortisasi dalam Rupiah
pada awal tahun, disesuaikan dengan suku
bunga efektif dan pembayaran selama tahun
berjalan, dan biaya perolehan diamortisasi
dalam mata uang asing yang dijabarkan ke
dalam Rupiah dengan menggunakan kurs pada
akhir tahun.
The foreign currency gain or loss on monetary

assets and liabilities is the difference between
amortized cost in Rupiah at the beginning of
the year, adjusted for effective interest and
payments during the year, and the amortized
cost in foreign currency translated into Rupiah
at the exchange rate at the end of the year.
Berikut ini adalah kurs mata uang asing utama yang

digunakan pada tanggal-tanggal 31 Desember 2014
dan 2013 yang menggunakan kurs tengah Reuters
pukul 16:00 Waktu Indonesia Barat (nilai penuh):
Below are the major exchange rates used as of

31 December 2014 and 2013 using the Reuters
middle rates at 16:00 Western Indonesian Time (full
amount):
2014
Dolar Amerika Serikat
Dolar Australia
Dolar Singapura
Euro Eropa
Yen Jepang
Poundsterling Inggris
Dolar Hong Kong
Franc Swiss
Baht Thailand
Dolar Selandia Baru
e.
ACCOUNTING
2013
12.385
10.148
9.376
15.053
104
19.288
1.597
12.516
377
9.709
Aset dan liabilitas keuangan
12.170
10.856
9.622
16.759
116
20.111
1.570
13.674
371
9.996
e.
Aset keuangan Bank dan Entitas Anak terdiri dari kas,

giro pada Bank Indonesia, giro pada bank lain,
penempatan pada bank lain dan Bank Indonesia,
efek-efek, efek yang dibeli dengan janji dijual kembali,
tagihan derivatif, pinjaman yang diberikan (termasuk
piutang murabahah), piutang pembiayaan konsumen,
investasi sewa pembiayaan, piutang premi, aset
reasuransi, tagihan akseptasi, Obligasi Pemerintah,
investasi dalam saham, dan beban dibayar dimuka
dan aset lain-lain (transaksi derivatif yang kontraknya
dibatalkan, piutang bunga, piutang lain-lain, premi atas
opsi yang masih harus diterima, piutang atas
penjualan efek-efek, dan tagihan transaksi kartu
kredit).
United States Dollar

Australian Dollar
Singapore Dollar
European Euro
Japanese Yen
Great Britain Poundsterling
Hong Kong Dollar
Swiss Franc
Thailand Baht
New Zealand Dollar
Financial assets and liabilities

The Bank and Subsidiaries financial assets mainly
consist of cash, current accounts with Bank
Indonesia, current accounts with other banks,
placements with other banks and Bank Indonesia,
marketable securities, securities purchased under
resale agreements, derivative receivables, loans
(including murabahah receivables), consumer
financing receivables, investment in financial leases,
premium
receivables,
reinsurance
assets,
acceptances receivable, Government Bonds,
investments in shares, and prepayments and other
assets (unwound derivative transactions, interest
receivables, other receivables, premium receivables
on option, receivables from sales of marketable
securities, and receivables from credit card
transactions).


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
e.
KEBIJAKAN
AKUNTANSI
PENTING
Aset dan liabilitas keuangan (lanjutan)

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
e.
ACCOUNTING
Financial assets and liabilities (continued)
Liabilitas keuangan Bank dan Entitas Anak terdiri dari

simpanan nasabah, simpanan dari bank lain, efek
yang dijual dengan janji dibeli kembali, liabilitas
derivatif, utang akseptasi, efek yang diterbitkan,
pinjaman yang diterima, dan beban yang masih harus
dibayar dan liabilitas lain-lain.
The Bank and Subsidiaries financial liabilities consist

of deposits from customers, deposits from other
banks, securities sold under repurchase agreements,
derivative liabilities, acceptances payable, securities
issued, borrowings, and accruals and other liabilities.
Bank dan Entitas Anak menerapkan PSAK No. 50

(Revisi 2010), Instrumen Keuangan: Penyajian dan
PSAK No. 55 (Revisi 2011), Instrumen Keuangan:
Pengakuan dan Pengukuran.
The Bank and Subsidiaries adopted SFAS No. 50

(Revised 2010), Financial Instruments: Presentation
and SFAS No. 55 (Revised 2011), Financial
Instruments: Recognition and Measurement.
e.1.
e.1. Classification
Klasifikasi
Berdasarkan PSAK No. 55 (Revisi 2011), aset
keuangan diklasifikasikan dalam kategori
sebagai berikut pada saat pengakuan awal:
Based on SFAS No. 55 (Revised 2011),

financial assets are classified into the following
categories at initial recognition:
i.
i.
Diukur pada nilai wajar melalui laporan laba

rugi, yang memiliki dua sub-klasifikasi, yaitu
aset keuangan yang ditetapkan demikian
pada saat pengakuan awal dan aset
keuangan yang diklasifikasikan dalam
kelompok diperdagangkan;
ii. Tersedia untuk dijual;
iii. Dimiliki hingga jatuh tempo; dan
iv. Pinjaman yang diberikan dan piutang.
Fair value through profit or loss, which has

two sub-classifications, i.e. financial assets
designated as such upon initial recognition
and financial assets classified as trading;
ii. Available-for-sale;
iii. Held-to-maturity; and
iv. Loans and receivables.
Liabilitas keuangan diklasifikasikan ke dalam

kategori sebagai berikut pada saat pengakuan
awal:
Financial liabilities are classified into the

following categories at initial recognition:
i.
i.
Diukur pada nilai wajar melalui laporan laba

rugi, yang memiliki dua sub-klasifikasi, yaitu
liabilitas keuangan yang ditetapkan demikian
pada saat pengakuan awal dan liabilitas
keuangan yang diklasifikasikan dalam
kelompok diperdagangkan;
ii. Liabilitas keuangan yang diukur pada biaya

perolehan diamortisasi.
Fair value through profit or loss, which has

two sub-classifications, i.e. those designated
as such upon initial recognition and those
classified as trading;
ii. Financial liabilities measured at amortized

cost.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
e.
KEBIJAKAN
AKUNTANSI
PENTING

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
e.
ACCOUNTING

e.1. Classification (continued)
e.1. Klasifikasi (lanjutan)

Aset keuangan dan liabilitas keuangan
diklasifikasikan sebagai diperdagangkan jika
aset keuangan dan liabilitas keuangan diperoleh
atau dimiliki Bank dan Entitas Anak terutama
untuk tujuan dijual dan dibeli kembali dalam
waktu dekat, atau dimiliki sebagai bagian dari
portofolio instrumen keuangan yang dikelola
secara bersama-sama untuk memperoleh laba
jangka pendek atau position taking.
Financial assets and financial liabilities are

classified as held for trading if the Bank and
Subsidiaries acquire or incur those financial
assets and financial liabilities principally for the
purpose of selling or repurchasing in the near
term, or hold as part of a portfolio that is
managed together for short-term profit or
position taking.
Aset keuangan tersedia untuk dijual terdiri dari

aset keuangan non-derivatif yang ditetapkan
sebagai tersedia untuk dijual atau yang tidak
diklasifikasikan ke dalam salah satu kategori
aset keuangan lainnya.
Available-for-sale financial assets consist of

non-derivative financial assets that are
designated as available-for-sale or are not
classified in one of other categories of financial
assets.
Aset keuangan yang dimiliki hingga jatuh tempo

adalah aset keuangan non-derivatif dengan
pembayaran tetap atau telah ditentukan dan
jatuh temponya telah ditetapkan dimana Bank
dan Entitas Anak mempunyai intensi positif dan
kemampuan untuk memiliki aset keuangan
tersebut hingga jatuh tempo, dan tidak
ditetapkan pada nilai wajar melalui laporan laba
rugi atau tersedia untuk dijual.
Held-to-maturity financial assets are nonderivative financial assets with fixed or

determinable payments and fixed maturity that
the Bank and Subsidiaries have the positive
intent and ability to hold to maturity, and which
are not designated at fair value through profit or
loss or available-for-sale.
Pinjaman yang diberikan dan piutang adalah

aset
keuangan
non-derivatif
dengan
pembayaran tetap atau telah ditentukan yang
tidak mempunyai kuotasi di pasar aktif dan Bank
dan Entitas Anak tidak berniat untuk menjualnya
segera atau dalam waktu dekat.
Loans and receivables are non-derivative

financial assets with fixed or determinable
payments that are not quoted in an active
market and that the Bank and Subsidiaries do
not intend to sell immediately or in the near
term.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
e.
KEBIJAKAN
AKUNTANSI
PENTING

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
e.

e.2.
e.2. Pengakuan
ACCOUNTING
Recognition
Bank dan Entitas Anak pada awalnya mengakui

transaksi keuangan pada tanggal dimana
Bank/Entitas Anak menjadi suatu pihak dalam
perjanjian kontraktual instrumen tersebut.
Pembelian dan penjualan aset keuangan yang
lazim
(regular)
diakui
pada
tanggal
perdagangan.
The Bank and Subsidiaries initially recognize

financial instrument transactions on the date at
which the Bank/Subsidiaries become a party to
the contractual agreement of the instrument.
Regular way purchases and sales of financial
assets are recognized on the trade date.
Pada saat pengakuan awal, aset keuangan atau

liabilitas keuangan diukur pada nilai wajar
ditambah (untuk item yang tidak diukur pada
nilai wajar melalui laporan laba rugi setelah
pengakuan awal) biaya transaksi yang dapat
diatribusikan secara langsung atas perolehan
aset keuangan atau penerbitan liabilitas
keuangan. Pengukuran aset keuangan dan
liabilitas keuangan setelah pengakuan awal
tergantung pada klasifikasi aset keuangan dan
liabilitas keuangan tersebut.
A financial asset or financial liability is initially

measured at fair value plus (for an item not
subsequently measured at fair value through
profit or loss) transaction costs that are directly
attributable to its acquisition or issue. The
subsequent measurement of financial assets
and financial liabilities depends on their
classification.
Biaya transaksi hanya meliputi biaya-biaya yang

dapat diatribusikan secara langsung untuk
perolehan suatu aset keuangan atau penerbitan
suatu liabilitas keuangan dan merupakan biaya
tambahan yang tidak akan terjadi apabila
instrumen keuangan tersebut tidak diperoleh
atau diterbitkan. Untuk aset keuangan, biaya
transaksi ditambahkan pada jumlah yang diakui
pada awal pengakuan aset, sedangkan untuk
liabilitas keuangan, biaya transaksi dikurangkan
dari jumlah utang yang diakui pada pengakuan
awal liabilitas. Biaya transaksi tersebut
diamortisasi
selama
umur
instrumen
berdasarkan metode suku bunga efektif dan
dicatat sebagai bagian dari pendapatan bunga
untuk biaya transaksi sehubungan dengan aset
keuangan atau sebagai bagian dari beban
bunga untuk biaya transaksi sehubungan
dengan liabilitas keuangan.
Transaction costs include only those costs that

are directly attributable to the acquisition of a
financial asset or issue of a financial liability and
are incremental costs that would not have been
incurred if the instrument had not been
acquired or issued. In the case of financial
assets, transaction costs are added to the
amount initially recognized, while for financial
liabilities, transaction costs are deducted from
the amount of debt initially recognized. Such
transactions costs are amortized over the terms
of the instruments based on the effective
interest method and are recorded as part of
interest income for transaction costs related to
financial assets or interest expense for
transaction costs related to financial liabilities.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
e.
KEBIJAKAN
AKUNTANSI
PENTING

e.3.

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
e.

e.3.
Penghentian pengakuan
ACCOUNTING
Derecognition
Bank dan Entitas Anak menghentikan

pengakuan aset keuangan pada saat hak
kontraktual atas arus kas yang berasal dari aset
keuangan tersebut berakhir, atau pada saat
Bank dan Entitas Anak mentransfer seluruh hak
untuk menerima arus kas kontraktual dari aset
keuangan dalam transaksi dimana Bank dan
Entitas Anak secara substansial telah
mentransfer seluruh risiko dan manfaat atas
kepemilikan aset keuangan yang ditransfer.
Setiap hak atau liabilitas atas aset keuangan
yang ditransfer yang timbul atau yang masih
dimiliki oleh Bank dan Entitas Anak diakui
sebagai aset atau liabilitas secara terpisah.
The Bank and Subsidiaries derecognize a

financial asset when the contractual rights to
the cash flows from the asset expire, or when
the Bank and Subsidiaries transfer the rights to
receive the contractual cash flows on the
financial asset in a transaction in which
substantially all the risks and rewards of
ownership of the financial asset are transferred.
Any interest in transferred financial asset that is
created or retained by the Bank and
Subsidiaries is recognized as a separate asset
or liability.
Bank dan Entitas Anak menghentikan

pengakuan liabilitas keuangan pada saat
kewajiban yang ditetapkan dalam kontrak
dilepaskan atau dibatalkan atau kadaluwarsa.
The Bank and Subsidiaries derecognize a

financial liability when its contractual obligations
are discharged or cancelled or expired.
Bank dan Entitas Anak melakukan transaksi

dimana Bank mentransfer aset yang diakui pada
laporan posisi keuangan konsolidasian, tetapi
masih memiliki semua risiko dan manfaat atas
aset yang ditransfer atau bagian darinya. Jika
seluruh atau secara substansial seluruh risiko
dan manfaat masih dimiliki, maka aset yang
ditransfer tidak dihentikan pengakuannya dari
laporan posisi keuangan konsolidasian.
The Bank and Subsidiaries enter into

transactions whereby they transfer assets
recognized on their consolidated statements of
financial position, but retain all risks and
rewards of the transferred assets or a portion of
them. If all or substantially all risks and rewards
are retained, then the transferred assets are not
derecognized from the consolidated statements
of financial position.
Pada saat aset dijual ke pihak ketiga dengan

pertukaran tingkat pengembalian secara
bersamaan dari aset yang ditransfer, transaksi
dianggap sebagai transaksi keuangan yang
dijamin, serupa dengan transaksi dengan janji
akan dibeli kembali.
When assets are sold to a third party with a

concurrent total rate of return swap on the
transferred assets, the transaction is accounted
for as a secured financing transaction, similar to
repurchase transactions.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
e.
KEBIJAKAN
AKUNTANSI
PENTING

e.3.

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
e.

e.3.
Penghentian pengakuan (lanjutan)
ACCOUNTING
Derecognition (continued)
Dalam transaksi dimana Bank dan Entitas Anak

secara substansial tidak memiliki atau tidak
mentransfer seluruh risiko dan manfaat dari
kepemilikan aset keuangan, Bank dan Entitas
Anak menghentikan pengakuan aset tersebut
jika Bank dan Entitas Anak tidak lagi memiliki
pengendalian atas aset tersebut. Hak dan
kewajiban yang masih dimiliki dalam transfer
tersebut diakui secara terpisah sebagai aset
atau liabilitas. Dalam transfer dimana
pengendalian atas aset masih dimiliki, Bank dan
Entitas Anak mengakui aset yang ditransfer
tersebut sebesar keterlibatan berkelanjutan,
dimana tingkat keberlanjutan Bank dan Entitas
Anak dalam aset yang ditransfer adalah sebesar
perubahan nilai aset yang ditransfer.
In transactions in which the Bank and

Subsidiaries neither retain nor transfer
substantially all the risks and rewards of
ownership of a financial asset, the Bank and
Subsidiaries derecognize the asset if they do
not retain control over the assets. The rights
and obligations retained in the transfer are
recognized separately as assets and liabilities
as appropriate. In transfers in which control
over the asset is retained, the Bank and
Subsidiaries continue to recognize the asset to
the extent of their continuing involvement,
determined by the extent to which they are
exposed to changes in the value of the
transferred asset.
Dalam beberapa transaksi, Bank dan Entitas

Anak masih memiliki hak untuk mengelola aset
keuangan yang ditransfer dengan imbalan
tertentu. Aset yang ditransfer dihentikan
pengakuannya secara keseluruhan ketika
memenuhi kriteria penghentian pengakuan.
Suatu aset atau liabilitas diakui untuk hak
pengelolaan atas aset tersebut, tergantung
apakah imbalan yang akan diterima diperkirakan
lebih dari cukup untuk mengkompensasi beban
penyediaan jasa yang diberikan (aset) atau
imbalan
tersebut
tidak
cukup
untuk
menyediakan jasa pengelolaan (liabilitas).
In certain transactions, the Bank and

Subsidiaries retain rights to service transferred
financial assets for certain fees. The transferred
assets are derecognized entirely if they meet
the derecognition criteria. An asset or liability is
recognized for the servicing rights, depending
on whether the servicing fee is more than
adequate to cover servicing expenses (asset)
or is less than adequate for performing the
servicing (liability).
Bank dan Entitas Anak menghapusbukukan

saldo aset keuangan beserta penyisihan
kerugian penurunan nilai terkait pada saat Bank
dan Entitas Anak menentukan bahwa pinjaman
yang diberikan, piutang pembiayaan konsumen,
investasi sewa pembiayaan atau efek-efek
utang tersebut tidak dapat lagi ditagih.
Keputusan
ini
diambil
setelah
mempertimbangkan informasi terkait seperti
telah terjadinya perubahan signifikan atas posisi
keuangan debitur/penerbit yang mengakibatkan
debitur/penerbit tidak lagi dapat melunasi
liabilitasnya, atau hasil penjualan agunan tidak
akan
cukup
untuk
melunasi
seluruh
eksposurnya.
The Bank and Subsidiaries write off financial

assets and any related allowance for
impairment losses when the Bank and
Subsidiaries determine that those loans,
consumer financing receivables, investment in
financial leases or debt securities are
uncollectible. This determination is reached
after considering information such as the
occurrence of significant changes in the
borrowers/issuers financial position such that
the borrower/issuer can no longer pay the
obligation, or that proceeds from collateral will
not be sufficient to pay back the entire
exposure.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
e.
KEBIJAKAN
AKUNTANSI
PENTING

e.4.
e.5.

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
e.

e.4.
Saling hapus
Offsetting
Aset dan liabilitas keuangan dapat saling hapus

dan nilai netonya disajikan dalam laporan posisi
keuangan konsolidasian jika, dan hanya jika,
Bank dan Entitas Anak memiliki hak yang
berkekuatan hukum untuk melakukan saling
hapus atas jumlah yang telah diakui tersebut
dan berniat untuk menyelesaikan secara neto
atau
untuk
merealisasikan
aset
dan
menyelesaikan liabilitasnya secara simultan.
Financial assets and liabilities are set off and

the net amount is presented in the consolidated
statements of financial position when, and only
when, the Bank and Subsidiaries have a legal
right to set off the amounts and intend either to
settle on a net basis or realize the asset and
settle the liability simultaneously.
Pendapatan dan beban disajikan dalam jumlah

neto hanya jika diperkenankan oleh standar
akuntansi.
Income and expense are presented on a net

basis only when permitted by accounting
standards.
Pengukuran biaya perolehan diamortisasi
e.5.
e.6.
Pengukuran nilai wajar
Amortized cost measurement

The amortized cost of a financial asset or
financial liability is the amount at which the
financial asset or liability is measured at initial
recognition, minus principal repayments, plus or
minus the cumulative amortization using the
effective interest method of any difference
between the initial amount recognized and the
maturity amount, minus allowance for
impairment losses.
Biaya perolehan diamortisasi dari aset

keuangan atau liabilitas keuangan adalah
jumlah aset atau liabilitas keuangan yang diukur
pada saat pengakuan awal dikurangi
pembayaran pokok, ditambah atau dikurangi
dengan
amortisasi
kumulatif
dengan
menggunakan metode suku bunga efektif yang
dihitung dari selisih antara nilai awal dan nilai
jatuh temponya, dan dikurangi penyisihan
kerugian penurunan nilai.
e.6.
ACCOUNTING
Fair value measurement
Nilai wajar adalah nilai dimana suatu aset dapat

dipertukarkan, atau suatu liabilitas diselesaikan
antara pihak yang memahami dan berkeinginan
untuk melakukan transaksi wajar (arms length
transaction) pada tanggal pengukuran.
Fair value is the amount for which an asset

could be exchanged, or a liability settled,
between knowledgeable, willing parties in an
arms length transaction on the measurement
date.
Jika tersedia, Bank dan Entitas Anak mengukur

nilai wajar instrumen keuangan dengan
menggunakan harga kuotasi di pasar aktif untuk
instrumen tersebut. Suatu pasar dianggap aktif
jika harga kuotasi sewaktu-waktu dan secara
berkala tersedia dan mencerminkan transaksi
pasar yang aktual dan rutin dalam suatu
transaksi yang wajar.
When available, the Bank and Subsidiaries

measure the fair value of financial instrument
using quoted prices in an active market for that
instrument. A market is regarded as active if
quoted prices are readily and regularly
available and represent actual and regularly
occurring market transactions on an arms
length basis.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
e.
KEBIJAKAN
AKUNTANSI
PENTING

e.6.

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
e.

e.6.
Pengukuran nilai wajar (lanjutan)
ACCOUNTING
Jika pasar untuk suatu instrumen keuangan

tidak aktif, Bank dan Entitas Anak menentukan
nilai wajar dengan menggunakan teknik
penilaian.
Teknik
penilaian
mencakup
penggunaan transaksi pasar terkini yang
dilakukan secara wajar oleh pihak-pihak yang
memahami, berkeinginan, dan jika tersedia,
referensi atas nilai wajar terkini dari instrumen
lain yang secara substansial sama, penggunaan
analisa arus kas yang didiskonto, dan
penggunaan model penetapan harga opsi
(option pricing model). Teknik penilaian yang
dipilih memaksimalkan penggunaan input pasar,
dan meminimalkan penggunaan estimasi yang
bersifat spesifik dari Bank dan Entitas Anak,
memasukkan semua faktor yang akan
dipertimbangkan oleh para pelaku pasar
dalammenetapkansuatu harga dan konsisten
dengan metodologi ekonomi yang diterima
dalam penetapan harga instrumen keuangan.
Input yang digunakan dalam teknik penilaian
secara memadaimencerminkan ekspektasi
pasar dan ukuran atas faktor risiko dan
pengembalian (risk-return) yang melekat pada
instrumen keuangan. Bank dan Entitas Anak
mengkalibrasi teknik penilaian dan menguji
validitasnya dengan menggunakan harga-harga
dari transaksi pasar terkini yang dapat
diobservasi untuk instrumen yang sama atau
atas dasar data pasar lainnya yang tersedia
yang dapat diobservasi.
Fair value measurement (continued)

If a market for a financial instrument is not
active, the Bank and Subsidiaries establish fair
value using a valuation technique. Valuation
techniques include using recent arms length
transactions between knowledgeable, willing
parties and if available, reference to the current
fair value of other instruments that are
substantially the same, discounted cash flows
analysis, and option pricing models. The
chosen valuation technique makes maximum
use of market inputs, relies as little as possible
on estimates specific to the Bank and
Subsidiaries, incorporates all factors that
market participants would consider in setting a
price, and is consistent with accepted economic
methodologies for pricing financial instruments.
Inputs to valuation techniques reasonably
represent market expectations and measures
of the risk-return factors inherent in the
financial instrument. The Bank and
Subsidiaries calibrate valuation techniques and
test them for validity using prices from
observable current market transactions in the
same instrument or based on other available
observable market data.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
e.
KEBIJAKAN
AKUNTANSI
PENTING

e.6.

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
e.

e.6.
ACCOUNTING
Bukti terbaik atas nilai wajar instrumen

keuangan pada saat pengakuan awal adalah
harga transaksi, yaitu nilai wajar dari
pembayaran yang diberikan atau diterima,
kecuali jika nilai wajar dari instrumen keuangan
tersebut ditentukan dengan perbandingan
terhadap transaksi pasar terkini yang dapat
diobservasi dari suatu instrumen yang sama
(yaitu tanpa modifikasi atau pengemasan ulang)
atau berdasarkan suatu teknik penilaian yang
variabelnya hanya menggunakan data dari
pasar yang dapat diobservasi. Jika harga
transaksi memberikan bukti terbaik atas nilai
wajar pada saat pengakuan awal, maka
instrumen keuangan pada awalnya diukur pada
harga transaksi dan selisih antara harga
transaksi dan nilai yang sebelumnya diperoleh
dari model penilaian diakui dalam laporan laba
rugi komprehensif konsolidasian setelah
pengakuan awal tergantung pada masingmasing fakta dan keadaan dari transaksi
tersebut namun tidak lebih lambat dari saat
penilaian tersebut didukung sepenuhnya oleh
data dari pasar yang dapat diobservasi atau
saat transaksi ditutup.
The best evidence of the fair value of a financial

instrument at initial recognition is the
transaction price, i.e., the fair value of the
consideration given or received, unless the fair
value of that instrument is evidenced by
comparison with other observable current
market transactions in the same instrument
(i.e., without modification or repackaging) or
based on a valuation technique whose
variables include only data from observable
markets. When transaction price provides the
best evidence of fair value at initial recognition,
the financial instrument is initially measured at
the transaction price and any difference
between this price and the value initially
obtained from a valuation model is
subsequently recognized in the consolidated
statements
of
comprehensive
income
depending on the individual facts and
circumstances of the transaction but not later
than when the valuation is supported wholly by
observable market data or the transaction is
closed out.
Nilai wajar mencerminkan risiko kredit atas

instrumen keuangan dan termasuk penyesuaian
yang dilakukan untuk memasukkan risiko kredit
Bank/Entitas Anak dan pihak lawan, mana yang
lebih sesuai. Estimasi nilai wajar yang diperoleh
dari model penilaian akan disesuaikan untuk
mempertimbangkan faktor-faktor lainnya, seperti
risiko likuiditas atau ketidakpastian model
penilaian, sepanjang Bank dan Entitas Anak
yakin bahwa pelaku pasar pihak ketiga akan
mempertimbangkan faktor-faktor tersebut dalam
penetapan harga suatu transaksi.
Fair values reflect the credit risk of the

instrument and include adjustments to take into
account the credit risk of the Bank/Subsidiaries
and counterparty where appropriate. Estimated
fair values obtained from models are adjusted
for any other factors, such as liquidity risk or
model uncertainties, to the extent that the Bank
and Subsidiaries believe a third-party market
participation would take them into account in
pricing a transaction.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
e.
KEBIJAKAN
AKUNTANSI
PENTING

e.6.

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
e.

e.6.

Aset keuangan dan posisi long diukur
menggunakan harga penawaran, liabilitas
keuangan dan posisi short diukur menggunakan
harga permintaan. Jika Bank dan Entitas Anak
memiliki posisi aset dan liabilitas dimana risiko
pasarnya saling hapus, maka Bank dan Entitas
Anak dapat menggunakan nilai tengah dari
harga pasar sebagai dasar untuk menentukan
nilai wajar posisi risiko yang saling hapus
tersebut
dan
menerapkan
penyesuaian
terhadap harga penawaran atau harga
permintaan terhadap posisi terbuka neto (net
open position), mana yang lebih sesuai.
e.7.

Financial assets and long positions are
measured at a bid price, financial liabilities and
short positions are measured at an ask price.
Where the Bank and Subsidiaries have
positions with offsetting risk, mid-market prices
are used to measure the offsetting risk
positions and a bid or asking price adjustment
is applied only to the net open position as
appropriate.
e.7.
Pengungkapan
ACCOUNTING
Bank dan Entitas Anak mengklasifikasikan

pengukuran
nilai
wajar
dengan
menggunakan hirarki nilai wajar yang
mencerminkan signifikansi input yang
digunakan dalam melakukan pengukuran.
Hirarki nilai wajar memiliki tingkat sebagai
berikut:
i.
Harga kuotasian (tidak disesuaikan)
dalam pasar aktif untuk aset dan
liabilitas yang identik (Tingkat 1);
ii. Input selain harga kuotasian yang
termasuk dalam Tingkat 1 yang dapat
diobservasi untuk aset dan liabilitas
baik secara langsung (misalnya harga)
atau secara tidak langsung (misalnya
derivasi dari harga) (Tingkat 2); dan
iii. Input untuk aset dan liabilitas yang
bukan berdasarkan data pasar yang
dapat diobservasi (input yang tidak
dapat diobservasi) (Tingkat 3).
Disclosure
The Bank and Subsidiaries classify fair

value measurements using a fair value
hierarchy that reflects the significance of
the inputs used in making the
measurements. The fair value hierarchy
shall have the followings levels:
i.
ii.
iii.
Quoted prices (unadjusted) in active

markets for identical assets or
liabilities (Level 1);
Inputs other than quoted prices
included within Level 1 that are
observable for the asset or liability
either directly (example, price) or
indirectly (example, derived from
prices) (Level 2); and
Inputs for the asset and liability that
are not based on observable market
data (unobservable inputs) (Level 3).


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
e.
KEBIJAKAN
PENTING

e.7.
2.
SUMMARY
OF
SIGNIFICANT
e.
Risiko pasar - analisis sensitivitas

Bank dan Entitas Anak mengungkapkan:
i.
Analisis sensitivitas untuk setiap jenis
risiko pasar dimana entitas terekspos
pada akhir tahun pelaporan yang
menunjukkan bagaimana laba rugi
dan ekuitas mungkin terpengaruh oleh
perubahan pada variabel risiko yang
relevan pada tanggal tersebut;
ii.
iii.
Disclosure (continued)
Market risk - sensitivity analysis

The Bank and Subsidiaries disclose:
i.
A sensitivity analysis for each type of
market risk to which the entity is
exposed at the end of the reporting
year, showing how profit or loss and
equity would have been affected by
changes in the relevant risk variable
that were reasonably possible at that
date;
ii. The methods and assumptions used
in preparing the sensitivity analysis;
and
iii. Changes from the previous year in
the methods and assumptions used
and the reasons for such changes.
For fair value measurements recognized

in the consolidated statement of financial
position, the Bank and Subsidiaries
disclose for each class of financial
instruments:
i.
The level in the fair value hierarchy
into
which
the
fair
value
measurements are categorised in
their entirety, segregating fair value
measurements in accordance with
the levels defined above.
ii. Any significant transfers between
Level 1 and Level 2 of the fair value
hierarchy and the reasons for those
transfers. Transfer into each level is
disclosed and discussed separately
from transfers out of each level.
Metode dan asumsi yang digunakan

dalam menyusun analisis sensitivitas;
dan
Perubahan metode dan asumsi yang
digunakan tahun sebelumnya dan
alasan perubahannya.
Untuk pengukuran nilai wajar yang diakui

dalam
laporan
posisi
keuangan
konsolidasian untuk setiap kelompok
instrumen keuangan, Bank dan Entitas
Anak mengungkapkan:
i.
Tingkat pada hirarki nilai wajar dimana
pengukuran nilai wajar dikategorikan
secara keseluruhan, memisahkan
pengukuran nilai wajar sesuai tingkat
yang ditentukan di atas.
ii.
Setiap pemindahan signifikan antara

Tingkat 1 dan Tingkat 2 pada hirarki
nilai
wajar
dan
alasannya.
Pemindahan ke dalam setiap tingkat
diungkapkan dan dijelaskan secara
terpisah dari pemindahan keluar dari
setiap tingkat.
Klasifikasi dan reklasifikasi instrumen keuangan
f.
ACCOUNTING

e.7.
Pengungkapan (lanjutan)
f.
AKUNTANSI

AND SUBSIDIARIES
Classification and reclassification of financial

instruments
Klasifikasi aset dan liabilitas keuangan
Classification of financial assets and liabilities
Bank dan Entitas Anak mengklasifikasikan instrumen

keuangan ke dalam klasifikasi tertentu yang
mencerminkan
sifat
dari
informasi
dan
mempertimbangkan karakteristik dari instrumen
keuangan tersebut. Klasifikasi ini dapat dilihat pada
tabel berikut:
The Bank and Subsidiaries classify the financial

instruments into classes that reflect the nature of
information and take into account the characteristics
of those financial instruments. The classification can
be seen in the table below:


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
f.
KEBIJAKAN
AKUNTANSI
PENTING

(lanjutan)
Kategori instrumen keuangan/

Category of financial instrument
Aset keuangan yang
diukur pada nilai wajar
melalui laporan laba
rugi/Financial assets at
fair value through profit or
loss
Aset
keuangan/
Financial
assets

dan piutang/Loans and
receivables
Aset keuangan dimiliki

hingga jatuh tempo/Heldto-maturity investments
Aset keuangan tersedia
untuk dijual/Available-forsale financial assets
Derivatif lindung
nilai/Hedging derivatives
Liabilitas
keuangan/
Financial
liabilities
Liabilitas keuangan yang

diukur pada nilai wajar
melalui laporan laba
rugi/Financial liabilities at
fair value through profit
or loss
Liabilitas keuangan yang
diukur dengan biaya
perolehan
diamortisasi/Financial
liabilities at amortized
cost

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
f.
ACCOUNTING

instruments (continued)
Golongan (ditentukan oleh Bank

dan Entitas Anak)/Class (as
determined by the Bank and
Subsidiaries)
Aset keuangan dalam kelompok
diperdagangkan/Financial
assets
held for trading
Subgolongan/Subclasses
Obligasi Pemerintah/Government
Bonds
Tagihan derivatif - Tidak terkait
lindung nilai/Derivative receivables
- Non hedging related
Giro pada Bank Indonesia/Current accounts with Bank Indonesia

Giro pada bank lain/Current accounts with other banks
Penempatan pada bank lain dan Bank Indonesia/Placements with other
banks and Bank Indonesia
Pinjaman yang diberikan/Loans
Konsumsi/Consumer
Modal kerja/Working capital
Investasi/Investment
Piutang murabahah/Murabahah receivables
Efek-efek yang dibeli dengan janji dijual kembali/Securities purchased under
resale agreements
Piutang pembiayaan konsumen/Consumer financing receivables
Investasi sewa pembiayaan/Investment in finance leases
Aset reasuransi/Reinsurance assets
Piutang premi/Premium receivables
Tagihan akseptasi/Acceptances receivable
Beban dibayar dimuka dan aset lain-lain/Prepayments and other assets
Efek-efek/Marketable securities
Kas/Cash
Efek-efek/Marketable securities
Obligasi Pemerintah/Government Bonds
Investasi dalam saham/Investments in shares
Lindung nilai atas arus Tagihan derivatif - Terkait lindung nilai atas
kas/Hedging instruments in
arus kas/Derivative receivables - Hedging
cash flow hedges
instruments in cash flow hedges related
Liabilitas keuangan dalam Liabilitas derivatif - Bukan lindung
kelompok
nilai/Derivatives liabilities - Non hedging
diperdagangkan/Financial
Liabilitas derivatif - terkait lindung nilai atas
liabilities held for trading
arus kas/Derivative liabilities - Hedging
instruments in cash flow hedges related
Simpanan nasabah/Deposits from customers
Simpanan dari bank lain/Deposits from other banks
Efek yang dijual dengan janji dibeli kembali/Securities sold under repurchase
agreements
Utang akseptasi/Acceptances payable
Efek yang diterbitkan/Securities issued
Pinjaman yang diterima/Borrowings
Beban yang masih harus dibayar dan liabilitas lain-lain/Accrued expenses
and other liabilities


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
f.
KEBIJAKAN
AKUNTANSI
PENTING

(lanjutan)

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
f.
ACCOUNTING

Reklasifikasi aset keuangan
Reclassification of financial assets
Bank dan Entitas Anak diperkenankan untuk

mereklasifikasi instrumen keuangan dari kategori
instrumen keuangan yang diukur pada nilai wajar
melalui laba rugi selama instrumen keuangan tersebut
dimiliki atau diterbitkan, jika memenuhi ketentuan
tertentu. Aset keuangan yang diukur pada nilai wajar
melalui laba rugi dapat diklasifikasikan ke pinjaman
yang diberikan dan piutang jika memenuhi ketentuan
sebagai pinjaman yang diberikan dan piutang dan
terdapat intensi dan kemampuan untuk memiliki aset
keuangan untuk masa yang akan datang yang dapat
diperkirakan atau sampai jatuh tempo.
The Bank and Subsidiaries shall reclassify any

financial instrument out of the fair value through profit
or loss category while it is held or issued, if it could
meet the requirements. Financial assets at fair value
through profit or loss are reclassified as loans and
receivables if they meet the requirements as loans
and receivables and there is intention and ability to
hold until the foreseeable future or maturity date.
Bank dan Entitas Anak tidak boleh mengklasifikasikan

aset keuangan sebagai investasi dimiliki hingga jatuh
tempo, jika dalam tahun berjalan atau dalam kurun
waktu dua tahun sebelumnya, telah menjual atau
mereklasifikasi investasi dimiliki hingga jatuh tempo
dalam jumlah yang lebih dari jumlah yang tidak
signifikan sebelum jatuh tempo (lebih dari jumlah yang
tidak signifikan dibandingkan dengan jumlah nilai
investasi dimiliki hingga jatuh tempo), kecuali
penjualan atau reklasifikasi tersebut:
The Bank and Subsidiaries shall not classify any

financial assets as held-to-maturity if the entity has,
during the current financial year or during the two
preceding financial years, sold or reclassified more
than an insignificant amount of held-to-maturity
investments before maturity (more than insignificant
in relation to the total amount of held-to-maturity
investments) other than sales or reclassifications
that:
(i)
(i)
dilakukan ketika aset keuangan sudah mendekati

jatuh tempo atau tanggal pembelian kembali
dimana perubahan suku bunga tidak akan
berpengaruh secara signifikan terhadap nilai
wajar aset keuangan tersebut;
are so close to maturity of the financial assets

call date that changes in the market rate of
interest would not have a significant effect on
the financial assets fair value;
(ii) terjadi setelah Bank dan Entitas Anak telah

memperoleh secara substansial seluruh jumlah
pokok aset keuangan tersebut sesuai jadwal
pembayaran atau Bank dan Entitas Anak telah
memperoleh pelunasan dipercepat; atau
(ii) occur after the Bank and Subsidiaries have

collected substantially all of the financial assets
original principal through scheduled payments
or prepayments; or
(iii) terkait dengan kejadian tertentu yang berada

diluar kendali Bank dan Entitas Anak, yang tidak
berulang, dan tidak dapat diantisipasi secara
wajar oleh Bank dan Entitas Anak.
(iii) are attributable to an isolated event that is

beyond the Bank and Subsidiaries control, is
non-recurring and could not have been
reasonably anticipated by the Bank and
Subsidiaries.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
f.
g.
KEBIJAKAN
AKUNTANSI
PENTING

(lanjutan)

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
f.
Reclassification of financial assets (continued)
Aset keuangan yang diklasifikasikan sebagai tersedia

untuk dijual dapat direklasifikasi ke pinjaman yang
diberikan dan piutang jika memiliki intensi dan
kemampuan memiliki aset keuangan untuk masa
mendatang yang dapat diperkirakan atau hingga jatuh
tempo.
Financial assets classified as available-for-sale could

be classified as loans and receivables if there is
intention and ability to hold until the foreseeable
future or maturity date.
Reklasifikasi aset keuangan dari kelompok dimiliki

hingga jatuh tempo ke kelompok tersedia untuk dijual
dicatat sebesar nilai wajarnya. Keuntungan atau
kerugian yang belum direalisasi tetap dilaporkan
dalam komponen ekuitas sampai aset keuangan
tersebut dihentikan pengakuannya, dan pada saat itu,
keuntungan
atau
kerugian
kumulatif
yang
sebelumnya diakui dalam ekuitas harus diakui pada
laporan laba rugi komprehensif konsolidasian.
Reclassification of financial assets from held-tomaturity classification to available-for-sale is

recorded at fair value. The unrealized gains or losses
are recorded in the equity section and shall be
recognized directly in equity section until the financial
assets are derecognized, at which time the
cumulative gain or loss previously recognized in
equity shall be recognized in the consolidated
statement of comprehensive income.
Reklasifikasi aset keuangan dari kelompok tersedia

untuk dijual ke kelompok dimiliki hingga jatuh tempo
dicatat pada nilai tercatat. Keuntungan atau kerugian
yang belum direalisasi diamortisasi menggunakan
metode suku bunga efektif sampai dengan tanggal
jatuh tempo instrumen tersebut.
Reclassification of financial assets from available-forsale to held-to-maturity classification is recorded at

carrying amount. The unrealized gains or losses are
amortized by using effective interest rate method up
to the maturity date of that instrument.
Giro Wajib Minimum
g.
Giro pada Bank Indonesia dan bank lain
Penempatan pada bank lain dan Bank Indonesia

pada awalnya diukur pada nilai wajar ditambah biaya
transaksi yang dapat diatribusikan secara langsung
dan merupakan biaya tambahan untuk memperoleh
aset keuangan tersebut, dan setelah pengakuan awal
diukur pada biaya perolehan diamortisasi dengan
menggunakan metode suku bunga efektif.
Statutory Reserves Requirement

In accordance with prevailing BI Regulation
concerning Commercial Banks Statutory Reserves
Requirement in Rupiah and Foreign Currency, the
Bank is required to place certain percentage of
deposits from customers with BI.
h.
Current accounts with Bank Indonesia and other

banks
Subsequent to initial recognition, current accounts at
Bank Indonesia and other banks were carried at
amortized cost using effective interest method in the
consolidated statements of financial position.
Giro pada Bank Indonesia dan giro pada bank lain

setelah pengakuan awal dicatat pada biaya perolehan
diamortisasi dengan menggunakan metode suku
bunga efektif pada laporan posisi keuangan
konsolidasian.
i.

Reklasifikasi aset keuangan (lanjutan)
Sesuai dengan Peraturan BI mengenai Giro Wajib

Minimum Bank Umum dalam Rupiah dan Mata Uang
Asing, Bank diwajibkan untuk menempatkan
sejumlah persentase tertentu atas simpanan nasabah
pada BI.
h.
ACCOUNTING
i.
Placements
Indonesia
with
other
banks
and
Bank
Placements with other banks and Bank Indonesia

are initially measured at fair value plus incremental
direct transaction costs, and subsequently measured
at their amortized cost using the effective interest
method.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
j.
KEBIJAKAN
AKUNTANSI
PENTING
Efek-efek dan Obligasi Pemerintah

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
j.
ACCOUNTING
Marketable securities and Government Bonds
Efek-efek terdiri dari Sertifikat BI (SBI), wesel

ekspor, obligasi (termasuk obligasi korporasi yang
diperdagangkan di bursa efek, obligasi syariah ijarah,
dan obligasi syariah mudharabah), fixed rate notes,
promissory notes, dan efek utang lainnya.
Marketable securities consist of BI Certificates

(SBI), trading export bills, bonds (including
corporate bonds traded on the stock exchange,
ijarah sharia bonds, and mudharabah sharia bonds),
fixed rate notes, promissory notes, and other debt
securities.
Efek-efek dan Obligasi Pemerintah diklasifikasikan

sebagai
aset
keuangan
dalam
kelompok
diperdagangkan, tersedia untuk dijual, dan dimiliki
hingga jatuh tempo.
Marketable securities and Government Bonds are

classified as financial assets for trading, availablefor-sale, and held-to-maturity.
j.1.
j.1.
Diperdagangkan

classified as trading are initially recognized and
subsequently measured at fair value in the
consolidated statements of financial position
with transaction costs taken directly to the
consolidated statements of comprehensive
income for the year. Unrealized gains or losses
from changes in fair value of marketable
securities and Government Bonds are
recognized as part of gain or loss from
changes in fair value of financial instruments in
the consolidated statement of comprehensive
Efek-efek dan Obligasi Pemerintah yang

diklasifikasikan
ke
dalam
kelompok
diperdagangkan diakui dan diukur pada nilai
wajar di laporan posisi keuangan konsolidasian
pada saat pengakuan awal dan setelah
pengakuan awal, dengan biaya transaksi yang
terjadi diakui langsung di dalam laporan laba
rugi komprehensif konsolidasian tahun berjalan.
Keuntungan atau kerugian yang belum
direalisasi akibat perubahan nilai wajar efekefek
dan
Obligasi
Pemerintah
yang
diperdagangkan diakui sebagai bagian dari
keuntungan atau kerugian dari perubahan nilai
wajar instrumen keuangan dalam laporan laba
rugi komprehensif konsolidasian tahun berjalan.
j.2.
Tersedia untuk dijual dan dimiliki hingga jatuh

tempo
Trading
j.2.
Available-for-sale and held-to-maturity
Efek-efek dan Obligasi Pemerintah dalam

kelompok tersedia untuk dijual dan dimiliki
hingga jatuh tempo pada awalnya diukur pada
nilai wajar ditambah biaya transaksi dan setelah
pengakuan awal dicatat sesuai dengan
klasifikasi masing-masing sebagai tersedia
untuk dijual atau dimiliki hingga jatuh tempo.

classified as available-for-sale and held-tomaturity are initially measured at fair value plus
transaction costs and subsequently accounted
for in accordance with their classification either
as available-for-sale or held-to-maturity.
Setelah pengakuan awal, efek-efek dan

Obligasi Pemerintah yang diklasifikasikan dalam
kelompok tersedia untuk dijual dinyatakan pada
nilai wajarnya.
After initial recognition, marketable securities

and Government Bonds classified as availablefor-sale are carried at their fair value.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
j.
KEBIJAKAN
AKUNTANSI
PENTING
Efek-efek dan Obligasi Pemerintah (lanjutan)

j.2.

tempo (lanjutan)

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
j.
ACCOUNTING

(continued)
j.2.
Available-for-sale
(continued)
and
held-to-maturity
Pendapatan bunga diakui dalam laporan laba

rugi komprehensif konsolidasian dengan
menggunakan metode suku bunga efektif. Laba
atau rugi selisih kurs atas efek-efek utang dan
Obligasi Pemerintah yang tersedia untuk dijual
diakui pada laporan laba rugi komprehensif
konsolidasian.
Interest income is recognized in the

consolidated statements of comprehensive
income using the effective interest method.
Foreign exchange gains or losses on availablefor-sale debt securities and Government
Bonds are recognized in the consolidated
statements of comprehensive income.
Perubahan nilai wajar lainnya diakui secara

langsung sebagai pendapatan komprehensif
lain sampai investasi tersebut dijual atau
mengalami penurunan nilai, saat dimana
keuntungan dan kerugian kumulatif yang
sebelumnya diakui sebagai pendapatan
komprehensif lain direklasifikasi ke laba rugi
sebagai penyesuaian reklasifikasi.
Other fair value changes are recognized

directly as other comprehensive income until
the investment is sold or impaired, where upon
the cumulative gains and losses previously
recognized in other comprehensive income are
reclassified to profit or loss as a reclassification
adjustment.
Setelah pengakuan awal, efek-efek dan

Obligasi Pemerintah yang diklasifikasikan
dimiliki hingga jatuh tempo dicatat pada biaya
perolehan diamortisasi menggunakan metode
suku bunga efektif. Bila terjadi penjualan atau
reklasifikasi dalam jumlah yang lebih dari jumlah
yang tidak signifikan dari efek-efek dan Obligasi
Pemerintah dalam kelompok dimiliki hingga
jatuh tempo yang belum mendekati tanggal
jatuh tempo, maka hal ini akan menyebabkan
reklasifikasi atas semua efek-efek dan Obligasi
Pemerintah yang dimiliki hingga jatuh tempo ke
dalam kelompok tersedia untuk dijual, dan
Bank/Entitas Anak tidak diperkenankan untuk
mengklasifikasikan efek-efek dan Obligasi
Pemerintah sebagai dimiliki hingga jatuh tempo
untuk tahun berjalan dan untuk kurun waktu dua
tahun mendatang.
After initial recognition, marketable securities

and Government Bonds classified as held-tomaturity are carried at amortized cost using
effective interest method. Any sale or
reclassification of more than an insignificant
amount
of
held-to-maturity
marketable
securities and Government Bonds not close to
their maturity would result in the reclassification
of all held-to-maturity marketable securities
and Government Bonds as available-for-sale
and prevent the Bank/Subsidiaries from
classifying
marketable
securities
and
Government Bonds as held-to-maturity for the
current year and the following two financial
years.
Nilai wajar ditentukan berdasarkan harga

kuotasi pasar yang berlaku. Manajemen akan
menentukan nilai wajar efek-efek dan Obligasi
Pemerintah
berdasarkan
model
yang
dikembangkan secara internal dan estimasi
terbaik jika harga pasar yang dapat diandalkan
tidak tersedia.
Fair values are determined on the basis of

quoted market prices. Management will
determine the fair value of marketable
securities and Government Bonds based upon
internal models and best estimates, if a reliable
market value is not available.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
j.
KEBIJAKAN
AKUNTANSI
PENTING
Efek-efek dan Obligasi Pemerintah (lanjutan)

j.2.

tempo (lanjutan)

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
j.
ACCOUNTING

(continued)
j.2.
Available-for-sale
(continued)
and
held-to-maturity
Efek-efek dan Obligasi Pemerintah yang

diklasifikasikan ke dalam kelompok dimiliki
hingga jatuh tempo disajikan pada laporan
posisi keuangan konsolidasian berdasarkan
harga perolehan, setelah amortisasi premi atau
diskonto, dan khusus untuk efek-efek disajikan
neto setelah dikurangi penyisihan kerugian
penurunan nilai.

classified as held-to-maturity are presented in
the consolidated statements of financial
position at acquisition cost, after amortization
of premiums or discounts and specifically for
marketable securities, presented net of
allowance for impairment losses.
Amortisasi premi/diskonto untuk efek-efek dan

Obligasi Pemerintah yang tersedia untuk dijual
dan dimiliki hingga jatuh tempo dilakukan sejak
tanggal perolehan sampai dengan tanggal jatuh
tempo berdasarkan metode suku bunga efektif.
Amortization of premium/discount for availablefor-sale and held-to-maturity marketable

securities and Government Bonds is calculated
from the acquisition date until the maturity date
using the effective interest method.
Penurunan nilai wajar di bawah harga

perolehan (termasuk amortisasi premi dan
diskonto) yang tidak bersifat sementara dicatat
sebagai penurunan permanen nilai investasi
dan dibebankan dalam laporan laba rugi
komprehensif konsolidasian tahun berjalan.
The decline in fair value below the acquisition

cost (including amortization of premium and
discount), which is determined to be other than
temporary, is recorded as a permanent decline
in the value of investment and charged to the
consolidated statement of comprehensive
Keuntungan dan kerugian yang direalisasi dari

penjualan efek-efek dan Obligasi Pemerintah dihitung
berdasarkan metode rata-rata tertimbang harga
pembelian untuk efek-efek dan Obligasi Pemerintah
dalam kelompok untuk diperdagangkan dan tersedia
untuk dijual.
Realized gains and losses from selling of marketable

securities and Government Bonds are calculated
based on weighted average method of purchase
price for marketable securities and Government
Bonds classified as trading and available-for-sale.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
k.
l.
KEBIJAKAN
AKUNTANSI
PENTING
Efek-efek yang dijual dengan janji dibeli kembali

dan efek-efek yang dibeli dengan janji dijual
kembali

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
k.
ACCOUNTING
Securities sold under repurchase agreements

and securities purchased under resale
agreements
Efek-efek yang dijual dengan janji dibeli kembali

(repo) disajikan sebagai liabilitas sebesar harga
pembelian kembali yang disepakati dikurangi selisih
antara harga jual dan harga pembelian kembali yang
disepakati. Selisih antara harga jual dan harga
pembelian kembali yang disepakati tersebut
diamortisasi dengan menggunakan metode suku
bunga efektif sebagai beban bunga selama jangka
waktu sejak efek-efek tersebut dijual hingga saat
dibeli kembali.
Securities sold under repurchase agreements (repo)

are presented as liabilities and stated at the agreed
repurchase price less the difference between the
selling price and agreed repurchase price. The
difference between the selling price and agreed
repurchase price is amortized using effective interest
method as interest expense over the period
commencing from the selling date to the repurchase
date.
Efek-efek yang dibeli dengan janji dijual kembali

(reverse repo) disajikan sebagai tagihan sebesar
harga jual kembali efek-efek yang disepakati dikurangi
selisih antara harga beli dan harga jual kembali yang
disepakati. Selisih antara harga beli dan harga jual
kembali yang disepakati tersebut diamortisasi dengan
metode suku bunga efektif sebagai pendapatan
bunga selama jangka waktu sejak efek-efek tersebut
dibeli hingga dijual kembali.
Securities purchased under resale agreements

(reverse repo) are presented as receivables and
stated at the agreed resale price less the difference
between the purchase price and the agreed resale
price. The difference between the purchase price
and the agreed resale price is amortized using the
effective interest method as interest income over the
period commencing from the acquisition date to the
resale date.
Instrumen keuangan derivatif
l.
Dalam melakukan usaha bisnisnya, Bank melakukan

transaksi instrumen keuangan derivatif seperti kontrak
tunai dan berjangka mata uang asing, swaps mata
uang asing, cross currency swaps, swap suku bunga,
kontrak opsi mata uang asing, dan kontrak future.
Instrumen derivatif yang dilakukan Bank adalah untuk
diperdagangkan dan untuk tujuan lindung nilai
terhadap risiko Bank atas net open position, risiko
interest rate gap, risiko maturity gap dan risiko lainnya
dalam kegiatan operasional Bank. Instrumen derivatif
diakui dalam laporan keuangan konsolidasian pada
nilai wajar. Untuk memenuhi persyaratan akuntansi
lindung nilai, beberapa kriteria tertentu harus dipenuhi,
termasuk adanya dokumentasi formal pada awal
lindung nilai.
Derivative financial instruments

In the normal course of business, the Bank enters
into transactions involving derivative financial
instruments such as foreign currency spot and
forward contracts, foreign currency swaps, cross
currency swaps, interest rate swaps, foreign
currency options, and future contracts. The
derivative instruments entered by the Bank were for
trading as well as for hedging the Banks exposures
to net open position, interest rate gap risk, maturity
gap risk, and other risks in the Banks daily
operations. Derivative instruments are recognized in
the consolidated financial statements at fair value. To
qualify for hedge accounting, certain criteria are to be
met, including formal documentation to be in place at
the inception of the hedge.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
l.
KEBIJAKAN
AKUNTANSI
PENTING
Instrumen keuangan derivatif (lanjutan)

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
l.
ACCOUNTING
Derivative financial instruments (continued)
Akuntansi lindung nilai
Hedge accounting
Bank dan salah satu Entitas Anak menerapkan

akuntansi lindung nilai arus kas. Pada penetapan
awal lindung nilai, Bank dan Entitas Anak secara
formal mendokumentasikan hubungan antara
instrumen lindung nilai dengan item yang dilindung
nilai, termasuk tujuan manajemen risiko dan strategi
dalam melakukan transaksi lindung nilai, bersamaan
dengan metode yang akan digunakan untuk menilai
efektifitas dari hubungan lindung nilai tersebut. Bank
dan Entitas Anak melakukan penilaian, baik pada
awal hubungan lindung nilai maupun secara
berkelanjutan, untuk menentukan apakah instrumen
lindung nilai tersebut dapat secara efektif menutupi
perubahan arus kas dari item yang dilindung nilai
terkait selama tahun dimana lindung nilai tersebut
ditetapkan dan apakah efektifitas setiap lindung nilai
berada dalam kisaran 80-125 persen.
The Bank and a Subsidiary applied cash flow hedge

accounting. On initial designation of the hedge, the
Bank and Subsidiary formally document the
relationship between the hedging instruments and
hedged items, including the risk management
objective and strategy in undertaking the hedge
transaction, together with the method that will be
used to assess the effectiveness of the hedging
relationship. The Bank and Subsidiary make an
assessment, both at the inception of the hedge
relationship as well as on an ongoing basis, whether
the hedging instruments are expected to be highly
effective in offsetting the changes in the cash flows
of the respective hedged items during the year for
which the hedge is designated and whether the
actual results of each hedge are within a range of
80-125 percent.
Perubahan nilai wajar instrumen derivatif yang tidak

memenuhi kriteria lindung nilai dicatat dalam laporan
laba rugi komprehensif konsolidasian tahun yang
bersangkutan. Jika instrumen derivatif dirancang dan
memenuhi syarat akuntansi lindung nilai, perubahan
nilai wajar yang berkaitan dengan lindung nilai diakui
sebagai penyesuaian terhadap item yang dilindungi
nilainya dalam laporan laba rugi komprehensif
konsolidasian tahun berjalan atau disajikan dalam
ekuitas, tergantung pada jenis transaksi dan efektifitas
dari lindung nilai tersebut.
Changes in fair value of derivative instruments that

do not qualify for hedge accounting are recognized
in the current year consolidated statement of
comprehensive income. If derivative instruments are
designated and qualify for hedge accounting,
changes in fair value of derivative instruments are
recorded as adjustments to the items being hedged
in the current year of consolidated statement of
comprehensive income or in the equity, depending
on the type of hedge transaction represented and
the effectiveness of the hedge.
Pada saat derivatif dirancang sebagai instrumen

lindung nilai untuk melindungi perubahan arus kas
yang dapat diatribusikan pada risiko tertentu dari aset
atau liabilitas yang diakui atau suatu prakiraan
transaksi yang dapat mempengaruhi laba rugi, maka
bagian efektif dari perubahan nilai wajar dari derivatif
diakui sebagai pendapatan komprehensif lainnya.
Jumlah yang diakui dalam pendapatan komprehensif
lainnya direklasifikasi ke laporan laba rugi
komprehensif konsolidasian sebagai penyesuaian
reklasifikasi pada tahun yang sama dimana arus kas
yang dilindung nilai tersebut mempengaruhi laba rugi,
dan pada baris item yang sama pada laporan laba
rugi komprehensif konsolidasian. Setiap bagian yang
tidak efektif dalam perubahan nilai wajar derivatif
diakui langsung pada laporan laba rugi komprehensif
konsolidasian.
When a derivative is designated as the hedging

instrument in a hedge of the variability in cash flows
attributable to a particular risk associated with a
recognized asset or liability or a highly probable
forecast transaction that could affect profit or loss,
the effective portion of changes in the fair value of
the derivative is recognized in other comprehensive
income. The amount recognized in other
comprehensive income is reclassified to the
consolidated statement of comprehensive income as
a reclassification adjustment in the same year as the
hedged cash flows affect profit or loss, and in the
same line item in the consolidated statement of
comprehensive income. Any ineffective portion of
changes in the fair value of the derivative is
recognized immediately in the consolidated


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
l.
KEBIJAKAN
AKUNTANSI
PENTING
Instrumen keuangan derivatif (lanjutan)

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
l.
ACCOUNTING
Derivative financial instruments (continued)
Akuntansi lindung nilai (lanjutan)
Hedge accounting (continued)
Jika derivatif lindung nilai kadaluarsa atau dijual,

dihentikan atau dilaksanakan, atau pada saat lindung
nilai tidak lagi memenuhi kriteria akuntansi lindung
nilai arus kas atau pada saat transaksi lindung nilai
dibatalkan maka secara prospektif akuntansi lindung
nilai dihentikan. Pada saat lindung nilai atas suatu
prakiraan transaksi dihentikan, maka jumlah kumulatif
yang diakui pada pendapatan komprehensif lainnya
sejak tahun dimana lindung nilai tersebut efektif,
direklasifikasi dari pendapatan komprehensif lainnya
ke laporan laba rugi komprehensif konsolidasian
sebagai penyesuaian reklasifikasi pada saat prakiraan
transaksi tersebut terjadi dan mempengaruhi laba
rugi. Jika prakiraan transaksi tidak lagi diharapkan
akan terjadi, maka saldo di pendapatan komprehensif
lainnya langsung direklasifikasi ke laporan laba rugi
komprehensif konsolidasian sebagai penyesuaian
reklasifikasi.
If the hedging derivative expires or is sold,

terminated, or exercised, or the hedge no longer
meets the criteria for cash flow hedge accounting, or
the hedge designation is revoked, then hedge
accounting is discontinued prospectively. In a
discontinued hedge of a forecast transaction, the
cumulative
amount
recognized
in
other
comprehensive income from the year when the
hedge was effective, is reclassified from other
comprehensive income to the consolidated
statement of comprehensive income as a
reclassification adjustment when the forecast
transaction occurs and affects profit or loss. If the
forecast transaction is no longer expected to occur,
then the balance in other comprehensive income is
reclassified immediately to the consolidated
statement of comprehensive income as a
reclassification adjustment.
m. Pinjaman yang diberikan
m. Loans
Pinjaman yang diberikan pada awalnya diukur pada

nilai wajar ditambah biaya transaksi yang dapat
diatribusikan secara langsung dan merupakan biaya
tambahan untuk memperoleh aset keuangan tersebut,
dan setelah pengakuan awal diukur pada biaya
perolehan diamortisasi dengan menggunakan metode
suku bunga efektif.
Loans are initially measured at fair value plus

incremental direct transaction cost and subsequently
measured at their amortized cost using the effective
interest method.
Kredit dalam rangka pembiayaan bersama (kredit

sindikasi) dinyatakan sebesar biaya perolehan
diamortisasi sesuai dengan porsi risiko yang
ditanggung oleh Bank.
Syndicated loans are stated at amortized cost in

accordance with the risk borne by the Bank.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
KEBIJAKAN
AKUNTANSI
PENTING
m. Pinjaman yang diberikan (lanjutan)

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
ACCOUNTING
m. Loans (continued)
Termasuk dalam pinjaman yang diberikan adalah

pembiayaan Syariah yang terdiri dari piutang
murabahah, pinjaman qardh, Ijarah Muntahiyah
Bittamlik, pembiayaan musyarakah, dan pembiayaan
mudharabah. Murabahah adalah akad jual beli
barang dengan menyatakan harga perolehan dan
keuntungan (marjin) yang disepakati oleh penjual dan
pembeli, dan hanya dapat dilakukan berdasarkan
pesanan yang bersifat mengikat. Musyarakah adalah
akad kerjasama yang terjadi diantara para pemilik
modal (mitra musyarakah) untuk menggabungkan
modal dan melakukan usaha secara bersama dalam
suatu kemitraan, dengan pembagian keuntungan
berdasarkan
nisbah
yang
telah
disepakati
sebelumnya. Mudharabah adalah akad kerjasama
usaha antara Bank sebagai pemilik dana (shahibul
maal) dan nasabah sebagai pengelola dana
(mudharib) untuk melakukan kegiatan usaha dengan
nisbah pembagian hasil (keuntungan atau kerugian)
menurut kesepakatan dimuka. Ijarah Muntahiyah
Bittamlik adalah akad pemindahan hak guna
(manfaat) atas suatu aset dalam waktu tertentu
dengan pembayaran sewa yang diikuti dengan janji
perpindahan kepemilikan aset yang diijarahkan pada
saat tertentu.
Included in the loans is Sharia financing which

consists of murabahah receivables, qardh financing,
Ijarah Muntahiyah Bittamlik, musyarakah financing,
and mudharabah financing. Murabahah is an
agreement for the sale and purchase of goods
between the buyer and the seller at the agreed cost
and margin, and only can be done based on agreed
order. Musyarakah is an agreement between
investors (musyarakah partners) to join the capital in
a partnership, at an agreed predefined term of
nisbah. Mudharabah is an agreement between the
Bank as an investor (shahibul maal) and customer
as a fund manager (mudharib) to run a business with
pre-defined terms of nisbah (gain or loss). Ijarah
Muntahiyah Bittamlik is an agreement to obtain profit
on the leased object being leased with an option to
transfer ownership of the leased object at certain
time.
Pinjaman yang diberikan dihapusbukukan ketika tidak

terdapat
prospek
yang
realistis
mengenai
pengembalian dimasa datang dan semua jaminan
telah direalisasi atau sudah diambil alih. Pinjaman
yang tidak dapat dilunasi dihapusbukukan dengan
mendebit penyisihan kerugian penurunan nilai.
Pelunasan kemudian atas pinjaman yang telah
dihapusbukukan
sebelumnya,
dikreditkan
ke
penyisihan kerugian penurunan nilai di laporan posisi
keuangan konsolidasian.
Loans are written off when there are no realistic

prospects of future recovery and all collateral have
been realized or have been foreclosed. When loans
are deemed uncollectible, they are written off against
the related allowance for impairment losses.
Subsequent recoveries of loans written off are
credited to the allowance for impairment losses in
the consolidated statements of financial position.
Restrukturisasi kredit meliputi modifikasi persyaratan

kredit, konversi kredit menjadi saham atau instrumen
keuangan lainnya dan/atau kombinasi dari keduanya.
Loan restructuring may involve a modification of the

terms of the loans, conversion of loans into equity or
other financial instruments and/or a combination of
both.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
KEBIJAKAN
AKUNTANSI
PENTING
m. Pinjaman yang diberikan (lanjutan)

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
m. Loans (continued)
Restructured loans are stated at the lower of

carrying value of the loan at the time of restructuring
or net present value of the total future cash receipts
after restructuring. Losses arising from any excess of
the carrying value of the loan at the time of
restructuring over the net present value of the total
future cash receipts after restructuring are
recognized in the consolidated statement of
comprehensive income. Thereafter, all cash receipts
under the new terms shall be accounted for as the
recovery of principal and interest income, in
accordance with the restructuring scheme.
Kredit yang direstrukturisasi disajikan sebesar nilai

yang lebih rendah antara nilai tercatat kredit pada
tanggal restrukturisasi atau nilai tunai penerimaan kas
masa depan setelah restrukturisasi. Kerugian akibat
selisih antara nilai tercatat kredit pada tanggal
restrukturisasi dengan nilai tunai penerimaan kas
masa depan setelah restrukturisasi diakui dalam
laporan laba rugi komprehensif konsolidasian. Setelah
restrukturisasi, semua penerimaan kas masa depan
yang ditetapkan dalam persyaratan baru dicatat
sebagai pengembalian pokok kredit yang diberikan
dan pendapatan bunga sesuai dengan syarat-syarat
restrukturisasi.
n.
o.
ACCOUNTING
n.
Investasi dalam saham yang diklasifikasikan sebagai

aset keuangan tersedia untuk dijual dicatat sebesar
biaya perolehan setelah pengakuan awalnya karena
terdiri dari efek ekuitas tanpa harga kuotasi yang nilai
wajarnya tidak dapat diukur secara handal, kecuali
untuk investasi dalam saham tertentu yang memiliki
harga kuotasi dicatat sebesar nilai wajar setelah
pengakuan awalnya.
Investments in shares classified as available-for-sale

financial asset is carried at cost after its initial
recognition as it consists of unquoted equity
securities whose fair value cannot be reliably
measured, except for certain investment in shares
that has quoted price which accounted for at fair
value after initial recognition.
Dividen kas yang diterima atas investasi dalam

saham diakui sebagai pendapatan.
Cash dividend received from investment in shares is

recognized as income.
Investasi saham yang diterima dalam rangka

restrukturisasi tagihan
dengan
konversi tagihan
menjadi penyertaan modal sementara, dicatat
sebesar harga perolehan.
with debt
Shares
received
in
conjunction
restructuring through conversion of the debt into
temporary investment are accounted for at cost.
Penyisihan
keuangan
kerugian
penurunan
nilai
aset
Pada setiap tanggal pelaporan, Bank dan Entitas

Anak mengevaluasi apakah terdapat bukti obyektif
bahwa aset keuangan yang tidak dicatat pada nilai
wajar melalui laporan laba rugi telah mengalami
penurunan nilai. Aset keuangan mengalami
penurunan nilai jika bukti obyektif menunjukkan
bahwa peristiwa yang merugikan telah terjadi setelah
pengakuan awal aset keuangan, dan peristiwa
tersebut berdampak pada arus kas masa datang atas
aset keuangan yang dapat diestimasi secara handal.
o.
Allowance for impairment losses of financial

assets
At each reporting date, the Bank and Subsidiaries
assess whether there is objective evidence that
financial assets not carried at fair value through profit
or loss are impaired. Financial assets are impaired
when objective evidence demonstrates that a loss
event has occurred after the initial recognition of the
assets and the loss event has an impact on the
future cash flows on the assets that can be
estimated reliably.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
o.
KEBIJAKAN
Penyisihan kerugian
keuangan (lanjutan)
AKUNTANSI
penurunan
PENTING
nilai
aset

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
o.
ACCOUNTING

assets (continued)
Bukti obyektif bahwa aset keuangan mengalami

penurunan nilai meliputi wanprestasi atau tunggakan
pembayaran oleh debitur, restrukturisasi kredit atau
dengan persyaratan yang diberikan oleh Bank dan
Entitas Anak yang tidak mungkin diberikan jika debitur
tidak mengalami kesulitan keuangan, indikasi bahwa
debitur atau penerbit akan dinyatakan pailit, hilangnya
pasar aktif dari aset keuangan akibat kesulitan
keuangan, atau data yang dapat diobservasi lainnya
yang terkait dengan kelompok aset keuangan seperti
memburuknya status pembayaran debitur atau
penerbit dalam kelompok tersebut, atau kondisi
ekonomi yang berkorelasi dengan wanprestasi atas
aset dalam kelompok tersebut.
Objective evidence that financial assets are impaired

can include default or delinquency by a borrower,
restructuring of a loan by the Bank and Subsidiaries
on terms that the Bank and Subsidiaries would not
otherwise consider, indications that a borrower or
issuer will enter into bankruptcy, the disappearance
of an active market for a security due to financial
difficulties, or other observable data relating to a
group of assets such as adverse changes in the
payment status of borrowers or issuers in the group,
or economic conditions that correlate with defaults in
the group.
Bank dan Entitas Anak menentukan bukti penurunan

nilai atas aset keuangan secara individual dan kolektif.
Evaluasi penurunan nilai terhadap aset keuangan
yang signifikan dilakukan secara individual.
The Bank and Subsidiaries consider evidence of

impairment for financial assets at both specific and
collective level. All individually significant financial
assets are assessed for specific impairment.
Semua aset keuangan yang signifikan secara

individual yang tidak mengalami penurunan nilai
secara individual dievaluasi secara kolektif untuk
menentukan penurunan nilai yang sudah terjadi
namun belum diidentifikasi. Aset keuangan yang tidak
signifikan secara individual akan dievaluasi secara
kolektif untuk menentukan penurunan nilainya dengan
mengelompokkan
aset
keuangan
tersebut
berdasarkan karakteristik risiko yang serupa.
All individually significant financial assets not to be

specifically impaired are then collectively assessed
for any impairment that has been incurred but not yet
identified. Financial assets that are not individually
significant are collectively assessed for impairment
by grouping together such financial assets with
similar risk characteristics.
Dalam menentukan penurunan nilai secara kolektif,

Bank dan Entitas Anak menggunakan model statistik
dari data historis atas probability of default, saat
pemulihan dan jumlah kerugian yang terjadi, yang
disesuaikan dengan pertimbangan manajemen
mengenai apakah kondisi ekonomi dan kredit saat ini
mungkin menyebabkan kerugian aktual lebih besar
atau lebih kecil daripada yang dihasilkan oleh model
statistik. Tingkat wanprestasi, tingkat kerugian pada
saat pemulihan yang diharapkan di masa datang
secara berkala dibandingkan dengan hasil aktual
yang diperoleh untuk memastikan bahwa model
statistik yang digunakan masih memadai.
In assessing collective impairment, the Bank and

Subsidiaries use statistical modelling of historical
trends of the probability of default, timing of
recoveries and the amount of loss incurred, adjusted
for managements judgement as to whether current
economic and credit conditions are such that the
actual losses are likely to be greater or less than
suggested by historical modelling. Default rates, loss
rates and the expected timing of future recoveries
are regularly benchmarked against actual outcomes
to ensure that they remain appropriate.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
o.
KEBIJAKAN
Penyisihan kerugian
keuangan (lanjutan)
AKUNTANSI
penurunan
PENTING
nilai
aset

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
o.
ACCOUNTING

assets (continued)
Kerugian penurunan nilai atas aset keuangan yang

dicatat pada biaya perolehan diamortisasi diukur
sebesar selisih antara nilai tercatat aset keuangan
dengan nilai kini estimasi arus kas masa datang yang
didiskonto menggunakan suku bunga efektif awal dari
aset keuangan tersebut. Kerugian yang terjadi diakui
pada laporan laba rugi komprehensif konsolidasian
dan dicatat pada akun penyisihan kerugian
penurunan nilai atas aset keuangan yang dicatat pada
biaya perolehan diamortisasi. Pendapatan bunga atas
aset keuangan yang mengalami penurunan nilai tetap
diakui atas dasar suku bunga yang digunakan untuk
mendiskonto arus kas masa datang dalam
pengukuran kerugian penurunan nilai. Ketika peristiwa
yang terjadi setelah penurunan nilai menyebabkan
jumlah kerugian penurunan nilai berkurang, kerugian
penurunan nilai yang sebelumnya diakui harus
dipulihkan dan pemulihan tersebut diakui pada
Impairment losses on financial assets carried at

amortized cost are measured as the difference
between the carrying amount of the financial assets
and the present value of estimated future cash flows
discounted at the financial assets original effective
interest. Losses are recognized in the consolidated
statements of comprehensive income and reflected
in the allowance account against financial assets
carried at amortized cost. Interest on the impaired
financial asset continued to be recognized using the
rate of interest used to discount the future cash flows
for the purpose of measuring the impairment loss.
When a subsequent event causes the amount of
impairment loss to decrease, the impairment loss is
reversed through the consolidated statements of
comprehensive income.
Kerugian penurunan nilai atas efek-efek yang tersedia

untuk dijual diakui dengan mengeluarkan kerugian
kumulatif yang telah diakui secara langsung sebagai
pendapatan komprehensif lain ke laba rugi sebagai
penyesuaian reklasifikasi. Jumlah kerugian kumulatif
yang direklasifikasi dari pendapatan komprehensif lain
ke laba rugi merupakan selisih antara biaya
perolehan, setelah dikurangi pelunasan pokok dan
amortisasi, dengan nilai wajar kini, dikurangi kerugian
penurunan nilai aset keuangan yang sebelumnya
telah diakui pada laporan laba rugi komprehensif
konsolidasian. Perubahan pada penyisihan kerugian
penurunan nilai yang berasal dari nilai waktu
dinyatakan sebagai komponen dari pendapatan
bunga.
Impairment losses on available-for-sale marketable

securities are recognized by transferring the
cumulative losses that have been recognized directly
as other comprehensive income to profit or loss as a
reclassification adjustment. The cumulative losses
that are reclassified from other comprehensive
income to profit or loss are the difference between
the acquisition cost, net of any principal repayment
and amortization, and the current fair value, less any
impairment loss previously recognized in the
consolidated statements of comprehensive income.
Changes in impairment provisions attributable to
time value are reflected as a component of interest
income.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
o.
KEBIJAKAN
Penyisihan kerugian
keuangan (lanjutan)
AKUNTANSI
penurunan
PENTING
nilai
aset

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
o.
ACCOUNTING

assets (continued)
Jika, pada tahun berikutnya, nilai wajar efek utang

yang diklasifikasikan dalam kelompok tersedia untuk
dijual yang mengalami penurunan nilai meningkat dan
peningkatan tersebut dapat secara obyektif
dihubungkan dengan peristiwa yang terjadi setelah
pengakuan kerugian penurunan nilai pada laporan
laba rugi komprehensif konsolidasian, maka kerugian
penurunan nilai tersebut harus dipulihkan dan
pemulihan tersebut diakui pada laporan laba rugi
komprehensif konsolidasian.
If, in a subsequent year, the fair value of an impaired

available-for-sale debt security increases and the
increase can be objectively related to an event
occurring after the impairment loss was recognized
in the consolidated statements of comprehensive
income, the impairment loss is reversed, with the
amount of reversal recognized in the consolidated
Jika persyaratan kredit, piutang atau efek yang dimiliki

hingga jatuh tempo dinegosiasi ulang atau
dimodifikasi karena debitur atau penerbit mengalami
kesulitan keuangan, maka penurunan nilai diukur
dengan suku bunga efektif awal yang digunakan
sebelum persyaratan diubah.
If the terms of a loan, receivable or held-to-maturity

securities are renegotiated or otherwise modified
because of financial difficulties of the borrower or
issuer, impairment is measured using the original
effective interest before the modification of terms.
Penyesuaian atas penyisihan kerugian penurunan

nilai dari aset dicatat dalam tahun dimana
penyesuaian tersebut diketahui atau dapat ditaksir
secara wajar. Penyesuaian ini termasuk penambahan
penyisihan kerugian penurunan nilai, maupun
pemulihan aset yang telah dihapusbukukan.
Adjustments to the allowance for impairment losses

from assets are reported in the year such
adjustments become known or can be reasonably
estimated. These adjustments include additional
allowance for impairment losses, as well as
recoveries of previously written off assets.
Usaha syariah
Sharia business
Khusus untuk kegiatan usaha syariah, Bank

membentuk penyisihan kerugian penurunan nilai aset
produktif serta estimasi kerugian atas rekening
administratif (dicatat sebagai estimasi kerugian atas
komitmen dan kontinjensi yang merupakan bagian
dari beban yang masih harus dibayar dan liabilitas
lain-lain) berdasarkan hasil penelaahan terhadap
kolektibilitas dari masing-masing aset produktif dan
transaksi rekening administratif yang mempunyai
risiko kredit sesuai dengan Peraturan BI.
Specifically for sharia business activities, the Bank

provides an allowance for impairment losses of
productive assets and estimated losses from offbalance sheet transactions (recorded as estimated
losses on commitments and contingencies which are
part of accruals and other liabilities) based on the
evaluation of collectability of each individual asset
and off balance sheet transaction with credit risk in
accordance with BI regulation.
Aset produktif perbankan syariah terdiri dari giro pada

Bank Indonesia, Sertifikat Bank Indonesia, efek-efek,
piutang Islamic Banking (iB), piutang iB lainnya,
pembiayaan iB dan transaksi rekening administratif
yang mempunyai risiko kredit.
Productive assets of sharia banking include current

accounts with Bank Indonesia, Certificates of Bank
Indonesia, marketable securities, Islamic Banking
(iB) receivables, other iB receivables, iB financing
and off-balance sheet transactions which contain
credit risk.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
o.
KEBIJAKAN
Penyisihan kerugian
keuangan (lanjutan)
AKUNTANSI
penurunan
PENTING
nilai

AND SUBSIDIARIES
2.
aset
SUMMARY
OF
SIGNIFICANT
o.
ACCOUNTING

assets (continued)
Penelaahan manajemen atas kolektibilitas masingmasing aset produktif dan transaksi rekening
administratif yang mempunyai risiko kredit untuk
perbankan syariah dilakukan berdasarkan sejumlah
faktor, termasuk ketepatan pembayaran angsuran,
keadaan ekonomi/prospek usaha saat ini maupun
yang diantisipasi untuk masa yang akan datang,
kondisi keuangan/kinerja debitur, kemampuan
membayar dan faktor-faktor lain yang relevan. Sesuai
dengan ketentuan BI, kecuali untuk piutang
murabahah yang merupakan pembiayaan dimana
identifikasi dan pengukuran kerugian penurunan
nilainya dievaluasi secara individual yang dilakukan
sesuai dengan PSAK No. 55 (Revisi 2011) secara
prospektif sejak tanggal 1 Januari 2014, penyisihan
penghapusan aset produktif yang dibentuk mengacu
sebagai berikut:
Managements evaluation on the collectability of

each individual productive asset and off-balance
sheet transactions with credit risk for sharia banking
is based on a number of factors, including
punctuality of payment of installment, current
and anticipated economic condition/borrower
performance, financial conditions, payment ability
and other relevant factors. In accordance with BI
regulation, except for murabahah receivables that
represents financing which identification and
measurement of
the individual allowance for
impairment losses based on SFAS No. 55 (Revised
2011) are conducted prospectively since 1 January
2014, the allowance for impairment losses on
productive assets is calculated using the following
guidelines:
i.
Penyisihan umum sekurang-kurangnya 1% dari

aset produktif dan transaksi rekening administratif
yang digolongkan lancar.
i.
ii.
Penyisihan khusus untuk aset produktif dan

transaksi rekening administratif:
ii. Specific allowance for productive assets and off

balance sheet transactions:
Klasifikasi
General allowance at a minimum of 1% of

productive assets and off-balance sheet
transactions that are classified as current.
Persentase minimum penyisihan/

Minimum percentage of allowance
Dalam perhatian khusus

Kurang lancar
Diragukan
Macet
5%
15%
50%
100%
Classification
Special mention
Substandard
Doubtful
Loss
Penyisihan khusus untuk aset produktif dan transaksi

rekening administratif yang mempunyai risiko kredit
yang digolongkan sebagai dalam perhatian khusus,
kurang lancar, diragukan, dan macet dihitung atas
jumlah pokok pinjaman yang diberikan setelah
dikurangi dengan nilai agunan yang diperkenankan.
Pencadangan tidak dibentuk untuk porsi fasilitas yang
dijamin dengan agunan tunai.
Specific allowance for productive assets and offbalance sheet transactions with credit risk classified
as special mention, substandard, doubtful, and loss
is calculated on total loan principal after deducting
the value of allowable collateral. No allowance is
provided for any portion of facility backed by cash
collateral.
Aset produktif dan transaksi rekening administratif

yang mempunyai risiko kredit dengan klasifikasi
lancar dan dalam perhatian khusus sesuai dengan
peraturan BI digolongkan sebagai aset produktif dan
transaksi
rekening
administratif
yang
tidak
bermasalah. Sedangkan untuk aset produktif dan
transaksi rekening administratif yang mempunyai
risiko kredit dengan klasifikasi kurang lancar,
diragukan, dan macet digolongkan sebagai aset nonproduktif dan transaksi rekening administratif
bermasalah.
Productive assets and off-balance sheet transactions

with credit risk classified as current and special
mention in accordance with BI regulations are
considered as performing productive assets and offbalance sheet transactions. On the other hand,
productive assets and off balance sheet transactions
with credit risk classified as substandard, doubtful,
and loss are considered as non-performing
productive
assets
and
off-balance
sheet
transactions.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
p.
KEBIJAKAN
AKUNTANSI
PENTING
Penyisihan kerugian penurunan nilai atas aset

yang bukan aset keuangan

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
p.
ACCOUNTING
Allowance for impairment losses on nonfinancial assets
Nilai tercatat dari aset yang bukan aset keuangan

milik Bank dan Entitas Anak, kecuali aset pajak
tangguhan, ditelaah setiap tanggal pelaporan untuk
menentukan apakah terdapat indikasi penurunan nilai.
Jika indikasi tersebut ada, maka nilai yang dapat
dipulihkan dari aset tersebut akan diestimasi. Untuk
goodwill dan aset takberwujud yang memiliki masa
manfaat yang tidak dapat ditentukan atau tidak
tersedia untuk digunakan, maka nilai yang dapat
dipulihkan harus diestimasi setiap tahunnya pada saat
yang sama.
The carrying amounts of the Bank and Subsidiaries

non-financial assets, other than deferred tax assets,
are reviewed at each reporting date to determine
whether there is any indication of impairment. If any
such indication exists then the assets recoverable
amount is estimated. For goodwill and intangible
assets that have indefinite useful lives or that are not
yet available for use, the recoverable amount is
estimated each year at the same time.
Nilai yang dapat diperoleh kembali dari suatu aset

atau unit penghasil kas adalah sebesar jumlah yang
lebih tinggi antara nilai pakainya dan nilai wajar aset
atau unit penghasil kas dikurangi biaya untuk menjual.
Dalam menilai nilai pakai, estimasi arus kas masa
depan didiskontokan ke nilai sekarang dengan
menggunakan tingkat diskonto sebelum pajak yang
mencerminkan penilaian pasar saat ini terhadap nilai
kas kini dan risiko spesifik terhadap aset tersebut.
The recoverable amount of an asset or cashgenerating unit is the greater of its value in use and
its fair value less costs to sell. In assessing value in
use, the estimated future cash flows are discounted
to their present value using a pre-tax discount rate
that reflects current market assessments of the time
value of money and the risks specific to the asset.
Untuk tujuan pengujian penurunan nilai, aset yang

tidak dapat diuji secara individual akan digabungkan
dalam kelompok yang paling kecil yang memberikan
arus kas masuk dari penggunaan berkelanjutan yang
sebagian besar independen terhadap arus kas masuk
atas aset atau kelompok aset lainnya (unit penghasil
kas atau UPK). Untuk tujuan penilaian penurunan
nilai dari goodwill, UPK yang memperoleh alokasi
goodwill akan dijumlahkan sehingga tingkat dimana
penurunan nilai diuji menunjukkan tingkat terendah
dimana goodwill tersebut dipantau untuk tujuan
pelaporan internal. Goodwill yang diperoleh dari
kombinasi bisnis akan dialokasikan ke kelompok UPK
yang diharapkan untuk mendapatkan manfaat dari
sinergi atas kombinasi tersebut.
For the purpose of impairment testing, assets that

cannot be tested individually are grouped together
into the smallest group of assets that generates cash
inflows from continuing use that are largely
independent of the cash inflows of other assets or
groups of assets (the cash generating unit or
CGU). For the purposes of goodwill impairment
testing, CGUs to which goodwill has been allocated
are aggregated so that the level at which impairment
is tested reflects the lowest level at which goodwill is
monitored for internal reporting purposes. Goodwill
acquired in a business combination is allocated to
groups of CGUs that are expected to benefit from
the synergies of the combination.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
p.
KEBIJAKAN
AKUNTANSI
PENTING
Penyisihan kerugian penurunan nilai atas aset

yang bukan aset keuangan (lanjutan)

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
p.
ACCOUNTING
Allowance for impairment losses on nonfinancial assets (continued)
Penyisihan penurunan nilai diakui jika nilai tercatat

dari suatu aset atau UPK melebihi nilai yang dapat
diperoleh kembali. Nilai yang dapat diperoleh kembali
adalah nilai wajar setelah estimasi biaya untuk
menjual aset terkait dan biaya tambahan yang dapat
diatribusikan dengan pelepasan aset. Penyisihan
penurunan nilai diakui pada laporan laba rugi
komprehensif
konsolidasian
tahun
berjalan.
Penyisihan penurunan nilai goodwill yang diakui
sehubungan dengan UPK akan dialokasikan pertama
kali untuk mengurangi nilai tercatat dari goodwill yang
dialokasikan ke UPK dan kemudian mengurangi nilai
tercatat dari aset lainnya di dalam unit tersebut
(kelompok unit) secara pro rata.
An impairment loss is recognized if the carrying

amount of an asset or a CGU exceeds its
recoverable amount. Recoverable amount is the fair
value after estimated costs to sell related asset and
incremental costs for disposing the asset.
Impairment losses of goodwill are recognized in the
current
year
consolidated
statements
of
comprehensive
income.
Impairment
losses
recognized in respect of CGUs are allocated first to
reduce the carrying amount of any goodwill allocated
to the CGU and then to reduce the carrying amount
of the other assets in the unit (group of units) on a
pro rata basis.
Penyisihan penurunan nilai sehubungan dengan

goodwill tidak dapat dipulihkan. Sehubungan dengan
aset lainnya, penyisihan penurunan nilai yang diakui
pada tahun sebelumnya dinilai pada setiap tanggal
pelaporan untuk melihat adanya indikasi bahwa
kerugian telah menurun atau tidak ada lagi. Kerugian
penurunan nilai dipulihkan jika terdapat perubahan
estimasi yang digunakan dalam menentukan nilai
yang dapat dipulihkan.
An impairment loss in respect of goodwill is not

reversed. In respect of other assets, impairment
losses recognized in prior year are assessed at each
reporting date for any indications that the loss has
decreased or no longer exists. An impairment loss is
reversed if there has been a change in the estimates
used to determine the recoverable amount.
Penyisihan kerugian penurunan nilai dijurnal balik

hanya hingga nilai tercatat aset tidak melebihi nilai
tercatat yang telah ditentukan, dikurangi dengan
depresiasi atau amortisasi, jika penyisihan penurunan
nilai tidak pernah diakui.
An impairment loss is reversed only to the extent

that the assets carrying amount does not exceed the
carrying amount that would have been determined,
net of depreciation or amortization, if no impairment
loss had been recognized.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
q.
KEBIJAKAN
AKUNTANSI
PENTING 2.
Piutang pembiayaan konsumen

AND SUBSIDIARIES
SUMMARY
OF
SIGNIFICANT
q.
ACCOUNTING
Consumer financing receivables
Piutang pembiayaan konsumen merupakan jumlah

piutang setelah dikurangi dengan bagian pembiayaan
bersama, pendapatan pembiayaan konsumen yang
belum diakui dan penyisihan kerugian penurunan
nilai.
Consumer financing receivables are stated at net of

joint financing, unearned consumer financing income
and allowance for impairment losses.
Piutang pembiayaan konsumen diklasifikasikan

sebagai pinjaman yang diberikan dan piutang, dan
setelah pengakuan awal, dicatat pada biaya
perolehan diamortisasi dengan menggunakan metode
suku bunga efektif (Catatan 2.e.5).
Consumer financing receivables are classified as

loans and receivables, and subsequent to initial
recognition, are carried at amortized cost using the
effective interest method (Note 2.e.5).
Pendapatan pembiayaan konsumen yang belum

diakui merupakan selisih antara jumlah keseluruhan
pembayaran angsuran yang akan diterima dari
konsumen dan jumlah pokok pembiayaan, yang
diakui sebagai pendapatan selama jangka waktu
kontrak berdasarkan tingkat suku bunga efektif dari
piutang pembiayaan konsumen.
Unearned consumer financing income represents

the difference between total installments to be
received from the consumer and the principal
amount financed, which is recognized as income
over the term of the contract based on effective
interest rate of the related consumer financing
receivable.
Termasuk dalam piutang pembiayaan konsumen

adalah piutang pembiayaan murabahah. Murabahah
adalah akad jual beli barang dengan harga jual
sebesar biaya perolehan ditambah keuntungan yang
disepakati dan Entitas Anak harus mengungkapkan
biaya perolehan barang tersebut kepada konsumen.
Pada saat akad murabahah, piutang pembiayaan
murabahah diakui sebesar biaya perolehan ditambah
keuntungan (marjin). Keuntungan murabahah diakui
selama periode akad berdasarkan pengakuan marjin
dari piutang pembiayaan murabahah.
Included in consumer financing receivables are

murabahah financing receivables. Murabahah is
goods sell-buy contract with a sold price amounting
to acquisition cost plus agreed margin and the
Subsidiary must disclose the acquisition cost to
consumer. When the murabahah contract is signed,
murabahah financing receivables are recognized at
acquisition cost plus agreed margin. Murabahah
margin is recognized over the period of the contract
based on margin of the murabahah financing
receivables.
Akad murabahah secara substansi merupakan suatu

pembiayaan, sehingga pengakuan marjin dilakukan
berdasarkan standar yang mengatur pembiayaan,
seperti yang disebutkan di kebijakan pembiayaan
konsumen.
Substantially, murabahah contract is a financing, so

that margin recognition is based on standards which
regulate financing, as mentioned in consumer
financing policy.
Piutang pembiayaan konsumen yang pembayaran

angsurannya menunggak lebih dari 90 hari
diklasifikasikan sebagai piutang bermasalah dan
pendapatan pembiayaan konsumen diakui pada saat
pendapatan tersebut diterima (cash basis). Bila terjadi
wanprestasi, piutang pembiayaan konsumen dapat
diselesaikan dengan menjual kendaraan yang dibiayai
oleh Entitas Anak.
Consumer financing receivables with installments

overdue for more than 90 days are classified as nonperforming receivables and the related consumer
financing income is recognized only when it is
actually collected (cash basis). In the events of
default, consumer financing receivables could be
settled by selling the motor vehicle financed by the
Subsidiary.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
q.
r.
KEBIJAKAN
AKUNTANSI
PENTING
Piutang pembiayaan konsumen (lanjutan)

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
q.
ACCOUNTING
Consumer financing receivables (continued)
Penyelesaian kontrak sebelum masa pembiayaan

konsumen berakhir diperlakukan sebagai pembatalan
kontrak pembiayaan konsumen dan keuntungan yang
timbul diakui dalam laporan laba rugi komprehensif
konsolidasian tahun berjalan.
Early termination of a contract is treated as

a cancellation of an existing contract and the
resulting gain is recognized in the current year
consolidated statement of comprehensive income.
Piutang
pembiayaan
konsumen
akan
dihapusbukukan setelah menunggak lebih dari 210
hari. Penerimaan dari piutang yang telah
dihapusbukukan diakui sebagai pendapatan lain-lain
pada saat diterima.
Consumer financing receivables will be written off

when they are overdue for more than 210 days.
Recoveries from written off receivables are
recognized as other income upon receipt.
Pembiayaan bersama
Joint financing
Dalam pembiayaan bersama antara Bank dan Entitas

Anak, Entitas Anak berhak menentukan tingkat bunga
yang lebih tinggi kepada konsumen dibandingkan
tingkat bunga yang ditetapkan dalam perjanjian
pembiayaan bersama dengan Bank.
In joint financing arrangements between the Bank

and Subsidiaries, the Subsidiaries have the right to
set higher interest rates to the consumers than the
interest rates stated in the joint financing agreement
with the Bank.
Seluruh kontrak pembiayaan bersama yang dilakukan

oleh Entitas Anak merupakan pembiayaan bersama
tanpa tanggung renteng (without recourse) dimana
hanya porsi jumlah angsuran piutang yang dibiayai
Entitas Anak yang dicatat sebagai piutang
pembiayaan konsumen di laporan posisi keuangan
konsolidasian (pendekatan neto). Pendapatan
pembiayaan konsumen disajikan pada laporan laba
rugi komprehensif konsolidasian setelah dikurangi
dengan bagian yang merupakan hak pihak-pihak lain
yang berpartisipasi pada transaksi pembiayaan
bersama tersebut.
All joint financing contracts entered by the

Subsidiaries represent joint financing without
recourse in which only the Subsidiaries financing
portion of the total installments are recorded as
consumer financing receivables in the consolidated
statements of financial position (net approach).
Consumer financing income is presented in the
consolidated statements of comprehensive income
after deducting the portions belonging to other
parties who participated to these joint financing
transactions.
Sewa pembiayaan
r.
Penentuan apakah suatu perjanjian merupakan

perjanjian sewa atau perjanjian yang mengandung
sewa didasarkan atas substansi perjanjian pada
tanggal awal sewa dan apakah pemenuhan
perjanjian tergantung pada penggunaan suatu aset
dan perjanjian tersebut memberikan suatu hak untuk
menggunakan
aset
tersebut.
Suatu
sewa
diklasifikasikan sebagai sewa pembiayaan jika sewa
tersebut mengalihkan secara substansial seluruh
risiko dan manfaat yang terkait dengan kepemilikan
aset. Suatu sewa diklasifikasikan sebagai sewa
operasi jika sewa tidak mengalihkan secara
substansial seluruh risiko dan manfaat yang terkait
dengan kepemilikan aset.
Finance leases
The determination of whether an arrangement is, or
contains a lease is based on the substance of the
arrangement at inception date and whether the
fulfillment of the arrangement is dependent on the
use of a specific asset and the arrangement conveys
a right to use the asset. Leases are classified as
finance leases if the leases transfer substantially all
the risks and rewards incidental to ownership of the
leased assets. Leases are classified as operating
leases if the leases do not transfer substantially all
the risks and rewards incidental to ownership of the
leased assets.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
r.
s.
KEBIJAKAN
AKUNTANSI
PENTING
Sewa pembiayaan (lanjutan)

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
r.
Finance leases (continued)
Entitas Anak mengakui aset berupa piutang sewa

pembiayaan di laporan posisi keuangan sebesar
jumlah yang sama dengan investasi sewa neto.
Penerimaan piutang sewa diperlakukan sebagai
pembayaran pokok dan penghasilan sewa
pembiayaan.
Pengakuan
penghasilan
sewa
pembiayaan didasarkan pada suatu pola yang
mencerminkan suatu tingkat pengembalian periodik
yang konstan atas investasi neto. Entitas Anak
bertindak sebagai lessor dalam sewa pembiayaan.
The Subsidiary recognized assets held under a

financing lease in its statement of financial position
and presented them as a receivable at an amount
equal to the net investment in the lease. Payment of
the lease receivable is treated as repayment of
principal and financing lease income. The
recognition of financing lease income is based on a
pattern reflecting a constant periodic rate of return on
the Subsidiarys net investment in the financing
lease. The Subsidiary acts as a lessor in finance
leases.
Bila terjadi wanprestasi, piutang sewa pembiayaan

dapat diselesaikan dengan menjual kendaraan yang
dibiayai oleh Entitas Anak.
In the events of default, finance lease receivables

could be settled by selling the motor vehicle that
financed by the Subsidiary.
Piutang premi
s.
Aset takberwujud
Premium receivables
Premium receivables are recognized when due and
measured on initial recognition at the fair value of the
consideration received or receivable. Subsequent to
initial recognition, premium receivables are
measured at amortized cost, using the effective
interest method. The carrying value of premium
receivables is reviewed for impairment whenever
events or circumstances indicate that the carrying
amount may not be recoverable, with the impairment
loss recorded in the current year consolidated
Piutang premi diakui ketika terjadinya dan diukur

pada saat pengakuan awal sebesar nilai wajar dari
pembayaran yang diterima atau yang akan dapat
diterima. Setelah pengakuan awal, piutang premi
diukur sebesar biaya perolehan diamortisasi, dengan
menggunakan metode suku bunga efektif. Nilai
tercatat dari piutang premi ditelaah untuk penurunan
nilai jika terdapat peristiwa atau situasi yang
mengindikasikan bahwa nilai tercatat mungkin tidak
dapat diperoleh kembali, dengan kerugian penurunan
nilai yang terjadi dicatat pada laporan laba rugi
komprehensif konsolidasian.
t.
ACCOUNTING
t.
Intangible assets
Aset takberwujud terdiri dari goodwill dan perangkat

lunak yang dibeli Bank dan Entitas Anak.
Intangible assets consist of goodwill and software

acquired by the Bank and Subsidiaries.
t.1.
t.1.
Goodwill
Goodwill
Goodwill merupakan selisih lebih antara harga

perolehan investasi dan bagian Bank atas nilai
wajar aset neto Entitas Anak yang diakuisisi
pada tanggal akuisisi.
Goodwill represents the excess of the

acquisition cost over the Banks share of fair
value of the acquired subsidiaries net assets
at the date of acquisition.
Goodwill untuk selanjutnya disajikan sebesar

harga perolehan dikurangi dengan akumulasi
penurunan nilai.
Goodwill is subsequently measured at cost

less accumulated impairment losses.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
t.
KEBIJAKAN
AKUNTANSI
PENTING
Aset takberwujud (lanjutan)

t.2.

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
t.
Intangible assets (continued)

t.2.
Perangkat lunak
ACCOUNTING
Software
Perangkat lunak yang dibeli oleh Bank dan

Entitas Anak dicatat sebesar biaya perolehan
dikurangi akumulasi amortisasi dan akumulasi
kerugian penurunan nilai.
Software acquired by the Bank and

Subsidiaries is stated at cost less accumulated
amortization and accumulated impairment
losses.
Pengeluaran untuk pengembangan perangkat

lunak secara internal diakui sebagai aset ketika
Bank
dan
Entitas
Anak
dapat
mendemonstrasikan
maksud
dan
kemampuannya
untuk
menyelesaikan
pengembangan dan memakai perangkat lunak
tersebut dalam menghasilkan keuntungan
ekonomis dimasa mendatang, dan dapat
secara handal mengukur biaya untuk
menyelesaikan pengembangan. Biaya yang
dikapitalisasi dari pengembangan perangkat
lunak secara internal mencakup semua biaya
yang dapat diatribusikan langsung yang
dinyatakan pada biaya yang dikapitalisasi
dikurangi akumulasi amortisasi dan penurunan
nilai.
Expenditure on internally developed software

is recognized as an asset when the Bank and
Subsidiaries are able to demonstrate their
intention and ability to complete the
development and use of the software in a
manner that will generate future economic
benefits, and can reliably measure the costs to
complete the development. The capitalized
costs of internally developed software include
all costs directly attributable to develop the
software, and are amortized over its useful life.
Internally developed software is stated at
capitalized cost less accumulated amortization
and impairment losses.
Pengeluaran selanjutnya untuk perangkat lunak

akan dikapitalisasi hanya jika pengeluaran
tersebut menambah manfaat ekonomis aset
yang bersangkutan di masa mendatang.
Semua pengeluaran lainnya dibebankan pada
saat terjadinya.
Subsequent expenditure on software is

capitalized only when it increases the future
economic benefits embodied in the specific
asset to which it relates. All other expenditures
are expensed as incurred.
Amortisasi diakui dalam laporan laba

rugi komprehensif konsolidasian dengan
menggunakan metode garis lurus sepanjang
masa manfaat dari perangkat lunak tersebut,
dari tanggal perangkat lunak tersebut tersedia
untuk dipakai. Estimasi masa manfaat dari
perangkat lunak adalah lima tahun.
Amortization is recognized in the consolidated

statements of comprehensive income on a
straight-line basis over the estimated useful life
of the software, from the date it is available for
use. The estimated useful life of software is
five years.
Metode amortisasi, estimasi masa manfaat, dan

nilai residual ditelaah pada setiap akhir tahun
pelaporan dan disesuaikan jika dianggap tepat.
Amortization method, useful lives, and residual

values are reviewed at each financial year-end
and adjusted if appropriate.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
u.
KEBIJAKAN
AKUNTANSI
PENTING
Aset tetap dan penyusutan

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
u.
ACCOUNTING
Fixed assets and depreciation
Aset tetap pada awalnya dinyatakan sebesar harga

perolehan. Setelah pengukuran awal, aset tetap
diukur dengan model biaya, dicatat pada harga
perolehan dikurangi akumulasi penyusutan dan
akumulasi penurunan nilai.
Fixed assets are initially recognized at acquisition

cost. After initial measurement, fixed assets are
measured using the cost model, carried at their cost
less any accumulated depreciation and accumulated
impairment losses.
Harga perolehan mencakup harga pembelian dan

semua beban yang terkait secara langsung untuk
membawa aset tersebut ke lokasi dan kondisi yang
diperlukan untuk memungkinkan aset tersebut
beroperasi sebagaimana ditentukan oleh manajemen.
Acquisition cost includes purchase price and any

costs directly attributable to bring the assets to the
location and condition necessary for it to be capable
of operating in the manner intended by
management.
Tanah dinyatakan sebesar harga perolehan dan tidak

disusutkan.
Land is stated at cost and not depreciated.
Penyusutan aset tetap selain tanah dihitung dengan

menggunakan
metode
garis
lurus
untuk
mengalokasikan harga perolehan hingga mencapai
nilai sisa yang diestimasikan sebesar nihil, sepanjang
estimasi masa manfaatnya sebagai berikut:
Depreciation of fixed assets other than land is

calculated on the straight-line method to allocate
their cost until they reach their residual values which
is expected to be nil, over their estimated useful lives
as follows:
Bangunan
Perlengkapan kantor
Kendaraan bermotor
Tahun/Years
20
4-5
3-5
Buildings
Office equipment
Motor vehicles
Apabila aset tetap tidak digunakan lagi atau dijual,

maka nilai tercatat dan akumulasi penyusutannya
dikeluarkan
dari
laporan
posisi
keuangan
konsolidasian, dan keuntungan atau kerugian yang
terjadi diakui dalam laporan laba rugi komprehensif
konsolidasian.
When fixed assets are retired or otherwise disposed

of, their carrying values and the related accumulated
depreciation are removed from the consolidated
statements of financial position, and the resulting
gains or losses are recognized in the consolidated
Akumulasi biaya pengembangan aset tetap

dikapitalisasi sebagai aset dalam penyelesaian.
Beban tersebut direklasifikasi ke aset tetap pada saat
proses konstruksi selesai. Penyusutan mulai
dibebankan pada bulan yang sama.
The accumulated costs of the construction of fixed

assets are capitalized as construction in progress.
These costs are reclassified to fixed assets when the
construction is completed. Depreciation is charged
from such month.
Beban perbaikan dan pemeliharaan dibebankan ke

dalam laporan laba rugi komprehensif konsolidasian
tahun berjalan. Beban renovasi dan penambahan
yang jumlahnya signifikan dicatat sebagai bagian dari
nilai tercatat aset yang bersangkutan apabila
kemungkinan besar Bank dan Entitas Anak akan
mendapatkan manfaat ekonomi masa depan dari
aset tersebut yang melebihi standar kinerja yang
diperkirakan sebelumnya.
Repair and maintenance costs are charged to the

current
year
consolidated
statements
of
comprehensive income. Significant cost of
renovation and betterments is included in the
carrying amount of the assets when it is probable
that future economic benefits in excess of the
originally assessed standard of performance of the
existing assets will flow to the Bank and
Subsidiaries.
Estimasi umur ekonomis, metode penyusutan, dan

nilai residu telah ditelaah pada setiap akhir tahun
pelaporan dan disesuaikan jika dianggap tepat.
Estimation of economic life, depreciation method,

and residual value are reviewed at each financial
year-end and adjusted if appropriate.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
v.
KEBIJAKAN
AKUNTANSI
PENTING
Agunan yang diambil alih

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
v.
Foreclosed assets acquired in conjunction with

settlement of loans are stated at the lower of related
loans carrying value or net realizable value of the
foreclosed assets. Net realizable value is the fair
value of the foreclosed assets after deducting the
estimated cost of disposal. The excess between the
carrying value and the net realizable value is
recorded as allowance for decline in value of
foreclosed assets and is charged to the current year
In general, the Bank does not utilize foreclosed
assets for business use.
Beban-beban sehubungan dengan perolehan dan

pemeliharaan agunan yang diambil alih tersebut
dibebankan pada saat terjadinya.
Expenses in relation with the acquisition and

maintenance of those foreclosed assets are charged
to expense as incurred.
w.
Simpanan nasabah dan simpanan dari bank lain
x.
y.
Pendapatan dan beban bunga diakui dalam laporan

laba rugi komprehensif konsolidasian dengan
menggunakan metode suku bunga efektif. Suku
bunga efektif adalah tingkat suku bunga yang secara
tepat mendiskontokan estimasi pembayaran dan
penerimaan kas di masa datang selama perkiraan
umur dari aset keuangan atau liabilitas keuangan
(atau, jika lebih tepat, digunakan tahun yang lebih
singkat) untuk memperoleh nilai tercatat dari aset
keuangan atau liabilitas keuangan. Pada saat
menghitung suku bunga efektif, Bank dan Entitas
Anak mengestimasi arus kas di masa datang dengan
mempertimbangkan seluruh persyaratan kontraktual
dalam instrumen keuangan tersebut, tetapi tidak
mempertimbangkan kerugian kredit di masa
mendatang.
Deposits from customers and deposits from

other banks
Deposits from customers and deposits from other
banks are initially measured at fair value plus directly
attributable transaction costs and subsequently
measured at their amortized cost using the effective
interest method.
Simpanan nasabah dan simpanan dari bank lain

pada awalnya diukur pada nilai wajar ditambah biaya
transaksi yang dapat diatribusikan secara langsung
dan setelah pengakuan awal diukur pada biaya
perolehan diamortisasi dengan menggunakan
metode suku bunga efektif.
Pendapatan dan beban bunga
Acceptances receivable and payable

Acceptances receivable and payable after initial
recognition are carried at amortized cost.
Tagihan dan utang akseptasi setelah pengakuan

awal dicatat pada biaya perolehan diamortisasi.
y.
Foreclosed assets
Agunan yang diambil alih sehubungan dengan

penyelesaian kredit dinyatakan berdasarkan nilai
terendah antara nilai tercatat pinjaman yang diberikan
terkait atau nilai realisasi neto dari agunan yang
diambil alih. Nilai realisasi neto adalah nilai wajar
agunan yang diambil alih setelah dikurangi beban
pelepasan. Selisih lebih antara nilai tercatat dan nilai
realisasi neto dicatat sebagai penyisihan penurunan
nilai atas agunan yang diambil alih dan dibebankan
tahun berjalan. Secara umum, Bank tidak
menggunakan aset yang diambil alih untuk
kepentingan bisnis.
w. Tagihan dan utang akseptasi
x.
ACCOUNTING
Interest income and expenses

Interest income and expenses are recognized in the
using the effective interest method. The effective
interest is the rate that exactly discounts the
estimated future cash payments and receipts
through the expected life of the financial asset or
financial liability (or, where appropriate, a shorter
year) to the carrying amount of the financial asset or
financial liability. When calculating the effective
interest, the Bank and Subsidiaries estimate future
cash flows considering all contractual terms of the
financial instrument but not future credit losses.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
y.
KEBIJAKAN
AKUNTANSI
PENTING
Pendapatan dan beban bunga (lanjutan)

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
y.
ACCOUNTING
Interest income and expenses (continued)
Pendapatan dan beban bunga yang disajikan di

meliputi:
Interest income and expenses presented in the

include:
Bunga atas aset keuangan dan liabilitas

keuangan yang dicatat pada biaya perolehan
diamortisasi yang dihitung dengan menggunakan
metode suku bunga efektif;
Interest on financial assets and financial

liabilities at amortized cost calculated on the
effective interest method;
Bunga atas aset keuangan untuk tujuan investasi

yang tersedia untuk dijual yang dihitung dengan
menggunakan metode suku bunga efektif;
Interest on available-for-sale financial assets

calculated on the effective interest method;
Bunga atas semua aset yang diklasifikasikan

dalam kelompok diperdagangkan. Pendapatan
bunga dari semua aset keuangan yang
diperdagangkan dipandang tidak signifikan
terhadap kegiatan perdagangan Bank.
Interest on all trading assets. Interest income on

all trading financial assets are considered to be
incidental to the Banks trading operations.
Kredit yang pembayaran angsuran pokok atau

bunganya telah lewat 90 hari atau lebih setelah jatuh
tempo, atau yang pembayarannya secara tepat waktu
diragukan, secara umum diklasifikasikan sebagai
kredit yang mengalami penurunan nilai.
Loans in which their principal and interest have been

past due for 90 days or more, or where reasonable
doubt exists as to their timely collection, are
generally classified as impaired loans.
Seluruh penerimaan kas atas kredit yang

diklasifikasikan sebagai diragukan atau macet, diakui
terlebih dahulu sebagai pengurang pokok kredit.
Kelebihan penerimaan kas di atas pokok kredit diakui
sebagai pendapatan bunga dalam laporan laba rugi
komprehensif konsolidasian tahun berjalan.
All cash receipts from loans classified as doubtful or

loss are first applied as a reduction of the principal.
The excess of cash receipts over the outstanding
principal is recognized as interest income in the
current
year
consolidated
statements
of
comprehensive income.
Pengakuan pendapatan bunga dari pinjaman yang

diberikan (kredit), piutang pembiayaan konsumen,
dan sewa pembiayaan dihentikan pada saat kredit,
piutang
pembiayaan
konsumen
dan
sewa
pembiayaan tersebut diklasifikasikan sebagai kredit
yang mengalami penurunan nilai. Pendapatan bunga
dari kredit, piutang pembiayaan konsumen dan sewa
pembiayaan yang diklasifikasikan sebagai kredit yang
mengalami penurunan nilai dilaporkan sebagai
tagihan kontinjensi dan diakui sebagai pendapatan
pada saat pendapatan tersebut diterima (cash basis).
The recognition of interest income on loans,

consumer financing receivables, and financial leases
is discontinued when the loans, consumer financing
receivables and financial leases are classified as
impaired loans. Interest income from impaired loans,
consumer financing receivables and financial leases
is reported as contingent receivables and to be
recognized as income when the cash is received
(cash basis).


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
z.
KEBIJAKAN
AKUNTANSI
PENTING
Pendapatan dan beban asuransi

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
z.
ACCOUNTING
Insurance income and expenses
Berdasarkan syarat dan ketentuan, kontrak yang

diterbitkan oleh Entitas Anak merupakan kontrak
asuransi jangka pendek. Pendapatan premi bruto
atas kontrak tersebut diakui secara tahunan sejak
tanggal berlakunya kontrak.
Based on the terms and conditions, the contracts

issued by the Subsidiary are short term insurance
contract. Gross premium income of these contracts
is recognized on a yearly basis at the inception date
of the contracts.
Pendapatan premi bruto asuransi yang berjangka

waktu lebih dari satu tahun diakui sebagai
pendapatan premi tangguhan pada saat diterima dan
diakui sebagai pendapatan secara tahunan pada
setiap tanggal ulang tahun polis selama periode
berlakunya kontrak asuransi.
Gross premium income with a term of more than one

year is recognized as deferred premium income
when received and is recognized as income on a
yearly basis at each policy anniversary date over the
period of the insurance contract.
Premi bruto mencakup premi koasuransi sebesar

bagian pertanggungan Entitas Anak. Premi jenis ini
dikelompokkan sebagai premi tidak langsung.
Gross premiums include the Subsidiarys share of

coinsurance policy premiums. This type of premium
is classified as indirect premium.
Pendapatan underwriting neto ditentukan setelah

memperhitungkan cadangan untuk premi yang belum
merupakan pendapatan, beban klaim, beban akuisisi,
dan tes kecukupan liabilitas. Metode yang digunakan
untuk menentukan cadangan tersebut adalah sebagai
berikut:
Net underwriting income is determined net after

making provisions for unearned premium reserves,
claim expense, acquisition expense, and liability
adequacy test. The methods used to determine
these provisions are as follows:
i)
i)
Unearned premium reserve
Cadangan premi atas kontrak asuransi jangka

pendek dihitung dengan menggunakan premium
yang belum merupakan pendapatan.
Premium reserves of short-term insurance

contract are calculated using unearned premium
reserves.

dihitung dengan menggunakan metode individual
harian. Dengan metode ini, premi yang belum
merupakan
pendapatan
dihitung
secara
proporsional sesuai dengan jumlah proteksi yang
diberikan selama periode kontrak atau risiko
untuk setiap kontrak.
Unearned premium reserve is calculated based

on the daily individual method. Under this
method, the unearned premium reserve is
calculated proportionally in accordance with the
amount of protection given during the period of
contract or risk for each individual contract.
Aset reasuransi atas premi yang belum

merupakan pendapatan disajikan secara terpisah
sebagai aset reasuransi.
Reinsurance assets of unearned premium

reserve
are
separately
presented
as
reinsurance assets.
Perubahan premi yang belum merupakan

pendapatan dan aset reasuransi dari premi yang
belum merupakan pendapatan diakui dalam laba
rugi pada tahun terjadinya perubahan.
Changes in unearned premium reserve and

reinsurance assets of unearned premium
reserve are recognized in profit or loss in the
year when the changes occur.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
z.
KEBIJAKAN
AKUNTANSI
PENTING
Pendapatan dan beban asuransi (lanjutan)

ii)
Beban klaim

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
z.
ACCOUNTING
Insurance income and expenses (continued)

ii)
Claim expense
Beban klaim dicatat pada saat terjadinya

kerugian. Beban klaim meliputi klaim yang telah
disetujui, estimasi klaim yang masih dalam
proses dan estimasi klaim yang terjadi namun
belum dilaporkan (IBNR). Dalam laporan posisi
keuangan konsolidasian, estimasi klaim yang
masih dalam proses dan IBNR disajikan dalam
akun estimasi klaim.
Claim expenses are recognized when an

insured loss is incurred. Claim expenses include
claims approved, estimated for claim reported
but not yet approved and estimated of incurredbut-not-reported (IBNR) claims. In the
consolidated statements of financial position,
the estimated claims reported but not yet
approved and IBNR are presented under
estimated claim account.
Estimasi pemulihan klaim dari reasuransi

disajikan secara terpisah dalam akun aset
reasuransi. Selanjutnya, pengakuan estimasi
klaim juga memasukkan komponen estimasi
biaya penanganan klaim dan marjin atas
kesalahan pengukuran. Pengakuan komponen
tersebut mencerminkan pengukuran yang lebih
relevan dan handal.
Estimated reinsurance claim recoveries are

presented separately as reinsurance assets
account. Further, the recognition of estimated
claims also included an estimate of claims
handling expense and margin for adverse
deviation. The recognition of those components
relevant
and
reliable
reflects
more
measurement.
Perubahan jumlah estimasi klaim, sebagai akibat

proses penelaahan Iebih lanjut dan perbedaan
antara jumlah estimasi klaim dengan klaim yang
dibayarkan, diakui dalam laba rugi pada tahun
terjadinya perubahan.
Changes in the amount of estimated claim as a

result of further review and differences between
estimated claim and claims paid, are recognized
in profit or loss in the year when the changes
occur.
Penerimaan dari hak subrogasi dan pendapatan

residu dicatat sebagai pengurang beban klaim
pada saat jumlahnya telah diketahui dengan
pasti.
Recoveries under subrogation rights and

salvage are recorded as a reduction of claims
expense when the amount is known.
iii) Beban akuisisi
iii) Acquisition expense
Beban akuisisi polis asuransi, seperti komisi,

ditangguhkan
dan
diamortisasi
dengan
menggunakan metode yang konsisten dengan
metode yang digunakan untuk amortisasi premi
yang belum merupakan pendapatan.
Insurance policy acquisition costs, such as

commissions are deferred and amortized using
an amortization method which is consistent with
the method used to amortize the unearned
premium reserve.
Beban akuisisi tangguhan polis asuransi jangka

pendek disajikan bersih didalam premi yang
belum merupakan pendapatan.
Deferred acquisition cost of short-term

insurance policy is presented net within
unearned premium reserves.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
z.
KEBIJAKAN
AKUNTANSI
PENTING
Pendapatan dan beban asuransi (lanjutan)

iv) Tes kecukupan liabilitas

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
z.
ACCOUNTING
Insurance income and expenses (continued)

iv) Liability adequacy test
Pada setiap akhir tahun pelaporan, Entitas Anak

menilai apakah premi yang belum merupakan
pendapatan dan estimasi klaim yang diakui
dalam laporan posisi keuangan konsolidasian
telah mencukupi, dengan membandingkan
jumlah tercatat tersebut dengan estimasi arus
kas masa depan sesuai dengan kontrak
asuransi.
At end of each reporting year, the Subsidiary

evaluates whether the unearned premium
reserves and estimated claim as recognized in
the consolidated statements of financial
position have been adequately recognized by
comparing the carrying amount with the
estimated future cash outflows in accordance
with the insurance contracts.
Jika perbandingan tersebut menunjukkan bahwa

nilai tercatat atas liabilitas asuransi (dikurangi
dengan biaya akuisisi tangguhan dan aset
takberwujud terkait) lebih rendah dibandingkan
dengan estimasi nilai kini atas arus kas masa
depan, maka kekurangan tersebut diakui dalam
laba rugi komprehensif konsolidasian.
If the valuation indicates that the carrying value

of insurance liabilities (net off deferred
acquisition costs and relevant intangible assets)
is lower compared to the estimated present
value of future cash outflows, then such
deficiency is recognized in the consolidated
aa. Pendapatan dan beban provisi dan komisi
aa. Fees and commission income and expense
Pendapatan dan beban provisi dan komisi yang

merupakan bagian tak terpisahkan dari suku bunga
efektif atas aset keuangan atau liabilitas keuangan
dimasukkan ke dalam perhitungan suku bunga efektif.
Fees and commission income and expenses that

are integral to the effective interest of a financial
asset or financial liability are included in the
calculation of effective interest rate.
Pendapatan provisi dan komisi lainnya termasuk

provisi yang terkait dengan kegiatan perkreditan,
kegiatan ekspor-impor, provisi sebagai pengatur
sindikasi dan provisi atas jasa diakui pada saat jasa
tersebut dilakukan.
Other fees and commission income, including credit

related fees, export-import related fees, syndication
lead arranger fees, and service fees are recognized
as the related services are performed.
Beban provisi dan komisi lainnya sehubungan

dengan transaksi antar bank diakui sebagai beban
pada saat jasa tersebut diterima.
Other fees and commission expense related

interbank transactions are expensed as the services
are received.
Apabila pinjaman diselesaikan sebelum jatuh tempo,

maka saldo pendapatan provisi dan komisi yang
belum diamortisasi diakui pada saat pinjaman
diselesaikan.
The outstanding balances of unamortized fees and

commissions on loans terminated or settled prior to
maturity are recognized as income upon settlement.
ab. Keuntungan atau kerugian dari perubahan nilai

wajar atas instrumen keuangan
ab. Gain or loss from changes in fair value of

financial instruments
Keuntungan atau kerugian dari perubahan nilai wajar

instrumen keuangan merupakan perubahan nilai
wajar efek-efek dan Obligasi Pemerintah yang
diperdagangkan dan instrumen derivatif.
Gain or loss from changes in fair value of financial

instruments represents changes in fair value of
trading marketable securities and Government
Bonds and derivative instruments.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
KEBIJAKAN
AKUNTANSI
PENTING
ac. Reasuransi

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
ACCOUNTING
ac. Reinsurance
Entitas Anak mempunyai kontrak reasuransi treaty

proporsional dan non-proporsional, dan facultative
dengan perusahaan asuransi dan reasuransi di
dalam maupun di luar negeri. Tujuan reasuransi ini
adalah untuk membagi risiko yang melebihi kapasitas
retensi Entitas Anak. Penerimaan pemulihan yang
diharapkan dari reasuradur dicatat sebagai klaim
reasuransi.
The Subsidiary has proportional and nonproportional treaty reinsurance, as well as facultative
reinsurance contracts with local and foreign
insurance and reinsurance companies. The objective
of the reinsurance is to cede the risks exceeding the
capacity.
Expected
Subsidiarys
retention
reinsurance recoveries are recorded as reinsurance
claims.
Beban premi reasuransi dicatat sebagai pengurang

dari pendapatan premi bruto. Apabila reasuradur
gagal memenuhi kewajibannya, maka Entitas Anak
tetap memiliki kewajiban kepada pemegang polis atas
kerugian yang telah direasuransikan.
Reinsurance premium cost is recorded as a

reduction of gross premium income. The Subsidiary
remains liable to the policy holders for reinsured
losses in the event the reinsurers are unable to meet
their obligations.
Efektif tanggal 1 Januari 2012, Entitas Anak

menerapkan PSAK No. 62, Kontrak Asuransi.
Effective on 1 January 2012, the Subsidiary

implements SFAS No. 62, Insurance Contract.
PSAK No. 62 tidak mengijinkan saling hapus antara:

i. aset reasuransi dengan liabilitas asuransi terkait;
atau
ii. pendapatan atau beban dari kontrak reasuransi
dan beban atau pendapatan dari kontrak asuransi
terkait.
SFAS No. 62 does not allow offsetting between:

i. reinsurance assets and the related insurance
liabilities; or
ii. income or expense from reinsurance contract
and expense or income from the related
insurance contract.
Aset reasuransi terdiri dari piutang reasuransi dan

porsi reasuransi dari premi yang belum merupakan
pendapatan dan estimasi klaim.
Reinsurance assets consist of reinsurance

receivables and reinsurance portion from unearned
premiums and estimated claim.
Aset reasuransi ditelaah untuk penurunan nilai pada

setiap tanggal pelaporan, atau lebih sering, ketika
sebuah indikasi penurunan nilai timbul selama tahun
pelaporan. Penurunan nilai terjadi ketika terdapat
bukti obyektif sebagai akibat dari suatu peristiwa yang
terjadi setelah pengakuan awal aset reasuransi
bahwa Entitas Anak tidak dapat menerima seluruh
jumlah terutang karena berdasarkan ketentuan
kontrak dan peristiwa tersebut memiliki dampak yang
dapat diukur dengan handal yang akan
mempengaruhi jumlah yang akan diterima oleh
Entitas Anak dari reasuradur. Kerugian penurunan
nilai dicatat dalam laporan laba rugi komprehensif
konsolidasian.
Reinsurance assets are reviewed for impairment at

each reporting date, or more frequently, when an
indication of impairment arises during the reporting
year. Impairment occurs when there is objective
evidence as a result of an event that occurred after
initial recognition of the reinsurance asset that the
Subsidiary may not receive all outstanding amounts
due under the terms of the contract and the event
has a reliably measurable impact on the amounts
that the Subsidiary will receive from the reinsurer.
The impairment loss is recorded in the consolidated
ad. Efek yang diterbitkan
ad. Securities issued
Efek yang diterbitkan dicatat sebesar nilai nominal

dikurangi saldo diskonto yang belum diamortisasi.
Beban emisi obligasi sehubungan dengan penerbitan
obligasi diakui sebagai diskonto dan dikurangkan
langsung dari hasil emisi obligasi. Diskonto
diamortisasi selama jangka waktu obligasi tersebut
dengan menggunakan metode suku bunga efektif.
Securities issued are presented at nominal value,

net of unamortized discounts. Bond issuance costs
in connection with the issuance of bonds are
recognized as discounts and directly deducted from
the proceeds of securities issued. The discounts are
amortized over the period of the bonds using the
effective interest method.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
KEBIJAKAN
AKUNTANSI
PENTING
ae. Sukuk mudharabah

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
ACCOUNTING
ae. Mudharabah bonds
Entitas Anak pada awalnya mengakui sukuk

mudharabah pada saat sukuk mudharabah
diterbitkan sebesar nominalnya.
The Subsidiary initially recognizes mudharabah

bonds on the date of issuance of mudharabah bonds
at nominal value.
Setelah pengakuan awal, sukuk mudharabah dicatat

pada biaya perolehan.
Subsequent to initial recognition, mudharabah bonds

are measured at cost.
Biaya transaksi sehubungan dengan penerbitan

sukuk mudharabah diakui secara terpisah dari sukuk
mudharabah.
Biaya
transaksi
diamortisasi
menggunakan metode garis lurus selama jangka
waktu sukuk mudharabah dan dicatat sebagai bagian
dari beban keuangan.
Transaction costs related to the issuance of

mudharabah bonds are recognized separately from
mudharabah bonds. Transaction costs are
amortized using straight-line method over the term of
mudharabah bonds and are recorded as part of
financing charges.
Sukuk mudharabah disajikan sebagai bagian dari

liabilitas dan biaya transaksi sehubungan penerbitan
sukuk mudharabah disajikan dalam aset sebagai
biaya dibayar dimuka.
Mudharabah bonds are presented as a part of

liabilities and the transaction costs related to the
issuance of mudharabah bonds are presented in
assets as a part of prepaid expenses.
af. Pinjaman subordinasi
af. Subordinated loans
Pinjaman subordinasi dicatat sebesar nilai nominal

dikurangi saldo diskonto yang belum diamortisasi.
Selisih antara nilai nominal dengan kas yang diterima
diakui sebagai diskonto atau premi dan diamortisasi
sepanjang jangka waktu pinjaman berdasarkan
metode suku bunga efektif.
ag. Perpajakan
Subordinated loans are presented at nominal value,

net of unamortized discounts. The differences
between nominal value and cash received are
recognized as discounts or premium and amortized
over the period of the loans using the effective
interest method.
ag. Taxation
Beban pajak terdiri dari beban pajak kini dan beban

pajak tangguhan. Beban pajak diakui pada laporan
laba rugi komprehensif konsolidasian kecuali untuk
akun yang langsung diakui di komponen ekuitas
lainnya, dimana beban pajak yang terkait dengan
akun tersebut diakui di pendapatan komprehensif lain.
Income tax expense comprises of current and

deferred tax. Income tax expense is recognized in
the consolidated statements of comprehensive
income except to the extent it relates to accounts
recognized directly in other equity components, in
which case it is recognized in other comprehensive
income.
Beban pajak kini adalah utang pajak yang ditentukan

berdasarkan laba kena pajak untuk tahun yang
bersangkutan yang dihitung berdasarkan tarif pajak
yang berlaku atau yang secara substansial telah
berlaku pada tanggal pelaporan.
Current tax is the expected tax payable on the

taxable income for the year, using tax rates enacted
or substantively enacted at the reporting date.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
KEBIJAKAN
AKUNTANSI
PENTING
ag. Perpajakan (lanjutan)

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
ACCOUNTING
ag. Taxation (continued)
Bank dan Entitas Anak menerapkan metode aset dan

liabilitas dalam menghitung beban pajaknya. Dengan
metode ini, aset dan liabilitas pajak tangguhan diakui
pada setiap tanggal pelaporan sebesar perbedaan
temporer aset dan liabilitas untuk tujuan akuntansi
dan tujuan pajak. Metode ini juga mengharuskan
pengakuan manfaat pajak di masa akan datang, jika
kemungkinan realisasi manfaat tersebut di masa
mendatang cukup besar (probable). Tarif pajak yang
berlaku atau yang secara substansial telah berlaku
digunakan dalam menentukan pajak penghasilan
tangguhan.
The Bank and Subsidiaries adopt the asset and

liability method in determining their income tax
expense. Under this method, deferred tax assets
and liabilities are recognized at each reporting date
for temporary differences between the financial and
tax bases of assets and liabilities. This method also
requires the recognition of future tax benefits, to the
extent that realization of such benefits is probable.
Currently enacted or substantively enacted tax rates
are used in the determination of deferred income tax.
Aset pajak tangguhan diakui apabila terdapat

kemungkinan besar bahwa jumlah laba fiskal pada
masa datang akan memadai untuk mengkompensasi
perbedaan temporer yang menimbulkan aset pajak
tangguhan tersebut.
Deferred tax assets are recognized to the extent that

it is probable that future taxable profit will be
available to compensate the temporary differences
which result in such deferred tax assets.
Aset dan liabilitas pajak penghasilan tangguhan dapat

saling hapus apabila terdapat hak yang berkekuatan
hukum untuk melakukan saling hapus antara aset
pajak kini dengan liabilitas pajak kini dan apabila aset
dan liabilitas tangguhan terkait pajak penghasilan
yang dikenakan oleh otoritas perpajakan yang sama,
baik atas entitas kena pajak yang sama ataupun
berbeda dan adanya niat untuk melakukan
penyelesaian saldo-saldo tersebut secara neto.
Deferred income tax assets and liabilities are offset

when there is a legally enforceable right to offset
current tax assets against current tax liabilities and
when the deferred income tax assets and liabilities
relate to income taxes levied by the same taxation
authority on either the same taxable entity or
different taxable entities where there is an intention
to settle the balances on a net basis.
Perubahan terhadap kewajiban perpajakan dicatat

pada saat diterimanya surat ketetapan, atau apabila
dilakukan banding, ketika hasil banding diterima.
Amendments to taxation obligations are recorded

when an assessment is received or, if appeal is
applied, when the results of the appeal are received.
ah. Imbalan kerja
ah. Employee benefits
Kewajiban imbalan pasca-kerja
Obligation for post-employment benefits
Bank dan Entitas Anak menerapkan PSAK No. 24

(Revisi 2010), Imbalan Kerja, yang mengatur
mengenai akuntansi dan pengungkapan untuk
imbalan kerja.
The Bank and Subsidiaries adopt PSAK No. 24

(Revised 2010), Employee Benefits, which
regulates accounting and disclosures for employee
benefits.
Bank dan Entitas Anak memiliki berbagai program

pensiun sesuai dengan peraturan perundangundangan
yang
berhubungan
dengan
ketenagakerjaan atau kebijakan yang dimiliki oleh
Bank dan Entitas Anak. Program-program ini pada
umumnya didanai melalui pembayaran kepada
pengelola dana pensiun yang jumlahnya ditentukan
berdasarkan perhitungan aktuaria yang dilakukan
secara berkala.
The Bank and Subsidiaries have various pension

schemes in accordance with prevailing labourrelated laws and regulations or the Bank and
Subsidiaries policies. The schemes are generally
funded through payments to trustee-administered
funds at an amount as determined by periodic
actuarial calculations.


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
KEBIJAKAN
AKUNTANSI
PENTING
ah. Imbalan kerja (lanjutan)

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
ACCOUNTING
ah. Employee benefits (continued)
Kewajiban imbalan pasca-kerja (lanjutan)
Obligation
(continued)
Program pensiun imbalan pasti adalah program

pensiun yang menentukan jumlah imbalan pensiun
yang akan diberikan, biasanya berdasarkan satu
faktor atau lebih seperti usia, masa kerja atau
kompensasi. Program pensiun iuran pasti adalah
program pensiun dimana perusahaan akan
membayar iuran tetap kepada sebuah entitas yang
terpisah (dana pensiun) dan tidak memiliki kewajiban
hukum atau konstruktif untuk membayar kontribusi
lebih lanjut apabila dana pensiun tersebut tidak
memiliki aset yang memadai untuk membayar
seluruh imbalan karyawan yang timbul dari pelayanan
yang diberikan oleh karyawan pada masa kini dan
masa lalu.
A defined benefit pension plan is a pension plan that

defines an amount of pension benefits to be
provided, usually as a function of one or more factors
such as age, periods of services or compensation. A
defined contribution plan is a pension plan under
which a company pays fixed contributions to a
separate entity (a fund) and will have no legal or
constructive obligations to pay further contributions if
the fund does not hold sufficient assets to pay all
employee benefits relating to employee service in
the current and prior periods.
Kewajiban program imbalan pasti yang diakui di

laporan posisi keuangan konsolidasian dihitung
sebesar nilai kini dari estimasi kewajiban imbalan
pasca-kerja di masa depan yang timbul dari jasa yang
telah diberikan oleh karyawan pada masa kini dan
masa lalu, dikurangi dengan nilai wajar aset neto
dana pensiun. Perhitungan dilakukan oleh aktuaris
independen dengan metode projected-unit-credit.
The liability recognized in the consolidated

statements of financial position in respect of defined
benefit pension plans is calculated at present value
of estimated future benefits that the employees have
earned in return for their services in the current and
prior periods, deducted by any plan assets. The
calculation is performed by an independent actuary
using the projected-unit-credit method.
Bila terjadi perubahan imbalan pasca-kerja, kenaikan

atau penurunan imbalan sehubungan dengan jasa
yang telah diberikan oleh karyawan pada masa lalu
dibebankan atau dikreditkan ke dalam laporan laba
rugi
komprehensif
konsolidasian
dengan
menggunakan metode garis lurus (straight-line
method) selama rata-rata sisa masa kerja karyawan
hingga imbalan pasca-kerja menjadi hak karyawan
(vested). Imbalan pasca-kerja yang telah menjadi hak
karyawan diakui segera sebagai beban dalam
When the benefits of a plan change, the increased

or decreased benefits relating to past services by
employees are charged or credited to the
on a straight-line basis over the average remaining
service years until the benefits become vested. To
the extent that the benefits vest immediately, the
expense is recognized immediately in the
Keuntungan atau kerugian aktuaria diakui sebagai

pendapatan atau beban apabila akumulasi
keuntungan atau kerugian aktuaria neto yang belum
diakui pada akhir tahun pelaporan sebelumnya
melebihi 10% dari nilai kini imbalan pasca-kerja pada
tanggal tersebut. Keuntungan atau kerugian diakui
dengan menggunakan metode garis lurus (straightline method) selama sisa masa kerja rata-rata
karyawan. Jika tidak, keuntungan atau kerugian
aktuaria tidak diakui.
Actuarial gains or losses are recognized as income

or expense when the net cumulative unrecognized
actuarial gains or losses at the end of the previous
reporting year exceeded 10% of the present value
of the defined benefit obligation at that date. These
gains or losses are recognized on a straight-line
basis over the average remaining working lives of
the employees. Otherwise, the actuarial gains or
losses are not recognized.
for
post-employment
benefits


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
KEBIJAKAN
AKUNTANSI
PENTING
ah. Imbalan kerja (lanjutan)

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
ACCOUNTING
ah. Employee benefits (continued)
Kewajiban imbalan pasca-kerja (lanjutan)
Obligations
(continued)
Selain program pensiun imbalan pasti, Bank dan

Entitas Anak juga memiliki program iuran pasti
dimana Bank dan Entitas Anak membayar iuran yang
dihitung berdasarkan persentase tertentu dari gaji
pokok karyawan kepada program asuransi pensiun
yang diselenggarakan oleh dana pensiun lembaga
keuangan. Iuran dibebankan ke dalam laporan laba
rugi komprehensif konsolidasian pada saat terutang.
In addition to a defined benefit pension plan, the

Bank and Subsidiaries also have a defined
contribution plan where the Bank and Subsidiaries
pay contributions at a certain percentage of
employees basic salaries to a financial institution
pension plans. The contributions are charged to the
as they become payable.
Pesangon
Termination benefits
Pesangon terutang ketika karyawan dihentikan

kontrak kerjanya sebelum usia pensiun normal. Bank
dan Entitas Anak mengakui kewajiban pesangon
ketika Bank dan Entitas Anak menunjukkan
komitmennya untuk memutuskan kontrak kerja
dengan karyawan berdasarkan suatu rencana formal
terperinci yang kecil kemungkinannya untuk
dibatalkan. Pesangon yang akan dibayarkan dalam
waktu lebih dari 12 bulan setelah tanggal pelaporan
didiskontokan untuk mencerminkan nilai kini.
Termination benefits are payable whenever an

employees employment is terminated before the
normal retirement age. The Bank and Subsidiaries
recognize termination benefits liability when it is
demonstrably committed
to terminate the
employment of current employees according to a
detailed formal plan and the possibility to withdraw
the plan is remote. Benefits falling due more than 12
months after the reporting date are discounted at
present value.
Kompensasi
saham
Employee/management stock option
karyawan/manajemen
berbasis
for
post-employment
benefits
Bank memberikan opsi saham kepada para

manajemen dan karyawan yang memenuhi
persyaratan. Beban kompensasi ditentukan pada
tanggal pemberian opsi berdasarkan nilai wajar dari
opsi saham yang diberikan yang dihitung dengan
menggunakan metode penentuan harga opsi
Binomial dan kombinasi metode Black & Scholes
dengan Up-and-In Call Option, dan diakui dalam
laporan laba rugi komprehensif konsolidasian selama
masa bakti karyawan hingga opsi saham tersebut
menjadi hak karyawan (vesting year).
The Bank provides stock options to key

management and eligible employees. Compensation
cost is measured at grant date based on the fair
value of the stock options using Binomial and a
combination of Black & Scholes and Up-and-In Call
Option pricing models, and is recognized in the
over employees service period until the stock option
becomes vested.
Program kompensasi jangka panjang
Long-term compensation program
Bank dan Entitas Anak memberikan program

kompensasi jangka panjang kepada Direksi dan
karyawan Bank dan Entitas Anak yang memenuhi
persyaratan.
Beban
kompensasi
ditentukan
berdasarkan pencapaian target tertentu perusahaan
dan peringkat kinerja perorangan. Beban untuk tahun
berjalan diakui pada laporan laba rugi komprehensif
konsolidasian.
The Bank and Subsidiaries provide long term

compensation program to the Banks and
Subsidiaries Board of Directors and eligible
employees. Compensation is measured based on
achievement of certain corporate measurements and
individual performance rating. The cost for the
current year is recognized in the consolidated


DAN ENTITAS ANAK
2.
IKHTISAR
(lanjutan)
KEBIJAKAN
AKUNTANSI
PENTING
ai. Laba bersih per saham

AND SUBSIDIARIES
2.
SUMMARY
OF
SIGNIFICANT
ACCOUNTING
ai. Earnings per share
Laba bersih per saham dasar dihitung dengan

membagi laba bersih yang diatribusikan kepada
pemilik entitas induk dengan rata-rata tertimbang
jumlah saham yang beredar pada tahun berjalan.
aj. Beban emisi saham
Basic earnings per share are computed by dividing

net income attributable to equity holders of parent
entity with the weighted average number of shares
outstanding during the year.
aj. Shares issuance cost
Beban yang terjadi sehubungan dengan Penawaran

Umum Terbatas dengan Hak Memesan Efek Terlebih
Dahulu (Rights Issue), dicatat sebagai pengurang
tambahan modal disetor, yang merupakan selisih
antara nilai yang diterima dari pemegang saham
dengan nilai nominal saham.
ak. Dividen
Cost incurred in relation with Limited Public Offering

with Pre-emptive Rights (Rights Issue) is recorded
as deduction from the additional paid-up capital
which represents the excess of funds received from
the shareholders over the par value of share.
ak. Dividends
Pembagian dividen kepada para pemegang saham

Bank diakui sebagai sebuah liabilitas dalam laporan
keuangan konsolidasian Bank dan Entitas Anak pada
tahun ketika dividen tersebut disetujui oleh para
pemegang saham Bank dan Entitas Anak.
al. Transaksi dengan pihak yang berelasi
Dividend distribution to the Banks shareholders is

recognized as a liability in the Bank and Subsidiaries
consolidated financial statements in the period in
which the dividends are approved by the Banks and
Subsidiaries shareholders.
al. Transactions with related parties
Bank dan Entitas Anak melakukan transaksi dengan

pihak yang berelasi. Dalam laporan keuangan
konsolidasian ini, istilah pihak yang berelasi mengacu
pada ketentuan PSAK No. 7 (Revisi 2010),
Pengungkapan Pihak-Pihak yang Berelasi.
The Bank and Subsidiaries enter into transactions

with related parties. In these consolidated financial
statements, the term related parties are used as
defined in the PSAK No. 7 (Revised 2010), Related
Party Disclosures.
Jenis transaksi dan saldo dengan pihak yang berelasi,

baik yang dilaksanakan dengan ataupun tidak
dilaksanakan dengan syarat serta kondisi normal
yang sama untuk pihak yang bukan pihak berelasi,
diungkapkan dalam catatan atas laporan keuangan
konsolidasian.
The nature of transactions and balances of accounts

with related parties, whether or not transacted on
normal terms and conditions similar to those with
non-related parties are disclosed in the notes to the
consolidated financial statements.
am. Implementasi Standar Akuntansi Revisi
am. Implementation of Revised Accounting Standard
Bank dan Entitas Anak telah menerapkan PSAK No.

102 (Revisi 2013), Murabahah yang merupakan
penyempurnaan dari PSAK No. 102 yang diterbitkan
pada tahun 2008 mengenai kriteria transaksi
murabahah yang dipersyaratkan untuk menggunakan
PSAK No. 50, PSAK No. 55, dan PSAK No. 60
sehubungan dengan pengakuan, pengukuran,
penyajian, dan pengungkapannya.
The Bank and Subsidiaries implemented SFAS No.

102 (Revised 2013), Murabahah, which represents
improvement of SFAS No. 102 issued in 2008,
regarding criteria of murabahah transaction which is
required to apply SFAS No. 50, SFAS No. 55, and
SFAS No. 60 in relation with the recognition,
measurement, presentation, and disclosure.
Penerapan PSAK yang disempurnakan tersebut tidak

menimbulkan dampak yang signifikan terhadap
laporan keuangan konsolidasian.
The implementation of the improved SFAS does not

have significant impact on the consolidated financial
statements.


DAN ENTITAS ANAK
3.
PENGGUNAAN ESTIMASI DAN PERTIMBANGAN

Pengungkapan
ini
merupakan
pembahasan tentang manajemen
(Catatan 49).
a.

AND SUBSIDIARIES
3.
tambahan
atas
risiko keuangan
Sumber utama atas ketidakpastian estimasi
USE OF ESTIMATES AND JUDGEMENTS

These disclosures supplement the commentary on
financial risk management (Note 49).
a.
Key sources of estimation uncertainty
aset
a.1. Allowances for impairment losses of financial

assets
Evaluasi atas kerugian penurunan nilai aset

keuangan yang dicatat pada biaya perolehan
diamortisasi dan efek utang yang diklasifikasikan
sebagai tersedia untuk dijual dijelaskan di
Catatan 2o.
Financial assets accounted for at amortized

cost and debt securities classified as availablefor-sale are evaluated for impairment on a basis
described in Note 2o.
Penyisihan kerugian penurunan nilai terkait

dengan pihak lawan spesifik dalam seluruh
penyisihan kerugian penurunan nilai dibentuk
atas tagihan yang penurunan nilainya dievaluasi
secara individual berdasarkan estimasi terbaik
manajemen atas nilai tunai arus kas yang
diharapkan akan diterima. Dalam menghitung
penyisihan kerugian penurunan nilai, manajemen
membuat pertimbangan mengenai kondisi
keuangan dari pihak lawan dan nilai neto yang
dapat direalisasi dari agunan yang diterima.
Setiap aset yang mengalami penurunan nilai
dievaluasi, dan strategi penyelesaiannya serta
estimasi arus kas yang dinilai dapat diperoleh
kembali disetujui secara independen oleh bagian
risiko kredit.
The specific counterparty component of the total

allowances for impairment applies to claims
evaluated individually for impairment and is
based upon managements best estimate of the
present value of the cash flows that are
expected to be received. In calculating
allowance for impairment losses, management
makes judgements about the counterpartys
financial situation and the net realizable value of
any underlying collateral. Each impaired asset is
assessed on its merits, and the workout
strategy and estimated cash flows considered
recoverable are independently approved by the
credit risk unit.
Evaluasi penyisihan kerugian penurunan nilai

secara kolektif meliputi kerugian kredit yang
melekat pada portofolio tagihan dengan
karakteristik ekonomi yang serupa ketika
terdapat bukti obyektif bahwa telah terjadi
penurunan nilai tagihan dalam portofolio tersebut,
namun penurunan nilai secara individu belum
dapat diidentifikasi. Dalam menentukan perlunya
untuk
membentuk
penyisihan
kerugian
penurunan nilai secara kolektif, manajemen
mempertimbangkan faktor-faktor seperti kualitas
kredit, besarnya portofolio, konsentrasi kredit,
dan faktor-faktor ekonomi. Dalam mengestimasi
penyisihan yang dibutuhkan, asumsi-asumsi
dibuat untuk menentukan model kerugian
bawaan dan untuk menentukan parameter input
yang diperlukan, berdasarkan pengalaman
historis dan kondisi ekonomi saat ini.
Collectively assessed impairment allowances

cover credit losses inherent in portfolios of
receivables
with
similar
economic
characteristics when there is objective evidence
to suggest that they contain impaired
receivables, but the individual impaired items
cannot yet be identified. In assessing the need
for
collective
allowances,
management
considers factors such as credit quality, portfolio
size, credit concentrations, and economic
factors. In order to estimate the required
allowance, assumptions are made to define the
way inherent losses are modeled and to
determine the required input parameters, based
on historical experience and current economic
conditions.
Ketepatan dari penyisihan ini bergantung pada

seberapa tepat estimasi arus kas masa depan
untuk menentukan penyisihan individual serta
asumsi model dan parameter yang digunakan
dalam penentuan penyisihan kolektif.
The accuracy of the allowances depends on

how well these future cash flows are estimated
for specific counterparty allowances and the
model assumptions and parameters used in
determining collective allowances.
a.1. Penyisihan
keuangan
kerugian
penurunan
nilai


DAN ENTITAS ANAK
3.
PENGGUNAAN
(lanjutan)
a.
ESTIMASI
Sumber utama
(lanjutan)
atas
DAN
PERTIMBANGAN
ketidakpastian
estimasi

AND SUBSIDIARIES
3.
USE OF ESTIMATES AND JUDGEMENTS (continued)

a.
Key
sources
(continued)
of
estimation
uncertainty
a.2. Penyisihan kerugian penurunan nilai aset yang

bukan aset keuangan
a.2. Allowances for impairment losses of nonfinancial assets
Evaluasi atas kerugian penurunan nilai aset yang

bukan aset keuangan dijelaskan di Catatan 2p.
Non-financial assets are evaluated for

impairment on a basis described in Note 2p.
Penurunan nilai muncul saat nilai tercatat aset

atau Unit Penghasil Kas ("UPK") melebihi nilai
terpulihnya, yaitu yang lebih besar antara nilai
wajar dikurangi biaya untuk menjual dan nilai
pakainya. Nilai wajar dikurangi biaya untuk
menjual didasarkan pada ketersediaan data dari
perjanjian penjualan yang mengikat yang dibuat
dalam transaksi normal atas aset serupa atau
harga pasar yang dapat diamati dikurangi
dengan biaya tambahan yang dapat diatribusikan
dengan pelepasan aset.
An impairment exists when the carrying value of

an asset or Cash Generating Unit ("CGU")
exceeds its recoverable amount, which is the
higher of its fair value less costs to sell and its
value in use. The fair value less costs to sell
calculation is based on available data from
binding sales transactions in an arm's length
transaction of similar assets or observable
market prices less incremental costs for
disposing the asset.
a.3. Determining fair values
a.3. Penentuan nilai wajar
In determining the fair value of financial assets

and financial liabilities for which there is no
observable market price, the Bank and
Subsidiaries use the valuation techniques as
described in Note 2.e.6. For financial
instruments that are traded infrequently and
have little price transparency, fair value is less
objective, and requires varying degrees of
judgement depending on liquidity, concentration,
uncertainty
of
market
factors,
pricing
assumptions, and other risks affecting the
specific instrument.
Dalam menentukan nilai wajar atas aset

keuangan dan liabilitas keuangan dimana tidak
terdapat harga pasar yang dapat diobservasi,
Bank dan Entitas Anak menggunakan teknik
penilaian seperti dijelaskan pada Catatan 2.e.6.
Untuk instrumen keuangan yang jarang
diperdagangkan dan tidak memiliki harga yang
transparan, nilai wajarnya menjadi kurang
obyektif dan karenanya, membutuhkan tingkat
pertimbangan yang beragam, tergantung pada
likuiditas, konsentrasi, ketidakpastian faktor
pasar, asumsi penentuan harga, dan risiko
lainnya yang mempengaruhi instrumen tertentu.
a.4. Deferred tax assets
a.4. Aset pajak tangguhan
Deferred tax assets are recognized for the

future recoverable taxable income arising from
temporary difference. Management judgement
is required to determine the amount of deferred
tax assets that can be recognized, based upon
the likely timing on level of future taxable profits,
together with future tax planning strategies.
Aset pajak tangguhan diakui atas jumlah pajak

penghasilan terpulihkan (recoverable) pada
periode mendatang sebagai akibat perbedaan
temporer yang boleh dikurangkan. Justifikasi
manajemen diperlukan untuk menentukan jumlah
aset pajak tangguhan yang dapat diakui, sesuai
dengan waktu yang tepat dan tingkat laba fiskal
di masa mendatang sejalan dengan strategi
rencana perpajakan ke depan.
a.5. Pension
a.5. Pensiun
Program-program
pensiun
ditentukan
berdasarkan perhitungan aktuarial. Perhitungan
aktuarial menggunakan asumsi-asumsi seperti
tingkat diskonto, tingkat pengembalian aset,
tingkat kenaikan penghasilan, tingkat kematian,
tingkat pengunduran diri, dan lain-lain.
Pension programs are determined based on

actuarial valuation. The actuarial valuation
involves assumptions such as discount rate,
expected rate of returns on plan assets, salary
increase rate, mortality rate, resignation rate,
and others.


DAN ENTITAS ANAK
3.
PENGGUNAAN
(lanjutan)
a.
ESTIMASI
Sumber utama
(lanjutan)
atas
DAN
PERTIMBANGAN
ketidakpastian
estimasi

AND SUBSIDIARIES
3.

a.
Key
sources
(continued)
of
estimation
uncertainty
a.6. Valuation of claims
a.6. Penilaian klaim

Estimasi harus digunakan untuk menentukan
ekspektasi jumlah seluruh beban klaim yang
dilaporkan pada tanggal pelaporan dan
ekspektasi jumlah seluruh beban klaim yang
telah terjadi namun belum dilaporkan pada
tanggal pelaporan (IBNR). Diperlukan jangka
waktu yang signifikan sebelum seluruh beban
klaim dapat ditetapkan dengan pasti. Untuk
beberapa jenis kontrak, klaim IBNR mewakili
bagian signifikan dari jumlah liabilitas asuransi
dalam laporan posisi keuangan konsolidasian.
Estimates have to be made both for the

expected ultimate cost of claims reported at the
reporting date and for the expected ultimate cost
of claims incurred but not yet reported at the
reporting date (IBNR). It can take a significant
period of time before the ultimate claims cost
can be determined with certainty. For some type
of contracts, IBNR claims form the majority of
the insurance liability in the consolidated
statements of financial position.
Jumlah seluruh beban klaim yang masih dalam

proses diestimasi dengan menggunakan
beberapa metode, yang terdiri dari: Chain ladder
method on paid claims (PCD) and incurred
claims (ICD), Bornhuetter-Ferguson method on
paid claims (PBF) and incurred claims (IBF), and
Expected loss ratio method (ELR). Metode yang
dipilih adalah metode dengan perhitungan yang
terbaik dan juga bisa dikombinasi.
The ultimate cost of outstanding claims in

process is estimated by using several methods,
which include: Chain ladder method on paid
claims (PCD) and incurred claims (ICD),
Bornhuetter-Ferguson method on paid claims
(PBF) and incurred claims (IBF), and Expected
loss ratio method (ELR). The method selected is
the method with the best calculation and also
can be combined.
Asumsi utama yang mendasari metode ini

adalah pengalaman pengembangan klaim masa
lalu Entitas Anak dapat digunakan untuk
memproyeksikan pengembangan klaim di masa
depan dan oleh karenanya, juga dapat
memproyeksikan
beban
klaim
secara
keseluruhan. Dengan demikian, metode ini
mengekstrapolasi pengembangan klaim yang
dibayar, klaim yang masih dalam proses dan
klaim
yang
telah
terjadi
berdasarkan
pengembangan klaim yang diobservasi pada
tahun-tahun sebelumnya dan ekspektasi rasio
kerugian.
Pengembangan
klaim
historis
umumnya dianalisa berdasarkan tahun terjadinya
kecelakaan/kerugian, juga berdasarkan lini bisnis
yang signifikan dan jenis klaim.
The main assumption underlying this method is

that the Subsidiary's past claims development
experience can be used to project future claims
development and hence, ultimate claims costs.
Accordingly, this method extrapolates the
development of claim paid, outstanding and
incurred claim losses based on the observed
development of earlier years and expected loss
ratios. Historical claims development is mainly
analyzed by accident years, as well as by
significant business lines and claim types.


DAN ENTITAS ANAK
3.
PENGGUNAAN
(lanjutan)
a.
ESTIMASI
Sumber utama
(lanjutan)
atas
DAN
PERTIMBANGAN
ketidakpastian
estimasi

AND SUBSIDIARIES
3.

a.
Key
sources
(continued)
of
estimation
uncertainty
a.6. Valuation of claims (continued)
a.6. Penilaian klaim (lanjutan)
The assumptions used are those implicit in the

historical claims development data on which the
projections are based. Additional qualitative
judgment is used to assess the extent to which
past trends may not apply in the future (for
example to reflect one-off occurrences and
claims handling procedures) in order to arrive at
the estimated ultimate cost of claims that
present the likely outcome from the range of
possible outcomes, taking into account all the
uncertainties involved.
Asumsi-asumsi yang digunakan adalah yang

secara
implisit
melekat
dalam
data
pengembangan klaim historis yang mendasari
proyeksi
yang
dibentuk.
Tambahan
pertimbangan kualitatif juga digunakan untuk
menilai sejauh mana tren masa Ialu tidak dapat
diterapkan di masa depan (sebagai contoh untuk
mencerminkan kejadian yang bersifat tidak rutin
dan prosedur penanganan klaim) untuk
memperoleh estimasi seluruh beban klaim yang
menyajikan hasil yang paling memungkinkan dari
kisaran beban klaim yang mungkin terjadi,
dengan
mempertimbangkan
semua
ketidakpastian yang terlibat didalamnya.
a.7. Liability adequacy test
a.7. Tes kecukupan liabilitas

Sebagaimana diungkapkan dalam Catatan 2.z.iv,
Entitas Anak melakukan tes kecukupan liabilitas
asuransi dengan mengestimasi nilai kini estimasi
klaim yang akan dibayarkan di masa depan
ditambah dengan nilai kini beban yang akan
dikeluarkan di masa depan.
As disclosed in Note 2.z.iv, the Subsidiary

assesses the adequacy of its insurance liabilities
by estimating present value of estimated claims
to be paid in the future plus present value of
estimated expenses that will be incurred in the
future.
Beberapa asumsi harus digunakan dalam

menentukan nilai kini tersebut. Asumsi-asumsi
tersebut antara lain estimasi tingkat diskonto,
estimasi klaim yang akan terjadi, estimasi terbaik,
dan marjin atas kesalahan pengukuran.
Several assumptions must be used to determine

the present value amounts. Those assumptions
are estimated discount rate, estimated future
claims, best estimates, and margin for adverse
deviation.


DAN ENTITAS ANAK
3.
PENGGUNAAN
(lanjutan)
b.
ESTIMASI
DAN
PERTIMBANGAN
Pertimbangan akuntansi yang penting dalam

menerapkan kebijakan akuntansi Bank dan
Entitas Anak

AND SUBSIDIARIES
3.

b.
Critical accounting judgements in applying the

Bank and Subsidiaries accounting policies

menerapkan kebijakan akuntansi Bank dan Entitas
Anak meliputi:
Critical accounting judgements made in applying the

Bank and Subsidiaries accounting policies include:
b.1. Usaha yang berkelanjutan
b.1. Going concern

The Banks and Subsidiaries managements
have made an assessment of the Banks and
Subsidiaries ability to continue as a going
concern and are satisfied that the Bank and
Subsidiaries have the resources to continue in
business
for
the
foreseeable
future.
Furthermore, the management is not aware of
any material uncertainties that may cast
significant doubt upon the Banks and
Subsidiaries ability to continue as a going
concern. Therefore, the consolidated financial
statements continue to be prepared on the
going concern basis.
Manajemen Bank dan Entitas Anak telah

melakukan penilaian atas kemampuan Bank dan
Entitas Anak untuk melanjutkan kelangsungan
usahanya dan berkeyakinan bahwa Bank dan
Entitas Anak memiliki sumber daya untuk
melanjutkan usahanya di masa mendatang.
Selain itu, manajemen tidak mengetahui adanya
ketidakpastian material yang dapat menimbulkan
keraguan yang signifikan terhadap kemampuan
Bank dan Entitas Anak untuk mempertahankan
kelangsungan hidupnya. Oleh karena itu, laporan
keuangan konsolidasian telah disusun atas
dasar usaha yang berkelanjutan.
b.2. Valuation of financial instruments
b.2. Penilaian instrumen keuangan

Kebijakan akuntansi Bank dan Entitas Anak
untuk pengukuran nilai wajar diungkapkan di
Catatan 2.e.6.
The Bank and Subsidiaries accounting policy

on fair value measurements is disclosed in Note
2.e.6.
Bank dan Entitas Anak mengukur nilai wajar

dengan menggunakan hirarki dari metode
berikut:
The Bank and Subsidiaries measure fair values

using the following hierarchy of methods:
Harga kuotasi di pasar aktif untuk instrumen

keuangan yang identik.
Quoted market price in an active market for

an identical instrument.
Teknik penilaian berdasarkan input yang

dapat diobservasi. Termasuk dalam kategori
ini adalah instrumen keuangan yang dinilai
dengan menggunakan harga kuotasi di
pasar aktif untuk instrumen yang sejenis;
harga kuotasi untuk instrumen keuangan
yang sejenis di pasar yang kurang aktif; atau
teknik penilaian lainnya dimana seluruh
input signifikan yang digunakan dapat
diobservasi secara langsung ataupun tidak
langsung dari data yang tersedia di pasar.
Valuation techniques based on observable

inputs. This category includes instruments
valued using quoted market prices in active
markets for similar instruments; quoted
prices for similar instruments in markets
that are considered less than active; or
other valuation techniques where all
significant inputs are directly or indirectly
observable from market data.


DAN ENTITAS ANAK
3.
PENGGUNAAN
(lanjutan)
b.
ESTIMASI
DAN
PERTIMBANGAN

b.2. Penilaian instrumen keuangan (lanjutan)

AND SUBSIDIARIES
3.

b.

(continued)
b.2. Valuation of financial instruments (continued)
Nilai wajar dari aset keuangan dan liabilitas

keuangan yang diperdagangkan di pasar aktif
didasarkan pada kuotasi harga pasar atau
kuotasi dari harga dealer. Untuk seluruh
instrumen keuangan lainnya, Bank dan Entitas
Anak
menentukan nilai wajar dengan
menggunakan teknik penilaian. Teknik penilaian
termasuk model nilai tunai dan arus kas yang
didiskontokan, dan perbandingan dengan
instrumen yang sejenis dimana terdapat harga
pasar yang dapat diobservasi. Asumsi dan input
yang digunakan dalam teknik penilaian termasuk
suku bunga bebas risiko (risk-free) dan suku
bunga acuan, credit spread dan variabel lainnya
yang digunakan dalam mengestimasi tingkat
diskonto, harga obligasi, kurs mata uang asing,
serta tingkat kerentanan dan korelasi harga yang
diharapkan.
Fair values of financial assets and financial

liabilities that are traded in active markets are
based on quoted market prices or dealer price
quotations. For all other financial instruments,
the Bank and Subsidiaries determine fair values
using
valuation
techniques.
Valuation
techniques include net present value and
discounted cash flow models, and comparison
to similar instruments for which market
observable prices exist. Assumptions and inputs
used in valuation techniques include risk-free
and benchmark interest rates, credit spreads
and other variable used in estimating discount
rates, bond prices, foreign currency exchange
rates, and expected price volatilities and
correlations.
Tujuan dari teknik penilaian adalah penentuan

nilai wajar yang mencerminkan harga dari
instrumen keuangan pada tanggal pelaporan
yang akan ditentukan oleh para partisipan di
pasar dalam suatu transaksi yang wajar.
The objective of valuation techniques is to arrive

at a fair value determination that reflects the
price of the financial instrument at the reporting
date that would have been determined by
market participants acting at arms length.
b.3. Klasifikasi aset dan liabilitas keuangan
b.3. Financial asset and liability classification
Kebijakan akuntansi Bank dan Entitas Anak

memberikan kriteria untuk menetapkan aset dan
liabilitas keuangan ke dalam berbagai kategori
pada saat pengakuan awal sesuai dengan
standar akuntansi yang berlaku berdasarkan
kondisi tertentu:
The Bank and Subsidiaries accounting policies

provide criteria for assets and liabilities to be
designated on inception into different
accounting categories in certain circumstances:
Dalam mengklasifikasikan aset keuangan

ke dalam kelompok diperdagangkan,
Bank dan Entitas Anak telah menetapkan
bahwa aset tersebut sesuai dengan
definisi
aset
dalam
kelompok
diperdagangkan yang dijabarkan di
Catatan 2.e.1.
In classifying financial assets as

trading, the Bank and Subsidiaries
have determined that those assets meet
the definition of trading assets set out in
Note 2.e.1.


DAN ENTITAS ANAK
3.
PENGGUNAAN
(lanjutan)
b.
ESTIMASI
DAN
PERTIMBANGAN

AND SUBSIDIARIES
3.

b.

(continued)
b.3. Financial asset
(continued)
b.3. Klasifikasi aset dan liabilitas keuangan (lanjutan)
4.
and
liability
classification

ke dalam kelompok tersedia untuk dijual,
bahwa aset tersebut sesuai dengan
definisi aset dalam kelompok tersedia
untuk dijual di Catatan 2.e.1.
In classifying financial assets as

available-for-sale, the Bank and
Subsidiaries have determined that these
assets meet the definition of availablefor-sale assets set out in Note 2.e.1.

sebagai dimiliki hingga jatuh tempo,
bahwa Bank dan Entitas Anak memiliki
intensi positif dan kemampuan untuk
memiliki aset keuangan tersebut hingga
tanggal jatuh tempo seperti yang
dipersyaratkan (Catatan 2.e.1).
In classifying financial assets as held-tomaturity, the Bank and Subsidiaries

have determined that the Bank and
Subsidiaries have both the positive
intention and ability to hold the assets
until their maturity date as required (Note
2.e.1).
KAS
4.
Informasi mengenai jatuh tempo diungkapkan pada

Catatan 49d.
2014
Rupiah
Mata uang asing
CASH
Information in respect of maturities is disclosed in Note
49d.
2013
2.694.150
162.092
2.823.419
120.490
2.856.242
2.943.909
Rupiah
Foreign currencies
Saldo dalam mata uang Rupiah termasuk uang pada

mesin ATM (Anjungan Tunai Mandiri) sejumlah Rp323.735
pada tanggal 31 Desember 2014 (2013: Rp322.310).
The Rupiah balance includes cash in ATMs (Automated

Teller Machines) amounting to Rp323,735 as of
31 December 2014 (2013: Rp322,310).
Kas dalam mata uang asing terdiri dari Dolar Amerika

Serikat, Dolar Singapura, Dolar Australia, Euro Eropa, dan
Yen Jepang (Catatan 54).
Cash in foreign currencies is denominated in United

States Dollar, Singapore Dollar, Australian Dollar,
European Euro, and Japanese Yen (Note 54).
Informasi mengenai klasifikasi

kas diungkapkan pada Catatan 50.
Information with regard to the classification and fair value

of cash is disclosed in Note 50.
dan
nilai
wajar


DAN ENTITAS ANAK
5.
GIRO PADA BANK INDONESIA
5.

Catatan 49d.
2014
Rupiah
(Catatan 54)

AND SUBSIDIARIES
CURRENT ACCOUNTS WITH BANK INDONESIA
49d.
2013
7.248.274
6.742.983
Rupiah
3.020.083
2.518.339
United States Dollar (Note 54)
10.268.357
9.261.322
Sesuai PBI No. 15/15/PBI/2013 tanggal 24 Desember

2013 tentang Giro Wajib Minimum (GWM) Bank Umum
pada Bank Indonesia dalam Rupiah dan Valuta Asing Bagi
Bank
Umum
Konvensional,
mulai
tanggal
31 Desember 2013, GWM Primer dalam mata uang
Rupiah ditetapkan sebesar 8% dari dana pihak ketiga
dalam Rupiah dan GWM Sekunder sebesar 4% dari dana
pihak ketiga dalam Rupiah. Selain itu, Bank juga memiliki
kewajiban pemenuhan GWM LDR (Loan to Deposit Ratio)
dalam Rupiah dengan batas atas dan batas bawah
masing-masing sebesar 92% dan 78% dengan KPMM
insentif sebesar 14%. GWM dalam valuta asing ditetapkan
sebesar 8% dari dana pihak ketiga dalam valuta asing.
In line with BI regulation No. 15/15/PBI/2013 dated

24 December 2013 regarding Giro Wajib Minimum
(GWM) of Commercial Banks in Bank Indonesia in
Rupiah and Foreign Currency For Conventional Bank,
starting 31 December 2013, Primary GWM for Rupiah
Currency is set at 8% from total third party funds in
Rupiah and Secondary GWM is set at 4% from total third
party funds in Rupiah. The Bank also has an obligation to
fulfill GWM LDR (Loan to Deposit Ratio) in Rupiah with
upper and lower limit set at 92% and 78%, respectively,
with CAR incentive at 14%. GWM in foreign currency is
set at 8% from total third party funds in foreign currency.
Pada tanggal-tanggal 31 Desember 2014 dan 2013, GWM

Bank masing-masing sebesar 19,71% dan 18,18% untuk
mata uang Rupiah serta sebesar 8,13% dan 8,49% untuk
mata uang asing.
As of 31 December 2014 and 2013, GWM of the Bank

were 19.71% and 18.18% for Rupiah currency, and
8.13% and 8.49% for foreign currency, respectively.
GWM Bank dalam Rupiah pada tanggal-tanggal

31 Desember 2014 dan 2013 sebesar 19,71% dan
18,18% terdiri dari GWM Primer sebesar 8,07% dan
8,12% dengan menggunakan saldo rekening giro Rupiah
pada BI dan GWM Sekunder masing-masing sebesar
11,64% dan 10,06% dengan menggunakan SBI dan
Obligasi Pemerintah.
The GWM of the Bank in Rupiah as of 31 December

2014 and 2013 was 19.71% and 18.18% which consists
of Primary GWM of 8.07% and 8.12% through Rupiah
current accounts with BI and Secondary GWM of 11.64%
and 10.06% through SBI and Government Bonds,
respectively.
Bank telah memenuhi ketentuan BI yang berlaku tentang

Giro Wajib Minimum Bank Umum.
The Bank has fulfilled BIs regulation regarding Statutory

Reserve Requirement on Commercial Banks.
Informasi mengenai klasifikasi dan nilai wajar giro pada

Bank Indonesia diungkapkan pada Catatan 50.

of current accounts with Bank Indonesia is disclosed in
Note 50.


DAN ENTITAS ANAK
6.

AND SUBSIDIARIES
GIRO PADA BANK LAIN
6.
CURRENT ACCOUNTS WITH OTHER BANKS
Giro pada bank lain yang merupakan pihak berelasi

diungkapkan pada Catatan 46. Informasi mengenai jatuh
tempo diungkapkan pada Catatan 49d.
Current accounts with other banks which are related

parties are disclosed in Note 46. Information in respect of
maturities is disclosed in Note 49d.
a.
a.
Berdasarkan mata uang

2014
Rupiah
Mata uang asing
2013
338.272
4.522.330
4.860.602
Dikurangi:
Penyisihan kerugian penurunan nilai
284.790
5.053.191
5.337.981
(2.700)
Terdiri dari:
- Pihak berelasi
- Pihak ketiga
b.
(3.017)
4.857.902
5.334.964
285.945
4.571.957
505.178
4.829.786
4.857.902
5.334.964
Rupiah
Foreign currencies
Less:
Consist of:
Suku bunga efektif rata-rata tertimbang per tahun

untuk tahun yang berakhir pada tanggal 31 Desember
2014 adalah 0,80% untuk Rupiah dan 0,17% untuk
mata uang asing (2013: 0,88% dan 0,16%).
The weighted average effective interest rate per

annum for the year ended 31 December 2014 was
0.80% for Rupiah and 0.17% for foreign currencies
(2013: 0.88% and 0.16%).
Giro pada bank lain dalam mata uang asing terutama

terdiri dari Dolar Amerika Serikat, Dolar Australia,
Dolar Hong Kong, Dolar Singapura, Euro Eropa,
Poundsterling Inggris, dan Yen Jepang (Catatan 54).
Current accounts with other banks in foreign

currencies are mainly denominated in United States
Dollar, Australian Dollar, Hong Kong Dollar,
Singapore Dollar, European Euro, Great Britain
Poundsterling, and Japanese Yen (Note 54).
Berdasarkan kolektibilitas BI
b.
Perubahan penyisihan kerugian penurunan nilai
c.
2014
By BI collectibility
Based on the prevailing BI regulation, all current
accounts with other banks as of 31 December 2014
and 2013 were classified as current.
Berdasarkan ketentuan BI yang berlaku, semua giro

pada bank lain pada tanggal-tanggal 31 Desember
2014 dan 2013 digolongkan lancar.
c.
By currency
Movements of allowance for impairment losses

2013
Saldo awal
(Pengurangan)/penambahan
Selisih kurs
3.017
Saldo akhir
2.700
(568)
251
2.764
253
Beginning balance
(Reversal)/addition during
the year
Exchange rate difference
3.017
Ending balance
Manajemen berpendapat bahwa jumlah penyisihan

kerugian penurunan nilai atas giro pada bank lain
telah memadai.
Management believes that the allowance for

impairment losses on current accounts with other
banks is adequate.
Informasi mengenai klasifikasi dan nilai wajar giro pada

bank lain diungkapkan pada Catatan 50.

of current accounts with other banks is disclosed in
Note 50.


DAN ENTITAS ANAK
7.
PENEMPATAN
INDONESIA
PADA
BANK
LAIN
DAN

AND SUBSIDIARIES
BANK
7.
PLACEMENTS WITH OTHER BANKS AND BANK

INDONESIA
Penempatan pada bank lain yang merupakan pihak

berelasi diungkapkan pada Catatan 46. Informasi
mengenai jatuh tempo diungkapkan pada Catatan 49d.
Placements with other banks which are related parties

are disclosed in Note 46. Information in respect of
maturities is disclosed in Note 49d.
a.
a.
Berdasarkan jenis dan mata uang

Rupiah
Penempatan pada Bank
Indonesia
Sertifikat Bank Indonesia Syariah
Fasilitas simpanan
Bank Indonesia (FASBI)
Penempatan pada Bank Lain
Call money
PT Bank Sumitomo Mitsui
PT Bank Pembangunan Daerah Riau
JPMorgan Chase Bank,
Cabang Jakarta
PT Bank Mega Tbk
PT Bank Pan Indonesia Tbk
PT Bank Pembangunan Daerah
Jawa Barat dan Banten
PT Bank Rabobank International
Indonesia
Standard Chartered Bank,
Cabang Jakarta
Bank of Tokyo-Mitsubishi UFJ Ltd.,
Cabang Indonesia
PT Bank Hana
Sertifikat deposito
PT Bank KEB Hana Indonesia
PT Bank Rakyat Indonesia
(Persero) Tbk
PT Bank Internasional Indonesia Tbk
Deposito berjangka
(Persero) Tbk
PT Bank Tabungan Pensiunan
Nasional Tbk
PT Bank CIMB Niaga Tbk
PT Bank UOB Buana Tbk
PT Bank Pembangunan Daerah Jawa
Barat dan Banten Tbk
PT Bank Jabar Banten Syariah
PT Bank Mandiri (Persero) Tbk
PT Bank Muamalat Indonesia Tbk
PT Bank Bukopin Tbk
PT Bank Syariah Mandiri
PT Bank Panin Syariah Tbk
PT Bank Nusantara Parahyangan Tbk
PT Bank Permata Tbk
PT Bank OCBC NISP Tbk
PT Bank Syariah Bukopin
PT Bank Negara Indonesia (Persero) Tbk
PT BRI Syariah
PT Bank Ekonomi Raharja Tbk
Kalimantan Timur
2014
By type and currency

2013
206.000
206.000
2.911.615
2.911.615
250.000
150.000
75.000
100.000
50.000
-
300.000
150.000
100.000
100.000
550.000
100.000
25.000
850.000
211.057
185.437
97.063
78.398
571.955
411.000
398.800
350.000
218.100
150.000
149.800
363.250
228.100
205.000
150.000
117.000
66.750
54.000
50.000
43.700
30.000
28.000
21.000
20.000
19.500
15.000
13.875
47.500
99.750
11.100
44.700
65.750
111.800
20.000
23.000
61.150
5.000
19.500
8.000
173.125
3.000
4.500
2.500
2.500
Rupiah
Placements with Bank
Indonesia
Certificate of Bank Indonesia Sharia
Deposit facility of
Placements with Other Banks
Call money
PT Bank Sumitomo Mitsui
PT Bank Pembangunan Daerah Riau
JPMorgan Chase Bank,
Jakarta Branch
PT Bank Mega Tbk
Jawa Barat dan Banten
PT Bank Rabobank International
Indonesia
Jakarta Branch
Bank of Tokyo-Mitsubishi UFJ Ltd.,
Indonesia Branch
PT Bank Hana
Certificates of deposits
(Persero) Tbk
Time deposits
(Persero) Tbk
PT Bank Tabungan Pensiunan
Nasional Tbk
PT Bank CIMB Niaga Tbk
PT Bank UOB Buana Tbk
PT Bank Pembangunan Daerah Jawa
Barat dan Banten Tbk
PT Bank Jabar Banten Syariah
PT Bank Mandiri (Persero) Tbk
PT Bank Muamalat Indonesia Tbk
PT Bank Bukopin Tbk
PT Bank Syariah Mandiri
PT Bank Panin Syariah Tbk
PT Bank Nusantara Parahyangan Tbk
PT Bank Permata Tbk
PT Bank OCBC NISP Tbk
PT Bank Syariah Bukopin
PT Bank Negara Indonesia (Persero) Tbk
PT BRI Syariah
PT Bank Ekonomi Raharja Tbk
Kalimantan Timur


DAN ENTITAS ANAK
7.
PENEMPATAN PADA
INDONESIA (lanjutan)
a.
BANK
LAIN
DAN

AND SUBSIDIARIES
BANK
7.
Berdasarkan jenis dan mata uang (lanjutan)

Rupiah (lanjutan)
(lanjutan)
Deposito berjangka (lanjutan)
PT Bank BNI Syariah
PT Bank QNB Kesawan Tbk
PT Bank Windu Kentjana
International Tbk
PT Bank Victoria Syariah
PT BPR Eka Bumi Artha
PT Bank Tabungan Negara (Persero) Tbk
PT Bank Mega Tbk
PT Bank Rabobank
International Indonesia
Mata uang asing

Penempatan pada Bank
Indonesia
Fasilitas Simpanan Bank Indonesia
(FASBI)
Call money
(Persero) Tbk
Cabang Jakarta
PT Bank Mizuho Indonesia
PT Bank ANZ Indonesia
PT Bank BNP Paribas Indonesia
National Australia Bank, Singapura
Wells Fargo, Hong Kong
Sumitomo Mitsui Banking Corporation,
Singapura
The Royal Bank of Scotland N.V.,
Cabang Jakarta
Natexis, Singapura
ING Bank INV, Singapura
Sertifikat deposito
Bank of China Ltd., Hong Kong
The Bank of East Asia Ltd.
Bank SinoPac, Hong Kong
ICBC (Asia) Ltd.
Agricultural Bank of China Ltd.
China Merchant Bank Co., Ltd.
Dikurangi:

INDONESIA (continued)
a.
2014
By type and currency (continued)

2013
2.250
2.000
2.350
2.000
2.000
2.000
2.000
100
-
2.000
2.000
100
100.000
50.000
3.500
2.172.575
2.000
1.807.475
3.500.530
5.569.090
2.910.475
730.200
284.855
243.400
247.700
235.315
235.315
198.160
198.160
123.850
123.850
99.080
99.080
91.334
91.334
85.190
182.550
238.824
130.268
71.038
61.925
60.890
60.890
2.282.776
146.040
75.990
1.102.262
247.111
247.040
123.634
123.495
122.493
122.284
986.057
6.179.308
9.679.838
1.832.462
7.401.552
(4.963)
9.674.875
(1.952)
7.399.600
Rupiah (continued)
(continued)
Time deposits (continued)
PT Bank BNI Syariah
PT Bank QNB Kesawan Tbk
PT Bank Windu Kentjana
International Tbk
PT Bank Victoria Syariah
PT BPR Eka Bumi Artha
PT Bank Tabungan Negara (Persero) Tbk
PT Bank Mega Tbk
PT Bank Rabobank
International Indonesia
Foreign currencies
Placements with Bank
Indonesia
Deposit facility of
Call money
(Persero) Tbk
Jakarta Branch
PT Bank Mizuho Indonesia
PT Bank ANZ Indonesia
PT Bank BNP Paribas Indonesia
National Australia Bank, Singapore
Wells Fargo, Hong Kong
Sumitomo Mitsui Banking Corporation,
Singapore
The Royal Bank of Scotland N.V.,
Jakarta Branch
Natexis, Singapore
ING Bank INV, Singapore
Certificates of deposits
Bank of China Ltd., Hong Kong
The Bank of East Asia Ltd.
Bank SinoPac, Hong Kong
ICBC (Asia) Ltd.
Agricultural Bank of China Ltd.
China Merchants Bank Co., Ltd.
Less:


DAN ENTITAS ANAK
7.
PENEMPATAN PADA
INDONESIA (lanjutan)
a.
BANK
DAN
BANK
7.

Terdiri dari:
- Pihak berelasi
- Pihak ketiga
b.
LAIN

AND SUBSIDIARIES
INDONESIA (continued)
a.
2014
2013
268.378
9.406.497
164.550
7.235.050
9.674.875
7.399.600
Consist of:

mata uang asing (2013: masing-masing 4,84% dan
1,03%).

(2013: 4.84% and 1.03%, respectively).

dalam mata uang asing terdiri dari Dolar Amerika
Serikat dan Dolar Australia (Catatan 54).
Placements with other banks and Bank Indonesia in

foreign currencies are denominated in United States
Dollar and Australian Dollar (Note 54).
b.

2014
Based on the prevailing BI Regulation, all
placements with other banks and Bank Indonesia as
of 31 December 2014 and 2013 were classified as
current.
Berdasarkan ketentuan BI yang berlaku, seluruh

penempatan pada bank lain dan Bank Indonesia pada
tanggal-tanggal 31 Desember 2014 dan 2013
digolongkan sebagai lancar.
c.
c.

2013
Saldo awal
Kerugian penurunan nilai
Selisih kurs
1.952
Beginning balance
2.871
140
1.814
138
Impairment loss during the year

Saldo akhir
4.963
1.952
Ending balance

kerugian penurunan nilai atas penempatan pada bank
lain telah memadai.

impairment losses on placements with other banks is
adequate.
Informasi mengenai klasifikasi dan nilai

penempatan
pada
bank
lain
dan
Indonesia diungkapkan pada Catatan 50.
Information with regard to the classification and fair

value of placements with other banks and Bank
Indonesia is disclosed in Note 50.
wajar
Bank


DAN ENTITAS ANAK
8.

AND SUBSIDIARIES
EFEK-EFEK
8.
MARKETABLE SECURITIES
Efek-efek dari pihak berelasi diungkapkan pada

Catatan 46. Informasi mengenai jatuh tempo diungkapkan
pada Catatan 49d.
Marketable securities from related parties are disclosed in

Note 46. Information in respect of maturities is disclosed
in Note 49d.
a.
a.
Dimiliki hingga jatuh tempo

(harga perolehan, setelah
premi/diskonto yang belum
diamortisasi):
Rupiah
- Obligasi korporasi,
setelah dikurangi diskonto
yang belum diamortisasi
sebesar RpNihil
pada tanggal 31 Desember
2014 (2013: RpNihil)
- Obligasi korporasi - Syariah
- Efek utang lainnya
- Surat berharga lainnya
Mata uang asing

- Wesel ekspor
- Surat berharga lainnya
Jumlah dimiliki hingga
jatuh tempo
Tersedia untuk dijual (nilai
wajar):
Rupiah
- Sertifikat Bank Indonesia,
setelah dikurangi
diskonto yang belum
diamortisasi sebesar
Rp89.966 pada tanggal
31 Desember 2014
(2013: Rp105.543)
- Obligasi korporasi
- Efek utang lainnya
- Unit penyertaan reksadana
- Sertifikat deposito
Bank Indonesia, setelah
dikurangi diskonto yang
belum diamortisasi sebesar
Rp28.413 pada tanggal
31 Desember 2014
(2013: RpNihil)
2014
Nilai nominal/
Nilai tercatat/
Nominal
value
Carrying value
2013
Nilai nominal/
Nominal value Nilai tercatat/
Carrying value
Held-to-maturity
(cost, net of unamortized
premium/discount):
Rupiah
79.000
95.000
57.412
79.000
95.000
57.412
79.000
95.000
38.333
100.097
79.000
95.000
38.333
100.097
231.412
231.412
312.430
312.430
54.308
3.626
54.308
3.626
59.768
28.621
59.768
28.621
57.934
57.934
88.389
88.389
289.346
289.346
400.819
400.819
Corporate bonds, net of unamortized

discount of RpNil
as of 31 December
2014 (2013: RpNil)
Corporate bonds - Sharia Other debt securities Other marketable securities -
Foreign currencies
Trading export bills Other marketable securities -
Total held-to-maturity
Available-for-sale
(fair value):
Rupiah
3.333.947
2.892.460
584.384
81.406
3.246.868
2.874.245
580.958
87.405
4.350.000
2.467.160
523.902
25.000
Certificates of Bank Indonesia,

net of unamortized discount
of Rp89,966 as of
31 December 2014
4.238.750
(2013: Rp105,543)
2.426.252
Corporate bonds 520.838
Other debt securities 24.025
Mutual fund unit Certificates of deposit Bank Indonesia, net of
unamortized discount of
Rp28,413 as of
31 December 2014
( 2013: RpNil)
1.500.000
1.472.071
8.392.197
8.261.547
7.366.062
7.209.865


DAN ENTITAS ANAK
8.

AND SUBSIDIARIES
EFEK-EFEK (lanjutan)
a.
8.
a.
2014
Nilai nominal/
Nilai tercatat/
Nominal value Carrying value
Mata uang asing
- Obligasi korporasi
MARKETABLE SECURITIES (continued)

2013
Nilai nominal/
Nilai tercatat/
Nominal value Carrying value
340.588
358.655
133.870
137.554
Foreign currencies
Corporate bonds -
Jumlah tersedia untuk dijual
8.732.785
8.620.202
7.499.932
7.347.419
Total available-for-sale
Jumlah efek-efek
9.022.131
8.909.548
7.900.751
7.748.238
Total marketable
securities
Dikurangi:
Penyisihan kerugian
penurunan nilai
Jumlah efek-efek-neto
(21.442)
(21.122)
8.888.106
7.727.116
Less:
losses
Total marketable
securities-net
Efek-efek dalam mata uang asing terdiri dari Dolar

Amerika Serikat dan Yen Jepang (Catatan 54).
Marketable securities in foreign currencies are

denominated in United States Dollar and Japanese
Yen (Note 54).
Wesel ekspor tidak terdaftar di bursa efek.
The trading export bills are not listed at a stock

exchange.
Informasi mengenai klasifikasi dan nilai wajar efekefek diungkapkan pada Catatan 50.

value of marketable securities is disclosed in
Note 50.
Selama tahun yang berakhir pada tanggal 31

Desember 2014, keuntungan neto yang belum
direalisasi atas kenaikan nilai wajar efek-efek dalam
klasifikasi diperdagangkan diakui sebagai keuntungan
sebesar RpNihil (2013: Rp71).
During the year ended 31 December 2014,

unrealized net gains arising from the increase in fair
value of marketable securities classified as trading
was recorded as gain in the consolidated statement
of comprehensive income amounting to RpNil (2013:
Rp71).
Bank dan Entitas Anak mengakui keuntungan neto

atas penjualan efek-efek sejumlah Rp1.846 selama
tahun yang berakhir pada tanggal 31 Desember 2014
(2013: Rp7.691).
The Bank and a Subsidiary recognized net gains

from the sale of marketable securities amounting to
Rp1,846 for the year ended 31 December 2014
(2013: Rp7,691).


DAN ENTITAS ANAK
8.

AND SUBSIDIARIES
b.
8.
Berdasarkan penerbit

b.
2014
Bank Indonesia
Bank-bank
Korporasi
2013
4.718.939
1.153.875
3.036.734
8.909.548
Dikurangi:
nilai
4.238.750
1.122.555
2.386.933
7.748.238
(21.442)
Based on prevailing Bank Indonesia regulation,
marketable securities (before allowance for
impairment losses) were classified as follows:
Berdasarkan ketentuan Bank Indonesia yang berlaku,

efek-efek (sebelum penyisihan kerugian penurunan
nilai) digolongkan sebagai berikut:
2014
d.
Less:
7.727.116
c.
Lancar
Macet
Bank Indonesia
Banks
Corporates
(21.122)
8.888.106
c.
By issuer
2013
8.889.548
20.000
7.728.238
20.000
8.909.548
7.748.238
Berdasarkan peringkat
d.
Current
Loss
By rating
2014
Nilai
tercatat/
Nilai
Nilai wajar/
nominal/
Nominal Carrying value/ Pemeringkat/ Peringkat/
Fair value
value
Rated by
Rating
Dimiliki hingga jatuh tempo/
Held-to-maturity
Rupiah/Rupiah
Obligasi Syariah Ijarah PLN I
Obligasi PT PLN XII Seri A
Obligasi Syariah Ijarah PT Berlian
Laju Tanker
Obligasi PT Telekomunikasi
Indonesia 2A
Sukuk Ijarah PT Titan
Petrokimia Nusantara I
Obligasi Syariah Ijarah PLN II
Obligasi Bank Internasional Indonesia,
Bond I Seri B
Obligasi Antam I Tahun 2011 Seri A
Medium Term Notes
Mandala Multifinance
Wesel SKBDN/SKBDN Bills
Wesel lainnya/Other Bills
Nilai
nominal/
Nominal
value
2013
Nilai
tercatat/
Nilai wajar/
Carrying
Pemeringkat/ Peringkat/
value/
Fair value
Rated by
Rating
20.000
4.000
20.000
4.000
Pefindo
Pefindo
idAAA
idAAA
20.000
4.000
20.000
4.000
Pefindo
Pefindo
idAA+
idAA+
20.000
20.000
Pefindo
idD
20.000
20.000
Pefindo
idD
15.000
15.000
Pefindo
idAAA
15.000
15.000
Pefindo
idAAA
25.000
30.000
25.000
30.000
Fitch
Pefindo
A+
idAAA
25.000
30.000
25.000
30.000
Fitch
Pefindo
A+
idAA+
50.000
10.000
50.000
10.000
Pefindo
Pefindo
idAAA
idA
50.000
10.000
50.000
10.000
Pefindo
Pefindo
idAA+
idAA
38.333
38.333
Pefindo
7.524
7.524
N/A
31.462
31.462
N/A
49.888
49.888
N/A
Tidak
diperingkat/
Not rated
Tidak
diperingkat/
Not rated
68.635
68.635
N/A
idA
Tidak
diperingkat/
Not rated
Tidak
diperingkat/
Not rated
231.412
231.412
312.430
312.430


DAN ENTITAS ANAK
8.

AND SUBSIDIARIES
d.
8.
Berdasarkan peringkat (lanjutan)

d.
By rating (continued)
2014
Dimiliki hingga jatuh tempo/

Held-to-maturity
(lanjutan/continued):
Mata uang asing/Foreign currencies
Wesel Ekspor/Trading Export Bills
Wesel SKBDN/SKBDN Bills
Wesel lainnya/Other Bills
Jumlah-dimiliki hingga jatuh tempo/
Total-held-to-maturity
Tersedia untuk dijual/Available-for-sale:
Rupiah/Rupiah
Bond I Seri A Tahun 2011
Bond I Seri B Tahun 2011
Persero Telekomunikasi Indonesia,
Bond II Seri A Tahun 2010
Obligasi Berkelanjutan I Bank BII
Tahap II Tahun 2012 Seri A
Obligasi Bank Panin III Tahun 2009
Obligasi Bank Panin I Tahun 2012
Obligasi Perusahaan Listrik
Negara VIII Seri A Tahun 2006
Negara XII Seri A Tahun 2010
Negara X Seri A Tahun 2006
Obligasi Subordinasi Berkelanjutan I
Bank BII Tahap II Tahun 2012
MTN Bank Rakyat Indonesia Tahun 2014
Obligasi Berkelanjutan I SAN Finance tahap II
Tahun 2014
Obligasi Berkelanjutan I Bank CIMB Niaga
Tahap II Tahun 2013 seri A
Obligasi Sub Berkelanjutan II Bank Permata
Tahap II Tahun 2014
Negara VII Seri A Tahun 2004
Obligasi Bank BTN XII Tahun 2006
Obligasi Bank BTN XIII Seri C
Tahun 2009
Obligasi Berkelanjutan Indonesia Exim Bank I
Tahun 2010 Seri C
Obligasi Bank Exim Seri 3A
Tahun 2014
Obligasi Subordinasi Bank CIMB Niaga
Tahun 2010
Obligasi I CIMB Niaga Auto Finance
Tahun 2012 dengan tingkat bunga
tetap Seri B
Obligasi Bank CIMB Niaga
Bond I Seri A Tahun 2011
Bond I Seri B Tahun 2011
Nilai
tercatat/
Nilai wajar/
Carrying value/ Pemeringkat/
Fair value
Rated by
Nilai
nominal/
Nominal
value
2013
Peringkat/
Rating
54.308
54.308
N/A
3.626
3.626
N/A
Tidak
diperingkat/
Not rated
Tidak
diperingkat/
Not rated
57.934
Nilai tercatat/
Nilai wajar/
Carrying
value/
Fair value
Rated by
Rating
Nilai
nominal/
Nominal
value
59.768
59.768
N/A
26.642
26.642
N/A
1.979
1.979
N/A
57.934
88.389
88.389
289.346
289.346
400.819
400.819
46.000
Tidak
diperingkat/
Not rated
Tidak
diperingkat/
Not rated
Tidak
diperingkat/
Not rated
20.000
19.861
Pefindo
idAAA
45.721
Pefindo
idAAA
46.000
45.429
Pefindo
idAAA
84.760
85.169
Pefindo
idAAA
84.760
85.569
Pefindo
idAAA
105.000
95.000
103.880
90.749
Pefindo
Pefindo
idAAA
idAA
105.000
61.200
95.000
102.151
61.740
87.953
Pefindo
Pefindo
Pefindo
idAAA
idAA
idAA
51.000
54.081
Pefindo
idAAA
51.000
55.012
Pefindo
idAAA
37.000
37.320
Pefindo
idAAA
37.000
37.315
Pefindo
idAAA
14.000
14.025
Pefindo
idAAA
14.000
60.000
13.361
59.721
Fitch
Fitch
AA(idn)
AAA
20.000
20.200
Pefindo
idAA-
20.000
19.956
Pefindo
idAAA
20.000
20.162
Pefindo
idAA
7.000
7.326
Pefindo
idAA
6.000
7.000
6.149
7.426
Pefindo
Pefindo
idAAA
idAA
1.000
1.015
Pefindo
idAA
48.000
48.233
Pefindo
idAAA
48.000
48.341
Pefindo
idAAA
100.000
99.158
Pefindo
idAAA
5.000
5.060
Fitch
AA(idn)
5.000
5.136
Fitch
AA (Idn)
30.000
29.335
Fitch
AA+ (idn)
30.000
29.244
Fitch
AA+(idn)
15.000
14.803
Pefindo
idAAA
11.000
10.745
Pefindo
idAAA
11.000
10.663
Pefindo
idAAA


DAN ENTITAS ANAK
8.

AND SUBSIDIARIES
d.
8.

d.
2014
Nilai
tercatat/
Nilai wajar/
Fair value
Rated by
Nilai
nominal/
Nominal
value
Tersedia untuk dijual/Available-for-sale
Rupiah/Rupiah (lanjutan/continued)
Bond I Seri A Tahap I Tahun 2012
Obligasi Berkelanjutan OCBC NISP
Tahap I Tahun 2013 Seri A
Obligasi I OCBC NISP
Obligasi Berkelanjutan OCBC NISP
Tahap I Tahun 2013 Seri C
Obligasi Berkelanjutan I BFI Finance
Indonesia Tahap I Th 2012 Seri B
Obligasi Berkelanjutan I BFI Finance
Indonesia Tahap I Th 2012 Seri C
Obligasi Berkelanjutan IV Mayora
Indah Tahun 2012
Obligasi Berkelanjutan Federal International
Finance I Tahun 2012 Tahap II Seri B
Finance I Tahun 2014 Tahap III Seri B
Finance I Tahun 2012 Tahap I Seri C
Sertifikat Bank Indonesia/
Certificates of Bank Indonesia
170.000
167.822
2013
Peringkat/
Rating
Nilai tercatat/
Nilai wajar/
Carrying
value/
Fair value
Rated by
Rating
Nilai
nominal/
Nominal
value
Pefindo
idAAA
170.000
164.718
Pefindo
idAAA
75.000
74.828
Pefindo
idAAA
5.000
4.989
Pefindo
idAAA
23.000
22.534
Pefindo
idAAA
23.000
22.314
Pefindo
idAAA
10.000
9.965
Fitch
A+
50.000
49.822
Fitch
A+
50.000
48.996
Fitch
A+
80.000
74.107
Pefindo
idAA-
62.000
60.728
Pefindo
idAA-
103.700
101.196
Pefindo
idAAA
95.000
91.221
Pefindo
idAA+
20.000
20.083
Pefindo
idAAA
60.000
59.803
Pefindo
35.000
33.440
3.333.947
3.246.868
N/A
4.350.000
4.238.750
1.472.071
N/A
idAAA
Tidak
diperingkat/
Not rated
Tidak
diperingkat/
Not rated
60.000
50.000
59.895
50.067
Fitch
A+
111.495
Pefindo
idA+
100.000
99.935
Pefindo
idA+
149.907
121.200
29.837
Pefindo
Pefindo
Pefindo
idA+
idAAA
idAA-
55.000
100.000
100.000
150.000
125.000
30.000
54.687
100.384
100.384
152.754
118.434
29.969
Pefindo
Pefindo
Pefindo
Pefindo
Pefindo
Pefindo
idA+
idAAidAAidA+
idAAA
idAA-
9.963
Pefindo
idAA-
14.213
Pefindo
idA
20.065
Fitch
A+
20.257
Fitch
A+
26.000
26.244
Pefindo
idAA
49.995
Pefindo
idAA-
40.000
39.766
Pefindo
idAA-
6.698
Pefindo
idAA+
7.000
6.534
Pefindo
idAA+
14.909
Pefindo
idAA+
15.000
14.618
Pefindo
idAA
3.938
Pefindo
idAA-
4.000
3.854
Pefindo
idAA-
10.135
Pefindo
idAA-
Sertifikat Deposito Bank Indonesia/

Certificates deposit of Bank Indonesia
1.500.000
Obligasi Berkelanjutan I Jasa Marga
Seri A Tahun 2013
Obligasi Indosat V Seri A tahun 2007
Obligasi Berkelanjutan BFI Finance
Indonesia Tahap I Th 2014 Seri A
5.000
Obligasi Serasi Autoraya II Seri C
Tahun 2011
110.000
Obligasi Serasi Autoraya III Seri B
Tahun 2012
MTN SAN Finance II Seri A Tahun 2012
MTN SAN Finance II Seri B Tahun 2012
MTN I Clipan Finance Indonesia Tahun 2012 150.000
MTN I NISP Tahun 2013
125.000
MTN Bank Resona Perdania Tahun 2015
30.000
Obligasi Berkelanjutan Surya Artha
Nusantara I Seri B Tahun 2013
10.000
Obligasi Berkelanjutan I Indomobil FInance
Tahap II Seri C Tahun 2013
15.000
Obligasi Berkelanjutan II BFI Finance
Indonesia Tahap I Seri A Tahun 2014
20.000
Obligasi Berkelanjutan II BFI Finance
Indonesia Tahap I Seri B Tahun 2014
20.000
Obligasi Oto Multiartha VII Seri D
Tahun 2010
Obligasi SAN Finance II Seri C
Tahun 2012
50.000
Obligasi Berkelanjutan I Perum Pegadaian
Tahap II Tahun 2012 Seri C
7.000
Obligasi Berkelanjutan I Sarana Multigriya
Finance
15.000
Obligasi Berkelanjutan I Mitra Adiperkasa
4.000
Obligasi Berkelanjutan I Mitra Adiperkasa
10.000
4.933
Pefindo
N/A
idAA+
Tidak
diperingkat/
Not rated
Pefindo
Pefindo
idAA
idAA+


DAN ENTITAS ANAK
8.

AND SUBSIDIARIES
d.
8.

d.
2014
Nilai
tercatat/
Nilai wajar/
Fair value
Rated by
Nilai
nominal/
Nominal
value
Obligasi Pembangunan Jaya Ancol II
Seri A Tahun 2012
Obligasi Berkelanjutan I BCA Finance
Tahap III Tahun 2014 Seri B
Tahap I Tahun 2012 Seri C
Obligasi Berkelanjutan Indomobil
Finance Tahap I Tahun 2012 Seri C
Finance Tahap II Seri A Tahun 2013
Finance Tahap II Tahun 2013 Seri B
Finance Tahap IV Tahun 2011 Seri B
Obligasi Indofood Sukses Makmur VI
Tahun 2012
Obligasi Berkelanjutan I Astra Sedaya
Finance Tahap I Tahun 2012 Seri B
Finance Tahap II Tahun 2012 Seri A
Finance Tahap III Tahun 2013 Seri B
Obligasi Berkelanjutan II Astra Sedaya
Obligasi Subordinasi II Bank Permata
Tahun 2011
Obligasi Subordinasi Berkelanjutan I
Bank Permata Tahun 2012 Tahap 2
Obligasi Subordinasi II Bank BRI Tahun 2009
Obligasi V WOM Finance Tahun 2011
Seri C
Obligasi V WOM Finance Tahun 2011 Seri D
Obligasi I BII Finance Tahun 2012 Seri B
Obligasi Toyota Astra Fin Services III
Tahun 2013 Seri B
Obligasi Berkelanjutan I Toyota Astra
Fin Services Tahap I Tahun 2014 Seri B
Obligasi Indofood Sukses Makmur VII
Tahun 2014
Obligasi Berkelanjutan I Indomobil
Finance Seri C
Obligasi Berkelanjutan I Mandala
Multifinance Tahap II Thn 2014 Seri B
Obligasi Berkelanjutan I Summarecon
Agung Tahap II Thn 2014
Obligasi Berkelanjutan I Mandiri Tunas
Finance Tahap II Thn 2014 Seri A
Obligasi Berkelanjutan I Mandala
Multifinance Tahap II Thn 2014 Seri A
Obligasi Berkelanjutan I WOM Finance
Tahap I Tahun 2014 Seri B
2013
Peringkat/
Rating
Nilai tercatat/
Nilai wajar/
Carrying
value/
Fair value
Rated by
Rating
Nilai
nominal/
Nominal
value
30.000
29.553
Pefindo
idAA-
30.000
28.955
Pefindo
idAA-
10.000
10.083
Pefindo
idAAA
100.000
98.749
Pefindo
idAA+
4.000
3.988
Fitch
AAA(idn)
4.000
3.928
Pefindo
idAA+
10.000
9.686
Pefindo
idA
5.000
4.764
Pefindo
idA
10.000
9.931
Pefindo
idA
50.000
48.461
Pefindo
idA
50.000
48.235
Pefindo
idA
3.000
3.007
Pefindo
idA
10.000
9.486
Pefindo
idAA+
10.000
9.304
Pefindo
idAA+
42.000
41.955
Pefindo
idAAA
42.000
41.258
Pefindo
idAA+
7.000
6.796
Pefindo
idAAA
7.000
6.736
Pefindo
idAA+
50.000
50.150
Pefindo
idAA+
101.000
99.019
Pefindo
idAAA
101.000
97.253
Pefindo
idAA+
10.000
9.774
Pefindo
idAAA
10.000
9.548
Pefindo
idAA+
5.000
4.975
Pefindo
idAA+
5.000
5.064
Pefindo
idAA
5.000
-
4.795
-
Pefindo
-
idAA+
-
5.000
8.000
4.705
8.103
Pefindo
Fitch
idAA
AA (Idn)
5.000
60.000
5.003
59.383
Fitch
Fitch
AA(idn)
AA+ (idn)
1.200
5.000
60.000
1.205
5.090
58.882
Fitch
Fitch
Fitch
AA (Idn)
AA (Idn)
AA+(Idn)
30.000
29.126
Fitch
AAA(idn)
30.000
29.173
Pefindo
idAA
40.000
40.498
Pefindo
idAA+
50.000
50.667
Pefindo
idAA+
13.000
13.073
Pefindo
idA
60.000
61.978
Pefindo
idA
5.000
5.058
Pefindo
idA+
65.000
65.781
Pefindo
idAA
40.000
39.923
Pefindo
idA
15.000
15.327
Fitch
AA(idn)


DAN ENTITAS ANAK
8.

AND SUBSIDIARIES
d.
8.

d.
2014
Nilai
tercatat/
Nilai wajar/
Fair value
Rated by
Nilai
nominal/
Nominal
value
Finance Tahap III Tahun 2014 Seri B
Finance Tahap III Tahun 2014 Seri A
Obligasi Berkelanjutan I Toyota Astra
Fin Services Tahap I Tahun 2014 Seri A
Obligasi Berkelanjutan I Indomobil
Finance Tahap IV Tahun 2014 Seri B
Obligasi Berkelanjutan I Jasa Marga
Seri B Tahun 2013
MTN I Bank ICBC Ind Tahun 2014 Seri A
Obligasi Berkelanjutan I Mandiri Tunas
Finance Tahap I Thn 2013 Seri A
Tahap II Tahun 2012 Seri B
Obligasi Berkelanjutan I ROTI
Tahap I Tahun 2013
Unit penyertaan reksadana/mutual funds
Tahap II Tahun 2012 Seri B
Tahap I Seri B Tahun 2012
Obligasi Berkelanjutan I Indomobil Finance
Tahap III Seri B Tahun 2013
Obligasi Berkelanjutan I Tower Bersama
Infrastruktur Tahap I Seri B Tahun 2013
Finance Tahap I Seri B
Finance Tahap III Seri B Tahun 2014
Finance Tahap III Seri A Tahun 2014
Obligasi Toyota Astra Financial Services II
Tahun 2012 Seri B
Obligasi Protelindo I Tahun 2014
Obligasi I AKR Corporindo Tahun 2012
Dengan Tingkat Bunga Tetap Seri A
KIK EBA Danareksa BTN 01 KPR Class A
Obligasi Berkelanjutan I Summarecon
Agung Tahap I Tahun 2013
Obligasi Subordinasi Berkelanjutan II
Bank BII Tahap I Tahun 2014
MTN CIMB Niaga Auto Finance
Tahun 2016
Obligasi I Pupuk Indonesia Tahun 2014
Seri A
Obligasi Berkelanjutan II Pegadaian
Indonesia Tahun 2014 Seri A
Obligasi Berkelanjutan II Pegadaian
Indonesia Tahun 2014 Seri B
MTN CIMB Niaga Auto Finance II
Tahun 2016
MTN Mandala Multi Finance Seri A
MTN Mandala Multi Finance Seri B
2013
Peringkat/
Rating
Nilai tercatat/
Nilai wajar/
Carrying
value/
Fair value
Rated by
Rating
Nilai
nominal/
Nominal
value
25.000
25.199
Pefindo
idAAA
55.000
55.106
Pefindo
idAAA
20.000
20.042
Pefindo
idAA+
45.000
45.768
Pefindo
idA
30.000
50.000
29.772
50.103
Pefindo
Fitch
idAA
AAA
30.000
29.191
Pefindo
idAA
30.000
28.715
Pefindo
idAA
7.000
6.964
Pefindo
idAAA
2.000
1.916
Pefindo
idAA+
7.000
6.556
Pefindo
5.000
4.637
Pefindo
81.406
87.405
N/A
idAATidak
diperingkat/
Not rated
25.000
24.025
N/A
idAATidak
diperingkat/
Not rated
60.000
59.572
Pefindo
idAAA
60.000
59.732
Pefindo
idAAA
20.000
19.170
Pefindo
idAAA
20.000
18.415
Pefindo
idAAA
30.000
30.236
Pefindo
idA
30.000
30.144
Pefindo
idA
75.000
74.956
Fitch
AA-
75.000
75.440
Fitch
AA-
10.000
9.978
Pefindo
idAA+
30.000
30.125
Pefindo
idAAA
20.000
20.024
Pefindo
idAAA
60.000
60.315
Moodys
Ba2
5.000
-
4.867
-
Pefindo
-
idAA
-
70.000
67.233
Pefindo
idAA-
60.000
55.591
Pefindo
idAA-
9.384
9.391
Pefindo
idAAA
18.902
18.913
Pefindo
idAAA
15.000
15.140
Pefindo
idA+
15.000
14.988
Pefindo
idA+
10.000
10.291
Pefindo
idAA+
30.000
29.645
Fitch
AA+
50.000
50.286
Fitch
AAA
40.000
40.123
Pefindo
idAA+
60.000
59.296
Pefindo
idAA+
30.000
30.000
70.000
29.462
30.285
71.407
Fitch
Pefindo
Pefindo
AA+
idA
idA


DAN ENTITAS ANAK
8.

AND SUBSIDIARIES
d.
8.

d.
2014
Nilai
nominal/
Nominal
value
Obligasi berkelanjutan II Astra Sedaya
Finance tahap IV Tahun 2014 Seri B
Obligasi Berkelanjutan Mitra Adi Perkasa
Tahap III Tahun 2014 Seri A
Obligasi CIMB Niaga Auto Finance
Series 1 B Tahun 2015
Fitch
AAA(idn)
5.000
4.983
Pefindo
idAA-
Fitch
AA+
Moodys
Pefindo
Moodys
Moodys
Ba1
idAAA
Baa3
Ba1
5.000
4.889
8.261.547
61.925
49.540
49.540
92.888
68.247
50.525
49.098
101.746
Moodys
Moodys
Moodys
Moodys
86.695
89.039
Moodys
340.588
Jumlah-tersedia untuk
dijual/Total-available-for-sale
Jumlah efek-efek/Total
marketable securities
7.366.062
7.209.865
Baa3
Baa3
Baa3
Baa3
60.850
12.170
48.680
12.170
66.578
12.075
45.533
13.368
Ba2
358.655
133.870
137.554
8.732.785
8.620.202
7.499.932
7.347.419
9.022.131
8.909.548
7.900.751
7.748.238
(21.442)
Jumlah efek-efek-neto/ Total

marketable securities-net
Saldo akhir - neto
2014
7.727.116
e.
Perubahan kerugian yang belum direalisasi atas efekefek dalam kelompok tersedia untuk dijual adalah
sebagai berikut:
(21.122)
8.888.106
Perubahan kerugian yang belum direalisasi
Saldo awal - sebelum

pajak penghasilan tangguhan
Penambahan keuntungan/
(kerugian) yang belum
direalisasi selama tahun
berjalan - neto
Keuntungan yang direalisasi atas
penjualan efek-efek selama
tahun berjalan - neto
Jumlah sebelum pajak
penghasilan tangguhan
Pajak penghasilan tangguhan
Nilai
nominal/
Nominal
value
91.354
Dikurangi/Less:
Penyisihan kerugian penurunan nilai/
e.
Peringkat/
Rating
Nilai tercatat/
Nilai wajar/
Carrying
value/
Fair value
Rated by
Rating
90.000
8.392.197
Mata Uang Asing/Foreign Currencies
Obligasi PLN17 (Majapahit Holding BV)
Obligasi Bank Exim Tahun 2017
Obligasi Bank Rakyat Indonesia Tahun 2018
Obligasi PLN 16 (Majapahit Holding BV)
Obligasi Bank Negara Indonesia
Tahun 2017
2013
Nilai
tercatat/
Nilai wajar/
Fair value
Rated by
Movements of unrealized losses

Movements of unrealized losses for available-forsale marketable securities are as follows:
2013
Beginning balance before deferred income tax
(34.315)
21.883
29.989
(48.375)
(1.300)
(7.823)
(5.626)
2.222
(34.315)
11.145
Additional unrealized gains/

(losses) during the year - net
Realized gains from
sale of marketable securities
during the year - net
Total before deferred
income tax
Deferred income tax
(3.404)
(23.170)
Ending balance - net


DAN ENTITAS ANAK
8.

AND SUBSIDIARIES
f.
8.

f.
2014
2013
Saldo awal
21.122
20.781
320
341
Beginning balance
Impairment loss during
the year
Saldo akhir
21.442
21.122
Ending balance

impairment losses on marketable securities is
adequate.

kerugian penurunan nilai atas efek-efek telah
memadai.
g.

31 Desember 2014 dan 2013
g.
2014
Sertifikat Bank Indonesia
Obligasi korporasi - Rupiah
Obligasi korporasi - mata uang
asing
Obligasi syariah
9.
2013
6,87%
8,81%
4,90%
8,10%

Corporate bonds - Rupiah
4,14%
9,44%
1,86%
9,44%
Corporate bonds - foreign currency

Sharia bonds
EFEK YANG DIBELI DENGAN JANJI DIJUAL KEMBALI
9.

catatan 49d.
Pihak penjual/
Counterparty
Bank Indonesia
Jenis efek/Type
of securities
FR52
Bank Indonesia
FR71
Nilai nominal/
Nominal
amount

annum for the years ended 31 December 2014
and 2013
Tingkat suku
bunga/
Interest rate
150.000
6,30%
350.000
500.000
6,02%
SECURITIES
PURCHASED
AGREEMENTS
UNDER
RESALE

49d.
2014
Tanggal dimulai/
Commencement
date
11 Desember/
December 2014
5 Desember/
December 2014
Tanggal jatuh
tempo/Maturity
date
5 Februari/
February 2015
6 Januari/
January 2015
Nilai tercatat/
Carrying value
175.856
364.685
540.541


DAN ENTITAS ANAK
9.

AND SUBSIDIARIES
EFEK YANG DIBELI DENGAN JANJI DIJUAL KEMBALI

(lanjutan)
9.
SECURITIES
PURCHASED
AGREEMENTS (continued)
UNDER
RESALE
Klasifikasi kolektibilitas efek yang dibeli dengan janji dijual

kembali tersebut adalah lancar.
Collectibility classification of securities purchased under

resale agreements was current.
Informasi mengenai klasifikasi dan nilai wajar efek yang

dibeli dengan janji dijual kembali diungkapkan pada
Catatan 50.

of securities purchased under resale agreements is
disclosed in Note 50.
10. TAGIHAN DAN LIABILITAS DERIVATIF
10. DERIVATIVE RECEIVABLES AND LIABILITIES

49d.

Catatan 49d.
Instrumen
Nilai kontrak/nosional (setara dengan

Dolar Amerika Serikat)/
Contract/notional amount
(equivalent to
United States Dollar)
Bank Counterparty/
Nasabah/
Counterparty Bank
Customer
2014
Nilai wajar/Fair values
Tagihan derivatif/
Bank Counterparty/ Nasabah/
Counterparty Bank Customer
Liabilitas derivatif/
Instruments
Diperdagangkan:
Kontrak tunai mata
uang asing
Kontrak berjangka mata
uang asing
Swap mata uang asing
Cross currency swaps
Swap suku bunga
11.351.093
99
673
528.281.449
62.000.000
9.037.142
36.189.146
1.000.000
50.333.333
4.172.857
Lindung nilai:
19.005
75.115
519
94.738
2.942
63
867
3.872
21.898
22
22.593
5.016
73.829
78.845
606.666.667
362.681
27.823
457.419
3.872
50.416
78.845
Instrumen
Trading:
Nilai kontrak/nosional (setara dengan

Dolar Amerika Serikat)/
Contract/notional amount
(equivalent to
United States Dollar)
Bank Counterparty/
Nasabah/
Counterparty Bank
Customer
Foreign currency spot

Foreign
currency forward
Foreign currency swaps
Interest rate swaps
Hedging:
2013
Nilai wajar/Fair values
Tagihan derivatif/
Liabilitas derivatif/
Instruments
Diperdagangkan:
Kontrak tunai mata
uang asing
Kontrak berjangka mata
uang asing
Swap mata uang asing
Swap suku bunga
Trading:
1.000.000
810.000
102
16
690.900.000
118.560.345
17.902.190
25.307.540
73.560.345
9.023.720
Lindung nilai:
429.398
150.408
2.747
582.553
275
1.547
1.924
125.084
142.604
177
267.881
1.654
186.676
188.330
336.250.000
590.040
2.639
1.172.593
1.924
270.520
188.330
Foreign currency spot

Foreign
currency forward
Foreign currency swaps
Interest rate swaps
Hedging:


DAN ENTITAS ANAK
10. TAGIHAN DAN LIABILITAS DERIVATIF (lanjutan)

AND SUBSIDIARIES
10. DERIVATIVE
(continued)
RECEIVABLES
AND
LIABILITIES
Selama tahun yang berakhir pada tanggal 31 Desember

2014, kerugian atas perubahan nilai wajar instrumen
derivatif yang diakui dalam laba rugi sebesar Rp130.434
(2013: keuntungan sebesar Rp80.028).
During the year ended 31 December 2014, the loss from

changes in fair value of derivative instruments which was
recorded in the profit or loss amounted to Rp130,434
(2013: gains of Rp80,028).
Jumlah nosional adalah suatu jumlah dalam unit mata

uang yang disebutkan dalam perjanjian. Jumlah dalam
daftar di atas disajikan secara bruto (penjumlahan posisi
beli dan jual secara absolut). Tagihan/liabilitas derivatif
merupakan nilai penyelesaian transaksi derivatif pada
tanggal pelaporan.
A notional amount is a number of the currency units

specified in the contract. The amount in the above table
is presented at gross basis (a sum of buy and sell
position
in
absolute
amount).
Derivative
receivables/liabilities represent the settlement value of
derivative instruments as of the reporting date.
Suku bunga efektif rata-rata per tahun untuk tahun yang

berakhir pada tanggal-tanggal 31 Desember 2014 dan
2013 untuk transaksi swap suku bunga adalah sebagai
berikut:
The average effective interest rates per annum for the

years ended 31 December 2014 and 2013 for interest
rate swap deals are as follows:
2014
2013
IDR
Yang akan dibayar
Suku bunga mengambang
Suku bunga tetap
7,20%
-
5,76%
7,53%
IDR
To be paid
Floating interest rate
Fixed interest rate
Yang akan diterima

Suku bunga tetap
8,02%
5,73%
7,83%
To be received
Fixed interest rate
USD
Yang akan dibayar
Suku bunga tetap
6,86%
0,79%
4,77%
3,57%
USD
To be paid
Fixed interest rate
Yang akan diterima

Suku bunga tetap
0,76%
7,75%
1,76%
5,46%
To be received
Fixed interest rate


DAN ENTITAS ANAK

AND SUBSIDIARIES
10. DERIVATIVE
(continued)
RECEIVABLES
AND
LIABILITIES
Pertukaran tingkat suku bunga dilakukan setiap bulanan

dan kuartalan.
The interest rate exchanges are exercised monthly and

quarterly.
Jangka waktu kontrak swap suku bunga berkisar antara 3

- 5 tahun. Pada tanggal 31 Desember 2014, sisa jangka
waktu kontrak dari swap suku bunga berkisar antara 2
bulan sampai 3 tahun 10 bulan.
The contract period of interest rate swaps ranged

between 3 - 5 years. As of 31 December 2014, the
remaining contract period of interest rate swaps ranged
between 2 months until 3 years 10 months.
Arus kas lindung nilai atas risiko tingkat suku bunga

dan mata uang asing
Cash flow hedge of interest rate and foreign

currency risks
Bank dan ADMF menggunakan cross currency swaps

untuk melakukan lindung nilai mata uang asing yang
timbul atas pinjaman dengan suku bunga mengambang
yang didenominasi dalam mata uang asing.
The Bank and ADMF use cross currency swaps to

hedge the foreign currency risks arising from certain
floating rate loans payable denominated in foreign
currencies.
Pada tanggal 31 Desember 2014, kerugian atas

perubahan nilai wajar dari instrumen derivatif sebesar
Rp67.085 sehubungan dengan bagian efektif dari arus
kas lindung nilai diakui sebagai pendapatan komprehensif
lain (2013: keuntungan sebesar Rp4.275).
As of 31 December 2014, losses from changes in fair

value of derivative instruments of Rp67,085 relating to
the effective portion of cash flow hedges were
recognized in other comprehensive income (2013: gains
amounted to Rp4,275).
Perubahan (kerugian)/keuntungan yang belum direalisasi:
Movements of unrealized (losses)/gains:
2014
2013
Saldo awal
Bagian efektif dari perubahan
nilai wajar selama
tahun berjalan
(4.724)
(19.559)
(84.723)
14.835
(89.447)
22.362
(4.724)
8.999
Saldo akhir - neto
(67.085)
4.275
Beginning balance
Effective portion of
changes in fair value
during the year
Total before deferred income tax
Deferred income tax

seluruh tagihan derivatif digolongkan sebagai lancar.
Based on prevailing Bank Indonesia regulation, all

derivatives receivables were classified as current.
Tagihan dan liabilitas derivatif dalam mata uang asing

terdiri dari Dolar Amerika Serikat (Catatan 54).
Derivative receivables and liabilities in foreign currencies

are denominated in United States Dollar (Note 54).


DAN ENTITAS ANAK

AND SUBSIDIARIES
10. DERIVATIVE
(continued)
RECEIVABLES
AND
LIABILITIES
Selama 2008, Bank telah melakukan beberapa transaksi

kontrak berjangka mata uang asing untuk nasabah yang
di dalamnya terdiri dari beberapa kontrak pertukaran mata
uang asing pada tanggal-tanggal yang telah disepakati
(mingguan atau dua-mingguan). Di dalam kontrak-kontrak
berjangka mata uang asing ini terdapat karakteristik opsi
tertentu, dimana jika strike price yang telah ditentukan
tercapai atau terlampaui, nasabah berkewajiban untuk
menyerahkan Dolar Amerika Serikat dalam jumlah
tertentu seperti yang dinyatakan dalam kontrak. Untuk
setiap kontrak yang dilakukan dengan nasabah, Bank
melakukan offsetting transaksi dengan counterparty bank
dengan syarat yang serupa untuk meng-offset risiko
pasar. Kontrak ini dilakukan atas dasar arus kas mata
uang asing dari nasabah dan tidak mencerminkan
aktivitas perdagangan Bank.
During 2008, the Bank entered into foreign exchange

forward contracts on behalf of customers which involved
a series of foreign currency exchange contracts, on
agreed predetermined delivery dates (weekly or biweekly). These foreign exchange contracts incorporate
certain option-like characteristics, in which if the
exchange rate was at or above a predetermined strike
price, the customer was obliged to deliver a certain
amount of United States Dollars as stated in the contract.
For each contract entered into with the customer, the
Bank also entered into offsetting contracts with
counterparty banks on identical terms in order to offset
the market risk. These contracts were executed on
account of the underlying foreign exchange cash flows
from the customers and did not represent proprietary
trading activities of the Bank.
Sehubungan dengan penurunan nilai Rupiah terhadap

Dolar Amerika Serikat, penurunan harga komoditas di
pasar internasional dan dampak kondisi ekonomi global
yang tidak menguntungkan terhadap bisnis nasabah pada
kuartal terakhir tahun 2008, beberapa nasabah
mengalami kegagalan untuk menyerahkan jumlah dalam
mata uang asing kepada Bank pada saat jatuh tempo.
Melihat penurunan kapasitas nasabah, Bank telah
membatalkan beberapa kontrak dengan menggunakan
harga pasar terkini dan dicatat sebagai tagihan dari
nasabah.
Bank
telah
melakukan
kesepakatan
penyelesaian dengan nasabah.
Due to a significant depreciation of the Rupiah against

the United States Dollar, the reduction of international
commodity prices and the impact of unfavorable global
economic conditions to certain customers business in
the last quarter of 2008, certain customers failed to
deliver the foreign currency amounts to the Bank when
they were due. In the light of the customers impaired
capacity, the Bank has unwound some contracts at
current market costs and they were recorded as
receivables from customers. The Bank has negotiated
settlement agreements with the customers.
Pada tanggal 31 Desember 2014, jumlah kontrak yang

dibatalkan dan menjadi tagihan derivatif yang akan
diselesaikan oleh nasabah adalah sebesar RpNihil yang
telah diselesaikan melalui pembayaran dan hapus buku.
Pada tanggal 31 Desember 2013, jumlah kontrak yang
dibatalkan dan menjadi tagihan derivatif yang akan
diselesaikan oleh nasabah adalah sebesar Rp88.240
yang telah dibukukan sebagai aset lain-lain (Catatan 19),
dengan jumlah penyisihan yang dibentuk atas tagihan ini
adalah sebesar Rp23.290.
As of 31 December 2014, total unwound contracts and

derivative receivables that will be settled by the
customers amounted to RpNil which had been settled
through payment and write off. As of 31 December 2013,
total unwound contracts and derivative receivables that
would be settled by the customers amounted to
Rp88,240 and has been recorded as other assets (Note
19), with the total allowance provided for these
receivables amounting to Rp23,290.
Pada tanggal 31 Desember 2014, tidak terdapat kontrak

berjangka mata uang asing dari nasabah yang disebutkan
di atas yang masih tercatat sebagai tagihan derivatif.
As of 31 December 2014, there is no outstanding foreign

exchange forward contract on behalf of customers
mentioned above which is recorded as derivative
receivable.
Informasi mengenai klasifikasi dan nilai wajar tagihan dan

kewajiban derivatif diungkapkan pada Catatan 50.

of derivative receivables and liabilities is disclosed in
Note 50.


DAN ENTITAS ANAK
11. PINJAMAN YANG DIBERIKAN

AND SUBSIDIARIES
11. LOANS
Pinjaman yang diberikan kepada pihak berelasi

Loans to related parties are disclosed in Note 46.

49d.
a.
a.

2014
Rupiah
Konsumsi
Modal kerja
Investasi
Ekspor
Pinjaman kepada personil
manajemen kunci
Mata uang asing
Konsumsi
Modal kerja
Investasi
Ekspor
Jumlah
Dikurangi:
Penyisihan kerugian
penurunan nilai
Jumlah - neto

2013
30.411.567
45.030.624
20.764.699
1.582.781
28.903.929
43.135.572
19.485.962
1.602.467
23.080
97.812.751
26.999
93.154.929
17
5.466.983
4.441.131
1.854.247
11.762.378
19
6.151.792
4.828.112
1.645.789
12.625.712
109.575.129
105.780.641
(2.800.918)
106.774.211
Pinjaman yang diberikan dalam mata uang asing

terdiri dari Dolar Amerika Serikat, Dolar Singapura,
dan Euro Eropa (Catatan 54).
(2.312.387)
103.468.254
Rupiah
Consumer
Working capital
Investment
Export
Loans to key
Foreign currencies
Consumer
Working capital
Investment
Export
Total
Less:
losses
Total - net
Loans in foreign currencies are denominated in

United States Dollar, Singapore Dollar, and
European Euro (Note 54).


DAN ENTITAS ANAK

AND SUBSIDIARIES
11. PINJAMAN YANG DIBERIKAN (lanjutan)

b.
11. LOANS (continued)
Berdasarkan sektor ekonomi
b.
By economic sector
2014
Rupiah
Pertanian, perburuan,
dan kehutanan
Perikanan
Pertambangan dan
penggalian
Industri pengolahan
Listrik, gas, dan air
Konstruksi
Perdagangan besar dan
eceran
Penyediaan akomodasi
dan penyediaan
makan minum
Transportasi,
pergudangan, dan
komunikasi
Perantara keuangan
Real estate, usaha
persewaan, dan jasa
perusahaan
Administrasi
pemerintahan,
pertahanan, dan
jaminan sosial wajib
Jasa pendidikan
Jasa kesehatan dan
kegiatan sosial
Jasa kemasyarakatan,
sosial budaya, hiburan,
dan perorangan
lainnya
Jasa perorangan yang
melayani rumah
tangga
Rumah tangga
Lain-lain
Lancar/
Current
Dalam
Perhatian
Khusus/
Special
Mention
Kurang
Lancar/
Substandard
Diragukan/
Doubtful
Macet/
Loss
Penyisihan
Kerugian
Penurunan
Nilai/
Allowance
for
Impairment
Losses
Neto/
Net
Rupiah
2.146.223
69.465
125.252
8.197
17.583
2.985
24.213
3.322
44.865
4.299
(61.432)
(5.863)
2.296.704
82.405
Agriculture, hunting,
and forestry
Fisheries
268.425
12.687.423
115.221
1.264.491
9.131
220.902
60
7.340
535
41.125
2.141
273
38.924
14.466
47.888
73.807
5
10.809
(31.678)
(179.413)
(674)
(16.533)
294.574
12.882.768
114.612
1.282.714
Mining and excavation

Manufacturing
Electricity, gas, and water
Construction
32.579.886
1.218.549
227.402
258.103
747.885
(787.790)
34.244.035
1.900.906
98.747
13.078
18.297
39.232
(51.731)
3.011.412
4.588.624
260.375
996
18.487
7.624
32.477
-
22.664
2.683
(76.999)
(39.891)
3.229.559
126.799
15.968
34.390
51.310
(67.811)
916
34.709
1.627
511
246
341
(4)
(587)
205.538
12.078
2.109
1.609
4.340
(4.378)
1.182.198
91.118
16.856
20.684
38.084
(50.944)
3.038
23.351.445
2.522.500
89.161.979
216
3.375.283
705.819
6.262.489
106.224
32.452
505.080
39
148.099
50.773
645.915
427
113.204
35.445
1.237.288
(472)
(622.879)
(234.574)
(2.233.653)
Wholesale and retail

Accommodation and
food and
2.018.529
beverages
Transportation,
warehousing, and
3.268.416
communications
4.560.036
Financial intermediary
Real estate, leasing
services, and
3.390.215
servicing companies
Government
administration, defense,
and mandatory
912
social security
36.847
Educational services
Health and
221.296
social services
Services in social,
art, culture,
recreation, and other
1.297.996
individual services
3.248
26.471.376
3.112.415
95.579.098
Individual services
to households
Households
Others


DAN ENTITAS ANAK

AND SUBSIDIARIES

b.
Berdasarkan sektor ekonomi (lanjutan)
b.
By economic sector (continued)
2014
Mata uang asing

dan kehutanan
Pertambangan dan
penggalian
Industri pengolahan
Konstruksi
eceran
dan penyediaan
makan minum
Transportasi,
pergudangan, dan
komunikasi
Perantara keuangan
Real estate, usaha
persewaan, dan jasa
perusahaan
dan perorangan
lainnya
Rumah tangga
Lain-lain
Jumlah - neto
Lancar/
Current
Dalam
Perhatian
Khusus/
Special
Mention
Kurang
Lancar/
Substandard
Diragukan/
Doubtful
Penyisihan
Kerugian
Penurunan
Nilai/
Allowance
for
Impairment
Losses
Macet/
Loss
Neto/
Net
668.200
(5.755)
662.445
Foreign currencies
and forestry
735.013
5.523.992
20.586
640.764
18.554
-
24.443
-
184.024
6.248
16.387
(392.626)
(101.856)
(8.805)
1.167.175
5.471.381
28.168

Manufacturing
Construction
1.199.053
17.698
13.550
(9.662)
1.220.639
96.601
(391)
96.210
1.636.495
63.377
(15.277)
(430)
1.621.218
62.947
697.555
121.926
49.412
917
(32.351)
837.459
27.567
4
10
10.668.453
798.942
87.405
917
2
206.661
(112)
(567.265)
27.455
4
12
11.195.113

Accommodation and
food and
beverages
Transportation,
warehousing, and
communications
services, and
servicing companies
Services in social,
art, culture,
individual services
Households
Others
99.830.432
7.061.431
592.485
646.832
1.443.949
(2.800.918) 106.774.211
Total - net


DAN ENTITAS ANAK

AND SUBSIDIARIES

b.
b.
2013
Rupiah
dan kehutanan
Perikanan
Pertambangan dan
penggalian
Industri pengolahan
Listrik, gas, dan air
Konstruksi
eceran
dan penyediaan
makan minum
Transportasi,
pergudangan, dan
komunikasi
Perantara keuangan
Real estate, usaha
persewaan, dan jasa
perusahaan
Administrasi
pemerintahan,
pertahanan, dan
jaminan sosial wajib
Jasa pendidikan
Jasa kesehatan dan
kegiatan sosial
dan perorangan
lainnya
Jasa perorangan yang
melayani rumah
tangga
Rumah tangga
Lain-lain
Lancar/
Current
Dalam
Perhatian
Khusus/
Special
Mention
Kurang
Lancar/
Substandard
Diragukan/
Doubtful
Macet/
Loss
Penyisihan
Kerugian
Penurunan
Nilai/
Allowance
for
Impairment
Losses
Neto/
Net
Rupiah
2.319.044
92.819
109.010
7.314
16.930
1.956
23.984
2.437
63.296
3.502
(69.068)
(3.972)
2.463.196
104.056
and forestry
Fisheries
399.470
12.866.668
18.416
1.137.583
21.652
147.935
291
19.329
42
24.454
404
18.034
38.368
12
2.943
44.950
46.178
1.691
(35.590)
(163.058)
(108)
(8.435)
448.558
12.960.545
18.611
1.153.515

Manufacturing
Electricity, gas, and water
Construction
30.585.351
970.911
161.405
287.240
495.720
(637.259)
31.863.368
1.700.920
80.160
12.646
16.431
22.138
(37.901)
4.300.400
2.973.754
56.518
122
6.950
-
13.898
-
38.510
-
(69.220)
(24.774)
3.301.424
86.336
12.021
45.404
35.530
(48.036)
931
30.055
517
300
149
4.424
(4)
(1.287)
305.229
11.225
1.685
2.824
3.869
(5.028)
1.072.457
87.843
12.866
18.859
27.939
(41.350)
3.266
21.006.981
3.538.990
85.653.758
1.518
3.058.297
859.718
5.518.696
331
92.817
31.712
376.519
41
154.279
52.588
677.491
52
107.053
33.613
928.465
(158)
(537.728)
(283.370)
(1.966.346)

Accommodation and
food and
1.794.394
beverages
Transportation,
warehousing, and
4.347.056
communications
2.949.102
services, and
3.432.679
servicing companies
Government
administration, defense,
and mandatory
927
social security
34.158
Educational services
Health and
319.804
social services
Services in social,
art, culture,
1.178.614
individual services
5.050
23.881.699
4.233.251
91.188.583
Individual services
to households
Households
Others


DAN ENTITAS ANAK

AND SUBSIDIARIES

b.
b.
2013
Mata uang asing

dan kehutanan
Pertambangan dan
penggalian
Industri pengolahan
Konstruksi
eceran
dan penyediaan
makan minum
Transportasi,
pergudangan, dan
komunikasi
Perantara keuangan
Real estate, usaha
persewaan, dan jasa
perusahaan
dan perorangan
lainnya
Rumah tangga
Lain-lain
Jumlah - neto
c.
Lancar/
Current
Dalam
Perhatian
Khusus/
Special
Mention
Kurang
Lancar/
Substandard
Diragukan/
Doubtful
Macet/
Loss
Neto/
Net
350.021
(3.936)
346.085
Foreign currencies
and forestry
1.452.940
5.759.533
49.934
368.967
-
150.240
-
(251.381)
(57.450)
(238)
1.720.766
5.702.083
49.696

Manufacturing
Construction
1.388.439
577
(6.859)
1.382.157
77.428
(304)
77.124
1.636.053
106.716
(17.721)
(1.034)
1.618.332
105.682
1.244.273
(6.958)
1.237.315
40.573
5
10
12.105.925
1
368.968
2
150.819
(160)
(346.041)
40.413
6
12
12.279.671

Accommodation and
food and
beverages
Transportation,
warehousing, and
communications
services, and
servicing companies
Services in social,
art, culture,
individual services
Households
Others
97.759.683
5.887.664
376.519
677.491
1.079.284
Berdasarkan wilayah geografis
Jakarta, Bogor, Tangerang,

Karawang, Bekasi, dan Lampung
Jawa Barat
Jawa Timur, Bali, NTT, dan NTB
Sulawesi, Maluku, dan Papua
Kalimantan
Sumatra
Jawa Tengah dan Yogyakarta
Jumlah
Dikurangi:
Jumlah - neto
Penyisihan
Kerugian
Penurunan
Nilai/
Allowance
for
Impairment
Losses
c.
2014
49.812.010
6.709.510
12.844.438
8.624.899
7.066.416
16.307.004
8.210.852
109.575.129
Total - net
By geographic region
2013
48.504.665
6.458.989
11.748.389
8.138.691
6.726.574
16.121.246
8.082.087
105.780.641
(2.800.918)
106.774.211
(2.312.387) 103.468.254
(2.312.387)
103.468.254
Jakarta, Bogor, Tangerang,

Karawang, Bekasi, and Lampung
West Java
East Java, Bali, NTT, and NTB
Sulawesi, Maluku, and Papua
Kalimantan
Sumatra
Central Java and Yogyakarta
Total
Less:
Total - net


DAN ENTITAS ANAK

AND SUBSIDIARIES

d.
Pinjaman yang direstrukturisasi
d.
Restructured loans
Restructured loans consist of loans with rescheduled
principal and interest payments, adjusted interest
rates, and reduced overdue interest.
Pinjaman yang direstrukturisasi meliputi antara lain

penjadwalan ulang pembayaran pokok pinjaman dan
bunga, penyesuaian tingkat suku bunga, dan
pengurangan tunggakan bunga.
2014
Pinjaman yang direstrukturisasi
Dikurangi:
nilai
2013
2.920.427
2.067.536
Less:
(714.975)
(349.291)
2.205.452
e.
Pinjaman sindikasi
e.
Saldo awal
Kerugian penurunan
nilai selama tahun berjalan
Penerimaan kembali pinjaman
yang telah dihapusbukukan
Penghapusbukuan selama
tahun berjalan
Selisih kurs
Saldo akhir
Syndicated loans
Syndicated loans represent loans provided to
debtors under syndication agreements with other
banks. Total syndicated loans as of 31 December
2014
amounted
to
Rp1,059,733
(2013:
Rp1,321,951). The percentage of participation of the
Bank as a member of syndications as of
31 December 2014 and 2013 ranges 1.50% 17.95% of each syndicated loan facility.
f.

Movements of allowance for impairment losses are
as follows:

Kolektif/
Collective
1.718.245
Pinjaman sindikasi merupakan pinjaman yang

diberikan kepada debitur berdasarkan perjanjian
pembiayaan bersama (sindikasi) dengan bank-bank
lain. Jumlah pinjaman sindikasi pada tanggal
31 Desember 2014 adalah sebesar Rp1.059.733
(2013: Rp1.321.951). Persentase keikutsertaan Bank
dalam pinjaman sindikasi sebagai anggota pada
tanggal-tanggal 31 Desember 2014 dan 2013 adalah
sebesar 1,50% - 17,95% dari masing-masing fasilitas
pinjaman.
f.
Restructured loans
2014
Individual/
Individually
Jumlah/
Total
2.001.684
310.703
2.312.387
1.933.728
404.766
2.338.494
Beginning balance
Impairment losses
during the year
706.122
107.882
814.004
Recoveries from loans written off
(2.322.408)
(111.743)
(108.870)
(120.946)
(2.431.278)
(232.689)
2.207.383
593.535
2.800.918
Write offs during the year

Ending balance


DAN ENTITAS ANAK

AND SUBSIDIARIES

f.

(lanjutan)
Kolektif/
Collective
Saldo awal
Kerugian penurunan
nilai selama tahun berjalan
Penerimaan kembali pinjaman
yang telah dihapusbukukan
tahun berjalan
Selisih kurs
Saldo akhir
f.
2013
Individual/
Individually
512.271
2.279.679
1.788.747
297.365
2.086.112
Beginning balance
Impairment losses
during the year
748.330
82.851
831.181
Recoveries from loans written off
(2.280.018)
(22.783)
(530.808)
(50.976)
(2.810.826)
(73.759)
2.001.684
310.703
2.312.387
Pembiayaan bersama
g.
Kredit kelolaan

Ending balance

impairment losses on loans is adequate.
Joint financing
The Bank has entered into joint financing
agreements with several multi-finance companies for
financing retail purchases of vehicles and consumer
durable products. The outstanding balance of joint
financing agreements with and without recourse as
of 31 December 2014 was Rp23,670,314 (2013:
Rp22,688,590) and was included under consumer
loans (Note 11a).
Bank mengadakan perjanjian pemberian fasilitas

pembiayaan bersama dengan beberapa lembaga
pembiayaan untuk membiayai kepemilikan kendaraan
bermotor dan barang-barang konsumtif. Jumlah saldo
fasilitas pembiayaan bersama dengan dan tanpa
tanggung renteng pada tanggal 31 Desember 2014
adalah sebesar Rp23.670.314 (2013: Rp22.688.590)
yang
termasuk
dalam
pinjaman
konsumsi
(Catatan 11a).
h.
Jumlah/
Total
1.767.408

kerugian penurunan nilai atas pinjaman yang
diberikan telah memadai.
g.

(continued)
h.
Channelling loans
Kredit kelolaan adalah kredit yang diterima oleh Bank

dari BI untuk diteruskan membiayai proyek-proyek
pertanian di Indonesia. Bank tidak menanggung risiko
atas kredit kelolaan yang diteruskan ini sehingga
kredit ini tidak dicatat sebagai pinjaman dalam laporan
keuangan konsolidasian.
Channelling loans are loans received by the Bank

from BI which have been channelled to finance
agricultural projects in Indonesia. The Bank bears
no credit risk on these loans; therefore, these
channelling loans were not recorded as loans in the
consolidated financial statements.
Pada tanggal 31 Desember 2014, saldo kredit

kelolaan adalah Rp350.623 (2013: Rp350.640).
As of 31 December 2014, the balance of channelling

loans amounted to Rp350,623 (2013: Rp350,640).


DAN ENTITAS ANAK
i.

AND SUBSIDIARIES
Informasi pokok lainnya sehubungan dengan

pinjaman yang diberikan
i.
Other significant information relating to loans
Pada tanggal 31 Desember 2014, rasio Nonperforming Loan (NPL)-gross dan rasio NPL-net
adalah masing-masing sebesar 2,47% dan 1,34%
(2013: 2,03% dan 1,14%) yang dihitung berdasarkan
Surat Edaran Bank Indonesia No. 13/30/DPNP
As of 31 December 2014, the percentage of Nonperforming Loan (NPL)-gross and NPL-net were
2.47% and 1.34% (2013: 2.03% and 1.14%),
respectively, which was calculated based on Circular
Letter of Bank Indonesia No. 13/30/DPNP dated
16 December 2011.
Pinjaman yang diberikan pada umumnya dijamin

dengan deposito berjangka atau harta tak bergerak
yang diaktakan dengan akta pemberian hak
tanggungan atau surat kuasa untuk menjual, atau
jaminan lain yang umumnya diterima oleh Bank
(Catatan 20).
Loans are generally secured by time deposits or by

registered mortgages or by powers of attorney to
mortgage or sell, or by other guarantees acceptable
to the Bank (Note 20).
Jumlah pinjaman yang diberikan yang dijamin dengan

agunan tunai pada tanggal 31 Desember 2014
adalah sebesar Rp2.393.709 (2013: Rp2.835.498).
Total loans with cash collaterals as of 31 December

2014 was Rp2,393,709 (2013: Rp2,835,498).
Termasuk dalam pinjaman yang diberikan dalam

mata uang Rupiah pada tanggal 31 Desember 2014
adalah pembiayaan syariah, bruto sebesar
Rp2.486.315 (2013: Rp1.885.072) (Catatan 55).
Included in loans denominated in Rupiah as of

31 December 2014 is sharia financing at gross
amount of Rp2,486,315 (2013: Rp1,885,072)
(Note 55).
Rasio kredit usaha mikro kecil terhadap jumlah kredit

yang diberikan pada tanggal 31 Desember 2014
adalah sebesar 12,12% (2013: 13,50%).
Ratio of small micro business loan to total loans as of

31 December 2014 was 12.12% (2013: 13.50%).

mata uang asing (2013: 15,19% dan 5,12%).

(2013: 15.19% and 5.12%).
Informasi mengenai klasifikasi dan nilai wajar

pinjaman diberikan diungkapkan pada Catatan 50.

value of loans is disclosed in Note 50.


DAN ENTITAS ANAK
12. PIUTANG PEMBIAYAAN KONSUMEN

AND SUBSIDIARIES
12. CONSUMER FINANCING RECEIVABLES

Catatan 49d.

49d.
Piutang pembiayaan konsumen Entitas Anak adalah

sebagai berikut:
The Subsidiaries consumer financing receivables are as

follows:
2014
Piutang pembiayaan konsumen pihak ketiga
- pembiayaan bersama
- pembiayaan sendiri
Pendapatan pembiayaan
konsumen yang belum diakui pihak ketiga
7.437.540
32.813.228
(12.714.469)
Dikurangi:
Penyisihan kerugian penurunan nilai pihak ketiga
(1.117.447)
Jumlah - neto
26.418.852
2013
6.554.308
33.427.303
Consumer financing receivables third parties

joint financing self financing -
(11.890.009)
Unrecognized consumer
financing income third parties
(913.771)
Less:
Allowance for impairment losses third parties
27.177.831
Total - net
Pada tanggal-tanggal 31 Desember 2014 dan 2013, biaya

transaksi yang terkait langsung dengan perolehan nasabah
baru disajikan sebagai bagian dari piutang pembiayaan
konsumen masing-masing sebesar Rp2.312.395 dan
Rp2.287.524 (Catatan 2.e.2 dan 2q).
As of 31 December 2014 and 2013, the gross consumer

financing receivables include transaction costs directly
attributed to the origination of consumer financing
accounts amounting to Rp2,312,395 and Rp2,287,524,
respectively (Notes 2.e.2 and 2q).
Suku bunga kontraktual per tahun untuk pembiayaan

konsumen adalah sebagai berikut:
Contractual interest rates per annum for consumer

financing are as follows:
Produk
Mobil
Motor
Produk barang konsumtif
2014
15,36% - 21,14%
34,71% - 40,19%
21,80% - 91,00%
2013
14,05% - 19,82%
31,62% - 37,72%
21,00% - 91,00%
Products
Automobiles
Motorcycles
Consumer durable products
Suku bunga efektif rata-rata tertimbang per tahun untuk

adalah 17,07% untuk mobil, 24,20% untuk motor, dan
50,90% untuk produk barang konsumtif (2013: masingmasing 13,88%, 21,59%, dan 48,70%).
The weighted average effective interest rates per annum

for the year ended 31 December 2014 were 17.07% for
automobiles, 24.20% for motorcycles, and 50.90% for
consumer durable products (2013: 13.88%, 21.59%, and
48.70%, respectively).
Sebagai jaminan atas piutang pembiayaan konsumen

yang diberikan, Entitas Anak menerima jaminan dari
konsumen berupa Bukti Pemilikan Kendaraan Bermotor
(BPKB) atas kendaraan bermotor yang dibiayai. Tidak ada
jaminan atas piutang pembiayaan konsumen untuk produk
barang konsumtif.
The consumer financing receivables are secured by the

Certificates of Ownership (BPKB) of the motor vehicles
financed by the Subsidiary. Consumer financing
receivables for consumer durable products are
unsecured.


DAN ENTITAS ANAK
12. PIUTANG PEMBIAYAAN KONSUMEN (lanjutan)

AND SUBSIDIARIES
12. CONSUMER FINANCING RECEIVABLES (continued)
Piutang
pembiayaan
konsumen
pada
tanggal
31 Desember 2014 sebesar Rp5.681.326 (2013:
Rp3.807.029) digunakan sebagai jaminan atas pinjaman
yang diterima (Catatan 24), sebesar Rp5.111.850 (2013:
Rp5.219.500) digunakan sebagai jaminan efek utang yang
diterbitkan (Catatan 23), dan sebesar Rp189.750 (2013:
Rp189.500)
digunakan
sebagai
jaminan
sukuk
mudharabah (Catatan 23).
Consumer financing receivables as of 31 December 2014

amounting to Rp5,681,326 (2013: Rp3,807,029) were
used as collateral to borrowings (Note 24), amounting to
Rp5,111,850 (2013: Rp5,219,500) were used as collateral
to debt securities issued (Note 23), and amounting to
Rp189,750 (2013: Rp189,500) were used as collateral to
sukuk mudharabah (Note 23).
Berdasarkan perjanjian pembiayaan bersama pada

tanggal 10 September 2014, ADMF dan PT Bank
Commonwealth setuju untuk melakukan kerjasama
pemberian fasilitas pembiayaan bersama kepada
konsumen. Porsi pembiayaan PT Bank Commonwealth
adalah maksimal sebesar 99% dari jumlah pembiayaan
dan porsi ADMF minimum sebesar 1% dari jumlah
pembiayaan. Pada tanggal 31 Desember 2014, belum
ada piutang pembiayaan konsumen yang dibiayai melalui
fasilitas pembiayaan bersama ini.
Based on the joint financing agreement dated

10 September 2014, ADMF and PT Bank Commonwealth
agreed to enter into a joint financing facility agreement for
consumer financing. The portion of receivables financed
by PT Bank Commonwealth is at maximum of 99% of the
balance to be financed and the portion of receivables
financed by ADMF is at minimum of 1% of the balance to
be financed. As of 31 December 2014, there is no
consumer financing receivables financed from this joint
financing facility.
Perubahan penyisihan kerugian penurunan nilai adalah

sebagai berikut:
Movements of allowance for impairment losses are as

follows:
2014
Saldo awal
Kerugian penurunan nilai selama
tahun berjalan
Penghapusan piutang
Saldo akhir
2013
913.771
1.748.490
(1.544.814)
768.848
Beginning balance
1.269.623
(1.124.700)

Receivables write off
913.771
Ending balance
1.117.447

kerugian penurunan nilai atas piutang pembiayaan
konsumen telah memadai.
Management believes that the allowance for impairment

losses on consumer financing receivables is adequate.
Piutang pembiayaan konsumen yang telah direstrukturisasi

pada tanggal-tanggal 31 Desember 2014 dan 2013
masing-masing sebesar Rp226.366 dan Rp96.456.
The restructured consumer financing receivables as of

31 December 2014 and 2013 were Rp226,366 and
Rp96,456, respectively.
Informasi mengenai klasifikasi dan nilai wajar piutang

pembiayaan konsumen diungkapkan pada Catatan 50.

of consumer financing receivables is disclosed in Note 50.


DAN ENTITAS ANAK
13. INVESTASI SEWA PEMBIAYAAN

AND SUBSIDIARIES
13. INVESTMENT IN FINANCE LEASES

Catatan 49d.
2014
Investasi sewa pembiayaan - bruto
Nilai residu yang terjamin
Pendapatan sewa pembiayaan
yang belum diakui
Simpanan jaminan
Dikurangi:

49d.
2013
2.453.951
503.710
1.904.426
342.092
(508.349)
(503.710)
1.945.602
(393.385)
(342.092)
1.511.041
(28.943)
(14.180)
1.916.659
Investment in finance leases - gross

Guaranteed residual value
Unearned financing lease income
Security deposits
Less:
1.496.861
Pada tanggal 31 Desember 2014, investasi sewa

pembiayaan bruto termasuk biaya transaksi yang terkait
langsung dengan pemberian pembiayaan sewa masingmasing
sebesar
Rp43.515
(2013:
Rp50.256)
(Catatan 2.e.2).
As of 31 December 2014, the gross investment in finance

leases includes transaction costs directly attributable to
the origination of finance lease accounts amounting to
Rp43,515 (2013: Rp50,256) (Note 2.e.2).
Angsuran investasi sewa pembiayaan - bruto yang akan

diterima dari konsumen sesuai dengan tanggal jatuh
temponya adalah sebagai berikut:
The installments of investment in finance leases - gross,

which will be collected from consumers in accordance
with the due dates are as follows:
2014
2013
< 1 tahun
1 - 2 tahun
> 2 tahun
1.021.865
795.825
636.261
712.929
567.635
623.862
< 1 year
1 - 2 years
> 2 years
Jumlah investasi sewa pembiayaan bruto
2.453.951
1.904.426
Total investment in finance leases gross
Suku bunga kontraktual setahun untuk investasi sewa

pembiayaan adalah sebagai berikut:
2014
Mobil
Motor
15,89%-19,26%
34,01%-44,68%
Rata-rata tertimbang tingkat suku bunga efektif per tahun

pada tanggal 31 Desember 2014 adalah 17,21% untuk
mobil (2013: 13,40%) dan 39,11% untuk sepeda motor
pada tanggal 31 Desember 2014 (2013: 34,43%).
Contractual interest rates per annum for investment in

finance leases are as follows:
2013
14,00%-21,09%
35,07%-40,07%
Cars
Motorcycles

as of 31 December 2014 was 17.21% for cars (2013:
13.40%) and 39.11% for motorcycles as of 31 December
2014 (2013: 34.43%).


DAN ENTITAS ANAK
13. INVESTASI SEWA PEMBIAYAAN (lanjutan)

AND SUBSIDIARIES
13. INVESTMENT IN FINANCE LEASES (continued)
Pengelompokan investasi sewa pembiayaan - bruto

menurut jumlah hari tunggakan adalah sebagai berikut:
2014
Classification of investment in finance leases - gross

based on days overdue is as follows:
2013
Tidak ada tunggakan

1 - 90 hari
91 - 120 hari
121 - 180 hari
> 180 hari
1.976.097
449.134
10.474
13.045
5.201
1.650.064
238.154
7.394
6.200
2.614
No past due
1 - 90 days
91 - 120 days
121 - 180 days
> 180 days
Investasi sewa pembiayaan - bruto
2.453.951
1.904.426
Investment in finance leases - gross
Perubahan penyisihan kerugian penurunan nilai adalah

sebagai berikut:
2014
Saldo awal
Penghapusan piutang
Saldo akhir
The movements of allowance for impairment losses are

as follows:
2013
14.180
2.133
75.537
(60.774)
24.885
(12.838)
28.943
14.180
Beginning balance
Receivables written off
Ending balance

kerugian penurunan nilai yang dibentuk cukup untuk
menutup kerugian yang mungkin timbul akibat tidak
tertagihnya investasi sewa pembiayaan.

losses is adequate to cover possible losses arising from
uncollectible investment in finance leases.
Investasi sewa pembiayaan dievaluasi untuk penurunan

nilai atas dasar seperti yang dijelaskan pada Catatan 2o.
Investment in finance leases is evaluated for impairment

on a basis described in Note 2o.
Pada saat perjanjian sewa pembiayaan dimulai, lessee

memberikan simpanan jaminan. Simpanan jaminan ini
akan digunakan sebagai pembayaran pada akhir masa
sewa pembiayaan, bila hak opsi dilaksanakan lessee.
Apabila lessee tidak melaksanakan hak opsinya untuk
membeli aset sewa pembiayaan tersebut maka simpanan
jaminan dikembalikan kepada lessee sepanjang
memenuhi ketentuan dalam perjanjian sewa pembiayaan
dengan hak opsi.
At the time of execution of the finance leases contracts,

the lessee pays the security deposits. The security
deposits are used as the final installment at the end of the
finance lease period, if the lessee exercises the option to
purchase the leased asset. If the lessee does not
exercise the purchase option, the security deposit will be
returned to the lessee as long as it meets the conditions
in the finance lease agreement with option right.
Informasi mengenai klasifikasi dan nilai wajar investasi

sewa pembiayaan diungkapkan pada Catatan 50.
Information with respect to the classification and fair value

of investment in finance leases is disclosed in Note 50.


DAN ENTITAS ANAK
14. TAGIHAN AKSEPTASI

AND SUBSIDIARIES
14. ACCEPTANCES RECEIVABLE
Tagihan akseptasi yang merupakan pihak berelasi

Acceptances receivable from related parties are disclosed

in Note 46. Information in respect of maturities is
disclosed in Note 49d.
a.
a.
Berdasarkan pihak dan mata uang

2014
Rupiah
- Bank lain
- Debitur
2013
Rupiah
Other banks Debtors -
9.774
36.107
318
65.442
45.881
65.760
13.986
7.507.176
1.168
4.040.633
7.521.162
4.041.801
Jumlah
7.567.043
4.107.561
Total
Terdiri dari:
- Pihak berelasi
- Pihak ketiga
199
7.566.844
4.107.561
Consist of:
7.567.043
4.107.561
Mata uang asing

- Bank lain
- Debitur
b.
By party and currency
Berdasarkan jatuh tempo
b.
2014
Rupiah
- Kurang dari 1 bulan
- 1 - 3 bulan
- > 3 - 6 bulan
Mata uang asing

- 1 - 3 bulan
- > 3 - 6 bulan
- > 6 - 12 bulan
Jumlah
Foreign currencies
By maturity
2013
18.268
24.258
3.355
65.442
318
-
45.881
65.760
879.302
3.017.112
2.386.248
1.238.500
1.168
4.040.633
-
7.521.162
4.041.801
7.567.043
4.107.561
Rupiah
Less than 1 month 1 - 3 months > 3 - 6 months -
Foreign currencies
Less than 1 month 1 - 3 months > 3 - 6 months > 6 - 12 months -
Total


DAN ENTITAS ANAK

AND SUBSIDIARIES
14. TAGIHAN AKSEPTASI (lanjutan)

c.
14. ACCEPTANCES RECEIVABLE (continued)
c.
Berdasarkan peraturan BI yang berlaku, seluruh

tagihan akseptasi pada tanggal-tanggal 31 Desember
2014 dan 2013 digolongkan sebagai lancar.
Based on the prevailing BI regulation, all

acceptances receivable as of 31 December 2014
and 2013 are classified as current.
Tagihan akseptasi dalam mata uang asing terdiri dari Dolar

Amerika Serikat, Euro Eropa, dan Yen Jepang
(Catatan 54).
Acceptances receivable in foreign currencies are

denominated in United States Dollar, European Euro, and
Japanese Yen (Note 54).
Informasi mengenai klasifikasi dan nilai wajar tagihan

akseptasi diungkapkan pada Catatan 50.

of acceptances receivable is disclosed in Note 50.
15. OBLIGASI PEMERINTAH
15. GOVERNMENT BONDS

Catatan 49d.
Information in respect of maturities is disclosed in

Note 49d.
a.
a.
Berdasarkan jenis
2014
Nilai nominal/
Nominal value
Tersedia untuk dijual

(nilai wajar)
- Suku bunga tetap
- Suku bunga mengambang
Diperdagangkan
(nilai wajar)
- Suku bunga tetap
Jumlah
Nilai tercatat/
Carrying
value
By type
Nilai
nominal/
Nominal
value
2013
Nilai tercatat/
Carrying
value
Available-for-sale
(fair value)
Fixed interest rate Floating interest rate -
2.970.499
2.935.220
2.983.644
2.918.589
2.580.885
2.935.220
2.536.281
2.935.220
5.905.719
5.902.233
5.516.105
5.471.501
714.515
702.774
127.596
126.788
Trading
(fair value)
Fixed interest rate -
6.620.234
6.605.007
5.643.701
5.598.289
Total
Pada tanggal-tanggal 31 Desember 2014 dan 2013,

termasuk dalam Obligasi Pemerintah dalam kelompok
tersedia untuk dijual dengan nilai nominal sejumlah
Rp937.500 yaitu obligasi yang dijual dengan janji
dibeli kembali. Liabilitas atas pembelian kembali
Obligasi Pemerintah dan efek-efek lainnya sebesar
Rp750.000 (2013: Rp759.245) disajikan pada akun
efek yang dijual dengan janji dibeli kembali. pada
tanggal-tanggal 31 Desember 2014 dan 2013,
liabilitas atas pembelian kembali Obligasi Pemerintah
akan jatuh tempo pada tanggal 23 April 2015,
sementara Obligasi Pemerintah itu sendiri akan jatuh
tempo pada tanggal 25 April 2015.
As of 31 December 2014 and 2013, included in the

available-for-sale Government Bonds with nominal
value of Rp937,500 are bonds sold under
repurchase agreements. The corresponding liability
in relation to this agreement together with
repurchase agreement for other marketable
securities of Rp750,000 (2013: Rp759,245) is
presented under the account securities sold under
repurchase agreements. The liability in relation to the
repurchase agreements of Government Bonds as of
31 December 2014 and 2013 will mature on 23 April
2015 whereas the related Government Bonds will
mature on 25 April 2013.


DAN ENTITAS ANAK
15.
OBLIGASI PEMERINTAH (lanjutan)
15. GOVERNMENT BONDS (continued)
a. Berdasarkan jenis (lanjutan)
b.

AND SUBSIDIARIES
a.
By type (continued)

atas Obligasi Pemerintah dalam Rupiah dan mata
uang asing untuk tahun yang berakhir pada tanggal
31 Desember 2014 adalah masing-masing 5,85%
dan 3,31% (2013: 5,07% dan 2,72%).

annum for the year ended 31 December 2014 for
Government Bonds in Rupiah and foreign
currencies was 5.85% and 3.31%, respectively
(2013: 5.07% and 2.72%).
Obligasi Pemerintah dengan nilai nominal setara

dengan Rp46.830.541 telah dijual selama tahun
yang berakhir pada tanggal 31 Desember 2014
(2013: Rp24.601.733) pada harga yang berkisar
antara 76,00% - 138,10% dari nilai nominal (2013:
75,20% - 147,80%). Sementara itu, Obligasi
Pemerintah dengan nilai nominal setara dengan
Rp49.699.394 telah dibeli selama tahun yang
berakhir pada tanggal 31 Desember 2014 (2013:
Rp26.179.875) pada harga yang berkisar antara
74,00% - 138,05% dari nilai nominal (2013: 74,75% 147,75%).
Government Bonds with total nominal value

equivalent to Rp46,830,541 were sold during the
year ended 31 December 2014 (2013:
Rp24,601,733) at prices ranging from 76.00% 138.10% of nominal value (2013: 75.20% 147.80%). Meanwhile, Government Bonds with total
nominal value equivalent to Rp49,699,394 were
purchased during the year ended 31 December 2014
(2013: Rp26,179,875) at prices ranging from 74.00%
- 138.05% of nominal value (2013: 74.75% 147.75%).
Selama tahun yang berakhir pada tanggal

31 Desember 2014, keuntungan neto yang belum
direalisasi atas perubahan nilai wajar Obligasi
Pemerintah dalam klasifikasi diperdagangkan diakui
sebesar Rp3.851 (2013: kerugian neto sebesar
Rp303).
During the year ended 31 December 2014,

unrealized net gains arising from changes in fair
value of Government Bonds classified as trading
securities are recorded in the consolidated statement
of comprehensive income amounting to Rp3,851
(2013: net losses of Rp303).
Pada tanggal 31 Desember 2014, akumulasi

kerugian yang belum direalisasi atas perubahan nilai
wajar Obligasi Pemerintah dalam klasifikasi tersedia
untuk dijual yang dicatat sebagai komponen ekuitas
lainnya, setelah pajak tangguhan, sebesar Rp53.124
(2013: Rp93.476).
As of 31 December 2014, accumulated unrealized

losses arising from changes in fair value of
Government Bonds classified as available-for-sale
securities recorded as other equity components, after
deferred tax, amounted to Rp53,124 (2013:
Rp93,476).
Bank dan Entitas Anak mengakui keuntungan neto

atas penjualan Obligasi Pemerintah sejumlah
Rp36.727 selama tahun yang berakhir pada tanggal
31 Desember 2014 (2013: kerugian neto sebesar
Rp4.781).
The Bank and Subsidiaries recognized net gains

from the sale of Government Bonds amounting to
Rp36,727 during the year ended 31 December 2014
(2013: net losses amounting to Rp4,781).
Berdasarkan mata uang
b.
2014
Rupiah
(Catatan 54)
By currency
2013
5.957.945
5.130.127
647.062
6.605.007
468.162
5.598.289
Rupiah
(Note 54)


DAN ENTITAS ANAK
15.
OBLIGASI PEMERINTAH (lanjutan)

c.

Seri Obligasi/
Bonds Series
Jatuh tempo/
Maturity

AND SUBSIDIARIES
c.
By maturity
Periode pembayaran kupon/

Period of coupon payment
FR26
FR27
FR38
FR43
FR44
FR48
FR55
FR60
FR63
FR64
FR65
FR66
FR68
FR69
FR70
FR71
RI0015
RI0016
RI0423
RI140504
RI0014
RI0017
USDFR0001
SNI14
ORI8
ORI9
ORI10
ORI11
SR04
SR05
SR06
SPN-85
SPN-87
SPN-95
SPN-97
SPN-99
SPN-103
SPN-104
SPN-105
SPN-107
SPN-109
15 Okt./Oct. 2014
15 Jun./Jun. 2015
15 Ags./Aug. 2018
15 Jul./Jul. 2022
15 Sep./Sep. 2024
15 Sep./Sep. 2018
15 Sep./Sep. 2016
15 Apr./Apr. 2017
15 Mei/May 2023
15 Mei/May 2028
15 Mei/May 2033
15 Mei/May 2018
15 Mar./Mar. 2034
15 Apr./Apr. 2019
15 Mar./Mar. 2024
15 Mar./Mar. 2029
20 Apr./Apr. 2015
15 Jan./Jan. 2016
15 Apr./Apr. 2023
4 Mei/May 2014
10 Mar./Mar. 2014
9 Mar./Mar. 2017
15 Mei/May 2017
23 Apr./Apr. 2014
15 Okt./Oct. 2014
15 Okt./Oct. 2015
15 Okt./Oct. 2016
15 Okt./Oct. 2017
21 Sep./Sep. 2015
27 Feb./Feb. 2016
5 Mar./Mar. 2017
3 Jul./Jul. 2014
31 Jul./Jul. 2014
8 Jan./Jan. 2015
6 Feb./Feb. 2015
5 Mar./Mar. 2015
11 Jun./Jun. 2015
10 Jul./Jul. 2015
06 Agt./Aug. 2015
03 Sep./Sep. 2015
01 Okt./Oct. 2015
Semesteran/Semi Annually
Bulanan/Monthly
Bulanan/Monthly
Bulanan/Monthly
Bulanan/Monthly
Bulanan/Monthly
Bulanan/Monthly
Bulanan/Monthly
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
VR20
25 Apr./Apr. 2015
Triwulanan/Quarterly
VR21
25 Nov./Nov. 2015
Triwulanan/Quarterly
Jenis Bunga/
Type of
Interest rate
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Tetap/Fixed
Mengambang/
Floating
Mengambang/
Floating
Nilai tercatat/nilai wajar/

Carrying value/fair value
2014
76.911
10
210
505
484
437.523
136.247
400
3.060
151
21.559
283.758
96.946
685
312.771
132.620
35.233
13.656
152.781
112.353
265.268
577.252
115.220
16.085
10.383
99.965
453
89.087
218.781
154.746
176.416
49.688
95.211
2013
73.427
112.747
10
203
483
482
433.007
133.203
59.700
1.074
4.200
1.188
89.231
60.648
453
92.072
26.774
31.135
96.918
37.877
146.770
36.616
239.137
62.454
163.587
87.030
2.182
574.392
96.069
-
2.284.432
2.295.220
634.157
6.605.007
640.000
5.598.289


DAN ENTITAS ANAK
15. OBLIGASI PEMERINTAH (lanjutan)
d.
e.

AND SUBSIDIARIES
Program reprofiling
d.
Reprofiling program
Pada tanggal 25 Februari 2003, Pemerintah

Indonesia melaksanakan program reprofiling Obligasi
Pemerintah dengan menarik dan menyatakan lunas
Obligasi Pemerintah tertentu. Sebagai pengganti
Obligasi Pemerintah yang dilunasi tersebut,
Departemen
Keuangan
Republik
Indonesia
menerbitkan Obligasi Pemerintah baru.
On 25 February 2003, the Government of Indonesia

launched a reprofiling program of Government Bonds
by withdrawing and declaring settlement of certain
Government Bonds. The Ministry of Finance of the
Republic of Indonesia issued new Government Bonds
to replace the settled Government Bonds.
Berdasarkan program ini, Obligasi Pemerintah milik

Bank sebesar Rp7.800.000 (nilai nominal) dengan
masa jatuh tempo pada awalnya berkisar antara 2007
- 2009 telah ditarik dan diganti dengan Obligasi
Pemerintah baru, yang memiliki jenis dan nilai
nominal yang sama dan masa jatuh tempo antara
2014 - 2015. Saldo obligasi pemerintah yang berasal
dari program reprofiling pada tanggal-tanggal
31 Desember 2014 dan 2013 adalah masing-masing
sebesar Rp2.935.220 dan Rp2.935.220 (nilai
nominal).
Under this program, the Banks Government Bonds

amounting to Rp7,800,000 (nominal value) with
original maturity between 2007 - 2009 were withdrawn
and replaced by new Government Bonds, with the
same type and nominal amount and maturity between
2014 - 2015. The outstanding balance of government
bonds from reprofiling program as of 31 December
2014 and 2013 amounted to Rp2,935,220 and
Rp2,935,220 (nominal value), respectively.
Perubahan kerugian yang belum direalisasi
e.
Perubahan kerugian yang belum direalisasi atas

Obligasi Pemerintah dalam kelompok tersedia dijual
2014
Saldo awal - sebelum pajak
Penambahan keuntungan/
(kerugian) yang belum
direalisasi selama tahun
berjalan - neto
Keuntungan yang direalisasi
atas penjualan Obligasi
Pemerintah selama
tahun berjalan -neto
Saldo akhir - neto
Movements of unrealized losses

Movements of unrealized losses for available-for-sale
Government Bonds are as follows:
2013
(106.052)
(28.384)
Beginning balance before deferred income tax
58.075
(74.060)
Additional unrealized gains/

(losses) during the year - net
(11.258)
(3.608)
Realized gains from

sale of Government Bonds
(59.235)
6.111
(106.052)
12.576

Deferred income tax
(53.124)
(93.476)
Informasi mengenai klasifikasi dan nilai wajar Obligasi

Pemerintah diungkapkan pada Catatan 50.

of Government Bonds was disclosed in Note 50.


DAN ENTITAS ANAK
16. INVESTASI DALAM SAHAM

AND SUBSIDIARIES
16. INVESTMENTS IN SHARES

investasi dalam saham adalah sebesar Rp157.579 dan
Rp12.175.
As of 31 December 2014 and 2013, investments in

shares amounted to Rp157,579 and Rp12,175.

investasi dalam saham pada tanggal-tanggal 31 Desember
2014 dan 2013 digolongkan sebagai lancar.
Based on prevailing Bank Indonesia regulation,

investments in shares as of 31 December 2014 and
2013 are classified as current.
Informasi mengenai klasifikasi dan nilai wajar investasi

dalam saham diungkapkan pada Catatan 50.

of investments in shares is disclosed in Note 50.
Investasi dalam saham pada tanggal-tanggal 31 Desember

2014 dan 2013 mencakup:
The investments in shares as of 31 December 2014 and

2013 included:
Nama perusahaan/
Companys name
PT Bank Woori Saudara
Indonesia 1906 Tbk
(d/h PT Bank Woori
Indonesia)
PT Bank Chinatrust
Indonesia
Lain-lain/Others
2014
Persentase
Nilai tercatat/
kepemilikan/
Percentage of
Carrying
value
ownership
Kegiatan usaha/
Business activity
2013
Persentase
Nilai tercatat/
kepemilikan/
Percentage of
Carrying
value
ownership
Bank/Banking
2,75%
153.604
4,81%
8.200
Bank/Banking
Usaha Patungan,
Telekomunikasi/Joint
Venture, Telecommunication
1,00%
1.500
1,00%
1.500
0,24%-4,21%
2.475
157.579
0,24% - 4,21%
2.475
12.175
Perubahan keuntungan yang belum direalisasi
Movements of unrealized gains
Perubahan keuntungan yang belum direalisasi atas

investasi dalam saham dalam kelompok tersedia dijual
Movements of unrealized gains for available-for-sale

investments in shares are as follows:
2014
Saldo awal - sebelum pajak
Keuntungan yang belum
direalisasi selama
tahun berjalan - neto
Saldo akhir - neto
2013
Beginning balance
before deferred income tax
145.404
145.404
-

Deferred income tax
145.404
Unrealized gains


DAN ENTITAS ANAK

AND SUBSIDIARIES
17. ASET TAKBERWUJUD
17. INTANGIBLE ASSETS

1 Januari/
January
Harga perolehan
Perangkat lunak
Goodwill
Akumulasi amortisasi
Perangkat lunak
Goodwill
Nilai buku neto
1.083.606
1.906.684
2.990.290
779.713
832.151
1.611.864
Akumulasi amortisasi
Perangkat lunak
Goodwill
Nilai buku neto
Pengurangan/
Disposals
133.422
133.422
31 Desember/
December
(6.618)
(6.618)
138.018
138.018*
(32)
(32)
1.378.426
1 Januari/
January
Harga perolehan
Perangkat lunak
Goodwill
2014
Penambahan/
Additions
1.007.964
1.906.684
2.914.648
642.926
832.151
1.475.077
1.210.410
1.906.684
3.117.094
917.699
832.151
1.749.850
1.367.244
Penambahan/
Additions
2013
79.596
79.596
140.706
140.706
Pengurangan/
Disposals
Cost
Software
Goodwill
Accumulated
amortization
Software
Goodwill
Net book value
31 Desember/
December
(3.954)
(3.954)
(3.919)
(3.919)
1.439.571
1.083.606
1.906.684
2.990.290
779.713
832.151
1.611.864
1.378.426
Cost
Software
Goodwill
Accumulated
amortization
Software
Goodwill
Net book value
Pada tanggal 31 Desember 2014, Bank dan Entitas Anak

memiliki aset takberwujud dengan jumlah biaya perolehan
sebesar Rp490.699 yang telah diamortisasi secara penuh
tetapi masih digunakan (2013: Rp406.913).
As of 31 December 2014, the Bank and Subsidiaries had

fully amortized intangible assets but still being used with
cost amounting to Rp490,699 (2013: Rp406,913).
Harga perolehan goodwill pada tanggal 31 Desember

2014, setelah penyesuaian dengan akumulasi amortisasi
goodwill pada tanggal 1 Januari 2011 (Catatan 2t) adalah
sebesar Rp1.074.533.
The cost of goodwill as of 31 December 2014, after

adjusting with accumulated amortization of goodwill as of
1 January 2011 (Note 2t) amounted to Rp1,074,533.
Nilai tercatat goodwill seluruhnya dialokasikan ke bisnis

unit bisnis retail. Tidak ada kerugian penurunan nilai
goodwill yang diakui selama tahun yang berakhir pada
tanggal-tanggal 31 Desember 2014 dan 2013.
The carrying amount of goodwill was all allocated to the

retail business unit. No impairment losses on goodwill
were
recognized
for
the
years
ended
31 December 2014 and 2013.
* Terdapat bagian yang dibukukan sebagai biaya transformasi bisnis

(Catatan 41)
Include part of business transformation expense (Note 41)


DAN ENTITAS ANAK

AND SUBSIDIARIES
18. ASET TETAP
18. FIXED ASSETS

1 Januari/
January
Harga perolehan
Tanah
Bangunan
Perlengkapan kantor
Kendaraan bermotor
Aset dalam
penyelesaian
Akumulasi penyusutan
Bangunan
Perlengkapan kantor
Kendaraan bermotor
Nilai buku neto
Aset dalam
penyelesaian
Akumulasi penyusutan
Bangunan
Perlengkapan kantor
Kendaraan bermotor
Nilai buku neto
2014
Pengurangan/
Disposals
Reklasifikasi/
Reclassification
31 Desember/
December
545.608
690.836
2.279.267
886.856
4.402.567
148.518
98.655
204.570
175.305
627.048
(2.804)
(23.756)
(150.722)
(177.282)
15.175
7.798
1.240
5.281
29.494
709.301
794.485
2.461.321
916.720
4.881.827
184.854
4.587.421
100.102
727.150
(177.282)
(29.494)
-
255.462
5.137.289
334.601
1.538.002
330.825
2.203.428
49.613
308.931
181.836
540.380**
(2.767)
(4.824)
(88.788)
(96.379)
381.447
1.842.109
423.873
2.647.429
2.383.993
1 Januari/
January
Harga perolehan
Tanah
Bangunan
Perlengkapan kantor
Kendaraan bermotor
Penambahan/
Additions
2.489.860
Penambahan/
Additions
2013*
Pengurangan/
Disposals
Reklasifikasi/
Reclassification
Construction in
progress
Accumulated
depreciation
Buildings
Office equipment
Motor vehicles
Net book value
31 Desember/
December
481.096
569.206
2.046.216
797.205
3.893.723
18.303
34.833
281.921
288.532
623.589
(8.043)
(62.670)
(203.172)
(273.885)
46.209
94.840
13.800
4.291
159.140
545.608
690.836
2.279.267
886.856
4.402.567
159.893
4.053.616
184.101
807.690
(273.885)
(159.140)
-
184.854
4.587.421
301.936
1.305.147
305.329
1.912.412
40.050
292.472
167.080
499.602
(7.385)
(59.617)
(141.584)
(208.586)
2.141.204
Cost
Land
Buildings
Office equipment
Motor vehicles
334.601
1.538.002
330.825
2.203.428
2.383.993
Cost
Land
Buildings
Office equipment
Motor vehicles
Construction in
progress
Accumulated
depreciation
Buildings
Office equipment
Motor vehicles
Net book value
Manajemen berpendapat bahwa tidak terdapat indikasi

terjadinya penurunan nilai permanen aset tetap.
Management believes that there is no indication of

permanent impairment in the value of fixed assets.
* Direklasifikasi (Catatan 57)

** Terdapat bagian yang dibukukan sebagai biaya transformasi bisnis
(Catatan 41)
* As reclassified (Note 57)

** Include part of business transformation expense (Note 41)


DAN ENTITAS ANAK
18. ASET TETAP (lanjutan)

AND SUBSIDIARIES
18. FIXED ASSETS (continued)
Termasuk dalam pengurangan aset tetap merupakan

penjualan aset dengan rincian sebagai berikut:
2014
Hasil penjualan
Nilai buku
(Catatan 40 dan 41)
Fixed assets disposal includes sales of assets with

details as follows:
2013
83.962
(80.903)
67.367
(64.149)
Proceeds from sale

Net book value
3.059
3.218
Gain on sale
(Notes 40 and 41)
Pada tanggal 31 Desember 2014, aset tetap, kecuali

tanah, telah diasuransikan terhadap risiko kerugian
kebakaran, kebanjiran, dan risiko lainnya dengan nilai
pertanggungan
sejumlah
Rp5.774.868
(2013:
Rp5.760.120). Manajemen berpendapat bahwa nilai
pertanggungan tersebut sudah memadai.
As of 31 December 2014, fixed assets, except for land,

are insured against losses arising from fire, flood, and
other risks with a total insurance coverage amounting to
Rp5,774,868 (2013: Rp5,760,120). Management believes
that the insurance coverage is adequate.

semua aset tetap dimiliki secara langsung.
As of 31 December 2014 and 2013, all fixed assets are

directly owned.
Pada tanggal 31 Desember 2014, aset dalam

penyelesaian adalah terutama gedung, dimana estimasi
persentase penyelesaiannya adalah sekitar 75% dan
diperkirakan akan selesai pada Juli 2015.
As of 31 December 2014, construction in progress is

mainly buildings, whereby the estimated percentage of
completion is 75%, which is estimated to be completed in
July 2015.
Pada tanggal 31 Desember 2014, Bank dan Entitas Anak

memiliki aset tetap dengan jumlah biaya perolehan
sebesar Rp1.207.355 yang telah disusutkan secara penuh
tetapi masih digunakan (2013: Rp968.248).
As of 31 December 2014, the Bank and Subsidiaries had

fully depreciated fixed assets but still being used with cost
amounting to Rp1,207,355 (2013: Rp968,248).


DAN ENTITAS ANAK

AND SUBSIDIARIES
19. BEBAN DIBAYAR DIMUKA DAN ASET LAIN-LAIN
19. PREPAYMENTS AND OTHER ASSETS
Beban dibayar dimuka dan aset lain-lain atas pihak

berelasi diungkapkan pada Catatan 46. Informasi
mengenai jatuh tempo diungkapkan pada Catatan 49d.
2014
Piutang bunga
Setoran jaminan dan beban dibayar
dimuka
Uang muka lain-lain
Aset lain-lain - pinjaman
subordinasi dan modal pinjaman
(Catatan 27 dan 28)
Beban tangguhan - neto
Prepayments and other assets with related parties are

disclosed in Note 46. Information in respect of maturity is
disclosed in Note 49d.
2013*
878.139
796.280
802.773
220.448
1.085.527
313.836
155.000
65.901
279.320
56.378
Tagihan transaksi kartu kredit

Aset tetap yang tidak digunakan
44.620
18.165
108.023
17.476
Piutang atas penjualan efek-efek

Dana setoran kliring Bank
Indonesia
Aset lain-lain atas transaksi derivatif
yang dibatalkan (Catatan 10)
Lain-lain
12.303
3.318
1.308
6.883
230
938
350.276
2.551.173
88.240
260.257
3.014.466
Dikurangi:
Terdiri dari:
- Pihak berelasi
- Pihak ketiga
(24.615)
(43.102)
2.526.558
2.971.364
23.968
2.502.590
286
2.971.078
2.526.558
2.971.364
Interest receivables
Security deposits and
prepaid expenses
Other advances
Other assets - subordinated
loans and loan capital
(Notes 27 and 28)
Deferred expenses - net
Receivables from credit
card transactions
Idle properties
Receivables from sales of
Foreclosed assets
Deposits for clearing transactions
with Bank Indonesia
Other assets for unwound derivative
transactions (Note 10)
Others
Less:
Consist of:
Saldo di atas terdiri dari beban dibayar dimuka dan aset

lain-lain dalam Rupiah dan mata uang asing masingmasing sebesar Rp2.479.485 dan Rp71.688 (2013:
Rp2.921.201 dan Rp93.265).
The above balance consists of prepayments and other

assets in Rupiah and foreign currencies of
Rp2,479,485 and Rp71,688 (2013: Rp2,921,201 and
Rp93,265), respectively.
Beban dibayar dimuka dan aset lain-lain dalam mata uang

asing terutama terdiri dari Dolar Amerika Serikat, Dolar
Australia, dan Dolar Singapura (Catatan 54).
Prepayments and other assets in foreign currencies are

mainly denominated in United States Dollar, Australian
Dollar, and Singapore Dollar (Note 54).
* Direklasifikasi (Catatan 57)
* As reclassified (Note 57)



DAN ENTITAS ANAK
19. BEBAN DIBAYAR DIMUKA DAN ASET LAIN-LAIN
(lanjutan)

AND SUBSIDIARIES
19. PREPAYMENTS AND OTHER ASSETS (continued)
Informasi mengenai klasifikasi dan nilai wajar aset lain-lain

yang merupakan aset keuangan diungkapkan pada
Catatan 50.

of other assets which are financial assets is disclosed in
Note 50.
Setoran jaminan dan beban dibayar dimuka
Security deposits and prepaid expenses
Termasuk dalam akun ini adalah setoran jaminan sebesar

Rp40.533 (2013: Rp41.287) dan beban sewa dan
pemeliharaan dibayar dimuka sebesar Rp627.371 (2013:
Rp684.862).
Included in these accounts are pledged security deposits

of Rp40,533 (2013: Rp41,287) and prepaid rent and
maintenance of Rp627,371 (2013: Rp684,862).
Piutang bunga
Interest receivables
Termasuk dalam piutang bunga adalah piutang bunga

Obligasi Pemerintah sebesar Rp54.262 untuk mata uang
Rupiah dan Rp9.917 untuk mata uang asing (2013:
Rp42.949 untuk mata uang Rupiah dan Rp5.924 untuk
mata uang asing).
Included in interest receivables is interest receivable from

Government Bonds of Rp54,262 for Rupiah and Rp9,917
for foreign currency (2013: Rp42,949 for Rupiah and
Rp5,924 for foreign currency).
Foreclosed assets
Agunan yang diambil alih terutama terdiri dari tanah dan

bangunan.
Foreclosed assets mainly consist of land and buildings.
Penyisihan kerugian penurunan nilai aset lain-lain
Allowance for impairment losses of other assets
Perubahan penyisihan kerugian penurunan nilai aset lainlain:
Movements of allowance for impairment losses of other

assets:
2014
Saldo awal
Pengurangan selama tahun berjalan
tahun berjalan
Selisih kurs
Saldo akhir
2013
43.102
(3.198)
56.989
(13.980)
Beginning balance
Reversal during the year
(15.300)
11
93

Foreign exchange differences
24.615
43.102
Ending balance

kerugian penurunan nilai atas aset lain-lain telah memadai.

losses on other assets is adequate.


DAN ENTITAS ANAK
20. SIMPANAN NASABAH

AND SUBSIDIARIES
20. DEPOSITS FROM CUSTOMERS
Simpanan dari pihak berelasi diungkapkan pada Catatan

46. Informasi mengenai jatuh tempo diungkapkan pada
Catatan 49d.
Deposits from related parties are disclosed in Note 46.

Information in respect of maturities is disclosed in
Note 49d.
a.
a.

2014
Rupiah
- Giro
- Tabungan
Mata uang asing
- Giro
- Tabungan
Terdiri dari:
- Pihak berelasi
- Pihak ketiga

2013
10.729.864
30.904.317
47.303.910
10.461.662
28.027.011
47.179.392
88.938.091
85.668.065
11.096.745
4.008.592
12.451.796
9.314.086
3.858.115
10.320.916
27.557.133
23.493.117
116.495.224
109.161.182
213.194
116.282.030
145.291
109.015.891
116.495.224
109.161.182
Rupiah
Current accounts Savings Time deposits Foreign currencies
Current accounts Savings Time deposits -
Consist of:
Berdasarkan Undang-undang No. 24 tanggal

22 September
2004,
efektif
sejak
tanggal
22 September 2005, Lembaga Penjaminan Simpanan
(LPS) dibentuk untuk menjamin kewajiban tertentu
bank-bank umum berdasarkan program penjaminan
yang berlaku.
Based on Law No. 24 dated 22 September 2004,

effective on 22 September 2005, the Deposit
Insurance Agency (DIA) was established to
guarantee certain liabilities of commercial banks
under the prevailing guarantee program.
Sesuai dengan Peraturan Pemerintah No. 66 Tahun

2008 tanggal 13 Oktober 2008 tentang Besaran Nilai
Simpanan yang Dijamin Lembaga Penjamin
Simpanan maka nilai simpanan setiap nasabah pada
satu bank yang dijamin oleh Pemerintah naik dari
Rp100 juta menjadi Rp2 miliar, efektif sejak tanggal
tersebut di atas.
Based on Government Regulation No. 66 year 2008

dated 13 October 2008 regarding The Savings
Amount Guaranteed by the Deposit Insurance
Agency the savings amount for each customer in a
bank which is guaranteed by the Government has
increased from Rp100 million to Rp2 billion, effective
on the date stated above.
Simpanan nasabah dalam mata uang asing terutama

terdiri dari Dolar Amerika Serikat, Dolar Australia,
Dolar Singapura, Euro Eropa, Yen Jepang, dan
Poundsterling Inggris (Catatan 54).
Deposits from customers in foreign currencies are

mainly denominated in United States Dollar,
Australian Dollar, Singapore Dollar, European Euro,
Japanese Yen, and Great Britain Poundsterling
(Note 54).


DAN ENTITAS ANAK
20. SIMPANAN NASABAH (lanjutan)
b.

AND SUBSIDIARIES
20. DEPOSITS FROM CUSTOMERS (continued)

b.
2014
- Giro
- Tabungan
c.
2013
2,65%
3,16%
7,94%
Simpanan yang diblokir dan dijadikan jaminan atas

pinjaman yang diberikan
2,56%
2,76%
6,21%
c.
2014
- Simpanan nasabah
The weighted average effective interest rates per

and 2013
Current accounts Savings Time deposits -
Amounts blocked
collaterals
and
pledged
as
loan
2013
3.177.761
Deposits from customers -

of deposits from customers is disclosed in Note 50.
Informasi mengenai klasifikasi dan nilai wajar simpanan

nasabah diungkapkan pada Catatan 50.
21. SIMPANAN DARI BANK LAIN
3.048.815
21. DEPOSITS FROM OTHER BANKS
Simpanan dari bank lain yang merupakan pihak berelasi

Deposits from other banks which are related parties are

disclosed in Note 46. Information in respect of maturities
is disclosed in Note 49d.
a.
a.

2014
Rupiah
- Giro
- Deposito dan deposits on call
- Call money
- Tabungan
Mata uang asing

- Giro
Terdiri dari:
- Pihak berelasi
- Pihak ketiga

2013
1.313.918
312.746
595.000
185.246
1.358.217
118.898
50.000
167.967
2.406.910
1.695.082
18.850
96
2.425.760
1.695.178
3.034
2.422.726
1.695.178
2.425.760
1.695.178
Simpanan dari bank lain dalam mata uang asing

terdiri dari Dolar Amerika Serikat (Catatan 54).
Rupiah
Current accounts Deposits and deposits on call Call money Savings -
Foreign currency
Current accounts -
Consist of:
Deposits from other banks in foreign currency are

denominated in United States Dollar (Note 54).


DAN ENTITAS ANAK
21. SIMPANAN DARI BANK LAIN (lanjutan)
b.

AND SUBSIDIARIES
21. DEPOSITS FROM OTHER BANKS (continued)

b.
2014
-
Giro
Tabungan
Deposito dan deposits on call
Call money - Rupiah
Call money - mata uang asing
The weighted average effective interest rates per

and 2013
2013
5,47%
4,30%
7,16%
6,22%
4,82%
Current accounts
Savings
Deposits and deposits on call
Call money - Rupiah
Call money - foreign currency

of deposits from other banks is disclosed in Note 50.
Informasi mengenai klasifikasi dan nilai wajar simpanan

dari bank lain diungkapkan pada Catatan 50.
22. UTANG AKSEPTASI
4,74%
3,51%
5,57%
5,21%
2,00%
22. ACCEPTANCES PAYABLE
Utang akseptasi yang merupakan pihak berelasi

Acceptances payable to related parties are disclosed in

Note 46. Information in respect of maturities is disclosed
in Note 49d.
a.
a.
Berdasarkan pihak dan mata uang

2014
Rupiah
- Bank lain
- Debitur
By party and currency

2013
Rupiah
23.528
9.774
54.127
7.454
33.302
61.581
7.507.176
13.986
4.037.547
4.254
7.521.162
4.041.801
Jumlah
7.554.464
4.103.382
Total
Terdiri dari:
- Pihak berelasi
- Pihak ketiga
820.841
6.733.623
4.103.382
Consist of:
7.554.464
4.103.382
Mata uang asing

- Bank lain
- Debitur
Foreign currencies


DAN ENTITAS ANAK

AND SUBSIDIARIES
22. UTANG AKSEPTASI (lanjutan)

b.
22. ACCEPTANCES PAYABLE (continued)
b.
2014
Rupiah
- 1 - 3 bulan
- > 3 - 6 bulan
Mata uang asing
- 1 - 3 bulan
- > 3 - 6 bulan
- > 6 - 12 bulan
Jumlah
By maturity
2013
12.117
20.565
620
33.302
61.581
61.581
879.302
3.017.112
2.386.248
1.238.500
4.041.801
-
7.521.162
4.041.801
7.554.464
4.103.382
Rupiah
Less than 1 month 1 - 3 months > 3 - 6 months Foreign currencies
Less than 1 month 1 - 3 months > 3 - 6 months > 6 - 12 months -
Total
Utang akseptasi dalam mata uang asing terdiri dari Dolar

Amerika Serikat, Euro Eropa, dan Yen Jepang
(Catatan 54).
Acceptances payable in foreign currencies are

denominated in United States Dollar, European Euro, and
Japanese Yen (Note 54).
Informasi mengenai klasifikasi dan nilai wajar utang

akseptasi diungkapkan pada Catatan 50.

of acceptances payable is disclosed in Note 50.
23. EFEK YANG DITERBITKAN
23. SECURITIES ISSUED
Lihat Catatan 46 untuk rincian saldo dan transaksi dengan

pihak berelasi.
Refer to Note 46 for details of balances and transactions

with related parties.

Catatan 49d.

49d.
2014
Bank
Entitas Anak
2013
919.972
10.972.958
918.968
11.203.056
11.892.930
12.122.024
Informasi mengenai klasifikasi dan nilai wajar efek yang

diterbitkan diungkapkan pada Catatan 50.
Bank
Subsidiary

of securities issued is disclosed in Note 50.


DAN ENTITAS ANAK
23. EFEK YANG DITERBITKAN (lanjutan)

AND SUBSIDIARIES
23. SECURITIES ISSUED (continued)
Utang Obligasi
Bonds Payable
Bank
Bank
2014
Rupiah
Nilai nominal
Dikurangi:
Beban emisi obligasi yang
belum diamortisasi
Jumlah - neto
Beban amortisasi yang
dibebankan ke laporan laba rugi
komprehensif konsolidasian
2013
921.000
921.000
(1.028)
(2.032)
919.972
1.004
Rupiah
Nominal value
Less:
Unamortized bonds issuance
cost
918.968
Total - net
4.124
Amortization costs charged to the

consolidated statements of
Pada tanggal 10 Desember 2010, Bank menerbitkan dan

mencatatkan Obligasi Bank Danamon II tahun 2010
dengan Tingkat Bunga Tetap dengan nilai nominal sebesar
Rp2.800.000 di Bursa Efek Indonesia. Obligasi ini terbagi
menjadi 2 seri, yaitu seri A dan seri B yang masing-masing
akan jatuh tempo pada tanggal 9 Desember 2013 dan
9 Desember 2015, dan memiliki suku bunga tetap masingmasing sebesar 8,75% dan 9,00% per tahun. Bunga
dibayar setiap tiga bulan dengan pembayaran pertama
dilakukan pada tanggal 9 Maret 2011 dan terakhir
dilakukan bersamaan dengan pelunasan pokok masingmasing seri obligasi. Wali amanat untuk Obligasi Bank
Danamon II adalah PT Bank Mandiri (Persero) Tbk.
On 10 December 2010, the Bank issued and registered

Bank Danamon Bonds II Year 2010 with Fixed Interest
Rate with a nominal value of Rp2,800,000 at the
Indonesia Stock Exchange. These bonds consist of
2 series, series A and series B which will mature on
9 December 2013 and 9 December 2015, and bear fixed
interest rate per annum at 8.75% and 9.00%,
respectively. Interest is paid on a quarterly basis with the
first payment on 9 March 2011 and the last payment to be
made together with the payment of the principal of each
series of bonds. PT Bank Mandiri (Persero) Tbk is the
trustee for Bank Danamon Bonds II.
Bank telah melunasi pokok Obligasi II Seri A pada tanggal

9 Desember 2013.
The Bank fully paid the outstanding principal of Bonds II

Series A on 9 December 2013.
Obligasi II tidak dijamin dengan jaminan khusus, akan

tetapi dijamin dengan seluruh harta kekayaan Bank, baik
barang bergerak maupun barang tidak bergerak, baik yang
telah ada maupun yang akan ada dikemudian hari sesuai
dengan ketentuan dalam pasal 1131 dan 1132 Kitab
Undang-undang Hukum Perdata (KUHP) Indonesia.
Bonds II is not secured by specific guarantee, but secured

by all of the Banks assets, moveable and non-moveable
assets, including assets that are already owned and will
be owned in the future in accordance with Article 1131
and 1132 of the Indonesia Civil Code.
Perjanjian obligasi juga mencakup beberapa pembatasan,

antara lain mengenai penggabungan dan peleburan
usaha, perubahan bidang usaha utama Bank serta
pengurangan modal dasar, modal ditempatkan, dan modal
disetor.
The bond agreements also include several restrictions,

among others, relating to merger and consolidation,
change of the Banks main business as well as the
reduction of authorized capital, issued capital, and paidup capital.


DAN ENTITAS ANAK

AND SUBSIDIARIES
Utang Obligasi (lanjutan)
Bonds Payable (continued)
Bank (lanjutan)
Bank (continued)
Bank dapat melakukan pembelian kembali (buy back)

untuk sebagian atau seluruh obligasi dengan ketentuan
bahwa hal tersebut hanya dapat dilaksanakan setelah
ulang tahun pertama sejak tanggal emisi.
The Bank can buy back part or all of the bonds issued
under a condition that such action can only be conducted
after the first anniversary since the issuance date.

adalah 9,11% (2013: 9,04%).

for the year ended 31 December 2014 was 9.11% (2013:
9.04%).
Beban bunga atas obligasi yang diterbitkan termasuk

amortisasi emisi obligasi yang ditangguhkan untuk tahun
yang berakhir pada tanggal-tanggal 31 Desember 2014
dan
2013 masing-masing sebesar Rp83.894 dan
Rp241.380 (Catatan 34).
Interest expense on the bonds issued including

amortization of the bond issuance cost for the years
ended 31 December 2014 and 2013 amounted to
Rp83,894 and Rp241,380, respectively (Note 34).
Pada tanggal 31 Desember 2014, Obligasi II tersebut

mendapat peringkat idAAA dari PT Pemeringkat Efek
Indonesia (Pefindo) (2013: Obligasi II mendapat peringkat
idAA+).
As of 31 December 2014, Bonds II were rated idAAA by

PT Pemeringkat Efek Indonesia (Pefindo) (2013: Bonds II
were rated idAA+).
Pada tanggal-tanggal 31 Desember 2014 dan 2013, Bank

telah mematuhi semua pembatasan-pembatasan penting
sehubungan dengan perjanjian obligasi yang diterbitkan.
Seluruh pembayaran atas jumlah bunga dan pokok yang
jatuh tempo telah dilakukan secara tepat waktu.
As of 31 December 2014 and 2013, the Bank was in

compliance with the aforementioned covenants in relation
to the bonds issuance agreement. All payments of
amounts due for interest and principal were done on a
timely basis
Entitas Anak
Subsidiary
2014
Rupiah
Nilai nominal
Dikurangi:
Beban emisi obligasi yang
belum diamortisasi
Eliminasi untuk keperluan
konsolidasian
Jumlah - neto
Beban amortisasi yang
dibebankan ke laporan laba rugi
komprehensif konsolidasian
2013
10.743.000
11.005.000
(18.342)
(21.444)
(197.700)
(159.500)
10.526.958
Rupiah
Nominal value
Less:
Unamortized bond issuance
cost
Elimination for consolidation
purposes
10.824.056
Total - net
11.901
Amortization costs charged to the

consolidated statements of
12.251


DAN ENTITAS ANAK

AND SUBSIDIARIES
Subsidiary (continued)
Obligasi Adira Dinamika Multi Finance IV Tahun 2010
Adira Dinamika Multi Finance Bonds IV Year 2010
Pada tanggal 21 Oktober 2010, ADMF telah memperoleh

pernyataan efektif dari Bapepam-LK melalui surat
No. S-9564/BL/2010 dalam rangka Penawaran Umum
Obligasi Adira Dinamika Multi Finance IV Tahun 2010
(Obligasi IV) dengan nilai nominal sebesar Rp2.000.000
terbagi atas Seri A, Seri B, Seri C, Seri D, dan Seri E yang
dicatatkan di Bursa Efek Indonesia pada tanggal
1 November 2010. Wali amanat sehubungan dengan
penawaran umum Obligasi IV ini adalah PT Bank Negara
Indonesia (Persero) Tbk. ADMF menerbitkan Obligasi IV
dengan tujuan untuk membiayai kegiatan utama ADMF
yaitu pembiayaan konsumen.
On 21 October 2010, ADMF received the effectivity

notification from Bapepam-LK based on its letter
No. S-9564/BL/2010 in conjunction with the Public
Offering of Adira Dinamika Multi Finance Bonds IV Year
2010 (Bonds IV) with a nominal value of Rp2,000,000
which consist of Series A, Series B, Series C, Series D,
and Series E and were listed at Indonesia Stock
Exchange on 1 November 2010. PT Bank Negara
Indonesia (Persero) Tbk is the trustee in connection with
the public offering of Bonds IV. ADMF issued Bonds IV
for the purpose of funding ADMFs main activity which is
consumer financing.
Pembayaran bunga Obligasi IV dibayarkan setiap tiga

bulan sekali dengan pembayaran pertama pada tanggal
29 Januari 2011 dan terakhir dilakukan bersamaan dengan
pelunasan pokok masing-masing seri Obligasi IV. Dalam
perjanjian perwaliamanatan juga diatur beberapa
pembatasan yang harus dipenuhi oleh ADMF, antara lain
memberikan jaminan fidusia berupa piutang pembiayaan
konsumen pada tanggal 31 Desember 2013 sebesar
Rp403.200 (Catatan 12) dan rasio jumlah pinjaman
terhadap ekuitas tidak melebihi rasio 10:1. Selain itu,
selama pokok obligasi belum dilunasi, ADMF tidak
diperkenankan, antara lain membagi dividen selama
ADMF lalai dalam membayar jumlah terutang obligasi,
melakukan penggabungan usaha serta menjual atau
mengalihkan lebih dari 40% aset ADMF yang bukan
Interest on Bonds IV is paid on a quarterly basis with the

first payment on 29 January 2011 and the last payment
together with payment of principal of each series of the
Bonds IV. The trustee agreement provides several
negative covenants to ADMF, among others, collateral
with fiduciary transfer of consumer financing receivables
as of 31 December 2013 amounting to Rp403,200
(Note 12) and debt to equity ratio not to exceed 10:1.
Moreover, during the year that the bonds principals are
still outstanding, ADMF is not allowed to, among others,
declare dividends in the event that ADMF is in default on
its bonds obligations, merge and sell or assign more than
40% of ADMFs non-consumer financing receivable
assets.
Pada tanggal 31 Desember 2014, ADMF telah melakukan

pembayaran bunga obligasi sesuai dengan jatuh tempo
yang telah ditetapkan dalam perjanjian perwaliamanatan
dan telah memenuhi seluruh persyaratan yang disebutkan
dalam perjanjian perwaliamanatan.
As of 31 December 2014, ADMF had paid the bonds

interest on schedule as stated in the trustee agreement
and complied with all the requirements set out in the
trustee agreement.
ADMF dapat melakukan pembelian kembali (buy back)

untuk sebagian atau seluruh obligasi yang diterbitkan
dengan ketentuan bahwa hal tersebut hanya dapat
dilaksanakan setelah ulang tahun pertama sejak tanggal
emisi.
ADMF can buy back part or all of the bonds issued under
a condition that such action can only be conducted after
the first anniversary since the issuance date.
ADMF melunasi seluruh utang pokok Obligasi IV Seri A,

Seri B, Seri C, Seri D, dan Seri E masing-masing pada
tanggal 29 April 2012, 29 Oktober 2012, 29 April 2013,
29 Oktober 2013, dan 29 Oktober 2014.
ADMF has fully paid the outstanding principal of Bonds IV

Series A, Series B, Series C, Series D, and Series E on
29 April 2012, 29 October 2012, 29 April 2013,
29 October 2013, and 29 October 2014, respectively.


DAN ENTITAS ANAK

AND SUBSIDIARIES
Obligasi Adira Dinamika Multi Finance V Tahun 2011
Adira Dinamika Multi Finance Bonds V Year 2011
Pada tanggal 18 Mei 2011, ADMF telah memperoleh

Obligasi Adira Dinamika Multi Finance V Tahun 2011
(Obligasi V) dengan nilai nominal sebesar Rp2.500.000
terbagi atas Seri A, Seri B, Seri C dan Seri D yang
dicatatkan di Bursa Efek Indonesia pada tanggal 30 Mei
2011. Wali amanat sehubungan dengan penawaran umum
Obligasi V ini adalah PT Bank Negara Indonesia (Persero)
Tbk. ADMF menerbitkan Obligasi V dengan tujuan untuk
membiayai kegiatan utama ADMF yaitu pembiayaan
konsumen.
On 18 May 2011, ADMF received the effectivity

Offering of Adira Dinamika Multi Finance Bonds V Year
2011 (Bonds V) with a nominal value of Rp2,500,000
which consist of Series A, Series B, Series C, and
Series D and were listed at Indonesia Stock Exchange on
30 May 2011. PT Bank Negara Indonesia (Persero) Tbk
is the trustee in connection with the public offering of
Bonds V. ADMF issued Bonds V for the purpose of
funding ADMFs main activity which is consumer
financing.
Pembayaran bunga Obligasi V dibayarkan setiap tiga

bulan sekali dengan pembayaran pertama pada tanggal
27 Agustus 2011 dan terakhir dilakukan bersamaan
dengan pelunasan pokok masing-masing seri Obligasi V.
Dalam perjanjian perwaliamanatan juga diatur beberapa
Rp696.600 (2013: Rp1.036.800) (Catatan 12) dan rasio
jumlah pinjaman terhadap ekuitas tidak melebihi rasio 10:1.
Selain itu, selama pokok obligasi belum dilunasi, ADMF
tidak
diperkenankan,
antara
lain
melakukan
penggabungan usaha kecuali dilakukan pada bidang
usaha yang sama serta menjual atau mengalihkan lebih
dari 40% aset ADMF yang bukan piutang pembiayaan
konsumen.
Interest on Bonds V is paid on a quarterly basis with the

first payment on 27 August 2011 and the last payment
Bonds V. The trustee agreement provides several
as of 31 December 2014 amounting to Rp696,600 (2013:
Rp1,036,800) (Note 12) and debt to equity ratio not to
exceed 10:1. Moreover, during the year that the bonds
principals are still outstanding, ADMF is not allowed to,
among others, merge unless performed with the same
business and to sell or assign more than 40% of ADMFs
non-consumer financing receivable assets.


and complied with all the requirements set out with in the
trustee agreement.

emisi.
Pada tanggal 31 Desember 2014, Obligasi V mendapat

peringkat idAAA dari PT Pemeringkat Efek Indonesia
(Pefindo).
As of 31 December 2014, Bonds V is rated at idAAA by

PT Pemeringkat Efek Indonesia (Pefindo).
ADMF melunasi seluruh utang pokok Obligasi V Seri A

Seri B, dan Seri C masing-masing pada tanggal 31 Mei
2012, 27 Mei 2013, dan 27 Mei 2014.
ADMF fully paid the outstanding principal of Bonds V

Series A, Series B, and Series C on 31 May 2012,
27 May 2013, and 27 May 2014, respectively.


DAN ENTITAS ANAK

AND SUBSIDIARIES
Obligasi Berkelanjutan I Adira Dinamika Multi Finance

dengan Tingkat Bunga Tetap
Adira Dinamika Multi Finance Continuing Bonds I

with Fixed Interest Rate
Pada tanggal 9 Desember 2011, ADMF telah memperoleh

dengan Tingkat Bunga Tetap (Obligasi Berkelanjutan I).
Wali amanat sehubungan dengan penawaran umum
Obligasi Berkelanjutan I ini adalah PT Bank Negara
Indonesia (Persero) Tbk. ADMF menerbitkan Obligasi
Berkelanjutan I dengan tujuan untuk membiayai kegiatan
utama ADMF yaitu pembiayaan konsumen.
On 9 December 2011, ADMF received the effectivity

Offering of Adira Dinamika Multi Finance Continuing
Bonds I with Fixed Interest Rate (Continuing Bonds I).
PT Bank Negara Indonesia (Persero) Tbk is the trustee in
connection with the public offering of Continuing Bonds I.
ADMF issued Continuing Bonds I for the purpose of
funding ADMFs main activity which is consumer
financing.

dengan Tingkat Bunga Tetap Tahap I Tahun 2011
Adira Dinamika Multi Finance Continuing Bonds I with

Fixed Interest Rate Phase I Year 2011

(Obligasi Berkelanjutan I Tahap I) dengan nilai nominal
sebesar Rp2.523.000 terbagi atas Seri A, Seri B dan Seri
C yang dicatatkan di Bursa Efek Indonesia pada tanggal
19 Desember 2011.

Fixed Interest Rate Phase I Year 2011 (Continuing Bonds
I Phase I) with a nominal value of Rp2,523,000 which
consist of Series A, Series B and Series C and were listed
at Indonesia Stock Exchange on 19 December 2011.
Pembayaran bunga Obligasi Berkelanjutan I Tahap I

dibayarkan setiap tiga bulan sekali dengan pembayaran
pertama pada tanggal 16 Maret 2012 dan terakhir
dilakukan bersamaan dengan pelunasan pokok masingmasing seri Obligasi Berkelanjutan I Tahap I. Dalam
Rp766.500 (2013: Rp1.099.000) (Catatan 12) dan rasio
tidak
diperkenankan,
antara
lain
melakukan
konsumen.
Interest on Continuing Bonds I Phase I is paid on a

quarterly basis with the first payment on 16 March 2012
and the last payment together with payment of principal of
each series of the Continuing Bonds I Phase I. The
trustee agreement provides several negative covenants
to ADMF, among others, collateral with fiduciary transfer
as
of
of
consumer
financing
receivables
31 December 2014 amounting to Rp766,500 (2013:
Rp1,099,000) (Note 12) and debt to equity ratio not to
among others, merge unless performed with the same
business and to sell or assign more than 40% of ADMFs
non-consumer financing receivable assets.


trustee agreement.


DAN ENTITAS ANAK

AND SUBSIDIARIES

dengan Tingkat Bunga Tetap (lanjutan)

with Fixed Interest Rate (continued)

(lanjutan)

Fixed Interest Rate Phase I Year 2011(continued)

emisi.
Pada tanggal 31 Desember 2014, Obligasi Berkelanjutan I

Tahap I mendapat peringkat idAAA dari PT Pemeringkat
Efek Indonesia (Pefindo).
As of 31 December 2014, Continuing Bonds I Phase I is

rated at idAAA by PT Pemeringkat Efek Indonesia
(Pefindo).
ADMF melunasi seluruh utang pokok Obligasi

Berkelanjutan I Tahap I Seri A dan Seri B pada tanggal
16 Desember 2013 dan 16 Desember 2014.
ADMF fully paid the outstanding principal of Continuing

Bonds I Phase I Series A and Series B on 16 December
2013 and 16 December 2014.

dengan Tingkat Bunga Tetap Tahap II Tahun 2012

Fixed Interest Rate Phase II Year 2012

(Obligasi Berkelanjutan I Tahap II) dengan nilai nominal
sebesar Rp1.850.000 terbagi atas Seri A, Seri B dan Seri
C yang dicatatkan di Bursa Efek Indonesia pada tanggal 7
Mei 2012.

Fixed Interest Rate Phase II Year 2012 (Continuing
Bonds I Phase II) with a nominal value of Rp1,850,000
which consist of Series A, Series B, and Series C were
listed at Indonesia Stock Exchange on 7 May 2012.
Pembayaran bunga Obligasi Berkelanjutan I Tahap II

pertama pada tanggal 4 Agustus 2012 dan terakhir
dilakukan bersamaan dengan pelunasan pokok masingmasing seri Obligasi Berkelanjutan I Tahap II. Dalam
Rp432.000 (2013: Rp532.000) (Catatan 12) dan rasio
tidak
diperkenankan,
antara
lain
melakukan
konsumen.
Interest on Continuing Bonds I Phase II is paid on a

quarterly basis with the first payment on 4 August 2012
each series of the Continuing Bonds I Phase II. The
of consumer financing receivables as of 31 December
2014 amounting to Rp432,000 (2013: Rp532,000)
merge unless performed with the same business and to
sell or assign more than 40% of ADMFs non-consumer
financing receivable assets.


DAN ENTITAS ANAK

AND SUBSIDIARIES



(lanjutan)

Fixed Interest Rate Phase II Year 2012 (continued)


trustee agreement.

emisi.

Tahap II mendapat peringkat idAAA dari PT Pemeringkat
As of 31 December 2014, Continuing Bonds I Phase II is

(Pefindo).

Berkelanjutan I Tahap II Seri A dan Seri B masing-masing
pada tanggal 14 Mei 2013 dan 4 Mei 2014.

Bonds I Phase II Series A and Series B on 14 May 2013
and 4 May 2014, respectively.

dengan Tingkat Bunga Tetap Tahap III Tahun 2012

Fixed Interest Rate Phase III Year 2012

(Obligasi Berkelanjutan I Tahap III) dengan nilai nominal
sebesar Rp1.627.000 terbagi atas Seri A, Seri B, dan Seri
C yang dicatatkan di Bursa Efek Indonesia pada tanggal
28 September 2012.

Fixed Interest Rate Phase III Year 2012 (Continuing
Bonds I Phase III) with a nominal value of Rp1,627,000
which consist of Series A, Series B, and Series C were
listed at Indonesia Stock Exchange on 28 September
2012.


DAN ENTITAS ANAK

AND SUBSIDIARIES



(lanjutan)

Fixed Interest Rate Phase III Year 2012 (continued)
Pembayaran bunga Obligasi Berkelanjutan I Tahap III

pertama pada tanggal 27 Desember 2012 dan terakhir
dilakukan bersamaan dengan pelunasan pokok masingmasing seri Obligasi Berkelanjutan I Tahap III. Dalam
tidak
diperkenankan,
antara
lain
melakukan
konsumen.
Interest on Continuing Bonds I Phase III is paid on a

the
first
payment
on
quarterly
basis
with
27 December 2012 and the last payment together with
payment of principal of each series of the Continuing
Bonds I Phase III. The trustee agreement provides
several negative covenants to ADMF, among others,
collateral with fiduciary transfer of consumer financing
receivables as of 31 December 2014 amounting to
Rp625,500 (2013: Rp625,500) (Note 12) and debt to
equity ratio not to exceed 10:1. Moreover, during the year
that the bonds principals are still outstanding, ADMF is
not allowed to, among others, merge unless performed
with the same business and to sell or assign more than
assets.


trustee agreement.

emisi.

Tahap III mendapat peringkat idAAA dari PT Pemeringkat
As of 31 December 2014, Continuing Bonds I Phase III is

(Pefindo).

Berkelanjutan I Tahap III Seri A pada tanggal 7 Oktober
2013.

Bonds I Phase III Series A on 7 October 2013.


DAN ENTITAS ANAK

AND SUBSIDIARIES
Obligasi Berkelanjutan II Adira Finance
Adira Finance Continuing Bonds II
Pada tanggal 21 Februari 2013, ADMF telah memperoleh

No. S-37/D.04/2013 dalam rangka Penawaran Umum
Berkelanjutan Obligasi Berkelanjutan II Adira Finance
(Obligasi Berkelanjutan II). Wali amanat sehubungan
dengan penawaran umum Obligasi Berkelanjutan II ini
adalah PT Bank Negara Indonesia (Persero) Tbk. ADMF
menerbitkan Obligasi Berkelanjutan II dengan tujuan untuk
membiayai kegiatan utama ADMF, yaitu pembiayaan
konsumen.
On 21 February 2013, ADMF received the effectivity

No. S-37/D.04/2013 in conjunction with the Continuing
Public Offering of Adira Finance Continuing Bonds II
(Continuing Bonds II). PT Bank Negara Indonesia
(Persero) Tbk is the trustee in connection with the public
offering of Continuing Bonds II. ADMF issued Continuing
Bonds II for the purpose of funding ADMFs main activity
which is consumer financing.
Obligasi Berkelanjutan II Adira Finance Tahap I Tahun

2013
Adira Finance Continuing Bonds II Phase I Year 2013

2013 (Obligasi Berkelanjutan II Tahap I) dengan nilai
nominal sebesar Rp2.000.000 terbagi atas Seri A, Seri B,
Seri C, dan Seri D yang dicatatkan di Bursa Efek Indonesia
pada tanggal 4 Maret 2013.

(Continuing Bonds II Phase I) with a nominal value of
Rp2,000,000 which consist of Series A, Series B, Series
C, and Series D were listed at Indonesia Stock Exchange
on 4 March 2013.
Pembayaran bunga Obligasi Berkelanjutan II Tahap I

pertama pada tanggal 1 Juni 2013 dan terakhir dilakukan
bersamaan dengan pelunasan pokok masing-masing seri
Obligasi Berkelanjutan II Tahap I. Dalam perjanjian
perwaliamanatan juga diatur beberapa pembatasan yang
harus dipenuhi oleh ADMF, antara lain memberikan
jaminan fidusia berupa piutang pembiayaan konsumen
pada tanggal 31 Desember 2014 sebesar Rp780.500
(2013: Rp1.000.000) (Catatan 12) dan rasio jumlah
pinjaman terhadap ekuitas tidak melebihi rasio 10:1. Selain
itu, selama pokok obligasi belum dilunasi, ADMF tidak
diperkenankan, antara lain melakukan penggabungan
usaha kecuali dilakukan pada bidang usaha yang sama
serta menjual atau mengalihkan lebih dari 40% aset ADMF
yang bukan piutang pembiayaan konsumen.
Interest on Continuing Bonds II Phase I is paid on a

quarterly basis with the first payment on 1 June 2013 and
the last payment together with payment of principal of
each series of the Continuing Bonds II Phase I. The
2014 amounting to Rp780,500 (2013: Rp1,000,000)
financing receivables assets.


trustee agreement.

emisi.


DAN ENTITAS ANAK

AND SUBSIDIARIES
Obligasi Berkelanjutan II Adira Finance (lanjutan)
Adira Finance Continuing Bonds II (continued)

2013 (lanjutan)

(continued)
Pada tanggal 31 Desember 2014, Obligasi Berkelanjutan II

Tahap I mendapat peringkat idAAA dari PT Pemeringkat
As of 31 December 2014, Continuing Bonds II Phase I is

(Pefindo).

Berkelanjutan II Tahap I Seri A pada tanggal 11 Maret
2014.

Bonds II Phase I Series A on 11 March 2014.
Obligasi Berkelanjutan II Adira Finance Tahap II Tahun

2013
Adira Finance Continuing Bonds II Phase II Year 2013

2013 (Obligasi Berkelanjutan II Tahap II) dengan nilai
dan Seri C yang dicatatkan di Bursa Efek Indonesia pada
tanggal 25 Oktober 2013.

(Continuing Bonds II Phase II) with a nominal value of
Rp2,092,000 which consist of Series A, Series B, and
Series C were listed at Indonesia Stock Exchange on
25 October 2013.
Pembayaran bunga Obligasi Berkelanjutan II Tahap II

pertama pada tanggal 24 Januari 2014 dan terakhir
dilakukan bersamaan dengan pelunasan pokok masingmasing seri Obligasi Berkelanjutan II Tahap II. Dalam
tidak
diperkenankan,
antara
lain
melakukan
konsumen.
Interest on Continuing Bonds II Phase II is paid on a

quarterly basis with the first payment on 24 January 2014
each series of the Continuing Bonds II Phase II. The
2014 amounting to Rp685,000 (2013: Rp523,000)


trustee agreement.

emisi.


DAN ENTITAS ANAK

AND SUBSIDIARIES

2014 (lanjutan)

(continued)

Tahap II mendapat peringkat idAAA dari PT Pemeringkat
As of 31 December 2014, Continuing Bonds II Phase II is

(Pefindo).

Berkelanjutan II Tahap II Seri A pada tanggal 3 November
2014.

Bonds II Phase II Series A on 3 November 2014.
Obligasi Berkelanjutan II Adira Finance Tahap III Tahun

2014
Adira Finance Continuing Bonds II Phase III Year 2014
Obligasi Berkelanjutan II Adira Finance Tahap III Tahun

2014 (Obligasi Berkelanjutan II Tahap III) dengan nilai
tanggal 16 Mei 2014.
Adira Finance Continuing Bonds II Phase III Year 2014

(Continuing Bonds II Phase III) with a nominal value of
Series C were listed at Indonesia Stock Exchange on 16
May 2014.
Pembayaran bunga Obligasi Berkelanjutan II Tahap III

pertama pada tanggal 14 Agustus 2014 dan terakhir
dilakukan bersamaan dengan pelunasan pokok masingmasing seri Obligasi Berkelanjutan II Tahap III. Dalam
Interest on Continuing Bonds II Phase III is paid on a

quarterly basis with the first payment on 14 August 2014
each series of the Continuing Bonds II Phase III. The
2014 amounting to Rp750,000 (Note 12) and debt to
equity ratio not to exceed 10:1. Moreover, during the year
that the bonds principals are still outstanding, ADMF is
not allowed to, among others, merge unless performed
with the same business and to sell or assign more than
assets.


trustee agreement.

emisi.

Tahap III mendapat peringkat idAAA dari PT Pemeringkat
As of 31 December 2014, Continuing Bonds II Phase III is

(Pefindo).


DAN ENTITAS ANAK

AND SUBSIDIARIES
Obligasi Berkelanjutan II Adira Finance Tahap IV Tahun

2014
Adira Finance Continuing Bonds II Phase IV Year 2014
Obligasi Berkelanjutan II Adira Finance Tahap IV Tahun

2014 (Obligasi Berkelanjutan II Tahap IV) dengan nilai
tanggal 13 November 2014.
Adira Finance Continuing Bonds II Phase IV Year 2014

(Continuing Bonds II Phase IV) with a nominal value of
Series C were listed at Indonesia Stock Exchange on
13 November 2014.
Pembayaran bunga Obligasi Berkelanjutan II Tahap IV

pertama pada tanggal 12 Februari 2015 dan terakhir
dilakukan bersamaan dengan pelunasan pokok masingmasing seri Obligasi Berkelanjutan II Tahap IV. Dalam
Interest on Continuing Bonds II Phase IV is paid on a

quarterly basis with the first payment on 12 February
2015 and the last payment together with payment of
principal of each series of the Continuing Bonds II
Phase IV. The trustee agreement provides several
as of 31 December 2014 amounting to Rp375,750

emisi.

Tahap IV mendapat peringkat idAAA dari PT Pemeringkat
As of 31 December 2014, Continuing Bonds II Phase IV

is rated at idAAA by PT Pemeringkat Efek Indonesia
(Pefindo).
Beban bunga atas utang obligasi pada tahun 2014 sebesar

Rp1.021.160 (2013: 900.405) (Catatan 34).
The interest expense of bonds payable in 2014 amounted

to Rp1,021,160 (2013: Rp900,405) (Note 34).
Rata-rata tertimbang tingkat suku bunga efektif per tahun

atas efek utang yang diterbitkan pada tanggal
31 Desember 2014 sebesar 7,95% (2013: 8,93%).

on debt securities issued as of 31 December 2014 was
7.95% (2013: 8.93%).


DAN ENTITAS ANAK

AND SUBSIDIARIES
Medium Term Notes (MTN)
Medium Term Notes (MTN)

2014
Rupiah
Nilai nominal
2013
-
Rupiah
Nominal value
Dikurangi:
Beban emisi MTN
yang belum diamortisasi
Eliminasi untuk keperluan
konsolidasian
Less:
Unamortized MTN
issuance cost
Elimination for consolidation
purposes
Jumlah - neto
Total - net
389
Amortization of MTN issuance

costs charged to the
consolidated statements
of comprehensive income
Amortisasi beban emisi MTN

yang dibebankan ke laporan
laba rugi komprehensif
konsolidasian
Pada tanggal 10 November 2011, ADMF menerbitkan

Medium-Term Notes I Adira Dinamika Multi Finance Tahun
2011 (MTN I) dengan nilai nominal sebesar Rp400.000
terbagi atas Seri A dan Seri B. ADMF menerbitkan MTN I
dengan tujuan untuk membiayai kegiatan utama ADMF
yaitu pembiayaan konsumen.
On 10 November 2011, ADMF issued Adira Dinamika

Multi Finance Medium-Term Notes I Year 2011 (MTN I)
with a nominal value of Rp400,000 which consist of
Series A and Series B. ADMF issued MTN I for the
purpose of funding ADMFs main activity which is
consumer financing.
Pembayaran bunga MTN I dibayarkan setiap tiga bulan

sekali dengan pembayaran pertama pada tanggal
10 Februari 2012 dan terakhir dilakukan bersamaan
dengan pelunasan pokok masing-masing seri MTN I.
Dalam perjanjian perwaliamanatan juga diatur beberapa
konsumen dan rasio jumlah pinjaman terhadap ekuitas
tidak melebihi rasio 10:1. Selain itu, selama pokok MTN I
belum dilunasi, ADMF tidak diperkenankan, antara lain
melakukan penggabungan usaha serta menjual atau
mengalihkan lebih dari 40% aset ADMF yang bukan
Interest on MTN I is paid on a quarterly basis with the first

payment on 10 February 2012 and the last payment
MTN I. The trustee agreement provides several negative
covenants to ADMF, among others, collateral with
fiduciary transfer of consumer financing receivables, and
debt to equity ratio not to exceed 10:1. Moreover, during
the year that the MTN I principals are still outstanding,
ADMF is not allowed to, among others, merge and sell or
assign more than 40% of ADMFs non-consumer
ADMF melunasi seluruh utang pokok MTN I Seri A dan

Seri B masing-masing pada tanggal 10 Mei 2013 dan
10 November 2013.
ADMF fully paid the outstanding principal of MTN I Series

A and Series B on 10 May 2013 and 10 November 2013.
Beban bunga atas MTN pada tahun 2013 sebesar

Rp21.271 (Catatan 34).
The interest expense of MTN in 2013 amounted to

Rp21,271 (Note 34).


DAN ENTITAS ANAK

AND SUBSIDIARIES
Sukuk Mudharabah Berkelanjutan I Adira Finance
Adira Finance Continuing Mudharabah Bonds I
Pada tanggal 21 Februari 2013, ADMF telah memperoleh

pernyataan
efektif
dari
OJK
melalui
surat
No. S-37/D.04/2013 dalam rangka Penawaran Umum
Berkelanjutan Sukuk Mudharabah Berkelanjutan I Adira
Finance (Sukuk Mudharabah Berkelanjutan I). Wali
amanat sehubungan dengan penawaran umum Sukuk
Mudharabah Berkelanjutan I ini adalah PT Bank Negara
Indonesia (Persero) Tbk. ADMF menerbitkan Sukuk
Mudharabah Berkelanjutan I dengan tujuan untuk
membiayai kegiatan usaha ADMF yaitu pembiayaan
murabahah.
On 21 February 2013, ADMF received the effectivity

notification
from
OJK
based
on
its
letter
No. S-37/D.04/2013 in conjunction with the Continuing
Public Offering of Adira Finance Continuing Mudharabah
Bonds I (Continuing Mudharabah Bonds I). PT Bank
Negara Indonesia (Persero) Tbk is the trustee in
connection with the public offering of Continuing
Mudharabah Bonds I. ADMF issued Continuing
Mudharabah Bonds I for the purpose of funding ADMFs
activity which is Murabahah financing.
Sukuk Mudharabah Berkelanjutan I Adira Finance Tahap I

Tahun 2013
Adira Finance Continuing Mudharabah Bonds I Phase I

Year 2013
Sukuk Mudharabah/
Mudharabah Bonds
Nilai nominal/
Nominal value
Nisbah bagi hasil/

Jatuh tempo/
Due date
Cicilan pokok Sukuk Mudharabah/

Mudharabah Bonds principal installment
Seri/Series A
Rp66.000
57,083% (ekuivalen 6,85%

per tahun/ equivalent to
6.85% per year)
11 Maret/
March 2014
Pembayaran penuh pada saat jatuh

tempo/Bullet payment on due date
Seri/Series B
Rp27.000
60,833% (ekuivalen 7,30%

7.30% per year)
1 Maret/
March 2015

Seri/Series C
Rp286.000
65,417% (ekuivalen 7,85%

7.85% per year)
11 Maret/
March 2016


Tahun 2013 (Sukuk Mudharabah Berkelanjutan I Tahap I)
dengan nilai nominal sebesar Rp379.000 terbagi atas Seri
A, Seri B, dan Seri C yang dicatatkan di Bursa Efek
Indonesia pada tanggal 4 Maret 2013.
Adira Finance Continuing Sukuk Mudharabah I Phase I

Year 2013 (Continuing Mudharabah Bonds I Phase I)
Series A, Series B, and Series C were listed at Indonesia
Stock Exchange on 4 March 2013.
Pembayaran pendapatan bagi hasil Sukuk Mudharabah

Berkelanjutan I Tahap I dibayarkan setiap tiga bulan sekali
dengan pembayaran pertama pada tanggal 1 Juni 2013
dan pembayaran terakhir akan dilakukan bersamaan
dengan pelunasan pokok masing-masing seri Sukuk
Mudharabah Berkelanjutan I Tahap I. Pendapatan bagi
hasil Sukuk Mudharabah dihitung berdasarkan perkalian
antara nisbah bagi hasil dengan marjin yang diperoleh
ADMF dari hasil pembiayaan Murabahah. Dalam
Selain itu, selama pokok sukuk mudharabah belum
dilunasi, ADMF tidak diperkenankan, antara lain membagi
dividen selama ADMF lalai dalam membayar jumlah
terutang sukuk mudharabah, melakukan penggabungan
usaha serta menjual atau mengalihkan lebih dari 40% aset
ADMF yang bukan piutang pembiayaan konsumen.
Revenue sharing of Continuing Mudharabah Bonds I

Phase I is paid on a quarterly basis with the first payment
on 1 June 2013 and the last payment will be
simultaneously with payment of the principal of each
series of the Continuing Mudharabah Bonds I Phase I.
Sharing revenue of Mudharabah Bonds is calculated from
multiplication between sharing revenue ratio and margin
that ADMF acquires from Murabahah financing. The
of
consumer
financing
receivables
as
of
Rp189,500) (Note 12) and debt to equity ratio not to
among others, declare dividends in the event that ADMF
is in default on its bonds obligations, merge and sell or
assign more than 40% of ADMFs non-consumer


DAN ENTITAS ANAK

AND SUBSIDIARIES

(lanjutan)

(continued)

Tahun 2013 (lanjutan)
Adira Finance Continuing Mudharabah Bonds I Phase I

Year 2013 (continued)

pembayaran bagi hasil sesuai dengan jatuh tempo yang
telah ditetapkan dalam perjanjian perwaliamanatan dan
telah memenuhi seluruh persyaratan yang disebutkan
As of 31 December 2014, ADMF had paid the revenue

sharing on schedule as stated in the trustee agreement
trustee agreement.

untuk sebagian atau seluruh sukuk mudharabah yang
diterbitkan dengan ketentuan bahwa hal tersebut hanya
dapat dilaksanakan setelah ulang tahun pertama sejak
tanggal emisi.
ADMF can buy back part or all of the mudharabah bonds

issued under a condition that such action can only be
conducted after the first anniversary since the issuance
date.
Pada tanggal 31 Desember 2014, Sukuk Mudharabah

Berkelanjutan I Tahap I mendapat peringkat idAAA (sy)
dari PT Pemeringkat Efek Indonesia (Pefindo).
As of 31 December 2014, Continuing Mudharabah Bonds

I Phase I is rated at idAAA (sy) by PT Pemeringkat Efek
Indonesia (Pefindo).
ADMF melunasi seluruh utang pokok Sukuk Mudharabah

Berkelanjutan I Tahap I Seri A pada tanggal 11 Maret
2014.

Mudharabah Bonds I Phase I Series A on 11 March
2014.
Sukuk Mudharabah Berkelanjutan I Adira Finance Tahap II

Tahun 2014
Adira Finance Continuing Mudharabah Bonds I Phase II

Year 2014
Sukuk Mudharabah/
Mudharabah Bonds
Nilai nominal/
Nominal value
Seri/ Series A
Rp88.000
Seri/ Series B
Rp45.000
Nisbah bagi hasil/

Jatuh tempo/
Due date
80,00% (ekuivalen
9,60% per
tahun/equivalent to
9.60% per year)
22 November/
November 2015

87,50% (ekuivalen
10,50% per
tahun/equivalent to
10.50% per year)
12 November/
November 2017

Sukuk Mudharabah Berkelanjutan I Adira Finance Tahap II

Tahun 2014 (Sukuk Mudharabah Berkelanjutan I Tahap II)
dengan nilai nominal sebesar Rp133.000 terbagi atas
Seri A dan Seri B yang dicatatkan di Bursa Efek Indonesia
pada tanggal 13 November 2014.
Cicilan pokok Sukuk Mudharabah/

Mudharabah Bonds principal installment
Adira Finance Continuing Sukuk Mudharabah I Phase II

Year 2014 (Continuing Mudharabah Bonds I Phase II)
Series A and Series B were listed at Indonesia Stock
Exchange on 13 November 2014.


DAN ENTITAS ANAK

AND SUBSIDIARIES

(lanjutan)

(continued)
Pembayaran pendapatan bagi hasil Sukuk Mudharabah

Berkelanjutan I Tahap II dibayarkan setiap tiga bulan sekali
dengan pembayaran pertama pada tanggal 12 Februari
2015 dan pembayaran terakhir akan dilakukan bersamaan
dengan pelunasan pokok masing-masing seri Sukuk
Mudharabah Berkelanjutan I Tahap II. Pendapatan bagi
hasil Sukuk Mudharabah dihitung berdasarkan perkalian
antara nisbah bagi hasil dengan marjin yang diperoleh
ADMF dari hasil pembiayaan Murabahah. Dalam
selama pokok sukuk mudharabah belum dilunasi, ADMF
tidak diperkenankan, antara lain membagi dividen selama
ADMF lalai dalam membayar jumlah terutang sukuk
mudharabah, melakukan penggabungan usaha serta
menjual atau mengalihkan lebih dari 40% aset ADMF yang
bukan piutang pembiayaan konsumen.
Revenue sharing of Continuing Mudharabah Bonds I

Phase II is paid on a quarterly basis with the first payment
on 12 February 2015 and the last payment will be
simultaneously with payment of the principal of each
series of the Continuing Mudharabah Bonds I Phase II.
Sharing revenue of Mudharabah Bonds is calculated from
multiplication between sharing revenue ratio and margin
that ADMF acquires from Murabahah financing. The
of
consumer
financing
receivables
as
of
31 December 2014 amounting to Rp33,250 (Note 12)
and debt to equity ratio not to exceed 10:1. Moreover,
during the year that the bonds principals are still
outstanding, ADMF is not allowed to, among others,
declare dividends in the event that ADMF is in default on
its bonds obligations, merge and sell or assign more than
assets.

untuk sebagian atau seluruh sukuk mudharabah yang
diterbitkan dengan ketentuan bahwa hal tersebut hanya
dapat dilaksanakan setelah ulang tahun pertama sejak
tanggal emisi.
ADMF can buy back part or all of the mudharabah bonds

issued under a condition that such action can only be
conducted after the first anniversary since the issuance
date.
Pada tanggal 31 Desember 2014, Sukuk Mudharabah

Berkelanjutan I Tahap I mendapat peringkat idAAA (sy)
dari PT Pemeringkat Efek Indonesia (Pefindo).
As of 31 December 2014, Continuing Mudharabah Bonds

I Phase I is rated at idAAA (sy) by PT Pemeringkat Efek
Indonesia (Pefindo).
Bagi hasil atas Sukuk Mudharabah masing-masing pada

tahun 2014 dan 2013 adalah sebesar Rp27.078 dan
Rp24.200 (Catatan 34).
The revenue sharing of Mudharabah Bonds in 2014 and

2013 amounted to Rp27,078 and Rp24,200, respectively
(Note 34).


DAN ENTITAS ANAK
24. PINJAMAN YANG DITERIMA

AND SUBSIDIARIES
24. BORROWINGS
Pinjaman yang diterima dari pihak berelasi diungkapkan

pada Catatan 46.
Borrowings from related parties are disclosed in Note 46.

Catatan 49d.

49d.

2014
Rupiah
- PT Bank Pan Indonesia Tbk
- PT Bank Central Asia Tbk
- Citibank N.A., Cabang Indonesia
- The Hongkong and Shanghai Banking
Corporation Ltd., Cabang Indonesia
- PT Bank DKI
- PT Bank Victoria International Tbk
- PT Bank Commonwealth
- PT Bank Nationalnobu Tbk
- PT Bank BCA Syariah
- PT Bank Sumitomo Mitsui Indonesia
- PT Bank Pembangunan Daerah
Jawa Barat dan Banten Tbk
- JPMorgan Chase Bank, N.A.
Cabang Jakarta
- PT Bank Panin Syariah Tbk
- PT Bank BNI Syariah
- Pinjaman dari bank/lembaga
keuangan lain
Mata uang asing
- Bank BNP Paribas (Singapura)
- DBS Bank (Singapura) Ltd.
- International Finance Corporation (IFC)
- Wells Fargo Bank
- Australia and New Zealand
Banking Group Ltd
- Bankers Acceptance
- Citibank N.A., Cabang Indonesia
- Pembiayaan kembali Letter of Credit
- Bank of Tokyo-Mitsubishi UFJ Ltd.,
Cabang Indonesia
Terdiri dari:
- Pihak berelasi
- Pihak ketiga
2013
3.250.000
717.187
400.000
3.250.000
1.995.916
400.000
400.000
326.275
200.000
199.900
99.234
28.444
-
400.000
372.498
200.000
129.946
99.309
47.111
375.000
250.000
228.000
25.000
25.000
50.000
50.000
5.671.040
7.847.780
5.226.234
1.238.278
818.362
617.044
944.220
2.433.904
912.750
595.499
368.559
309.625
247.700
-
2.980.335
243.400
34.576
76.007
8.825.802
8.220.691
14.496.842
16.068.471
2014
2013
1.238.278
13.258.564
2.433.904
13.634.567
14.496.842
16.068.471
Rupiah
PT Bank Pan Indonesia Tbk PT Bank Central Asia Tbk Citibank N.A., Indonesia Branch The Hongkong and Shanghai Banking Corporation Ltd., Indonesia Branch
PT Bank DKI PT Bank Victoria International Tbk PT Bank Commonwealth PT Bank Nationalnobu Tbk PT Bank BCA Syariah PT Bank Sumitomo Mitsui Indonesia PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk
JPMorgan Chase Bank, N.A Jakarta Branch
PT Bank Panin Syariah Tbk PT Bank BNI Syariah Placements by other banks/ financial institutions
Foreign currency
Bank BNP Paribas (Singapore) DBS Bank (Singapore) Ltd. International Finance Corporation (IFC) Wells Fargo Bank Australia and New Zealand Banking Group Ltd
Bankers Acceptance Citibank N.A., Indonesia Branch Letter of Credit Refinancing Bank of Tokyo-Mitsubishi UFJ Ltd., Indonesia Branch
Consist of:


DAN ENTITAS ANAK
24. PINJAMAN YANG DITERIMA (lanjutan)

AND SUBSIDIARIES
24. BORROWINGS (continued)

adalah 10,11% untuk Rupiah dan 1,79% untuk mata uang
asing (2013: 7,90% untuk Rupiah dan 2,20% untuk mata
uang asing).

for the year ended 31 December 2014 was 10.11% for
Rupiah and 1.79% for foreign currencies (2013: 7.90%
for Rupiah and 2.20% for foreign currencies).
Informasi mengenai klasifikasi dan nilai wajar pinjaman

yang diterima diungkapkan pada Catatan 50.

of borrowings is disclosed in Note 50.
PT Bank Pan Indonesia Tbk (Panin Bank)
PT Bank Pan Indonesia Tbk (Panin Bank)
ADMF memiliki fasilitas pinjaman modal kerja dari

Panin Bank dengan batas maksimum kredit sejumlah
Rp1.500.000 (fasilitas I), Rp750.000 (fasilitas II),
Rp750.000 (fasilitas III), Rp1.000.000 (fasilitas IV) dan
Rp1.000.000 (fasilitas V). Fasilitas I merupakan fasilitas
pinjaman modal kerja berulang. Fasilitas I dimulai sejak
tanggal 30 Maret 2011 dan jatuh tempo berkisar antara
tanggal 28 Januari 2015 sampai dengan 11 Maret 2015
dengan tingkat suku bunga kontraktual setahun berkisar
antara 8,85% - 10,20% pada tahun 2014 (2013: 6,75% 10,25%). Fasilitas II dimulai sejak tanggal 28 Februari
2012 dan jatuh tempo pada tanggal 27 Maret 2015 dengan
tingkat suku bunga kontraktual setahun sebesar 8,95%
pada tahun 2014 (2013: 8,95%). Fasilitas III dimulai sejak
tanggal 29 Maret 2012 dan telah jatuh tempo pada tanggal
29 April 2013 dengan tingkat suku bunga kontraktual
setahun sebesar 7,75% pada tahun 2013. Fasilitas IV
dimulai sejak tanggal 26 April 2013 dan telah jatuh tempo
pada tanggal 29 April 2014 dan 3 Juni 2014 dengan
pada tahun 2014 (2013: 7,75%). Fasilitas V dimulai
sejak tanggal 25 April 2014 dan jatuh tempo pada tanggal
29 April 2016 dan 3 Juni 2016 dengan tingkat suku bunga
kontraktual setahun sebesar 10,75% pada tahun 2014.
ADMF has working capital facilities from Panin Bank with

a maximum credit limit amounting to Rp1,500,000
(facility I), Rp750,000 (facility II), Rp750,000 (facility III),
Rp1,000,000 (facility IV) and Rp1,000,000 (facility V).
Facility I represents a revolving working capital facility.
Facility I started on 30 March 2011 and will mature from
28 January 2015 to 11 March 2015 with contractual
interest rates per annum ranging from 8.85% - 10.20% in
2014 (2013: 6.75% -10.25%). Facility II started on
28 February 2012 and will mature on 27 March 2015 with
contractual interest rate per annum at 8.95% in 2014
(2013: 8.95%). Facility III started on 29 March 2012 and
matured on 29 April 2013 with contractual interest rate
per annum at 7.75% in 2013. Facility IV started on
26 April 2013 and matured on 29 April 2014 and 3 June
2014 with contractual interest rate per annum at 7.75% in
2014 (2013: 7.75%). Facility V started on 25 April 2014
and will mature on 29 April 2016 and 3 June 2016 with
contractual interest rate per annum at 10.75% in 2014.
Fasilitas-fasilitas pinjaman ini dijamin dengan piutang

pembiayaan konsumen dengan nilai sekurang-kurangnya
sebesar 50% (fasilitas II, III, IV dan V) dari jumlah saldo
pinjaman yang diterima, sedangkan fasilitas I tidak dijamin
oleh jaminan khusus (Catatan 12). ADMF juga diharuskan
untuk mempertahankan rasio keuangan, seperti rasio
jumlah utang terhadap jumlah ekuitas tidak melebihi
rasio 10:1.
These loan facilities are secured by consumer financing

receivables with a minimum amount at 50% (facility II, III,
IV and V) of total outstanding borrowings, while facility I is
unsecured loan (Note 12). ADMF is also required to
maintain certain financial ratio, such as debt to equity
ratio not to exceed 10:1.


DAN ENTITAS ANAK

AND SUBSIDIARIES
PT Bank Pan Indonesia Tbk (Panin Bank) (lanjutan)
PT Bank Pan
(continued)
Selama pinjaman belum dilunasi, ADMF tidak

diperkenankan antara lain, melakukan penggabungan
usaha atau mengikat diri sebagai penjamin, kecuali
dengan persetujuan tertulis terlebih dahulu dari Panin
Bank.
During the period while the loans are still outstanding,

ADMF is not allowed to, among others, enter into a
merger or act as a guarantor, except with prior written
consent from Panin Bank.
Pada tanggal 31 Desember 2014, ADMF telah memenuhi

seluruh persyaratan yang disebutkan dalam perjanjian
fasilitas pinjaman ini.
As of 31 December 2014, ADMF has complied with all

the requirements set out in the loan facility agreement.
ADMF telah melunasi seluruh utang pokok fasilitas III dan

fasilitas IV masing-masing pada tanggal 29 April 2013,
29 April 2014, dan 3 Juni 2014.
ADMF had fully paid the outstanding principal of facility III

and facility IV on 29 April 2013, 29 April 2014, and 3 June
2014, respectively.
PT Bank Central Asia Tbk (BCA)
PT Bank Central Asia Tbk (BCA)
ADMF memiliki fasilitas pinjaman modal kerja dari BCA

dengan batas maksimum kredit sejumlah Rp75.000
(fasilitas I), Rp500.000 (fasilitas II), Rp1.500.000 (fasilitas
III) dan Rp500.000 (fasilitas IV). Fasilitas I, II dan III
merupakan fasilitas pinjaman modal kerja berulang.
Jangka waktu fasilitas I dimulai sejak tanggal 14 Maret
2003 dan jatuh tempo pada tanggal 14 Maret 2015 dengan
tingkat suku bunga kontraktual setahun berkisar antara
9,00% - 10,50% pada tahun 2014 (2013: 9,00%). Fasilitas
II dimulai sejak tanggal 12 Agustus 2011 dan jatuh tempo
pada tanggal 14 Maret 2015 dengan tingkat suku bunga
kontraktual setahun berkisar antara 8,95% - 10,40% pada
tahun 2014 (2013: 6,60% - 8,95%). Fasilitas III dimulai
sejak tanggal 30 Desember 2013 dan jatuh tempo berkisar
antara tanggal 27 Juni 2014 sampai dengan 14 Maret
2016. Pembayaran pokok pinjaman ini dilakukan setiap
satu bulan sekali dengan tingkat suku bunga kontraktual
setahun berkisar antara 8,00% - 11,00% pada tahun 2014
(2013: 8,00% - 11,00%). Fasilitas IV dimulai sejak tanggal
12 Mei 2014 dan jatuh tempo pada tanggal 25 Juli 2015.
Pembayaran pokok pinjaman ini dilakukan setiap satu
bulan sekali dengan tingkat suku bunga kontraktual
setahun sebesar 11,25% pada tahun 2014.
ADMF has working capital facilities from BCA with a

maximum credit limit amounting to Rp75,000 (facility I),
Rp500,000 (facility II), Rp1,500,000 (facility III) and
Rp500,000 (facility IV). Facility I, II and III are revolving
working capital facilities. Facility I started on 14 March
2003 and will mature on 14 March 2015 with contractual
2014 (2013: 9.00%). Facility II started on 12 August 2011
and will mature on 14 March 2015 with contractual
2014 (2013: 6.60% - 8.95%). Facility III started on
30 December 2013 and will mature from 27 June 2014 to
14 March 2016. Principal of this loan is paid on a monthly
basis with contractual interest rates per annum ranging
from 8.00% - 11.00% in 2014 (2013: 8.00% - 11.00%).
Facility IV started on 12 May 2014 and will mature on
25 July 2015. Principal of this loan is paid on a monthly
basis with contractual interest rate per annum at 11.25%
in 2014.

sebesar 60% dari batas maksimum kredit (fasilitas I), 60%
(fasilitas II) dan 50% (fasilitas III dan IV) dari jumlah saldo
pinjaman yang diterima (Catatan 12).

receivables with a minimum amount of 60% of the
maximum credit limit (facility I), 60% (facility II) and 50%
(facility III and IV) of total outstanding borrowings
(Note 12).
Indonesia
Tbk
(Panin
Bank)


DAN ENTITAS ANAK

AND SUBSIDIARIES
PT Bank Central Asia Tbk (BCA) (lanjutan)
PT Bank Central Asia Tbk (BCA) (continued)

diperkenankan antara lain, melakukan investasi melebihi
25% dari modal disetor perusahaan investee, mengikat diri
sebagai penjamin atau melakukan penggabungan usaha,
kecuali dengan persetujuan tertulis terlebih dahulu dari
BCA.
During the period that the loan is still outstanding, ADMF

is not allowed to, among others, make an investment
exceeding 25% of the paid-up capital of the investee, act
as a guarantor or enter into a merger, except with prior
written consent from BCA.
Pada tanggal 31 Desember 2014, ADMF belum

melakukan penarikan kembali atas fasilitas I dan II
pinjaman ini.
As of 31 December 2014, ADMF has not made

a drawdown from the loan facility I and II.


Pada tahun 2014, amortisasi beban provisi dan

administrasi atas fasilitas pinjaman ini yang dibebankan ke
laporan laba rugi komprehensif konsolidasian sebesar
Rp5.622 (2013: Rp5.238); sedangkan bagian yang belum
diamortisasi pada tanggal 31 Desember 2014 sebesar
Rp1.788 (2013: Rp4.084) dikurangkan dari jumlah nilai
nominal fasilitas pinjaman ini.
In 2014, amortization of provision and administration

expenses of this loan facility charged to the consolidated
statements of comprehensive income amounted to
Rp5,622 (2013: Rp5,238); while the unamortized portion
as of 31 December 2014 amounting to Rp1,788 (2013:
Rp4,084) is deducted from the balance of the nominal
amount of this loan facility.
Citibank N.A., Cabang Indonesia (Citibank)
Citibank N.A., Indonesia Branch (Citibank)
ADMF memiliki fasilitas pinjaman modal kerja dari Citibank

dengan batas maksimum kredit sejumlah Rp400.000,
dimulai sejak tanggal 9 Februari 2012 dan jatuh tempo
pada tanggal 26 Januari 2015 dan 18 Februari 2015.
Tingkat suku bunga kontraktual setahun berkisar antara
8,50% - 10,70% pada tahun 2014 (2013: 7,00% - 9,75%).
ADMF has a working capital facility from Citibank with a

maximum credit limit amounting to Rp400,000, which
started on 9 February 2012 and maturing on 26 January
2014 and 18 February 2015. Contractual interest rates
per annum ranged from 8.50% - 10.70% in 2014 (2013:
7.00% - 9.75%).
Fasilitas pinjaman ini tidak dijamin oleh jaminan khusus.

ADMF juga diharuskan untuk mempertahankan rasio
keuangan, seperti rasio jumlah utang terhadap jumlah
ekuitas tidak melebihi rasio 10:1.
This loan facility is unsecured. ADMF is also required to

maintain certain financial ratio, such as debt to equity

diperkenankan antara lain, melakukan investasi, dan
mengikat diri sebagai penjamin, kecuali dengan
persetujuan tertulis terlebih dahulu dari Citibank.

is not allowed to, among others, make an investment,
and act as a guarantor, except with prior written consent
from Citibank.




DAN ENTITAS ANAK

AND SUBSIDIARIES
The Hongkong and Shanghai Banking Corporation

Ltd., Cabang Indonesia (HSBC)
The Hongkong and Shanghai Banking Corporation

Ltd., Indonesia Branch (HSBC)
ADMF memiliki fasilitas pinjaman modal kerja berulang

dari HSBC dengan batas maksimum kredit sejumlah
Rp400.000, dimulai sejak tanggal 20 Februari 2012 dan
jatuh tempo pada tanggal 25 Maret 2015 dan 4 Mei 2015.
Tingkat suku bunga kontraktual per tahun berkisar antara
7,00% - 10,50% pada tahun 2014 (2013: 7,00% - 7,75%).
ADMF has a revolving working capital facility from HSBC

with a maximum credit limit amounting to Rp400,000,
which started on 20 February 2012 and maturing on
25 March 2015 and 4 May 2015. Contractual interest
rates per annum ranged from 7.00% - 10.50% in 2014
(2013: 7.00% - 7.75%).
Fasilitas pinjaman ini dijamin dengan piutang pembiayaan

konsumen dengan nilai sekurang-kurangnya sebesar 50%
dari jumlah saldo pinjaman yang diterima (Catatan 12).
This loan facility is secured by consumer financing

receivables with a minimum amount of 50% of total
outstanding borrowings (Note 12). ADMF is also required
to maintain certain financial ratio, such as debt to equity

diperkenankan antara lain mengikat diri sebagai penjamin,
kecuali dengan pemberitahuan tertulis terlebih dahulu
kepada HSBC.
During the period while the loan is still outstanding,

ADMF is not allowed to, among others, act as a
guarantor, except with prior written notification to HSBC.


PT Bank DKI (Bank DKI)
PT Bank DKI (Bank DKI)
ADMF memiliki fasilitas pinjaman modal kerja dari Bank

DKI dengan batas maksimum kredit sejumlah Rp250.000
(fasilitas I) dan Rp125.000 (fasilitas III) serta fasilitas
pembiayaan modal kerja dengan akad mudharabah
dengan batas maksimum kredit sejumlah Rp50.000
(fasilitas II). Fasilitas I dimulai sejak tanggal 28 Juni 2012
dan jatuh tempo pada tanggal 29 Juni 2015. Pembayaran
pokok pinjaman ini dibayarkan setiap enam bulan sekali
dengan tingkat suku bunga kontraktual setahun sebesar
8,85% pada tahun 2014 (2013: 8,85%). Fasilitas II dimulai
sejak tanggal 12 Desember 2012 dan jatuh tempo pada
tanggal 11 Desember 2015 dengan marjin keuntungan per
tahun sebesar 8,85% pada tahun 2014 (2013: 8,85%).
Fasilitas III dimulai sejak tanggal 24 Juni 2013 dan jatuh
tempo pada tanggal 24 Juni 2016. Pembayaran pokok
pinjaman ini dibayarkan setiap enam bulan sekali dengan
pada tahun 2014 (2013: 8,95%).
ADMF has a working capital facility from Bank DKI with a

maximum credit limit amounting to Rp250,000 (facility I)
and Rp125,000 (facility III) as well as working capital
facility with mudharabah agreement with a maximum
credit limit amounting to Rp50,000 (facility II). Facility I
started on 28 June 2012 and will mature on
29 June 2015. Principal of this loan is paid twice a year
with contractual interest rate per annum at 8.85% in 2014
(2013: 8.85%). Facility II started on 12 December 2012
and will mature on 11 December 2015 with profit margin
per annum at 8.85% in 2014 (2013: 8.85%). Facility III
started on 24 June 2013 and will mature on 24 June
2016. Principal of this loan is paid twice a year with
contractual interest rate per annum at 8.95% in 2014
(2013: 8.95%).
Fasilitas-fasilitas ini dijamin dengan piutang pembiayaan

ekuitas tidak melebihi rasio 10:1, dan rasio aset lancar
terhadap utang lancar tidak kurang dari rasio 1,1:1.

outstanding borrowing (Note 12). ADMF is also required
ratio not to exceed 10:1 and current asset to current
liability ratio of at least 1.1:1.


DAN ENTITAS ANAK

AND SUBSIDIARIES
PT Bank DKI (Bank DKI) (lanjutan)
PT Bank DKI (Bank DKI) (continued)

diperkenankan antara lain, memindahtangankan barang
jaminan dan mengikat diri sebagai penjamin, kecuali
dengan persetujuan tertulis terlebih dahulu dari Bank DKI.
During the period while the loans are still outstanding,

ADMF is not allowed to, among others, hand over the
collateral and act as a guarantor, except with prior written
consent from Bank DKI.



Rp444 (2013: Rp361); sedangkan bagian yang belum
Rp392 (2013: Rp836) dikurangkan dari jumlah nilai

statement of comprehensive income amounted to Rp444
(2013: Rp361); while the unamortized portion as of
31 December 2014 amounting to Rp392 (2013: Rp836) is
deducted from the balance of the nominal amount of this
loan facility.
PT Bank Victoria International Tbk (Bank Victoria)
PT Bank Victoria International Tbk (Bank Victoria)

Victoria dengan batas maksimum kredit sejumlah
Rp200.000, dimulai sejak tanggal 18 Desember 2012 dan
jatuh tempo pada tanggal 5 Januari 2015 dan 11 Februari
2015. Tingkat suku bunga kontraktual setahun berkisar
antara 9,25% - 10,26% pada tahun 2014 (2013: 6,50% 9,50%).
ADMF has a working capital facility from Bank Victoria

which started on 18 December 2012 and maturing on
5 January 2015 and 11 February 2015. Contractual
interest rates per annum ranged from 9.25% - 10.26% in
2014 (2013: 6.50% - 9.50%).
Fasilitas ini dijamin dengan piutang pembiayaan

dari batas maksimum kredit (Catatan 12). ADMF juga
diharuskan untuk mempertahankan rasio keuangan,
seperti rasio jumlah utang terhadap jumlah ekuitas tidak
melebihi rasio 10:1.

receivables with a minimum amount of 50% of maximum
credit limit (Note 12). ADMF is also required to maintain
certain financial ratio, such as debt to equity ratio not to
exceed 10:1.

diperkenankan antara lain, memindahtangankan barang
jaminan dan mengikat diri sebagai penjamin, kecuali
dengan persetujuan tertulis terlebih dahulu dari Bank
Victoria.
During the period that the loans are still outstanding,

ADMF is not allowed to, among others, hand over the
collateral and act as a guarantor, except with prior written
consent from Bank Victoria.


PT Bank Commonwealth (Bank Commonwealth)

dari Bank Commonwealth dengan batas maksimum kredit
sejumlah Rp200.000, dimulai sejak tanggal 22 Mei 2013
dan jatuh tempo pada tanggal 26 Juni 2015 dan 28 Juni
2015. Tingkat suku bunga kontraktual setahun berkisar
antara 7,00% - 10,45% pada tahun 2014 (2013: 7,00%).
ADMF has a revolving working capital facility from Bank

Commonwealth with a maximum credit limit amounting to
Rp200,000, which started on 22 May 2013 and maturing
on 26 June 2015 and 28 June 2015. Contractual interest
rates per annum ranged from 7.00% - 10.45% in 2014
(2013: 7.00%).


DAN ENTITAS ANAK

AND SUBSIDIARIES

(lanjutan)

(continued)

terhadap utang lancar tidak kurang dari rasio 1,1:1.

liability ratio of at least 1.1:1.

diperkenankan antara lain, memindahtangankan kekayaan
ADMF atau mengikat diri sebagai penjamin, kecuali
Commonwealth.

ADMF is not allowed to, among others, hand over
ADMFs assets or act as a guarantor, except with prior
written consent from Bank Commonwealth.



Rp100 (2013: Rp54) dikurangkan dari jumlah nilai nominal

(2013: Rp76); while the unamortized portion as of 31
December 2014 amounting to Rp100 (2013: Rp54) was
deducted from the balance of the nominal amount of this
loan facility.
PT Bank Nationalnobu Tbk (Bank Nobu)
PT Bank Nationalnobu Tbk (Bank Nobu)

Nobu dengan batas maksimum kredit sejumlah Rp50.000
(fasilitas I), Rp50.000 (fasilitas II), Rp50.000 (fasilitas III)
dan Rp50.000 (fasilitas IV). Fasilitas III dan IV merupakan
fasilitas pinjaman modal kerja berulang. Fasilitas I dimulai
sejak tanggal 30 Agustus 2013 dan telah jatuh tempo pada
tanggal 28 Agustus 2014 dengan tingkat suku bunga
kontraktual setahun sebesar 8,75% pada tahun 2014
(2013: 8,75%). Fasilitas II dimulai sejak tanggal
30 Agustus 2013 dan telah jatuh tempo pada tanggal
4 September 2014 dengan tingkat suku bunga kontraktual
setahun sebesar 8,75% pada tahun 2014 (2013: 8,75%).
Fasilitas III dimulai sejak tanggal 29 Agustus 2014 dan
jatuh tempo pada tanggal 30 November 2015 dengan
pada tahun 2014. Fasilitas IV dimulai sejak tanggal
30 Agustus 2013 dan jatuh tempo pada tanggal
8 Desember 2015 dengan tingkat suku bunga kontraktual
setahun sebesar 10,50% pada tahun 2014.
ADMF has a working capital facility from Bank Nobu with

a maximum credit limit amounting to Rp50,000 (facility I),
Rp50,000 (facility II), Rp50,000 (facility III) and Rp50,000
(facility IV). Facility III and IV are revolving working capital
facilities. Facility I started on 30 August 2013 and had
matured on 28 August 2014 with contractual interest rate
per annum at 8.75% in 2014 (2013: 8.75%). Facility II
started on 30 August 2013 and had matured on
4 September 2014 with contractual interest rate per
annum at 8.75% in 2014 (2013: 8.75%). Facility III started
on 29 August 2014 and will mature on 30 November
2015 with contractual interest rate per annum at 10.50%
in 2014. Facility IV started on 30 August 2013 and will
mature on 8 December 2015 with contractual interest rate
per annum at 10.50% in 2014.


DAN ENTITAS ANAK

AND SUBSIDIARIES
PT Bank Nationalnobu Tbk (Bank Nobu) (lanjutan)
PT Bank Nationalnobu
(continued)

sebesar 50% dari batas maksimum kredit (fasilitas I, II, III
dan IV) (Catatan 12). ADMF juga diharuskan untuk
mempertahankan rasio keuangan, seperti rasio jumlah
utang terhadap jumlah ekuitas tidak melebihi rasio 10:1.

maximum credit limit (facility I, II, III and IV) (Note 12).
ADMF is also required to maintain certain financial ratio,
such as debt to equity ratio not to exceed 10:1.

ADMF atau melakukan penggabungan usaha, kecuali
Nobu.

ADMF is not allowed to, among others, hand over
ADMFs assets or enter into a merger, except with prior
written consent from Bank Nobu.


ADMF telah melunasi seluruh utang pokok fasilitas I dan

fasilitas II masing-masing pada tanggal 28 Agustus 2014
dan 4 September 2014.
ADMF had fully paid the outstanding principal of facility I

and facility II on 28 August 2014 and 4 September 2014,
respectively.

Rp766 (2013: Rp691) dikurangkan dari jumlah nilai

(2013: Rp309); while the unamortized portion as of 31
December 2014 amounting to Rp766 (2013: Rp691) was
deducted from the balance of the nominal amount this
loan facility.
PT Bank BCA Syariah (Bank BCA Syariah)
ADMF memiliki fasilitas pembiayaan modal kerja berulang

dengan akad mudharabah dari Bank BCA Syariah dengan
batas maksimum kredit sejumlah Rp55.000, dimulai sejak
tanggal 29 April 2013 dan jatuh tempo pada tanggal
7 Mei 2016 dan 5 Juli 2016. Pembayaran pokok pinjaman
ini dibayarkan setiap satu bulan sekali. Besarnya marjin
keuntungan Bank BCA Syariah per tahun berkisar antara
9,50% - 10,00% pada tahun 2014 (2013: 9,50%).
ADMF has a revolving working capital facility with

mudharabah agreement from Bank BCA Syariah with a
started on 29 April 2013 and maturing on 7 May 2016
and 5 July 2016. Principal of this loan is paid on a
monthly basis. The profit margin per annum for Bank
BCA Syariah ranged from 9.50% - 10.00% in 2014 (2013:
9.50%).

dari batas maksimum kredit (Catatan 12).

maximum credit limit (Note 12).

usaha, melakukan investasi baru, memindahtangankan
kekayaan ADMF atau mengubah nama, tujuan usaha
serta status perusahaan, kecuali dengan persetujuan
tertulis terlebih dahulu dari Bank BCA Syariah.

is not allowed to, among others, enter into a merger,
make a new investment, hand over ADMFs assets or
change the name, business objectives and the status of
ADMF, except with prior written consent from Bank BCA
Syariah.
Tbk
(Bank
Nobu)


DAN ENTITAS ANAK

AND SUBSIDIARIES
PT Bank BCA Syariah (Bank BCA Syariah) (lanjutan)

(continued)


PT Bank Sumitomo Mitsui Indonesia (BSMI)
PT Bank Sumitomo Mitsui Indonesia (BSMI)

dari BSMI dengan batas maksimum kredit sejumlah
Rp375.000, dimulai sejak tanggal 16 Maret 2012 dan jatuh
tempo
pada
tanggal
29
Desember
2014
dan 30 Desember 2014. Tingkat suku bunga kontraktual
setahun berkisar antara 9,50% - 9,98% pada tahun 2014
(2013: 6,60% - 9,55%).
ADMF has a revolving working capital facility from BSMI

which started on 16 March 2012 and maturing on
29 December 2014 and 30 December 2014. Contractual
interest rates per annum ranged from 9.50% - 9.98% in
2014 (2013: 6.60% - 9.55%).

konsumen dengan nilai sekurang-kurangnya sebesar
100% dari jumlah saldo pinjaman yang diterima (Catatan
12). ADMF juga diharuskan untuk mempertahankan rasio


usaha atau mengikat diri sebagai penjamin, kecuali
dengan persetujuan tertulis terlebih dahulu dari BSMI.

ADMF is not allowed to, among others, enter into a
merger or act as a guarantor, except with prior written
consent from BSMI.


ADMF telah melunasi seluruh utang pokok BSMI pada

tanggal 29 Desember 2014 dan 30 Desember 2014.
ADMF had fully paid the outstanding principal of BSMI

loan on 29 December 2014 and 30 December 2014.
PT Bank Pembangunan Daerah Jawa Barat dan

Banten Tbk (Bank BJB)

Banten Tbk (Bank BJB)

BJB dengan batas maksimum kredit sejumlah Rp250.000,
dimulai sejak tanggal 19 Juni 2012 dan jatuh tempo pada
tanggal 20 Desember 2014 dengan tingkat suku bunga
kontraktual setahun berkisar antara 8,00% - 10,00% pada
tahun 2014 (2013: 8,00%).
ADMF has a working capital facility from Bank BJB with a

started on 19 June 2012 and will mature on
20 December 2014 with contractual interest rates per
annum ranging from 8.00% - 10.00% in 2014 (2013:
8.00%).

terhadap utang lancar tidak kurang dari 1,2:1.

liability ratio of not less than 1.2:1.


DAN ENTITAS ANAK

AND SUBSIDIARIES

Banten Tbk (Bank BJB) (lanjutan)

Banten Tbk (Bank BJB) (continued)

diperkenankan antara lain, melakukan investasi atau
pemberitahuan tertulis terlebih dahulu kepada Bank BJB.

is not allowed to, among others, make an investment or
act as a guarantor, except with prior written consent
notification to BJB.



Rp79; sedangkan bagian yang belum diamortisasi pada
tanggal 31 Desember 2014 adalah nihil.

statement of comprehensive income amounted to Rp79;
while the unamortized portion as of 31 December 2014
was nill.
ADMF telah melunasi seluruh utang pokok BJB pada

ADMF had fully paid the outstanding principal of the BJB

loan on 20 December 2014.
JPMorgan Chase
(JPMorgan)
JPMorgan Chase
(JPMorgan)
Bank,
N.A.,
Cabang
Jakarta
Bank,
N.A.,
Jakarta
Branch

dari JPMorgan sejumlah Rp228.000, dimulai sejak tanggal
11 Oktober 2013 dan jatuh tempo pada tanggal
19 Desember 2014. Tingkat suku bunga kontraktual
setahun sebesar 10,94% pada tahun 2014 (2013:
10,94%).
ADMF has a revolving working capital facility from

JPMorgan amounting to Rp228,000, which started on
11 October 2013 and maturing on 19 December 2014.
The contractual interest rate per annum is at 10.94% in
2014 (2013: 10.94%).

persetujuan tertulis terlebih dahulu dari JPMorgan.

act as a guarantor, except with prior written consent from
JPMorgan.


ADMF telah melunasi seluruh utang pokok JPMorgan

pada tanggal 19 Desember 2014.
ADMF had fully paid the outstanding principal of

JPMorgan on 19 December 2014.
PT Bank Panin Syariah Tbk (Bank Panin Syariah)
ADMF memiliki fasilitas pembiayaan modal kerja dengan

akad waad mudharabah dari Bank Panin Syariah dengan
batas maksimum kredit sejumlah Rp80.000, dimulai sejak
tanggal 17 Desember 2012 dan jatuh tempo pada tanggal
18 Desember 2014. Pembayaran pokok pinjaman ini
dibayarkan setiap enam bulan sekali. Besarnya marjin
keuntungan Bank Panin Syariah per tahun sebesar 9,75%
pada tahun 2014 (2013: 9,75%).
ADMF has a working capital facility with waad

mudharabah agreement from Bank Panin Syariah with a
started on 17 December 2012 and maturing on 18
December 2014. Principal of this loan is paid twice a
year. The profit margin per annum for Bank Panin
Syariah was at 9.75% in 2014 (2013: 9.75%).


DAN ENTITAS ANAK

AND SUBSIDIARIES

(lanjutan)

(continued)


outstanding borrowings (Note 12).

ADMF atau mengubah nama, tujuan usaha serta status
perusahaan, kecuali dengan persetujuan usaha tertulis
terlebih dahulu dari Bank Panin Syariah.

is not allowed to, among others, hand over ADMFs
assets or change the name, business objectives and the
status of ADMF,except with prior written consent from
Bank Panin Syariah.


ADMF telah melunasi seluruh utang pokok Bank Panin

Syariah pada tanggal 18 Desember 2014.
ADMF had fully paid the outstanding principal of Bank

Panin Syariah on 18 December 2014.
PT Bank BNI Syariah (BNI Syariah)
PT Bank BNI Syariah (BNI Syariah)

dengan akad mudharabah dari BNI Syariah dengan batas
maksimum kredit sejumlah Rp100.000, dimulai sejak
tanggal 17 Desember 2012 dan berakhir pada tanggal
19 Desember 2014. Pembayaran pokok pinjaman ini
dibayarkan setiap enam bulan sekali. Besarnya marjin
keuntungan BNI Syariah sebesar 9,55% pada tahun 2014
(2013: 9,55%).
ADMF has a revolving working capital facility with

mudharabah agreement from BNI Syariah with a
started on 17 December 2012 and maturing on 19
December 2014. Principal of this loan is paid twice a
year. The annual profit margin of BNI Syariah was at
9.55% in 2014 (2013: 9.55%).

dari saldo pinjaman yang diterima (Catatan 12). ADMF
juga diharuskan untuk mempertahankan rasio keuangan,


usaha atau memindahtangankan kekayaan ADMF, kecuali
dengan pemberitahuan tertulis terlebih dahulu kepada
Bank BNI Syariah.

is not allowed to, among others, enter into merger or
hand over ADMFs assets, except with prior written
notification to Bank BNI Syariah.


ADMF telah melunasi seluruh utang pokok BNI Syariah

ADMF had fully paid the outstanding principal of BNI

Syariah on 19 December 2014.
Pinjaman dari Bank/Lembaga Keuangan Lain
Placements by Other Banks/Financial Institutions
Bank memiliki fasilitas kredit sehubungan dengan

penggabungan usaha eks 8 BTO dengan Bank yang
diperoleh dari BCA dimana penyelesaian pinjaman ini
harus mendapatkan persetujuan dari Badan Penyehatan
Perbankan Nasional (BPPN).
The Bank has credit facilities in relation to the Banks

merger with 8 BTOs obtained from BCA where the
settlement of this borrowing is subject to Indonesian
Banking Restructuring Agency (IBRA) approval.


DAN ENTITAS ANAK

AND SUBSIDIARIES
BNP Paribas (Singapura) - Sindikasi
BNP Paribas (Singapore) - Syndicated
ADMF memiliki fasilitas pinjaman modal kerja sindikasi

dengan
batas
maksimum
kredit
sejumlah
USD200.000.000 (fasilitas I). BNP Paribas (Singapura),
PT Bank Rakyat Indonesia Tbk., (New York Agency),
The Korea Development Bank (Singapura), BDO Unibank
Inc., BDO Private Bank Inc., First Gulf Bank PJSC
(Singapura), Qatar National Bank SAQ (Singapura), Mega
International Commercial Bank Co. Ltd., Aozora Bank Ltd.,
The Bank of East Asia Limited (Singapura), Chang Hwa
Commercial Bank Ltd, (Singapura), Hua Nan Commercial
Bank Ltd. (Singapura) dan Land Bank of Taiwan
sebagai
original
lenders.
(Singapura)
bertindak
BNP Paribas bertindak sebagai mandated lead arranger
dan PT Bank BNP Paribas Indonesia bertindak sebagai
security agent. Jangka waktu pinjaman dimulai sejak
tanggal 25 November 2013 dan jatuh tempo berkisar
antara tanggal 6 Desember 2016 sampai dengan
6 Februari 2017. Pembayaran pokok pinjaman ini
dilakukan setiap tiga bulan sekali dengan tingkat suku
bunga kontraktual per tahun berpatokan pada USD 3
bulan LIBOR ditambah dengan tingkat marjin sebesar
1,80% yaitu berkisar antara 2,02% - 2,05% pada tahun
2014 (2013: 2,04% - 2,05%).
ADMF has a syndicated working capital loan facility with

a maximum credit limit amounting to USD200,000,000
(facility I). BNP Paribas (Singapore), PT Bank Rakyat
Indonesia Tbk, (New York Agency), The Korea
Development Bank (Singapore), BDO Unibank Inc.,
BDO Private Bank Inc., First Gulf Bank PJSC
(Singapore), Qatar National Bank SAQ (Singapore),
Mega International Commercial Bank Co. Ltd., Aozora
Bank Ltd., The Bank of East Asia Limited (Singapore),
Chang Hwa Commercial Bank Ltd., (Singapore), Hua
Nan Commercial Bank Ltd. (Singapore) and Land Bank
of Taiwan (Singapore) acted as original lenders.
BNP Paribas acted as mandated lead arranger and
PT Bank BNP Paribas Indonesia acted as security agent.
The facility started on 25 November 2013 and will mature
from 6 December 2016 to 6 February 2017. Principal of
this loan is paid on a quarterly basis with contractual
interest rate per annum based on 3 month USD LIBOR
plus margin rates at 1.80% with aggregate interest
earned ranged from 2.02% - 2.05% in 2014 (2013: 2.04%
- 2.05%).

dengan
batas
maksimum
kredit
sejumlah
USD300.000.000 (fasilitas II). BNP Paribas (Singapura),
Deutsche Bank AG (Singapura), The Bank of TokyoMitsubishi UFJ, Ltd. (Jakarta), Citibank N.A. (Singapura),
CTBC Bank Co., Ltd. (Singapura), Mega International
Commercial Bank Co., Ltd., State Bank of India
(Singapura), Aozora Bank, Ltd., Chang Hwa Commercial
Bank, Ltd. (Singapura), First Commercial Bank, The
Gunma Bank, Ltd., JA Mitsui Leasing, Ltd., Land Bank of
Taiwan (Singapura), The Chugoku Bank, Ltd. dan E.SUN
Commercial Bank, Ltd. (Singapura) bertindak sebagai
original lenders. BNP Paribas, The Bank of TokyoMitsubishi UFJ, Ltd., Deutsche Bank AG (Singapura) dan
Citigroup Global Markets Singapore PTE. Ltd., bertindak
sebagai mandated lead arrangers dan PT Bank BNP
Paribas Indonesia bertindak sebagai security agent.
Jangka waktu pinjaman dimulai sejak tanggal 28 April
2014 dan jatuh tempo berkisar antara tanggal 9 Mei 2017
sampai dengan 28 November 2017. Pembayaran pokok
pinjaman ini dilakukan setiap tiga bulan sekali dengan
tingkat suku bunga kontraktual per tahun berpatokan pada
USD 3 bulan LIBOR ditambah dengan tingkat marjin
sebesar 1,75% yaitu berkisar antara 1,97% - 1,99% pada
tahun 2014.

(facility II). BNP Paribas (Singapore), Deutsche Bank AG
(Singapore), The Bank of Tokyo-Mitsubishi UFJ, Ltd.
(Jakarta), Citibank N.A. (Singapore), CTBC Bank Co.,
Ltd. (Singapore), Mega International Commercial Bank
Co., Ltd., State Bank of India (Singapore), Aozora Bank,
Ltd., Chang Hwa Commercial Bank, Ltd. (Singapore),
First Commercial Bank, The Gunma Bank, Ltd., JA Mitsui
Leasing, Ltd., Land Bank of Taiwan (Singapore), The
Chugoku Bank, Ltd. and E.SUN Commercial Bank, Ltd.
(Singapore) acted as original lenders. BNP Paribas, The
Bank of Tokyo-Mitsubishi UFJ, Ltd., Deutsche Bank AG
(Singapore) and Citigroup Global Markets Singapore
PTE. Ltd., acted as mandated lead arrangers and
PT Bank BNP Paribas Indonesia acted as security agent.
The facility started on 28 April 2014 and will mature from
9 May 2017 to 28 November 2017. Principal of this loan
is paid on a quarterly basis with contractual interest rate
per annum based on 3 month USD LIBOR plus margin
rate at 1.75% whit aggregate interest rates ranging from
1.97% - 1.99% in 2014.


DAN ENTITAS ANAK

AND SUBSIDIARIES
BNP Paribas (Singapura) - Sindikasi (lanjutan)
BNP Paribas (Singapore) - Syndicated (continued)

dengan
batas
maksimum
kredit
sejumlah
USD100.000.000 (fasilitas III). BNP Paribas (Singapura)
dan The Korea Development Bank (Singapura) bertindak
sebagai original lenders. BNP Paribas (Singapura)
bertindak sebagai mandated lead arrangers dan PT Bank
BNP Paribas Indonesia bertindak sebagai security agent.
Jangka waktu pinjaman dimulai sejak tanggal
17 November 2014 dan jatuh tempo pada tanggal
28 November 2017. Pembayaran pokok pinjaman ini
dilakukan setiap tiga bulan sekali dengan tingkat suku
1,75% yaitu sebesar 1,99% pada tahun 2014.

(facility III). BNP Paribas (Singapore) and The Korea
Development Bank (Singapore) acted as original lenders.
BNP Paribas (Singapore) acted as mandated lead
arrangers and PT Bank BNP Paribas Indonesia acted as
security agent. The facility started on 17 November 2014
and will mature on 28 November 2017. Principal of this
loan is paid on a quarterly basis with contractual interest
rate per annum based on 3 month USD LIBOR plus
margin rate at 1.75% with aggregate interest at 1.99% in
2014.

sebesar 50% dari jumlah saldo pinjaman yang diterima
(fasilitas I, II dan III) (Catatan 12). ADMF juga diharuskan
untuk mempertahankan rasio keuangan, seperti rasio
jumlah utang terhadap jumlah ekuitas tidak melebihi rasio
10:1.

outstanding borrowings (facility I, II and III) (Note 12).
such as debt to equity ratio not to exceed 10:1.

diperkenankan antara lain, menjual, memindahkan dan
mengalihkan jaminan, kecuali dengan persetujuan tertulis
terlebih dahulu dari original lenders.

is not allowed to, among others, sell, transfer and assign
the collateral, except with prior written consent from
original lenders.


the requirements set out in this loan facility agreement.

laporan laba rugi komprehensif sebesar Rp26.618 (2013:
Rp532); sedangkan bagian yang belum diamortisasi pada
tanggal 31 Desember 2014 sebesar Rp58.033 (2013:
Rp29.380) dikurangkan dari jumlah nilai nominal fasilitas
pinjaman ini.

expenses of this loan facility charged to the statement of
comprehensive income amounted to Rp26,618 (2013:
Rp532); while the unamortized portion as of
Rp29,380) was deducted from the balance of the nominal
amount of this loan facility.
Pada tanggal 31 Desember 2014, saldo pinjaman yang

diterima dalam mata uang Dolar Amerika Serikat sebesar
USD426.666.667 (2013: USD80.000.000), termasuk
bunganya telah dilindung nilai dengan kontrak cross
currency swap (Catatan 10).
As of 31 December 2014, the outstanding balance of the

borrowing denominated in United States Dollar
amounting to USD426,666,667 (2013: USD80,000,000),
including the interest was hedged by cross currency
swap (Note 10).


DAN ENTITAS ANAK

AND SUBSIDIARIES
Development Bank of Singapore (DBS), Ltd.
ADMF memiliki fasilitas pinjaman modal kerja dari DBS

dengan
batas
maksimum
kredit
sejumlah
USD100.000.000 (fasilitas I), USD100.000.000 (fasilitas II),
USD100.000.000 (fasilitas III), USD100.000.000 (fasilitas
IV), USD100.000.000 (fasilitas V) dan USD100.000.000
(fasilitas VI). Jangka waktu fasilitas I dimulai sejak tanggal
10 Juli 2012 dan telah jatuh tempo berkisar antara tanggal
7 Maret 2013 sampai dengan 12 Maret 2013 dengan
tingkat suku bunga kontraktual per tahun berpatokan pada
USD 6 bulan SIBOR ditambah dengan tingkat marjin
sebesar 1,25% yaitu berkisar antara 1,95% - 1,96% pada
tahun 31 Desember 2013. Jangka waktu fasilitas II dimulai
sejak tanggal 19 Oktober 2012 dan telah jatuh tempo
berkisar antara tanggal 3 Juni 2013 sampai dengan 7 Juni
2013 dengan tingkat suku bunga kontraktual per tahun
berpatokan pada USD 6 bulan SIBOR ditambah dengan
tingkat marjin sebesar 1,25% yaitu 1,78% pada tahun
2013. Jangka waktu fasilitas III dimulai sejak tanggal
21 Januari 2013 dan telah jatuh tempo berkisar antara
tanggal 7 Oktober 2013 sampai dengan 4 November 2013
dengan tingkat suku bunga kontraktual per tahun
berpatokan pada USD 6 bulan SIBOR ditambah dengan
tingkat marjin sebesar 1,25% yaitu berkisar antara 1,69% 1,70% pada tahun 2013. Jangka waktu fasilitas IV dimulai
sejak tanggal 7 Maret 2013 dan telah jatuh tempo berkisar
antara tanggal 22 Mei 2014 sampai dengan 10 Juni 2014
dengan tingkat suku bunga kontraktual per tahun
berpatokan pada USD 6 bulan LIBOR ditambah dengan
tingkat marjin sebesar 1,65% yaitu berkisar antara 1,99% 2,00% pada tahun 2014 (2013: 2,00% - 2,07%). Jangka
waktu fasilitas V dimulai sejak tanggal 25 April 2013 dan
telah jatuh tempo berkisar antara tanggal 29 Januari 2014
sampai tanggal 4 Agustus 2014 dengan tingkat suku
bulan LIBOR ditambah dengan tingkat marjin berkisar
antara 1,35% - 1,85% yaitu berkisar antara 1,75% - 2,25%
pada tahun 2014 (2013: 1,75% - 2,25%). Jangka waktu
fasilitas VI dimulai sejak tanggal 15 September 2014 dan
jatuh tempo berkisar antara tanggal 26 Oktober 2014
sampai tanggal 4 November 2015 dengan tingkat suku
2014.
ADMF has working capital facilities from DBS with a

maximum credit limit amounting to USD100,000,000
(facility I), USD100,000,000 (facility II), USD100,000,000
(facility III), USD100,000,000 (facility IV), and
USD100,000,000 (facility V) and USD100,000,000
(facility VI). The facility I started on 10 July 2012 and
matured from 7 March 2013 to 12 March 2013 with
contractual interest rate per annum based on 6 months
USD SIBOR plus margin rate at 1.25% which ranged
from 1.95% - 1.96% in 2013. The facility II started on
19 October 2012 and matured from 3 June 2013 to
7 June 2013 with contractual interest rate per annum
based on 6 months USD SIBOR plus margin rate at
1.25% which is 1.78% in 2013. The facility III started on
21 January 2013 and had matured from 7 October 2013
to 4 November 2013 with contractual interest rate per
annum based on 6 months USD SIBOR plus margin rate
at 1.25% which ranged from 1.69% - 1.70% in 2013. The
facility IV started on 7 March 2013 and had matured from
22 May 2014 to 10 June 2014 with contractual interest
rate per annum based on 6 months USD LIBOR plus
margin rate at 1.65% which ranged from 1.99% - 2.00%
in 2014 (2013: 2.00% - 2.07%). The facility V started on
25 April 2013 and had matured ranging from 29 January
2014 to 4 August 2014 with contractual interest rate per
annum based on 6 months USD LIBOR plus margin rate
ranging from 1.35% - 1.85% resulting in interest rates
ranging from 1.75% - 2.25% in 2014 (2013: 1.75% 2.25%). The facility VI started on 15 September 2014
maturing from 26 October 2014 to 4 November 2015
with contractual interest rate per annum based on
6 months USD LIBOR plus margin rate at 1.85% with
aggregate interest ranging from 2.17% - 2.18% in 2014.


DAN ENTITAS ANAK

AND SUBSIDIARIES

(lanjutan)

(continued)
Fasilitas pinjaman ini dijamin dengan piutang pembiayaan

100% (fasilitas I) dan 50% (fasilitas VI) dari jumlah saldo
pinjaman yang diterima, sedangkan fasilitas II, III, IV dan V
tidak dijamin oleh jaminan khusus (Catatan 12). ADMF
melebihi rasio 7,5:1.

receivables with a minimum amount of 100% (facility I)
and 50% (facility VI) of total outstanding borrowings,
while facility II, III, IV and V are unsecured (Note 12).
such as debt to equity ratio not to exceed 7.5:1.

diperkenankan antara lain, menjual, memindahkan dan
mengalihkan jaminan, kecuali dengan persetujuan tertulis
terlebih dahulu dari DBS.

ADMF is not allowed to, among others, sell, transfer and
assign the collateral, except with prior written consent
from DBS.
ADMF telah melunasi seluruh utang pokok DBS (fasilitas I)

berkisar antara tanggal 7 Maret 2013 sampai dengan
12 Maret 2013, (fasilitas II) berkisar antara tanggal 3 Juni
2013 sampai dengan 7 Juni 2013, (fasilitas III) berkisar
antara tanggal 7 Oktober 2013 sampai dengan
4 November 2013, (fasilitas IV) berkisar antara tanggal
22 Mei 2014 sampai dengan 10 Juni 2014 dan (fasilitas V)
berkisar antara tanggal 29 Januari 2014 sampai dengan
4 Agustus 2014.
ADMF has fully paid the outstanding principal of DBS

(facility I) from 7 March 2013 to 12 March 2013, (facility
II) from 3 June 2013 to 7 June 2013, (facility III) from
7 October 2013 to 4 November 2013, (facility IV) from
22 May 2014 to 10 June 2014 and (facility V) from
29 January 2014 to 4 August 2014.


the requirements set out in this loan facility agreement.

Rp222 (2013: Rp96) dikurangkan dari jumlah nilai nominal

31 December 2014 amounted to Rp222 (2013: Rp96); is
deducted from the balance of the nominal amount this
loan facility.
Pada tanggal 31 Desember 2014, saldo pinjaman yang

diterima dalam mata uang Dolar Amerika Serikat sebesar
USD100.000.000 (2013: USD200.000.000), termasuk
bunganya telah dilindung nilai dengan kontrak cross
currency swap (Catatan 10).
As of 31 December 2014, the outstanding balance

of the borrowings denominated in United States
Dollar
amounting to USD100,000,000 (2013:
USD200,000,000), including the interest, was hedged by
cross currency swap (Note 10).


DAN ENTITAS ANAK

AND SUBSIDIARIES
International Finance Corporation (IFC)
International Finance Corporation (IFC)
Bank memiliki fasilitas kredit yang diperoleh dari IFC untuk

disalurkan sebagai kredit kepada pengusaha kecil dan
menengah, kredit konsumen, dan kredit usaha mikro.
Fasilitas kredit yang diperoleh setara dengan
USD150.000.000 dan jatuh tempo pada tanggal
15 Desember 2013. Tingkat suku bunga setahun berkisar
antara 2,29% - 10,72% per tahun untuk tahun yang
berakhir pada tanggal 31 Desember 2013. Bank telah
melunasi seluruh utang pokok fasilitas kredit tersebut.
The Bank has credit facility obtained from IFC to finance

small and medium scale enterprises, consumer, and
microfinance lending. Total facility is equivalent to
USD150,000,000 and matured on 15 December 2013.
Interest rate ranged from 2.29% - 10.72% per annum for
the year ended 31 December 2013. The Bank has fully
paid the outstanding principal of this facility.
Bank memperoleh fasilitas kredit yang baru dari IFC

dengan jumlah setara dengan USD 75.000.000 dan akan
jatuh tempo pada tanggal 15 November 2018. Tingkat
suku bunga kontraktual adalah LIBOR 6 bulan + 1,87%
per tahun. Saldo pinjaman pada tanggal 31 Desember
2014 adalah sebesar USD66.666.667 atau setara dengan
Rp825.667 (Catatan 54) (2013: sebesar USD75.000.000
atau setara dengan Rp912.750).
The Bank obtained new credit facility from IFC with total
facility equivalent to USD75,000,000 and will mature on
15 November 2018. Contractual interest rate is at
6 month LIBOR + 1.87% per annum. The outstanding
balance of the borrowing as of 31 December 2014
amounted to USD66,666,667
or equivalent to
Rp825,667
(Note 54)
(2013:
amounted
to
USD75,000,000 or equivalent to Rp912,750).
Perjanjian pinjaman ini mencakup adanya pembatasanpembatasan tertentu yang umumnya diharuskan dalam
pemberian fasilitas kredit, antara lain, pembatasan untuk
melakukan penggabungan usaha atau konsolidasi dengan
pihak lain, mengadakan transaksi dengan pihak lain selain
yang timbul dalam kegiatan usaha yang normal dengan
persyaratan komersial yang normal dan merupakan
transaksi yang wajar, melakukan perubahan atas
Anggaran Dasar yang menyebabkan ketidakkonsistenan
dengan perjanjian ini, atau melakukan perubahan tahun
fiskal; menjual, memindahkan, menyewakan atau
sebaliknya menjual semua atau sebagian besar aset yang
dimiliki baik dalam satu transaksi maupun beberapa
transaksi (di luar aset untuk sekuritisasi) tanpa
pemberitahuan secara tertulis sebelumnya kepada IFC;
mempertahankan rasio-rasio keuangan tertentu seperti
Kewajiban Penyediaan Modal Minimum, Posisi Devisa
Neto, Batas Maksimum Pemberian Kredit Bank Umum,
Open Credit Exposure Ratio, Interest Rate Gap Ratio, dan
Actuarial Maturity Gap Ratio yang disepakati, dan
pembatasan pemberian dividen.
This loan agreement includes certain covenants which

are normally required for such credit facilities, among
others, limitations to initiate merger or consolidation with
other parties, enter into any transaction except in the
ordinary course of business on ordinary commercial
terms and on the basis of arms-length arrangement,
change the Articles of Association in any manner which
would be inconsistent with the provisions of this
agreement, or change the fiscal year; sell, transfer, lease
or otherwise dispose of all or a substantial part of the
assets whether in a single transaction or in a series of
transactions (excluding assets for securitization) without
prior written notification to IFC; maintenance of certain
agreed financial ratios such as Capital Adequacy Ratio,
Net Open Position, Legal Lending Limit for Commercial
Bank, Open Credit Exposure Ratio, Interest Rate Gap
Ratio and Actuarial Maturity Gap Ratio, and limitation on
distributing dividend.
Pembatasan pemberian dividen yang dimaksud adalah

kecuali jika disetujui oleh IFC, Bank dilarang untuk
mengumumkan atau membayar dividen ataupun
mendistribusikan sahamnya (selain dividen atau distribusi
terutang dalam bentuk saham Bank), atau melakukan
pembelian, menarik kembali, atau memperoleh saham
Bank atau memberikan opsi terhadap saham Bank jika
Wanprestasi atau Potensi Wanprestasi telah terjadi dan
masih berlangsung, atau Bank tidak memenuhi
pembatasan keuangan (financial covenants), atau Bank
mengalami kerugian pada tahun buku dimana dividen
dipertimbangkan.
Limitation on distributing dividend means that unless IFC

otherwise agrees, the Bank shall not declare or pay any
dividend or make any distribution on its share capital
(other than dividends or distributions payable in shares of
the Bank), or purchase, redeem, or otherwise acquire
any shares of the Bank or grant option over them if an
Event of Default or Potential Event of Default has
occurred and is then continuing, or the Bank does not
comply with financial covenants, or the Bank incurred a
loss in the fiscal year for which the dividend is
considered.


DAN ENTITAS ANAK

AND SUBSIDIARIES
International Finance Corporation (IFC) (lanjutan)
International Finance Corporation (IFC) (continued)
Pada tanggal-tanggal 31 Desember 2014 dan 2013, Bank

telah
mematuhi
semua
pembatasan-pembatasan
sehubungan dengan perjanjian pinjaman dengan IFC
tersebut.
As of 31 December 2014 and 2013, the Bank has

complied with the aforementioned covenants in relation
to the loan agreements with IFC.
Wells Fargo Bank, National Bank
Wells Fargo Bank, National Bank
Bank memiliki fasilitas pinjaman yang diterima dari Wells

Fargo Bank, National Bank yang akan digunakan untuk
keperluan ekspansi kredit portofolio kepada nasabah
usaha kecil dan menengah. Batas maksimum pinjaman ini
sebesar USD50.000.000, dimulai pada tanggal 13 Maret
2013 dan akan jatuh tempo pada tanggal 14 Maret 2016.
Tingkat suku bunga kontraktual berpatokan pada suku
bunga LIBOR ditambah marjin sebesar 1,55% per tahun.
The Bank has a credit facility received from Wells Fargo

Bank, National Bank which will be used only to expand
the small medium enterprise loan portfolio. The
maximum principal of this facility amounted to
USD50,000,000, and started on 13 March 2013 and will
mature on 14 March 2016. The contractual interest rate
is benchmarked on LIBOR interest rate plus margin rate
at 1.55% per annum.
Perjanjian pinjaman ini mencakup adanya pembatasanpembatasan tertentu yang umumnya diharuskan dalam
pemberian fasilitas kredit antara lain menjaga aset yang
digunakan dalam bisnis, menjaga keberadaan usaha
termasuk ijin usaha, kepatuhan terhadap semua
peraturan, kepatuhan terhadap penggunaan pinjaman,
dan juga kepatuhan terhadap pembatasan sesuai dengan
yang diwajibkan oleh Overseas Private Investment
Corporation (OPIC).
This loan agreement includes certain covenants which

are normally required for such credit facilities among
others, maintain all of the assets which are used in the
conduct of the business, maintain corporate existence
including business license, compliance with all applicable
laws and regulations, comply with the intends use of loan
facility proceeds, and also comply with all covenants as
required by Overseas Private Investment Corporation
(OPIC).
Pada tanggal 31 Desember 2014, Bank telah mematuhi

semua pembatasan-pembatasan penting sehubungan
dengan perjanjian pinjaman dengan Wells Fargo Bank.
As of 31 December 2014, the Bank complied with the

aforementioned covenants in relation to the loan
agreement with Wells Fargo Bank.
Australia and New Zealand Banking Group Ltd. (ANZ) Cabang Singapura
Australia and New Zealand Banking Group Ltd.

(ANZ) - Singapore Branch
ADMF memiliki fasilitas pinjaman modal kerja dari ANZ

dengan batas maksimum kredit sejumlah USD30.000.000,
dimulai sejak tanggal 14 Maret 2014 dan jatuh tempo pada
tanggal 9 Mei 2016 dengan tingkat suku bunga kontraktual
per tahun berpatokan pada USD 3 bulan LIBOR ditambah
dengan tingkat marjin sebesar 1,80% yaitu berkisar antara
2,02% - 2,04% pada tahun 2014.
ADMF has a working capital facility from ANZ with a

maximum credit limit amounting to USD30,000,000,
which started on 14 March 2014 and maturing on 9 May
2016 with contractual interest rate per annum based on
3 months USD LIBOR plus margin rate at 1.80% with
aggregate interest at rates ranging from 2.02% - 2.04%
in 2014.
Fasilitas pinjaman ini dijamin oleh piutang pembiayaan



persetujuan tertulis terlebih dahulu dari ANZ.

ANZ.


DAN ENTITAS ANAK

AND SUBSIDIARIES
Australia and New Zealand Banking Group Ltd. (ANZ) Cabang Singapore (lanjutan)
Australia and New Zealand Banking Group Ltd.

(ANZ) - Singapore Branch (continued)



Rp990; sedangkan bagian yang belum diamortisasi pada
tanggal 31 Desember 2014 sebesar Rp2.991 dikurangkan
dari jumlah nilai nominal fasilitas pinjaman ini.

statement of comprehensive income amounted to
Rp990; while the unamortized portion as of 31 December
2014 amounting to Rp2,991 was deducted of the
nominal amount of this loan facility.
Saldo pinjaman yang diterima dalam mata uang Dolar

Amerika Serikat sebesar USD30.000.000 pada tanggal
31 Desember 2014 termasuk bunganya, telah dilindung
nilai dengan kontrak cross currency swap (Catatan 10).
The outstanding balance of the borrowings denominated

in United States Dollar amounting to USD30,000,000 as
of 31 December 2014, including the interest, was hedged
by cross currency swap (Note 10).
Pinjaman Bankers Acceptance
Bankers Acceptance
Pada tanggal-tanggal 31 Desember 2014 dan 2013, akun

ini merupakan pinjaman antar bank yang diperoleh Bank
dari berbagai bank luar negeri. Pada tanggal 31 Desember
2014, saldo pinjaman ini adalah USD25.000.000 (Catatan
54) (2013: USD244.891.926) dengan tingkat suku bunga
1,03% per tahun untuk tahun yang berakhir pada tanggal
31 Desember 2014 (2013: berkisar antara 0,80% - 1,22%
per tahun).
As of 31 December 2014 and 2013, this account

represents interbank borrowings obtained by the Bank
from various foreign banks. As of 31 December 2014,
the outstanding borrowing amounted to USD25,000,000
(Note 54) (2013: USD244,891,926) with interest rate at
1.03% per annum for the year ended 31 December 2014
(2013: ranging from 0.80% - 1.22% per annum).
Citibank N.A., Cabang Indonesia (Citibank)
Citibank N.A.,Indonesia Branch (Citibank)
Bank memperoleh fasilitas kredit dari Citibank sebesar

USD20.000.000 dan akan jatuh tempo pada tanggal
3 Agustus 2016. Pada tanggal 31 Desember 2014, saldo
pinjaman ini adalah sebesar USD20.000.000 (Catatan 54)
atau setara dengan Rp247.700 (2013: USD20.000.000
atau setara dengan Rp243.400) dengan tingkat suku
bunga sebesar 1,73% untuk tahun yang berakhir pada
tanggal 31 Desember 2014 (2013: tingkat suku bunga
berkisar antara 2,01% - 2,33%).
The Bank has credit facility from Citibank amounting to

USD20,000,000 which will mature on 3 August 2016. As
of 31 December 2014, this outstanding borrowing
amounted to USD20,000,000 (Note 54) or equivalent to
Rp247,700 (2013: USD20,000,000 or equivalent to
Rp243,400) with interest at 1.73% for the year ended
31 December 2014 (2013: interest rate ranged from
2.01% - 2.33%).
Pembiayaan Kembali Letter of Credit
Letter of Credit Refinancing
Akun ini merupakan pinjaman antar bank yang diperoleh

Bank dari berbagai bank luar negeri. Pada tanggal
31 Desember 2014, pinjaman ini telah dibayar penuh.
Pada tanggal 31 Desember 2013, saldo pinjaman ini
sebesar Rp2.841.076 dengan tingkat suku bunga 1,01% 1,28% pada tahun 2013.
This account represents interbank borrowings obtained

by the Bank from various foreign banks. As of
31 December 2014, this borrowing had been fully paid.
The outstanding balances as of 31 December 2013 was
USD2,841,076 with interest at rates ranging from 1.01%
- 1.28%.


DAN ENTITAS ANAK

AND SUBSIDIARIES
Bank of Tokyo-Mitsubishi UFJ Ltd., Cabang Jakarta

(BTMU)
Bank of Tokyo-Mitsubishi UFJ Ltd., Jakarta Branch

(BTMU)
ADMF memiliki fasilitas pinjaman modal kerja dari BTMU

dengan batas maksimum kredit sejumlah USD25.000.000,
dimulai sejak tanggal 25 Juli 2011 dan jatuh tempo pada
tanggal 4 Agustus 2014. Pembayaran pokok pinjaman ini
dibayarkan setiap tiga bulan sekali. Tingkat suku bunga
kontraktual setahun berpatokan pada BTMU 3 bulan
SIBOR/LIBOR ditambah dengan tingkat marjin sebesar
2014 (2013: 1,51% - 1,57%).
ADMF has a working capital facility from BTMU with a

maximum credit limit amounting to USD25,000,000,
which started on 25 July 2011 and maturing on 4 August
2014. Principal of this loan is paid on a quarterly basis.
The contractual interest rates per annum are based
on 3 month BTMU SIBOR/LIBOR plus margin rate at
1.25% with aggregate interest ranging from 1.51% 1.57% in 2014 (2013: 1.51% - 1.57%).
Fasilitas pinjaman ini dijamin oleh piutang pembiayaan

100% dari jumlah saldo pinjaman yang diterima (Catatan
12). ADMF juga diharuskan untuk mempertahankan rasio
ekuitas tidak melebihi rasio 7,5:1, dan rasio jumlah
pendapatan terhadap jumlah beban keuangan tidak
kurang dari rasio 2:1.

ratio not to exceed 7.5:1 and total revenue to total
financial charge ratio of at least 2:1.

persetujuan tertulis terlebih dahulu dari BTMU.

BTMU.


ADMF telah melunasi seluruh utang pokok BTMU pada

tanggal 4 Agustus 2014.
ADMF had fully paid the outstanding principal of BTMU

on 4 August 2014.

Rp55 dikurangkan dari jumlah nilai nominal fasilitas
pinjaman ini.

31 December 2013 amounting to Rp55 is deducted from
the balance of the nominal amount of this loan facility.
Saldo pinjaman yang diterima dalam mata uang Dolar

Amerika Serikat sebesar USD6.250.000 pada tanggal 31
Desember 2013, termasuk bunganya, telah dilindung nilai
dengan kontrak cross currency swap (Catatan 10).
The outstanding balance of the borrowings denominated

in United States Dollar amounting to USD6,250,000 as of
31 December 2013, including the interest, were hedged
by cross currency swap (Note 10).


DAN ENTITAS ANAK

AND SUBSIDIARIES
PT Bank OCBC NISP Tbk (OCBC)
PT Bank OCBC NISP Tbk (OCBC)
ADMF memiliki fasilitas pinjaman modal kerja dari OCBC

dengan batas maksimum kredit sejumlah Rp200.000,
dimulai sejak tanggal 11 Agustus 2014 dan jatuh tempo
pada tanggal 11 November 2016.
ADMF has a working capital facility from OCBC with a

started on 11 August 2014 and maturing on
11 November 2016.

dari saldo pinjaman yang diterima (Catatan 12). ADMF


ADMF atau mengikat diri sebagai penjamin, kecuali
dengan pemberitahuan tertulis terlebih dahulu kepada
OCBC.

is not allowed to, among others, hand over ADMFs
assets or act as a guarantor, except with prior written
notification to OCBC.
Pada tanggal 31 Desember 2014, ADMF

melakukan penarikan atas fasilitas pinjaman ini.
belum
As of 31 December 2014, ADMF has not made a

drawdown from the loan facility.


25. PERPAJAKAN
a.
25. TAXATION

Bank
Surat ketetapan pajak
Entitas Anak
a.
2014
Prepaid tax
2013
92.476
92.476
28.347
120.823
92.476
Bank
Tax assessment letter
Subsidiaries
Prepaid tax


DAN ENTITAS ANAK
25. PERPAJAKAN (lanjutan)
b.
25. TAXATION (continued)
Utang pajak
Bank
Pajak Penghasilan Badan
Pajak Penghasilan:
- Pasal 21
- Pasal 23/26
- Pasal 25
Pajak Pertambahan Nilai
b.
2014
2013
25.733
44.473
6.183
37.645
3.377
40.314
11.933
46.150
2.371
104.246
126.501
40.867
38.522
89.100
18.530
79.389
107.630
183.635
234.131
Beban pajak penghasilan

Bank
Kini
Tangguhan
Entitas Anak
Kini
Tangguhan
Konsolidasian
Kini
Tangguhan
Taxes payable
12.568
Entitas Anak
- Pajak Penghasilan Badan
- Pajak Penghasilan Lainnya
c.

AND SUBSIDIARIES
c.
2014
Bank
Corporate Income Tax
Income Tax:
Article 21 Articles 23/26 Article 25 Value Added Tax
Subsidiaries
Corporate Income Tax Other Income Taxes -
Income tax expense

2013
707.458
(144.877)
780.968
(65.517)
562.581
715.451
516.486
(208.195)
723.688
(68.246)
308.291
655.442
1.223.944
(353.072)
1.504.656
(133.763)
870.872
1.370.893
Bank
Current
Deferred
Subsidiaries
Current
Deferred
Consolidated
Current
Deferred


DAN ENTITAS ANAK

AND SUBSIDIARIES

c.
Beban pajak penghasilan (lanjutan)
c. Income tax expense (continued)
Rekonsiliasi antara laba sebelum pajak penghasilan,

seperti yang disajikan dalam laporan laba rugi
komprehensif konsolidasian, dan penghasilan kena
pajak Bank untuk tahun yang berakhir pada tanggaltanggal 31 Desember 2014 dan 2013 adalah sebagai
berikut:
The reconciliation between income before income

tax, as shown in the consolidated statements of
comprehensive income of the Bank, and taxable
income for the years ended 31 December 2014 and
2013 is as follows:
2014
Laba konsolidasian
sebelum pajak penghasilan
Laba sebelum pajak Entitas Anak
Laba sebelum pajak - Bank
Hasil dividen dari Entitas
Anak
Laba akuntansi sebelum pajak
(Bank saja)
Perbedaan temporer:
- Pemulihan kerugian
penurunan nilai atas aset dan
penghapusbukuan pinjaman
- (Keuntungan)/kerugian
yang belum direalisasi atas
perubahan nilai wajar
Pemerintah - neto
- Penyusutan aset tetap
- Pembalikan imbalan
kerja karyawan
- Lain-lain
Perbedaan permanen:
- Hasil dividen dari
Entitas Anak
- Pemulihan kerugian
penurunan nilai atas aset dan
penghapusbukuan pinjaman
- Lain-lain
Penghasilan kena pajak
Beban pajak penghasilan badan
Dikurangi:
Pajak dibayar dimuka pasal 25
Pajak dibayar dimuka badan
2013
3.553.534
5.530.213
(1.442.464)
2.111.070
(2.759.373)
2.770.840
2.810.078
908.265
4.921.148
3.679.105
Consolidated income
before income tax
Income before tax Subsidiaries
Income before tax - Bank
Dividend income
from Subsidiaries
Accounting income before tax
(Bank only)
232
43.123
Temporary differences:
Recovery of impairment losses on assets
and loans written off
Unrealized (gains)/losses from changes in fair
value of marketable
Bonds - net
Depreciation of fixed assets
-
123.000
9.228
84.605
-
Reversal of employee benefits Others -
5.500.656
3.941.170
388.768
134.105
(3.848)
62.360
(2.810.078)
(908.265)
(1.852)
61.869
79.239
(22.012)
47.748
65.230
Permanent differences:
Dividend income from Subsidiaries
Recovery of impairment losses on assets
Depreciation of fixed assets Others -
(2.670.822)
2.829.834
(817.299)
3.123.871
Taxable income
707.458
780.968
(694.890)
12.568
(755.235)
25.733
Laba kena pajak hasil rekonsiliasi di atas akan

menjadi dasar dalam pengisian Surat Pemberitahuan
Tahunan (SPT) pajak untuk tahun yang berakhir
Corporate income tax expense

Less:
Prepaid tax article 25
Prepaid corporate tax
Taxable income from the above reconciliation will

become the basis for filing Annual Corporate Tax
Return for the year ended 31 December 2014.


DAN ENTITAS ANAK

AND SUBSIDIARIES

c.
Rekonsiliasi atas beban pajak penghasilan Bank

dengan perkalian laba akuntansi Bank sebelum pajak
penghasilan dan tarif pajak yang berlaku adalah
sebagai berikut:
Laba sebelum pajak penghasilan Bank, setelah dikurangi bagian laba
atas laba Entitas Anak
Pajak dihitung pada tarif pajak
Beban yang tidak dapat
dikurangkan
The reconciliation between the Banks income tax

expense and the Banks accounting profit before tax
multiplied by the prevailing tax rates is as follows:
2014
2013
4.921.148
3.679.105
1.230.287
919.776
Income before income tax - Bank,

net of equity in net income
of Subsidiaries
Tax calculated at
statutory tax rate
(667.706)
(204.325)
Non-deductible expenses
562.581
715.451
Income tax expense
Bank
Bank
Pemeriksaan pajak tahun 2008
Tax audit for the fiscal year 2008
Pada bulan Februari 2012, Bank menerima Surat

Ketetapan Pajak (SKP) untuk tahun fiskal 2008.
Berdasarkan SKP tersebut, Kantor Pajak menetapkan
kurang bayar atas pajak penghasilan karyawan, pajak
penghasilan pasal 23/26, pajak final pasal 4(2), Pajak
Pertambahan Nilai (PPN), dan pajak penghasilan
badan dengan jumlah keseluruhan Rp106.607. Hasil
pemeriksaan tersebut telah disetujui oleh Manajemen
Bank, kecuali ketetapan kurang bayar pajak
penghasilan badan dan pajak penghasilan pasal 26
Pada tanggal 3 Mei 2012, Bank telah mengajukan
surat keberatan atas penetapan pajak tersebut.
In February 2012, the Bank received tax assessment

letters for the fiscal year 2008. Based on the
assessment letters, the Tax Office confirmed the
underpayment of employee income tax, withholding
tax articles 23/26, final tax article 4(2), Value Added
Tax (VAT), and corporate income tax aggregating
Rp106,607. The result of the audit was agreed by
the Banks Management, except for the assessment
on the underpayment of corporate income tax and
withholding tax articles 26 of Rp30,621 and
Rp61,861, respectively. On 3 May 2012, the Bank
submitted objection letter on the above tax
assessments.
Hasil pemeriksaan yang telah disetujui Manajemen

Bank masing-masing sebesar Rp13.463 dan Rp662
telah dibebankan ke laporan laba rugi komprehensif
konsolidasian tahun 2011 dan 2012.
The tax assessment which was agreed by the

Banks Management of Rp13,463 and Rp662 was
charged to the 2011 and 2012 consolidated
statement of comprehensive income, respectively.
Pada bulan April 2013, Kantor Pelayanan Pajak telah

menerbitkan surat keputusan penolakan permohonan
keberatan pajak penghasilan pasal 26 dan hanya
menyetujui permohonan keberatan pajak penghasilan
badan sebesar Rp6. Pada bulan Juli 2013, Bank telah
mengajukan permohonan banding ke Pengadilan
Pajak atas pajak penghasilan pasal 26 dan pajak
penghasilan badan masing-masing sebesar Rp61.861
dan Rp30.615 dan ditolak oleh Pengadilan Pajak.
Atas penolakan ini Bank telah mengajukan
permohonan peninjauan kembali atas putusan
Pengadilan Pajak ke Mahkamah Agung pada tanggal
26 November 2014.
In April 2013, the Tax Office issued a rejection letter

to the objection letter on withholding tax article 26
and only agreed to the objection on the corporate
income tax of Rp6. In July 2013, the Bank submitted
an appeal to the Tax Court on withholding tax
article 26 and the corporate income tax of Rp61,861
and Rp30,615, respectively, which was rejected by
the Tax Court. The Bank filed a request for tax
reconsideration on the Tax Court decision with the
Supreme Court on 26 November 2014.
Jumlah yang telah dibayarkan sebesar Rp92.476

dicatat sebagai pajak dibayar dimuka.
The amount paid of Rp92,476 is recorded as prepaid

tax.


DAN ENTITAS ANAK

AND SUBSIDIARIES

c.
d.
Bank (lanjutan)
Bank (continued)
Pemeriksaan Pajak atas Pajak Penghasilan Badan

tahun 2009
Tax Audit for 2009 Corporate Income Tax
Pada bulan Desember 2014, Bank menerima Surat

Ketetapan Pajak (SKP) Penghasilan Badan tahun
2009. Berdasarkan SKP tersebut, Kantor Pajak
menetapkan kurang bayar atas pajak penghasilan
badan sebesar Rp8.367.
In December 2014, the Bank received tax

assessment letter for corporate income tax for fiscal
year 2009. Based on the assessment letter, the Tax
Office confirmed the underpayment of corporate
income tax of Rp8,367.
Atas SKP ini, Bank tidak setuju dengan ketetapan

pajak tersebut dan akan mengajukan permohonan
keberatan kepada Direktorat Jenderal Pajak.
The Bank disagrees with the assessment and will file

objection letter to the Directorate General of Tax.
Pemeriksaan Pajak Penghasilan Karyawan tahun

2011
Tax Audit for 2011 Employee Income Tax
Pada bulan Juli 2013, Bank menerima Surat

Ketetapan Pajak (SKP) Penghasilan Karyawan tahun
2011. Berdasarkan SKP tersebut, Kantor Pajak
menetapkan kurang bayar atas pajak penghasilan
karyawan sebesar Rp131.
In July 2013, the Bank received tax assessment

letter for the employee income tax for fiscal year
2011. Based on the assessment letter, the Tax
Office confirmed the underpayment of employee
income tax of Rp131.
Hasil pemeriksaan tersebut telah disetujui oleh

Manajemen Bank dan telah dibebankan ke laporan
laba rugi komprehensif konsolidasian tahun 2013.
The tax assessment has been agreed by the Banks

Management and was charged to the 2013
consolidated statement of comprehensive income.
Aset pajak tangguhan
d.
Deferred tax assets
Bank
Bank
2014
Aset/(liabilitas) pajak
tangguhan:
- Penyisihan kerugian
penurunan nilai atas aset
dan penghapusbukuan
pinjaman
- Kerugian/(keuntungan)
atas perubahan nilai wajar
Pemerintah - neto
- Imbalan kerja karyawan
yang masih harus dibayar
- Lain-lain
- Pendapatan komprehensif
lain
Jumlah aset pajak
tangguhan - neto
Dikreditkan/
(dibebankan) ke laba
rugi/Credited/
(charged) to profit or
loss
1 Januari/
January
627.845
Dikreditkan ke
pendapatan
komprehensif
lain/Credited
to other
comprehensive
income
725.037
(962)
(15.388)
12.442
30.750
15.590
2.307
330.743
5.158
2.307
(2.164)
(2.164)
946.198
144.877
(17.552)
1.073.523
28.792
299.993
(10.432)
-
97.192
31 Desember/
December
Deferred tax assets/

(liabilities):
losses on asset
Unrealized losses/(gains)
from changes in fair
value of marketable
securities and
Government Bonds - net
Accrued employee
benefits
Others
Other comprehensive
income
Total deferred tax

assets - net


DAN ENTITAS ANAK
d.

AND SUBSIDIARIES
Aset pajak tangguhan (lanjutan)
d.
Deferred tax assets (continued)
Bank (lanjutan)
Bank (continued)
2013
1 Januari/
January
tangguhan:
penurunan nilai atas aset
dan penghapusbukuan
pinjaman
- Kerugian/(keuntungan)
atas perubahan nilai wajar
Pemerintah - neto
penurunan nilai atas
piutang lain-lain
Jumlah aset pajak
tangguhan - neto
Dikreditkan/
rugi/Credited/
(charged) to profit or
loss
Dikreditkan ke
pendapatan
komprehensif
lain/Credited
to other
comprehensive
income
31 Desember/
December

(liabilities):
586.137
41.708
(712)
58
29.446
278.842
(21.213)
21.151
10.781
(8.181)
8.181
851.235
65.517
29.446

losses on assets and
627.845
Unrealized losses/(gains)
from changes in fair
value of marketable
securities and
28.792 Government Bonds - net
Accrued employee
benefits
299.993
(10.432) Depreciation of fixed assets
Allowance for
impairment losses on
other receivable
946.198
Entitas Anak
2014
tangguhan:
- Penyisihan untuk Incurred But
Not Yet Reported (IBNR)
Claim
- Unearned Premium Reserve
(UPR)
- Penyisihan piutang
lain-lain
Jumlah aset pajak tangguhan neto
1 Januari/ January
31 Desember/
December
8.451
1.774
10.225
45.173
5.982
51.155
673
1.104
5.111
(220)
5.784
884
20.512
18.590
39.102
75.913
31.237
107.150
Total deferred tax

assets - net
Subsidiaries
Dikreditkan/
rugi/Credited/
(charged) to profit or loss

(liabilities):
Provision for Incurred But Not Yet Reported (IBNR)
Claims
Unearned Premium Reserve (UPR)
Allowance for other receivables
Depreciation of fixed assets Accrued employee benefits
Total deferred tax
assets - net


DAN ENTITAS ANAK
d.

AND SUBSIDIARIES
Aset pajak tangguhan (lanjutan)
d.
Deferred tax assets (continued)
2013
tangguhan:
- Penyisihan untuk Incurred But
Not Yet Reported (IBNR)
Claim
- Unearned Premium Reserve
(UPR)
- Penyisihan piutang
lain-lain
- Lain-lain
Jumlah aset pajak tangguhan neto
e.
Dikreditkan/
(dibebankan) ke
laba rugi/
Credited/
(charged) to
profit or loss
Penyesuaian/
Adjustment
7.494
957
8.451
32.235
12.938
45.173
1 Januari/
January
31
Desember/
December
4.162
964
(3.546)
253
673
1.104
12.215
-
3.644
2.037
4.653
(2.037)
20.512
-

(liabilities):
Provision for Incurred But Not Yet Reported (IBNR)
Claim
Unearned Premium Reserve (UPR)
Allowance for other receivables
Depreciation of fixed assets Accrued employee benefits
Others -
51.888
24.702
(677)
75.913
Total deferred tax

assets - net
57
(113)
Liabilitas pajak tangguhan
e.
Deferred tax liabilities
Entitas Anak
Subsidiaries
2014
Dikreditkan/
(dibebankan) ke
laba rugi/
Credited/(charged)
to profit or loss
1 Januari/
January
tangguhan:
- Biaya transaksi terkait
perolehan piutang
pembiayaan konsumen
yang masih belum dibayar
- Penyisihan piutang lain-lain
- Promosi
- Bagian efektif atas perubahan
derivatif untuk lindung
nilai arus kas
- Lain-lain
Jumlah liabilitas pajak
tangguhan - neto
Dikreditkan ke
pendapatan
komprehensif
lain/Credited
to other
comprehensive
income
31 Desember/
December
(553.180)
(7.730)
(560.910)
100.980
(19.793)
5.977
104
106.957
(19.689)
95.409
28.883
175.406
10.470
270.815
39.353
8.999
(8.722)
(7.269)
15.527
-
24.526
(15.991)
(347.424)
176.958
15.527
(154.939)

(liabilities):
Transaction cost related to acquisition of consumer
financing receivables
Accrued employees benefits
Depreciation of fixed assets Allowance for other receivables
Promotion Effective portion on fair value changes of
derivative instruments for
cash flow hedge
Others Total deferred tax
liabilities - net


DAN ENTITAS ANAK
e.

AND SUBSIDIARIES
Liabilitas pajak tangguhan (lanjutan)
e.
Deferred tax liabilities (continued)
2013
1 Januari/
January
Dikreditkan ke
pendapatan
Dikreditkan/
komprehensif
(dibebankan) ke
lain/Credited
laba rugi/
to other
Credited/(charged) comprehensive Penyesuaian/
Adjustment
to profit or loss
income
tangguhan:
- Biaya transaksi terkait

perolehan piutang
pembiayaan konsumen
yang masih belum dibayar
- Penyisihan piutang lain-lain
- Promosi
- Bagian efektif atas perubahan
nilai arus kas
- Lain-lain
Jumlah liabilitas pajak
tangguhan - neto
f.
31
Desember/
December

(liabilities):
(476.228)
(76.952)
83.076
(17.642)
22.557
(1.898)
(4.653)
(253)
(10.177)
23.559
102.040
5.324
3.546
-
(3.232)
(7.527)
8.999
-
2.037
43.544
8.999
677
(400.644)
Administrasi
f.
Sesuai dengan peraturan perpajakan di Indonesia,

Bank dan Entitas Anak melaporkan/menyetorkan
pajak untuk setiap perusahaan sebagai suatu badan
hukum yang terpisah (pelaporan pajak penghasilan
konsolidasi tidak diperbolehkan) berdasarkan prinsip
self assessment. Fiskus dapat menetapkan/
mengubah pajak-pajak tersebut dalam jangka waktu
tertentu sesuai peraturan yang berlaku.
Transaction cost related to acquisition of consumer

(553.180)
financing receivables
Accrued employees 100.980
benefits
(19.793) Depreciation of fixed assets Allowance for other 95.409
receivables
28.883
Promotion Effective portion on fair value changes of
derivative instruments for
8.999
cash flow hedge
Others (8.722)
(347.424)
Total deferred tax

liabilities net
Administration
Under the taxation laws in Indonesia, the Bank and
Subsidiaries submit/pay individual corporate tax
returns (income tax reporting on consolidated basis
is not allowed) on the basis of self-assessment. The
tax authorities may assess or amend taxes within the
statute of limitation, under prevailing regulations.


DAN ENTITAS ANAK
26. BEBAN YANG MASIH
LIABILITAS LAIN-LAIN
HARUS
DIBAYAR
DAN

AND SUBSIDIARIES
26. ACCRUALS AND OTHER LIABILITIES
Beban yang masih harus dibayar dan liabilitas lain-lain

atas pihak berelasi diungkapkan pada Catatan 46.
Accruals and other liabilities due to related parties are

Informasi mengenai jatuh tempo beban yang masih harus

dibayar dan liabilitas lain-lain diungkapkan pada
Catatan 49d.
Information in respect of maturities of accruals and other

liabilities is disclosed in Note 49d.
2014
Penyisihan imbalan kerja karyawan
(Catatan 42)
Estimasi klaim
Utang bunga
Utang kepada dealer
Pendapatan diterima dimuka
Liabilitas lain-lain - pinjaman
subordinasi dan modal pinjaman
(Catatan 27 dan 28)
Dana setoran
Utang reasuransi
Pajak final
Utang kepada merchant
Kompensasi beban penggabungan
usaha 8 BTO
Pembelian efek-efek yang
masih harus dibayar
Setoran jaminan
Cadangan biaya lainnya
Utang dividen
Lain-lain
2013
1.913.940
1.840.285
1.286.820
731.338
681.731
592.902
177.077
1.079.913
589.748
530.077
571.188
241.102
155.000
111.369
108.713
102.525
27.461
279.320
115.556
76.500
73.538
45.452
16.119
16.119
11.554
11.907
5.788
2.927
458.955
22.819
46.981
5.786
2.766
253.082
6.396.126
5.790.232
2014
Terdiri dari:
- Pihak berelasi
- Pihak ketiga
2013
25.454
6.370.672
54.585
5.735.647
6.396.126
5.790.232
Saldo di atas pada tanggal 31 Desember 2014 terdiri atas

beban yang masih harus dibayar dan liabilitas lain-lain
dalam Rupiah sebesar Rp6.176.846 dan mata uang asing
sebesar Rp219.280 (2013: Rp5.593.418 dan Rp196.814).
Accrued expenses
Provision for employee benefits
(Note 42)
Estimated claims
Interest payables
Payable to dealers
Unearned income
Other liabilities - subordinated
debts and loan capital
(Notes 27 and 28)
Temporary fund
Reinsurance payable
Final tax
Payable to merchants
Compensation for merger costs
8 BTOs
Accrued purchase of
Security deposits
Other provisions
Dividend payable
Others
Consist of:
The above balance as of 31 December 2014 consists of

accruals and other liabilities in Rupiah of Rp6,176,846
and in foreign currencies of Rp219,280 (2013:
Rp5,593,418 and Rp196,814).


DAN ENTITAS ANAK
26. BEBAN YANG MASIH HARUS
LIABILITAS LAIN-LAIN (lanjutan)
DIBAYAR
DAN

AND SUBSIDIARIES
26. ACCRUALS AND OTHER LIABILITIES (continued)
Beban yang masih harus dibayar dan liabilitas lain-lain

dalam mata uang asing terutama terdiri dari Dolar Amerika
Serikat, Dolar Australia, Dolar Singapura, Euro Eropa, dan
Yen Jepang (Catatan 54).
Accruals and other liabilities in foreign currencies are

mainly denominated in United States Dollar, Australian
Dollar, Singapore Dollar, European Euro, and Japanese
Yen (Note 54).
Accrued expenses
Akun ini terdiri dari akrual untuk kesejahteraan karyawan

sebesar Rp549.718 (2013: Rp734.078), sebagian akrual
atas program transformasi bisnis sebesar Rp302.729, dan
sisanya merupakan akrual untuk beban operasional Bank
dan Entitas Anak.
This account represents an accrual for employees

welfare of Rp549,718 (2013: Rp734,078), part of accrual
for business transformation program of Rp302,729, and
the remainder represents accruals in relation to
operational costs of the Bank and Subsidiaries.
Utang kepada dealer
Payable to dealers
Utang kepada dealer merupakan liabilitas Entitas Anak

kepada dealer atas nasabah-nasabah yang telah
memperoleh persetujuan kredit dan pihak dealer telah
menyerahkan kendaraan yang dibiayai kepada nasabah
tersebut.
Payable to dealers represents the Subsidiarys liabilities

to dealers for the approved consumer financing contracts,
where the dealers have delivered the vehicles to the
customers.
Pendapatan diterima dimuka
Unearned income
Pada tanggal 31 Desember 2011, Bank dan Manulife

menyetujui kemitraan preferensi strategis selama 10 tahun
untuk mendistribusikan produk-produk asuransi Manulife
kepada nasabah Bank, dimana Bank telah menerima
pembayaran dimuka untuk komitmen Manulife sesuai
tahapan perjanjian kemitraan strategis. Dalam perjanjian
kemitraan ini, Manulife akan menyediakan antara lain
bantuan teknis dan keahlian bancassurance dalam bidang
pemasaran, promosi, dan distribusi produk asuransi.
On 31 December 2011, the Bank and Manulife entered

into 10 years full preferred strategic partnership focusing
in distributing Manulifes insurance products to the Banks
client base, for which the Bank received in advance the
payment from Manulife for committed provision in
accordance with the stages of the strategic partnership
agreement. Under the partnership agreement, Manulife
will provide amongst other, technical support and
bancassurance expertise related to marketing, promotion,
and distribution of insurance products.
Utang kepada merchant
Payable to merchants
Akun ini merupakan utang kepada merchant dalam rangka

transaksi kartu kredit.
This account represents payable to merchants in relation

to credit card transactions.


DAN ENTITAS ANAK
26. BEBAN YANG MASIH HARUS
LIABILITAS LAIN-LAIN (lanjutan)
DIBAYAR
DAN

AND SUBSIDIARIES
26. ACCRUALS AND OTHER LIABILITIES (continued)
Kompensasi beban penggabungan usaha dengan 8

Bank Taken Over (BTO)
Compensation for merger costs with 8 Banks Taken

Over (BTOs)
Kompensasi beban penggabungan usaha merupakan

cadangan beban sehubungan dengan penggabungan
usaha eks 8 BTO dengan Bank, yang antara lain terdiri
dari beban pemutusan hubungan kerja, beban legal, dan
beban lindung nilai untuk menutupi risiko kerugian mata
uang asing.
Compensation for merger costs is a provision for

expenditures incurred in relation to the Banks merger
with 8 BTOs, consisting of, among others, termination of
employees, legal costs, and hedging costs to cover the
foreign currency exposures.
Bank telah mendapatkan persetujuan dari BPPN pada

tanggal 30 Januari 2003 atas pertanggungjawaban
penggunaan cadangan kompensasi beban ini sampai
dengan tanggal 30 November 2002. BPPN juga
memberikan wewenang kepada Bank atas penggunaan
sisa kompensasi merger.
The Bank obtained approval from IBRA on 30 January

2003 regarding the utilization of this provision up to
30November 2002. IBRA also gave the authority to the
Bank to utilize the remaining balance of this provision.
Informasi mengenai klasifikasi nilai wajar atas beban yang

masih harus dibayar dan liabilitas lain-lain diungkapkan
pada Catatan 50.

of accruals and other liabilities is disclosed in Note 50.
27. PINJAMAN SUBORDINASI
27. SUBORDINATED LOANS
Pada tanggal 13 Januari 2011, Bank dan BI telah

menandatangani addendum atas perjanjian pinjaman
subordinasi ini dimana Bank setuju untuk mempercepat
pembayaran angsuran pokok dan bunga berjalan sampai
dengan 31 Desember 2011. Selisih bunga capping akibat
percepatan pelunasan pokok pinjaman ini akan
dibebankan dan dibayar setiap semester mulai dari
31 Desember 2010 sampai dengan 31 Desember 2013.
On 13 January 2011, the Bank and BI signed an

addendum to current existing subordinated loan
agreement where the Bank agreed to accelerate the
payment of principal and interest up to 31 December
2011. The difference in interest capping due to this
acceleration of principal repayment will be charged and
paid semi-annually starting from 31 December 2010 up to
31 December 2013.
Pada tanggal 28 Juni 2011, Bank dan BI menandatangani

addendum ketiga atas perjanjian pinjaman subordinasi
dimana Bank setuju untuk mempercepat pembayaran
angsuran pokok dan bunga berjalan pada tanggal 30 Juni
2011. Bank telah melunasi pinjaman ini pada tanggal
30 Juni 2011.
On 28 June 2011, the Bank and BI signed a third

addendum to the subordinated loan agreement in which
the Bank agreed to accelerate the ongoing payments of
principal and interest on 30 June 2011. The Bank had
fully paid this loan on 30 June 2011.

adalah nihil (2013: nihil).

for the year ended 31 December 2014 was nil (2013: nil).
Pinjaman subordinasi sebesar Rp124 miliar (nilai penuh)

merupakan pinjaman yang diperoleh pada tahun 1996 oleh
PT Bank Duta Tbk (Bank Duta), yang merupakan salah
satu dari Bank BTO yang merger dengan Bank pada tahun
2000, dari eks pemegang saham Bank Duta terdahulu.
Pinjaman subordinasi ini telah dibukukan di laporan
keuangan Bank, dalam akun Pinjaman Subordinasi,
sebagai konsekuensi dari penggabungan usaha, sejak
tanggal 30 Juni 2000, yang merupakan tanggal efektif
penggabungan usaha. Pada tanggal 31 Desember 2007,
pinjaman subordinasi ini dipindahkan ke akun liabilitas lainlain (Catatan 26).
Subordinated loans of Rp124 billion (full amount) were

loans received in 1996 by PT Bank Duta Tbk (Bank
Duta), being one of the BTO banks merged into the Bank
in 2000, from Bank Dutas former shareholders. These
subordinated loans have been recorded in the Banks
financial statements as Subordinated Loans as a
consequence of the merger, since 30June 2000, being
the effective date of merger. As of 31 December 2007,
these subordinated loans were reclassified as other
liabilities (Note 26).


DAN ENTITAS ANAK
27. PINJAMAN SUBORDINASI (lanjutan)

AND SUBSIDIARIES
27. SUBORDINATED LOANS (continued)
Alasan dari reklasifikasi tersebut adalah sebagai berikut:
The reasons for the reclassification are as follows:
a.
Sehubungan dengan pinjaman subordinasi ini, Bank

telah menerima, antara lain, surat dari Menteri
Keuangan Republik Indonesia (MenKeu) tanggal
17 Januari 2007. Dalam surat tersebut, MenKeu telah
meminta
Bank
untuk
membayar
kepada
Negara/Pemerintah Republik Indonesia sejumlah
uang yang jumlahnya sama dengan jumlah pinjaman
subordinasi ini sebagai kelebihan rekapitalisasi oleh
Pemerintah. Surat tersebut juga menyebutkan bahwa
pinjaman subordinasi ini merupakan bagian dari
modal pelengkap yang seharusnya ikut tergerus
dalam rangka rekapitalisasi Bank Duta. Bank telah
menerima beberapa surat lainnya dari MenKeu
sehubungan dengan pinjaman subordinasi ini,
termasuk surat tertanggal 23 Oktober 2007, dimana
MenKeu mengulangi permintaannya agar Bank
membayar sejumlah uang yang jumlahnya sama
dengan jumlah pinjaman subordinasi kepada
Negara/Pemerintah.
a.
In connection with these subordinated loans, the

Bank has received, inter alia, a letter from the
Ministry of Finance of the Republic of Indonesia
(MoF) dated 17 January 2007. In that letter, the
MoF has requested the Bank to pay to the
State/Government of the Republic of Indonesia an
amount equivalent to the amount of these
subordinated loans as excess of recapitalization by
the Government. The letter also stated that these
subordinated loans constituted part of supplemental
capital that should have been tergerus (eliminatedset off) in the framework of recapitalization of Bank
Duta. The Bank has received other letters from the
MoF in relation to these subordinated loans,
including a letter dated 23 October 2007, in which
the MoF repeated its request that the Bank pay an
amount equal to the amount of these subordinated
loans to the State/Government.
b.
Dengan mempertimbangkan permintaan yang

berulang dari MenKeu, pada tanggal 13Desember
2007 Bank telah membayar sejumlah uang yang
jumlahnya sama dengan jumlah
pinjaman
subordinasi ini kepada Negara/Pemerintah, dengan
pengertian bahwa pembayaran tersebut merupakan
pembayaran atas pinjaman subordinasi ini.
b.
In view of the repeated requests from the MoF, on

13December 2007 the Bank paid an amount equal
to the amount of these subordinated loans to the
State/Government, on the understanding that such
payment constitutes payment of these subordinated
loans.
c.
Sehubungan dengan pembayaran tersebut di atas,

maka pinjaman subordinasi ini telah dipindahkan ke
akun liabilitas lain-lain dan pembayaran kepada
Negara/Pemerintah sebagaimana disebutkan pada
item b di atas telah dicatat sebagai aset lain-lain
(Catatan 19), sampai terdapat keputusan final dari
pengadilan yang kompeten sehubungan dengan
pinjaman subordinasi ini.
c.
In view of the above payment, these subordinated

loans have been reclassified as other liabilities and
the payment to the State/Government as mentioned
in point b above had been recorded as other assets
(Note 19), until there is a final binding decision of a
competent court in respect of these subordinated
loans.


DAN ENTITAS ANAK
27. PINJAMAN SUBORDINASI (lanjutan)
d.

AND SUBSIDIARIES
27. SUBORDINATED LOANS (continued)
Pada tanggal 5 Maret 2009, Yayasan Supersemar,

Dakab, dan Dharmais mendaftarkan gugatan
perbuatan melawan hukum terhadap Bank di
Pengadilan Negeri Jakarta Selatan dengan alasan
pinjaman subordinasi adalah hak Yayasan
Supersemar, Dakab, dan Dharmais dan oleh
karenanya wajib dikembalikan kepada Yayasan
Supersemar, Dakab, dan Dharmais.
d.
On 5 March 2009, Yayasan Supersemar, Dakab,

and Dharmais have submitted a legal claim to the
Bank through the South Jakarta District Court for
Unlawful Act with the reason that these
subordinated loans are the right of Yayasan
Supersemar, Dakab, and Dharmais and therefore
have to be repaid to Yayasan Supersemar, Dakab,
and Dharmais.
Sementara itu, MenKeu pada tanggal 23 Juli 2009

telah mengajukan Gugatan Intervensi untuk dapat
diikutsertakan sebagai pihak dalam perkara ini
dengan dasar bahwa obyek perkara (Rp124 miliar)
yang telah dialihkan ke rekening Bendahara Umum
Negara di Bank Indonesia adalah sah milik
Pemerintah Republik Indonesia karena merupakan
kelebihan dana rekapitalisasi oleh Pemerintah.
Meanwhile, on 23 July 2009, MoF has filed an

Intervention Suit to request to be included as a party
in this case with the basis that the object of the case
(Rp124 billion) which had been transferred to
Bendahara Umum Negara account at Bank
Indonesia is legally owned by the Government of the
Republic of Indonesia as these subordinated loans
were considered as excess of recapitalization.
Pada tanggal 25 Januari 2010, Majelis Hakim

Pengadilan
Negeri
Jakarta
Selatan
telah
membacakan putusannya yang diberitahukan melalui
Pengadilan Negeri Jakarta Selatan kepada Bank
pada tanggal 5 Agustus 2010. Adapun isi keputusan
tersebut adalah menyatakan gugatan Yayasan
Supersemar, Dakab, dan Dharmais terhadap Bank
tidak dapat diterima karena tidak memenuhi syarat
formal. Dikarenakan pokok perkara tidak memenuhi
syarat formal, maka dengan demikian gugatan
intervensi yang diajukan oleh MenKeu dinyatakan
tidak dapat diterima. Atas putusan Pengadilan Negeri
Jakarta
Selatan
tersebut,
pihak
Yayasan
Supersemar, Dakab, dan Dharmais serta pihak
Menkeu telah mengajukan banding.
On 25 January 2010, the Panel of Judges of the

South Jakarta District Court has issued a decision
which was read and communicated to the Bank
through the South Jakarta District Court on
5 August 2010. The decision was to refuse the suit
of Yayasan Supersemar, Dakab, and Dharmais
against the Bank as suit did not meet formal
requirements. Since the case did not meet the
formal requirements, the intervention suit of MoF
was not accepted. As a result of the South Jakarta
District Courts decision, MoF and Yayasan
Supersemar, Dakab, and Dharmais have filed their
respective appeals.
Pada tanggal 1 November 2011, Pengadilan Tinggi

Jakarta telah memutuskan perkara ini, yang isinya
mempertahankan
dan
menguatkan
putusan
Pengadilan Negeri Jakarta Selatan tertanggal
25 Januari 2010. Atas putusan Pengadilan Tinggi
tertanggal 1 November 2011, pihak Yayasan
Supersemar,
Dakab,
dan
Dharmais
telah
mengajukan kasasi ke Mahkamah Agung.
On 1 November 2011, the Jakarta High Court

decided to uphold the decision of the South Jakarta
District Court dated 25 January 2010. As a result of
the High Courts decision dated 1 November 2011,
Yayasan Supersemar, Dakab, and Dharmais have
filed their cassation to the Supreme Court.
Pada tanggal 6 Februari 2014, Bank menerima

pemberitahuan resmi pengadilan tentang putusan
Mahkamah Agung RI tertanggal 14 Januari 2013
yang pada intinya memutuskan untuk menolak
kasasi. Dengan demikian maka perkara telah selesai
dan Bank adalah sebagai pihak yang dimenangkan
dalam perkara ini. Bank dan yayasan yang disebut di
atas hingga batas waktu yang ditentukan oleh
Undang-Undang tidak mengajukan upaya hukum
peninjauan kembali sehingga dengan demikian
secara hukum putusan Mahkamah Agung tersebut di
atas menjadi final.
On 6 February 2014, the Bank received official

Court notification about its petition dated 14 January
2013 to the Supreme Court which essentially
decided to reject the cassation filed by the above
mentioned foundations. Therefore this case is
closed and the Bank has won this case. The Bank
and the above mentioned foundations did not file
request for the judicial review until the time limit by
law, thus the Supreme Court petition has became
final.


DAN ENTITAS ANAK
28. MODAL PINJAMAN

AND SUBSIDIARIES
28. LOAN CAPITAL
Bank menerima modal pinjaman sebesar Rp155.000 pada

tahun 1997 dari PT Danamon International, eks pemegang
saham pengendali Bank. Modal pinjaman ini telah
dibukukan sebagai liabilitas di laporan keuangan Bank
sejak tahun 1997, dengan nama Modal Pinjaman. Pada
tanggal 31 Desember 2007, modal pinjaman ini telah
dipindahkan ke liabilitas lain-lain (Catatan 26).
The Bank received a loan capital of Rp155,000 in 1997

from PT Danamon International, a former controlling
shareholder of the Bank. This loan capital has been
recorded as a liability in the Banks financial statements
since 1997, as a Loan Capital. As of 31December
2007, this loan capital was reclassified as other liabilities
(Note 26).
Alasan dari reklasifikasi tersebut adalah sebagai berikut:
The reasons for the reclassification are as follows:
a.
Sehubungan dengan modal pinjaman ini, Bank telah

menerima, antara lain surat dari Menteri Keuangan
Republik Indonesia (MenKeu) tanggal 23 April
2007. Dalam surat tersebut, MenKeu telah meminta
Bank untuk membayar kepada Negara/Pemerintah
Republik Indonesia sejumlah uang yang jumlahnya
sama dengan jumlah modal pinjaman ini sebagai
kelebihan rekapitalisasi oleh Pemerintah. Surat
tersebut juga menyebutkan bahwa modal pinjaman
ini merupakan bagian dari modal pelengkap yang
seharusnya diperhitungkan dalam kerugian Bank
tahun 1998, sebelum terjadinya rekapitalisasi Bank
oleh Pemerintah. Bank telah menerima beberapa
surat lainnya dari MenKeu sehubungan dengan
modal pinjaman ini, termasuk surat tertanggal
23 Oktober 2007, dimana MenKeu mengulangi
permintaannya agar Bank membayar sejumlah uang
yang jumlahnya sama dengan modal pinjaman
kepada Negara/Pemerintah.
a.
In connection with this loan capital, the Bank has

received, inter alia, a letter from the Ministry of
Finance of the Republic of Indonesia (MoF) dated
23 April 2007. In that letter, MoF has requested the
Bank to pay to the State/Government of the Republic
of Indonesia an amount equivalent to the amount of
the loan capital as excess of recapitalization by the
Government. The letter also stated that this loan
capital constituted part of supplemental capital that
should have been set off against the losses of the
Bank in 1998, prior to the recapitalization of the Bank
by the Government. The Bank has received other
letters from MoF in relation to this loan capital,
including a letter dated 23 October 2007, in which
the MoF repeated its request that the Bank pay an
amount equal to the amount of this loan capital to
the State/Government.
b.
Dengan mempertimbangkan permintaan yang

berulang dari MenKeu, pada tanggal 13Desember
2007 Bank telah membayar sejumlah uang yang
jumlahnya sama dengan jumlah modal pinjaman ini
kepada Negara/Pemerintah, dengan pengertian
tersebut
merupakan
bahwa
pembayaran
pembayaran atas modal pinjaman ini.
b.
In view of the repeated requests from the MoF, on

13December 2007 the Bank paid an amount equal
to the amount of this loan capital to the
State/Government, on the understanding that such
payment constitutes payment of this loan capital.
c.
Sehubungan dengan pembayaran tersebut di atas,

maka modal pinjaman ini telah dipindahkan ke akun
liabilitas
lain-lain dan pembayaran kepada
Negara/Pemerintah sebagaimana disebutkan pada
item b di atas telah dicatat sebagai aset lain-lain
(Catatan 19), kecuali terdapat keputusan final dari
pengadilan yang kompeten sehubungan dengan
modal pinjaman ini.
c.
In view of the above payment, this loan capital is

reclassified as other liabilities and the payment to the
State/Government as mentioned in point b above
had been recorded as other assets (Note 19), unless
there is a final binding decision of the competent
court in respect of this loan capital.


DAN ENTITAS ANAK
28. MODAL PINJAMAN (lanjutan)

AND SUBSIDIARIES
28. LOAN CAPITAL (continued)
d.
Pada bulan November 2011, PT Danamon

International telah menggugat Bank di Pengadilan
Negeri Jakarta Selatan, yang pemberitahuannya
secara resmi diterima Bank pada tanggal
1
Desember
2011.
Dalam
gugatannya,
PT Danamon International menyatakan Bank telah
melakukan wanprestasi atas Perjanjian Modal
Pinjaman dan menuntut Bank untuk memenuhi
kewajibannya berdasarkan perjanjian tersebut. Bank
telah menunjuk Radjiman, Billitea & Partners untuk
mewakili Bank menangani kasus ini.
d.
In November 2011, PT Danamon International has

submitted a legal case against the Bank through the
South Jakarta District Court, the notification of which
was officially received by the Bank on 1 December
2011. In its claims, PT Danamon International stated
that the Bank has defaulted on its obligation under
the Loan Capital Agreement and asked the Bank to
fulfil its obligation based on the agreement. The
Bank has appointed Radjiman, Billitea & Partners to
represent the Bank in handling this case.
e.
Pada tanggal 21 Maret 2012, Menkeu telah

mengajukan Gugatan Intervensi untuk dapat
diikutsertakan sebagai pihak dalam perkara ini
dengan dasar bahwa objek perkara yang telah
dialihkan ke rekening Bendahara Umum Negara di
Bank Indonesia adalah sah milik Pemerintah
Republik Indonesia karena merupakan kelebihan
rekapitalisasi oleh Pemerintah. Pada tanggal
11 April 2012, Pengadilan Negeri Jakarta Selatan
telah mengeluarkan Putusan Sela yang isinya
menerima Gugatan Intervensi Menkeu dan
menyatakan Menkeu sebagai Pihak dalam perkara.
e.
On 21 March 2012, the MoF has filed an Intervention

Suit to request to be included as a party in this case
on the basis that the object of the case which had
been transferred to Bendahara Umum Negara
account at Bank Indonesia is legally owned by the
Government of the Republic of Indonesia as this
loan capital was considered as excess of
recapitalization by the Government. On 11 April
2012, the South Jakarta District Court issued an
interlocutory decision to accept the Intervention Suit
of the MoF and stated that MoF is a party to this
case.
f.
Pada tanggal 7 Agustus 2012, Pengadilan Negeri

Jakarta Selatan telah membacakan putusannya,
dimana isi keputusannya adalah Bank wajib
membayar kewajiban kepada PT Danamon
International sebesar Rp 285,9 miliar dengan
perincian pokok Rp155 miliar dan bunga Rp130,9
miliar (nilai penuh). Atas putusan Pengadilan Negeri
Jakarta Selatan tersebut, Bank telah menyatakan
banding pada tanggal 10 Agustus 2012. Pada
tanggal 23 Mei 2013, Pengadilan Tinggi DKI Jakarta
telah memberikan putusannya yang intinya yaitu
menerima sebagian permohonan banding Bank dan
membatalkan putusan Pengadilan Negeri Jakarta
Selatan, serta menyatakan gugatan PT Danamon
International tidak dapat diterima. Atas keputusan
Pengadilan
Tinggi
tersebut,
masing-masing
mengajukan kasasi kepada Mahkamah Agung pada
tanggal 16 Agustus 2013. Pada tanggal 12 Januari
2015, Bank telah menerima salinan putusan
Mahkamah Agung yang pada intinya memutuskan
pihak Bank wajib membayar kepada PT Danamon
International sebesar Rp285,9 miliar. Terkait dengan
hal tersebut, Bank berencana akan mengajukan
upaya hukum peninjauan kembali atas putusan
Mahkamah Agung tersebut.
f.
On 7 August 2012, the South Jakarta District Court

has read its decision whereby the Bank shall pay
PT Danamon International the amount of Rp285.9
billion consisting principal of Rp155 billion and
interest Rp130.9 billion (full amount). As a result of
the South Jakarta District Courts decision, on
10 August 2012, the Bank has filed an appeal. On
23 May 2013, the DKI Jakarta High Court issued its
decision essentially accepting partially the Banks
appeal and revoking the South Jakarta District Court
decision, and also declaring PT Danamon
International lawsuit as unacceptable. Due to the
High Court decision above, each party filed a
cassation application to the Supreme Court on
16 August 2013. On 12 January 2015, the Bank has
received a copy of the Supreme Court decision
instructing the Bank to pay PT Danamon
International Rp285.9 billion. In this connection, the
Bank plans to file a legal action for judicial
review.


DAN ENTITAS ANAK
29. MODAL SAHAM
Pemegang saham
Saham Seri A (nilai nominal
Rp50.000 (nilai penuh) per
saham)
Masyarakat (kepemilikan masingmasing dibawah 5%)
Saham Seri B (nilai nominal
Rp500 (nilai penuh)
per saham)
Pte.Ltd.
JPMCB - Franklin Templeton
Investment Funds
Masyarakat (kepemilikan
masing-masing dibawah 5%)
Komisaris dan Direksi:
- Ng Kee Choe
- Henry Ho Hon Cheong
- Muliadi Rahardja
- Herry Hykmanto
- Vera Eve Lim
- Kanchan Keshav Nijasure
- Fransiska Oei Lan Siem
- Michellina Laksmi Triwardhany

AND SUBSIDIARIES
29.
Jumlah saham
ditempatkan dan
disetor penuh/
Number of shares
issued and
fully paid
22.400.000
SHARE CAPITAL
2014
Persentase
kepemilikan/
Percentage
of ownership
0,23%
Jumlah nominal/
Nominal value
1.120.000
6.457.558.472
67,37%
3.228.779
650.279.488
6,79%
325.140
2.437.181.763
25,43%
1.218.591
94.275
2.161.500
6.405.515
502.256
5.020.500
1.187.866
1.234.730
617.000
9.562.243.365
0,00%
0,02%
0,07%
0,01%
0,05%
0,01%
0,01%
0,01%
99,77%
47
1.081
3.203
251
2.510
594
617
309
4.781.122
9.584.643.365
100,00%
5.901.122
Shareholders
A Series shares (par value
per share)
Public (ownership
interest below 5% each)
B Series shares (par value of
Rp500 (full amount) per share)
Pte.Ltd.
Investment Funds
Public (ownership interest
below 5% each)
Ng Kee Choe Henry Ho Hon Cheong Muliadi Rahardja Herry Hykmanto Vera Eve Lim Kanchan Keshav Nijasure Fransiska Oei Lan Siem Michellina Laksmi Triwardhany -


DAN ENTITAS ANAK

AND SUBSIDIARIES
29. MODAL SAHAM (lanjutan)
Pemegang saham
Saham Seri A (nilai nominal
Rp50.000 (nilai penuh) per
saham)
masing-masing
dibawah 5%)
Saham Seri B (nilai nominal
Rp500 (nilai penuh)
per saham)
Pte.Ltd.
Investment Funds
dibawah 5%)
Komisaris dan Direksi:
- Ng Kee Choe
- Henry Ho Hon Cheong
- Muliadi Rahardja
- Ali Rukmijah/Ali Yong
- Herry Hykmanto
- Vera Eve Lim
- Satinder Pal Singh Ahluwalia
- Kanchan Keshav Nijasure
- Fransiska Oei Lan Siem
- Pradip Chhadva
- Michellina Laksmi Triwardhany
- Khoe Minhari Handikusuma
29. SHARE CAPITAL (continued)

Jumlah saham
ditempatkan dan
disetor penuh/
Number of shares
issued and
fully paid
2013
Persentase
kepemilikan/
Percentage
of ownership
Jumlah nominal/
Nominal value
Shareholders
A Series shares (par value
Rp50,000 (full amount)
per share)
22.400.000
0,23%
1.120.000
6.457.558.472
67,37%
3.228.779
613.019.888
6,40%
306.509
2.465.794.733
25,73%
1.232.899
94.275
2.161.500
6.405.515
5.720.726
502.256
5.020.500
814.000
1.187.866
1.234.730
1.096.500
617.000
1.015.404
9.562.243.365
0,00%
0,02%
0,07%
0,06%
0,01%
0,05%
0,01%
0,01%
0,01%
0,01%
0,01%
0,01%
99,77%
47
1.081
3.203
2.860
251
2.510
407
594
617
548
309
508
4.781.122
9.584.643.365
100,00%
5.901.122
Public (ownership
interest below 5% each)
B Series shares (par value of
Rp500 (full amount) per share)
Pte.Ltd.
Investment Funds
Public (ownership interest
below 5% each)
Ng Kee Choe Henry Ho Hon Cheong Muliadi Rahardja Ali Rukmijah/Ali Yong Herry Hykmanto Vera Eve Lim Satinder Pal Singh Ahluwalia Kanchan Keshav Nijasure Fransiska Oei Lan Siem Pradip Chhadva Michellina Laksmi Triwardhany Khoe Minhari Handikusuma -
Tidak ada perubahan jumlah saham yang ditempatkan dan

disetor penuh pada tanggal-tanggal 31 Desember 2014
dan 2013.
As of 31 December 2014 and 2013, there have been no

changes in the number of shares issued and fully paid.
Dalam rangka implementasi Peraturan Pemerintah (PP)

No. 29 tahun 1999 Tentang Pembelian Saham Bank
Umum yang antara lain menetapkan bahwa saham bank
hanya boleh tercatat di Bursa Efek sebanyak-banyaknya
99%, maka saham Bank yang tercatat di Bursa Efek
Indonesia seluruhnya berjumlah 9.488.796.931 saham,
sedangkan total saham Bank yang tidak dicatatkan adalah
95.846.434 saham atas nama PT Guna Dharma.
In compliance with Government Regulation No. 29 Year

1999 regarding Purchase of Shares of Commercial
Banks which, among others, provides that shares of
banks can be allowed to be listed in the stock exchange
at the maximum of 99%, all of the Banks shares are
listed at the Indonesia Stock Exchange consisted of
9,488,796,931 shares, whilst the number of shares which
are not listed is 95,846,434 shares, under the name
PT Guna Dharma.
Pemegang saham akhir Asia Financial (Indonesia) Pte.

Ltd. (AFI) adalah Temasek Holding Pte. Ltd., sebuah
perusahaan investasi yang berkedudukan di Singapura
dan dimiliki oleh Kementerian Keuangan Singapura.
The ultimate shareholder of Asia Financial (Indonesia)

Pte. Ltd. (AFI) is Temasek Holding Pte. Ltd., an
investment holding company based in Singapore which is
wholly owned by the Ministry of Finance of Singapore.


DAN ENTITAS ANAK
29. MODAL SAHAM (lanjutan)

AND SUBSIDIARIES
29. SHARE CAPITAL (continued)
Pada tanggal 2 April 2012, Bank telah mendapatkan

informasi dari Fullerton Financial Holding Pte. Ltd. (FFH),
bahwa FFH telah menjalin kesepakatan penjualan saham
bersyarat dengan DBS Group Holdings (DBS) untuk
menjual semua kepemilikan saham FFH di AFI kepada
DBS. Saat ini, AFI memiliki sekitar 67,37% dari jumlah
saham yang diterbitkan oleh Bank. Transaksi ini baru
dapat dilaksanakan dengan persetujuan, antara lain, dari
pemegang saham DBS dan para regulator, termasuk Bank
Indonesia.
On 2 April 2012, the Bank has been informed by Fullerton

Financial Holding Pte. Ltd. (FFH), that it has entered into
a conditional share purchase agreement with DBS Group
Holdings (DBS) to sell the entire FFH interest in the share
capital of AFI to DBS. Currently, AFI holds approximately
67.37% of the total issued shares of the Bank. This
transaction is subject to the approvals, among others, of
DBS shareholders and regulators, including Bank
Indonesia.
Pada tanggal 3 Juni 2013, Bank telah mendapatkan

informasi dari FFH bahwa DBS dan FFH telah setuju untuk
melakukan perpanjangan perjanjian jual beli saham
bersyarat atas seluruh saham FFH pada AFI yang semula
berakhir pada tanggal 4 April 2013 dan 2 Juni 2013
menjadi berakhir pada tanggal 1 Agustus 2013.
On 3 June 2013, the Bank has been informed by FFH

that DBS and FFH have mutually agreed to renew the
conditional share purchase agreement of the entire FFH
interest in the share capital of AFI, which previously
expired on 4 April 2013 and 2 June 2013 then changed to
1 August 2013.
Pada tanggal 31 Juli 2013, Bank telah mendapatkan

informasi dari FFH bahwa perjanjian jual beli saham
bersyarat antara FFH dengan DBS terhadap sahamsaham AFI akan berakhir pada tanggal 1 Agustus 2013
dan tidak akan diperpanjang kembali, dan karenanya
perjanjian tersebut tidak berlaku lagi setelah tanggal
1 Agustus 2013.
On 31 July 2013, the Bank has been informed by FFH

that the conditional share purchase agreement between
FFH and DBS to purchase AFI shares will expire after
1 August 2013, and will not be renewed, and therefore
the agreement is no longer valid after 1 August 2013.
30. TAMBAHAN MODAL DISETOR
30. ADDITIONAL PAID-IN CAPITAL

Additional paid-in capital consists of:
Tambahan modal disetor terdiri dari:

2014
Agio saham
Biaya emisi efek ekuitas
2013
7.546.140
(154.384)
7.546.140
(154.384)
7.391.756
7.391.756
31. PENGGUNAAN LABA BERSIH
Additional paid-in capital

Share issuance costs
31. APPROPRIATION OF NET INCOME
Penggunaan laba bersih untuk dua tahun buku terakhir

The appropriation of net income for the last two financial

years is as follows:
Laba bersih untuk tahun buku/Net

income for financial year
2013

dan wajib
Saldo laba
2012
1.212.457
1.203.640
40.417
2.788.810
40.118
2.768.115
4.041.684
4.011.873
Distribution of cash dividend

and legal reserve
Retained earnings


DAN ENTITAS ANAK
31. PENGGUNAAN LABA BERSIH (lanjutan)

AND SUBSIDIARIES
31. APPROPRIATION OF NET INCOME (continued)
Rapat Umum Pemegang Saham Tahunan (RUPS

Tahunan) yang diadakan pada tanggal 7 Mei 2014,
memutuskan pembagian dividen tunai untuk tahun buku
2013 sebesar 30% dari laba bersih atau sejumlah kurang
lebih Rp1.212.505 atau Rp126,50 (nilai penuh) per saham
seri A dan seri B dan pembentukan cadangan umum dan
wajib sebesar Rp40.417.
The Annual General Meeting of Shareholders (Annual

GMS) which was held on 7 May 2014, approved the
cash dividend distribution for the 2013 financial year of
30% of the net profit or in the amount of appropriately
Rp1,212,505 or Rp126.50 (full amount) per share for
series A and series B shares and the allocation for
general and legal reserve in the amount of Rp40,417.
Sesuai Daftar Pemegang Saham tanggal 4 Juni 2014

yang merupakan tanggal pencatatan daftar pemegang
saham yang berhak atas dividen, jumlah saham yang
beredar pada tanggal 4 Juni 2014 adalah 9.584.643.365
saham, sehingga dividen per saham yang akan dibagikan
pada tanggal 18 Juni 2014 adalah sebesar Rp126,50
(nilai penuh) per saham seri A dan seri B atau jumlah
dividen tunai adalah Rp1.212.457.
In accordance with the Shareholders Registry as of

4 June 2014 whereby shareholders registered as of that
date are entitled to the dividends, the total number of
issued shares as of 4 June 2014 was 9,584,643,365
shares, therefore, the dividends to be distributed on
18 June 2014 amounted to Rp126.50 (full amount) per
share for series A and series B shares or total cash
dividend of Rp1,212,457.
RUPS Tahunan yang diadakan pada tanggal 10 Mei 2013,

memutuskan pembagian dividen tunai untuk tahun buku
2012 sebesar 30% dari laba bersih atau sejumlah
Rp1.203.562 atau Rp125,58 (nilai penuh) per saham seri
A dan seri B dan pembentukan penyisihan cadangan
umum dan wajib sebesar Rp40.118.
The Annual General Meeting of Shareholders (Annual

GMS) which was held on 10 May 2013, approved the
cash dividend distribution for the 2012 financial year of
30% of the net profit or the amount of Rp1,203,562 or
Rp125.58 (full amount) per share for series A and series
B shares and the allocation for general and legal reserves
in the amount of Rp40,118.
Sesuai surat Bank kepada Otoritas Jasa Keuangan (eks

Badan Pengawas Pasar Modal dan Lembaga Keuangan)
No. B.193-Corp.Sec tanggal 4 Juni 2013, jumlah saham
yang beredar pada tanggal 4 Juni 2013 adalah
9.584.643.365 saham, sehingga dividen per saham yang
akan dibagikan pada tanggal 19 Juni 2013 adalah sebesar
Rp125,58 (nilai penuh) per saham seri A dan seri B atau
jumlah dividen tunai adalah Rp1.203.640.
In accordance with the Banks letter to the Financial

Services Authority (ex Capital Market and Financial
Institution Supervisory Agency) No. B.193-Corp.Sec
dated 4 June 2013, the total number of issued shares as
of 4 June 2013 was 9,584,643,365 shares, therefore,
dividend to be distributed on 19 June 2013 amounted to
Rp125.58 (full amount) per share for series A and series
B shares or total cash dividend of Rp1,203,640.
32. CADANGAN UMUM DAN WAJIB
32. GENERAL AND LEGAL RESERVE
Pada tanggal 31 Desember 2014, Bank telah membentuk

cadangan umum dan wajib sebesar Rp276.578 (2013:
Rp236.161). Cadangan umum dan wajib ini dibentuk
sehubungan dengan Undang-Undang Republik Indonesia
No. 1/1995 yang telah digantikan dengan Undang-Undang
No. 40/2007 efektif tanggal 16 Agustus 2007 mengenai
Perseroan Terbatas, yang mengharuskan perusahaanperusahaan untuk membuat penyisihan cadangan umum
sebesar sekurang-kurangnya 20% dari jumlah modal yang
ditempatkan dan disetor penuh. Undang-undang tersebut
tidak mengatur jangka waktu untuk membentuk cadangan
tersebut.
As of 31 December 2014, the Bank had general and legal

reserves of Rp276,578 (2013: Rp236,161). This general
and legal reserve was provided in relation with the Law of
the Republic of Indonesia No. 1/1995 which had been
replaced with the Law No. 40/2007 effective on 16 August
2007 regarding the Limited Liability Company which
requires companies to set up a general reserve
amounting to at least 20% of the issued and fully paid
share capital. There is no timeline over which this amount
should be provided.


DAN ENTITAS ANAK
33. PENDAPATAN BUNGA

AND SUBSIDIARIES
33. INTEREST INCOME
Pendapatan bunga dari pihak-pihak berelasi diungkapkan

pada Catatan 46.
2014
Pendapatan pembiayaan konsumen
Efek-efek dan tagihan lainnya
Obligasi Pemerintah
Penempatan pada bank lain
dan BI
2013
15.335.276
6.054.981
13.580.921
5.428.393
1.019.431
326.001
716.928
232.302
255.796
172.293
22.991.485
20.130.837
Pendapatan bunga berdasarkan klasifikasi aset keuangan

2014
Diukur pada nilai wajar melalui
laporan laba rugi
Pinjaman yang diberikan dan piutang
Interest income from related parties is disclosed in

Note 46.
Loans
Consumer financing income
other bills receivable
Government Bonds
and BI
Interest income based on the classification of financial

assets is as follows:
2013
22.572
24.998
871.494
22.072.421
7.563
28.948
687.861
19.406.465
22.991.485
20.130.837
Fair value through profit or loss

Held-to-maturity
Available-for-sale
Loans and receivables

2014, amortisasi dari beban yang terkait langsung dari
perolehan
nasabah
(biaya
transaksi)
sebesar
Rp2.603.486
disajikan
sebagai
pengurang
dari
pendapatan bunga (2013: Rp2.043.919).
During the year ended 31 December 2014, the

amortization of costs directly incurred in acquiring
customers
(transaction
cost)
amounting
to
Rp2,603,486 was recorded as a deduction from interest
income (2013: Rp2,043,919).
Termasuk pendapatan bunga untuk tahun yang berakhir

(2013: Rp55.943) adalah akrual bunga dari aset keuangan
yang mengalami penurunan nilai.
Included under interest income for the year ended

31 December 2014 is the amount of Rp42,204 (2013:
Rp55,943) representing accrued interest on impaired
financial assets.


DAN ENTITAS ANAK
34. BEBAN BUNGA

AND SUBSIDIARIES
34. INTEREST EXPENSE
Interest expense to related parties is disclosed in Note 46.
Beban bunga kepada pihak-pihak berelasi diungkapkan

pada Catatan 46.
2014
Simpanan nasabah
- Giro
- Tabungan
Pinjaman yang diterima dan
simpanan dari bank lain
(Catatan 23)
Beban asuransi penjaminan
simpanan
2013
515.718
911.685
4.875.305
415.830
700.575
2.982.410
1.645.783
1.124.283
1.132.132
1.187.256
231.026
189.440
9.311.649
6.599.794

Current accounts Savings Time deposits Borrowings and deposits
from other banks
Securities issued (Note 23)
Deposit insurance guarantee
expense
35. PENDAPATAN DAN BEBAN PROVISI DAN KOMISI

LAIN
35. OTHER FEES AND COMMISSION INCOME AND

EXPENSE

2014, termasuk di dalam pendapatan provisi dan komisi
adalah pendapatan provisi terkait dengan kegiatan
perkreditan sebesar Rp190.275 (2013: Rp173.883) dan
komisi atas jasa yang dilakukan sebesar Rp1.203.013
(2013: Rp1.142.760).
During the year ended 31 December 2014, included in

fees and commission income are credit related fees
income amounting to Rp190,275 (2013: Rp173,883) and
service commissions amounting to Rp1,203,013 (2013:
Rp1,142,760).
Termasuk didalam beban provisi dan komisi adalah beban

provisi terkait dengan kegiatan perkreditan sebesar
Rp344.893 (2013: Rp351.767).
Included in fees and commissions expense is creditrelated fee expense amounting to Rp344,893 (2013:
Rp351,767).
36. IMBALAN JASA
36. FEES
2013
2014
Imbalan administrasi
Transaksi kartu kredit
Lain-lain
2.051.788
210.130
379.762
2.746.524
190.032
334.699
2.641.680
3.271.255
37. (KERUGIAN)/KEUNTUNGAN DARI PERUBAHAN NILAI

WAJAR ATAS INSTRUMEN KEUANGAN YANG
DIUKUR PADA NILAI WAJAR MELALUI LAPORAN
LABA RUGI
37. (LOSSES)/GAINS FROM CHANGES IN FAIR VALUE

OF FINANCIAL INSTRUMENTS AT FAIR VALUE
THROUGH PROFIT OR LOSS
2014
yang diperdagangkan
Instrumen derivatif
Administration fees
Credit card transactions
Others
2013
3.851
(130.434)
(232)
80.028
(126.583)
79.796
Trading securities and

Government Bonds
Derivative instruments


DAN ENTITAS ANAK

AND SUBSIDIARIES
38. BEBAN UMUM DAN ADMINISTRASI
38. GENERAL AND ADMINISTRATIVE EXPENSES

2014
Beban kantor
Sewa
Penyusutan aset tetap
(Catatan 18)
Komunikasi
Iklan dan promosi
Amortisasi perangkat lunak
(Catatan 17)
Lain-lain
2013
1.744.456
596.736
1.837.685
547.522
538.941
360.616
216.773
499.602
365.693
265.676
136.011
58.908
140.706
31.808
3.652.441
3.688.692
39. BEBAN TENAGA KERJA DAN TUNJANGAN
39. SALARIES AND EMPLOYEE BENEFITS

Salaries and employee benefits to related parties are
Beban tenaga kerja dan tunjangan kepada pihak-pihak

berelasi diungkapkan pada Catatan 46.
2014
Gaji
Tunjangan dan fasilitas lainnya
Pendidikan dan pelatihan
Lain-lain
Office expenses
Rental
(Note 18)
Communications
Advertising and promotion
Amortization of software
(Note 17)
Others
2013
2.814.969
2.577.475
175.316
242.912
2.501.801
2.620.062
217.680
373.348
5.810.672
5.712.891
Salaries
Other allowance and benefits
Education and training
Others
Remunerasi Direksi dan karyawan dalam bentuk

kompensasi jangka panjang dijelaskan lebih lanjut pada
Catatan 43.
Remuneration for the Board of Directors and employees

in the form of long-term compensation program is
explained further in Note 43.
Remunerasi Direksi, Dewan Komisaris, dan Komite Audit

Bank adalah sebagai berikut:
Remuneration for the Board of Directors, Board of

Commissioners, and Audit Committee of the Bank are as
follows:
2014
Jumlah orang/
Headcount
Direksi
Dewan Komisaris
Komite Audit
9
6
2
17
Gaji, gross/
Salaries, gross
34.019
9.001
1.195
44.215
Tunjangan dan
fasilitas lainnya,
gross/
Other allowance
and benefits, gross
63.539
14.496
299
78.334
Jumlah/Total
97.558
23.497
1.494
122.549
Board of Directors
Audit Committee


DAN ENTITAS ANAK

AND SUBSIDIARIES
39. BEBAN TENAGA KERJA DAN TUNJANGAN (lanjutan)
39. SALARIES AND EMPLOYEE BENEFITS (continued)
2013
Jumlah orang/
Headcount
Direksi
Dewan Komisaris
Komite Audit
11
8
2
21
Tunjangan dan
fasilitas lainnya,
gross/
Other allowance
and benefits, gross
Gaji, gross/
Salaries, gross
33.617
10.377
1.190
45.184
Jumlah/Total
108.581
19.025
293
127.899
142.198
29.402
1.483
173.083
Board of Directors
Audit Committee
Remuneration for Board of Directors, Board of

Commissioners, and Audit Committee of the Bank and
Subsidiaries is as follows:
Remunerasi Direksi, Dewan Komisaris, dan Komite Audit

Bank dan Entitas Anak adalah sebagai berikut:
2014
Jumlah orang/
Headcount
Direksi
Dewan Komisaris
Komite Audit
22
11
6
39
Tunjangan dan
fasilitas lainnya,
gross/
Other allowance
and benefits, gross
Gaji, gross/
Salaries, gross
50.026
11.556
3.680
65.262
Jumlah/Total
121.836
15.837
1.473
139.146
171.862
27.393
5.153
204.408
Board of Directors
Audit Committee
2013
Jumlah orang/
Headcount
Direksi
Dewan Komisaris
Komite Audit
25
15
7
47
Tunjangan dan
fasilitas lainnya,
gross/Other
allowance and
benefits, gross
Gaji, gross/
Salaries, gross
53.485
13.370
3.662
70.517
40. PENDAPATAN BUKAN OPERASIONAL
166.838
21.019
1.709
189.566
220.323
34.389
5.371
260.083
Board of Directors
Audit Committee
40. NON-OPERATING INCOME

2014
Penerimaan dari asuransi atas

pinjaman yang telah dihapusbukukan
Keuntungan penjualan aset tetap
(Catatan 18)
Lain-lain
Jumlah/Total
2013
21.466
20.045
3.620
20.548
3.656
19.492
45.634
43.193
Insurance recoveries of loans

written off
Gain on sale of fixed assets
(Note 18)
Others


DAN ENTITAS ANAK

AND SUBSIDIARIES
41. BEBAN BUKAN OPERASIONAL
41. NON-OPERATING EXPENSES

2014
Kerugian atas penjualan aset

yang diambil alih
Kerugian penjualan aset tetap
(Catatan 18)
Biaya transformasi bisnis
Lain-lain
2013
1.061
2.558
561
408.261
145.579
438
115.142
555.462
118.138
Loss on disposal of foreclosed

assets
Loss on disposal of fixed assets
(Note 18)
Business transformation expense
Others
Sejak bulan Agustus 2014, Bank dan Entitas Anak

melakukan program transformasi bisnis termasuk
didalamnya konsolidasi jumlah cabang dan fungsi unit
kerja secara keseluruhan. Atas inisiatif ini, Bank dan
Entitas Anak diharapkan dapat beroperasi lebih efisien
untuk menjamin pertumbuhan bisnis yang berkelanjutan.
Since August 2014, the Bank and Subsidiaries have been

implementing business transformation programs including
branch consolidation and function of working units as a
whole. From these initiatives, the Bank and Subsidiaries
are expected to be more efficient in order to ensure the
sustainability of the business growth.
Biaya transformasi bisnis meliputi biaya pesangon,

penghapusan aset, honorarium profesional, dan biaya
administratif lainnya. Seluruh biaya yang dibebankan pada
laporan keuangan konsolidasian tahun 2014 terkait
dengan program transformasi bisnis adalah sebesar
Rp408.261 yang dibukukan pada akun Biaya Transformasi
Bisnis yang merupakan bagian dari beban bukan
operasional Bank dan Entitas Anak.
Business transformation expense includes severance

expense, asset write off, professional fee, and other
administrative expenses. All costs charged to the 2014
consolidated financial statements related to business
transformation program amounting to Rp408,261 is
booked to Business Transformation Expense as part of
non-operating expenses of the Bank and Subsidiaries.
42. DANA PENSIUN DAN IMBALAN KERJA LAINNYA
42. PENSION PLAN AND OTHER EMPLOYEE BENEFITS
Program pensiun iuran pasti
Defined contribution pension plan
Bank
Bank
Bank menyelenggarakan program pensiun iuran pasti

untuk karyawan tetap yang memenuhi syarat yang dikelola
dan diadministrasikan oleh PT Asuransi Jiwa Manulife
Indonesia.
The Bank has a defined contribution pension plan

covering its qualified permanent employees, which is
managed and administered by PT Asuransi Jiwa Manulife
Indonesia.
Pada tanggal-tanggal 31 Desember 2014 dan 2013, iuran

yang dibayarkan oleh karyawan dan Bank masing-masing
adalah sebesar 3,75% dan 6,25% dari penghasilan dasar
karyawan.
As of 31 December 2014 and 2013, the employees and

the Banks contributions were 3.75% and 6.25%,
respectively, of the employees basic salaries.
Untuk
tahun yang berakhir pada tanggal-tanggal
31 Desember 2014 dan 2013, iuran pasti Bank yang diakui
sebagai beban tenaga kerja dan tunjangan masingmasing sebesar Rp44.600 dan Rp40.737.
For the years ended 31 December 2014 and 2013, the

Banks defined contributions are recognized as salaries
and employee benefits amounting to Rp44,600 and
Rp40,737, respectively.


DAN ENTITAS ANAK

AND SUBSIDIARIES

(lanjutan)

(continued)
Program pensiun iuran pasti (lanjutan)
Defined contribution pension plan (continued)
Entitas Anak
Subsidiary
Sejak tanggal 16 Mei 2007 dan 1 September 2007, ADMF

dan AI menyelenggarakan program pensiun iuran pasti
untuk karyawan tetap yang memenuhi kriteria yang
ditetapkan, dimana program pensiun iuran pasti ini dikelola
dan diadministrasikan oleh PT Asuransi Jiwa Manulife
Indonesia.
Since 16 May 2007 and 1 September 2007, ADMF and

AI have a defined contribution pension plan covering their
qualified permanent employees who meet the criteria,
where the defined contribution pension plan is managed
and administered by PT Asuransi Jiwa Manulife
Indonesia.

ADMF dan AI membayar iuran pensiun sebesar 3% dari
penghasilan dasar karyawan.
As of 31 December 2014 and 2013, ADMF and AI paid

pension costs at 3% from the employees basic salaries.
Untuk tahun yang berakhir pada tanggal-tanggal

31 Desember 2014 dan 2013, iuran pasti ADMF dan AI
yang diakui sebagai beban tenaga kerja dan tunjangan
For the years ended 31 December 2014 and 2013, the

defined contributions for ADMF and AI recognized as
salaries and employee benefits amounted to Rp17,755
and Rp14,242, respectively.
Imbalan kerja lainnya
Other employee benefits
Bank
Bank
Kewajiban atas imbalan kerja jangka panjang dan imbalan

pasca-kerja meliputi uang jasa, uang pisah, pesangon, dan
kompensasi lainnya dihitung oleh perusahaan konsultan
aktuaria PT Towers Watson Purbajaga dengan
menggunakan metode Projected-Unit-Credit.
The liability for long-term and post-employment benefits

consisting of service payments, severance payments,
termination benefits, and other compensation was
calculated by a licensed actuarial consulting firm,
PT Towers Watson Purbajaga, using the Projected-UnitCredit method.
Tabel berikut ini menyajikan kewajiban imbalan kerja Bank:
The following table summarizes the Banks employee

benefits liabilities:
Kewajiban imbalan kerja
Employee benefits liabilities

2014
Nilai kini kewajiban imbalan pasti

Nilai yang belum diakui:
- Kerugian aktuaria
- Beban jasa lalu
1.225.147
31 Desember/December
2013
2012
2011
1.075.726
1.039.187
2010
709.781
586.093
(299.013)
(16.761)
(247.068)
(23.609)
(355.841)
(29.420)
(121.274)
(35.230)
(65.143)
(41.041)
909.373
805.049
653.926
553.277
479.909
Beban imbalan kerja
Present value of
defined benefit obligation
Unrecognized amounts of:
Actuarial loss Past service cost -
Employee benefits expenses

1 Januari/January 31 Desember/December
2014
2013
Beban jasa kini

Beban bunga atas kewajiban
Amortisasi atas:
- Kerugian aktuaria
- Beban jasa lalu
Beban kurtailmen
108.251
93.154
109.279
57.800
19.510
5.810
(63.018)
35.282
5.811
-
163.707
208.172
Current service cost

Interest on obligation
Amortization of:
Actuarial loss Past service cost Curtailment cost


DAN ENTITAS ANAK

AND SUBSIDIARIES

(lanjutan)
Asumsi-asumsi utama
perhitungan di atas:
yang
digunakan
dalam
2014
Asumsi ekonomi:
- Tingkat diskonto per tahun
- Tingkat kenaikan penghasilan
dasar per tahun

(continued)
Key assumptions used in the above calculation:
31 Desember/
December
Economic assumptions:
Annual discount rate -
8,00%
9,00%
7,00% - 10,00%
7,00% - 10,00%
2014
Kewajiban imbalan
pasca-kerja/ Obligation
for post-employment
benefits
Annual basic salary growth rate -
The following table demonstrates the sensitivity to a

reasonably possible change in market interest rates, with
all other variables held constant, of the obligation for postemployment and current service cost as of 31 December
2014 and 2013:
Tabel berikut menunjukkan sensitivitas atas kemungkinan

perubahan tingkat suku bunga pasar, dengan variabel lain
dianggap tetap, terhadap kewajiban imbalan pasca-kerja
dan beban jasa kini pada tanggal-tanggal 31 Desember
2014 dan 2013:
Kenaikan suku bunga

dalam 100 basis poin
Penurunan suku bunga
2013
Beban jasa
kini/
Current service
cost
2013
Kewajiban imbalan
for post-employment
benefits
Beban jasa
kini/
Current service
cost
(77.704)
(6.581)
(68.912)
(8.060)
86.630
7.394
76.578
9.192
Increase in interest rate

by 100 basis point
Decrease in interest rate
by 100 basis point
Kewajiban imbalan kerja Bank pada tanggal-tanggal

31 Desember 2014 dan 2013 telah sesuai dengan laporan
aktuaris masing-masing tertanggal 5 Januari 2015 dan
6 Januari 2014.
The Banks employee benefits liabilities as of

31 December 2014 and 2013 are in accordance with the
actuarial report dated 5 January 2015 and 6 January
2014, respectively.
Entitas Anak
Subsidiaries
Kewajiban atas imbalan kerja jangka panjang dan imbalan

pasca-kerja meliputi pensiun, cuti berimbalan jangka
panjang, jubilee, uang pisah, uang penghargaan, dan
kompensasi lainnya dihitung setiap tahun oleh perusahaan
konsultan aktuaria, PT Towers Watson Purbajaga dengan
menggunakan metode Projected-Unit-Credit.
The liability for long-term and post-employment employee

benefits consists of pension, long service leave, jubilee
awards, severance pay, and other compensation which
were calculated annually by a licensed actuarial
consulting firm, PT Towers Watson Purbajaga, using the
Projected-Unit-Credit method.
Tabel berikut ini menyajikan kewajiban imbalan kerja

Entitas Anak:
The following table summarizes

employee benefits liabilities:
Kewajiban imbalan kerja
Employee benefits liabilities
Nilai kini kewajiban imbalan pasti

Nilai yang belum diakui:
- Kerugian aktuaria
- Beban jasa lalu negatif
2014
2013
2012
2011
2010
424.943
291.346
350.658
244.497
148.268
(51.920)
4.424
(21.460)
4.978
(161.867)
5.436
(116.848)
5.895
(58.685)
6.352
377.447
274.864
194.227
133.544
95.935
the
Subsidiaries
Present value of defined benefit

obligation
Unrecognized amounts of:
Actuarial loss Negative past service cost -


DAN ENTITAS ANAK
(lanjutan)

AND SUBSIDIARIES
(continued)
Imbalan kerja lainnya (lanjutan)
Other employee benefits (continued)
Beban imbalan kerja
Employee benefits expenses

1 Januari/January 31 Desember/December
2014
2013
Beban jasa kini

Beban bunga atas kewajiban
Amortisasi atas:
- Kerugian aktuaria
- Beban jasa lalu
Beban kurtailmen
Beban pesangon khusus
Asumsi-asumsi utama
perhitungan di atas:
yang
Asumsi ekonomi:
- Tingkat diskonto per tahun
- Tingkat kenaikan penghasilan
dasar per tahun
digunakan
43.713
26.659
59.045
21.816
1.321
(458)
(27.219)
98.153
10.197
(458)
-
142.169
90.600
dalam
Economic assumptions:
Annual discount rate -
8,50%
9,25%
7,00% - 10,00%
7,00% - 10,00%
2014
Kewajiban imbalan
for post-employment
benefits
Kenaikan suku bunga

Penurunan suku bunga
Key assumptions used in the above calculation:
2014
2013
Tabel berikut menunjukkan sensitivitas atas kemungkinan

perubahan tingkat suku bunga pasar, dengan variabel lain
dianggap tetap, terhadap kewajiban imbalan pasca-kerja
dan beban jasa kini Entitas anak pada tanggal-tanggal
31 Desember 2014 dan 2013:
Beban jasa
kini/
Current service
cost
Current service cost

Interest on obligation
Amortization of:
Actuarial loss Past service cost Curtailment cost
Special termination benefit cost
Annual basic salary growth rate -
The following table demonstrates the sensitivity to a

reasonably possible change in market interest rates, with
all other variables held constant, of the obligation for postemployment and current service cost of Subsidiaries as of
31 December 2014 and 2013:
2013
Kewajiban imbalan
for post-employment
benefits
Beban jasa
kini/
Current service
cost
(42.441)
(4.809)
(35.066)
(8.466)
50.129
6.430
41.683
10.303
Increase in interest rate

by 100 basis point
Decrease in interest rate
by 100 basis point
Kewajiban imbalan kerja ADMF pada tanggal-tanggal

aktuaris independen masing-masing tertanggal 6 Januari
2015 dan 8 Januari 2014.
The ADMFs employee benefits liability as of

31 December 2014 and 2013 was in accordance with the
independent actuarial report dated 6 January 2015 and
8 January 2014, respectively.
Kewajiban imbalan kerja AI pada tanggal-tanggal

as of
The AIs
employee benefits
liability
31 December 2014 and 2013 was in accordance with the
independent actuarial report dated 8 January 2015 and
28 January 2014, respectively.


DAN ENTITAS ANAK
(lanjutan)

AND SUBSIDIARIES
(continued)
Imbalan kerja lainnya (lanjutan)
Other employee benefits (continued)
Beban imbalan kerja (lanjutan)
Employee benefits expenses (continued)
Kewajiban imbalan kerja AQ pada tanggal-tanggal 31

Desember 2014 dan 2013 telah sesuai dengan laporan
The AQs employee benefits liability as of 31 December

2014 and 2013 was in accordance with the independent
actuarial report dated 5 January 2015 and 24 January
2014, respectively.
Bank dan Entitas Anak
Bank and Subsidiaries
Tabel berikut ini adalah perubahan kewajiban imbalan

kerja Bank dan Entitas Anak untuk tahun yang berakhir
pada tanggal-tanggal 31 Desember 2014 dan 2013:
The following table shows the movements of the

employee benefits liability of the Bank and Subsidiaries
for the years ended 31 December 2014 and 2013:
2014
Saldo awal
Beban tahun berjalan - neto
Pembayaran kepada karyawan
Liabilitas yang diakui di laporan
posisi keuangan konsolidasian
2013
1.079.913
305.876
(98.969)
848.153
298.772
(67.012)
1.286.820
43. PROGRAM KOMPENSASI JANGKA PANJANG
1.079.913
Beginning balance
Current year expenses - net
Payment to employees
Liability recognized in consolidated
statement of financial position
43. LONG-TERM COMPENSATION PROGRAM
Pada tahun 2010, Dewan Komisaris menyetujui untuk

kembali memberikan Program Kompensasi Jangka
Panjang (LTCP) kepada Direksi dan karyawan Bank dan
Entitas Anak yang memenuhi persyaratan. Program ini
merupakan bagian dari Strategi Jumlah Kompensasi Bank
dan Entitas Anak, dengan tujuan mengkaitkan kinerja
Bank dan Entitas Anak secara keseluruhan dengan
kompensasi yang diterima oleh karyawan yang memenuhi
persyaratan dan Direksi, serta untuk menjaga
pertumbuhan
Bank
dan
Entitas
Anak
yang
berkesinambungan.
In 2010, the Board of Commissioners agreed to grant

another Long Term Compensation Plan (LTCP) to the
Bank and Subsidiaries Board of Directors and eligible
employees. The Plan is part of the Banks and
Subsidiaries Total Compensation Strategy, with the
objective to link the Banks and Subsidiaries overall
performance with the compensation of eligible employees
and Board of Directors, as well as to maintain continuous
growth of the Bank and Subsidiaries.
Program ini terdiri dari dua skema, yaitu:
This program consists of two schemes, i.e.:
Program kas, program tiga tahunan yang dimulai pada

tanggal 1 Juli 2010 dan terutang pada tahun 2011,
2012, dan 2013. Jumlah yang dibayarkan akan
tergantung pada pencapaian kinerja Bank dan Entitas
Anak secara konsolidasi yang telah ditetapkan
sebelumnya oleh Komite Remunerasi dan peringkat
kinerja perorangan berdasarkan penilaian kinerja
pada akhir tahun.
Cash plan, a three-year-plan commencing on 1 July

2010, to be payable in 2011, 2012, and 2013. The
amount to be paid will depend on the achievement
of the Banks and Subsidiaries performance at
consolidated level as predetermined by the
Remuneration
Committee
and
individual
performance
rating
based
on
period-end
performance appraisal.


DAN ENTITAS ANAK
43. PROGRAM
(lanjutan)
KOMPENSASI
JANGKA
PANJANG
Program saham, dimana karyawan yang memenuhi

persyaratan akan menerima sejumlah uang tunai
yang telah ditetapkan sebelumnya dan langsung
digunakan untuk membeli saham Bank. Saham dibeli
atas nama masing-masing karyawan untuk ditahan
dan ditempatkan dalam kustodian independen.
Saham akan diserahkan setelah masa tunggu tiga
atau enam tahun selesai. Tanggal pemberian
kompensasi dari program ini adalah 1 Juli 2010.

AND SUBSIDIARIES
43. LONG-TERM
(continued)
COMPENSATION
PROGRAM
Stock plan, in which eligible employees will receive a

certain predetermined amount of cash and directly to
be used to purchase the Banks stocks. The stocks
are purchased under the individual employees
names to be held and put under an independent
custodian. The stocks will be released upon
completion of the holding period of three or six years.
The grant date of this plan was 1 July 2010.
Beban sehubungan dengan program tersebut dicatat pada

beban tenaga kerja dan tunjangan di laporan laba rugi
komprehensif konsolidasian untuk tahun yang berakhir
(termasuk pajak), dimana sebesar Rp18.800 (termasuk
pajak) dialokasikan untuk Direksi Bank dan Rp3.056
(termasuk pajak) dialokasikan untuk Direksi Entitas Anak.
The expenses associated with this program are

recognized as salaries and employee benefits in the
consolidated statement of comprehensive income for the
year ended 31 December 2013 amounting to Rp29,888
(including tax), in which Rp18,800 (including tax) out of
this amount was allocated for the Banks Board of
Directors and Rp3,056 (including tax) was allocated for
the Subsidiaries Board of Directors.
Bank telah menyiapkan Program Insentif Jangka Panjang

(LTIP), yang merupakan kelanjutan dari program
sebelumnya yang telah jatuh tempo tahun 2013. Program
insentif jangka panjang ini telah disetujui oleh RUPS dan
akan diberikan kepada Direksi dan karyawan Bank dan
Entitas Anak yang memenuhi syarat.
The Bank has prepared a Long Term Incentive Plan

(LTIP), which is a continuance of the previous program
that had expired in 2013. This LTIP had been approved
by GMS and will be granted to Directors and eligible
employees of the Bank and Subsidiaries.
Program ini sebelumnya direncanakan akan diluncurkan

pada tahun 2014, akan tetapi manajemen memutuskan
untuk menunda peluncuran program LTIP tersebut dan
akan dipertimbangkan kembali pelaksanaannya.
This program was previously planned to be launched in

the year 2014, however the management decided to
postpone the launch of the LTIP program and the
implementation of which will be reconsidered.


DAN ENTITAS ANAK

AND SUBSIDIARIES
44. LABA BERSIH PER SAHAM DASAR YANG

DIATRIBUSIKAN KEPADA PEMILIK ENTITAS INDUK
44. BASIC EARNINGS PER SHARE ATTRIBUTABLE TO

EQUITY HOLDERS OF THE PARENT ENTITY
Laba bersih per saham dasar dihitung dengan membagi

laba bersih dengan rata-rata tertimbang jumlah saham
biasa yang beredar pada tahun bersangkutan.
Basic earnings per share is calculated by dividing net

income by the weighted average number of ordinary
shares outstanding during the year.
2014
Laba bersih yang diatribusikan
kepada pemilik entitas induk
Rata-rata tertimbang jumlah
saham biasa yang beredar
Laba bersih per saham dasar
yang diatribusikan kepada
pemilik entitas induk
(nilai penuh)
2013
2.604.017
4.041.684
9.584.643.365
9.584.643.365
271,69
421,68
45. KOMITMEN DAN KONTINJENSI
Net income attributable to equity

holders of the parent entity
Weighted average number of
ordinary shares outstanding
Basic earnings per share
attributable to equity holders
of the parent entity
(full amount)
45. COMMITMENTS AND CONTINGENCIES

2014
2013
Liabilitas komitmen
- Fasilitas kredit kepada debitur
yang belum digunakan
- Irrevocable letters of credit
yang masih berjalan
372.930
317.280
2.662.187
2.488.006
Commitment payables
Unused loan facilities to debtors
Outstanding irrevocable letters of credit
Jumlah liabilitas komitmen
3.035.117
2.805.286
Total commitment payables
130.110
85.902
377.432
294.921
Contingent receivables
Guarantee from other banks Interest receivable on non-performing assets
507.542
380.823
Total contingent receivables
Tagihan kontinjensi
- Garansi dari bank lain
- Pendapatan bunga dalam
penyelesaian
Jumlah tagihan kontinjensi
Liabilitas kontinjensi
- Garansi yang diterbitkan dalam
bentuk:
- Garansi bank
- Standby letters of credit
3.484.317
134.694
3.182.875
169.920
Contingent payables
Guarantees issued in the form of:
Bank guarantees Standby letters of credit -
Jumlah liabilitas kontinjensi
3.619.011
3.352.795
Total contingent payables
Liabilitas kontinjensi - neto
3.111.469
2.971.972
Contingent payables - net
Liabilitas komitmen dan kontinjensi neto
6.146.586
5.777.258
Commitment payables and

contingent payables - net


DAN ENTITAS ANAK
45. KOMITMEN DAN KONTINJENSI (lanjutan)

AND SUBSIDIARIES
45. COMMITMENTS AND CONTINGENCIES (continued)
Liabilitas komitmen
Commitment payables
a.
a.

2014
Rupiah
Irrevocable letters of credit
yang masih berjalan:
- L/C dalam negeri
- L/C luar negeri
Fasilitas kredit kepada debitur
Mata uang asing

Irrevocable letters of credit
yang masih berjalan:
- L/C luar negeri
- L/C dalam negeri
Jumlah
b.

2013
134.734
55
350.434
-
372.274
300.736
507.063
651.170
2.242.014
285.384
1.573.293
564.279
656
16.544
2.528.054
2.154.116
3.035.117
2.805.286
b.
2014
Rupiah
Outstanding irrevocable
letters of credit:
Domestic L/C Foreign L/C Unused loan facilities
to debtors
Foreign currencies
letters of credit:
Foreign L/C Domestic L/C Unused loan facilities
to debtors
Total
2013
Lancar
Macet
3.034.021
997
99
2.804.827
459
-
Current
Special mention
Loss
Jumlah
3.035.117
2.805.286
Total


DAN ENTITAS ANAK

AND SUBSIDIARIES
Liabilitas kontinjensi
Contingent payables
a.
a.

2014
Rupiah
Garansi yang diterbitkan dalam
bentuk:
- Garansi bank
Mata uang asing

Garansi yang diterbitkan dalam
bentuk:
- Garansi bank
Jumlah
b.
2.759.335
4.741
2.910.892
2.764.076
578.425
129.694
423.540
165.179
708.119
588.719
3.619.011
3.352.795
b.
2014
Foreign currencies
Guarantees issued in
the form of:
Total
2013
3.352.275
520
3.619.011
3.352.795
Current
Special mention
2013
3.619.011
64
3.352.731
3.619.011
3.352.795
Bank menghadapi berbagai kasus hukum yang belum

terselesaikan, tuntutan administrasi, dan gugatan
sehubungan dengan kegiatan usaha Bank. Tidak
memungkinkan bagi Bank untuk memperkirakan dengan
pasti apakah Bank akan berhasil dalam setiap kasus
hukum tersebut, atau jika tidak, dampak yang mungkin
timbul.
Rupiah
Guarantees issued in
the form of:
3.609.211
9.800
2014
Liabilitas kontinjensi terdiri dari:
- Pihak berelasi
- Pihak ketiga
2013
2.905.892
5.000
Lancar
Contingent payables consist of:

The Bank is a party to various unresolved legal actions,

administrative proceedings, and claims in the ordinary
course of its business. It is not possible to predict with
certainty whether or not the Bank will ultimately be
successful in any of these legal matters or, if not, what the
impact might be.


DAN ENTITAS ANAK

AND SUBSIDIARIES
PT Danamon Usaha Gedung (DUG)
PT Danamon Usaha Gedung (DUG)
Pada bulan Desember 2000, DUG dan Bank

menandatangani DUG Settlement Agreement dimana
Bank sepakat untuk membeli pinjaman sindikasi DUG dan
DUG akan menjual properti ex. Jaminan atas pinjaman
sindikasi kepada Bank sebagai pelunasan pinjaman atas
pinjaman sindikasi tersebut.
In December 2000, DUG and the Bank signed DUG

Settlement Agreement where the Bank agreed to
purchase DUGs syndicated loan and DUG would sell ex
properties. The syndicated loan collateral to the Bank will
be the repayment of the syndicated loan.
Pada bulan Agustus 2005, DUG menerima Surat

Ketetapan Pajak Kurang Bayar (SKPKB) PPN sebesar
Rp122 miliar (nilai penuh) sehubungan dengan hasil
pemeriksaan pajak di tahun 2000 atas pengalihan properti
tersebut di atas.
In August 2005, DUG received Tax Underpayment Letter

for VAT in the amount Rp122 billion (full amount) related
to the tax audits result in 2000 on the above mentioned
property transfer.
Atas SKPKB tersebut DUG telah mengajukan keberatan

ke Kantor Pajak. Pada bulan Oktober 2006, Kantor Pajak
telah mengeluarkan keputusan untuk menerima sebagian
keberatan DUG dengan mengurangi jumlah PPN terutang
menjadi sebesar Rp75 miliar (nilai penuh). Atas keputusan
tersebut, DUG tidak mengajukan banding ke Pengadilan
Pajak.
DUG has submitted a letter of objection to the Tax Office.

In October 2006, the Tax Office issued decision letter
accepting part of DUGs objection by reducing the amount
of VAT assessment to Rp75 billion (full amount). DUG
decided not to file an appeal to the Tax Court against the
decision of the Tax Office.
Pada tanggal 12 Desember 2012, DUG mengajukan klaim

melalui International Chamber of Commerce (ICC) - Asia
Office yang diberikan referensi No. 19136/CYK terhadap
Bank.
On 12 December 2012, DUG filed a claim through the

International Chamber of Commerce (ICC) - Asia Office
with the reference No. 19136/CYK against the Bank.
Bank telah menunjuk Ali Budiarjo, Nugroho, Reksodiputro

(ABNR) Law Firm untuk menangani perkara ini.
The Bank has appointed Ali Budiarjo, Nugroho,

Reksodiputro (ABNR) Law Firm to handle this case.
Pada tanggal 1 Februari 2013, Bank (Responden) telah

menyampaikan jawaban/tanggapan terhadap tuntutan
tersebut.
On 1 February 2013, the Bank (Respondent) has

submitted the answers/response against the DUG claim.
Bapak Fred Tumbuan telah ditunjuk dan disetujui sebagai

Arbitor dari pihak Responden dan Ibu Karen Milles telah
ditunjuk bersama sebagai ketua Arbitor oleh ICC pada
tanggal 8 Maret 2013.
Mr. Fred Tumbuan has been designated and approved

as the Arbitrator (appointed by Respondent) and ICC
announced Ms. Karen Milles as the jointly nominated
chairman presiding arbitrator on 8 March 2013.
Pihak DUG telah mengajukan respon atas jawaban pada

tanggal 17 Juni 2013 sesuai jadwal yang ditentukan dalam
Terms of Reference (TOR) dan pada tanggal
20 September 2013, pihak Bank melalui kuasa hukum
telah mengajukan Rejoinder kepada ICC Tribunal.
Referring to the Terms of Reference (TOR) for Tribunal

hiring process, DUG has filed Response to the Answer to
request for arbitration on 17 June 2013 and the Bank filed
a Rejoinder to the Tribunal of ICC through its attorney on
20 September 2013.
Selanjutnya agenda persidangan telah dilaksanakan

tanggal 29 hingga 31 Oktober 2013 di Jakarta. Keputusan
ICC No: 19136/CYK tanggal 5 Maret 2014 telah diterima
oleh Bank melalui ABNR Law Firm pada tanggal 11 Maret
2014. Keputusan ICC tersebut memutuskan beberapa hal
sebagai berikut:
Furthermore, the court proceedings have been executed

in Jakarta since 29 until 31 October 2013. On 11 March
2014 the Bank received the final ICC Award
No. 19136/CYK dated 5 March 2014 through ABNR Law
Firm. The ICC Award above decided as follows:


DAN ENTITAS ANAK

AND SUBSIDIARIES
PT Danamon Usaha Gedung (DUG) (lanjutan)
PT Danamon Usaha Gedung (DUG) (continued)
Bank diperintahkan untuk membayar kepada DUG

sebagai pengembalian atas PPN yang harus
dibayarkan ke Kantor Pajak sejumlah Rp55.739 yang
merupakan
jumlah
PPN
yang
tertunggak,
sehubungan
dengan
Surat
No./KEP531/WPJ.04/2006; dan DUG harus bertanggung
jawab untuk membayarkan sejumlah tersebut kepada
Kantor
Pajak
segera
setelah
menerima
pembayarannya;
The Bank was ordered to pay to DUG as

reimbursement for the VAT which is required to be
paid to the Tax Office the amount of Rp55,739 being
the reduced amount of unpaid VAT, in accordance
with Letter No./KEP-531/WPJ.04/2006; and DUG is
thus responsible to remit said amount to the Tax
Office promptly upon receipt thereof;
Bank diperintahkan juga untuk membayar kepada

DUG sejumlah Rp4.459 yang merupakan 50% dari
jumlah pengurangan atas bunga dan Rp5.574 yang
merupakan 50% dari pengurangan denda yang
dikenakan oleh Kantor Pajak dalam suratnya
No./KEP-531/WPJ.04/2006
dan
KEP533/WPJ.04/2006;
The Bank is further ordered to pay to DUG the

amount of Rp4,459 being the 50% of the reduced
amount of interest, and Rp5,574 being 50% of the
reduced penalty imposed by the Tax Office in its
Letters No./KEP-531/WPJ.04/2006 and KEP533/WPJ.04/2006;
DUG harus bertanggung jawab untuk membayarkan

kepada Kantor Pajak sejumlah yang disebut pada sub
paragraf di atas, plus dari biaya sendiri sejumlah yang
sama yang merupakan sisa dari 50% atas penalti dan
bunga yang tertunggak, oleh karenanya seluruh
jumlah atas bunga dan denda akan dibayar oleh DUG
kepada Kantor Pajak sesuai dengan bunga dan
denda yang ditentukan dalam Surat No./KEP531/WPJ.04/2006
dan
KEP-533/WPJ.04/2006
sejumlah Rp8.918 sebagai bunga dan Rp11.148
sebagai denda atas tambahan terhadap seluruh
jumlah PPN yang belum terbayar, sebagaimana
tercantum dalam sub paragraf tersebut di atas.
DUG shall then be responsible to remit to the Tax

Office the amounts set out in the above
subparagraph, plus from its own funds an equal
amount, being the remaining 50% of penalty and
interest due, so that the full amount of penalty and
interest to be paid by DUG to the Tax Office with
respect to Penalty and Interest, as required pursuant
to Letters No./KEP-531/WPJ.04/2006 and KEP533/WPJ.04/2006 shall be Rp8,918 as interest and
Rp11,148 as penalty in addition to the full amount of
the unpaid VAT, as referred to in the above
subparagraph.
Pengadilan telah melakukan penyitaan terhadap salah

satu gedung milik Bank yang akan berakhir apabila Bank
dan DUG telah memenuhi kewajibannya sesuai dengan
keputusan dari pengadilan tersebut.
The court seized one of the Banks buildings which will

terminate when the Bank and DUG have fulfilled their
obligations in accordance with such court decision.
Pada tanggal 26 November 2014, Bank dan DUG telah

menandatangani Perjanjian Perdamaian dan Bank telah
melaksanakan kewajiban sesuai dengan keputusan ICC
Award. Dengan demikian, perkara antara Bank dan DUG
telah selesai, termasuk yang berkaitan dengan penyitaan
tersebut di atas.
On 26 November 2014, the Bank and DUG have signed

a Settlement Agreement and the Bank had fulfilled its
obligations in accordance with the ICC Award. Thus, the
case between the Bank and DUG has been closed,
including the settlement of the above mentioned seizure.


DAN ENTITAS ANAK
46. INFORMASI MENGENAI PIHAK BERELASI
Pihak berelasi/
Related parties

AND SUBSIDIARIES
46. RELATED PARTIES INFORMATION
Sifat dari hubungan/

Nature of relationship
Sifat dari transaksi/

Nature of transaction
Standard Chartered Bank PLC
Dimiliki oleh pemegang saham akhir

yang sama/Owned by the same ultimate
shareholder
Penempatan dana/Fund placements

Cabang Jakarta/Jakarta
Branch

shareholder
Penempatan dana/Fund placements
PT Bank Permata Tbk

shareholder
Penempatan dana dan perjanjian asuransi/Fund

placements and insurance agreement
Development Bank of Singapore

(DBS), Ltd.

shareholder
Penempatan dana dan penerimaan dana/Fund

placements and fund received

shareholder
Penempatan dana, penerimaan dana dan perjanjian

asuransi /Fund placements, fund received and
insurance agreement.
PT Matahari Putra Prima Tbk

shareholder
Penerimaan dana dari nasabah/Fund received from

customer
Komisaris, direksi, dan personil

manajemen kunci/Commissioners,
directors, and key management
personnel
Pengawas, pengurus dan karyawan

kunci/Oversight team,management,
and key management personnel
Penempatan dana, remunerasi, dan penerimaan

dana dari nasabah/Fund placements, remuneration,
and fund received from customer


DAN ENTITAS ANAK
46. INFORMASI MENGENAI PIHAK BERELASI (lanjutan)

AND SUBSIDIARIES
46. RELATED PARTIES INFORMATION (continued)
2014
Aset
a. Giro pada bank lain - neto
(DBS), Ltd.
PT Bank Permata Tbk
2013
Assets
a. Current accounts with other banks - net
482.893
(DBS), Ltd.
254.046
31.302
379
218
21.446
839
285.945
505.178
0,15%
0,27%
Percentage to total assets
247.378
21.000
-
99.900
61.150
3.500
b. Placements with other banks

Jakarta Branch
PT Bank Permata Tbk
268.378
164.550
Persentase terhadap jumlah aset
0,14%
0,09%
c. Efek-efek
PT Bank Permata Tbk
31.606
569
9.769
-
c. Marketable securities
PT Bank Permata Tbk

b. Penempatan pada bank lain
Cabang Jakarta
PT Bank Permata Tbk

d. Pinjaman yang diberikan - neto
Komisaris dan
karyawan kunci:
- Marta Jonatan
- Alexander C. Setjadi
- Henky Suryaputra
- Irma Savitry
- Herman
- Stefanus Warsito
- Reza Pely Rusly
- Sri Wahyuni Hadi
- Lain-lain 1)
e. Piutang premi
f.
Tagihan akseptasi
1)
Jumlah secara individu dibawah Rp1 miliar.

PT Bank Permata Tbk
32.175
9.769
0,02%
0,01%
1.276
1.195
1.165
1.132
1.036
1.015
943
573
14.735
1.277
1.291
1.036
1.075
818
21.436
d. Loans - net
Commissioners and
key management:
Marta Jonatan Alexander C. Setjadi Henky Suryaputra Irma Savitry Herman Stefanus Warsito Reza Pely Rusly Sri Wahyuni Hadi Others 1) -
23.070
26.933
0,01%
0,01%
1.518
2.159
e. Premium receivables
0,00%
0,00%
199
f. Acceptances receivable
0,00%
0,00%
1)
Individual amount below Rp1 billion.


DAN ENTITAS ANAK

AND SUBSIDIARIES

Aset (lanjutan)
g. Beban dibayar dimuka dan aset lain-lain
Cabang Jakarta
PT Bank Permata Tbk
Liabilitas
h. Simpanan nasabah
Giro
Tabungan
Deposito berjangka
Persentase terhadap jumlah
liabilitas
i.

Cabang Jakarta
Persentase terhadap jumlah liabilitas
j.
Utang akseptasi
Development Bank of
Singapore (DBS), Ltd.
Standard Chartered Bank, Singapura
Mumbai, India
Standard Chartered Bank, Malaysia
Standard Chartered Bank, Korea
Standard Chartered Bank, Thailand
Standard Chartered First Bank,
Korea
k. Efek yang diterbitkan

Development Bank of
l.

Development Bank of
m. Liabilitas derivatif
Cabang Jakarta
2014
2013
23.525
443
-
272
14
Assets (continued)
g. Prepayments and other assets
Jakarta Branch
PT Bank Permata Tbk
23.968
286
0,01%
0.00%
13.208
71.111
128.875
16.887
74.714
53.690
Liabilities
h. Deposits from customers
Current accounts
Savings
Time deposits
213.194
145.291
0,13%
0,10%
Percentage to total liabilities
3.034
i. Deposit from other bank

Jakarta Branch
0,00%
0,00%
740.830
55.508
20.893
1.414
955
659
j. Acceptances payable
Development Bank of
Standard Chartered Bank, Singapore
Mumbai, India
Standard Chartered Bank, Malaysia
Standard Chartered Bank, Korea
Standard Chartered Bank, Thailand
582
Standard Chartered First Bank, Korea
820.841
0,50%
0,00%
336.555
109.000
250.000
72.300
k. Securities issued
Development Bank of
445.555
322.300
0,27%
0,21%
1.238.278
2.433.904
l. Borrowings
Development Bank of
0,76%
1,59%
156
m. Derivative liabilities
Jakarta Branch
0,00%
0,00%


DAN ENTITAS ANAK

AND SUBSIDIARIES

n. Beban yang masih harus dibayar
Development Bank of

Laporan laba rugi komprehensif
konsolidasian
o. Pendapatan bunga
PT Bank Permata Tbk
Komisaris, direksi, dan
personil manajemen kunci
2014
2013
24.008
1.446
53.190
1.395
25.454
54.585
0,02%
0,04%
n. Accruals
Development Bank of

Consolidated statement of
o. Interest income
PT Bank Permata Tbk
Commissioners, directors, and
key management personnel
3.425
5.962
1.697
1.519
44
1.141
480
6.685
7.583
0,03%
0,04%
Percentage to total
interest income
11.098
125.901
5.703
6.013
170.375
1.397
p. Interest expense
key management personnel
142.702
177.785
1,53%
2,69%
Percentage to total
interest expense
12.353
220
11.358
246
q. Insurance premium income

PT Bank Permata Tbk
12.573
11.604
0,84%
0,92%
Percentage to total
premium income
Beban underwriting asuransi

1.549
4.351
r. Insurance underwriting expense


beban underwriting
0,15%
0,56%
Percentage to total
underwriting expenses

pendapatan bunga
p. Beban bunga
Komisaris, direksi, dan
personil manajemen kunci
beban bunga
q. Pendapatan premi asuransi
PT Bank Permata Tbk
pendapatan premi
r.
s. Beban tenaga kerja dan tunjangan

atas Komisaris, direksi, dan
personil manajemen kunci:
Bank dan Entitas Anak:
Imbalan kerja jangka pendek
Imbalan pasca-kerja
Imbalan kerja jangka panjang lainnya
Pembayaran berbasis saham
Pesangon pemutusan kontrak kerja
Persentase terhadap jumlah beban
tenaga kerja dan tunjangan
400.624
17.760
22.984
117
441.485
446.674
23.463
41.118
24.293
4.494
540.042
7,60%
9,45%
s. Salaries and employee benefits of

the Banks and Subsidiaries
key management personnel:
Short-term employee benefits
Post -employment benefits
Other long-term employee benefits
Share-based payment
Termination benefits
Percentage to total salaries
and employee benefits


DAN ENTITAS ANAK

AND SUBSIDIARIES
Selama
tahun yang berakhir pada tanggal-tanggal
31 Desember 2014 dan 2013, tidak terdapat kerugian
penurunan nilai atas saldo transaksi dengan personil
manajemen kunci, dan pada tanggal-tanggal 31 Desember
2014 dan 2013 tidak ada penyisihan khusus yang dibuat
untuk kerugian penurunan nilai atas transaksi dengan
personil manajemen kunci dan kerabat dekat mereka.
During the years ended 31 December 2014 and 2013,

no impairment losses have been recorded on
outstanding balances due from key management
personnel, and as of 31 December 2014 and 2013,
there was no specific allowance made for impairment
losses on balances with key management personnel
and their immediate relatives.
Transaksi dengan pihak-pihak berelasi dilakukan dengan

kebijakan harga dan syarat normal, sebagaimana dilakukan
dengan pihak yang tidak berelasi, kecuali pinjaman yang
diberikan kepada karyawan Bank.
Transactions with related parties are conducted with

normal pricing policy and conditions similar with those of
third parties, except for loans to the Banks employees.
47. KEPENTINGAN NON-PENGENDALI
47. NON-CONTROLLING INTERESTS

The movements of the non-controlling interests share in
the net assets of the Subsidiaries are as follows:
Kepentingan non-pengendali atas aset neto Entitas Anak

pada awal tahun
Penambahan kepentingan
non-pengendali
Bagian kepentingan
non-pengendali atas laba bersih
tahun berjalan
Bagian kepentingan non-pengendali
atas keuntungan/(kerugian) yang
belum direalisasi atas efek-efek dan
Obligasi Pemerintah dalam
kelompok yang tersedia untuk
dijual, setelah pajak
Bagian kepentingan non-pengendali
atas kerugian dari bagian efektif
atas instrumen derivatif untuk
lindung nilai arus kas
Pembagian dividen
pada akhir tahun
2014
2013
301.510
239.669
78.645
117.636
1.573
(1.983)
(2.331)
(141.399)
(371)
(53.444)
237.998
301.510
Non-controlling interests at the

beginning of year
Addition to non-controlling
interests
attributable to
non-controlling interests
Unrealized gains/(losses) on
available-for-sale marketable
securities and Government Bonds
attributable to non-controlling
interests, net of tax
Losses from effective portion on
derivative instruments for cash
flow hedges attributable to
non-controlling interests
Dividend distribution
at the end of year


DAN ENTITAS ANAK

AND SUBSIDIARIES
48. INFORMASI SEGMEN OPERASI
48. OPERATING SEGMENT INFORMATION

Information concerning the main business segments as a
consolidated entity is set out in the table below:
Informasi yang berkaitan dengan segmen usaha utama

secara konsolidasian disajikan dalam tabel di bawah ini:
Retail 1)
Hasil Segmen
Pendapatan selain bunga
Jumlah pendapatan
operasional
Beban operasional
Beban atas kredit
Pendapatan dan beban
bukan operasional - neto
Biaya transformasi bisnis
yang tidak dialokasikan
(Catatan 41)
Laba sebelum pajak
penghasilan
Baban pajak penghasilan
untuk biaya transformasi
bisnis
Laba bersih
Mid Size 2)
Wholesale 3)
1.869.392
388.209
802.744
(205.282)
13.679.836
3.955.715
Segment Results
Net interest income
Non-interest income
14.780.488
2.257.601
597.462
17.635.551
Total operating income
(8.483.070)
(3.520.881)
(1.045.803)
(197.219)
(292.415)
(80.078)
(9.821.288)
(3.798.178)
(51.614)
(1.940)
(736)
(54.290)
Operating expenses
Cost of credit
Non-operating income and
expenses - net
(408.261)
Unallocated business
transformation
expense (Note 41)
2.724.923
(649.047)
1.012.639
(268.349)
224.233
(55.541)
3.553.534
(972.937)
102.065
Income before income tax

Income tax expense
Unallocated income tax
expense for business
transformation expense
2.075.876
744.290
168.692
2.682.662
Net income
2014
Mid Size 2)
Wholesale 3)
Jumlah/Total
Segment Assets:
79.491.119
-
39.814.275
-
19.238.916
30.595.534
Loans, consumer financing

receivables, and investment in
finance leases excluding
138.544.310
interest receivables
30.595.534
Treasury assets
79.491.119
39.814.275
49.834.450
169.139.844
Aset yang tidak dapat dialokasi

Jumlah aset
Liabilitas Segmen:
Pendanaan
Liabilitas tresuri
Jumlah/Total
11.007.700
3.772.788
Retail 1)
Aset Segmen:
piutang pembiayaan
konsumen, dan investasi
sewa pembiayaan tidak
termasuk piutang bunga
Aset tresuri
2014
26.568.749
Unallocated assets
195.708.593
Total assets
Segment Liabilities:
Funding
Treasury liabilities
71.076.831
-
27.486.850
-
19.761.053
27.755.739
118.324.734
27.755.739
71.076.831
27.486.850
47.516.792
146.080.473
Liabilitas yang tidak dapat dialokasi

Jumlah liabilitas
16.610.596
Unallocated liabilities
162.691.069
Total liabilities


DAN ENTITAS ANAK
48. INFORMASI SEGMEN OPERASI (lanjutan)

AND SUBSIDIARIES
48. OPERATING SEGMENT INFORMATION (continued)
2013
Retail 1)
Mid Size 2)
Wholesale 3)
Jumlah/Total
Hasil Segmen
Pendapatan selain bunga
10.847.649
4.529.727
1.868.979
358.600
814.415
41.106
13.531.043
4.929.433
Segment Results
Net interest income
Non-interest income
Jumlah pendapatan operasional
15.377.376
2.227.579
855.521
18.460.476
Beban operasional
Beban atas kredit
Pendapatan dan beban bukan
operasional - neto
(8.210.787)
(2.904.485)
(1.054.059)
(124.383)
(429.859)
(154.714)
(9.694.705)
(3.183.582)
(51.494)
(902)
4.210.610
(1.032.763)
1.048.235
(272.541)
3.177.847
775.694
Laba sebelum pajak

penghasilan
Laba bersih
271.368
(65.589)
5.530.213
(1.370.893)
Income before income tax

Income tax expense
205.779
4.159.320
420
Mid Size 2)
Wholesale 3)
Jumlah/Total
Segment Assets:
77.872.446
-
37.605.922
-
19.451.432
26.086.062
Loans, consumer financing

receivables, and investment in
finance leases excluding
134.929.800
interest receivables
26.086.062
Treasury assets
77.872.446
37.605.922
45.537.494
161.015.862
Aset yang tidak dapat dialokasi

Jumlah aset
Liabilitas Segmen:
Pendanaan
Liabilitas tresuri
Net income
2013
Retail 1)
Aset Segmen:
piutang pembiayaan
konsumen, dan investasi
sewa pembiayaan tidak
termasuk piutang bunga
Aset tresuri
(51.976)
Operating expenses
Cost of credit
Non-operating income and
expenses - net
23.221.486
Unallocated assets
184.237.348
Total assets
Segment Liabilities:
Funding
Treasury liabilities
64.521.725
-
29.299.158
-
16.985.717
29.014.773
110.806.600
29.014.773
64.521.725
29.299.158
46.000.490
139.821.373
Liabilitas yang tidak dapat dialokasi

Jumlah liabilitas
12.862.992
Unallocated liabilities
152.684.365
Total liabilities
1)
Retail terdiri dari bisnis mikro, kartu kredit, syariah, bisnis

asuransi, pembiayaan konsumen, pegadaian, dan perbankan
retail.
1)
Retail consists of micro business, credit card, sharia,

insurance business, consumer financing, pawnbroking, and
retail banking.
2)
Mid size terdiri dari usaha kecil dan menengah dan komersial.
2)
Mid size consists of small, medium enterprise, and

commercial.
3)
Wholesale terdiri dari perbankan korporasi, institusi keuangan,

dan tresuri.
3)
Wholesale consists of corporate banking, financial institution,

and treasury.


DAN ENTITAS ANAK
49. MANAJEMEN RISIKO KEUANGAN

AND SUBSIDIARIES
49. FINANCIAL RISK MANAGEMENT
Bank memiliki eksposur terhadap risiko di bawah ini:

- Risiko kredit
- Risiko pasar
- Risiko likuiditas
- Risiko operasional
The Bank has exposures to the following risks:

- Credit risk
- Market risk
- Liquidity risk
- Operational risk
Catatan di bawah ini menyajikan informasi mengenai

eksposur Bank terhadap setiap risiko di atas, tujuan,
kebijakan dan proses yang dilakukan oleh Bank dalam
mengukur dan mengelola risiko.
The following notes present information about the Banks

exposure to each of the above risks, the Banks
objectives and policies for measuring and managing risk.
a.
a.
Kerangka manajemen risiko
Risk management framework
Organisasi manajemen risiko Bank melibatkan

pengawasan dari Dewan Komisaris, Direksi, dan
Komite Pemantauan Risiko. Komite Pemantauan
Risiko merupakan komite risiko tertinggi di tingkat
Dewan Komisaris. Komite ini mengevaluasi
pelaksanaan yang efektif dari kebijakan manajemen
risiko Bank pada seluruh bisnis Bank dan juga Anak
Perusahaan. Komite Pemantauan Risiko tersebut
mengadakan pertemuan setiap bulannya untuk
menganalisis kinerja dari portfolio kredit dan
mendiskusikan
hal
lainnya
terkait
dengan
permasalahan risiko, mekanisme mitigasi serta
potensi
kerugiannya.
Dewan
Komisaris
mendelegasikan kuasa kepada Direktur Utama dan
Direksi
untuk
mengimplementasikan
strategi
manajemen risiko. Komite Manajemen Risiko dibentuk
pada tingkat Direksi dan bertanggungjawab untuk
mengawasi pengembangan strategi dan kebijakan
manajemen
risiko sehari-hari. Komite ini juga
bertugas untuk memastikan bahwa setiap aktivitas
usaha yang ada di Bank dan Entitas Anak telah
mematuhi kebijakan manajemen risiko. Komite
Manajemen Risiko diketuai oleh Direktur Bidang
Risiko.
The organization of the Banks risk management

involves oversight from the Board of Commissioners,
the Board of Directors, and the Risk Monitoring
Committee. The Risk Monitoring Committee is a
committee that monitors risk at Commissioners
level. The Risk Monitoring Committee evaluate the
effective implementation of the Banks risk
management policies across businesses both in
Danamon and its Subsidiaries. The Risk Monitoring
Committee meets every month to monitor portfolio
risks and evaluate its mitigating controls, as well as
any potential loss as deemed necessary. Board of
Commissioners delegate authority to the President
Director and Board of Directors to implement the risk
management strategy. The Risk Management
Committee is established by the Board of Directors
and is responsible to oversee the day to day risk
management strategy and policy development. The
Committee also ensures that all business activities
for managing the risks of the Bank and its
subsidiaries, comply with all risk management
policies. The Risk Management Committee is
chaired by The Integrated Risk Director.
Sejalan dengan praktek di industri perbankan dan

sesuai Kerangka Manajemen Risiko di Basel II, Bank
memiliki fungsi Risiko Terintegrasi. Risiko Terintegrasi
merupakan suatu fungsi manajemen risiko terintegrasi
dengan menggabungkan risiko kredit, pasar, likuiditas
dan operasional, dibawah satu payung. Fungsi ini
dipimpin oleh Direktur Bidang Risiko dan didukung
penuh oleh para manajer risiko yang berpengalaman.
Ini merupakan fungsi yang terpusat dan independen
yang secara jelas terlepas dari semua bisnis dan tidak
memiliki tanggung jawab terhadap bisnis.
In line with industry best practices and the Basel II

Risk Management Framework, the Bank has
established an Integrated Risk function. Integrated
Risk is an integrated risk management function by
combining credit, market, liquidity and operational
risk under one umbrella. This function is chaired by
the Integrated Risk Director and fully staffed with
experienced risk managers. It is a centralized and
independent function, clearly separated with no
reporting line or responsibility to business.


DAN ENTITAS ANAK
49. MANAJEMEN RISIKO KEUANGAN (lanjutan)
a.
Kerangka manajemen risiko (lanjutan)

AND SUBSIDIARIES
49. FINANCIAL RISK MANAGEMENT (continued)
a.
Risk management framework (continued)
Prinsip pengelolaan risiko oleh Bank dilakukan secara

proaktif untuk mendukung tercapainya pertumbuhan
yang sehat. Oleh karenanya kebijakan pengelolaan
risiko Bank bertujuan untuk menciptakan dan
mengimplementasikan pendekatan komprehensif
untuk mengidentifikasi, mengukur, mengelola, dan
memantau risiko yang dihadapi Bank. Kebijakan dan
sistem pengelolaaan risiko ditelaah secara berkala
untuk mencerminkan perubahan dalam kondisi pasar,
produk, dan jasa yang ditawarkan. Melalui pelatihan
serta standar dan prosedur pengelolaan, Bank
berusaha
untuk
mengembangkan
lingkungan
pengendalian yang taat dan konstruktif, dimana
semua karyawan memahami tugas, tanggung jawab,
dan kewajiban mereka.
The Bank principles of risk management are

implemented proactively to support the achievement
of sustainable growth. Therefore the Bank's risk
management policy has been designed to create
and implement a comprehensive approach to
identify, measure, manage, and monitor the risks that
the Bank faces in doing its business. The Banks risk
management policies are established to identify and
analyse the risks faced by the Bank, to set
appropriate risk limits and controls, and to monitor
risks and adherence to limits. Risk management
policies and systems are reviewed regularly to reflect
changes in market conditions, products and services
offered. The Bank, through its training and
management standards and procedures, aims to
develop a disciplined and constructive control
environment, in which all employees understand
their roles, responsibilities, and obligations.
Enterprise Risk Management Policy telah ditinjau

ulang dan disetujui sesuai dengan Peraturan Bank
Indonesia perihal penerapan manajemen risiko bagi
bank umum.
Kebijakan ini digunakan sebagai
pedoman dalam pelaksanaan pengelolaan risiko di
Bank. Enterprise Risk Management Policy ditinjau
ulang secara periodik.
Enterprise Risk Management Policy has been

reviewed and approved in line with Bank Indonesia
regulation
regarding
Risk
Management
implementation for commercial Banks. This policy is
used as a guideline in the implementation of risk
management at the Bank. Enterprise Risk
Management Policy reviewed Periodically.
Untuk meningkatkan kesadaran risiko di kalangan

karyawan dan mendukung pertumbuhan Bank,
Manajemen Risiko Terpadu bekerja sama dengan
Danamon
Corporate
University
telah
mengembangkan Sekolah Manajemen Risiko.
Sekolah Manajemen Risiko yang ditujukan bagi
seluruh karyawan. Silabusnya terdiri dari pelatihan
mengenai Risiko Dasar, Menengah, dan Mahir.
Seluruh pembuatan materi pelatihan telah selesai dan
pelatihan telah dilaksanakan setiap tahun.
To improve risk awareness among employee and

support the Banks growth, Integrated Risk
Management in collaboration with Danamon
Corporate University has established Risk
Management School. The Risk Management School
will cover all employees. The syllabus consisting of
Basic, Intermediate, and Advanced Risk trainings. All
training material has been completed and training
has been carried out every year.
Program Management Trainee khusus untuk

Direktorat Risiko Terintegrasi yang telah dilaksanakan
diharapkan dapat memperkuat elemen sumber daya
manusia di Direktorat Risiko Terintegrasi dan juga
menjadi kaderisasi personel.
Integrated Risk Directorate Management Trainee

program that has been taken place is expected to
strengthen human resources element in Integrated
Risk Directorate and also staff regeneration.
Untuk pengukuran kecukupan modal pada Pilar 1

Basel II, Bank telah menggunakan metode
pendekatan standar untuk risiko kredit. Sedangkan
untuk risiko pasar, Bank menggunakan metode
pendekatan standar dan pendekatan Basic Indicator
untuk risiko operasional.
In Capital Adequacy Basel II Pillar 1, the Bank has

already applied Standardized Approach for credit
risk. While for market risk uses Standardized
Approach and Operational Risk uses Basic Indicator
Approach.


DAN ENTITAS ANAK
a.
b.
Kerangka manajemen risiko (lanjutan)

AND SUBSIDIARIES
a.
Risk management framework (continued)
Mulai
tahun
2013,
Bank
Indonesia
mengimplementasikan Pilar 2 yaitu mekanisme
ICAAP dan SREP berdasarkan laporan profil risiko
Bank. Sejak tahun 2013, Bank telah melaporkan
laporan Kecukupan Modal Berdasarkan Profil Risiko
sesuai dengan ketentuan Bank Indonesia.
Starting 2013, Bank Indonesia implemented Basel II

Pillar 2 i.e. ICAAP mechanism and SREP based on
Bank Risk Profile report. Since 2013, Bank has
submitted the report in line with Bank Indonesia
regulations.
Pada kwartal 3 tahun 2013, Bank telah menyusun

framework ICAAP bersama Octagon Advisor sebagai
konsultan Independen, dan pada akhir Q2 2014,
Internal Audit melakukan proses independen review
tahunan.
In the third quarter of 2013, the Bank has developed

ICAAP framework in consultation with Octagon
Advisor as an independent consultant, and at the
end of Q2 2014, Internal Audit finished the process
of independent annual review.
Sebagai bagian dari Pilar 3 Basel II, Keterbukaan dan

Disiplin Pasar juga diterapkan oleh Bank mulai dari
Laporan Tahunan 2012 sesuai ketentuan BI.
As part of Basel II Pillar 3, Disclosure and Market

Discipline is also implemented by the Bank starting
2012 through its Annual Report publication as per BI
regulation.
Komite Audit Bank memiliki tanggung jawab untuk

memantau kepatuhan Bank terhadap kebijakan dan
prosedur manajemen risiko, dan untuk menelaah
kecukupan kerangka manajemen risiko yang terkait
dengan risiko-risiko yang dihadapi oleh Bank. Dalam
menjalankan fungsinya, Komite Audit dibantu oleh
Divisi Internal Audit. Internal Audit secara berkala
maupun sesuai kebutuhan, menelaah pengendalian
dan prosedur manajemen risiko secara independen
dan melaporkan hasilnya ke Komite Audit Bank.
The Banks Audit Committee is responsible for

monitoring the Banks compliance with risk
management policies and procedures, and for
reviewing the adequacy of the risk management
framework in relation to the risks faced by the Bank.
The Banks Audit Committee is assisted in these
functions by Internal Audit. Internal Audit undertakes
both regular and ad-hoc reviews of risk management
controls and procedures independently, the results of
which are reported to the Banks Audit Committee.
Risiko kredit
b.
Credit risk
Risiko kredit adalah risiko signifikan yang terutama

muncul dari kegiatan perkreditan Bank. Risiko ini
timbul dari kemungkinan bahwa beberapa nasabah
dan counterparty tidak mampu untuk memenuhi
kewajiban mereka kepada Bank. Tujuan dari
pengelolaan risiko kredit adalah untuk mengendalikan
dan mengelola eksposur risiko kredit dalam batasan
yang dapat diterima, sekaligus memaksimalkan risk
adjusted return.
Credit risk is a significant risk mainly arises from the

Bank's lending activities to its counterparties. This
risk arises from the possibility that some of
customers and counterparties are unable to honour
their obligations to the Bank. The objective of credit
risk management is to control and manage credit risk
exposures within acceptable limits, while optimizing
the risk adjusted returns.
Risiko kredit dikelola melalui penetapan kebijakan kebijakan dan proses-proses yang meliputi kriteria
pemberian kredit, origination, dan persetujuan kredit,
penetapan pricing, pemantauan, pengelolaan kredit
bermasalah dan manajemen portofolio. Credit Risk
Policy secara bankwide digunakan sebagai acuan
utama bagi semua lini bisnis dan Entitas Anak dalam
menjalankan aktivitas perkreditan. Credit Risk Policy
direview minimal setahun sekali, untuk menyesuaikan
dengan regulasi dan kondisi terkini.
Credit risk is managed through established policies

and processes covering credit acceptance criteria,
credit origination, and approval, pricing, monitoring,
problem
loan
management
and
portfolio
management. Bank wide Credit Risk Policy is used
as a main reference for all line of business and
subsidiaries in managing their loan portfolio. Credit
Risk Policy must be reviewed at least once a year, to
adjust with the latest regulation and condition.


DAN ENTITAS ANAK
b.

AND SUBSIDIARIES
b.
Risiko kredit (lanjutan)
Credit risk (continued)
Bank juga dengan ketat memantau perkembangan

portofolio kredit Bank, termasuk Entitas Anak yang
memungkinkan Bank untuk melakukan tindakan
pencegahan secara tepat waktu apabila terjadi
penurunan kualitas kredit. Untuk deteksi dini kredit
bermasalah yang akan muncul, Bank juga memiliki
daftar Watch List untuk nasabah segmen wholesale.
The Bank also closely monitors the performance of

its loan portfolios, including its Subsidiaries that
enable the Bank to initiate preventive actions in a
timely manner when there is deterioration is
observed in credit quality. To detect possible
problem loans, Bank also has a Watch List for
wholesale segment customers.
Bank terus melanjutkan untuk mengelola dan

mengawasi secara aktif kualitas portofolio pinjaman
yang diberikan dengan cara menyempurnakan credit
risk policy secara efektif, penyempurnaan prosedur,
dan pengembangan sistem dalam upaya menjaga
dampak negatif yang diakibatkan oleh kredit
bermasalah. Bank juga terus melakukan tinjauan
secara terus menerus dari semua proses dan
kebijakan yang relevan, termasuk penyesuaian yang
diperlukan dikarenakan peraturan Bank Indonesia dan
juga terhadap perkembangan faktor makro ekonomi.
The Bank continued to actively manage and monitor

the loan portfolio quality by improving credit risk
policies effectively, improving procedures, and
systems development in an effort to keep the
negative impact caused by non-performing loans
(NPL). The Bank also keeps reviewing all relevant
process and policies on an ongoing basis, including
any adjustment required due to BI regulation and
developments in the external economic factors on
regular basis.
Program produk dan pedoman kredit telah

dikembangkan oleh masing-masing bisnis unit dengan
mengacu pada Credit Risk Policy dan direview secara
berkala oleh unit kerja terkait.
Product programs and credit guideline have been

developed by each business unit by referring to the
established Credit Risk Policy and are reviewed
regularly by related units.
Sistem Informasi Manajemen telah tersedia dan

mencakup tingkat yang signifikan untuk mendeteksi
setiap perkembangan yang kurang baik sedini
mungkin sehingga memungkinkan dilakukannya
tindakan secara tepat waktu atas penurunan kualitas
kredit atau untuk meminimalisasi kerugian kredit.
Management Information Systems (MIS) are in place

and cover a significant level of details to detect any
adverse development at an early stage, thus
allowing for timely actions on the deterioration in
credit quality or to minimize credit losses.
Bank telah mengembangkan proses pemeringkatan

nasabah korporasi dan juga institusi keuangan.
Proses pemeringkatan nasabah dilakukan dengan
platform analisis Moodys yang telah dikenal, yaitu
Risk Analyst. Penilaian Scorecard dan Probability of
Default (PD) dikembangkan secara internal melalui
konsultasi dengan analis professional dari Moodys.
Rating Probability of Default ini lalu dipetakan kepada
Master Scale yang dimiliki Bank secara internal. Hasil
dari proses pemeringkatan nasabah ini digunakan
sebagai salah satu parameter yang digunakan
sebagai referensi dalam proses persetujuan kredit,
terlepas dari penilaian-penilaian lainnya. Saat ini bank
dalam proses re-validasi rating Corporate &
Commercial bersama Moodys. Di sisi Retail bank
telah membangun Scorecard untuk kartu kredit.
The Bank has established Customer Rating Process

for Corporate, Commercial and Financial Institutions
counterparties. Customer rating process is
performed through a well-known Moodys Analytics
platform named Risk Analyst. These Ratings
Scorecard and Probability of Default (PD) are
developing internally in consultation with Moodys
Analytics professional service. These Probability of
Default Ratings are mapped to the Bank internal
Master Scale. The Ratings are used as one of the
parameters inputs apart from others to make
judgements about the counterparty credit risk. Now
the Bank is in the process of Corporate &
Commercial Rating re-validation with Moodys. In
Retail segment, the Bank has also developed credit
card scorecard building.


DAN ENTITAS ANAK
b.

AND SUBSIDIARIES
b.
Kelayakan setiap nasabah dievaluasi untuk

menetapkan batasan kredit yang sesuai. Batas kredit
ditetapkan sesuai dengan maksimum eksposur Bank
untuk jangka waktu tertentu. Batas kredit juga
ditetapkan untuk industri, negara, dan produk untuk
memastikan diversifikasi risiko kredit yang luas dan
menghindari
terjadinya
ketidakseimbangan
konsentrasi.
The creditworthiness of individual counterparty is

evaluated and appropriate credit limits are
established. Credit limits set forth maximum credit
exposures the Bank is willing to assume over
specified periods. Credit limits are also established
for industries, countries, and products to ensure
broad diversification of credit risk and to avoid undue
concentration.
Agunan
Collateral
Bank menerapkan kebijakan untuk memitigasi risiko

kredit, antara lain dengan meminta agunan sebagai
jaminan pelunasan kredit jika jaminan berupa sumber
pembayaran utama debitur berdasarkan arus kas
tidak terpenuhi. Jenis agunan yang dapat diterima
untuk kredit modal kerja dan investasi dalam rangka
memitigasi risiko kredit antara lain adalah kas
(termasuk simpanan dari nasabah), tanah dan/atau
bangunan, Standby LC/Bank Garansi yang diterima
Bank, mesin, kendaraan bermotor, piutang dagang,
bahan baku/barang dagangan (persediaan), saham
atau surat berharga lainnya. Perkiraan nilai wajar dari
agunan yang digunakan oleh Bank didasarkan pada
nilai agunan yang dinilai oleh penilai internal maupun
eksternal.
The Bank employs policies to mitigate credit risk, by

asking collateral to secure the repayment of loan if
the main source of debtors payment is based on its
cash flow were not fulfilled. Collateral types that can
be used for working capital and investment loans to
mitigate the risk are such as: cash (including
deposits from customers), land and/or building,
Standby LC/Bank Guarantee received by the Bank,
machinery, vehicle, trade receivable, inventory,
shares or other marketable securities. Estimates of
fair value of collateral held by the Bank is based on
the value of collateral assessed internally or
externally by the independent appraisers.
Agunan yang dimiliki sebagai jaminan atas aset

keuangan selain untuk kredit yang diberikan
ditentukan berdasarkan sifat dari instrumennya. Efek
utang, treasuri, dan tagihan kepada nasabah bank
yang memenuhi syarat lainnya pada umumnya
bersifat unsecured kecuali untuk asset-backed
securities dan instrumen sejenis, yang dijaminkan
dengan portofolio instrumen keuangan. Khususnya
untuk nasabah korporasi, jaminan yang disyaratkan
antara lain dapat berupa margin collateral.
Collateral held as security for financial assets other

than loans depends on the nature of the instrument.
Debt securities, treasury, and other eligible bills are
generally unsecured, except for asset-backed
securities and similar instruments, which are secured
by portfolios of financial instruments. Particularly for
corporate customers, the required collateral can be
in the form of margin collateral.
i.
i.
Eksposur maksimum terhadap risiko kredit

Untuk aset keuangan yang diakui di laporan
posisi keuangan konsolidasian, eksposur
maksimum terhadap risiko kredit sama dengan
nilai tercatatnya. Untuk liabilitas kontinjensi,
eksposur maksimum terhadap risiko kredit adalah
nilai maksimum yang harus Bank bayarkan
dalam hal timbul kewajiban atas instrumen yang
diterbitkan. Untuk komitmen kredit, eksposur
maksimum terhadap risiko kredit adalah sebesar
jumlah fasilitas yang belum ditarik dari nilai penuh
fasilitas kredit yang telah disepakati (committed)
kepada nasabah.
Maximum exposure to credit risk

For financial assets recognized on the
consolidated statement of financial position, the
maximum exposure to credit risk equals their
carrying amount. For contingent liabilities, the
maximum exposure to credit risk is the
maximum amount that the Bank would have to
pay if the obligations of the instruments issued
are called upon. For credit commitments, the
maximum exposure to credit risk is the full
amount of the un-drawn committed credit
facilities granted to customers.


DAN ENTITAS ANAK

AND SUBSIDIARIES

b.

b.

i. Eksposur
(lanjutan)
maksimum
terhadap
risiko

i.
kredit
Tabel berikut menyajikan eksposur maksimum

terhadap risiko kredit Bank atas instrumen
keuangan pada laporan posisi keuangan
konsolidasian dan komitmen dan kontinjensi
(rekening administratif), tanpa memperhitungkan
agunan yang dimiliki atau jaminan kredit lainnya.
Laporan Posisi Keuangan

Konsolidasian:
Giro pada bank lain
Bank Indonesia
Efek-efek
kembali
Tagihan derivatif
Modal kerja
Investasi
Konsumsi
Piutang premi
Aset reasuransi
Tagihan akseptasi
Obligasi Pemerintah
Diperdagangkan
Aset lain-lain - neto
Komitmen dan kontinjensi:
Garansi yang diterbitkan
Irrevocable Letters of Credit
yang masih berjalan
Jumlah
Maximum exposure to credit risk (continued)

The following table presents the Banks
maximum exposure to credit risk on financial
instruments in its consolidated statements of
financial position and commitments and
contingencies (administrative accounts), without
taking into account any collateral held or other
credit enhancement.
2013
2014
10.268.357
9.261.322
4.857.902
5.334.964
9.674.875
7.399.600
8.620.202
267.904
7.347.419
379.697
540.541
461.291
1.174.517
53.033.332
24.162.089
29.578.790
26.418.852
1.916.659
366.554
670.216
7.567.043
51.599.853
23.758.887
28.109.514
27.177.831
1.496.861
118.268
568.311
4.107.561
702.774
5.902.233
157.579
935.062
186.102.255
126.788
5.471.501
12.175
970.561
174.415.630
Consolidated Statements of
Financial Position:
Current accounts
with Bank Indonesia
Current accounts
with other banks
Placements with other
banks and Bank Indonesia
Marketable securities
Available-for-sale
Held-to-maturity
resale agreements
Loans
Working capital
Investment
Consumer
Premium receivables
Reinsurance assets
Government bonds
Trading
Available-for-sale
Other assets - net
Commitments and contingencies:
372.930
3.619.011
317.280
3.352.795
2.662.187
6.654.128
2.488.006
6.158.081
192.756.383
180.573.711
Unused loan facilities

Guarantees issued
Letters of Credit
Total


DAN ENTITAS ANAK
b.

b.

ii.

AND SUBSIDIARIES

ii.
Analisis risiko konsentrasi kredit
Concentration of credit risk analysis
Risiko konsentrasi kredit timbul ketika sejumlah

nasabah bergerak dalam aktivitas usaha yang
sejenis atau memiliki kegiatan usaha dalam
wilayah geografis yang sama, atau memiliki
karakteristik
yang
sejenis
yang
dapat
menyebabkan kemampuan nasabah untuk
memenuhi kewajiban kontraktualnya sama-sama
dipengaruhi oleh perubahan kondisi ekonomi
ataupun kondisi lainnya.
Concentrations of credit risk arise when a

number of customers are engaged in similar
business activities or activities within the same
geographic region, or when they have similar
characteristics that would cause their ability to
meet contractual obligations to be similarly
affected by changes in economic or other
conditions.
Bank mendorong adanya diversifikasi dari

portofolio kreditnya pada berbagai wilayah
geografis, industri, produk kredit, individual
obligor, mencerminkan profil risiko yang
seimbang dan sehat, dan untuk fokus pada
upaya pemasaran terhadap industri dan nasabah
yang potensial untuk meminimalisir risiko kredit.
Saat ini, Bank juga tengah mengembangkan limit
konsentrasi industri yang ditetapkan berdasarkan
tingkat risiko industri dan juga ketersediaan
modal.
The Bank encourages the diversification of its

credit portfolio among a variety of geographic
area, industries, credit product, individual
obligors, reflecting a well balanced and healthy
risk profile, and to focus marketing efforts
toward potential industries and customers in
order to minimize the credit risk. Currently, Bank
is also developing industry concentration limits
based on industry risk level and also availability
of capital.
Penambahan diversifikasi ini berdasarkan

rencana strategi Bank, sektor target, kondisi
ekonomi saat ini, kebijakan pemerintah, sumber
pendanaan,
dan
proyeksi
pertumbuhan.
Konsentrasi kredit yang diberikan berdasarkan
jenis kredit, mata uang, sektor ekonomi, dan
wilayah geografis diungkapkan pada Catatan 11.
The extent of diversification is based on the

Banks strategic plan, target sectors, current
economic conditions, government policy,
funding sources and growth projections.
Concentration of credit risk of loans receivable
by type of loans, currency, economic sector, and
geographic region is disclosed in Note 11.


DAN ENTITAS ANAK
b.

b.

iii.

AND SUBSIDIARIES
Stress testing

iii.
Stress testing
Stress Test adalah metode pengukuran risiko

dengan memperkirakan potensi kerugian
ekonomi Bank berdasarkan kondisi pasar
abnormal untuk memastikan sensitivitas kinerja
Bank terhadap perubahan faktor risiko dan
mengidentifikasi faktor yang mempengaruhi dan
berdampak kepada pendapatan dan modal Bank
secara signifikan. Stress test secara menyeluruh
harus dilakukan setidaknya setiap tahun atau
ketika timbul kejadian peristiwa atau kejadian
yang memiliki dampak negatif yang signifikan
terhadap pendapatan portofolio bank. Semua lini
bisnis dan Entitas Anak bertanggung jawab untuk
melakukan stress test secara bank wide.
Skenario untuk stress test tahunan secara
bankwide didefinisikan menjadi tiga kategori:
Mild, Moderate dan Severe, berdasarkan severity
faktor-faktor ekonomi makro yang digunakan
dalam skenario (contoh: GDP, inflasi, IDR/USD,
dll). Selain skenario yang dibuat berdasarkan
kejadian historis yang diamati, Bank juga
mempertimbangkan kejadian yang berdampak
buruk secara hipotetis dan dampaknya. Hal ini
dilaksanakan melalui kerja sama dengan tim
ekonomi bersama dengan risk head dari setiap
Lini Bisnis, dan juga Chief Credit Officer
berdasarkan pandangan mereka tentang
kemungkinan perkembangan makro ekonomi.
Stress Testing is a method of risk measurement

by estimating the potential economic loss to the
Bank under abnormal market conditions in order
to ascertain the sensitivity of the Banks
performance to changes in risk factors and to
identify influencing factors that significantly
impact the Banks revenue and capital. Bank
wide stress test must be conducted at least
annually or when there is an occurrence of
event or events that has a significant negative
impact to the Banks portfolio earnings. All line
of business and subsidiaries are responsible to
conduct bank wide stress tests. Scenarios for
annual bank wide stress test are defined into
three categories: Mild, Moderate, and Severe
based on the severity of macroeconomic factors
used in the scenarios (e.g.: GDP, inflation,
IDR/USD, etc). In addition to scenarios built
around historically observed events, considered
hypothetical adverse events and their impact
are also considered. This is done in
collaboration with the Banks economist team
together with risk head from each Line of
Business, and Chief Credit Officers based on
their view of possible macroeconomic
developments.
Selain stress test yang dilakukan tahunan, Bank

juga dapat melakukan stress test tambahan
sepanjang tahun tergantung pada terjadinya
peristiwa ekonomi atau industri tertentu. Jenis
stress test biasanya dilakukan per industri
(contoh batubara, kelapa sawit, dll) karena
beberapa peristiwa dalam industri yang mungkin
mempengaruhi kemampuan debitur untuk
membayar. Dalam stress test ini, kondisi pasar
dinilai berkaitan dengan peristiwa yang terjadi
saat ini di industri (contoh penurunan harga
batubara, peraturan baru dari pemerintah yang
mungkin mengakibatkan inflasi tinggi, dll).
In addition to the yearly stress test conducted,

there is a chance for the Bank to conduct
additional stress test throughout the year
depending upon the occurrence of economic or
industry specific events. These types of stress
test are typically done per industry (e.g. coal,
palm oil, etc.) due to some events in the industry
that might influence the customers ability to
pay. In this exercise, the market conditions
assessed are pertaining to the current events
that happen in the industry (e.g. drop in coal
price, new regulation from government that
might result in high inflation, etc.).
Selain itu, dalam menghadapi kondisi fluktuasi

nilai tukar IDR/USD, maka Bank telah
mengadakan stress test untuk nasabah
wholesale yang memiliki eksposur risiko mata
uang asing dengan beberapa skenario kurs.
Moreover, in dealing with the IDR/USD

exchange rate fluctuations, the Bank has
conducted stress tests for wholesale customers
who have the foreign currency risk exposure for
some several exchange rate scenarios.
Bank secara aktif terlibat dalam persiapan

penerapan Basel II/III sesuai dengan panduan
dari Bank Indonesia.
The Bank is actively involved in the preparation

of Basel II/III implementation in accordance with
the Bank Indonesia guidelines.


DAN ENTITAS ANAK

AND SUBSIDIARIES

b.

b.

iv.

iv.
Konsentrasi berdasarkan jenis debitur
The following table presents the concentration

of financial assets and commitments and
contingencies (administrative accounts) by type
of debtors:
Tabel berikut menyajikan konsentrasi aset

keuangan dan komitmen dan kontinjensi
(rekening administratif) berdasarkan jenis debitur:
Giro pada bank lain dan BI

Penempatan pada bank
lain dan BI
Efek-efek
Efek yang dibeli dengan
janji dijual kembali
Tagihan derivatif
Piutang pembiayaan
konsumen
Investasi sewa
pembiayaan
Aset reasuransi
Tagihan akseptasi
Obligasi Pemerintah
Piutang premi dan aset
lain-lain
Komitmen dan kontinjensi
Jumlah
%
Komitmen dan kontinjensi

Jumlah
%
Bankbank/
Banks
Retail/
Retail
Jumlah/
Total
10.268.357
4.857.902
15.126.259
3.015.292
3.116.475
4.718.939
6.558.400
1.153.875
9.674.875
8.888.106
3.872
43.626.748
540.541
18.754
457.419
1.075.031
62.053.678
540.541
461.291
106.774.211
631.910
25.786.942
26.418.852
258.896
670.216
7.387.800
2.475
6.605.007
-
23.759
155.104
1.657.763
155.484
-
1.916.659
670.216
7.567.043
6.605.007
157.579
640.348
20.589
102.045
538.634
1.301.616
5.765.988
62.003.545
32%
48.316
25.336.978
13%
28.920
14.412.455
7%
810.904
91.003.405
47%
6.654.128
192.756.383
100%
Current accounts with

other banks and BI
banks and BI
Securities purchased
under resale
agreements
Loans
Consumer financing
receivables
Investment in finance
leases
Reinsurance assets
Government Bonds
Premium receivables
and other assets
Commitments and
contingencies
Total
%
2013
Pemerintah dan
Bank Indonesia/
Government and
Bank Indonesia
Korporasi/
Corporate
Giro pada bank lain dan BI
Penempatan pada bank
lain dan BI
Efek-efek
Tagihan derivatif
Piutang pembiayaan
konsumen
Investasi sewa
pembiayaan
Aset reasuransi
Tagihan akseptasi
Obligasi Pemerintah
Piutang premi dan aset
lain-lain
2014
Pemerintah dan
Bank Indonesia/
Government and
Bank Indonesia
Korporasi/
Corporate
Concentration by type of debtors
Bankbank/
Banks
Retail/
Retail
Jumlah/
Total
9.261.322
5.334.964
14.596.286
2.365.811
1.924
42.614.839
3.641.815
4.238.750
417.888
73.230
3.757.785
1.122.555
754.705
921.875
59.858.310
7.399.600
7.727.116
1.174.517
103.468.254
736.609
26.441.222
27.177.831
299.139
568.311
4.106.075
2.475
5.598.289
-
1.486
9.700
1.197.722
-
1.496.861
568.311
4.107.561
5.598.289
12.175
324.758
74.977
155.415
533.679
1.088.829
5.134.759
56.154.700
31%
178.105
23.484.376
13%
38.932
12.097.417
7%
806.285
88.837.218
49%
6.158.081
180.573.711
100%

other banks and BI
banks and BI
Loans
Consumer financing
receivables
leases
Reinsurance assets
Government Bonds
Premium receivables
and other assets
Commitments and
contingencies
Total
%


DAN ENTITAS ANAK

AND SUBSIDIARIES

b.

b.

v.

v.
Kualitas kredit dari aset keuangan
Credit quality of financial assets

As of 31 December 2014 and 2013, credit risk
exposure relating to financial assets is
classified as follows:
Pada tanggal-tanggal 31 Desember 2014 dan

2013, eksposur risiko kredit atas aset keuangan
diklasifikasikan sebagai berikut:
2014
Belum jatuh tempo
atau tidak mengalami
penurunan
nilai/Neither past due
nor impaired
Telah jatuh tempo

tetapi tidak
mengalami
penurunan nilai/ Past
due but not impaired
Mengalami
penurunan nilai/
Impaired
Jumlah/Total
ASET
Giro pada bank lain
dan Bank Indonesia
Efek-efek
dijual kembali
Tagihan derivatif
Piutang pembiayaan
konsumen
Piutang premi
Aset reasuransi
Tagihan akseptasi
Obligasi Pemerintah
Diperdagangkan
Aset lain-lain
Jumlah
10.268.357
10.268.357
4.860.602
4.860.602
9.679.838
9.679.838
8.620.202
269.346
20.000
8.620.202
289.346
540.541
461.291
102.393.740
2.466.965
4.714.424
540.541
461.291
109.575.129
21.741.889
1.555.466
366.554
670.216
7.567.043
5.071.486
357.084
-
722.924
33.052
-
27.536.299
1.945.602
366.554
670.216
7.567.043
702.774
5.902.233
157.579
935.062
176.692.733
7.895.535
5.490.400
702.774
5.902.233
157.579
935.062
190.078.668
ASSETS
Bank Indonesia
other banks
and Bank Indonesia
Available-for-sale
Held-to-maturity
resale agreements
Loans
Consumer financing
receivables
Premium receivables
Reinsurance assets
Government Bonds
Trading
Available-for-sale
Other assets
Total
(3.976.413)
Less:
losses
Dikurangi:
Penyisihan kerugian
penurunan nilai
186.102.255


DAN ENTITAS ANAK

AND SUBSIDIARIES

b.

b.

v.
v.
Kualitas kredit dari aset keuangan (lanjutan)

Belum jatuh tempo
atau tidak mengalami
penurunan
nilai/Neither past due
nor impaired

Credit quality of financial assets (continued)
2013
Telah jatuh tempo

tetapi tidak
mengalami
penurunan nilai/ Past
due but not impaired
Mengalami
penurunan nilai/
Impaired
Jumlah/Total
ASET
9.261.322
9.261.322
Giro pada bank lain

dan Bank Indonesia
Efek-efek
Tagihan derivatif
Piutang pembiayaan
konsumen
Piutang premi
Aset reasuransi
Tagihan akseptasi
Obligasi Pemerintah
Diperdagangkan
Aset lain-lain
Jumlah
5.337.981
5.337.981
7.401.552
7.401.552
7.347.419
380.819
1.174.517
100.120.695
2.046.841
20.000
3.613.105
7.347.419
400.819
1.174.517
105.780.641
23.182.622
1.301.117
118.268
568.311
4.107.561
4.438.917
193.878
-
470.063
16.046
-
28.091.602
1.511.041
118.268
568.311
4.107.561
126.788
5.471.501
12.175
905.611
166.818.259
6.679.636
88.240
4.207.454
126.788
5.471.501
12.175
993.851
177.705.349
ASSETS
Bank Indonesia
other banks
and Bank Indonesia
Available-for-sale
Held-to-maturity
Derivatives receivables
Loans
Consumer financing
receivables
Premium receivables
Reinsurance assets
Government Bonds
Trading
Available-for-sale
Other assets
Total
(3.289.719)
Less:
losses
Dikurangi:
Penyisihan kerugian
penurunan nilai
174.415.630
An aging analysis of loans, consumer financing

receivables, and investment in finance leases
that are past due but not impaired as of
31 December 2014 and 31 December 2013 is
set out below:
Analisa umur pinjaman yang diberikan, piutang

pembiayaan konsumen, dan investasi sewa
pembiayaan yang telah jatuh tempo tetapi tidak
mengalami penurunan nilai pada tanggal-tanggal
31 Desember 2014 dan 2013 adalah:
2014
Modal kerja/
Working capital
1 - 30 hari
31 - 60 hari
61 - 90 hari
Investasi/
Investment
265.540
189.419
487.784
942.743
Konsumsi/
Consumer
376.490
232.300
353.165
961.955
5.171.076
545.741
274.020
5.990.837
Jumlah/Total
5.813.106
967.460
1.114.969
7.895.535
1 - 30 days
31 - 60 days
61 - 90 days


DAN ENTITAS ANAK

AND SUBSIDIARIES

b.

b.

v.

v.
Kualitas kredit dari aset keuangan (lanjutan)
Credit quality of financial assets (continued)
2013
Modal kerja/
Working capital
1 - 30 hari
31 - 60 hari
61 - 90 hari
c.
Investasi/
Investment
296.555
162.706
326.251
785.512
Konsumsi/
Consumer
335.689
192.990
201.209
729.888
Risiko pasar
4.462.694
456.785
244.757
5.164.236
c.
Jumlah/Total
5.094.938
812.481
772.217
6.679.636
1 - 30 days
31 - 60 days
61 - 90 days
Market risk
Risiko pasar merupakan risiko yang timbul karena

adanya pergerakan faktor pasar seperti suku bunga
dan nilai tukar pada portofolio yang dimiliki oleh Bank
yang dapat menyebabkan kerugian bagi bank
(adverse movement).
Market risk is the risk of loss arising from adverse

movement in market variables in portfolios held by
the Bank which are defined as interest rates and
exchange rates.
Risiko pasar terdapat pada aktivitas fungsional Bank

termasuk level kegiatan tresuri. Aktivitas ini mencakup
posisi dalam bentuk efek dan pasar uang, penyertaan
pada lembaga keuangan lainnya, penyediaan dana
(pinjaman dan bentuk sejenis lainnya), kegiatan
pendanaan dan penerbitan surat utang, dan kegiatan
trade finance.
Market risk exists at a bankwide level, as well as

treasury business level. These include exposure in
securities and money market, equity participation in
other financial institutions, provisions of funds (loans
and other similar forms), funding and issuance of
debt instruments, and trade financing activities.
Tujuan dari manajemen risiko pasar adalah untuk

melakukan identifikasi, pengukuran, pengendalian,
dan pengelolaan eksposur risiko pasar dalam
parameter yang dapat diterima, serta memaksimalkan
tingkat pengembalian. Hal ini dilakukan melalui
kebijakan yang komprehensif dan kerangka limit
untuk mengidentifikasi, mengukur, dan memonitor
nilai risiko berdasarkan tingkat risiko yang akan
diambil (risk appetite) oleh Bank. Limit dari risiko
pasar ditetapkan pada tingkat bankwide dan
dilaporkan serta dipantau oleh Divisi Market and
Liquidity Risks setiap hari. Management Action
Triggers (MAT) membantu manajemen dalam
memberikan respon pada saat tingkat risiko menjadi
tinggi.
The objective of market risk management is to

identify, measure, control, and manage market risk
exposures within acceptable parameters, while
optimizing the returns. This is done through a
comprehensive policy and limit framework to identify,
measure, and monitor the amount of risk based on
risk appetite of the Bank. Market risk limits are
allocated at bankwide level and are reported and
monitored by Market and Liquidity Risk Division on a
daily basis. Management Action Triggers (MAT)
helps the management to sensitize in case the risk
level is high.
Divisi Market and Liquidity Risks bertanggungjawab

untuk
melakukan
identifikasi,
pengukuran,
pemantauan, dan pengendalian risiko pasar di Bank
berdasarkan kerangka yang disetujui oleh Komite
Aset dan Liabilitas (ALCO). ALCO berperan sebagai
forum manajemen senior tertinggi untuk mengambil
keputusan atas kebijakan yang berkaitan dengan
manajemen risiko pasar dan likuiditas. Disamping itu,
Komite Pengelolaan Risiko mengkonfirmasikan dan
menyetujui keputusan ALCO.
Market and Liquidity Risks Division is responsible for

identifying, measuring, monitoring, and controlling
market risk in the Bank, based on framework
approved by Assets and Liability Committee (ALCO).
ALCO acts as the apex senior management forum
charged with making all policy decisions regarding
market and liquidity risk management. On the other
hand, the Risk Management Committee (RMC)
confirms and endorses ALCO decision.


DAN ENTITAS ANAK

AND SUBSIDIARIES

c.
Risiko pasar (lanjutan)
c.
Market risk (continued)
Secara keseluruhan, risiko pasar dibagi menjadi dua

bagian sebagai berikut:
On the overall, market risk is divided into two

following risks:
i.
i.
Risiko mata uang asing
Foreign currency risk
Risiko mata uang asing timbul dari adanya posisi

neraca dan komitmen dan kontinjensi (offbalance sheet) baik di sisi aset maupun liabilitas
yang timbul melalui transaksi mata uang asing.
Foreign exchange risks arise from on and offbalance sheet positions both on the asset and
liability sides through transactions in foreign
currencies.
Bank mengukur risiko nilai tukar untuk melihat

dampak perubahan nilai tukar pada pendapatan
dan modal Bank. Untuk mengelola dan
memitigasi risiko nilai tukar, pembatasan posisi
secara internal telah ditetapkan di bawah limit
regulator yaitu sebesar 20%. Untuk posisi devisa
neto, Bank memperkenalkan pengukuran yang
lebih sensitif terhadap risiko, seperti VaR (Value
at Risk) untuk keperluan analisis internal. Secara
bertahap, VaR akan diperhitungkan di dalam
kerangka limit risiko pasar.
The Bank measures the foreign exchange risk to

understand the impact of the exchange rate
movement on the Banks revenue and capital. In
order to manage and mitigate the foreign
exchange risk, predefined limits are set on top of
the 20% regulatory limit. For net open position
(NOP), the Bank is introducing a more risk
sensitive measurement, such as VaR (Value at
Risk) for internal analysis purpose. In stages,
VaR is to be incorporated in market risk limit
framework.
2014
Mata Uang
Keseluruhan
(Laporan
posisi keuangan
dan Rekening
Administratif)
Dolar Amerika
Serikat
Euro Eropa
Dolar Singapura
Dolar Hong Kong
Yen Jepang
Poundsterling
Inggris
Dolar Australia
Lain-lain
Jumlah
Aset/Assets
Liabilitas/Liabilities
Posisi Devisa Neto/

Net Open Position
Currencies
Aggregate (Statement
of financial position
and Off-Balance Sheet)
39.015.516
219.548
575.816
22.957
247.262
38.794.839
212.292
580.044
12.776
238.571
16.104
459.321
26.270
13.784
453.668
20.232
Jumlah Modal
Tier I dan II
Rasio PDN (Keseluruhan)
220.677
7.256
4.228
10.181
8.691
2.320
5.653
7.635 *)
266.641

European Euro
Singapore Dollar
Hong Kong Dollar
Japanese Yen
Great Britain
Poundsterling
Australian Dollar
Other currencies
Total
24.018.130
Total Tier I and II Capital
1,11%
NOP Ratio (Aggregate)


DAN ENTITAS ANAK

AND SUBSIDIARIES

c.

i.
c.

i.
Risiko mata uang asing (lanjutan)

2014
Mata Uang
Aset/Assets
Keseluruhan
(Laporan
posisi keuangan
dan Rekening
Administratif)
Dolar Amerika
Serikat
33.973.650
Euro Eropa
254.499
Dolar Singapura
588.253
Dolar Hong Kong
4.696
Yen Jepang
349.237
Poundsterling
Inggris
20.084
Dolar Australia
608.226
Lain-lain
32.008
Jumlah
Jumlah Modal Tier I dan II
Foreign currency risk (continued)
Posisi Devisa Neto/

Net Open Position
Liabilitas/Liabilities
Aggregate (Statement
of financial position
and Off-Balance Sheet)
33.877.535
267.303
594.818
52
347.114
96.115
12.804
6.565
4.644
2.123
19.326
598.986
5.765
758
9.240
26.733*)
158.982
21.494.747
Rasio PDN (Keseluruhan)

*)
Currencies
0,74%
Merupakan penjumlahan dari nilai absolut atas selisih

aset dan liabilitas di Laporan posisi keuangan untuk
setiap mata uang asing ditambah dengan selisih tagihan
dan liabilitas dalam bentuk komitmen dan kontinjensi.
*)

European Euro
Singapore Dollar
Hong Kong Dollar
Japanese Yen
Great Britain
Poundsterling
Australian Dollar
Other currencies
Total
Total Tier I and II Capital
NOP Ratio (Aggregate)
The sum of the absolute values of the difference between assets and
liabilities at the Statement of financial position for each foreign
currency and added with the difference between receivables and
liabilities in the form of commitments and contingencies.
Analisa Sensitivitas
Sensitivity Analysis
Selain melakukan pemantauan terhadap rasio

PDN, Bank juga melakukan pemantauan
sensitivitas nilai tukar mata uang asing. Bank
melakukan simulasi untuk menggambarkan
besarnya eksposur jika terjadi pergerakan nilai
tukar mata uang asing. Faktor sensitivitas
untuk nilai tukar didefinisikan sebagai jumlah
total eksposur untuk setiap perubahan nilai
tukar mata uang asing sebesar 1%.
In addition to the NOP ratio monitoring, the Bank

also monitors the foreign exchange sensitivity.
The Bank performs simulations to illustrate the
exposure if there are movements in the foreign
exchange. Factor sensitivity for foreign
exchange is defined as the total amount of
exposure for each foreign exchange given unit
changes by 1%.
Peningkatan 1%/
1% increase
(IDR)
31 Desember 2014
Potensi keuntungan/(kerugian)
perubahan nilai tukar
31 Desember 2013
Potensi keuntungan/(kerugian)
perubahan nilai tukar
Penurunan 1%/
1% decrease
(IDR)
2.566
878
(2.566)
31 December 2014
Potential gains/(losses) on
exchange rate change
(878)
31 December 2013
Potential gains/(losses) on
exchange rate change


DAN ENTITAS ANAK
c.

ii.

AND SUBSIDIARIES
c.

ii.
Risiko tingkat suku bunga
Interest rate risk
Risiko suku bunga adalah potensi kerugian yang

timbul akibat pergerakan suku bunga di pasar
yang berlawanan dengan posisi atau transaksi
Bank yang mengandung risiko suku bunga.
Interest rate risk is the probability loss that may

occur from adverse movement in market
interest rates vis--vis the Bank position or
transaction.
Tabel di bawah merangkum tingkat suku bunga

efektif per tahun untuk Rupiah dan mata uang
asing pada tanggal-tanggal 31 Desember 2014
dan 2013:
The table below summarizes the effective

interest rate per annum for Rupiah and foreign
currencies as of 31 December 2014 and 2013:
2014
ASET
Giro pada bank lain
Bank Indonesia
Efek-efek
Obligasi Pemerintah
LIABILITAS
Simpanan nasabah
- Giro
- Tabungan
Efek yang dijual dengan
janji dibeli kembali
2013
Rupiah/
Rupiah
%
Mata Uang
Asing/
Foreign
Currencies
%
Rupiah/
Rupiah
%
Mata Uang
Asing/
Foreign
Currencies
%
0,14
0,13
0,57
0,12
7,11
8,91
15,59
26,29
7,44
0,93
5,77
-
6,10
7,08
15,30
24,71
7,40
1,14
5,27
-
3,78
3,96
9,21
5,58
1,72
0,42
2,62
-
3,58
3,93
8,36
6,23
1,94
0,55
2,84
-
7,58
9,04
10,11
3,35
6,53
8,78
3,95
1,26
ASSETS
and Bank Indonesia
Loans
Government Bonds
LIABILITIES
Securities sold under
repurchase agreements
Securities issued
Borrowings


DAN ENTITAS ANAK
c.

ii.

AND SUBSIDIARIES
c.

ii.
Risiko tingkat suku bunga (lanjutan)
Interest rate risk (continued)
Bank mengelola risiko suku bunga dengan

menggunakan metode Earning-at-Risk (EAR)
dan analisa gap repricing. Untuk meningkatkan
pengelolaan risiko tingkat suku bunga, Bank
telah menerapkan Economic Value of Equity
(EVE). EVE yang memberikan pengukuran
terhadap risiko suku bunga pada jangka waktu
yang lebih panjang serta memberikan estimasi
dari dampak perubahan suku bunga terhadap
modal Bank.
The Bank manages its interest rate risk through

the use of Earning-at-Risk (EAR) and repricing
gap analysis. To enhance the Banks
management of interest rate risk, the Bank has
implemented Economic Value of Equity (EVE).
EVE which will provide insight on longer term
interest rate risk as well as the effect on the
value of the Banks capital.
Buku Trading tetap harus dikelola melalui

pengukuran terhadap posisi dan juga melalui
pengukuran yang lebih sensitif terhadap risiko
seperti DV01 dan MAT. Limit risiko pasar
ditetapkan dengan menggunakan pengukuran ini
untuk mengelola eksposur terhadap suku bunga.
Trading book remains to be managed through

position and more risk sensitive measurements
such as DV01 and MAT. Market risk limits are
established using these measures to manage
interest rate exposures.
Tabel di bawah ini menyajikan portofolio Bank

(tidak termasuk portofolio yang diperdagangkan)
pada nilai tercatatnya, yang dikelompokkan
menurut mana yang lebih awal antara tanggal
re-pricing atau tanggal jatuh tempo kontraktual:
The table below summarizes the Banks nontrading portfolios at carrying amounts,
categorized by the earlier of contractual repricing or contractual maturity dates:


DAN ENTITAS ANAK
c.

AND SUBSIDIARIES

ii.
c.

ii.
2014
Suku bunga mengambang/

Suku bunga tetap/Fixed interest rate
Kurang dari/
Kurang dari/
Lebih dari/
Nilai tercatat/ Less than
3-12
Less than
3-12
12-24
More than
Carrying
3 bulan/
bulan/
3 bulan/
bulan/
bulan/
24 bulan/
amount
months
months
months
months
months
months
ASET
Giro pada bank lain
Penempatan pada
bank lain dan Bank
Indonesia
Efek-efek
Pinjaman yang
diberikan
Piutang pembiayaan
konsumen
Investasi sewa
pembiayaan
Obligasi Pemerintah
Jumlah
10.268.357
10.268.357
4.857.902
4.857.902
9.674.875
8.888.106
8.481.638
2.221.298
1.193.237
4.108.333
1.205.502
1.352.973
540.541
540.541
106.774.211
47.961.463
95.619
16.418.882
12.917.427
11.096.096
18.284.724
26.418.852
5.742.733
9.496.034
7.645.585
3.534.500
1.916.659
5.902.230
935.062
176.176.795
2.918.589
50.880.052
95.619
243.079
189.505
935.062
49.898.997
488.629
751.742
28.955.402
628.920
825.432
21.401.535
556.031
1.216.962
24.945.190
LIABILITAS
Simpanan nasabah
Jumlah
Pengaruh dari derivatif
untuk manajemen risiko
Selisih
ASSETS
Bank Indonesia
other banks
Placements with
other banks and
Bank Indonesia
under resale agreements
Loans
Consumer financing
receivables
Investment in
finance leases
Government Bonds
Other assets - net
Total
(116.495.224)
(33.911.489)
(22.133.475)
(51.643.464)
(8.747.365)
(57.676)
(1.755)
(2.425.760)
(2.365.793)
(44.906)
(15.061)
(750.000)
(11.892.930)
(14.496.842)
(146.060.756)
(750.000)
(1.698.195)
(36.359.684)
(7.127.608)
(29.261.083)
(183.947)
(3.331.784)
(57.524.988)
(4.851.539)
(1.138.973)
(14.782.783)
(3.098.947)
(1.150.282)
(4.321.966)
(3.758.497)
(50.000)
(3.810.252)
LIABILITIES
Deposits from
customers
Deposits from other
banks
Securities issued
Borrowings
Total
(6.191.200)
(1.283.939)
647.595
3.057.167
2.918.326
852.051
Effect of derivatives held

for risk management
30.116.039
8.329.168
(30.449.403)
(6.978.396)
17.229.786
19.997.895
21.986.989
Difference


DAN ENTITAS ANAK

AND SUBSIDIARIES

c.

ii.
c.

ii.
2013
Suku bunga mengambang/

Suku bunga tetap/Fixed interest rate
Kurang dari/
Kurang dari/
Lebih dari/
Less than
3-12
Less than
3-12
12-24
More than
3 bulan/
bulan/
3 bulan/
bulan/
bulan/
24 bulan/
months
months
months
months
months
months
Nilai tercatat/
Carrying
amount
ASET
Giro pada Bank

Indonesia
Giro pada bank lain
Penempatan pada
bank lain dan Bank
Indonesia
Efek-efek
Pinjaman yang
diberikan
Piutang pembiayaan
konsumen
Investasi sewa
pembiayaan
Obligasi Pemerintah
Jumlah
ASSETS
9.261.322
9.261.322
5.334.964
5.334.964
7.399.600
7.727.116
7.399.600
2.044.313
3.324.226
1.077.400
1.281.177
103.468.254
46.548.271
213.657
17.727.069
12.352.557
10.854.783
15.771.917
27.177.831
5.275.985
9.515.460
8.210.353
4.176.033
1.496.861
5.471.501
970.561
168.308.010
2.935.220
49.483.491
213.657
172.957
37.877
970.561
48.224.648
333.710
1.113.826
26.639.779
440.737
349.793
20.933.066
549.457
1.034.785
22.813.369
LIABILITAS
Simpanan nasabah
Jumlah
Loans
Consumer financing
receivables
Investment in
finance leases
Government Bonds
Other assets - net
Total
(109.161.182)
(32.778.569)
(18.342.834)
(49.171.088)
(8.863.851)
(3.116)
(1.724)
(1.695.178)
(1.654.877)
(40.301)
(759.245)
(12.122.024)
(16.068.471)
(139.806.100)
(759.245)
(1.619.735)
(35.157.549)
(2.676.403)
(21.019.237)
(504.661)
(3.791.079)
(55.121.705)
(2.793.310)
(5.971.800)
(17.669.262)
(3.641.647)
(1.532.881)
(5.177.644)
(5.182.406)
(476.573)
(5.660.703)
LIABILITIES
Deposits from
customers
Deposits from other
banks
Securities issued
Borrowings
Total
Pengaruh dari derivatif

untuk manajemen
risiko
Selisih

Bank Indonesia
other banks
Placements with
other banks and
Bank Indonesia
(2.076.798)
(1.198.834)
1.154.070
1.587.872
536.216
(2.526)
Effect of derivatives
held for risk
management
28.501.910
12.249.144
(22.004.414)
(5.742.987)
10.558.389
16.291.638
17.150.140
Difference
Analisis sensitivitas
Sensitivity analysis
Pengelolaan risiko tingkat suku bunga dilengkapi

dengan analisa sensitivitas secara periodik untuk
mengukur dampak dari perubahan suku bunga.
Analisis sensitivitas terhadap kenaikan atau
penurunan suku bunga pasar, dengan asumsi
perubahan yang simetris pada kurva imbal hasil.
The interest rate risk management is

supplemented
by
regularly
conducting
sensitivity analyses on scenarios to see the
impact of changes in interest rate. An analysis
of the Banks sensitivity to an increase or
decrease in market interest rates, assuming no
asymmetrical movement in yield curves.
Metode yang digunakan adalah EAR dan EVE.

Pada kedua metode tersebut, analisis sensitivitas
dilakukan dengan menaikkan dan menurunkan
suku bunga sebesar 100 bps.
Methods that are being used are EAR and EVE.

Under both of these methods, sensitivity
analysis is conducted by increasing and
decreasing interest rate by 100 bps.


DAN ENTITAS ANAK

AND SUBSIDIARIES

c.

ii.
c.

ii.

EAR and EVE incorporate the potential impact
of interest rate volatility and are not limited to 1
bps parallel movement, which provides a better
estimation of potential losses.
EAR dan EVE mengukur dampak dari volatilitas

suku bunga dan tidak terbatas pada perubahan
paralel sebesar 1 bps, sehingga memberikan
perkiraan yang lebih baik.
100 bps kenaikan paralel/
parallel increase
Dampak
Dampak
terhadap laba
terhadap
rugi/
ekuitas/
Effect on
Effect on
profit or loss
equity
100 bps penurunan paralel/

parallel decrease
Dampak
Dampak
terhadap laba
terhadap
rugi/
ekuitas/
Effect on
Effect on
profit or loss
equity
Sensitivitas terhadap risiko

suku bunga
Sensitivity to interest
rate risk
Pada tanggal 31 Desember 2014 1)

Mata uang asing
Rupiah
31.379
(26.479)
109.398
319.267
(31.379)
26.479
109.398
319.267
As of 31 December 2014 1)
Foreign currencies
Rupiah
Pada tanggal 31 Desember 2013 1)

Mata uang asing
Rupiah
35.623
(41.747)
110.756
277.838
(35.623)
41.747
110.756
277.838
As of 31 December 2013 1)
Foreign currencies
Rupiah
1) Using EAR and EVE method (in million Rupiah)
1) Menggunakan metode EAR dan EVE (dalam jutaan Rupiah)
d.
d.
Risiko likuiditas
Liquidity risk
Risiko likuiditas adalah risiko yang disebabkan oleh

ketidakmampuan Bank dalam memenuhi kewajiban
yang telah jatuh tempo dan menutup posisi di pasar.
Risiko likuiditas merupakan risiko yang terpenting
pada bank umum dan perlu dikelola secara
berkesinambungan.
Liquidity risk is the risk caused by the inability of the

Bank to meet its obligations at due date and unwind
position created from market. Liquidity risk is an
important risk for commercial bank and as such
needs to be managed on an on-going basis.
Tujuan dari manajemen risiko likuiditas adalah untuk

memastikan bahwa setiap kebutuhan dana di saat ini,
maupun di masa datang baik untuk kondisi normal
maupun kondisi stres dapat dipenuhi.
The objective of liquidity risk management is to

ensure that current and future fund requirements can
be met both in normal or stress condition.
Komite Aset dan Liabilitas (ALCO) berperan sebagai

forum manajemen senior tertinggi untuk memonitor
situasi likuiditas Bank. ALCO bertanggungjawab untuk
menentukan kebijakan dan strategi yang berkaitan
dengan aset dan liabilitas Bank sejalan dengan prinsip
kehati-hatian manajemen risiko dan peraturan yang
berlaku.
ALCO
menyetujui
kerangka
limit,
mempertimbangkan posisi struktural neraca jangka
panjang Bank, serta asumsi yang digunakan untuk
pengukuran risiko. Hal ini juga akan ditinjau dan
didukung oleh RMC.
The Asset and Liability Committee (ALCO) acts as

the apex body entrusted to monitor liquidity situation
of the Bank. ALCO is in charge of determining the
policy and strategy of the Banks asset and liabilities
in line with the principles of prudent risk management
and applicable regulatory requirements. ALCO
approves the limit framework, deliberates on the
long-term structural balance sheet positioning of the
Bank, as well as assumption used in the risk
measurement. These are subject to RMC review and
endorsement.


DAN ENTITAS ANAK
d.

AND SUBSIDIARIES
d.
Risiko likuiditas (lanjutan)
Liquidity risk (continued)
Bank mengelola risiko likuiditas melalui analisis

perbedaan jatuh tempo likuiditas dan rasio-rasio
likuiditas. Risiko likuiditas diukur dan dipantau secara
harian berdasarkan kerangka kerja limit risiko
likuiditas. Analisis kesenjangan likuiditas memberikan
pandangan terhadap ketidaksesuaian arus kas masuk
dengan arus kas keluar pada waktu tertentu. Kondisi
ini dikelola secara terpusat oleh Tresuri yang
mempunyai akses dan otorisasi secara langsung ke
interbank market, nasabah besar (institusional) dan
professional market yang lainnya, dalam upaya
membantu aktivitas utama bisnis Bank di
pengumpulan dana dan pemberian kredit.
The Bank manages liquidity risk through liquidity gap

analysis and liquidity ratios. Liquidity risk is measured
and monitored on a daily basis based on liquidity risk
limit framework. Liquidity gap analysis provides
insight as to the mismatch of expected cash inflows
vis--vis outflows on any given day. This is centrally
managed within Treasury which has direct and
authorized access to interbank, wholesale, and other
professional markets, to supplement core banking
activities such as lending and deposit taking.
Eksposur terhadap risiko likuiditas
Exposure to liquidity risk
Untuk melengkapi kerangka kerja, risiko likuiditas

diukur dan dikelola pada kondisi normal (business-asusual) dan kejadian kondisi stress. Sehingga,
Maximum Cummulative Outflow (MCO) juga
diperkirakan pada situasi tidak normal, dengan
demikian rencana pendanaan darurat likuiditas (LCP)
telah disusun untuk mempersiapkan Bank jika terjadi
krisis likuiditas.
To complete the framework, liquidity risk is measured

and controlled under both normal and stress
scenarios. Thus, the Maximum Cumulative Outflow
(MCO) is estimated also under abnormal market
condition, such that the Liquidity Contingency Plan
(LCP) is in place in case of liquidity crisis.

rasio dari aset likuid neto terhadap simpanan nasabah
As of 31 December 2014 and 2013, the ratio of net

liquid assets to deposits from customers are as
follows:
2014
2013
Kas dan setara kas

diperdagangkan, tidak
termasuk SBI yang sudah
diklasifikasikan sebagai kas
dan setara kas
tersedia untuk dijual,
tidak termasuk SBI
yang sudah diklasifikasikan
sebagai kas dan setara kas
14.522.435
(2.425.760)
12.818.920
(1.695.178)
Jumlah aset likuid neto
38.156.249
35.769.126
Total net liquid assets
Simpanan dari nasabah
116.495.224
109.161.182
33%
33%
Ratio of net liquid assets to

deposits from customers
Rasio aset likuid neto terhadap

simpanan dari nasabah
25.356.800
24.518.596
702.774
126.788
Cash and cash equivalents

Trading marketable securities and
Government Bonds, excluding
classified as cash and
cash equivalents
Available-for-sale marketable
Bonds, excluding Certificates
of Bank Indonesia classified as
cash and cash equivalents
Deposits from other banks


DAN ENTITAS ANAK
d.

AND SUBSIDIARIES
d.
Sisa jatuh tempo kontraktual dari liabilitas
Residual contractual maturities of liabilities
Tabel di bawah ini menyajikan ekspektasi arus kas

dari liabilitas keuangan Bank berdasarkan tahun jatuh
tempo kontraktual yang terdekat dan asumsi perilaku
(behavioral assumptions) pada tanggal laporan posisi
keuangan.
The table below shows the expected cash flows on

the Banks financial liabilities on the basis of their
earliest possible contractual maturity and behavioral
assumptions as of the statement of financial position
date.
Nilai nominal arus masuk/arus keluar yang disajikan

pada tabel di bawah ini merupakan arus kas
kontraktual yang tidak didiskontokan terkait dengan
pokok dan bunga atas liabilitas keuangan.
Pengungkapan instrumen derivatif menunjukkan nilai
neto derivatif yang dapat diselesaikan secara neto,
juga arus masuk dan arus keluar bruto untuk derivatif
yang diselesaikan bruto secara bersamaan (misalnya
kontrak berjangka valuta asing).
The nominal inflow/outflow disclosed in the following

table represents the contractual undiscounted cash
flows relating to the principal and interest on the
financial liability. The disclosure for derivatives shows
a net amount for derivatives that are net settled, and
a gross inflow and outflow amount for derivatives that
have simultaneous gross settlement (e.g. currency
forward).
2014
Kurang dari
1 tahun/
Less than 1 year
Liabilitas non derivatif:
liabilities:
Utang akseptasi
Liabilitas lain-lain
Derivatif:
Arus keluar
Arus masuk
1 - 5 tahun/ years
>5 tahun/ years
Jumlah/ Total
Non-derivative
117.176.955
117.176.955
2.425.760
2.425.760
778.738
7.554.464
5.844.071
8.576.844
2.934.469
7.758.414
6.590.647
-
778.738
7.554.464
13.602.485
15.167.491
2.934.469
145.291.301
14.349.061
159.640.362
(11.981.018)
11.938.984
(42.034)
(4.414.368)
4.833.060
418.692
(16.395.386)
16.772.044
376.658
145.249.267
14.767.753
160.017.020

Deposits from other
banks
Acceptances payable
Securities issued
Borrowing
Other liabilities
Derivatives:
Outflow
Inflow


DAN ENTITAS ANAK
d.

AND SUBSIDIARIES
d.

Residual contractual maturities of financial
liabilities (continued)
Sisa jatuh tempo kontraktual dari liabilitas

keuangan (lanjutan)
2013
Kurang dari
1 tahun/
Less than 1 year
1 - 5 tahun/years
> 5 tahun/years
Jumlah/Total
Liabilitas non derivatif:

109.492.219
109.492.219
1.695.178
1.695.178

Utang akseptasi
57.988
4.103.382
4.402.887
12.590.015
2.967.939
785.023
10.211.407
3.984.644
-
843.011
4.103.382
14.614.294
16.574.659
2.967.939
135.309.608
14.981.074
150.290.682
(12.861.343)
13.224.957
363.614
(1.695.112)
1.718.469
23.357
(14.556.455)
14.943.426
386.971
135.673.222
15.004.431
150.677.653
Derivatif:
Arus keluar
Arus masuk
Non-derivative liabilities:
Deposits from other
banks
Securities sold
under repurchase
agreements
Acceptances payable
Securities issued
Borrowing
Other liabilities
Derivatives:
Outflow
Inflow
Analisis perbedaan jatuh tempo aset dan liabilitas
Maturity gap analysis of assets and liabilities
Tabel dibawah ini menyajikan analisa jatuh tempo

aset dan liabilitas Bank dan Entitas Anak pada
tanggal-tanggal 31 Desember 2014 dan 2013,
berdasarkan jangka waktu yang tersisa sampai
tanggal jatuh tempo kontrak dan asumsi perilaku
(behavioral assumptions):
The table below shows the analysis of maturities of

assets and liabilities of the Bank and Subsidiaries as
of 31 December 2014 and 2013, based on remaining
terms to contractual maturity date and behavioral
assumptions:


DAN ENTITAS ANAK

AND SUBSIDIARIES

d.

d.
ASET
Kas
Giro pada
Bank Indonesia
Giro pada bank
lain
Penempatan pada
bank lain dan Bank
Indonesia
Efek-efek:
Tagihan derivatif
Pinjaman yang
diberikan
Piutang pembiayaan
konsumen
Investasi sewa
pembiayaan
Piutang premi
Aset reasuransi
Tagihan akseptasi
Obligasi Pemerintah:
Diperdagangkan
Aset takberwujud - neto
Aset tetap - neto
aset lain-lain
Jumlah
Dikurangi:
Penyisihan kerugian
penurunan nilai
LIABILITAS
Simpanan nasabah
Pendapatan premi
tangguhan
Premi yang belum
merupakan pendapatan
Utang akseptasi
Utang pajak
Liabilitas pajak
tangguhan - neto
dibayar dan liabilitas
lain-lain
Selisih
Nilai tercatat/
Carrying
amount
Tidak
mempunyai
tanggal jatuh
tempo
kontraktual/
No contractual
maturity
2014
Kurang dari/
Less than
1 bulan/month
1-3
bulan/
months
3-6
bulan/
months
Lebih dari/
More than
12 bulan/
months
6 - 12
bulan/
months
ASSETS
Cash
Bank Indonesia
other banks
Placements with
other banks and Bank
Indonesia
Marketable securities:
Available-for-sale
Held-to-maturity
resale agreements
2.856.242
2.856.242
10.268.357
10.268.357
4.860.602
4.860.602
9.679.838
6.743.976
1.742.625
446.075
747.162
8.620.202
289.346
87.405
-
159.842
39.153
1.865.890
90.451
1.516.639
30.738
2.541.949
19.000
2.448.477
110.004
540.541
461.291
364.685
17.436
175.856
36.666
846
20.981
385.362
109.575.129
10.392.398
15.225.465
13.135.685
14.421.039
56.400.542
27.536.299
2.365.733
3.637.847
3.693.142
6.215.162
11.624.415
1.945.602
366.554
670.216
7.567.043
90.542
166.787
523.497
897.575
157.708
169.913
26.758
3.041.370
164.380
11.573
39.987
2.389.603
331.145
18.281
79.974
1.238.495
1.201.827
-
702.774
5.902.233
120.823
157.579
1.367.244
2.489.860
1.180.673
120.823
157.579
1.367.244
2.489.860
1.180.673
99.965
-
89.539
-
295.352
2.597.543
-
265.002
1.072.789
-
142.420
2.042.397
-
2.551.173
71.458
201.860
72.018
67.415
67.122
2.071.300
Loans
Consumer financing
receivables
leases
Premium receivables
Reinsurance assets
Government Bonds:
Trading
Available-for-sale
Prepaid taxes
Intangible assets - net
Fixed assets - net
Deferred tax assets - net
Prepayments and
other assets
199.709.621
5.475.042
40.048.650
26.332.106
24.388.978
27.038.101
76.426.744
Total
(4.001.028)
(4.001.028)
Less:
Allowance for
impairment losses
195.708.593
1.474.014
40.048.650
26.332.106
24.388.978
27.038.101
76.426.744
116.495.224
2.425.760
16.083.620
2.361.582
13.042.361
4.210
10.901.904
18.790
16.730.743
26.117
59.736.596
15.061
LIABILITIES
- repurchase agreements
750.000
750.000
1.235.633
205.136
103.604
158.679
342.947
425.267
976.255
7.554.464
11.892.930
14.496.842
183.635
129.261
183.635
-
89.003
891.418
1.403.281
64.834
86.237
3.037.678
183.946
2.819.258
4.751
267.005
2.386.868
2.670.709
1.313.393
4.037
534.010
1.238.500
2.180.831
2.648.128
8.028
6.857.444
6.312.782
47.611
154.939
154.939

Unearned premium
reserve
Acceptances payable
Securities issued
Borrowings
Taxes payable
Deferred
tax liabilities - net
6.396.126
1.141.439
1.488.853
648.339
116.876
17.578
2.983.041
Accruals and other

liabilities
162.691.069
1.480.013
22.587.727
19.930.384
18.588.261
23.726.882
76.377.802
33.017.524
(5.999)
17.460.923
6.401.722
5.800.717
3.311.219
48.942
Difference


DAN ENTITAS ANAK

AND SUBSIDIARIES

d.

d.
ASET
Kas
Giro pada
Bank Indonesia
Giro pada bank
lain
Penempatan pada
bank lain dan Bank
Indonesia
Efek-efek:
Tagihan derivatif
Pinjaman yang
diberikan
Piutang pembiayaan
konsumen
Investasi sewa
pembiayaan
Piutang premi
Aset reasuransi
Tagihan akseptasi
Obligasi Pemerintah:
Diperdagangkan
Aset takberwujud - neto
Aset tetap - neto
aset lain-lain
Jumlah
Dikurangi:
Penyisihan kerugian
penurunan nilai
LIABILITAS
Simpanan nasabah
Pendapatan premi
tangguhan
Premi yang belum
merupakan pendapatan
Utang akseptasi
Utang pajak
Liabilitas pajak
tangguhan - neto
dibayar dan liabilitas
lain-lain
Selisih
Nilai tercatat/
Carrying
amount
2.943.909
Tidak
mempunyai
tanggal jatuh
tempo
kontraktual/
No contractual
maturity
2013
Kurang dari/
Less than
1 bulan/month
1-3
bulan/
months
2.943.909
3-6
bulan/
months
Lebih dari/
More than
12 bulan/
months
6 - 12
bulan/
months
ASSETS
Cash
Bank Indonesia
other banks
Placements with
other banks and Bank
Indonesia
Marketable securities:
Available-for-sale
Held-to-maturity
9.261.322
9.261.322
5.337.981
5.337.981
7.401.552
6.564.102
542.350
122.800
142.300
30.000
7.347.419
400.819
1.174.517
1.236.186
124.348
159.415
628.887
84.138
334.270
992.903
293.453
2.831.670
38.333
170.466
1.657.773
154.000
216.913
105.780.641
12.705.087
16.746.190
9.996.030
13.866.590
52.466.744
28.091.602
1.964.820
3.501.395
3.606.653
6.241.534
12.777.200
1.511.041
118.268
568.311
4.107.561
70.941
61.691
428.073
66.610
107.223
40.758
18.962
4.040.951
112.632
10.627
39.101
-
223.363
4.292
82.175
-
996.882
900
-
126.788
5.471.501
92.476
12.175
1.378.426
2.383.993
1.022.111
92.476
12.175
1.378.426
2.383.993
1.022.111
37.877
-
133.534
-
2.733
980.293
-
124.055
4.319.797
-
3.014.466
127.436
49.064
68.114
74.040
2.695.812
187.546.879
4.889.181
41.051.921
26.132.065
15.375.847
24.657.789
75.440.076
Total
Less:
Allowance for
impairment losses
(3.309.531)
(3.309.531)
184.237.348
1.579.650
41.051.921
26.132.065
15.375.847
24.657.789
75.440.076
109.161.182
1.695.178
16.054.169
1.638.462
10.942.200
16.415
10.635.803
13.438
17.239.380
26.863
54.289.630
-
759.245
9.245
Loans
Consumer financing
receivables
leases
Premium receivables
Reinsurance assets
Government Bonds:
Trading
Available-for-sale
Prepaid taxes
Intangible assets - net
Fixed assets - net
Deferred tax assets - net
Prepayments and
other assets
LIABILITIES
750.000 repurchase agreements
1.004.137
48.435
95.420
156.335
337.831
366.116
940.109
4.103.382
12.122.024
16.068.471
234.131
458.850
234.131
-
78.342
61.581
2.999.788
15.106
156.685
4.041.801
504.661
4.611.728
243
235.027
762.627
3.387.523
151.299
470.055
2.016.183
1.601.725
158.003
8.838.553
3.467.707
134.199
347.424
347.424

Unearned premium
reserve
Acceptances payable
Securities issued
Borrowings
Taxes payable
Deferred
tax liabilities - net
5.790.232
275.388
1.727.400
561.448
101.646
187.532
2.936.818
Accruals and other

liabilities
152.684.365
856.943
22.632.528
20.930.601
15.443.698
22.037.572
70.783.023
31.552.983
722.707
18.419.393
5.201.464
(67.851)
2.620.217
4.657.053
Difference


DAN ENTITAS ANAK
e.
Risiko operasional

AND SUBSIDIARIES
e.
Operational risk
Risiko Operasional adalah risiko kerugian yang timbul

dari tidak memadainya atau kegagalan proses internal,
manusia, dan sistem atau dari kejadian eksternal yang
berdampak pada kegiatan operasional Bank.
Operational risk is defined as the risk of loss resulting

from inadequate or failed internal processes, people
and system or from external events, which impact to
the operations of the Bank.
Dalam menentukan cakupan kebijakan Manajemen

Risiko Operasional, definisi Risiko Operasional terkait
telah diatur pada Peraturan Bank Indonesia (PBI
No.05/PBI/8/2003) beserta perubahannya (PBI
No.11/25/PBI/2009), dimana Risiko Hukum, Risiko
Bisnis, Risiko Strategik, dan Reputasi tidak termasuk
dalam Risiko Operasional.
For the purpose of defining the coverage of this

Operational Risk Management Policy, the related
Operational Risk definition stipulated in Bank
Indonesia regulation (PBI No.05/PBI/8/2003) and the
alteration (PBI No. 11/25/PBI/2009) is used in which
Legal risk would be excluded and categorized as
Other Risks together with Business, Strategic, &
Reputation Risks.
Kebijakan Manajemen Risiko Operasional secara

bankwide digunakan sebagai acuan utama bagi
semua Lini Bisnis, Fungsi Support dan Entitas Anak
dalam mengelola risiko operasional.
Bank wide Operational Risk Management Policy is

used as a main reference for all line of businesses,
support functions and subsidiaries in managing their
operational risk.
Risiko operasional melekat dalam semua aktivitas

bisnis dan operasional Bank baik baru maupun
perubahannya. Perubahan ini termasuk, antara lain,
perubahan organisasi internal, produk baru atau
penawaran layanan, teknologi, proses, manusia atau
peraturan.
This type of risk is inherent in all business and

operational activities, new and changes. The changes
include changes in internal organization, new product
or services, technology, process, people or regulation.
Tujuan Bank dalam mengelola risiko operasional

adalah untuk mencegah atau meminimalisasi dampak
kegagalan/ ketidakcukupan proses internal, manusia,
sistem atau kejadian-kejadian eksternal yang dapat
mengakibatkan dampak kerugian keuangan dan
merusak reputasi Bank.
The Banks objective in managing operational risk is to

prevent or minimize the impact of the failure
of/inadequate internal process, people, systems or
from external events, which could have impact the
financial losses, and damage the Banks reputation.
Pendekatan Bank terhadap manajemen risiko

operasional adalah menentukan strategi mitigasi guna
memperoleh keseimbangan yang optimal antara
paparan risiko operasional, efektifitas mekanisme
kontrol, dan pembuatan risk appetite sebagai salah
satu strategi bank dengan melakukan implementasi
yang konsisten atas kerangka kerja Manajemen Risiko
Operasional (ORM).
The Banks approach to Operational Risk

management is to define the best mitigation strategy
to get optimum balance between operational risk
exposure, effectiveness of control mechanism, and
creating risk appetite as a bank strategy by a
consistent implementation of a comprehensive
Operational Risk Management (ORM).
Komponen utama dari Kerangka Kerja Pengelolaan

Risiko
Operasional
yang
dijalankan
secara
berkesinambungan antara lain:
Major components of Operational Risk Management

Framework which are being consistently applied are:
1. Tiga lini pertahanan
1. Three lines of defense
Semua pihak di Bank dan Entitas Anak

menjalankan penugasan terkait dengan perannya
masing-masing
dalam
pengelolaan
risiko
operasional.
All parties in the Bank and Subsidiaries are

designated for their respective roles in the
management of operational risk.


DAN ENTITAS ANAK
e.
Risiko operasional (lanjutan)

AND SUBSIDIARIES
e.
Operational risk (continued)

1. Three lines of defense (continued)
1. Tiga lini pertahanan (lanjutan)

Dalam pelaksanaan kerangka kerja ORM,
diterapkan konsep Tiga Lini Pertahanan dengan
penjelasan sebagai berikut:
In implementing ORM framework, there is a

concept called Three Lines of Defense with the
explanation as follows:
Unit bisnis dan fungsi support sebagai pemilik dari

proses
pengelolaan
risiko
dan
fungsi
Pengendalian Internal yang ada pada setiap Risk
Taking Unit (RTU) berperan sebagai lini
pertahanan lapis pertama dalam penegakan
pengelolaan risiko operasional sehari-hari. Mereka
bertanggungjawab
dalam
mengidentifikasi,
mengelola, memitigasi, dan melaporkan Risiko
Operasional.
Business unit and supporting unit as the owner of

risk management process and Internal Control
functions in each Risk Taking Units act as the first
line of defense in day-to-day execution /
implementation of operational risk management.
They are responsible to identify, manage,
mitigate, and report on Operational Risk.
Divisi ORM bersama-sama dengan Divisi

Compliance dan Legal berperan sebagai
pertahanan lapis kedua yang bertanggungjawab
dalam pengawasan pengelolaan risiko operasional
di Bank.
ORM Division together with Compliance and

Legal Division act as the second line of defense
which responsible for overseeing operational risk
management in the Bank.
Sedangkan Auditor Internal (SKAI) secara

independen berperan sebagai pertahanan lapis
ketiga
yang
bertanggungjawab
untuk
mengidentifikasi kelemahan yang ditemukan
dalam pengelolaan risiko operasional dan menilai
pelaksanaan
kerangka
manajemen
risiko
operasional telah berjalan sesuai dengan
ketentuan.
Meanwhile, the Internal Auditors (SKAI) are

independently doing the role as the third line of
defense to identify any weaknesses that has
been found in operational risk management and
assess implementation of operational risk
management in line with governance.
Direksi seperti halnya Dewan Komisaris

bertanggung-jawab untuk mengawasi efektivitas
dari kerangka-kerja pengelolaan risiko operasional
secara menyeluruh serta pelaksanaannya.
The Board of Directors of the Bank as well as the

Board of Commissioners are responsible to
oversee the effectiveness of the overall
operational risk management framework as well
as its execution.
ORM di lini bisnis/Fungsi Support membantu Divisi

ORM dalam memastikan penerapan kerangka
kerja manajemen risiko operasional di setiap unit
kerja telah berjalan dengan baik. Unit kerja ORM
berfungsi dalam perancangan, pendefinisian,
pengembangan,dan pemeliharaan kerangka kerja
risiko operasional secara keseluruhan, memantau
penerapan kerangka kerja oleh RTU, memastikan
kecukupan kontrol atas kebijakan dan prosedur,
serta berperan sebagai koordinator/fasilitator atas
aktivitas pengelolaan risiko operasional yang
efektif.
The Bank has established ORM at line of

business/Support Function to help ORM Division
in ensuring that operational risk management
framework has been well implemented in every
working unit. ORM unit function is responsible to
design, interpret, develop, and maintaining the
overall operational risk management framework,
monitor the RTUs adherence to the framework,
ensure the control adequacy of policies and
procedures, and act as the coordinator/facilitator
of the overall operational risk management
activities to ensure its effectiveness.
Bank juga melakukan penerapan yang ketat atas

prinsip empat mata (pemisahan tugas dan dual
control/dual custody) untuk semua proses
terutama proses yang kritikal.
The Bank also performs strict implementation of

four eyes principle (segregation of duties and dual
control / dual custody) for all processes especially
for critical processes.


DAN ENTITAS ANAK
e.

2.

AND SUBSIDIARIES
e.
Proses pengelolaan risiko operasional

2. Operational risk management process
Pelaksanaan kerangka kerja ORM di Bank dan

Entitas Anak dilakukan dalam proses ORM yang
terpadu dan terdiri dari proses identifikasi,
penilaian/pengukuran,
pemantauan
serta
pengendalian /mitigasi risiko.
Practices of ORM Framework in the Bank and

Subsidiaries are being conducted through an
integrated ORM process which consists of
risk identification, assessment/measurement,
monitoring and controlling/mitigating.
Proses ini mencakup:
The process involves:
(1) Identifikasi risiko yang digunakan untuk

mengidentifikasi dan menganalisa risiko
melekat pada produk, jasa, sistem dan
proses baru maupun perubahannya. Serta
memastikan adanya kecukupan kontrol
preventif atas seluruh proses yang
dijalankan.
(1) Identification of risk is used to identify and

analyze inherent risk in new and changes
product, service and process. Also, ensure
the preventive control adequacy over all the
process.
(2) Pengukuran risiko di tingkat unit operasional

didukung dengan perangkat Risk/Loss
Event, Risk Control Self Assessment
(RCSA), Key Risk Indicator (KRI), dan
Capital Charge Calculation & Modelling
untuk mengetahui profil risiko bank secara
kuantitatif sehingga dapat digunakan untuk
mengetahui
efektifitas
penerapan
manajemen risiko operasional.
(2) Risk measurement at operating unit level

supported by Risk/Loss event, Risk Control
Self Assessment (RCSA), Key Risk Indicator
(KRI) and Capital Charge Calculation &
Modeling to know the banks risk profile so it
can be used to know the effectiveness of
operational risk management.
(3) Pemantauan risiko operasional melalui

penyusunan laporan secara berkala ke
manajemen untuk mengidentifikasi masalah
yang muncul terkait dengan adanya
kelemahan atau kegagalan di dalam
penerapan fungsi kontrol. Pembentukan
Komite Manajemen Resiko Operasional
sebagai forum khusus untuk membahas
masalah-masalah terkait risiko operasional
yang signifikan, dan untuk memonitor
pelaksanaan kerangka kerja ORM. Melalui
ORMC, BOD dapat diinformasikan issue
terkait risiko operasional dan tindak lanjut
secara cepat dapat dilakukan.
(3) Operational risk monitoring through regular

reports to management to identify issues
related to weakness or failure of controls
functions. The establishment of Operational
Risk Management Committee is designed as
a forum to discuss significant operational risk
issues and to monitor the implementation of
ORM. Through ORMC, BoD can be
informed the operational risk issues, and
immediate action can be conducted.
(4) Pengendalian risiko dilakukan diantaranya

dengan memastikan bahwa manajemen
risiko operasional telah dikelola secara tepat
dan tidak melebihi limit risiko yang telah
ditetapkan.
(4) Risk controlling is conducted among others

through ensuring the availability of
operational policy and procedure, ensuring
control adequacy in every operational activity
in related working unit.


DAN ENTITAS ANAK
e.

2.

AND SUBSIDIARIES
e.
Proses pengelolaan risiko operasional (lanjutan)

2.
4.
3.
Sarana pendukung
risk
management
process
Bankwide coordination over insurance practice

as one of major operational risk mitigations
ensures an optimum coverage of the policies to
the risk exposure. The Banks comprehensive
financial & assets insurance coverage are
ranging from Money Insurance, Property All
Risk, Bankers
Blanket
Bonds/Electronic
Computer Crime, Directors & Officers, and
Electronic Equipment Insurance.
Penerapan
manajemen
asuransi
yang
terkoordinasi secara bankwide merupakan salah
satu mitigasi utama dari risiko operasional
memastikan tercapainya cakupan polis asuransi
yang optimum terhadap paparan risiko. Polis
asuransi aset dan finansial Bank secara
komprehensif terdiri dari Money Insurance,
Property
All
Risk,
Bankers
Blanket
Bonds/Electronic Computer Crime, Directors &
Officers, dan Electronic Equipment Insurance.
3.
Operational
(continued)
Supporting infrastructure
Implementasi dari proses pengelolaan risiko

operasional secara menyeluruh harus didukung
dengan teknologi informasi yaitu ORMS
(Operational Risk Management System). ORMS
adalah database untuk seluruh perangkat kerja
Operational Risk Management (ORM) secara
terintegrasi terdiri dari Risk/Loss Event, RCSA,
dan KRI serta dapat memberikan feedback
dalam bentuk analisa dan laporan yang dapat
digunakan untuk melihat profil risiko operasional
yang menyeluruh pada Bank dan Anak
Perusahaan.
The implementation of the comprehensive

ORM process must be supported by information
technology called ORMS (Operational Risk
Management System). ORMS is a database for
integrated Operational Risk Management Tools
consist of Risk Event, RCSA, and KRI which
can provide feedback in the form of analysis
and reporting that can be used to capture
operational risk profile comprehensively in the
Bank and Subsidiaries.
Selain itu, ORM juga mempunyai sarana

pendukung yang telah dikembangkan untuk
meningkatkan kesadaran akan pentingnya risiko
operasional, yaitu E-Learning. E-Learning ini
telah dan sedang dilaksanakan di seluruh jajaran
manajemen dan karyawan Bank serta Entitas
Anak.
Besides that, ORM has supporting infrastructure

that has been developed to increase awareness
on the importance of operational risk, that is
E-Learning. It has been and is implemented in
all employee and management of Bank and
Subsidiaries.
Perhitungan Beban Modal Risiko Operasional
4.
Bank telah melakukan perhitungan beban modal

untuk risiko operasional dengan menggunakan
Pendekatan Indikator Dasar sejak Januari 2010.
Operational Risk Capital Charges Calculation

The Bank has performed the capital charges
calculation for operational risk by using Basic
Indicator Approach since January 2010 as per
Bank Indonesia timeline.


DAN ENTITAS ANAK
e.

5.

AND SUBSIDIARIES
e.
Business Continuity Management

5.
Business Continuity Management
BCM adalah proses manajemen (protokol)

terpadu dan menyeluruh untuk memastikan
kelangsungan
operasional
Bank
dalam
menjalankan bisnis dan melayani nasabah
(Lampiran SE BI No. 13/23/DPNP tanggal
25 Oktober 2012).
BCM is an holistic management process to

ensure the operational continuity of the bank in
managing its business and serve customer
(Appendix of BI Circular Letter No. 13/23/DPNP
dated 25 October 2012).
Tujuan utama dari pengelolaan BCM adalah

untuk menyediakan kerangka kerja BCM guna
membangun ketahanan dan kemampuan untuk
dalam
melindungi
respon
yang
efektif
kepentingan para stakeholders dan reputasi
terhadap krisis / gangguan yang mungkin terjadi.
Main objective of BCM is to provide provides a

framework for building resilience and the
capacity for an effective response that
safeguard the interests of its key stakeholder
and reputation in the event of crisis/ disruption
that might be fall.
Sebagai bagian yang tidak terpisahkan dari

kerangka kerja ORM, penerapan BCM yang
efektif merupakan suatu keharusan dalam
mengantisipasi risiko yang timbul terkait kondisi
ekstrim yang berdampak besar (catastrophic
event). Pengelolaan dan penerapan BCM pada
Bank tidak hanya terfokus pada penangan
gangguan seperti bencana alam saja, namun
juga terfokus dan mencakup pada gangguan
yang dapat mengancam rencana strategis
operasional perusahaan seperti krisis atau
gangguan yang menimpa Bank baik karena
adanya gangguan terhadap operasional bisnis
maupun tidak, isu negatif tentang likuiditas,
pemberitaan negatif tentang Bank, gangguan
sistem, kebakaran, dsb.
As an integral part of Banks ORM framework,

the implementation of effective BCM is
mandatory for the Bank to anticipate all risks
that might arises from the major incident with
high impact (catastrophic event). Management
and implementation of BCM in the Bank is not
only focused on handling disturbance like a
natural disaster, but also focuses and covers the
disorders that might threaten the strategic plan
of companys operations such as crisis or
disruption that might hit the Bank due to the
disturbance or without disturbance to the
business operational, liquidity issue, negative
coverage to the Bank, system trouble, fire, etc.
Sesuai dengan tujuan tersebut di atas, Bank

akan:
In accordance to the above reason, the Bank

will continue to:
Mempertahankan sertifikasi ISO22301:2012

- Business Continuity Management System
yang telah diperoleh di tahun 2013 dengan
melaksanakan audit pemeliharaan (oleh
auditor ISO dari BSI) pada 21-24 April 2014
dengan hasil bagus tanpa adanya
ketidaksesuaian yang ditemukan. Audit
pemeliharaan ini akan dilakukan juga pada
2015.
Maintaining the certification of ISO

22301:2012-Business
Continuity
Management System which is already
possessed
in
2013
by
having
surveillance audit visit (conducted by ISO
auditor from BSI) on 21-24 April 2014
with good result without non-conformity
finding. This surveillance audit will also
be conducted in 2015.
Terus
meningkatkan
cakupan
BCM
(kerangka kerja dan penerapannya) serta
rencana pengembangannya ke semua lini
bisnis Bank dan Entitas Anak dengan
meningkatkan kesadaran dan pengetahuan
akan BCM dari semua staff dengan
memberikan pelatihan internal, sosialisasi ke
regional, loka karya dan email blast.
Expand the scope of BCM (framework

and the implementation) as well as the
development plan to all lines of business
of the Bank and Subsidiaries by
improving
BCM
awareness
and
knowledge from all staff through internal
training, socialization to region, workshop
and email blast.


DAN ENTITAS ANAK
e.

5.
6.

AND SUBSIDIARIES
e.
Business Continuity Management (lanjutan)

5.
Business Continuity Management (continued)
Memastikan kapasitas dari BCM plan dengan

melakukan pengujian, pengkinian dan
peninjauan secara berkala terhadap prosedur
dan strategi yang telah dibuat.
Ensure BCM plan capacity by doing

exercising, maintaining and reviewing
periodically to the existing strategy and
procedures.
Terus menurunkan tingkat kesenjangan

dengan melakukan perbandingan BCM
terhadap industri-industri lainnya dengan
tergabung dan sebagai salah satu pendiri dari
BCM Forum Indonesia (sudah terlaksana
8 BCM Forum dari tahun 2009 hingga tahun
2014).
Continue reducing the gap by performing

BCM comparison to other incorporated
industries and be one of the founders of
BCM Forum Indonesia (already conducted
8 BCM Forum from 2009 to 2014).
Melakukan peningkatan kompetensi dari

karyawan yang mengelola BCM secara
nasional (BCM Kantor Pusat) dengan
sertifikasi kompetensi profesi BCM, dimana
telah terdapat dua karyawan yang telah
bersertifikat secara internasional di bidang
BCM.
Improving the competence of employee

who is managing national BCM (BCM in
Headquarter)
with
certification
of
professional competence in BCM, where
there are two employees who have been
certified internationally in the field of BCM.
Fokus terhadap Fraud dan Quality Assurance
6.
Focus on Fraud and Quality Assurance
Pengelolaan Fraud
Fraud Management
Dengan tujuan untuk mengantisipasi risiko

operasional yang mungkin terjadi akibat tindakan
Fraud yang dilakukan baik oleh karyawan internal
bank ataupun oleh pihak eksternal, Bank telah
membuat kerangka kerja strategi anti fraud yang
tertuang
dalam
Fraud
Management
Policy&Framework yang sudah diberlakukan
secara nasional.
With the objective to anticipate operational risks

which might arise caused by fraudulent activities
committed by internal employee or external
parties, Bank issued internal policy of the Bank
with title "Fraud Management Policy &
Framework" that is applied nationally. This
framework and strategy in line with Bank
Indonesia Circular Letter No. 13/28/DPNP on
the Implementation of Anti-Fraud Strategy for
Commercial Banks.
Kerangka kerja dan strategi ini sejalan dengan

Surat Edaran Bank Indonesia No. 13/28/DPNP
mengenai Penerapan Strategi Anti Fraud Bagi
Bank Umum. Dalam mengimplementasikan
Kebijakan tersebut, Bank melakukan berbagai
upaya secara terus menerus untuk melakukan
peningkatan efektifitas pengendalian internal,
sebagai upaya meminimalkan risiko Fraud dengan
melakukan pengawasan aktif manajemen,
pengembangan budaya dan kepedulian Anti
Fraud kepada seluruh jenjang organisasi di Bank.
In implementing the policy, the Bank conducts

many efforts continually to increase the
effectiveness of internal control, as an effort to
minimize the risks of fraud by implementing the
Bank's management responsibilities by active
monitoring, culture development and awareness
of anti fraud for the whole level in the Banks
organization.


DAN ENTITAS ANAK
e.

6.

AND SUBSIDIARIES
e.

(lanjutan)

6. Focus on
(continued)
Fraud
and
Quality
Assurance
Implementasi strategi Anti Fraud yang dilakukan

Bank dalam bentuk sistem pengendalian Fraud
dijabarkan melalui 4 (empat) pilar strategi
pengendalian Fraud yang saling berkaitan yaitu:
(i) pencegahan; (ii) deteksi; (iii) investigasi,
pelaporan, dan sanksi; (iv) serta monitoring,
evaluasi, dan tindak lanjut.
Implementation of anti-fraud strategy undertaken

in the form of the Bank fraud control system is
described into 4 (four) pillars of correlated fraud
control strategies which are: (i) prevention; (ii)
detection; (iii) investigation, reporting, and
sanctions; (iv) and monitoring, evaluation, and
follow up actions.
Penerapan dari strategi tersebut telah dilakukan

oleh Bank dengan melakukan berbagai tindakan
untuk mencegah, mendeteksi, dan mengelola
risiko
fraud,
termasuk
diantaranya
penyempurnaan Kebijakan dan Kerangka Kerja
Pengelolaan Fraud (Fraud Management Policy &
Framework) yang berlaku,
pengembangan
prosedur kontrol internal di unit-unit dalam
mengelola risiko fraud, sosialisasi kampanye anti
fraud dan pelatihan tentang kesadaran anti fraud,
pelaksanaan workshop anti fraud untuk
peningkatan kompetensi dan integrity unit fraud,
melakukan strategi identifikasi risiko fraud dan
mitigasi
kontrol
yang
harus
dilakukan,
pengembangan
database
fraud
untuk
kepentingan unit-unit terkait, penggunaan sistem
untuk mendeteksi aplikasi
Fraud di area
consumer banking dan akan diteruskan ke areaarea lain dan berbagai strategi yang akan
diterapkan dalam mencegah dan mendeteksi
kejadian fraud di unit-unit kerja. Penerapan
Strategi Anti Fraud di Bank telah dilaporkan ke
Otoritas Jasa Keuangan sebagai pengawas
perbankan setiap semester.
Implementation of these strategies have been

conducted by the Bank by performing various
actions to prevent, detect, and manage fraud
risks, including the improvement of Fraud
Management Policy & Framework, the
development of internal control procedures in the
units in managing fraud risk, socialization of antifraud campaign and anti-fraud awareness
training, conducting of anti-fraud workshops to
increase competence and integrity of fraud unit,
pursuing a strategy of fraud risk identification and
mitigation controls that must be done,
improvement of fraud database for the benefit of
related units, using Fraud Detection system for
applications in consumer banking area and will
be continued to other areas and a variety of
strategies to be implemented to prevent and
detect fraud incident of unit of works. The
implementation of Anti Fraud Strategy has been
reported to Otoritas Jasa Keuangan (OJK) as
banks supervisor semesterly.
Pengelolaan QA
Bank memberikan pula penekanan kepada
pentingnya kontrol preventif
dan mekanisme
pendeteksian dini atas pemaparan risiko
operasional melalui pembentukan fungsi National
Quality Assurance yang merupakan bagian dari
Divisi di atas. Fungsi ini berperan aktif dalam
meng-koordinasikan
usaha-usaha
untuk
memperkuat sistem pengendalian internal dari
setiap Lini Bisnis dan Fungsi Pendukung.
QA Management
The Bank is also re-emphasizing the importance
of preventative control and early detection
mechanisms over operational risk exposures
through setting up National Quality Assurance
function under the above-mentioned Division.
The function is taking bankwide coordination
roles in the efforts to strengthen internal control
systems in each Line of Businesses and Support
Functions.
Quality Assurance adalah program yang ditujukan

untuk secara dini serta sistematis melakukan
pemantauan dan evaluasi atas aspek-aspek
kritikal dari proses dan produk Bank, guna
meyakinkan terpenuhinya standard kualitas.
Standard kualitas terpenting yang ingin dicapai
Bank adalah terkelolanya faktor risiko serta
penerapan mekanisme kontrol/mitigasi yang
diperlukan secara efektif.
Quality Assurance is a program that proposed to

perform early monitoring and evaluation in a
systematic was over critical aspects of the
Banks process and product in order to ensure
quality
standard
fulfilment.
The
most
important quality standard that went to be
achieved by the Bank is to manage the
risk factors and implementation of control
mechanism/compulsory mitigation effectively.


DAN ENTITAS ANAK
e.

6.

AND SUBSIDIARIES
e.

(lanjutan)

6. Focus on
(continued)
Kerangka Kerja Quality Assurance mencakup

kesatuan metodologi, kebijakan, prosedur, dan
penyusunan organisasi, yang ditujukan untuk
secara
sistimatis
menjalankan
program
pemantauan dan evaluasi dalam identifikasi,
pengukuran, pemantauan, serta pengendalian
risiko yang timbul dari operasi Bank.
50. ASET KEUANGAN DAN LIABILITAS KEUANGAN
Fraud
and
Quality
Assurance
The Quality Assurance framework include unified

methodology,
policies,
procedures,
and
organization preparation, which is devoted to
systematically run a monitoring program and
evaluation in the identification, measurement,
monitoring, and control risks that arising from the
Banks Operation.
50. FINANCIAL ASSETS AND FINANCIAL LIABILITIES
Nilai wajar instrumen keuangan
Fair value of financial instruments
Sebagian besar instrumen keuangan pada laporan posisi

keuangan konsolidasian disajikan menggunakan nilai
wajar. Berikut ini adalah perbandingan antara nilai tercatat,
seperti yang dilaporkan pada laporan posisi keuangan
konsolidasian dan nilai wajarnya.
A significant number of financial instruments are carried

at fair value in the consolidated statements of financial
position. Below is the comparison of the carrying
amounts, as reported on the consolidated statements of
financial position, and their fair values.
Pada tabel berikut ini, instrumen keuangan telah

dialokasikan berdasarkan klasifikasinya. Kebijakan
akuntansi penting pada Catatan 2e menjelaskan
bagaimana setiap kategori aset keuangan dan liabilitas
keuangan diukur dan bagaimana pendapatan dan beban,
termasuk keuntungan dan kerugian atas nilai wajar
(perubahan nilai wajar instrumen keuangan) diakui.
In the following table, financial instruments have been

categorized based on their classification. The significant
accounting policies in Note 2e describe how the
categories of the financial assets and financial liabilities
are measured and how income and expenses, including
fair value gains and losses (changes in fair value of
financial instruments), are recognized.
Pengelompokan aset keuangan telah diklasifikasikan

menjadi aset keuangan yang diukur pada nilai wajar
melalui laba rugi; aset keuangan dimiliki hingga jatuh
tempo; pinjaman yang diberikan dan piutang; dan aset
keuangan tersedia untuk dijual. Sama halnya dengan
setiap liabilitas keuangan yang juga telah diklasifikasikan
menjadi yang diperdagangkan dan biaya perolehan
diamortisasi.
Financial assets have been classified into fair value

through profit or loss; held-to- maturity; loans and
receivables and available-for-sale financial assets.
Similarly, each class of financial liability has been
classified into trading and other amortized cost.
Nilai wajar pada tanggal laporan posisi keuangan

konsolidasian adalah berdasarkan informasi yang tersedia
dan belum diperbaharui untuk merefleksikan perubahaan
keadaan pasar setelah tanggal laporan posisi keuangan.
The fair values are based on relevant information

available as at the consolidated statement of financial
position date and have not been updated to reflect
changes in market condition after the statement of
financial position date.
Tabel berikut ini merupakan nilai tercatat dan nilai wajar

dari aset keuangan dan liabilitas keuangan pada tanggaltanggal 31 Desember 2014 dan 2013.
The table below sets out the carrying amounts and fair
values of the financial assets and liabilities as of
31 December 2014 and 2013.


DAN ENTITAS ANAK

AND SUBSIDIARIES

(lanjutan)

(continued)
2014
Aset Keuangan
Kas
Giro pada Bank
Indonesia
Giro pada bank
lain
Penempatan pada
bank lain dan
Bank Indonesia
Efek-efek
Efek yang dibeli
dengan janji dijual
kembali
Tagihan derivatif
Diperdagangkan
Dimiliki untuk
manajemen risiko
Pinjaman yang
diberikan
Piutang pembiayaan
konsumen
Investasi sewa
pembiayaan
Piutang premi
Aset reasuransi
Tagihan akseptasi
Obligasi Pemerintah
Diukur pada
nilai wajar
melalui laba
rugi/Fair value
through profit
or loss
Nilai tercatat/Carrying amount

Dimiliki
hingga jatuh
tempo/Heldto-maturity
Pinjaman yang
diberikan dan
piutang/Loans
and receivables
Tersedia untuk
dijual/
Available-forsale
Biaya perolehan
diamortisasi
lainnya/Other
Amortized cost
Jumlah nilai
tercatat/Total
carrying
amount
Nilai wajar/
Fair value
2.856.242
2.856.242
2.856.242
10.268.357
10.268.357
10.268.357
4.857.902
4.857.902
4.857.902
267.904
9.674.875
-
8.620.202
9.674.875
8.888.106
9.674.875
8.910.100
540.541
540.541
540.541
98.610
98.610
98.610
362.681
362.681
362.681
106.774.211
106.774.211
105.143.330
26.418.852
26.418.852
26.208.181
702.774
-
1.916.659
366.554
670.216
7.567.043
935.062
5.902.233
157.579
-
1.916.659
366.554
670.216
7.567.043
6.605.007
157.579
935.062
1.924.806
366.554
670.216
7.567.043
6.605.007
157.579
935.062
Liabilitas Keuangan
Simpanan nasabah
Simpanan dari bank
lain
Efek yang dijual
dengan janji
dibeli kembali
116.495.224
116.495.224
116.495.224
2.425.760
2.425.760
2.425.760
750.000
750.000
750.000
Utang akseptasi
Pinjaman yang
diterima
Diperdagangkan
Dimiliki untuk
manajemen risiko
7.554.464
11.892.930
7.554.464
11.892.930
7.554.464
11.782.841
14.496.842
14.496.842
14.484.294
101.438
101.438
101.438
27.823
-
2.934.469
27.823
2.934.469
27.823
2.934.469
Financial Assets
Cash
Bank Indonesia
other banks
Placements with
other banks and
Bank Indonesia
under resale
agreements
Trading
Held for risk
management
Loans
Consumer financing
receivables
leases
Premium receivables
Reinsurances assets
Government Bonds
Other assets - net
Financial Liabilities
Deposits from
customers
Deposits from other
banks
repurchase
agreements
Acceptances
payable
Securities issued
Borrowings
Trading
Held for risk
management
Other liabilities


DAN ENTITAS ANAK

AND SUBSIDIARIES

(lanjutan)

(continued)
2013
Aset Keuangan
Kas
Giro pada Bank
Indonesia
Giro pada bank
lain
Penempatan pada
bank lain dan
Bank Indonesia
Efek-efek
Tagihan derivatif
Diperdagangkan
Dimiliki untuk
manajemen risiko
Pinjaman yang
diberikan
Piutang pembiayaan
konsumen
Investasi sewa
pembiayaan
Piutang premi
Tagihan akseptasi
Aset reasuransi
Obligasi Pemerintah
Diukur pada
nilai wajar
melalui laba
rugi/Fair value
through profit
or loss
Nilai tercatat/Carrying amount

Dimiliki
hingga jatuh
tempo/Heldto-maturity
Pinjaman yang
diberikan dan
piutang/Loans
and receivables
Tersedia untuk
dijual/
Available-forsale
Biaya perolehan
diamortisasi
lainnya/Other
Amortized cost
Jumlah nilai
tercatat/Total
carrying
amount
Nilai wajar/
Fair value
2.943.909
2.943.909
2.943.909
9.261.322
9.261.322
9.261.322
5.334.964
5.334.964
5.334.964
379.697
7.399.600
-
7.347.419
7.399.600
7.727.116
7.399.600
7.728.187
584.477
584.477
584.477
590.040
590.040
590.040
103.468.254
103.468.254
104.905.664
27.177.831
27.177.831
27.145.873
126.788
-
1.496.861
118.268
4.107.561
568.311
970.561
5.471.501
12.175
-
1.496.861
118.268
4.107.561
568.311
5.598.289
12.175
970.561
1.496.942
118.268
4.107.561
568.311
5.598.289
12.175
970.561
Liabilitas Keuangan
Simpanan nasabah
Simpanan dari bank
lain
Efek yang dijual
dengan janji
dibeli kembali
109.161.182
109.161.182
109.161.182
1.695.178
1.695.178
1.695.178
759.245
759.245
759.245
Utang akseptasi
Pinjaman yang
diterima
Diperdagangkan
Dimiliki untuk
manajemen risiko
4.103.382
12.122.024
4.103.382
12.122.024
4.103.382
11.999.017
16.068.471
16.068.471
16.035.702
456.211
456.211
456.211
2.639
-
2.967.939
2.639
2.967.939
2.639
2.967.939
Financial Assets
Cash
Bank Indonesia
other banks
Placements with
other banks and
Bank Indonesia
Trading
Held for risk
management
Loans
Consumer financing
receivables
leases
Premium receivables
Reinsurances assets
Government Bonds
Other assets - net
Financial Liabilities
Deposits from
customers
Deposits from other
banks
repurchase
agreements
Acceptances
payable
Securities issued
Borrowings
Trading
Held for risk
management
Other liabilities
Metode dan asumsi yang digunakan untuk estimasi nilai

wajar adalah sebagai berikut:
The following methods and assumptions are used to

estimate the fair values:
Nilai wajar aset keuangan dan liabilitas keuangan, kecuali

efek-efek dimiliki hingga jatuh tempo, pinjaman yang
diberikan yang mempunyai risiko nilai wajar, piutang
pembiayaan konsumen, investasi sewa pembiayaan, efek
yang diterbitkan, dan pinjaman yang diterima, mendekati
nilai tercatatnya karena mempunyai jangka waktu tempo
yang singkat atas instrumen keuangan tersebut dan/atau
suku bunganya sering ditinjau ulang.
The fair values of financial assets and liabilities, except for

held-to-maturity marketable securities, loans with fair
value risk, consumer financing receivables, investment in
finance lease, securities issued, and borrowings,
approximated the carrying amounts largely due to the
short-term maturities of these instruments and/or repricing
of interest rate frequently.


DAN ENTITAS ANAK
(lanjutan)

AND SUBSIDIARIES
50. FINANCIAL ASSETS AND FINANCIAL
(continued)
LIABILITIES
Nilai wajar efek-efek dimiliki hingga jatuh tempo dan efek

yang diterbitkan ditentukan berdasarkan harga kuotasi
pasar yang berlaku pada tanggal-tanggal 31 Desember
2014 dan 2013.
The fair values of held-to-maturity marketable securities

and securities issued were determined on the basis of
quoted market price as of 31 December 2014 and 2013.
Nilai wajar pinjaman yang diberikan yang mempunyai

risiko nilai wajar, piutang pembiayaan konsumen, investasi
sewa pembiayaan, dan pinjaman yang diterima dinilai
menggunakan diskonto arus kas berdasarkan tingkat suku
bunga pasar pada tanggal-tanggal 31 Desember 2014 dan
2013.
The fair values of loans with fair value risk, consumer

financing receivables, investment in finance lease, and
borrowing are determined by discounting cash flows
using market interest rate as of 31 December 2014 and
2013.
Nilai wajar investasi dalam saham dinilai sebesar biaya

perolehannya karena nilai wajarnya tidak dapat diukur
secara handal, kecuali untuk investasi dalam saham
tertentu yang memiliki harga kuotasi dicatat sebesar harga
kuotasi pasar yang berlaku.
The fair value of investments in shares is the same as the

cost since fair value cannot be reliably measured, except
for certain investment in shares that has quoted price was
determined on the basis of quoted market price.
Hirarki nilai wajar instrumen keuangan
Fair value hierarchy of financial instruments
Tabel berikut ini merupakan hirarki nilai wajar dari aset

keuangan dan liabilitas keuangan pada tanggal-tanggal
31 Desember 2014 dan 2013.
The table below sets out the fair values hierarchy of the
financial assets and liabilities as of 31 December 2014
and 2013.
a. Aset yang diukur pada nilai wajar
a.
Assets measured at fair value
Pengukuran nilai wajar pada tanggal pelaporan

menggunakan/Fair value measurement as at reporting date using:
31 Desember/
Tingkat/
Tingkat/
Tingkat/
December 2014
Level 2
Level 1
Level 3
Aset keuangan yang diukur pada
nilai wajar melalui
laba rugi:
Obligasi Pemerintah
Tagihan derivatif
untuk dijual:
Obligasi pemerintah
Efek-efek
702.774
461.291
5.902.233
8.620.202
702.774
-
5.902.233
4.806.344
461.291
3.813.858
Financial assets at fair

value through profit
or loss:
Government Bonds
Available-for-sale
financial assets:
Government Bonds

menggunakan/Fair value measurement as at reporting date using:
31 Desember/
Tingkat/
Tingkat/
Tingkat/
December 2013
Level 2
Level 1
Level 3
Aset keuangan yang diukur pada
nilai wajar melalui
laba rugi:
Obligasi Pemerintah
Tagihan derivatif
untuk dijual:
Obligasi pemerintah
Efek-efek
126.788
1.174.517
5.471.501
7.347.419
126.788
-
5.471.501
4.750.693
1.174.517
2.596.726
Financial assets at fair

or loss:
Government Bonds
Available-for-sale
financial assets:
Government Bonds


DAN ENTITAS ANAK
(lanjutan)

AND SUBSIDIARIES
50. FINANCIAL ASSETS AND FINANCIAL
(continued)
b.
b. Liabilitas yang diukur pada nilai wajar
LIABILITIES
Liabilities measured at fair value

menggunakan/Fair value measurement as at reporting date
using:
31 Desember/
Tingkat/
Tingkat/
Tingkat/
December 2014
Level 2
Level 1
Level 3
Liabilitas keuangan yang diukur pada
nilai wajar melalui
laba rugi:
Kewajiban derivatif
129.261
129.261
Financial liabilities at fair

or loss:
Financial liabilities at fair

or loss:

menggunakan/Fair value measurement as at reporting date
using:
31 Desember/
Tingkat/
Tingkat/
Tingkat/
December 2013
Level 2
Level 1
Level 3
Liabilitas keuangan yang diukur pada
nilai wajar melalui
laba rugi:
Kewajiban derivatif
458.850
Pada tanggal-tanggal 31 Desember 2014 dan 2013, tidak

ada aset keuangan atau liabilitas keuangan yang ditransfer
dari atau ke tingkat 2 dan/atau tingkat 3.
51. AKTIVITAS FIDUCIARY
458.850
As of 31 December 2014 and 2013, there are no financial

assets and financial liabilities transfer out of or into level 2
and/or level 3.
51. FIDUCIARY ACTIVITIES
Bank menyediakan jasa kustodian, agen sekuritas, trustee,

pengelolaan investasi discretionary, dan reksadana
kepada pihak ketiga. Aset yang terdapat dalam aktivitas
fiduciary tidak termasuk dalam laporan keuangan
konsolidasian ini. Jumlah komisi yang diterima dari
pemberian jasa ini untuk tahun yang berakhir pada
tanggal 31 Desember 2014 adalah Rp19.063 (2013:
Rp17.296).
The Bank provides custodial, securities agency, trustee,

investment management discretionary, and mutual fund
services to third parties. Assets that are held in fiduciary
activities are not included in these consolidated financial
statements. Total fees received from these services for
the year ended 31 December 2014 was Rp19,063 (2013:
Rp17,296).
52. BATAS MAKSIMUM PEMBERIAN KREDIT BANK

UMUM (BMPK)
52. LEGAL LENDING LIMIT FOR COMMERCIAL BANKS

(LLL)
Pada tanggal-tanggal 31 Desember 2014 dan 2013, tidak

terdapat pelampauan BMPK kepada pihak terkait maupun
pihak tidak terkait.
As of 31 December 2014 and 2013, there was no excess

of LLL to both related parties and non-related parties.
Mulai tanggal 31 Desember 2007, Bank telah menerapkan

peraturan BI No. 8/6/PBI/2006 tentang penerapan
manajemen risiko secara konsolidasi bagi Bank yang
melakukan pengendalian terhadap Entitas Anak dalam
perhitungan BMPK Bank.
Starting 31 December 2007, the Bank has implemented

BI regulation No. 8/6/PBI/2006 regarding the
implementation of consolidated risk management to the
Subsidiaries which are controlled by the Bank in the
Banks LLL calculation.


DAN ENTITAS ANAK

AND SUBSIDIARIES
52. BATAS MAKSIMUM PEMBERIAN KREDIT BANK UMUM

(BMPK) (lanjutan)
52. LEGAL LENDING LIMIT FOR COMMERCIAL BANKS

(LLL) (continued)
Sesuai dengan peraturan BI No. 8/13/2006 tentang

Perubahan
Atas
Peraturan
Bank
Indonesia
No. 7/3/PBI/2005 Batas Maksimum Pemberian Kredit
Bank Umum dan peraturan BI No. 7/3/PBI/2005 tentang
Batas Maksimum Pemberian Kredit Bank Umum, batas
maksimum penyediaan dana kepada pihak terkait, satu
peminjam yang bukan pihak terkait, dan satu kelompok
peminjam yang bukan pihak terkait masing-masing tidak
melebihi 10%, 20%, dan 25% dari modal Bank.
Based on BI regulation No. 8/13/2006 regarding changes

on BI regulation No. 7/3/PBI/2005 and BI regulation
No. 7/3/PBI/2005 regarding Legal Lending Limit for
Commercial Bank, the maximum lending limit to related
parties, one non-related party debtor, and one non-related
party group of debtors shall not exceed 10%, 20%, and
25% of the Banks capital, respectively.
53. MANAJEMEN MODAL
53. CAPITAL MANAGEMENT
Penerapan Bank atas risiko pasar, risiko kredit, dan risiko

operasional dalam permodalan adalah sebagai berikut:
The Bank implementation on market risk, credit risk, and

operational risk in capital is as follows:
a. Risiko pasar
a.
The Bank has adopted standardized approach for

market risk management according to BI regulation
No. 9/13/PBI/2007 dated 1 November 2007 and BI
Circular Letter No. 9/33/DPnP dated 18 December
2007 and its changes with BI Circular Letter
No. 14/21/DPnP dated 18 July 2012.
Bank telah menerapkan pendekatan standard untuk

mengelola risiko pasar sesuai Peraturan BI
No. 9/13/PBI/2007 tanggal 1 November 2007 dan SE
BI No. 9/33/DPnP tanggal 18 Desember 2007 serta
perubahan SE BI tersebut dengan SE BI
No. 14/21/DPnP tanggal 18 Juli 2012.
b. Risiko kredit
Market risk
b.
Credit risk
Sesuai dengan Surat Edaran BI No. 13/6/DPNP

tanggal 18 Februari 2011, Bank sudah menerapkan
pendekatan standar untuk mengelola risiko kredit
mulai 1 Januari 2012.
In
accordance
with
BI
Circular
Letter
No. 13/6/DPNP dated 18 February 2011, the Bank
has adopted the standardized approach for credit
risk management starting 1 January 2012.
Pada tanggal 18 November 2014, OJK mengeluarkan

peraturan OJK No. 21/POJK.03/2014 yang mengatur
tentang penerapan pendekatan dalam mengelola
risiko kredit bisnis syariah. Mengacu pada peraturan
tersebut, Bank akan menerapkan pendekatan standar
untuk mengelola risiko kredit di Unit Usaha Syariah
(UUS) mulai 1 Januari 2015.
On 18 November 2014, OJK has issued OJK

regulation No. 21/POJK.03/2014 which regulates the
implementation approach for sharia credit risk
management. With reference to this regulation, the
Bank will adopt standardized approach for credit risk
management in Sharia Business Unit (UUS) starting
on 1 January 2015.
c. Risiko operasional
c.
Untuk pengelolaan risiko operasional Bank

menerapkan pendekatan indikator dasar sesuai
dengan Surat Edaran (SE) BI No. 11/3/DPNP tanggal
27 Januari 2009. Berdasarkan SE ini, beban modal
untuk risiko operasional sebesar 15% dari rata-rata
pendapatan kotor selama tiga tahun terakhir, efektif
tanggal 1 Januari 2011.
Operational risk
Operational risk management still uses basic
indicator approach as per BI Circular Letter
No. 11/3/DPNP dated 27 January 2009. Based on
this Circular Letter, the capital charge for operational
risk is at 15% of average gross income for the last
three years, which became effective on
1 January 2011.


DAN ENTITAS ANAK
53. MANAJEMEN MODAL (lanjutan)
53. CAPITAL MANAGEMENT (continued)
Adapun struktur permodalan Bank saat ini terdiri dari:

i.

AND SUBSIDIARIES
The current Bank capital structure consists of:
Modal Inti (tier 1) terdiri dari modal disetor berupa

modal saham biasa, dan cadangan tambahan modal
yang terdiri dari agio saham, cadangan modal
umum, laba tahun-tahun lalu, laba tahun berjalan
(50%), dan
telah
memperhitungkan faktor
pengurang yaitu selisih kurang antara PPA dan
penyisihan kerugian penurunan nilai atas aset
produktif, PPA atas aset non produktif yang wajib
dihitung, dan penyertaan Bank kepada Anak
Perusahaan (50%).
i.
Core Capital (tier 1) comprises paid up capital of

common shares and disclosed reserve which consist
of additional paid up capital, general reserve, prior
year profit, current year profit (50%), calculating the
deduction factors which consists of shortage in
regulatory provision over allowance for impairment
loss for productive assets, regulatory provision on
non productive assets, and Bank investment in
Subsidiaries (50%).
ii. Modal Pelengkap (tier 2) terdiri dari cadangan umum

PPA atas aset produktif yang wajib dibentuk
(maksimum 1,25% dari ATMR untuk risiko Kredit)
dan memperhitungkan penyertaan Bank kepada
anak perusahaan (50%) sebagai faktor pengurang.
ii.
Supplementary Capital (tier 2) comprises the

regulatory provision general reserve on productive
assets (maximum 1.25% from RWA for credit risk)
including deduction factor of Banks investment in
Subsidiaries (50%).
Sesuai dengan peraturan BI No. 14/18/PBI/2012 tanggal

28 November 2012 tentang Kewajiban Penyediaan Modal
Minimum (KPMM) Bank Umum dan Surat Edaran BI
No. 14/37/DPNP tanggal 27 Desember 2012 tentang
KPMM sesuai Profil Risiko dan Pemenuhan Capital
Equivalency Maintained Assets (CEMA), Bank wajib
melakukan perhitungan KPMM minimum berdasarkan
profil risiko dan melakukan Internal Capital Adequacy
Assessment Process (ICAAP).
Pursuant to BI regulation No. 14/18/PBI/2012 dated

28 November 2012 regarding Capital Adequacy Ratio
(CAR) for Commercial Bank and BI Circular Letter
No. 14/37/DPNP dated 27 December 2012 regarding
CAR Risk Profile Based and Fulfilment of Capital
Equivalency Maintained Assets (CEMA), the Bank is
required to calculate minimum CAR in accordance to its
risk profile and to perform Internal Capital Adequacy
Assessment Process (ICAAP).
Hasil penilaian menunjukkan bahwa Bank mampu

memenuhi ketentuan KPMM minimum sesuai dengan
profil risiko, baik untuk Bank maupun konsolidasi.
Berdasarkan proses penilaian kecukupan modal internal
(ICAAP), Bank akan memiliki ketersediaan sumber daya
keuangan yang memenuhi kebutuhan modal baik untuk
Pilar 1 dan Pilar 2 untuk tiga tahun ke depan.
The assessment result shows that the Bank has met the
minimum CAR in accordance to its risk profile, both on
standalone and consolidated basis. Based on ICAAP, the
Bank will have sufficient financial resources to meet its
Pillar 1 and Pillar 2 capital demands for the next three
years.
Selain ketentuan tersebut, guna memperkuat daya tahan

industri perbankan dalam menghadapi berbagai tantangan
ekonomi, pada tanggal 12 Desember 2013, BI
mengeluarkan PBI No.15/12/PBI tentang KPMM Bank
Umum tentang kewajiban bank untuk membentuk
tambahan modal sebagai penyangga (buffer) yang berlaku
secara bertahap mulai 1 Januari 2016 sampai 1 Januari
2019. Peraturan ini juga mengatur penyesuaian
komponen permodalan dan juga meningkatkan rasio
minimum modal inti (Tier 1) dari 5% menjadi 6%, efektif
dari tanggal 1 Januari 2014.
On 12 December 2013, with the aim to strengthen the

banking industry in overcoming various economic
challenges, BI issued PBI No.15/12/PBI concerning CAR
for Commercial Bank, which requires banks to set aside
additional capital buffers which is imposed in stages from
1 January 2016 to 1 January 2019. The regulation also
stipulates changes in capital components as well as
increasing the minimum Tier 1 Capital from 5% to 6%,
effective from 1 January 2014.
Bank mendukung kebijakan yang telah dikeluarkan oleh BI

dan berupaya mempersiapkan diri agar dapat memenuhi
berbagai ketentuan yang dikeluarkan sehingga mampu
mencapai pertumbuhan bisnis yang berkelanjutan. Bank
optimis mampu memenuhi ketentuan terkait permodalan
untuk mendukung pertumbuhan bisnis yang diharapkan.
The Bank supports this BI initiative and is committed to

take appropriate actions to meet the requirements in
order to generate sustainable growth. The Bank believes
in meeting the capital requirements to support the desired
business growth.


DAN ENTITAS ANAK
53. MANAJEMEN MODAL (lanjutan)

AND SUBSIDIARIES
53. CAPITAL MANAGEMENT (continued)
Guna terus meningkatkan kemampuan permodalan,

secara proaktif Bank menjaga rasio permodalan yang
sehat baik untuk Bank sebagai entitas maupun pada
tingkat konsolidasian, minimal 2% di atas persyaratan
minimum yang harus dipenuhi berdasarkan profil risiko.
To continuously strengthen its capital, Bank takes

proactive measures to maintain sound capital ratio, both
on standalone and consolidated basis, at 2% above the
minimum level as required based on risk profile.
Berikut adalah posisi modal berdasarkan peraturan BI

pada tanggal-tanggal 31 Desember 2014 dan 2013:
The following is the Banks capital position based on BI

regulation as of 31 December 2014 and 2013:
2014
Bank
Dengan memperhitungkan risiko kredit,
risiko pasar dan risiko operasional
- Aset Tertimbang Menurut Risiko
- Jumlah modal
- Rasio Kewajiban Penyediaan
Modal Minimum
Bank dan Entitas Anak
Dengan memperhitungkan risiko kredit,
risiko pasar, dan risiko operasional
- Aset tertimbang menurut risiko
- Jumlah modal
- Rasio Kewajiban Penyediaan
Modal Minimum
2013
133.353.973
24.230.478
123.510.477
21.588.379
18,17%
17,48%
166.294.433
29.702.743
155.140.150
27.701.698
17,86%
17,86%
Bank
With credit risk, market risk
and operational risk
Risk Weighted Assets Total capital Capital Adequacy Ratio
Bank and Subsidiaries
With credit risk, market risk,
and operational risk
Risk Weighted Assets Total capital Capital Adequacy Ratio
Manajemen menggunakan rasio permodalan dengan

tujuan untuk memonitor jumlah modal dan rasio modal
tersebut mengikuti standar industri untuk mengukur
kecukupan modal. Pendekatan BI atas pengukuran
tersebut terutama berdasarkan pengawasan atas
hubungan
kebutuhan
sumber
modal
terhadap
ketersediaan sumber modal.
Management uses regulatory capital ratios in order to

monitor capital base, and these capital ratios follow the
industry standards for measuring capital adequacy. BIs
approach to such measurement is primarily based on
monitoring the relationship of the capital resources
requirement to available capital resources.
Bank telah memenuhi ketentuan BI yang berlaku tentang

KPMM dan Perhitungan ATMR.
The Bank has fulfilled the BIs regulation regarding CAR

and Calculation of RWA.


DAN ENTITAS ANAK
54. ASET DAN LIABILITAS DALAM MATA UANG ASING

AND SUBSIDIARIES
54. ASSETS
AND
CURRENCIES
2014
ASET
Kas
Dolar Singapura
Dolar Australia
Euro Eropa
Yen Jepang
Giro pada bank lain
Yen Jepang
Euro Eropa
Dolar Singapura
Dolar Australia
Dolar Hong Kong
Lain-lain
Indonesia
Dolar Australia
IN
FOREIGN
The balances of monetary assets and liabilities in foreign

currencies are as follows:
Saldo aset dan liabilitas moneter dalam mata uang asing

Mata uang asing

(dalam ribuan)/
Foreign currency
(in thousand)
LIABILITIES
Ekuivalen
Rupiah (dalam
jutaan)/Rupiah
equivalent (in
million)
9.396
2.822
1.335
331
7.088
116.377
26.461
13.543
4.977
734
162.092
243.850
3.020.083
312.676
2.272.161
11.688
10.786
6.967
13.608
831
4.449
3.872.497
235.305
175.951
101.130
70.703
21.731
16.029
26.286
4.519.632
468.617
37.000
5.803.822
375.486
6.179.308
Efek-efek
Yen Jepang
33.568
8.256
415.734
855
416.589
Tagihan derivatif
1.855
22.970

Dolar Singapura
Euro Eropa
912.765
46.832
1.241
11.304.594
439.103
18.681
11.762.378
Piutang premi
Dolar Singapura
Euro Eropa
Yen Jepang
7.079
856
23
780
87.669
8.028
348
81
96.126
ASSETS
Cash
Singapore Dollar
Australian Dollar
European Euro
Japanese Yen
Japanese Yen
European Euro
Singapore Dollar
Australian Dollar
Hong Kong Dollar
Others
Placements with other banks and
Bank Indonesia
Australian Dollar
Japanese Yen
Loans
Singapore Dollar
European Euro
Premium receivables
Singapore Dollar
European Euro
Japanese Yen


DAN ENTITAS ANAK
(lanjutan)

AND SUBSIDIARIES
54. ASSETS
AND
LIABILITIES
CURRENCIES (continued)
2014
ASET (lanjutan)
Tagihan akseptasi
Euro Eropa
Yen Jepang
Obligasi Pemerintah
aset lain-lain
Dolar Singapura
Dolar Australia
Lain-lain
Mata uang asing

(dalam ribuan)/
Foreign currency
(in thousand)
Ekuivalen
Rupiah (dalam
jutaan)/Rupiah
equivalent (in
million)
605.675
717
87.756
7.501.283
10.791
9.088
7.521.162
52.246
647.062
5.397
492
10
12
66.840
4.610
98
140
71.688
Jumlah aset
34.419.090
IN
FOREIGN
ASSETS (continued)
European Euro
Japanese Yen
Government Bonds
Singapore Dollar
Australian Dollar
Others
Total assets
LIABILITAS
Simpanan nasabah
Dolar Singapura
Dolar Australia
Yen Jepang
Euro Eropa
Lain-lain
2.115.681
49.545
44.186
2.175.193
13.115
715
516
26.202.706
464.539
448.408
225.263
197.424
13.782
5.011
27.557.133

1.522
18.850
Utang akseptasi
Euro Eropa
Yen Jepang
605.675
717
87.756
7.501.283
10.791
9.088
7.521.162

712.620
8.825.802
Borrowings
2.229
27.609
17.073
329
205
93
82
211.450
4.953
1.926
942
9

European Euro
Singapore Dollar
Australian Dollar
Japanese Yen
Beban yang masih harus dibayar dan

liabilitas lain-lain
Euro Eropa
Dolar Singapura
Dolar Australia
Yen Jepang
LIABILITIES
Singapore Dollar
Australian Dollar
Japanese Yen
European Euro
Others
Acceptances payable
European Euro
Japanese Yen
219.280
Jumlah liabilitas
44.169.836
Total liabilities
Posisi liabilitas - neto
(9.750.746)
Liabilities position - net


DAN ENTITAS ANAK

AND SUBSIDIARIES

(lanjutan)
54. ASSETS
AND
LIABILITIES
CURRENCIES (continued)
55. SUPPLEMENTARY
SHARIA UNIT
Sesuai dengan Surat dari BI No. 10/57/DpG/DPbS tanggal

27 Mei 2008 perihal penyeragaman nama produk dan
jasa perbankan syariah, mulai bulan September 2008,
semua produk/jasa perbankan syariah diseragamkan
menjadi iB.
ASET
Kas
FOREIGN
In conducting foreign currency transactions, the Bank has

a policy of maintaining net open position as required by
BI regulation at the maximum 20% of the total Tier I and
Tier II capital. Based on this policy, the Bank will hedge or
square its open position, if necessary, within the limit as
per BI regulation.
Dalam melakukan transaksi dalam mata uang asing, Bank

memiliki kebijakan untuk memelihara posisi devisa neto
sesuai dengan peraturan BI yakni setinggi-tingginya
sebesar 20% dari jumlah modal Tier I dan Tier II.
Berdasarkan kebijakan ini, Bank akan melakukan lindung
nilai atau melakukan square atas posisi yang dimiliki jika
diperlukan untuk menjaga agar posisi devisa neto masih
dalam limit sesuai peraturan BI.
55. INFORMASI KEUANGAN TAMBAHAN - UNIT SYARIAH
IN
FINANCIAL
INFORMATION
In
accordance
with
the
Letter
from
BI
No. 10/57/DpG/DPbS dated 27 May 2008 regarding
equalisation of sharia banking products and services,
starting September 2008, all sharia banking
products/services are equalised as iB.
2014
2013
ASSETS
Cash
Bank Indonesia
15.401
42.481
119.275
134.676
76.387
118.868
Sertifikat Bank Indonesia - Syariah
206.000
505.000
95.000
95.000
(20.750)
74.250
(20.750)
74.250
Piutang iB*)
Dikurangi: Penyisihan kerugian
penurunan nilai aset
174.075
261.572
(17.035)
157.040
(16.898)
244.674
Piutang iB lainnya
46.991
159.321
(170)
46.821
(210)
159.111
Pembiayaan iB
2.265.249
1.464.179
(29.082)
2.236.167
(27.074)
1.437.105
28.001
(19.625)
8.376
27.365
(9.997)
17.368
Fixed assets
Less: Accumulated depreciation
Net book value
17.963
12.634
3.591
14.576
39.983
2.441
Deferred income
Prepayments
Other assets
2.897.518
2.613.376
TOTAL ASSETS
Surat berharga
Aset tetap
Dikurangi: Akumulasi penyusutan
Nilai buku neto
Pendapatan yang masih akan diterima
Beban dibayar dimuka
Aset lain-lain
JUMLAH ASET
*)
Jumlah piutang iB tidak termasuk marjin yang belum diterima

masing-masing sebesar Rp35.953 dan Rp57.851 pada tanggaltanggal 31 Desember 2014 dan 2013.
*)
Certificates of Bank Indonesia Sharia

Less: Allowance for
impairment losses
iB receivables*)
Less: Allowance for
impairment losses
Other iB receivables
Less: Allowance for
impairment losses
iB financing
Less: Allowance for
impairment losses
Total iB receivables do not include unreceived margin

amounting to Rp35,953 and Rp57,851 as of 31 December 2014
and 2013, respectively.


DAN ENTITAS ANAK

AND SUBSIDIARIES
55. INFORMASI KEUANGAN TAMBAHAN - UNIT SYARIAH

(lanjutan)
55. SUPPLEMENTARY FINANCIAL

SHARIA UNIT (continued)
2014
INFORMATION
2013
LIABILITAS DAN INVESTASI TIDAK

TERIKAT
LIABILITIES AND UNRESTRICTED

INVESTMENT
LIABILITAS
Dana simpanan iB
- Giro iB titipan
- Tabungan iB titipan
Liabilitas segera iB lainnya
Liabilitas kepada bank lain
178.796
2.681
3.635
312.342
409.175
134.011
7.482
2.714
53.249
1.152.738
LIABILITIES
iB deposits
iB deposit current accounts iB deposit savings Other iB obligations due immediately
Liabilities to other banks
Other liabilities
JUMLAH LIABILITAS
906.629
1.350.194
TOTAL LIABILITIES
INVESTASI TIDAK TERIKAT

Dana investasi tidak terikat
- Tabungan iB
- Deposito iB
513.075
1.470.598
398.080
863.254
UNRESTRICTED INVESTMENT
Unrestricted investment funds
iB savings iB deposits -
JUMLAH INVESTASI TIDAK TERIKAT
1.983.673
1.261.334
TOTAL UNRESTRICTED
INVESTMENT
7.216
1.848
PROFIT
Gain during the year
2.613.376
TOTAL LIABILITIES
AND UNRESTRICTED
INVESTMENT
LABA
Saldo laba tahun berjalan
JUMLAH LIABILITAS DAN INVESTASI
TIDAK TERIKAT
2.897.518


DAN ENTITAS ANAK
55. INFORMASI KEUANGAN
SYARIAH (lanjutan)
TAMBAHAN

AND SUBSIDIARIES
UNIT
55. SUPPLEMENTARY FINANCIAL

SHARIA UNIT (continued)
2014
INFORMATION
2013
LAPORAN LABA RUGI

Marjin
Bagi hasil
Bonus
Operasional lainnya
27.873
211.960
1.786
53.009
27.637
144.704
938
69.822
STATEMENTS OF INCOME
Margin
Profit sharing
Bonus
Jumlah pendapatan operasional
294.628
243.101
(5.536)
(98.251)
(806)
(50.328)
Margin distribution for unrestricted

investment funds
Bank Non Bank -
(103.787)
(51.134)
Total profit sharing
190.841
191.967
INCOME FROM OPERATION

AFTER DEDUCTING MARGIN
DISTRIBUTION FOR
UNRESTRICTED INVESTMENT
FUNDS
Bagi hasil untuk investor dana investasi

tidak terikat
- Bank
- Bukan Bank
Jumlah bagi hasil
SETELAH DISTRIBUSI BAGI HASIL
UNTUK INVESTOR DANA
INVESTASI TIDAK TERIKAT
Bonus iB
nilai aset
Administrasi dan umum
Personalia
Lainnya
(3.038)
(1.643)
(16.116)
(23.337)
(105.554)
(28.882)
(16.159)
(23.196)
(104.805)
(35.766)
iB Bonus
losses on assets
General and administrative
Others
Jumlah beban operasional
(176.927)
(181.569)
Total operating expenses
13.914
10.398

3.062
(9.760)
503
(9.053)
Non-operating expense
BEBAN BUKAN OPERASIONAL - NETO
(6.698)
(8.550)
NET NON-OPERATING EXPENSE
7.216
1.848
INCOME DURING THE YEAR
LABA TAHUN BERJALAN
Biaya transformasi atas Bisnis Usaha Syariah diakui

sebagai bagian dari keseluruhan biaya transformasi bisnis
Bank.
Transformation expense of Sharia Unit Business

recognized as part of the Banks business transformation
expense.
Pada tanggal 31 Desember 2014, rasio piutang dan

pembiayaan iB yang diberikan dengan akad bermasalah
terhadap jumlah pembiayaan yang diberikan adalah
sebesar 1,64% (2013: 2,03%).
As of 31 December 2014, the percentage of nonperforming iB receivables and financing with contract to
total loans was 1.64% (2013: 2.03%).


DAN ENTITAS ANAK

AND SUBSIDIARIES
56. AKTIVITAS INVESTASI NON-KAS
56. NON-CASH INVESTING ACTIVITY

2014
2013
Aktivitas investasi non-kas:

Pembelian aset tetap yang masih
terutang
7.855
15.040
Non-cash investing activities:

Acquisition of fixed assets still
unpaid
Kerugian penghapusan aset tetap
1.150
Loss on write off of fixed assets
57. REKLASIFIKASI AKUN
57. ACCOUNTS RECLASSIFICATION

Certain accounts in the consolidated statements of
financial position as of 31 December 2013 and 2012
have been reclassified to conform with the presentation
of consolidated statement of financial position as of
31 December 2014.
Akun tertentu dalam laporan posisi keuangan

konsolidasian pada tanggal-tanggal 31 Desember 2013
dan 2012 telah direklasifikasi agar sesuai dengan
penyajian laporan posisi keuangan konsolidasian pada
Sebelum
reklasifikasi/
Before
reclassifications
2013
Reklasifikasi/
Reclassifications
Setelah
reklasifikasi/
After
reclassifications
LAPORAN POSISI KEUANGAN

KONSOLIDASIAN
ASET
Aset tetap (Catatan 18)
dan aset lain-lain (Catatan 19)
LAPORAN ARUS KAS

KONSOLIDASIAN
kegiatan operasi
kegiatan investasi
OF FINANCIAL POSITION
2.199.165
184.828
2.383.993
3.156.192
(184.828)
2.971.364
Sebelum
reklasifikasi/
Before
reclassifications
3.533.128
(2.467.186)
Sebelum
reklasifikasi/
Before
reclassifications
2013
Reklasifikasi/
Reclassifications
Setelah
reklasifikasi/
After
reclassifications
139.380
3.672.508
(139.380)
(2.606.566)
2012
Reklasifikasi/
Reclassifications
OF CASH FLOWS
Net cash provided by
operating activities
Net cash used in
Setelah
reklasifikasi/
After
reclassifications

KONSOLIDASIAN
ASET
Aset tetap (Catatan 18)
dan aset lain-lain (Catatan 19)
ASSETS
Fixed assets (Note 18)
Prepayment and other
assets (Note 19)
OF FINANCIAL POSITION
2.095.756
3.917.135
45.448
(1.238.700)
2.141.204
2.678.435
ASSETS
Fixed assets (Note 18)
Prepayments and other
assets (Note 19)


DAN ENTITAS ANAK

AND SUBSIDIARIES
58. STANDAR AKUNTANSI YANG TELAH DISAHKAN

NAMUN BELUM BERLAKU EFEKTIF
58. ACCOUNTING STANDARDS ISSUED BUT NOT YET

EFFECTIVE
Berikut ini ikhtisar Pernyataan Standar Akuntansi

Keuangan (PSAK) dan Interpretasi Standar Akuntansi
Keuangan (ISAK) yang diterbitkan oleh Dewan Standar
Akuntansi Keuangan (DSAK) dan Dewan Standar
Akuntansi Syariah (DSAS) yang belum berlaku efektif
untuk laporan keuangan konsolidasian yang berakhir pada
tanggal 31 Desember 2014:
The following summarizes the Statements of Financial

Accounting Standards (SFAS) and Interpretation of
Financial Accounting Standards (ISAK) issued by the
Indonesian Accounting Standards Board (DSAK) and
Sharia Accounting Standards Board (DSAS) which are
not yet effective for the consolidated financial statements
for the year ended 31 December 2014:
Efektif berlaku pada atau setelah tanggal 1 Januari 2015:
Effective on or after 1 January 2015:
a.
PSAK No. 1 (Revisi 2013), Penyajian Laporan

Keuangan, yang diadopsi dari IAS 1. PSAK ini
mengubah penyajian kelompok pos-pos dalam
penghasilan komprehensif lain. Pos-pos yang akan
direklasifikasi ke laba rugi disajikan terpisah dari
pos-pos yang tidak akan direklasifikasi ke laba rugi.
a.
b.
PSAK No. 4 (Revisi 2013), Laporan Keuangan

Tersendiri, yang diadopsi dari IAS 27. PSAK ini
hanya mengatur persyaratan akuntansi ketika
entitas induk menyajikan laporan keuangan
tersendiri sebagai informasi tambahan. Pengaturan
akuntansi untuk laporan keuangan konsolidasian
diatur dalam PSAK No. 65.
PSAK No. 15 (Revisi 2013), Investasi pada Entitas
Asosiasi dan Ventura Bersama, yang diadopsi dari
IAS 28. PSAK ini mengatur penerapan metode
ekuitas pada investasi ventura bersama dan juga
entitas asosiasi.
PSAK No. 24 (Revisi 2013), Imbalan Kerja, yang
diadopsi dari IAS 19. PSAK ini, antara lain,
menghapus mekanisme koridor dan pengungkapan
atas
informasi
liabilitas
kontinjensi
untuk
menyederhanakan klarifikasi dan pengungkapan.
PSAK No. 46 (Revisi 2014), Pajak Penghasilan,
yang diadopsi dari IAS 12. PSAK ini memberikan
tambahan pengaturan untuk aset dan liabilitas
pajak tangguhan yang berasal dari aset yang tidak
disusutkan yang diukur dengan menggunakan
model revaluasi, dan yang berasal dari properti
investasi yang diukur dengan menggunakan model
nilai wajar.
PSAK No. 48 (Revisi 2014), Penurunan Nilai Aset,
yang diadopsi dari IAS 36. PSAK ini memberikan
tambahan persyaratan pengungkapan untuk setiap
aset individual atau unit penghasil kas yang mana
kerugian penurunan nilai telah diakui atau dibalik
selama periode.
Penyajian, yang diadopsi dari IAS 32. PSAK ini
mengatur lebih dalam kriteria mengenai hak yang
dapat dipaksakan secara hukum untuk melakukan
saling hapus atas jumlah yang telah diakui dan
kriteria penyelesaian secara neto.
b.
c.
d.
e.
f.
g.
c.
d.
e.
f.
g.
SFAS No. 1 (Revised 2013), Presentation of

Financial Statements, adopted from IAS 1. This
SFAS changes the grouping of items presented in
other comprehensive income. Items that could be
reclassified to profit or loss would be presented
separately from items that will never be
reclassified.
SFAS No. 4 (Revised 2013), Separate Financial
Statements, adopted from IAS 27. This SFAS
prescribes only the accounting requirements
when a parent entity prepares separate financial
statements as additional information. Accounting
for
consolidated
financial
statements
is
determined in SFAS No. 65.
SFAS No. 15 (Revised 2013), Investments in
Associates and Joint Ventures, adopted from IAS
28. This SFAS describes the application of the
equity method to investments in joint ventures in
addition to associates.
SFAS No. 24 (Revised 2013), Employee
Benefits, adopted from IAS 19. This SFAS,
among other, removes the corridor mechanism
and contingent liability disclosures to simple
clarifications and disclosures.
SFAS No. 46 (Revised 2014), Income Taxes,
adopted from IAS 12. This SFAS now provides
additional provision for deferred tax asset or
deferred tax liability arises from a non-depreciable
asset measured using the revaluation model, and
those arises from investment property that is
measured using the fair value model.
SFAS No. 48 (Revised 2014), Impairment of
Assets, adopted from IAS 36. This SFAS
provides additional disclosure terms for each
individual asset (including goodwill) or a cashgenerating unit, for which an impairment loss has
been recognized or reversed during the period.
SFAS No. 50 (Revised 2014), Financial
Instruments: Presentation, adopted from IAS 32.
This SFAS provides deeper about criterion on
legally enforceable right to set off the recognized
amounts and criterion to settle on a net basis.


DAN ENTITAS ANAK
58. STANDAR AKUNTANSI YANG TELAH DISAHKAN
NAMUN BELUM BERLAKU EFEKTIF (lanjutan)
h. PSAK No. 55 (Revisi 2014), Instrumen Keuangan:
Pengakuan dan Pengukuran, yang diadopsi dari

IAS 39. PSAK ini, antara lain, menambah
pengaturan kriteria instrumen lindung nilai yang
i.

AND SUBSIDIARIES
58. ACCOUNTING STANDARDS ISSUED BUT NOT YET
EFFECTIVE (continued)
h.
tidak dapat dianggap telah kedaluarsa atau

telah dihentikan, serta ketentuan untuk
mencatat instrumen keuangan pada tanggal
pengukuran dan pada tanggal setelah
pengakuan awal.

Pengungkapan, yang diadopsi dari IFRS 7. PSAK
pengaturan
ini,
antara
lain,
menambah
pengungkapan saling hapus dengan informasi
kuantitatif dan kualitatif, serta pengungkapan
mengenai pengalihan instrumen keuangan.
j. PSAK No. 65, Laporan Keuangan Konsolidasi,
yang diadopsi dari IFRS 10. PSAK ini
menggantikan porsi PSAK No. 4 (Revisi 2009)
mengenai pengaturan akuntansi untuk laporan
keuangan konsolidasian, menetapkan prinsip
penyusunan dan penyajian laporan keuangan
konsolidasian ketika entitas mengendalikan satu
atau lebih entitas lain.
k. PSAK No. 66, Pengaturan Bersama, yang
diadopsi dari IFRS 11. PSAK ini menggantikan
PSAK No. 12 (Revisi 2009) dan ISAK No. 12.
PSAK ini menghapus opsi metode konsolidasi
proporsional untuk mencatat bagian ventura
bersama.
l. PSAK No. 67, Pengungkapan Kepentingan dalam
Entitas Lain, yang diadopsi dari IFRS 12. PSAK ini
mencakup semua pengungkapan yang diatur
sebelumnya dalam PSAK No. 4 (Revisi 2009),
PSAK No. 12 (Revisi 2009), dan PSAK No. 15
(Revisi 2009). Pengungkapan ini terkait dengan
kepentingan entitas dalam entitas-entitas lain.
m. PSAK No. 68, Pengukuran Nilai Wajar, yang
diadopsi dari IFRS 13. PSAK ini memberikan
panduan tentang bagaimana pengukuran nilai
wajar ketika nilai wajar disyaratkan atau diizinkan.
n. ISAK No. 26 (Revisi 2014), Penilaian Kembali
Derivatif Melekat, yang diadopsi dari IFRIC 9.
ISAK ini memberikan panduan penilaian apakah
derivatif melekat disyaratkan untuk dipisahkan dari
kontrak utama dan dicatat sebagai suatu derivatif.
i.
o.
o.
PSAK No. 101 (Revisi 2014), Penyajian Laporan

Keuangan Syariah, mengatur dasar dalam
penyajian laporan keuangan bertujuan umum untuk
entitas syariah.

Instruments: Recognition and Measurement,
adopted from IAS 39. This SFAS, among other,
provides additional provision for the criteria of not
an expiration or termination of the hedging
instrument, and provision to account financial
instruments at the measurement date and after
initial recognition

Instruments: Disclosures, adopted from IFRS 7.
This SFAS, among other, provides additional
provision
on
offsetting
disclosures
with
quantitative and qualitative information, and
disclosures on transfers of financial instruments.
j. SFAS
No.
65,
Consolidated
Financial
Statements, adopted from IFRS 10. This SFAS
replaces the portion of SFAS No. 4 (Revised
2009) that addresses the accounting for
consolidated financial statements, establishes
principles for the presentation and preparation of
consolidated financial statements when an entity
controls one or more other entities.
k. SFAS No. 66, Joint Arrangements, adopted from
IFRS 11. This SFAS replaces SFAS No. 12
(Revised 2009) and ISAK No. 12. This SFAS
removes the option to account for jointly
controlled
entities
using
proportionate
consolidation.
l. SFAS No. 67, Disclosure of Interest in Other
Entities, adopted from IFRS 12. This SFAS
includes all of the disclosures that were previously
in SFAS No. 4 (Revised 2009), SFAS No. 12
(Revised 2009), and SFAS No. 15 (Revised
2009). This disclosure relates to an entitys
interests in other entities.
m. SFAS No. 68, Fair Value Measurement, adopted
from IFRS 13. This SFAS provides guidance on
how to measure fair value when fair value is
required or permitted.
n. ISAK No. 26 (Revised 2014), Reassessment of
Embedded Derivatives, adopted from IFRIC 9.
This ISAK provides guidance on the
assessment of whether an embedded

derivative is required to be separated from
the host contract and accounted for as a
derivative.
SFAS No. 101 (Revised 2014), Sharia

Presentation Financial Statements, regulates
basis for presentation of general purpose financial
statements for sharia entity.


DAN ENTITAS ANAK
Bank dan Entitas Anak sedang mengevaluasi dan
belum menentukan dampak dari Standar dan
Interprestasi tersebut terhadap laporan keuangan
konsolidasian.

AND SUBSIDIARIES
The Bank and Subsidiaries are presently evaluating
and have not determined the effects of these
Standards and Interpretation on the consolidated
financial statements.
The original supplementary financial information included herein is in the

INFORMASI KEUANGAN TAMBAHAN/SUPPLEMENTARY FINANCIAL INFORMATION

ENTITAS INDUK

PARENT COMPANY
STATEMENT OF FINANCIAL POSITION
Laporan keuangan Induk Perusahaan berikut ini, dimana tidak

termasuk saldo dari Entitas Anak, telah disajikan sesuai
dengan kebijakan akuntansi yang konsisten dengan yang
digunakan pada laporan keuangan konsolidasian Bank, kecuali
untuk investasi pada Entitas Anak yang disajikan berdasarkan
harga perolehan. Informasi mengenai Entitas Anak
diungkapkan pada Catatan 1c atas laporan keuangan
konsolidasian Bank.
The following Parent Company-only financial statements,

which exclude the balances of the Banks subsidiaries,
have been prepared using the accounting policies that are
consistent with those applied to the Banks consolidated
financial statements, except for investments in
subsidiaries, which have been presented at cost.
Information pertaining to subsidiaries is disclosed in
Note 1c to the Banks consolidated financial statements.
December
December
2013
2014
1 Januari/
January
2013/31
Desember/
December
2012
ASET
Kas
Giro pada bank lain,
Rp2.700 pada tanggal 31 Desember 2014
1Januari 2013: RpNihil)
- Pihak berelasi
- Pihak ketiga
Bank Indonesia,
Rp4.963 pada tanggal 31 Desember 2014
1 Januari 2013: RpNihil)
- Pihak berelasi
- Pihak ketiga
Efek-efek,
penurunan nilai sebesar Rp21.442
1Januari 2013: Rp20.781)
- Pihak berelasi
- Pihak ketiga
kembali
Tagihan derivatif
penurunan nilai sebesar Rp2.800.918
(31 Desember 2013: Rp2.312.387 dan
1 Januari 2013: Rp2.279.679)
- Pihak berelasi
- Pihak ketiga
Tagihan akseptasi
- Pihak berelasi
- Pihak ketiga
Obligasi Pemerintah
Aset takberwujud,
setelah dikurangi akumulasi amortisasi
sebesar Rp799.660 pada tanggal
31 Desember 2014 (31 Desember 2013:
Rp681.198 dan 1 Januari 2013:
Rp558.980)
Dipindahkan
ASSETS
2.728.140
10.268.357
2.825.082
9.261.322
2.187.968
7.718.008
285.348
4.248.753
501.863
4.557.547
216.428
3.134.978
247.378
7.254.922
5.592.125
4.600.748
71.297
8.068.742
7.172.018
6.964.449
540.541
242.267
740.000
783.752
116.082
23.070
106.751.141
26.933
103.441.321
14.611
90.886.571
199
7.566.844
6.605.007
92.476
2.802.796
4.107.561
5.465.184
92.476
2.657.392
1.837.724
4.018.749
92.482
2.657.392
222.860
158.020.138
244.824
146.685.648
311.686
125.541.628
Cash
Current accounts with other banks,
2013: Rp3,017 and 1 January
2013: RpNil)
Related parties Third parties Placements with other banks and
Bank Indonesia,
2013: RpNil)
Related parties Third parties Marketable securities,
2013: Rp20,781)
Related parties Third parties Securities purchased under resale
agreements
Loans,
(31 December 2013: Rp2,312,387
and 1 January 2013: Rp2,279,679)
Related parties Third parties Acceptances receivable
Related parties Third parties Government Bonds
Prepaid tax
Intangible assets,
net of accumulated amortization of
Rp799,660 as of 31 December
2014 (31 December 2013:
Rp681,198 and 1 January
2013: Rp558,980)
Carried forward


ENTITAS INDUK
LAPORAN POSISI KEUANGAN (lanjutan)

PARENT COMPANY
STATEMENT OF FINANCIAL POSITION (continued)
December
December
2013
2014
1 Januari/
January
2013/31
Desember/
December
2012
Pindahan
Aset tetap,
penyusutan sebesar Rp2.165.411
(31 Desember 2013: Rp1.825.780 dan
1 Januari 2013: Rp1.575.606)
Aset pajak tangguhan, neto
Beban dibayar dimuka dan aset lain-lain,
2014 (31 Desember 2013: Rp43.102
- Pihak berelasi
- Pihak ketiga
158.020.138
146.685.648
125.541.628
1.970.196
1.073.523
1.877.065
946.198
1.667.746
851.235
23.525
2.157.569
2.512.126
2.413.912
Carried forward
Fixed assets,
net of accumulated depreciation
of Rp2,165,411 as of
31 December 2014
(31 December 2013: Rp1,825,780
and 1 January 2013: Rp1,575,606)
Deferred tax assets, net
Prepayments and other assets,
31 December 2014
(31 December 2013: Rp43,102
JUMLAH ASET
163.244.951
152.021.037
130.474.521
TOTAL ASSETS


ENTITAS INDUK
LAPORAN POSISI KEUANGAN (lanjutan)

PARENT COMPANY
STATEMENT OF FINANCIAL POSITION (continued)
December
December
2013
2014
1 Januari/
January
2013/31
Desember/
December
2012
LIABILITAS DAN EKUITAS

LIABILITAS
Simpanan nasabah:
- Pihak berelasi
- Pihak ketiga
- Pihak berelasi
- Pihak ketiga
Efek yang dijual dengan janji
dibeli kembali
Utang akseptasi
- Pihak berelasi
- Pihak ketiga
Utang pajak
- Pihak berelasi
- Pihak ketiga
JUMLAH LIABILITAS
LIABILITIES AND EQUITY
883.671
116.282.030
1.281.126
109.015.891
2.013.571
89.904.006
3.034
2.422.726
1.695.178
2.824.421
750.000
759.245
1.048.688
820.841
6.733.623
919.972
2.042.731
104.246
4.103.382
918.968
4.816.559
126.501
1.828.365
2.793.844
2.734.355
139.828
156
101.282
456.211
68.025
LIABILITIES
Related parties Third parties Deposits from other banks
Related parties Third parties Securities sold under repurchase
agreements
Acceptances payable
Related parties Third parties Securities issued
Borrowings
Taxes payable
3.111.515
3.091.750
3.066.138
134.175.827
126.264.811
106.421.241
TOTAL LIABILITIES
EKUITAS
EQUITY
Modal saham - nilai nominal sebesar
Share capital - par value per share
Rp50.000 (nilai penuh) per saham

untuk seri A
dan Rp500 (nilai penuh) per saham
untuk seri B
Modal dasar - 22.400.000 saham seri A
dan 17.760.000.000
saham seri B
Modal ditempatkan dan disetor penuh 22.400.000 saham seri A dan
9.562.243.365 saham seri B
Tambahan modal disetor
Modal disetor lainnya
Komponen ekuitas lainnya
Saldo laba (setelah defisit sebesar
Rp32.968.831 dieliminasi melalui
kuasi-reorganisasi tanggal
1 Januari 2001)
- Sudah ditentukan penggunaannya
- Belum ditentukan penggunaannya
Jumlah saldo laba
276.578
15.372.579
15.649.157
236.161
12.266.886
12.503.047
196.043
10.546.990
10.743.033

for A series shares
and Rp500 (full amount)
for B series shares
Authorized - 22,400,000 A series shares
and 17,760,000,000
B series shares
Issued and fully paid 22,400,000 A series shares and
9,562,243,365 B series shares
Additional paid-up capital
Other paid-up capital
Other equity components
Retained earnings (after deficit of
Rp32,968,831 was eliminated
through quasi-reorganization on
1 January 2001)
Appropriated Unappropriated Total retained earnings
JUMLAH EKUITAS
29.069.124
25.756.226
24.053.280
TOTAL EQUITY
163.244.951
152.021.037
130.474.521
TOTAL LIABILITIES AND EQUITY
JUMLAH LIABILITAS DAN EKUITAS
5.901.122
7.391.756
189
126.900
5.901.122
7.391.756
189
(39.888)
5.901.122
7.391.756
189
17.180


ENTITAS INDUK
31 Desember 2014
2014
OPERASIONAL
Pendapatan bunga
Beban bunga
LAINNYA
Pendapatan provisi dan komisi lain
Imbalan jasa
(Kerugian)/keuntungan dari perubahan
nilai wajar atas instrumen keuangan
yang diukur pada nilai wajar
melalui laporan laba rugi - neto
Keuntungan yang telah direalisasi
atas instrumen derivatif - neto
Kerugian atas transaksi
dalam mata uang asing
efek-efek dan
Obligasi Pemerintah - neto
Pendapatan dividen
BEBAN OPERASIONAL
LAINNYA
Beban provisi dan komisi
Beban umum dan administrasi
Beban tenaga kerja dan tunjangan
Lain-lain

PARENT COMPANY
STATEMENT OF COMPREHENSIVE INCOME
For the Year ended
31 December 2014
2013
16.466.792
(7.062.309)
14.440.372
(4.951.149)
9.404.483
9.489.223
Net interest income
1.087.862
1.088.460
OTHER OPERATING
INCOME
Other fees and commission income
Fees
1.070.862
1.190.042
(126.583)
79.796
13.229
207.572
(7.198)
(138.562)
35.569
2.798.788
(3.366)
909.323
4.974.709
3.231.085
(345.486)
(2.565.093)
(3.695.886)
(2.321.349)
(253.439)
(353.242)
(2.674.048)
(3.619.047)
(2.187.172)
(207.913)
(9.181.253)
(9.041.422)
5.197.939
3.678.886

BUKAN OPERASIONAL
37.444
(314.235)
PENDAPATAN (BEBAN)
BUKAN OPERASIONAL - NETO
(276.791)
BEBAN PAJAK PENGHASILAN

LABA BERSIH
(Losses)/gains from changes in fair

value of financial instruments at fair
value through profit or loss - net
Realized gains from
derivative instruments - net
Losses from foreign
exchange transactions
Gains on sale of
and Government Bonds - net
Dividend income
OTHER OPERATING
EXPENSES
Fees and commissions expense
General and administrative expenses
Profision for impairment losses
Others

NON-OPERATING
INCOME AND EXPENSES

LABA SEBELUM PAJAK PENGHASILAN
OPERATING INCOME AND

EXPENSES
Interest income
Interest expense
4.921.148
25.212
(24.993)
219
NON-OPERATING
INCOME (EXPENSES) - NET
3.679.105
INCOME BEFORE INCOME TAX
(562.581)
4.358.567
Non-operating expenses
(715.451)
2.963.654
INCOME TAX EXPENSE

NET INCOME


ENTITAS INDUK
31 Desember 2014
2014

PARENT COMPANY
STATEMENT OF COMPREHENSIVE INCOME
For the Year ended
31 December 2014
2013
Pendapatan Komprehensif Lain:

Aset keuangan tersedia untuk dijual:
Keuntungan/(kerugian) tahun berjalan
Jumlah yang ditransfer ke laba rugi
sehubungan dengan perubahan
nilai wajar
Other Comprehensive Income:

216.487
(112.630)
(9.531)
(5.157)
Available-for-sale financial assets:

Gains/(losses) in current years
Amounts transferred to profit or
loss in respect of fair
values changes
Arus kas lindung nilai:

(22.616)
Cash flow hedges:

changes of derivative instruments
31.273
for cash flow hedges
Pajak penghasilan terkait dengan

komponen pendapatan komprehensif lain
(17.552)
29.446
Pendapatan komprehensif
lain, setelah pajak
166.788
(57.068)
JUMLAH LABA KOMPREHENSIF

LABA BERSIH PER SAHAM DASAR
(NILAI PENUH)
Income tax relating to components

of other comprehensive income
net of tax
4.525.355
2.906.586
TOTAL COMPREHENSIVE
INCOME
454,74
309,21
BASIC EARNINGS PER SHARE

(FULL AMOUNT)

tahun berjalan
Pembentukan cadangan umum dan wajib
5.901.122
Keuntungan yang belum direalisasi

5.901.122
Bagian efektif atas instrumen


setelah pajak

tahun berjalan
Modal saham/
Share capital
7.391.756
7.391.756
Tambahan
modal disetor/
Additional
paid-up capital
189
189
Modal disetor
lainnya/
Other paid-up
capital
6.493
(24.780)
(24.780)
(24.780)
31.273
276.578
40.417
236.161
Sudah ditentukan
penggunaannya/
Appropriated
15.372.579
(1.212.457)
(40.417)
4.358.567
4.358.567
12.266.886
Belum ditentukan
penggunaannya/
Unappropriated
Saldo laba/
Retained earnings
29.069.124
(1.212.457)
4.525.355
166.788
191.568
(24.780)
4.358.567
25.756.226
Jumlah ekuitas/
Total equity
Appropriation for general and

legal reserve

for the year

income
Unrealized gains on available

for sale marketable
Bonds - net
Effective portion on derivative

instruments for cash flow
hedges

net of tax

for the year

PARENT COMPANY
STATEMENT OF CHANGES IN EQUITY
For the Year ended
31 December 2014
Bagian
efektif atas perubahan
nilai arus kas/ Effective
portion on fair value
instruments for cash
flow hedges
120.407
191.568
191.568
191.568
(71.161)
efek-efek,
Obligasi Pemerintah dan
investasi dalam saham dalam
kelompok tersedia untuk dijualneto/Unrealized
gains/(losses) on available-forsale marketable securities,
Government
Bonds and
investments in shares-net

ENTITAS INDUK
LAPORAN PERUBAHAN EKUITAS
31 Desember 2014
The original supplementary financial information included herein is in the Indonesian language.
Pembentukan cadangan umum dan wajib
5.901.122

tahun berjalan
Kerugian yang belum direalisasi

5.901.122
Bagian efektif atas instrumen


setelah pajak

tahun berjalan
Modal saham/
Share capital
7.391.756
7.391.756
Tambahan
modal disetor/
Additional
paid-up capital
189
189
Modal disetor
lainnya/
Other paid-up
capital
31.273
31.273
31.273
31.273
236.161
40.118
196.043
12.266.886
(1.203.640)
(40.118)
2.963.654
2.963.654
10.546.990
Sudah ditentukan Belum ditentukan

penggunaannya/ penggunaannya/
Appropriated
Unappropriated
Saldo laba/
Retained earnings
25.756.226
(1.203.640)
2.906.586
(57.068)
(88.341)
31.273
2.963.654
24.053.280
Jumlah ekuitas/
Total equity
Appropriation for general and

legal reserve

for the year

income
Unrealized losses on available

for sale marketable
Bonds - net
Effective portion on derivative

instruments for cash flow
hedges

net of tax

for the year

PARENT COMPANY
STATEMENT OF CHANGES IN EQUITY (continued)
For the Year ended
31 December 2014
Bagian
efektif atas perubahan
nilai arus kas/ Effective
portion on fair value
instruments for cash
flow hedges
(71.161)
(88.341)
(88.341)
(88.341)
17.180
efek-efek,
Obligasi Pemerintah dan
investasi dalam saham dalam
kelompok tersedia untuk dijualneto/Unrealized
gains/(losses) on available-forsale marketable securities,
Government
Bonds and
investments in shares-net

ENTITAS INDUK
LAPORAN PERUBAHAN EKUITAS (lanjutan)
31 Desember 2014
The original supplementary financial information included herein is in the Indonesian language.


ENTITAS INDUK
LAPORAN ARUS KAS
31 Desember 2014
Arus kas dari kegiatan operasi:

Pendapatan bunga, provisi, dan komisi
Pembayaran bunga, provisi, dan
komisi
Pendapatan operasional lainnya
(Kerugian)/keuntungan dari transaksi
mata uang asing - neto
Beban operasional lainnya
Beban bukan operasional - neto
Arus kas sebelum perubahan dalam
aset dan liabilitas operasi
Perubahan dalam aset dan liabilitas
operasi:
Penurunan/(kenaikan) aset operasi:
dan Bank Indonesia - jatuh
tempo lebih dari 3 bulan sejak
tanggal perolehan
Efek-efek dan Obligasi Pemerintah diperdagangkan
dijual kembali
aset lain-lain
Kenaikan/(penurunan) liabilitas
operasi:
Simpanan nasabah:
- Giro
- Tabungan
Pembayaran pajak penghasilan
kegiatan operasi

PARENT COMPANY
STATEMENT OF CASH FLOWS
For the Year ended
31 December 2014
2014
2013
17.110.901
15.111.180
(7.151.374)
1.191.225
(267.556)
(5.938.042)
(8.626)
4.936.528
(1.496.880)
(455.028)
(540.541)
(5.088.661)
Cash flows from operating activities:

Interest income, fees, and commissions
Payments of interest, fees, and
(5.360.251)
commisssions
1.088.466
(Losses)/gains from foreign
790.566
(5.865.865)
Other operating expenses
(4.453)
Non-operating expenses net
Cash flows before changes in
5.759.643
operating assets and liabilities
Changes in operating assets and

liabilities:
Decrease/(increase) in operating assets:
Placements with other banks and
Bank Indonesia - maturing more
than 3 months from the date
316.706
of acquisition
(12.018)
Government Bonds - trading
783.752
resale agreements
(12.069.030)
Loans
315.758
2.044.354
3.029.759
1.466.149
730.417
1.144
5.013.858
4.742.990
4.691.872
(1.129.263)
(537.154)
81.542
(729.129)
(794.926)
3.675.572
7.386.270

Increase/(decrease) in operating
liabilities:
Accruals and other
liabilities
Income tax paid during
the year
Net cash provided by operating
activities


ENTITAS INDUK
LAPORAN ARUS KAS (lanjutan)
31 Desember 2014
2014
Arus kas dari kegiatan investasi:
Pembelian efek-efek dan Obligasi
Hasil penjualan efek-efek dan Obligasi
Pembelian aset tetap
Hasil penjualan aset tetap
Penerimaan dividen kas
Kas neto diperoleh dari/(digunakan
untuk) kegiatan investasi
Arus kas dari kegiatan pendanaan:
Kenaikan pinjaman yang diterima
Kenaikan efek yang dijual dengan
Pembayaran pokok obligasi
Pembayaran dividen kas
kegiatan pendanaan
Kenaikan
kas dan setara kas - neto

PARENT COMPANY
STATEMENT OF CASH FLOWS (continued)
For the Year ended
31 December 2014
2013
(11.634.251)
(8.724.526)
10.522.070
(667.668)
65.333
2.798.788
7.143.784
(716.064)
58.194
909.323
Cash flows from investing activities:

Acquisition of marketable securities
and Government Bonds - held to
maturity and available-for-sale
Proceeds from sales of marketable
securities and Government Bonds held-to-maturity and available-for-sale
Acquisition of fixed assets
Proceeds from sale of fixed assets
Receipt of cash dividend
1.084.272
(1.329.289)
Net cash provided by/(used in)

(2.773.828)
2.082.205
(9.245)
(1.212.457)
(289.443)
(1.879.000)
(1.203.640)
Cash flows from financing activities:

Increase in borrowings
Increase in securities sold
under repurchase agreements
Payments of principal on bonds issued
Payments of cash dividends
(3.995.530)
(1.289.878)
Net cash used in

financing activities
764.314
4.767.103
Net increase in cash

and cash equivalents

awal tahun
22.742.908
17.975.805

the beginning of year

akhir tahun
23.507.222
22.742.908

the end of year
2.728.140
10.268.357
4.536.801
2.825.082
9.261.322
5.062.427
5.973.924
5.594.077
Cash and cash equivalents consist of:

Cash
Indonesia - maturing within 3 months
23.507.222
22.742.908
Total cash and cash equivalents
Kas dan setara kas terdiri dari:

Kas
Giro pada bank lain
Indonesia - jatuh tempo sampai dengan
3 bulan sejak tanggal perolehan
Jumlah kas dan setara kas
This page intentionally left blank
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Ifdhal Zulwasni - IT User Touchpoint, BDI Achmad Yani Banjarmasin


2014
Annual Report
Sustainability
Annual Report 2014
Sustainability
Annual Report
Menara Bank Danamon

Jl. Prof. Dr. Satrio Kav. E-IV No. 6
Tel. 62 21 5799 1001-03
Fax. 62 21 5799 1160-61
www.danamon.co.id
2014

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PT Bank Danamon Indonesia, Tbk.

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Managing Challenges, Transforming for

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2014 Annual Report PT Bank Danamon Indonesia, Tbk.

42 Report from the Board of

PT Bank Danamon Indonesia, Tbk. 2014 Annual Report

Majority and Controlling

109 Capital Markets Supporting

Management Discussion and

Corporate Governance Corporate Social Responsibility

Treasury & Capital Markets

148 Subsidiaries Business Review

Impact of Changes on Interest

2014 Annual Report PT Bank Danamon Indonesia, Tbk.

Changes of Tax Regulations in

212 Risk Management

306 Human Resources

327 Commitment for Good Corporate

PT Bank Danamon Indonesia, Tbk. 2014 Annual Report

Committees Under the Board of

Corporate Governance Corporate Social Responsibility

Share Buy Backs and Bank Bond Buy

490 Syariah Corporate Governance

Self-Assessment of UUS Danamon in

Corporate Social Responsibility

507 Yayasan Danamon Peduli

510 Policy, Concept and the

511 The Implementation of Corporate

Customer Service Unit

511 Social and Community

523 Environmental Care Program

2014 Annual Report PT Bank Danamon Indonesia, Tbk.

2014 Performance Highlights

LDR was lowered significantly from

CASA growth of 10% to Rp58.3

Customer Deposits Rpbillion

2010 2011 2012 2013 2014

PT Bank Danamon Indonesia, Tbk. 2014 Annual Report

CoC and NPL have been

Total outstanding loans grew moderately at 3%.

Non-mass market loans grew at 5.2%.

Trade finance grew annually at 11% (cash loans).

Net profit after tax.

2014 Annual Report PT Bank Danamon Indonesia, Tbk.

2014 Performance Highlights

Appropriation of Net Profits

Danamon maintains a 30% Payout Ratio.

PT Bank Danamon Indonesia, Tbk. 2014 Annual Report

In accordance with Bank Indonesias regulation,

2014 Annual Report PT Bank Danamon Indonesia, Tbk.

Danamon continues to strengthen micro

PT Bank Danamon Indonesia, Tbk. 2014 Annual Report

2014 Annual Report PT Bank Danamon Indonesia, Tbk.

Danamon implements careful

PT Bank Danamon Indonesia, Tbk. 2014 Annual Report

Pesona Pasar Terapung

6. Loan Loss Coverage